X-Plan full document - City of Xenia

City of Xenia Comprehensive PlanTable of ContentsIntroductionOverview.................................................................................................................................................... 1.2What is X-Plan?........................................................................................................................................... 1.2Why is X-Plan Needed?.............................................................................................................................. 1.2How Was X-Plan Developed?.................................................................................................................... 1.3What’s in X-Plan?........................................................................................................................................1.6Be a Community of ChoiceOverview....................................................................................................................................................2.2CC1 Develop a Community Recreation Center.........................................................................................2.3CC2 Improve City Entrances and Corridors............................................................................................. 2.4CC3 Create a Community-Oriented Bike and Pedestrian Path System................................................. 2.4CC4 Create an Inter-Connected Network of Greenspace ...................................................................... 2.8CC5 Attract Additional Retail and Commercial Recreation Uses to Xenia............................................ 2.9CC6 Enhance Our Park System................................................................................................................ 2.10CC7 Maintain and Improve Quality of Existing City Infrastructure and Services................................ 2.12CC8 Improve Community Relations and Communications................................................................... 2.14Grow Our EconomyOverview....................................................................................................................................................3.2GE1 Market Xenia to Attract Jobs and Industry.......................................................................................3.3GE2 Implement a Focused Recruitment Effort .......................................................................................3.3GE3 Preserve Land for Long-term Economic Growth ........................................................................... 3.6GE4 Reposition Older Business Parks ......................................................................................................3.7GE5 Take a “Grow Your Own” Approach to Economic Development.................................................. 3.8GE6 Turn City Government into a Business Advocacy Organization................................................... 3.10GE7 Foster Town and Gown and Healthy Community Partnerships.................................................... 3.12Make Our Neighborhoods GreatOverview................................................................................................................................................... 4.2NG1 Create and Maintain the Building Blocks for Successful Neighborhoods Citywide..................... 4.5NG2 Sustain Vital Neighborhoods..........................................................................................................4.10NG3 Stop Neighborhood Decline.............................................................................................................4.11NG4 Restore Distressed Neighborhoods ..............................................................................................4.14Strengthen Our CoreOverview....................................................................................................................................................5.2SC1 Create Vibrant Downtown-Adjacent Neighborhoods .....................................................................5.3ii

City of Xenia Comprehensive PlanSC2 Change Downtown’s Role .................................................................................................................5.5SC3 Redevelop Xenia Towne Square....................................................................................................... 5.9SC4 Create a Welcoming and Comfortable Pedestrian Environment.................................................. 5.10SC5 Make Downtown the Bicycle Hub of the Midwest.........................................................................5.11SC6 Reposition Vacant Properties ......................................................................................................... 5.12SC7 Leverage Downtown’s Historic Assets........................................................................................... 5.15Regulatory FrameworkOverview................................................................................................................................................... 6.2Thoroughfare Plan.................................................................................................................................... 6.4Land Use Plan............................................................................................................................................ 6.8Implementation ProcessOverview....................................................................................................................................................7.2X-Plan Adoption.........................................................................................................................................7.2Action Plan.................................................................................................................................................7.2X-Plan Updates...........................................................................................................................................7.3Budget Planning Process ......................................................................................................................... 7.4Department Performance Plans ..............................................................................................................7.5Ongoing Communication/Monitoring .....................................................................................................7.5Action PlanGoal CC: Be a Community of Choice - 3-year Action Plan....................................................................... 8.3Goal GE: Grow Our Economy - 3-year Action Plan.................................................................................. 8.4Goal NG: Make Our Neighborhoods Great - 3-year Action Plan............................................................ 8.5Goal SC: Strengthen Our Core - 3-year Action Plan................................................................................ 8.6Tables and MapsMap 2.2: Bike Facility and Gateway/Corridor Enhancement Concepts..................................................2.7Map 2.1: Existing Industrial Zones........................................................................................................... 3.4Map 4.1: Xenia’s Neighborhoods............................................................................................................. 4.4Table 4.1: Neighborhood-Specific Indicators and Objectives................................................................ 4.9Map 5.1: Strengthen Our Core Map........................................................................................................ 5.17Table 6.1: Thoroughfare Plan Functional Classifications........................................................................ 6.4Map 6.1 Thoroughfare Plan...................................................................................................................... 6.6Map 6.2 Land Use Plan.............................................................................................................................. 6.9Table 6.2 Land Use Plan Classification Summary...................................................................................6.10iii

ivCity of Xenia Comprehensive Plan

1IntroductionObjectivesOverview ...................................................1.2What is X-Plan?..........................................1.2Why is X-Plan Needed? .............................1.2How Was X-Plan Developed? ...................1.3What’s in X-Plan? .......................................1.6

Chapter 1 IntroductionCity of Xenia Comprehensive PlanOverviewXenia’s leaders commissioned aComprehensive Plan update in order tobuild a shared vision with Xenia citizensof how to make Xenia the best it can be.The resulting product – called X-Plan – envisionswhat Xenia will be like in 20 years and providesstep-by-step directions on how to turn the visioninto reality.X-Plan replaces the 1997 Xenia Urban ServiceArea Land Use Plan as Xenia’s official growthand development policy. X-Plan augmentsand informs Xenia’s development regulationssuch as Zoning and informs public and privatedecision-making regarding the location andquality of future land use, development andinfrastructure investments. X-Plan also outlinesstrategies for economic development, downtownand neighborhood revitalization, and imageimprovement.X-Plan’s recommendations are directly linkedto high-priority planning issues as enumerated,defined and prioritized by residents andstakeholders. This chapter summarizes howX-plan was created, how the public was involvedand how policies were developed.What is X-Plan?X-Plan is visionary and strategic. X-Plan offers along-term vision integrated with short-term andaction-oriented strategies. This blend gives Xenialeaders the ability to set priority actions each yearthat collectively achieve broader X-Plan goalsover time.X-Plan is a leadership document. X-Plan visionand strategy was informed by the public;implementation is designed to be led bycommunity leaders. While City officials are theprimary audience for subsequent implementationefforts, X-Plan is also directed towardsexecutives with Xenia’s numerous civic-orientedorganizations and institutions. Collaborationbetween partners and pooling of resources –human, financial and political – is essential.X-Plan requires execution. A deliberate andsustained execution effort is needed to turnX-Plan vision and strategy into reality. To help,X-Plan utilizes strategic plan and managementtools to help decision-makers select projectsfor implementation each year and to executeplan recommendations in the most realistic andefficient manner possible.Why is X-Plan Needed?The 1997 Xenia Urban Service Area Land Use Planhas served Xenia well. More recent changes inour national and regional economy and shiftingmarket demand for goods and services, housing,and community facilities all pointed to the needto take a fresh look at community goals andexpectations.City leaders also saw a new comprehensiveplan as an opportunity to galvanize communityVisionStrategyExecution1.2

City of Xenia Comprehensive Plansupport for future City initiatives. City Counciland administration assigned two overarchingobjectives to help move X-Plan forwardin this regard: (1) significant communityparticipation, and (2) an action plan to guide planimplementation.X-Plan’s timing coincides with a national economyrecovering from a major recession, reducedlocal government funding and a growing listof infrastructure and community improvementneeds. Xenia, like most mature Midwesterncommunities, has seen significant increases inrenter-occupied housing and foreclosures. TheDayton region has lost thousands of jobs in themanufacturing center, impacting several hundredXenia households.Xenia is also still recovering from the catastrophic1974 tornado. This storm reduced a third ofXenia’s building stock to rubble including schoolsand grand old Victorian mansions and significant,irreplaceable downtown commercial buildings.Their modern replacements stand today as astark reminder of this event.Xenia as the county seat historically stood as thecenter of economic and political importance formany decades. Xenia’s power and prestige havewaned since the opening of I-675 to the west.Western Greene County has benefited from itsdirect access from I-675 and close proximityto Wright-Patterson Air Force Base. The base,as the largest site employer in Ohio and oneof the largest beneficiaries of federal researchand development funding, drives significanteconomic impact to its neighbors.For all of the above reasons, Xenia has notexperienced the same amount of success assome other communities in the region over thepast two decades. These same reasons point tothe need for a unified strategy to move Xeniaforward. X-Plan does this by offering communityconsensus, vision, strategy and actions toproactively propel Xenia confidently into thefuture.Xenia is also full of strength and opportunity.Xenia’s population growth outpaced that ofthe region and reached the highest in the City’shistory in 2010. Population growth is perhapsthe best indicator of Xenia’s resiliency. Equallyimportant, Xenia has the land and infrastructureneeded to continue to grow well into the future.Xenia is the Bicycle Capital of the Midwest– a claim held due to its unique bicycle pathinfrastructure. New elementary schools werebuilt in 2012 and talks of a new athletic facilitystarted at the time X-Plan was adopted. Mostimportant, Xenia has a traditional downtownand historic roots from which to grow. Historicinfrastructure goes a long way to create adesirable sense of place and belonging. X-Planbuilds on these strengths and seeks to leverageexisting community assets.How Was X-Plan Developed?Chapter 1 IntroductionAs directed by City Council, X-Plan was developedfor Xenia by Xenians. This “bottom up” approachsquarely links plan goals and strategies withpublic input and priorities. X-Plan reflectscommunity aspirations and gives City leaders aclear mandate for its implementation.Care was taken to write and organize X-Planaround issues of importance to the community.X-Plan also uses language and vocabularyheard during public workshops. Use oftechnical planning jargon, while still visible inX-Plan, was avoided in large extent to create acomprehensive plan grounded in communityvalues as expressed in community terms.1.3

Chapter 1 IntroductionCity of Xenia Comprehensive PlanThis was done as part of a broader effort topromote wide-spread community support andpride in X-Plan.Members of the public were invitedto participate in the planning processthrough one or more of the followingactivities:• Interviews. 18 residents andcommunity stakeholders wereinterviewed early in the planningprocess to gain insight onXenia’s strengths, weaknesses,opportunities and constraints.• Community Survey. 400randomly selected Xeniaresidents participated in atelephone survey conductedby Wright State University. Theresults of the survey give Cityofficials a sense of communityopinions of public infrastructureand services and communityquality of life. The survey alsomeasures support for newpolicies or projects.• Five Public Workshops. Citizensattended one of five publicworkshops held specifically togive residents and concernedstakeholders the opportunityto establish X-Plan policiesand priorities. Participantsidentified high priority planningissues and projects, presentedideal land use and transportationscenarios, and reviewed draftplan recommendations at theseworkshops.• Virtual Town Hall Meetings. The Cityof Xenia operated two online virtual“town hall” meetings using the Ideascaleplatform. These online discussion forumsallowed residents to post their ideas, discussHigh Priorities from Public Input ProcessResidents and stakeholders generated hundreds ofgreat ideas during public workshops and virtual townhall meetings. The following projects were consistentlyselected by residents as high priorities:• Revitalize downtown by rehabilitating and repurposingvacant buildings. Create a “central entertainmentdistrict” and “lifestyle” neighborhood.• Redevelop Xenia Town Square by re-establishing theformer street grid and infilling large parking lots withgreenspace and buildings that fit with downtown character.• Redevelop vacant properties near downtown like the EaveyBuilding and former Greene Park Plaza.• Preserve historical buildings and “small town” character.• Improve property maintenance throughout the City andaddress abandoned housing.• Provide more “things to do” by attracting retail andentertainment uses and enhancing our parks and recreationsystem.• Develop a community recreation center based on a newYMCA and include other related uses such as a new seniorcenter, youth center, etc; ideally in or near downtown.• Improve sidewalk/bicycle path connections (particularlydowntown).• Leverage existing bike paths to Xenia’s benefit.• Continue to improve communication with citizens andamong civic organizations.• Develop partnerships with higher-education institutions,Greene Memorial Hospital and Athletes in Action toattract businesses and visitors, revitalize portions of Xeniaand improve Xenia’s workforce preparedness.• Attract jobs and industry to Xenia, particularly high-techfirms.• Create a business-friendly environment that attractsbusinesses and encourages small business growth.• Improve Xenia’s image internally and externally.• Improve quality of existing streets andservices.• Revitalize the East End.1.4

City of Xenia Comprehensive Planideas with one another, and vote on toppriorities. This virtual town hall technique wasemployed to encourage additional residentparticipation in X-Plan’s planning processtargeting those who prefer alternativeoutlets to traditional meetings.• Community Outreach Meetings. City staffmet with several community-orientedorganizations to present preliminary X-Plangoals and objectives. Examples includethe Xenia Board for Recreation, Arts andCultural Activities, Kiwanis, Rotary, XeniaArea Chamber of Commerce, and the GreeneCounty Historical Society. The purpose ofthese meetings was to raise awareness,generate goodwill and receive feedback.• Xenia High School Class Exercise. City staffcollaborated with the Xenia CommunitySchool District in developing a high schoolclass project for X-Plan. A Xenia High SchoolChapter 1 Introductionclass of juniors and seniors designed anelectronic survey instrument with City staff’sguidance and conducted a survey of third,fifth, seventh, ninth and eleventh gradersin the Xenia Community School System.The survey asked about students’ opinionsabout Xenia and priorities for the future. Thestudents administering the survey presentedtheir results to City Council, and their inputwas incorporated in the X-Plan process.• Steering Committee. A 26-member SteeringCommittee was created to provide input,guide policy and build partnerships forimplementation. The Steering Committeerepresented a diverse cross section ofXenia’s resident and business community.Representatives from City government alsoserved on the Steering Committee includingelected and appointed officials. A total ofthree Steering Committee meetings wereheld. These meetings laid groundwork forProvide more thingsto doCommunity recreationcenterSidewalk/bike pathconnectionsImprovecommunicationsImprove imageImprove quality ofstreets/servicesPartnerships withhigher-educationinstitutions, GreeneMemorial Hospital andAthletes in ActionAttract jobs and industryRedevelop vacantpropertiesCreate a businessfriendlyenvironmentImprove imagePartnerships withhigher-educationinstitutionsRedevelop vacantpropertiesImprove propertymaintenanceProvide more “thingsto do” (neighborhoodparks)Improve sidewalk/bikepath connectionsRevitalize downtownRedevelop XeniaTowne Square/vacantproperties neardowntownPreserve historicalbuildings and “smalltown” characterImprove propertymaintenanceProvide more “things todo”Revitalize the East End.Improve bike pathconnections/leverageexisting bike pathsBe a Community of Choice Grow Our Economy Make OurNeighborhoods GreatStrengthen Our Core1.5

Chapter 1 Introductionfuture individual meetings with stakeholdersto discuss X-Plan implementationpartnerships.• Public Hearings. Two public hearings forpublic review and comment of X-Plan finaldraft were held prior to X-Plan’s officialadoption.What’s in X-Plan?Chapters are organized into two key elements:Policy and Implementation.Policy ElementThis element contains five chapters that guidedecision-making and explain actions that thecommunity can take to achieve X-Plan goals.Four of these chapters are named after thefour vision goals developed during the X-Planprocess: Be a Community of Choice, Grow OurEconomy, Make Our Neighborhoods Great andStrengthen Our Core. These chapters containobjectives, which articulate the community’svision in greater detail and respond more directlyto priorities expressed during the public inputprocess.Under each objective are strategies, which aredetailed policies and projects that the City mustfollow in order to achieve each objective.The fifth chapter, Regulatory Framework,contains the Land Use and Thoroughfare Plans.The Land Use Plan sets public policy for futureuse of land, growth and physical development inXenia. The Thoroughfare Plan provides guidancefor future improvement and extension of majorroadways in coordination with the Land Use Plan.Implementation ElementThis element of X-Plan identifies a processand action plan for making X-Plan a reality.The Implementation Process chapter outlinesa strategy for incorporating X-Plan into Citymanagement processes, as well as guidelines forupdating the plan at annual, 5-year and 10-yearintervals. The Action Plan chapter contains fourCity of Xenia Comprehensive Plantables that list actionable high-priority tasks thatthe City can undertake within the next threeyears.Separate X-Plan DocumentsA separately bound Existing Conditions Reportprovides an in-depth analysis of Xenia’s existingphysical and socio-economic conditions andtrends. Meeting minutes and reports thatdocument the public input process are alsoprovided separately. These documents areavailable on the City’s website (www.ci.xenia.oh.us) or upon request from the Planning andZoning Department. The Existing ConditionsReport and public input reports together providea rational, community-based foundation for allX-Plan content.1.6

2Be aCommunityof ChoiceObjectivesOverview ........................................................................2.2CC1 Develop a Community Recreation Center .............2.3CC2 Improve City Entrances and Corridors ................. 2.4CC3 Create a Community-Oriented Bike and PedestrianPath System .................................................................. 2.4CC4 Create an Inter-Connected Network of Greenspace........................................................................................ 2.8CC5 Attract Additional Retail and CommercialRecreation Uses to Xenia ............................................. 2.9CC6 Enhance Our Park System ....................................2.10CC7 Maintain and Improve Quality of Existing CityInfrastructure and Services......................................... 2.12CC8 Improve Community Relations andCommunications ..........................................................2.14

Chapter 2 Be a Community of ChoiceCity of Xenia Comprehensive PlanOverviewBe a community of choice – a goal heldin high regard by Xenia residents. Thedesire to become a community of choiceand many of the ideas formulatedto achieve this aspiration were developed byresidents and stakeholders over an extensivepublic engagement process.This chapter lays out a systematic strategy tofulfill this goal and touches uponhigh priority communityimage and quality of lifeissues.Xenians are proud of their community butimprovements are desired to become a“community of choice” – a community in whichpeople from all walks of life choose to live,work, play and stay. A better regional image,higher quality development, consistent propertymaintenance, and provision of additionalretail and entertainment opportunities werespecifically raised as high priorityplanning issues.StrengthsFive newelementary schoolswere recently builtwith $26 million instate funding. These newschools will enhance Xenia’simage and add new playgroundsthat are open to the public.Xenia contains an abundance of greenspace, smallneighborhood-serving parks and boasts of a grandpavilion at Shawnee Park.Xenia is known for its extensive bike path system.Four regional trails - Little Miami, Creekside, Ohio toErie and Jamestown Connector - converge at XeniaStation just south of downtown.Residents enjoy Xenia’s small town character andlow violent crime rates.Xenia is home to many large institutions IncludingGreene Memorial Hospital and Legacy Ministriesamong others that greatly contribute to the healthand vitality of Xenia.WeaknessesXenia lacks a largecommunity park (30+acres) and many parkslack street frontagevisibility or have outdatedequipment.Xenia lacks commercial recreation suchas bowling or a movie theater. Some categories ofretail are also missing requiring residents to travel toother communities for goods and services.Overall community aesthetics, deferred propertymaintenance and less attractive building design arereported to give Xenia a negative regional image.Limited self-promotion of Xenia’s strengthsunderscored by negative media attentionperpetuates a skewed perception of Xenia.Regional bike paths converge on Xenia but lackneighborhood connectivity in some locations.2.2

City of Xenia Comprehensive PlanChapter 2 Be a Community of ChoiceObjectives and StrategiesCC1 Develop a Community Recreation CenterThe need for recreational activities for all ages wasexpressed repeatedly during the X-Plan process. A multifacetedrecreation facility could help to meet this need.Such a facility could incorporate other complementaryuses such as a senior center, medical wellness center,community center, and supportive retail or offices.A partnership among the City and institutions suchas the YMCA could reduce costs and leverageresources beyond individual ability and/or effort.CC1.1 Determine feasibility, location andpartners. Seek public/private partnershipsto reduce costs. Determine developmentgoals and develop alternative concept plans.Select a preferred alternative that best meetsexpressed needs.Determine Feasibility. Prepare cost estimatesof the preferred alternative and analyzeproject financial feasibility.Determine if conventional and alternativefinancing mechanisms are available to meetconstruction costs. Estimate if tax andmember/user fees are adequate to meetoperational and maintenance costs.Seek Input. Take the preferred alternativeto civic groups, residents and developmentexperts to receive meaningful input. Adjust thephysical plan and financial model accordingly.Create criteria to objectively identify a site orsites that meet expressed needs. Residentsindicated a preference for Xenia Towne Squareor other “in-town” locations such as Greene ParkPlaza.CC1.2 Market and Execute the Plan. Raise money,awareness and enthusiasm for the project andexecute when land and financing are secured. Seekadditional partners including private sector participants.Enter into development agreements, purchase property,and construct.Combined Civic Campus ExampleThe City of Mason and Mason PublicSchools constructed a combinedcommunity center and high schoolcomplex.$12 million in savings was realized due to thiscollaborative approach.The City expanded the Community Centerin 2010 which includes a 31,000 square footmedical wellness center.A high-tech medical diagnostics company leasedan additional 10,000 square feet of unused spacein 2011. This company selected the communitycenter to offer employees enhanced health andwellness benefits.The City of Mason Municipal Center is alsolocated on the same complex creating a true civicdestination and identity.Photo credit: activerain.com (top), vla.net(bottom)2.3

Chapter 2 Be a Community of ChoiceCity of Xenia Comprehensive PlanCC2 Improve City Entrances and CorridorsFirst impressions are lasting ones. Valuejudgments are often made from behind thewindshield of a moving car. Creating welcomingentrances and maintaining vibrant corridorsare essential to Xenia’s image. Both public andprivate investment are necessary to achieve this.CC2.1 Focus code enforcement efforts on majorentrances and corridors. Proactive zoning andproperty maintenance code enforcement isan inexpensive and effective way to improvehigh-visibility corridors such as Detroit Street,Home Avenue, Cincinnati Avenue and MainStreet. Concentrate efforts on these corridors,particularly where gateway and streetscapeenhancements have been completed.CC2.2 Assign a high priority to major entrancesand corridors in annual maintenanceactivities. The look and feel of well-maintainedinfrastructure is just as important as properbuilding maintenance when it comes topromoting a desirable community image.For this reason, make right-of-way maintenancea high priority on heavily traveled corridorssuch as Detroit Street, Home Avenue, CincinnatiAvenue and Main Street.CC2.3 Invest in gateway and streetscapeenhancements. Establish City entrance signstandards to celebrate our brand, consistentwith but in addition to the Xenia Gateway andWayfinding Signage Implementation Plan.Identify and prioritize specific gateway andcorridor enhancement projects for futuregrant applications. Identify and pursue grantfunding and/or private donations to constructimprovements.CC2.4 Improve development standards alongkey thoroughfares. Residents and city officialsalike feel Xenia has not achieved a quality leveldesired for Xenia with its built environment.During the process of streamliningdevelopment regulations in Strategy GE6.1,consider adopting improved, uniform standardsfor architecture, landscaping and signage alongmajor corridors and at gateway locations.CC3 Create a Community-Oriented Bike andPedestrian Path SystemXenia is the Bicycle Capital of the Midwest. Thisclaim is justified with four regional “rails-to-trails”converging near downtown at Xenia Station.Map 2.2 identifies existing trail locations andproposed connections. Existing regional trails aredesigned for intraregional bicycle travel and notfor local resident mobility.As a result, existing trails see extensive use byregional bicycling enthusiasts. Use by Xeniaresidents, on the other hand, is thought to below.To counter this, a community-serving bicyclenetwork is needed –one that connectsneighborhoods to schools, downtown, parks andrecreation. Doing this will turn a regional treasureinto a true community asset.CC3.1 Prepare a bicycle and pedestrian masterplan. The proposed connections shown onMap 2.2 are indicative of the degree by whichXenia can further develop its existing bikepath system with neighborhood loops andconnectors. The connections aim to connectneighborhoods with one another, schools,parks and regional trails.These proposed alignments are conceptualonly. Additional analysis is needed to more fullyexplore alignment options and the ultimateselection of preferred routes. A master planwould identify and prioritize these routes andestimate costs.A master plan can also identifyrecommendations for policy changes affectingissues such as street design, maintenance anddevelopment standards. An example of a policyframework is Complete Streets - a concept that2.4

City of Xenia Comprehensive PlanChapter 2 Be a Community of ChoiceFigure 2.1 Place Branding and Potential Corridor and Gateway Enhancement ProjectsCommunities including Xenia invest in logos,slogans, taglines and webpages to create arecognizable brand image.A brand image must be authentic, deliveringon a promise of place. While marketing fadscome and go, it is imperative that Xenia’sbrand image holds true to its historicalidentity.Historical roots are what set Xenia apart.History will help Xenia differentiate itselffrom surrounding communities.This does not suggest that Xenia is stuck inthe past. As coined in the City logo, Xenia hasa Vivid History and a Vibrant Future.Xenia’s City entrance signs and streetscapeimprovements must embrace Xenia’s brandidentity.The Xenia Gateway and Wayfinding Sign Planproposed a family of signs designed to improve community branding and communitydirection and arrival in and near downtown.While the scope of work did not consider signs for the entire City, concepts weredeveloped for entrance (gateway) signage, as shown in the above right images.Additional work is needed to develop city entrance sign standards consistent with thefamily of signs developed for downtown and its surroundings.Potential Enhancement ProjectsRoad Location ConceptWest Main St. Allison Ave. to Orange St. Landscaping/street treesWest Main St. Orange St. to Church St. Decorative lighting, street treesWest Main St. Church St. to King St. Continue downtown streetscapeEast Main St. Collier St. to Columbus St. Decorative lighting, street treesEast Main St. Near City entrance Gateway entry featureUS 42 Cincinnati Ave. Miami Ave. to Main St. Decorative lighting, street trees, wayfindingUS 42 Cincinnati Ave. Near City entrance Gateway entry featureUS 42 Columbus St. Near City entrance and/or Gateway entry feature/wayfinding signageChurch St. intersectionUS 68 N. Detroit St. Main St. to Union St. Decorative lightingUS 68 N. Detroit St. Near City entrance Gateway entry featureUS 68 Home Ave. Near City entrance Gateway entry feature2.5

Chapter 2 Be a Community of ChoiceCity of Xenia Comprehensive PlanFigure 2.2 - Select Destinations and Communities Accessible via Bike Trails from XeniaTrail Destinations Communities MilesCreekside TrailDowntown DaytonNumerous Metroparks such asEastwood and RiverscapeDayton and numerous suburbs andoutlying communities via connectingtrails15.2Little Miami Scenic TrailAntioch CollegeBuck Creek State ParkCaesar Creek State ParkFort AncientJohn Bryan State ParkSpring Valley Wildlife AreaWittenberg UniversityCincinnati areaLebanonMorrowSpring ValleySpringfieldUrbana (via connecting trail)WaynesvilleYellow SpringsJamestown Connector N/A Jamestown 11.7Ohio-to-Erie Trail Central State UniversityWilberforce UniversityCedarville CollegeCedarvilleLondonSouth Charleston(eventually Cincinnati to Cleveland)74.9325 whencompletebalances the needs of bikes, pedestrians andautomobiles.CC3.2 Update bike/pedestrian connectivityrequirements in development standards.Require dedications of land, constructionor fees-in-lieu of construction on newdevelopment where bike/pedestrian facilitiesare needed.CC3.3 Construct high-priority neighborhoodconnectors. Identify grant, local match and/or private donations to construct connectorsidentified as the highest priorities in CC3.1.Examples of grants include Safe Routes toSchool, Healthy Communities or TransportationEnhancement.CC3.4 Market Xenia’s bike paths to a localand regional audience. Additional facilitiesand greater bicycling opportunities should bemet with promotion and education on activelifestyles, healthy communities, sharing theroad with bicyclists, bicycle safety, etc.CC3.5 Develop and implement an enhancedwayfinding signage/map plan for Xenia’sbike paths. Trail systems are often developedwith little thought given to how peoplenavigate them or connect to other communityamenities. A concerted effort to place wellmarkedsigns and maps along the trail isneeded to make Xenia’s trails user-friendly andto help local businesses/amenities capture biketraffic. Coordinate designs with establishedcitywide gateway and wayfinding signagestandards.CC3.6 Update street design, subdivision andzoning standards based on findings of thebike/pedestrian master plan. Amend standardsto encourage or require improved bike/pedestrian facilities and traffic calming deviceswhere justified, and incorporate into newstreets as well as existing street maintenanceand improvement. Examples of such measuresinclude bike lanes, reduced travel lane widthand widened sidewalks/bike paths.2.6

ROBERTSAXONYDORALPREMSHANNONLOWER BELLBROOKRAXITVIMLABARNHILLKEGREYSTOKEGladyRunReserveWrightCycleParkLAKEVIEWTANDEMHIGH WHEELORVILLECity of Xenia Comprehensive PlanBEAINNOVATIOUNIONKING´Chapter 2 Be a Community of Choice0 1,250 2,500 5,000Feet/j Community gateway/j Core/downtown gatewayStreetscape enhancementProposed bike facilityExisting bike trailCity/County ParksRetail/mixed useOpen SpaceInstitutional CampusTREBEINCREEKSIDE TRAIL BIKE PATHFAIRGROUNDSt. BrigidFairgroundsRecreationCenter/jOldTownReserveTecumseh E.S.BeverlyHillParkHARRISPROMENADEMORANCAPESTRANOEL CAMINOWILSHIRETAHOEHOLLYWOODRIDGEPACELINEDELTAPURCELLFIELDSOLD SPRINGFIELDDETROITROSELAWNOMALEELITTLE MIAMI SCENIC BIKE PATHMONROEDEANNESaraLeeArnovitzPreserveXenia H.S.COUNTRY CLUBBOTTOREGENCYMARTINJOYCEMoundPreserveCONSTITUTIONINDEPENDENCELADDIEHIGHLANDERSTEVENSON£¤ 42SUGARCREEKJamesRanchXENIAKAYSGreene Memorial HospitalWILSONFAIRBORNLOUISEMEADOWVAN EATONOLD US 35UPPER BELLBROOKPREMSHANNONLOWER BELLBROOKJODEEHARMONYCONCORDSterlingGreenParkOLD US 35GEORGIANEW MEXICORAXITTRANQUILPLACIDVIMLAIDAHOKATHY'SKANSASCOLORADOGLEN KEGLEYCROSSWHISPERMISSOURIBARNHILLOREGONIOWANEBRASKAMARYLANDALABAMACAROLINAVIRGINIAMISSISSIPPITENNESSEEJENNY MARIEKEARNEYMONTANAVERMONTMASSACHUSETTSMINNESOTACONNECTICUTKETKIGREYSTOKEFLORIDAWYOMINGGAYHARTMcKinley E.S.ARKANSASCORNWALLDUNDEEWINDSORBERKSHIREGREENE WAYGreene County OfficesHARNERHOSPITALITYSENECAO TOOLEATKINSONGladyRunReserveWrightCycleParkDRAKEPROGRESSCHEYENNEOTTAWATEXASROXBURYNAVAJOCOMMONWEALTHDRUMMONDPierceParkROCKWELLRidgeburyParkSIOUXMAINWarner M.S.Arrowood E.S.Summit AcademyLAKEVIEWBEATTYSEMINOLEPUEBLOARAPAHOTANDEMDAYTON XENIAKYLEMOREMAUMEEORVILLEHIGH WHEELDEER CREEKWIGWAMTHOMPSONCATOMOCCASINOMARDJUNEDAYTONREIDPotential CommunityRec. FacilityBUCKSKINCONARDCOOPERRAYBELLMASSIEBEASONTHOREAUCity of Xenia Service CenterRICHARDSHEELINWestSideParkLAYNEFranklinParkFROSTPOECIRCLEParnellParkBELLBROOKCox E.S.MOON/jCINCINNATIEMMETBOYLANINDUSTRIALTOWLERLITTLE VINEVINETRUMBULLMT VERNONPARKORANGESALEMWALNUTGLADYPARKBOSTONBEDFORDSolArnovitzParkLEDBETTERANKENEY MILLMARKETCHARLESCENTERMIAMIARLINGTONWEST/jCHURCH/jLOCUSTLYNNSTELTONWESTPRUGHGALLOWAYBRANCHRACEXENIAShawnee E.S.GORDONKINGSHAWNEEXeniaStationShawneeParkCentral M.S./jCHURCHMARKETSECONDTHIRDFAYETTEDETROITHIGHCHESTNUTLAKESMITHDETROITMAINKING/jSUTTONLUCASSPRINGROGERSSpringHillParkORMSBYPOCAHONTASAthletes in Action FieldsEDISONLEAMANEDISONCOLLIERMONROEWASHINGTONMC DOWELLMONROEHomeAve.ParkMONROE/jMARKET/jXenia ChristianFAIRHILLLexingtonPark/jOHIO TO ERIE TRAIL BIKE PATH£¤ 35/j¬« 380INNOVATIONHAMLETREDBUDMARSHALLSTADIUMTHELMAORIENTWESLEYKENNEDYLEACHSUMMITWYCLIFFEEAVEYSIMSUNIONEVANSEDEN ROCCLARKCOLUMBUSPARKMAINDOWDELLCALVINMOODYCROSBYCHURCHSECONDTHIRDSPURGEONTREMONTLEXINGTONTAYLORHARBISONCLARKPATTONPATTONENTERPRISEBURNETTKINGLAVELLEOLD US 35HOOP0 1,250 2,500 5,000FeetJASPER´Map 2.2: Bike Facility and Gateway/Corridor Enhancement Concepts/j Community gateway/j Core/downtown gatewayStreetscape enhancementProposed bike facilityExisting bike trailCity/County ParksRetail/mixed useOpen SpaceInstitutional Campus2.7

Chapter 2 Be a Community of ChoiceCity of Xenia Comprehensive PlanCC4 Create an Inter-Connected Network ofGreenspaceXenia has an abundance of greenspaces includingschools, parks, floodplains, natural areas, a golfcourse, athletic grounds and cemeteries.A goal of this plan is to create an interconnectednetwork of greenspace with unparalleled nonmotorizedaccess. This is a long-term strategy thatoffers exceptional value and return on becoming“a community of choice.” Furthermore, protectingnatural areas along streams helps to preservesurface water quality, limit flood damage andprevent erosion.This strategy can be easily accomplished by buildingoff the great foundation established by the regionalbicycle trail network.CC4.1 Evaluate and prioritize greenways indicated inthe Future Land Use Plan. Evaluate feasibility, costsand priorities associated with individual greenwayprojects and phases. Use the “Preservation” areasidentified on the Future Land Use Plan as a guide.Stream corridors are often selected for greenways dueXenia the “Bicycle Capital of theMidwest”Xenia enjoys a level of bicycle andpedestrian mobility that is unique tocommunities in this region. The (1)Ohio-to-Erie Trail, (2) Creekside Trail,(3) Little Miami Scenic Trail, and (4)Jamestown Connector are all built onformer railroads that once converged nearthe intersection of Miami Avenue and SouthDetroit Street. The convergence point is nowcalled Xenia Station, a City park that includesa reconstructed replica of a former telegraphoffice.Today, Xenia Station is a popular meeting spotfor cyclists and other trail users and providesrestrooms and information for visitors as well asa community meeting room. The facility also hasspace for a retail or office tenant.Xenia can do more to live up to the selfpromotedtitle as the Bicycle Capital of theMidwest. Ideas to further develop Xenia as aleading bicycle community include:• Celebrate bicycle art in public spaces.• Install unique bicycle racks.• Redesign streets with dedicated bicyclefacilities.• Sponsor bicycle events, festivals andraces.• Promote bicycle safety and training.• Develop neighborhood paths thatconnect residents to schools, parksand the four existing regional trails.2.8

City of Xenia Comprehensive PlanChapter 2 Be a Community of ChoiceWhat are Complete Streets?As public spaces, streets need todo more than convey traffic. Streetsmust contribute to a sense of placeand accommodate multiple modes oftransportation. According to the NationalComplete Streets Coalition, CompleteStreets...“…allow safe access and movementalong and across streets regardless of aperson’s age, ability, or chosen form oftransportation whether by foot, bike, caror bus.”Streets that balance the needs of bicyclists andpedestrians with motor vehicles can increaseoverall safety and improve Xenia’s quality of life.Furthermore, Xenia can utilize Complete Streetdesign to complement its position as the BicycleCapital of the Midwest.Many cities across the United States nowrequire their roads to accommodate bicyclists,pedestrians and transit, where available.These ordinances require new roads as well asimprovements of existing roads to incorporateprovisions for non-motorized transportation.Columbus, Ohio enacted Complete Streetregulations to make its community more livableand appealing to residents and businesses.The graphics above illustrate a few examples ofComplete Street features, such as:• Traffic calming measures such asnarrowed roadway widths, curbextensions and traffic mini-circles, whichdiscourage speeding while enhancingstreet appearance.• Bike lanes and differentiatedpavement color to alert motorists andprovide safe passage for pedestriansand bikes.to development constraints and environmentalsensitivity. Greenway corridors, combined withbike or pedestrian paths, provide an attractiverecreational amenity in addition to environmentalbenefits.CC4.2 Adopt a stream buffer protectionordinance. A stream buffer protection ordinancewould require development to avoid sensitivenatural areas adjacent to streams. Such anordinance would preserve natural featuresthat enhance property values in addition to theenvironmental benefits outlined in Objective CC4.CC4.3 Seek easements and/or acquire property.Seek access easements or acquire propertyalong planned greenway corridors. Requireaccess easements or dedications of land withinstream buffer and/or 100-year floodplain areas forconservation and access. Use available stormwaterimprovement grants for land purchase or applicationof an easement and trail development.CC5 Attract Additional Retail and CommercialRecreation Uses to XeniaXenia residents leave the community to access avariety of different retail, food service and recreationalopportunities currently not offered in Xenia. City-2.9

Chapter 2 Be a Community of ChoiceCity of Xenia Comprehensive PlanGreenwaysGreenways are long, narrow pieces of landthat are managed for public recreation andslow travel. Greenways are often found alongstream corridors within a 100-year floodplain.Greenways are a logical extension of Xenia’sexisting regional trail system. One greenway inparticular is proposed in Map 2.2 along partsof Shawnee Creek and Old Town Creek. Thisgreenway could resemble the charactershown in these pictures and connectneighborhoods to the MoundPreserve and Sara Lee ArnovitzPreserve.commissioned market studies have proventhat dollars leave the community that wouldotherwise stay if more retailers were locallyavailable. The City must continue to workproactively to attract new retailers in an effort toimprove Xenia’s image and quality of life.CC5.1 Meet with retail developers andfranchise owners to identify opportunities.Meet with retail developers and brokers todetermine what Xenia can realistically do torecruit more retail and recreation businesses.CC5.2 Continually update and maintain retailmarket data and make available to prospects.Attracting desired chain businesses to Xeniacompletely depends on Xenia’s ability to meetcompany site selection criteria. Retailers lookat population, spending power, and existinginfrastructure and competitor locations. Makedata available to prospective companiesand site selectors that demonstrate Xenia’sopportunities.CC5.3 Develop incentives to attract retailers,particularly those locating in vacant buildings.The relatively low wages (and consequently lowincome tax revenue) associated with jobs in theretail sector precludes the use of incentives bymost Ohio local governments to attract retail.However, some types of incentives may beappropriate in limited cases to attract retailersthat would provide significant communitybenefit or would occupy long-vacant buildings.CC6 Enhance Our Park SystemParks provide relief from everyday demands.They also make neighborhoods attractive,provide civic pride and maintain property values.Residents expect parks to accommodate theirvaried interests. While Xenia has numerous parks,their general condition was called into questionby residents. Xenia also lacks a true communitypark and funding shortcomings preventmodernization of the system.CC6.1 Prepare a Parks Master Plan. The MasterPlan should address underserved areas,parks not specifically addressed in X-Plan,and innovative funding and programmingstrategies. Involve citizens in the process toensure community needs are expressed.Underserved areas. To the extent possible,ensure a park or usable open space, such as2.10

City of Xenia Comprehensive Plana school playground, is located within a fiveminute walk (about one-quarter mile) of everyresident. A few neighborhoods, like partsof Arrowhead and northeastern Xenia, areunderserved by parks, meaning the closest parkis located more than a half mile away.Innovative funding/programming strategies.Limited City resources and shifting parkinterests require creative solutions to keepparks viable. One example of creative funding/programming solutions might involve apartnership with the School District. Schoolproperties can help to satisfy park needs inunderserved areas because they provide openspace and play equipment that is open to thepublic. City/School District joint funding, grantapplications and use agreements for recreationenhancements might be more realistic andfinancially feasible than providing new parks inunderserved areas.CC6.2 Review and update park dedication andfee-in-lieu requirements. The City’s parklanddedication and fee-in-lieu requirementsaugment the City’s park system and relievepressure to provide parks and recreation togrowing areas. A review of these standardsshould ensure that the fees are sufficient andthat the design and dedication/fee thresholdsare consistent with X-Plan goals and objectives.Chapter 2 Be a Community of ChoiceCC6.3 Prepare a development/expansion planfor West Side Park or alternative communitypark site. The National Recreation and ParksAssociation considers a true community parkto be 30 to 50 acres in land area. Xenia lacksa park of this size. Xenia’s largest park, SolArnovitz, is 21 acres and performs more like a“neighborhood” park or a nature preserve. Itdoes not have the required amenities to serveas a community park even if it were larger.Identify a preferred site and prepare a masterdevelopment plan that identifies expansion,facilities and programming improvements.Incorporate citywide public participation toensure the park meets community needs.Options include:Expanding West Side Park. West Side Park atSheelin and Towler Roads is capable of beingexpanded to fulfill the community park role inXenia by acquiring adjacent property and/orCommunity ParksAlthough Xenia possesses someexcellent components of a communityservingpark (e.g. playgrounds andcommunity gathering spaces at ShawneePark and Xenia Station), the ExistingConditions Report found deficiencies in acreageand facilities associated with a true communitypark. Xenia has opportunities to create acommunity park such as an expanded West SidePark, the former Simon Kenton ElementarySchool property and adjacent land, and otherlarge vacant properties in the City.2.11

Chapter 2 Be a Community of ChoiceCity of Xenia Comprehensive Planthat revenues outweigh costs, particularly inareas such as Police, Fire and Maintenance orthat adequate public services are available.improving connections to the nearby GreeneCounty Fairgrounds and Pierce Park. West SidePark is already connected to the regional bikepath system.Alternative Locations. Vacant land near HillStreet, the former Simon Kenton ElementarySchool and the US-35/US-42 interchange mayhave potential as community park locations.Consider these locations if West Side Park’sexpansion is not practical.CC7 Maintain and Improve Quality of ExistingCity Infrastructure and ServicesThe recent national, regional and local economicstruggles and cuts in State and Federal fundinghave created shortfalls in funding available forCity Services.Funding shortages combined with the City’s pastgrowth and aging infrastructure have created amounting backlog of street/sewer maintenanceneeds and overall staffing being stretched thin.The City must ensure that it can establish andsustain high-quality services and infrastructurebefore extending them to accommodate newdevelopment.CC7.1 Develop and codify a Fiscal ImpactAnalysis policy and model. Develop aFiscal Impact model and require analysis ofannexations and significant developmentproposals/rezonings before approval. EnsureCC7.2 Establish a Pavement Condition Index(PCI). A PCI evaluates and rates the existingcondition of streets. The PCI is then used toprioritize street maintenance projects. Usinga PCI can improve efficiency, effectivenessand transparency of street maintenanceoperations. Developing a PCI involves anextensive inventory of all existing streets andshould result in entry of data into a GIS-baseddatabase.CC7.3 Undertake replacement/lining of agingsewer mains in coordination with streetresurfacing projects. Addressing past deferredmaintenance of sewer mains is critical for theCity’s future. Schedule sewer main projectsin concert with street resurfacing in order tominimize construction expense and disruption.CC7.4 Expand Joint Service Agreements.Xenia already has a strong tradition of mutualaid and other partnerships/agreements withneighboring jurisdictions. Expanding uponthese agreements has the potential to improveservice within the City and in neighboringcommunities.CC7.5 Prepare a Facilities Master Plan. Theexisting Police headquarters and dispatchcenter are woefully inadequate for a Policedepartment of a city Xenia’s size. ExistingCity Hall/Service Center space present acombination of operational, security andcustomer service challenges. The Fire Divisionfaces potential long-term needs for additionalor relocated stations. A facilities master planwill involve a comprehensive analysis ofexisting/projected facility needs, followedby a set of projects and funding strategies toexpand, modify or relocate existing assets.2.12

City of Xenia Comprehensive PlanCC7.6 Develop flexible City staffing modelsthat maintain level of service as demandsfluctuate. Expand usage of part-time/seasonalstaff and other measures to increase staffingflexibility. This will enable City managementto be more nimble and cost effective inmaintaining adequate staff capacity in the faceof fluctuating workload demands.CC7.7 Increase efficiency and transparency ofCity project, facility and service managementprocesses. Improve access to information andstreamline service delivery using technologyand updated management processes, including:• Standardized project management system.An electronic database and associatedmanagement processes would improveproject tracking and access to informationby staff, City Council and the generalpublic. Such a system would increaseaccountability and efficiency and wouldlead to effective project management andbudget decisions.Chapter 2 Be a Community of ChoiceCC7.10 Redesign the North Columbus Street/East Church Street intersection. Shown on theThoroughfare Plan (Map 6.1), this intersectionimprovement would replace an unsafe, skewedconfiguration with a 90-degree intersection.CC7.11 Obtain grant funding for a sewerlateral replacement cost-sharing programfor homeowners. A significant source of theCity’s sanitary sewer system problems withstormwater inflow/infiltration originate withaging laterals. Since laterals are consideredprivate, the property owner is responsible formaintaining them. A cost-sharing programwould assist low-income homeowners withcostly replacement projects.CC7.12 Rehabilitate the Glady Run trunk sewer.Following the Ford Road trunk sewer project,Glady Run will be the next major trunk sewerin need of rehabilitation. Initiate analysisof the existing sewer to determine neededimprovements, estimate costs and preparedesigns.• Service Center management/financialstructure. In conjunction with CC7.5and/or CC7.9, review the funding andmanagement structure of the City’s ServiceCenter (garage/development functions).Improve internal service delivery and costeffectiveness.CC7.8 Extend Industrial Boulevard to WestSecond Street. This roadway extension,shown on the Thoroughfare Plan (Map 6.1) inChapter 6), will improve crosstown circulationand improve Fire Division response times inwestern Xenia.CC7.9 Prepare a study of fire serviceimprovement options in northern Xenia. Anadditional fire station and/or partnerships withXenia Township are needed to cover existingand future service gaps in this area. Identifyspecific needs and then evaluate alternativesolutions for meeting those needs.2.13

Chapter 2 Be a Community of ChoiceCC7.13 Relocate Fire Station 32 FurtherSouthwest. Xenia’s two existing fire stationsare too close to each other providing someredundancy in service coverage.Construct a new fire station in southwesternXenia and close the existing Station 32 in orderto reduce response times and handle futuregrowth in southwestern Xenia.CC8 Improve Community Relations andCommunicationsXenia has many positive stories to tell and anabundance of institutions that can help the Citytell these stories and realize other X-Plan goals.CC8.1 Prepare a community marketing andbranding strategy. Take inventory of Xenia’sstrengths and core values and develop amarketing and branding strategy, workingwith a PR/branding consultant to help hone atruthful, positive message. The purpose of thisis to improve Xenia’s image in the region and toretain and attract residents and businesses.CC8.2 Maintain an internal process andcapacity for continuous public relations. Avoidlong periods of media silence. Ensure newsis released at regular intervals to reinforcethe great things that are happening in Xenia.Control the message by proactively providinginformation about services, events andinitiatives to local and regional media. Adopt aCity of Xenia Comprehensive Planschedule of recurring press releases, newsletterarticles, and website/social media/TV postings.Encourage contributions from each Citydepartment.CC8.3 Maintain and increase the dialoguewith Xenia Community School District.The health of a City and School District areclosely intertwined. Maintain a constructiverelationship and open communication throughcollaborative committees and scheduledpresentations/work sessions at School Boardand City Council meetings.CC8.4 Maintain a dialogue with communitystakeholders and partners. Due to itscommunity-driven process, X-Plan reflectsmany goals that are shared among multiplecommunity organizations. Individual groups,including the City, lack the resources toimplement X-Plan alone. Success requirescollaboration.Building from the momentum establishedby the X-Plan Steering Committee, establishspecial committees and/or periodic individualmeetings to ensure that organizations areworking toward common goals.See Figure 2.3 “Town and Gown/HealthyCommunities” in Chapter 3, Grow OurEconomy, for additional insight on thiscollaborative approach.2.14

3Grow OurEconomyObjectivesOverview ................................................................................ 3.2GE1 Market Xenia to Attract Jobs and Industry ................... 3.3GE2 Implement a Focused Recruitment Effort ................... 3.3GE3 Preserve Land for Long-term Economic Growth ........3.6GE4 Reposition Older Business Parks .................................. 3.7GE5 Take a “Grow Your Own” Approach to EconomicDevelopment..........................................................................3.8GE6 Turn City Government into a Business AdvocacyOrganization .........................................................................3.10GE7 Foster Town and Gown and Healthy CommunityPartnerships ..........................................................................3.12

Chapter 3 Grow Our EconomyCity of Xenia Comprehensive Plan3.2OverviewPhoto credit: Western StarEconomic development is the focusof this issues-based chapter. Theneed for increased economicdevelopment activity was raised atevery planning meeting and emerged as atop 5 community issue.City officials and residents alike keenlyequate economic development withincreased City revenues. Additionaldollars born by economic developmentare needed to pay for essential servicesand quality of life enhancements.Residents also understand communityappeal – being a community of choice –improves Xenia’s economic developmentpotential. Xenia must improve itsdowntown and neighborhoods and othertop community planning issues to be ableto attract new business and “Grow OurEconomy.”Xenians want more jobs and more industryto create a sustainable community. The Cityhas the ingredients needed to “grow oureconomy” including a great location, ampleavailable land, abundant utilities and highwayaccessibility.X-Plan calls for a sustainable amount of landarea planned for Business Park development tomeet Xenia’s long-term economic developmentneeds. Existing industrial zones are shown on Map2.1, while proposed Business Park areas are shownon Map 6.2 in Chapter 6.StrengthsXenia’s strategic location providesexcellent access to US 35, I-675, I-70 andI-71 and to Dayton, Cincinnati and Columbusmetropolitan markets. Xenia is also close toWright-Patterson Air Force Base – the largestsole-source employer in Ohio.Xenia has abundant, affordable vacant land suitablefor office and industrial development with easyaccess from US 35 at Lower Bellbrook Road, US 42and US 68.Xenia has ample, affordable water and wastewaterutilities to accommodate business growth well into thefuture.Area employers give Xenia’s workforce high marks for astrong work ethic.Greene Memorial Hospital is a full service medicalprovider offering a variety community health and wellnessbenefits.Xenia is in the center of an extensive higher educationcluster with thousands of college students attendingpublic and private colleges and universities within a15-minute drive of Xenia.WeaknessesHousing for company executives is generally notavailable in Xenia.Lagging but improving educational attainment levelsmay make Xenia less attractive to high-tech companies.There are few modern industrial buildings in Xenia’sinventory and office buildings are nearly non-existent.High-tech users desire modern buildings with flexiblefloor plans.A significant percentage of Xenia’s industrial base island locked suggesting that relocations, potentiallyout of Xenia, may be necessary to accommodateexpansion plans.Regional competition is fierce. Xenia may lackthe fiscal resources needed to consistentlymatch aggressive incentive packages orovercome potential infrastructure gaps.

City of Xenia Comprehensive PlanChapter 3 Grow Our EconomyObjectives and StrategiesGE1 Market Xenia to Attract Jobs and IndustryThe industrial market has changed significantlyover the past few decades. The averageindustrial business sits on five acres or less, usestechnology instead of massive manpower, andhas little impact on the environment in terms ofsmoke, noise, odor or vibration.The industrial site selection process has alsochanged. Decisions are often made usingavailable on-line resources. Communities can beconsidered as a location for a new facility withoutknowing it.The City must make its strategic advantagesknown to site selectors and prospectivebusinesses. For example, one of Xenia’s bestadvantages is value: relatively low land costs,utility rates and property taxes.GE1.1 Create a content-rich economicdevelopment webpage. Update the City’seconomic development webpage to create a24-hour marketing portal.The nature of the site selection processrequires a robust economic development webpresence. Local government webpages mustoffer rich and up-to-date content includinginformation on taxes, utility rates, location,available land and building space data,workforce demographics, etc. The websiteshould include an emphasis on Xenia’s low costof business and value provided for that cost.GE1.2 Create and maintain a site selectioninventory database. A site selection Requestfor Proposals (RFP) requires significant datacollection and time to complete. Submittingincomplete responses, even one missing item,can result in an automatic rejection. Placecomprehensive data inventories on all businesspark locations in a database to enable fasterand more customizable responses.GE1.3 Adopt business park design standards.Xenia has several exciting possibilitiesregarding the future of its business parks.As part of a broader Zoning Code updaterecommended in Strategy GE6.1, create designstandards that reflect the values of the type ofcompanies that the City wants to attract.Image conscious corporations care about theirsurroundings and how they are perceived.Avoid use of incentives unless companiescan meet minimum performance and designguidelines.GE2 Implement a Focused Recruitment EffortXenia needs to attract additional companiesto improve City tax revenues. In this sense, nobusiness with good financials should be turnedaway. However, a focused business attractioneffort aimed at industries in sectors that canbenefit from Xenia’s unique attributes will lead togreater market success.GE2.1 Build and maintain strong relationshipswith Greene County DOD and the DDC. TheCity already enjoys a close working relationshipwith the Greene County Department ofDevelopment (DOD). Build similar ties with theDayton Development Coalition (DDC), which isJobs Ohio’s Regional Economic DevelopmentPartner for the Dayton region. The DDC isXenia’s first point of contact for state taxincentives and low interest loans.The DDC also hires industry experts in theareas of advanced manufacturing, advancedmaterials, health science, and aerospace. Theseexperts can help Xenia companies grow inthese markets and help the City position itselffor growth.GE2.2 Update the City’s economic developmentmarketing plan. A marketing plan would helpthe City identify industries that benefit fromXenia’s strengths, determine the most effectivemarketing tactics, and gain support from3.3

ROBERTSAXONYDORALChapter 3 Grow Our EconomyCity of Xenia Comprehensive PlanRIDGESTEVENSONOLD SPRINGFIELDCONSTITUTIONFAIRGROUNDINDEPENDENCEPACELINEMONTEREYTREBEINHARRISCAPESTRANOLADDIETAHOEHIGHLANDEREL CAMINOPROMENADEWILSHIREDELTADEANNEREGENCYHOLLYWOODPURCELLFIELDSMORANBOTTOCREEKSIDE TRAIL BIKE PATHDETROITMONROECOUNTRY CLU BJOYCEMARTINROSELAWNOMALEEFREDRICKXENIASUGARCREEKKAYSWILSONFAIRBORNLOUISEMEADOWEDEN ROCVAN EATONOLD US 35UPPER BELLBROOKSHANNONLOWER BELLBROOKJODEEHARMONYBARNHILLCONCORDCHILDERSCRESCENTOLD US 35GEORGIANEW MEXICOVIMLARAXITTRANQUILPLACIDIDAHOKATHY'SCOLORADOGLEN KEGLEYCROSSWHISPERMISSOURIKANSASOREGONIOWANEBRASKAMARYLANDALABAMACAROLINAVIRGINIAMISSISSIPPITENNESSEEMINNESOTAJENNY MARIEKEARNEYMONTANAGREYSTOKEGREENE WAYWYOMINGCORNWALLGAYHARTDUNDEEHOSPITALITYWHITTHARNERSENECAAT KINSONDRAKEPROGRESSOTTAWATEXASNAVAJOCOMMONWEALTHLIT TLE MIAMI SCENIC BIKE PATHSIOUXLAKEVIEWROCKWELLBOWMANPUEBLODAYTON XENIAMAIN£¤ 35 £¤ 42VERMONTMASSACHUSETTSCONNECTICUTKETKIFLORIDAARKANSASWINDSORBERKSHIREO TOOLECHEYENNEROXBURYDRUMMONDBEATTYSEMINOLEKITT Y HAWKARAPAHOTANDEMKYLEMOREMAUMEEPAWNEEORVILLEHIGH WHEELWIGWAMTOMAH AWKCATOMOCCASINBUCKSKINCONARDOMARDCOOPERJUNERAYBELLFRANKLINMASSIETHOREAUREIDBellbrook/Cincinnati Ave.Industrial CorridorsDEER CREEKTHOMPSONBEASONRICHAR DSHEELINFROSTLAYNEDAYTONPOECIRCLEBELLBROOKEMMETBOYLANOMARDPARNELLCINCINNATIMOONALLISONINDUST RIALTOWLERVINETRUMBULLMT VERNONPARKORANGESALEMWALNUTGLADYPARKBOSTONBEDFORDLEDBETTERANKENEY MILLMARKETCHARLESCENTERMIAMIARLINGTON¬« 380LEIGHWESTCHURCHLOCUSTLYNNSTELTONWESTPRUGHGALLOWAYBRANCHRACEXENIAKINGSHAWNEESECONDFAYETTEDETROITHIGHCHESTNUTHARBINESMITHDETROITCHURCHMARKETMAINKINGTHIRDORMSBYANKENEY MILLSUTTONLUCASCORWINSPRINGROGERSLAKEEDISONLEAMANPOCAHONTASEDISONCOLLIERMONROEWASHINGTONMC DOWELLMONROEINNOVATIONMARSHALLSTADIU MMONROETHELMAHAMLETREDBUDORIENTMARKETKENNEDYLEACHSUMMITFAIRHILLEAVEYCOTTAGE GROVEWESLEYCLARKCOLUMBUSELLIOTSIMSMAINUNIONEVANSDOWDELLCALVINWYCLIFFEMOODYCROSBYPARKTAYLORCHURCHSECONDTHIRDSPURGEONInnovation Dr.Industrial ParkTREMONTLEXINGTONHARBISONCLARKPAT TONPAT TONENTERPRISEBURNETTKINGLAVELLEHOOPOLD US 35OHIO TO ERIE T RAIL BIKE PATHJASPERXeniaIndustrialParkCity BoundaryExisting industrial usesVacant industrially-zoned landCity BoundaryMap 2.1: Existing Industrial Zones0 1,250 2,500 5,000Feet´3.4

City of Xenia Comprehensive PlanChapter 3 Grow Our Economyregional partners. Examples of industries Xenia could pursue,with or without a plan, include the following:• Aerospace. Xenia’s proximity to Wright-PattersonAir Force Base and the Wilmington Air Parkcreates opportunities to attract aerospace-relatedinvestment. Not all companies require immediateadjacency to WPAFB.• Valued-added agriculture. Businesses in valueaddedfood processing or other agriculturerelatedindustries can build on Xenia’s excellentreputation already developed by Bob Evans andthe strong agrarian economy established in ruralGreene County.• Logistics. Xenia’s unique location in theTransportation Triangle provides opportunitiesto attract businesses in the supply chainindustry. Wright State University’s Logisticsand Supply Chain Management program canhelp Xenia identify opportunities and attractionstrategies (see Figure 2.2).GE2.3 Establish industry roundtables. Raiseawareness of Xenia’s goals, opportunities andstrengths and seek feedback from economicdevelopment stakeholders. One way to do this is tohold annual or bi-annual roundtable meetings withXenia’s business executives, regional developmentexperts, higher-education institutions, developersand brokers. Existing businesses can offer a greatdeal of information about Xenia’s strengths andweaknesses and opportunities to attract additionalindustries.Collaboration with regional partners is essential. Suchorganizations have additional resources that can beleveraged on Xenia’s behalf. Their success in someways is tied to local community success but they mustknow Xenia’s goals before they can proactively work onour behalf.GE2.4 Review/adjust incentive policies to align with themarketing plan and other X-Plan goals. Based upon themarketing plan, revise incentive policies as needed to alignwith target industry needs. Aggressively pursue companiesWhat is Economic Development?No single definition has beenadopted by economic developmentprofessionals but generally localgovernment is interested in economicdevelopment to:• Create and retain jobs• Increase wages, community wealth andeconomic well-being• Improve resident quality of life• Generate income tax for general fundexpenditures• Diversify the local economyTo do this on behalf of its residents andbusinesses, City Council must:• Hire professional staff to implement Cityeconomic development goals and policies• Enact budgets to provide roads, utilitiesand services needed to support industry• Approve incentives for companies that adda significant amount of new jobs to XeniaEconomic Development Paradigm ShiftCompetition for new jobs and retainingexisting ones is fierce between states andregions. Many communities have found thatoffering land and infrastructure is no longerenough to attract high tech businesses.Technological advances in all aspects of oureconomy including manufacturing requirean educated workforce. Communities areworking hard to provide companies and theireducated workforce a high quality of life.X-Plan touches upon many quality of lifeaspects – bike trails, housing, shopping andimage - that all must be construed as partof Xenia’s overall economic developmentstrategy.3.5

Chapter 3 Grow Our EconomyEconomic Development SuccessThe City recently partnered with TJAR to proactivelyhelp this local startup company grow and create jobsin Xenia.Company owners, working out of a pole barn up toJuly 2010, turned to the City of Xenia for assistance.The City put together a very competitive packageincluding Revolving Loan Fund assistance to helpTJAR purchase a much-needed building in the XeniaIndustrial Park.As a result of this partnership, the companyneeds to purchase another property in theXenia Industrial Park to keep up with inincreased demand.desiredsectors andtie incentive use toperformance as a means to attract companies.Consider a tiered incentive policy that matchesincentive levels to both the number of jobs andwages among meeting other X-Plan goals andstrategies.GE3 Preserve Land for Long-term EconomicGrowthXenia is fortunate to have vacant land locatedclose to interchanges on US 35. Treat this land asa finite resource that must be preserved for theCity’s long-term economic sustainability.GE3.1 Pursue economic developmentopportunities and parterships in the CentralState (CSU), Wilberforce University andPayne Theological Seminary areas. Theseinstitutions are tremendous nearby assets thatcan be engines for economic growth. Xeniaalready provides utilities, Fire protection andEmergency Medical Services (EMS) to CSU.Future development potential includes retailand services for students and visitors, as wellas industrial/office/hospitality uses betweenthe campuses and US 35.GE3.2 Pursue economic developmentopportunities and partnerships at the GreeneCounty Airport and vicinity. The Greene CountyAirport is a nearby asset that could spur airportadjacentbusiness development that is closerto the I-675 corridor than Xenia. Xenia, as theclosest utility provider, can offer the most costeffective public utility extensions and servicessuch as Fire protection and EMS.GE3.3 Increase water pressure in southeasternXenia through improved pipe connectionsand standpipe eliminations. Although thereis not currently a water pressure problem inthis portion of the city, recent studies haveindicated potential long-term problems as theCity’s industrial parks approach full build-out.This action is a relatively low-cost step that canbe taken to ensure adequate water pressure inthe area.GE3.4 Seek and Obtain Ohio Job Ready SiteCertification. The State of Ohio is consideringa law that wouldgrant“JobFigure 2.2:Transportation TriangleCity of Xenia Comprehensive PlanXenia is in the middle of the “TransportationTriangle” formed by intersecting interstate highwayinfrastructure including I-75 to the west, I-70 to thenorth, and I-71 to the south.3.6

City of Xenia Comprehensive PlanReady” certifications to properties that meetminimum requirements. Such certificationwould indicate to prospective office andindustrial users that Xenia’s business parksare ready for business. Job Ready also savescompanies time and money over sites that arenot job ready. Participate in the program onceprogram rules are finalized.GE3.6 Construct an additional water towerin southeastern Xenia. Recent studies haveindicated that certain types of large-scale,high-intensity industrial users may requireconstruction of an additional water tower.GE3.5 Extend Innovation Drive east to US68. This roadway improvement will spurdevelopment in the Innovation Drive businesspark, as it will provide more direct access fromthe US 35/US 68 interchange.GE3.7 Expand the Innovation Drive businesspark west to US 42. Consistent with theFuture Land Use Plan, create one large, unifiedbusiness park south of US 35 from US 42 to US68. Extend Innovation Drive west to US 42 andalign with Wright Cycle Boulevard in order tofurther improve access from US 35. Supportannexation of this area to create additionalland for long-term economic growth.Stipulate via development agreements,covenants and restrictions, or public/privateventure ownership agreements that landdesignated as Business Park on the FutureLand Use Map will be used for economicdevelopment purposes before annexing land,extending infrastructure or offering incentives.to hold land in speculation that industrial userswill come.Many public sector participants in southwestOhio have been thrust into the developmentbusiness as a result. Public ownership givescommunities additional leverage whennegotiating incentives.Alternatives to this approach includedevelopment agreements, annexationagreements, covenants and restrictions, andzoning for industrial use. Agreements muststipulate minimum zoning and performancerequirements.GE4 Reposition Older Business ParksChapter 3 Grow Our EconomyReposition older industrial areas such as thosefound along Bellbrook Avenue to maintain theirattractiveness as business parks.Like most mature communities, Xenia’s olderindustrial areas are partially integrated inresidential neighborhoods. Some properties arelandlocked and structurally outdated.GE4.1 Seek incentives to modernize ordemolish outdated industrial buildings in theLower Bellbrook Road/Cincinnati Avenuearea. Work with property owners to repositionantiquated industrial buildings to better meetmodern industrial user needs. Look for energyefficientretrofit incentives, tax credit andbrownfield assessment/cleanup incentives.• Hooven and Allison property. This formercordage plant located on Cincinnati AvenueGE3.8 Acquire or reserve property. Enter intofirst rights of refusals and purchase contractsto acquire key development parcels needed todevelop or expand Business Parks in Xenia.This may appear as an extreme measure.Current economic conditions and lendingpractices are not aligned for private investors3.7

Chapter 3 Grow Our Economywas once a major Xenia employer. It is nowa long-vacant, deteriorating complex ofbuildings that is a blighting influence onseveral surrounding neighborhoods andone of the City’s major thoroughfares andentrances. The City has successfully utilizedgrant funding to perform environmentalassessments and has received a grant forcleanup. The remaining steps are to securelocal match funding, complete the cleanup/rehabilitation and recruit end users.GE 4.2 Enhance Bellbrook and CincinnatiAvenues and brand as business corridors.Enhancements and branding will send clearersignals about the identity and future directionof these corridors, which also serve as key entrypoints to Xenia. Enhancements can also helpto preserve the viability of adjacent residentialareas. Examples of physical improvementsinclude gateway signage, decorative lighting,screening and/or landscaping.GE5 Take a “Grow Your Own” Approach toEconomic DevelopmentAn increasingly popular strategy is to “grow yourown” economy by diverting some economicdevelopment resources away from recruitmentefforts to helping local startup companies grow.This concept is referred to as “EconomicGardening.” Its popularity is linked to its internalfocus of tapping into the near endless supplyof innovative people that already live in acommunity.Xenia is in an incredibly good position to winusing an economic gardening strategy due to itsexcellent regional location, access to universitiesand potential availability of lower cost buildings.For these same reasons, Xenia could becomea laboratory for commercialization of newtechnology developed at Wright-Patterson AirForce Base, Wright State University and CentralState University.City of Xenia Comprehensive PlanGE5.1 Develop and maintain a database forvacant industrial, commercial and downtownmixed-use space. Many occupied buildingshave unused space that can be used by smallstartup companies. Utilize real estate listings,permit data, utility billing data and othersources to inventory and monitor informationon available commercial, industrial anddowntown mixed-use space. Identify squarefootage, use and occupancy status by floor.List information on the City’s website to assistpotential entrepreneurs.GE5.2 Expand Business Retention andExpansion Efforts. Economic developmentprofessionals often attest that 80% of newjobs and investment come from existingbusinesses. This is best accomplished whenlocal governments work in cooperation withbusiness.Ideally, the City would have two full timeeconomic development professionals. Thedirector would run the department and workon attraction, networking and marketingefforts. A retention specialist would focus onrelationship building with existing companies.This could be a part-time position.However, resources are limited and theDevelopment Department is not the only entityinvolved in the economic development process.Use an integrated team approach whereCity department heads are assigned as casemanagers for a set number of companies.Other critical components of the City’sRetention and Expansion program includemembership in the BusinessFirst! program,periodic retention surveys, and a databasecontaining business information and contacts.GE5.3 Create a small business incubator. Thereare thought to be over 1,000 incubators in theUnited States with the vast majority of thosebeing not-for-profit or publicly controlled.Evidence suggests that startup companies that3.8

City of Xenia Comprehensive PlanChapter 3 Grow Our EconomyHow can Xenia “grow its economy” from within?The concept of growing a local economy from within took root inLittleton, CO in the late 1980s after it became apparent heavy joblosses could not be backfilled by new business recruitment alone. Inresponse, Littleton retooled its economic development strategy andshifted resources to support local entrepreneurs.This strategy is referred to as “economic gardening” and it isused to create a more balanced approach in conjunction withbusiness attraction programs or “economic hunting.”A goal of economic gardening is to develop a broad portfolioof entrepreneurially-based startup companies in variousstages of development that collectively employ hundreds,perhaps thousands, of people over time.To do this, cities and regions provide high-level servicesand access to data that is generally only available to largercompanies. The goal is to provide entrepreneurs withaccurate information about their competitors, customers,markets, and industry trends empowering small businessowners to make strategic decisions and avoid costlymistakes.IncubatorsIncubators help startups by offering office and shopspace and specialized business services in-house andthrough a network of service providers. An incubator’sgoal is to produce financially viable companies that cangraduate out into the community, create jobs, strengthenlocal economies, and increase building occupancy levelsand property values. Xenia already relies upon TheEntrepreneurs Center (TEC) incubator in Dayton and couldeventually build the capacity to start its own incubator.Economic Gardening IdeasXenia can take advantage of theavailability of vacant buildings tostart a business incubator as part ofan economic gardening strategy. Seekpartnerships to provide resourcesneeded to succeed. Potential partnersinclude Greene County, Small BusinessDevelopment Center (SBDC), area collegesand universities, property owners andeven established incubators in Ohio.Like everything else worthwhile, economicgardening will take time to yield results. Along-term commitment by Xenia leaders isnecessary.Resources• http://archive.sba.gov/advo/research/sbe_06_ch06.pdf• http://icma.org/en/Search?s=economic%2Bgardening• http://www.nbia.org/• http://www.inc.com/ magazine/20100501/ the-best-businessincubators.html3.9

Chapter 3 Grow Our EconomyCity of Xenia Comprehensive PlanGE6 Turn City Government into a BusinessAdvocacy OrganizationThe BusinessFirst! Program giveseconomic development professionals theopportunity to meet with local businessesand learn about their needs and plans.The BusinessFirst! Program linksbusinesses with needed resourcesto help them stay and grow ingraduateXenia.from incubatorprograms are up totwice as likely to succeedlong term as other startups.The Tech Center in Dayton is an excellentexample that already provides servicesavailable to Xenia businesses. Xenia, perhapsthrough a private or nonprofit partner, couldoffer a satellite facility or program that utilizesvacant industrial, commercial or downtownmixed-use space.GE5.4 Increase the City’s role in facilitating abusiness startup assistance network. Facilitatenetworking and discussions between startupsand service organizations to help companiesgrow.Work closely with SBDC/SCORE to helpstartups secure business advice and smallbusiness financing. SBDC counselors ask toughquestions and can tell if a business plan is ableto succeed.Help startups access market data needed tomake informed business decisions includingmarket research. Business schools can assistwith business planning and more technicaldepartments can assist with idea and productdevelopment.GE6.1 Streamline and update regulations andprocesses. Portions of the City’s developmentregulations have not been significantlyupdated since 1968. This results in frustrationsfor development applicants and City staffwithout improving the quality of development.Comprehensive reviews of the City’s Zoningand Subdivision Regulations and permit reviewprocess are needed.This review/rewrite should removeunnecessary steps and address regulationsthat are conflicting, inconsistent, ambiguousor otherwise inappropriate. This process couldalso address multiple other strategies in X-Planthat are geared toward improving the quality ofdevelopment.The streamlining process should generallyinclude the following components:• Create a diverse Steering Committee.Assemble a committee of communityleaders as well as business, developmentand community interests to studythe current codes and processes andrecommend changes to create a userfriendlycode and processes.• Seek community input. Allow the generalpublic to drive the process and have avoice, since individual citizens and propertyowners will be directly impacted by thechanges.• Obtain design and developmentprofessional input. Architects andengineers work with local governmentdevelopment regulations on a daily basis.Seek design professional input on Xenia’sregulations and procedures.• Consider a Unified Development Code.A unified development code places3.10

City of Xenia Comprehensive PlanChapter 3 Grow Our Economyall development related regulations,definitions, processes and procedures inone cross referenced document includingsubdivision, access management andzoning. This can reduce the amount oftime an applicant will spend tracking downvarious documents.• Encourage pre-submittal meetings.Encourage all zoning and developmentapplicants to attend pre-submittalmeetings with City staff. Include presubmittallanguage on application formsand in the zoning code. These meetingsgive applicants time to ask questions andreview procedures and minimal applicationrequirements with City staff beforesubmitting.• Establish E-government and permitting.Post codes, plans and interactiveapplications in an easily-accessed locationon the City’s website. Transition towardelectronic submittals, review andrecordkeeping.• Explore a One-Stop Shop.Create a more seamless,user-friendly processfor applicants whomust deal withmultiple agencies.Since it may becost-prohibitiveto bring alldevelopmentfunctions underone office, utilizetechnological andcommunicationimprovementsto create a“virtual” one-stopshop. This canbe accomplishedthroughinterconnectivity of permitting databasesand increased collaboration in permitreview and enforcement.• Create consistent, predictable standards.Streamlining the City’s developmentregulations does not necessarily meanlowering standards. Developers rarelycomplain about meeting clear, reasonableand predictable community-baseddevelopment standards for buildingdesign and landscaping, etc. Developersdo struggle with moving targets andprolonged review processes born out of acommunity’s desire to articulate standardson a case-by-case basis. Both Xenia and itsdevelopment partners would benefit froman officially adopted, consistently appliedset of reasonable development standards.Why are Regulations and Permits Important?Development regulations and public oversight in thepermitting process is a legitimate and important use of the City’spolice power. It ensures development meets minimum federal, stateand local laws designed to protect public health, safety and welfare.Streamlining the permitting processes is nonetheless a legitimate goal.Xenia desires to be business friendly while ensuring public safety. Examplesof regulations and permits include the following:• Zoning Ordinance. Ensures land is used efficiently in a rationale manner toprotect people from incompatible uses and to maintain property values.• Zoning Permit. A zoning permit ensures that proposed new developmentor building expansions or remodeling is legally permitted before an applicantspends money on a project.• Right-of-Way Permit. This ensures that work in the right-of-way can beaccomplished safely without interfering with normal traffic operation.Driveway openings are approved for spacing and visibility against otherstreets and driveways for traffic safety purposes.• Certificate of Occupancy (CO). This permit is approved by the GreeneCounty Department of Building Regulation. CO’s ensure buildings areconstructed to code and electrical and structural systems meet minimumlife safety requirements before buildings are occupied.3.11

Chapter 3 Grow Our Economy• Use an incentive-based approach.Standards can utilize an incentive-basedapproach which rewards high-qualitysubmittals with reduced review time orother incentives.• Implement other X-Plan goals andstrategies. Utilize a more land use-flexible,design-focused approach that followsthe Future Land Use Plan. Implementother X-Plan strategies which are aimed atimproving the quality of development.GE6.2 Develop excellent customer service. Firstimpressions are lasting. Economic developmentrequires a team effort. Each city employeehas the ability to improve Xenia’s image as abusiness friendly community. This goal can beaccomplished when all staff members exhibit apolite and positive service-oriented attitude.Develop minimum customer service standardsfor all City employees, and include Countypermitting agencies as well. An example ofsuch a standard is the need to treat permitapplicants as customers and help themnavigate the permitting process.Provide annual customer service training toCity employee. Explain why customer serviceis important to the City’s mission. Positivelyreinforce desired behavior and recognizeemployees that exceed expectations. Monitorresults through customer surveys.Consider partnering with a third partyorganization to expand upon City staff’s limitedcapacity and further enhance the customerexperience.GE6.3 Develop a community advisory board.A recently passed City ordinance requiredcreation of an Economic Development AdvisoryBoard (EDAB), which serves as a core advisorybody regarding economic developmentinterests and activities. The EDAB can increasecommunication, raise awareness and elevateCity of Xenia Comprehensive Planpressing economic development issues to thehighest layer of City leadership.In addition to City staff and City Councilrepresentation, participation in the EDAB couldinclude area business leaders, County officials,university staff, key property owners andregional economic development organizations.This would create a multidiscipline problemsolving body working together on a regularbasis to attract new and retain existingcompanies, discuss economic developmentissues, react to opportunities and overcomeobstacles.Subcommittees of the EDAB could meet ona more frequent basis or address specializedissues such as quick-response and initiativessuch as Town and Gown and HealthyCommunities.GE6.4 Develop and Rehearse a ConsistentMessage. Hire a marketing and/or PR firm toestablish the City’s economic developmentmessage as part of broader effort to improveXenia’s image. Use the resulting copy to createpositive collateral material and webpagecontent.Incorporate message training with customerservice training (GE6.2). Xenia must marketitself in a positive light internally and externally.Message training is a great way to begin thisprocess.GE6.5 Prepare a Development Manual.Development manuals serve as “doingbusiness” guides with local government.Include step-by-step check lists of all requiredpermits and approvals, as well as a user-friendlyoverview of applicable standards.GE7 Foster Town and Gown and HealthyCommunity PartnershipsXenia has multiple assets related to education,healthcare and wellness that can serve as3.12

City of Xenia Comprehensive PlanChapter 3 Grow Our EconomyFigure 2.3: Town and Gown/Healthy CommunitiesWhat is “Town and Gown?”Town and Gown refers to the relationshipformed between a college or universityand its host community. In the past suchrelationships have been adversarialdue to a lack of communication anddiffering priorities. Today, town andgown relationships are evolving fromadversarial to partnerships focused onmutual beneficial outcomes, sharedresources and win-win scenarios.Xenia is surrounded by highereducation institutions and has a uniqueopportunity to partner with one ormore of these institutions.Examples of Town and GownOpportunities for Xenia:Universities have unique financialand intellectual resources thatwhen applied locally can generatesignificant community benefitsincluding but not limited to:• Students Tutoring Children• Neighborhood Revitalization• Downtown Revitalization• Service DeliveryRecommendations• Economic DevelopmentPlanning• Community Service Projects• Joint use of Facilities• Collaborative Planning• Branch Campus DevelopmentXenia has many suitable locations for abranch campus including historic buildingsand shopping centers with available spaceand large institutions such as Greene MemorialHospital and Legacy Ministries.What are Healthy Communities?“Healthy community” programs underthe Centers for Disease Control (CDC)and Ohio Department of Health focus onhelping communities reduce the burden ofchronic disease and achieve health equity.Although many medical and nutritional aspectsof these programs are beyond the scope of aComprehensive Plan, certain aspects of a healthycommunity include access to medical services andencouragement of physical activity, both of whichrelate to development and infrastructure.Xenia already has many health and wellness assetsthat could be improved and leveraged for economicdevelopment purposes: Greene Memorial Hospital,Greene County Combined Health District, bike trails,Athletes in Action headquarters and competitionfacilities, and the YMCA.Examples of ways a Healthy Communities Initiativecould benefit the City include:• Support Greene Memorial Hospital’s continuedpresence and success• Attraction of additional healthcare-relatedbusinesses to Xenia• Utilize the City’s bike trails as a means ofrecruiting and retaining employees andencouraging them to live in Xenia. The biketrails enhance Xenia’s general quality of life andeven provide the ability to bike to work.• Increase Athletes in Action’s (AIA’s) presencein the community and region by promotingAIA’s athletic competitions to potentialspectators, promoting local businesses toAIA visitors.• Partner with the YMCA and other potentialentities to construct a communityrecreation center in Xenia.• Explore joint use/developmentopportunities for City parks andSchool District properties.3.13

Chapter 3 Grow Our EconomyCity of Xenia Comprehensive PlanPotential Town/Gown “Early Win:” African American Historical Trail. The Xenia areaenjoys a prominent heritage in African American history. Central State University (est.1887) is Ohio’s only predominantly African American public university and also houses theNational Afro-American Museum and Cultural Center. Wilberforce University is the nation’soldest private African American university (est. 1856). Wilberforce in particular was anUnderground Railroad destination point.The Charles Young Buffalo Soldiers National Monument in Wilberforce, designated in March2013, was the adult home of Col. Charles Young, the highest ranking African-American U.S.Army commanding officer from 1894 until 1922. He also served as the first African-Americansuperintendent of a national park (Sequoia/General Grant National Parks - now Kings Canyon)while commanding a troop of Buffalo Soldiers.These and other area historical sites represent a potential tourist attraction. Linking thesesites with Xenia’s bike path system through path connections, joint promotion and signagecould celebrate the area’s heritage while attracting more visitors to Xenia.universitiesacross thecountry areinvestingin branchlocations,includingsuburbancampusesas well asadaptivereuse ofdowntownbuildings.Downtownsare particularlywell-suited forthese uses due totheir rich pedestrianenvironments, arts,culture and a variety ofunique shops and eateries.Photo credit: Dayton Daily Newscatalysts for economic development (see Figure2.3).GE7.1 Establish a Town and Gown initiative.Create a task force, potentially as asubcommittee of the Economic DevelopmentAdvisory Board, that is focused on improvedcommunication with area higher educationproviders and identification of town and gownopportunities.Discussions may lead to new and excitingopportunities for all parties and usher in a newera of collaboration. See Figure 2.3 for moreinformation on town and gown opportunitiesGE7.2 Attract a branch campus or componentsof such a campus to Xenia. College andDowntown classrooms anddorms provide additional marketdemand for area businesses. Possiblelocations include the Eavey building,Xenia Towne Square, or the upper floors ofdowntown buildings.Consider adapting existing downtown buildingsto student housing. Greene CATS couldprovide (and already provides in some cases)connectivity between Xenia and the maincampuses. Other options for a Xenia branchcampus include Athletes in Action’s campusand Greene Memorial Hospital.Since a single college or university may nothave the resources for branch facilities, explorethe feasibility of a multi-institutional facility,along with other complementary uses, toreduce costs and to attract multiple providersto Xenia.For example, Sinclair Community College3.14

City of Xenia Comprehensive PlanChapter 3 Grow Our Economyoffers the University of Dayton, Wright StateUniversity and the University of Cincinnaticlassroom space at their Warren Countycampus in Mason, Ohio.GE7.3 Expand workforce developmentofferings. Post-secondary education plays acritical role in preparing the work force fortomorrow’s high-tech jobs.Regions that demonstrate a high degree ofeducation in a desired technical area have acompetitive advantage. Work collaborativelywith Xenia Community School District, GreeneCounty Career Center and area colleges anduniversities to link higher education programswith employer needs. Promote to existing andprospective businesses.Examples include Sinclair Community College’sand Clark State’s certificate, degree and workertraining programs, as well as the GreenworksEmployment and Training Center. Studentco‐ops and interns are another possibility.GE7.4 Establish a Healthy Communityinitiative. Create a task force, potentially as asubcommittee of the Economic DevelopmentAdvisory Board, that seeks partnerships withGreene Memorial Hospital, Athletes in Action,the YMCA and other organizations that arefocused on health and wellness activities. Suchpartnerships can yield economic developmentbenefits for the City as described in Figure2.3. Seek grant funding or recognition fromprograms such as Ohio’s Healthy CommunityAwards or the CDC’s Healthy CommunitiesProgram. Coordinate with recommendationsfor parks, recreation facilities, bike trails andstreet design in Chapters 1 and 4.3.15

Chapter 3 Grow Our EconomyCity of Xenia Comprehensive Plan3.16

4Make OurNeighborhoodsGreatObjectivesOverview .........................................................4.2NG1 Create and Maintain the Building Blocksfor Successful Neighborhoods Citywide.......4.5NG2 Sustain Vital Neighborhoods............... 4.10NG3 Stop Neighborhood Decline .................. 4.11NG4 Restore Distressed Neighborhoods ... 4.14

Chapter 4 Make Our Neighborhoods GreatCity of Xenia Comprehensive PlanOverviewCities are a collection of neighborhoods.Neighborhoods collectively definecommunity quality and character.Desirable neighborhoods offer residentsa good quality of life and lasting value.Xenia residents defined good neighborhoods ashaving well-maintained buildings, streets andparks with safe access to a variety of amenities.This issues-based chapter outlines detailedneighborhood development strategies aimed atmeeting these resident values.Residents are concerned about the futureof Xenia’s neighborhoods. Some Xenianeighborhoods are vibrant and promising, whileothers show signs of age, market obsolescence,and inconsistent building and infrastructuremaintenance. Intervening actions are neededto bolster neighborhood vitality, enhancecurb appeal and add value to “make ourneighborhoods great.”2010 Population and Housing Characteristics• Median age: 37.1• 65 and older in household: 27%• Median household income: $38,032• Average household size: 2.39• Female-headed households with children:9.6%• Rental units: 38.4% of occupied units• Vacant housing: 9.1% of all units• Single-family homes (2011 data):»»Average year built: 1960»»Average size: 1,355 square feet»»Average sale price: $78,7004.2

City of Xenia Comprehensive PlanStrengthsXenia’s population growth outpaced that of theregion and surpassed the City’s high mark set in 1970for the first time in 2010.Diverse neighborhoods offer a variety of housingstyles that appeal to a wide segment of the housingmarket.New neighborhood developments offer modernhousing units and amenities helping to keep thehousing inventory fresh.Xenia has a wonderful park, greenspace and bikepath system that serves as a true community asset.Three historic districts recognize the vastarchitectural and historic significance of earlyneighborhoods that grew and gracefully evolvedwith Xenia.Chapter 4 Make Our Neighborhoods GreatWeaknessesXenia’s average home price is substantially lowerthan that found in many surrounding communities.Higher-end homes designed for the upwardly mobileand business executives are not readily available.Many neighborhood parks are hidden behind thebacks of residential properties. Access is limitedto small key holes between abutting housingproperties.Xenia’s housing inventory has an average age of1960, is showing signs of structural and functionalobsolescence and two-thirds of all houses were builtbetween 1950 and 1979.Signs of deferred maintenance are noticeablein some areas while pockets of dilapidation areapparent in others.Some missing sidewalk segments and localstreet deterioration diminish neighborhoodappearance.Xenia’sneighborhoods (seeMap 4.1) exhibit a level ofdiversity one would expect from a communityfounded in 1803. Xenia’s neighborhoods providea variety of opportunities that appeal to a broadspectrum of the housing market. Residents canselect from historic housing on tree lined streetsto mid-century suburban housing to modernapartments and newer and larger single-familyhomes.What may be less typical of a community asold and diverse as Xenia is the fact that Xeniacontinues to grow in population and hasabundant land to support additional growth.This is a positive sign of community health anddesirability.While Xenia’s 2010 population is the highestever recorded, signs of neighborhood andVacant units and rental occupancy ratesincreased since 2000 consistentwith national trends due to adepressed housing market. housing stressexist. This chapterassigns recommendationsto maintain or improve neighborhood healthbased on indicators defined in the ExistingConditions Report (available on the City’swebsite or upon request from the Planningand Zoning Department). Table 4.1 summarizeskey conditions and recommendations for eachneighborhood.Age, value and inconsistent propertymaintenance are three issues of concernregarding a large portion of Xenia’sneighborhoods.Two-thirds of Xenia’s housing stock was builtfrom 1950 to 1979. Housing built during thisperiod often has two to three bedroomsand one bath which are indicative of marketobsolescence. Many units were built with4.3

VIMLAROBERTChapter 4 Make Our Neighborhoods GreatCity of Xenia Comprehensive Plan£¤ 68TimberRidgeSTEVENSONCONSTITUTIONOLD SPRINGFIELDPACELINEKinseyMeadows/SummerbrookeFAIRGROUNDTREBEINVAN EATONOLD US 35UPPER BELLBROOKSHANNONJODEEARLIEBARNHILLCRESCENTReserveofXeniaCONCORDOLD US 35GEORGIANEW MEXICORAXITTRANQUILIDAHOMISSOURIDAKOTAGLEN KEGLEYKANSASSterlingGreenCOLORADOOREGONLOWER BELLBROOKCREEKSIDE TRAIL BIKE PATHIOWANEBRASKAArrowhead/WindsorParkVIRGINIAMISSISSIPPITENNESSEEMINNESOTAMONTANAVERMONTMASSACHUSETTSGREYSTOKECONNECTICUTKETKIFLORIDAARKANSASWYOMINGDUNDEECORNWALLGREENE WAYPEMBURYGAYHARTLITTLE MIAMI SCENIC BIKE PATHDAYTON XENIAHOSPITALITYSENECAO TOOLEATKINSONPROGRESSCHEYENNEOTTAWATEXASROXBURYNAVAJOCOMMONWEALTHDRUMMONDLAKEVIEWDeerCreekApartmentsOldArrowheadSIOUXROCKWELLBOWMANBEATTYSEMINOLEPUEBLOMAUMEEARAPAHOWrightCycleEstatesMAINSouthLaynewoodKYLEMOREDRAKEPAWNEEORVILLEHIGH WHEELWIGWAMTHOMPSONMOCCASINBUCKSKINCONARDOMARDDAYTONCentralLaynewoodJUNERAYBELLBEASONMASSIERICHARDBERWALDNorthLaynewoodREIDFRANKLINBELLBROOKLAYNECIRCLEPOEBeverlyHills/FairviewNorthgate/FairmoorSHEELINEMMETPARNELLSTEWARTALLISONEmersonAvenueCINCINNATIMOONOMARDINDUSTRIALHARRISMORANMONTEREYTOWLERANTRIMLITTLE VINEARENATRUMBULLMT VERNONEL CAMINOHILLCRESTCountry£¤ 42ClubBertarose/NorthDetroitPinecrestGardensMeadowbrook StadiumHeightsEasternShawneeKnollsOld VillageNorthEndDodd'sAdditionEastCarnegie EndE.2ndWaterstreetHistoricHistoricDistrict/E.3rdDistrictCincinnatiAvenueOrientHill£¤ 35BullskinTraceHoovenandAllisonSpringHillSouthHillLegacyVillage¬« 380ORANGEWALNUTMALIBUHOLLYWOODFAIRBORNYORKGLADYVINESTELTONBEDFORDTAHOEPURCELLXENIAPARKFAIRVIEWFIELDSMARKETSECONDMIAMIGROVEARLINGTONLEDBETTERLEIGHCALIFORNIAWESTKINSEYCATHERINELYNNPRUGHXENIADETROITRACEGALLOWAYCODDINGTONHARBINEKINGCOUNTRY CLUBCHURCHFAYETTECHESTNUTHIGHFREDRICKPAVEYSUTTONDETROITLAKEDEANNEANKENEY MILLMAINDETROITPARKSPRINGORMSBYGREENEMONROEWILSONWHITEMANEDISONPOCAHONTASCOLLIERMEADOWWASHINGTONMONROEINNOVATIONMARTINREGENCYJOYCEMONROELOUISEMARSHALLSTADIUMTHELMAORIENTWESLEYCHURCHMAINLEACHSUMMITHILLELLIOTTAYLORFAIREAVEYSIMSWYCLIFFETYNDALECALVINDOWDELLUNIONEAGLESCLARKRADAREVANSPARKTAYLORSECONDTHIRDTREMONTLEXINGTONHARBISONCLARKMARKETPATTONECHOMOUNDPATTONLADDIEENTERPRISEBURNETTKINGHIGHLANDERLAVELLEFORAKERHOOPOHIO TO ERIE TRAIL BIKE PATHOLD US 35JASPERHOOPMap 4.1: Xenia’s Neighborhoods4.4

City of Xenia Comprehensive Planminimal insulation and storage. Replacement ofmajor structural components such as electricalsystems is probably needed in many units.Inconsistent compliance with zoning, nuisanceand building codes is another concern andsigns of deferred maintenance are noticeablein a few neighborhoods. Sales values in someolder neighborhoods are substantially lowerthan community averages making their futurequestionable and at risk for abandonment.Trends in single-family rental conversions andlong-term vacancy in some neighborhoodsare indicators of abandonment/disinvestmentalready in progress.Objectives and StrategiesCity-wide neighborhood strategies start thissection followed by goals and strategiestailored for specific neighborhood needs.Recommendations and strategies are informedby a neighborhood analysis that consideredhousing vacancy, value, foreclosure, taxdelinquency, and tenure (owner and renteroccupied housing) rates and trends.NG1 Create and Maintain the Building Blocks forSuccessful Neighborhoods CitywideSuccessful neighborhoods are those thatare self-sustaining and require little or nopublic intervention. The following strategiesare applicable to all types and conditions ofneighborhoods.NG1.1 Develop and maintain a neighborhoodindicator database. Track and monitor codeviolations, housing values, vacancy rates, singlefamilyrental conversions, and foreclosures,etc., using a GIS-based property database.Crime statistics are also informative. Analyzedata to identify problems early and preventissues from spreading to adjacent healthierneighborhoods.NG1.2 Develop and promote a work planfor effective code enforcement. Consistentapplication of code enforcement sends aChapter 4 Make Our Neighborhoods Greatpositive signal. Code enforcement protectsindividual property rights, emboldens ownersto invest and increases residents’ confidence inthe future of their neighborhood.A work plan, developed annually, shouldidentify neighborhoods and specific typesof violations on which to focus proactiveenforcement. Neighborhood indicator data canbe useful in identifying target neighborhoods.The plan should also identify public relationsstrategies to build awareness of and supportfor code enforcement efforts, and to involvecitizens in the enforcement process. Finally,the work plan should have the approval ofCity leadership (i.e. City Council and appointedofficials) in order to ensure a unified, consistentapproach.NG1.3 Update the Property Maintenanceand Housing Codes. The City’s PropertyMaintenance Code dates to 1996, while itsHousing Code dates to 1992. Furthermore,these ordinances overlap one another in spotsand overlap with the Building Code. The resultis an often confusing and inadequate set ofregulations. Update the ordinances utilizing themost recent International Code Council (ICC)standards.NG1.4 Work with Greene County jurisdictionsto establish a land bank. A land bank,established by county commissioners, is aquasi-governmental entity which has the abilityto acquire, maintain, demolish, rehabilitateand sell tax-delinquent or donated properties.A primary benefit of a land bank is that it hasthe ability to greatly expedite the process ofacquiring and clearing the title of a vacant,tax-delinquent property. This allows derelictproperties to be placed in the hands ofindividuals who are capable of investing in theproperties and paying taxes.NG1.5 Develop a neighborhood marketingcampaign. Xenia’s identity is somewhat4.5

Chapter 4 Make Our Neighborhoods Greatobscured from its location on the metropolitanedge. Active marketing is needed to promoteXenia’s high quality of life and its uniqueneighborhoods. Suggested components of amarketing campaign include:• Market research. Utilize neighborhoodindicator data to identify neighborhoodsthat have marketable attributes yet arerelatively undiscovered. Identify targeteddemographics that would likely beattracted to each targeted neighborhood.• Targeted marketing to major employers.Actively promote Xenia’s neighborhoodsto Wright-Patterson Air Force Base andarea colleges and universities as theseinstitutions drive area employment.• General marketing: Pursue multimediamarketing opportunities for Xenia’sneighborhoods. Work with brokers toidentify appropriate sales positioning.Marketing tactics for new subdivisionsmay be used as a starting point. Focus onunique amenities, architecture and generalcommunity strengths. The neighborhoodportal developed in NG1.7 could be a meansCity of Xenia Comprehensive Planof neighborhood marketing.NG 1.6 Update zoning, subdivision andstreet design standards to reflect soundneighborhood design principles. Designingvibrant, sustainable neighborhoods requiresa multi-disciplinary approach that addressesboth public and private space. Private spaceis regulated by zoning, while public space iscontrolled by subdivision and street designstandards.• Zoning Regulations: Modify existingresidential zoning so that it encouragesnew housing construction, additionsand alterations that are compatible withestablished neighborhood architecture andscale. Balance design guidelines with theneed to encourage modernization of olderhomes. This could involve a combination ofrelaxing existing standards, adopting newguidelines or standards, and potentiallyincentivizing good design using incentivesidentified in NG3.2.• Street/Subdivision Standards: Streetsare the largest public space in mostneighborhoods. Streets not only conveyInfill HousingInfill is new construction on vacantlots located in already-developedareas. Infill has many benefits. From abroader community perspective, infillreduces sprawl and utilizes existingroadway and utility infrastructure.From the neighborhood perspective,infill adds new investment and ofteneliminates a maintenance problem.Infill can also be detrimental. Caremust be taken to ensure infill housingdevelopment is harmonious with thescale and architecture of surroundingstructures as these examples show:Bad examplesGood examples4.6

City of Xenia Comprehensive PlanChapter 4 Make Our Neighborhoods Greatcontacts for nuisance and maintenance issues.Study the benefits and need for such action inXenia including the administrative burden toimplement such program.cars, they also accommodate pedestrianmovements and act as a socializing spacefor neighbors. Short blocks, narrowstreets and street trees/landscaping helpto slow traffic, increase pedestrian safety,and create an overall attractive, livableenvironment. Incorporate Complete Streetsprinciples identified in Chapter 2 (StrategiesCC3.1 and CC3.6), appropriate blockstructure and pedestrian connections intostreet/subdivision standards.NG1.7 Create an online neighborhood advocacyportal. Use the City’s webpage and otherrelated resources to encourage neighborhoodadvocacy and organization. This will help toimprove communication between the City andresidents on neighborhood issues, such ascode enforcement, while promoting a senseof community. Share neighborhood-level datawith residents and other interested partiesand allow residents to report code violations.Encourage and support the creation ofneighborhood organizations and social events.NG1.8 Establish a vacant property registryfor residential properties. Hundreds ofcommunities across the country have passedlegislation requiring owners of vacant propertyto register with local authorities and pay anannual fee. Fees are used to help offset vacantproperty management costs.The registry provides local authorities withNG1.9 Study feasibility of a rental registry/inspection program. Analyze the merits andadministrative feasibility of this tool, whichrequires each landlord or property managerto register with the City and maintain codecompliance. Cities, such as Kettering, haveenacted such ordinances to maintain contactwith absentee landlords. Some communitiesrequire annual rental inspections while others,like Kettering, inspect rentals each time aproperty is sold or leased to keep rental units inbetter condition.NG1.10 Brand and beautify neighborhoods.Strong neighborhood pride and identityhelps to maintain property values and makea neighborhood more marketable. Manyresidents in Xenia strongly identify with theirneighborhoods, although neighborhoodpublic space often lacks distinctive featuresor enhancements. Decorative signage andstreetscaping can help to support and attractpride and investment in a neighborhood.• Entry signage. Provide design assistance toorganized neighborhood groups interestedin (and capable of funding) installation ofnew entry signage or monuments.• Historic District signage/streetscaping.Consider allowing organized neighborhoodgroups to adopt distinctive designs forstreet signs in historic districts. Partnerwith the Greene County Historical Societyto identify original streetscape elementsfrom historical photographs. Restore thestreetscape to the extent possible.• Street trees/landscaping. Addition ofstreet trees and/or landscaping can have adramatic visual impact on a neighborhood,encourage slower traffic and provide4.7

Chapter 4 Make Our Neighborhoods GreatTable 4.1: Neighborhood-Specific Indicators and ObjectivesCity of Xenia Comprehensive PlanObjective/Neighborhood2010-11 Avg.sales price2012 VacantResidential Buildings2012 TaxDelinquency2011Foreclosures2010 1-FamilyRentals2000-10 Change in1-Family RentalsNG2 Sustain Vital Neighborhoods5. Reserve of Xenia $148,300 3.2% 0.3% 1.7% 16.7% 4.9%6. Sterling Green $136,472 2.1% 0.4% 2.4% 16.7% 4.9%7. Wright Cycle Estates $204,121 1.3% 0.9% 0.0% 6.8% -2.8%8. South Hill $71,442 3.1% 1.6% 1.2% 10.2% -27.2%11. Old North End $106,400 3.0% 2.7% 1.3% 16.4% -3.2%19. Dodd’s Addition $124,667 3.1% 2.1% 2.5% 23.1% 15.1%20. Stadium Heights $77,622 1.3% 1.5% 1.8% 3.7% -1.2%21. Pinecrest Gardens $97,756 0.0% 0.0% 0.0% 3.7% -1.2%22. Meadowbrook/Shawnee Village $121,500 2.0% 0.6% 1.1% 3.7% -1.2%23. Country Club $152,714 0.8% 0.4% 1.1% 3.7% -1.2%24. Kinsey Meadows/Summerbrooke $171,214 0.0% 0.0% 0.6% 4.0% -4.4%25. Bertarose/N. Detroit $78,350 2.7% 0.5% 0.9% 5.4% 0.1%26. Beverly Hills/Fairview $115,635 1.0% 1.0% 0.9% 5.4% 0.1%27. Northgate/Fairmoor $140,663 1.5% 1.1% 2.2% 5.4% 0.1%28. Timber Ridge $261,475 5.3% 0.0% 4.2% 5.4% 0.1%NG3 Stop Neighborhood Decline1. North Laynewood $53,370 3.7% 3.3% 2.4% 40.2% 13.0%2. South Laynewood $56,174 3.8% 2.7% 2.4% 30.8% 11.0%3. Central Laynewood $51,808 2.8% 2.5% 1.5% 36.5% 15.9%4. Old Arrowhead/Emerson Ave. $68,837 2.9% 2.4% 2.3% 24.9% -0.5%9. Spring Hill $45,175 5.0% 5.0% 1.5% 23.8% 8.4%10. Bullskin Trace $50,559 5.9% 1.7% 3.2% 22.3% -19.0%13. Hooven and Allison $47,650 3.8% 6.5% 1.3% 22.3% -19.0%14. Orient Hill $43,380 4.8% 2.9% 2.1% 23.8% 8.4%15. Waterstreet Historic District $40,088 10.3% 3.7% 1.2% 22.3% -19.0%16. E. 2nd Historic District/E. 3rd $48,583 15.0% 7.1% 0.6% 17.8% -7.8%17. Carnegie $105,000 10.8% 6.7% 0.0% 17.8% -7.8%29. Arrowhead/Windsor Park $73,891 3.7% 2.4% 3.3% 6.0% -13.6%NG4 Restore Distressed Neighborhoods12. Cincinnati Avenue $32,854 7.0% 2.8% 2.4% 60.4% 25.6%18. East End $25,918 19.3% 16.5% 1.3% 35.5% -17.8%4.8MedianAverage$77,622$94,883Underperforms relative toother City neighborhoods3.1%4.5%2.1%2.7%Market Indicator AnalysisCitywide average1.5%1.6%16.7%17.8%Outperforms mostCity neighborhoods-1.2%-1.4%

City of Xenia Comprehensive PlanChapter 4 Make Our Neighborhoods GreatTable 4.1 continuedObjective/Neighborhood Strengths ChallengesNG2 Sustain Vital Neighborhoods5. Reserve of Xenia Better-than-average sales prices, low vacancy/delinquency Lack of parks, increase in rental conversions6. Sterling Green Park potential, bike path, sales prices, low vacancy/tax delinquencyForeclosures, increase in rental conversions,undeveloped park7. Wright Cycle Estates All market indicators, park potential, bike path Vacant lots, undeveloped park8. South Hill Low vacancy/tax delinquency, high/increasing owner occupancy Lagging sales prices11. Old North End19. Dodd’s AdditionAll market indicators, bike paths, historic architecture, downtown/Shawnee ParkBike path, Shawnee Park/downtown, low vacancy/delinquency, salespricesAging housing stock, incompatible infilldevelopmentForeclosures, increasing rental conversions20. Stadium Heights Shawnee Park, low vacancy/tax delinquency, high owner-occupancy Lagging sales prices, vacant lots, flooding21. Pinecrest Gardens Low vacancy/tax delinquency/foreclosures, high owner-occupancy Flooding, vacant lots22. Meadowbrook/ShawneeVillageAll market indicators, new school, Shawnee Park, bike path23. Country Club All market indicators, bike trail connectivity24. Kinsey Meadows/SummerbrookeAll market indicators25. Bertarose/N. Detroit All market indicators except sales prices, bike pathAging housing stock, particularly ShawneeVillageSome aging housing stock, homes onthoroughfare26. Beverly Hills/Fairview All market indicators, bike path Aging housing stockLack of park, distance from services/sidewalks,vacant lotsLagging sales prices, homes fronting on busythoroughfare27. Northgate/Fairmoor All market indicators except foreclosures Foreclosures, vacant lots28. Timber Ridge All market indicators except foreclosuresNG3 Stop Neighborhood Decline1. North Laynewood Parks, new school, bike path, low vacancy/tax delinquency2. South Laynewood Parks, new school, low vacancy/tax delinquencyForeclosures, vacant lots, distance fromsidewalk systemGrowing rental conversions, foreclosures, lowsales pricesGrowing rental conversions, foreclosures, lowsales prices3. Central Laynewood Parks, new school, low vacancy/tax delinquency Growing rental conversions, low sales prices4. Old Arrowhead/Emerson Ave. New school, low vacancy/tax delinquency, increasing owner occupancy Lack of parks, foreclosures, lagging sales prices9. Spring Hill Park, low vacancy/tax delinquency Low sales prices, rising rental conversions10. Bullskin TraceParks, historic architecture, low vacancy/tax delinquency, increasingowner occupancyForeclosures, low sales prices13. Hooven and Allison Low vacancy, increasing owner-occupancy Low sales prices14. Orient Hill Bike path, historic architecture, low vacancy/tax delinquency Low sales prices, increasing rental conversions15. Waterstreet Historic District16. E. 2nd Historic District/E. 3rd17. CarnegieBike paths, Xenia Station/downtown, historic architecture, low taxdelinquency, increasing owner occupancyBike paths, historic architecture, downtown, low tax delinquency,increasing owner occupancyHistoric architecture, downtown proximity, low foreclosures, increasingowner occupancyLow sales prices, moderate vacancyLow sales prices, high vacancyVacancy29. Arrowhead/Windsor Park Low vacancy/tax delinquency, high/increasing owner occupancy Foreclosures, lagging sales pricesNG4 Restore Distressed Neighborhoods12. Cincinnati Avenue Xenia Station, bike path connectivity, low tax delinquency18. East End Park, bike path connectivity, increasing owner-occupancyLow sales prices, high/increasing single-familyrentals and foreclosuresVacant lots, sales prices, high vacancy/taxdelinquency/single-family rentals4.9

Chapter 4 Make Our Neighborhoods GreatCity of Xenia Comprehensive Plansummer shade. Explore partnerships and fundingsources for installation and maintenance. Plantingcould occur within or outside of the right-of-way.NG 1.11 Maintain Neighborhood Schools. Workwith Xenia Community Schools to maintain theneighborhood school model versus bussing childrento facilities across town. Schools, like parks, addvalue to housing and serve as neighborhoodanchors, particularly when they are within walkingdistance.NG1.12 Study feasibility of a pre-sale inspectionprogram. Some local governments require ahousing inspection be performed before ahouse can be sold. The inspection lists all codeviolations that must be fixed before the propertycan be transferred.NG2 Sustain Vital NeighborhoodsVital neighborhoods, new and old, tend to havelow vacancy/foreclosure/tax delinquency rates,and high single-family homeownership levels.These areas also tend to have housing withlarger, more efficient floor plans and/or greaterarchitectural character.While these neighborhoods should not beconsidered any more important than others, effortmust be taken to protect these neighborhoodsfrom any type of negative market intrusion.NG2.1 Develop capacity to quickly respond tocode violations. Addressing violations in vitalneighborhoods is critical in preventing negativehousing trends. Code enforcement in vitalneighborhoods will necessarily be more reactivethan the more violation-prone areas, due to theproactive efforts described in Strategies NG3.1 andNG4.1. Therefore, the code enforcement approachfor vital neighborhoods should focus on rapidresponse.Adopt an overall goal of responding to all complaintswithin 24 hours. Create a portal through which citizensand staff can report complaints online or from a mobiledevice. Utilize public relations efforts in NG1.2 to encourageWhat is Code Enforcement?The need for consistent andproactive code enforcement is amajor theme of this chapter. Codeenforcement is simply the action the Citytakes using its police power to protectpublic health, safety, and welfare. ExampleCode Enforcement activities include:• Zoning Enforcement – Ensures proposedland uses are appropriate for eachlocation and that buildings, signs andfences, etc., do not encroach on adjacentproperty or right-of-way. Enforced by thePlanning and Zoning Department.• Property Maintenance Enforcement –Ensures that lawns and other exterior areasare properly maintained, clean, safe andsanitary. Ensures that RV’s, boats, trailersand inoperable vehicles are properly stored.Also ensures that building exteriors are ingood repair, secured, weather-tight andstructurally sound. May contain similarprovisions for building interiors. Enforced bythe Planning and Zoning Department.• Housing/Building Code - Generally ensuresadequate basic facilities, utilities, light,ventilation, space, ingress/egress, andsafe/sanitary conditions. The HousingCode is enforced by the Planning andZoning Department while the BuildingCode is enforced by the Greene CountyDepartment of Building Regulation.• Fire Code: Ensures fire protection andwarning systems, ingress/egress, accessby Fire Division personnel, etc. Enforcedby the Fire Division.Code enforcement is effective and hasshown to return millions of dollars inlost property values when and whereeffectively and consistently appliedby government officials.4.10

City of Xenia Comprehensive PlanChapter 4 Make Our Neighborhoods GreatPrinciples of Effective CodeEnforcement• Be proactive. Focus efforts inhigh-visibility and high-violationareas. Address growing violationtrends before they persist and spread.Organize systematic “sweeps” ofneighborhoods in partnership withcitizens and other City departments.• Build support. Prepare an annual workplan and share it with City leadership andsupportive departments such as Law andPublic Service. Encourage staff from alldepartments to report violations. Obtainbuy-in from all parties to ensure that the planwill have support at all levels.• Communicate with the public. Many citizensare not aware of code requirements andtherefore do not recognize violations. Buildawareness via brochures, press releases,workshops and other outreach methods.Advertise systematic “sweep” effortsin advance. Develop an online reportingmechanism and promptly respond tocomplaints.• Maintain excellent customer service.Communicate code deficiencies in personfirst as a courtesy before writing citations.Agree to a reasonable schedule. Send formalcitation letters only when the personalapproach fails. This will generate good willand avoid labor-intensive citation and courtprocesses.• Leverage public and private investment.Coordinate code enforcement withother improvement initiatives such asneighborhood clean-up days, streetresurfacing, gateway enhancementsand redevelopment projects. Thisstrategy further emboldens owners toinvest in their properties.citizens to report complaints.NG2.2 Prepare a park development plan for SterlingGreen Park. Sterling Green Park’s size, frontage andtopography give it the potential to be one of the City’smost successful parks. Largely undeveloped, the parkcould be an anchor that sustains the surroundingneighborhood and encourages future growthand upgrades of the housing stock. Prepare adevelopment plan driven by citizen input andexplore funding/maintenance partnerships toensure implementation.NG2.3 Prepare a park development plan forWright Cycle Park. Although partially encumberedby a retention pond, Wright Cycle Park issignificant in size and is the centerpiece of oneof the City’s highest-value neighborhoods.Developing this park will anchor theneighborhood and potentially attract additionalhigh-value housing to the City. Follow the samecitizen-based process as NG2.2.NG3 Stop Neighborhood DeclineSigns of decline include increases in housingvacancy, single-family rental conversions, codeviolations, tax delinquency and foreclosures.Structural obsolescence of housing can be acritical factor.Neighborhoods must evolve to remainsustainable in the market place. Modernizationof housing units and re-investment in establishedneighborhoods is essential. Regulatory flexibilityand targeted incentives are needed to encourageongoing property investment.NG3.1 Implement a proactive, systematic codeenforcement program. Organize neighborhood“sweeps” that involve surveying a neighborhoodblock-by-block and addressing all code violations. Thismethod has a more consistent, powerful impact thanthe common scattershot, complaint-based approach.Utilize neighborhood indicators to identify areas withgrowing abandonment/disinvestment. Focus systematicefforts in these areas, particularly on long-term vacant4.11

Chapter 4 Make Our Neighborhoods GreatSuburban Mid-Century ModernizationExamplesPromote the modernization of existingolder houses in Xenia to improve the marketappeal of older houses and neighborhoods.Examples include aesthetic improvementssuch as adding front porches, shutters anddormers, or functional improvements such asgarage and bedroom and bathroom additions.Replacing mechanical equipment with energyefficient units is also helpful. Partner withthe local Home Builders Association and areaarchitects to create example plans of howcommonly found housing types located inXenia can be realistically modernized.BeforeCity of Xenia Comprehensive PlanAfterproperties and absentee owners.Although challenging from a time-consumptionand logistic perspective, such an approach canbe more efficient and effective in the long run.Consistent, systematic enforcement sendsa strong message to property owners thatproperties must be maintained properly andcan help to reduce the number of violations inthe long run.NG3.2 Seek and promote housingrehabilitation incentives. Current orprospective property owners in distressedor declining neighborhoods may need addedincentives to justify investing in improvements.Furthermore, incentives would aid enforcementefforts and assist low-income property ownerswith needed repairs. The longer-term benefitof such incentives is preserving the viability anddesirability of the housing stock.NG3.3 Develop a Laynewood housing/parkrevitalization strategy. The Laynewoodsubdivisions represent a large section ofwestern Xenia, developed in the 1950s withidentical 800-1000 square foot homes andparks that have little or no street frontage.Laynewood is beginning to show initial signsof disinvestment such as rental conversions,increasing code violations and vacancy. Thearea would benefit from a comprehensivestrategy to encourage enhancement of thehousing stock and expansion/development ofits parks.Engage an architect to create home expansion/modernization concepts. Adjust zoningrequirements to encourage appropriate homeimprovement projects. Utilize incentivesdescribed in NG3.2.Create park development plans for Ridgebury,Franklin and Parnell Parks that result in larger,more functional and visible parks with neededamenities (see Figure 4.3). Evaluate thefollowing alternatives for each park:• Purchase Frontage Property. Seek fundingthrough grants and/or local funds andpurchase homes that surround parks.Utilize a land bank, if established byGreene County, to acquire tax-delinquentproperties. Over time, this will turn “backdoor” parks into “front door” parks whileexpanding parks to a more functional size.• Consider alternative uses. If buyingsurrounding frontage property is not4.12

City of Xenia Comprehensive PlanChapter 4 Make Our Neighborhoods GreatExamples of Incentives• Community DevelopmentBlock Grants (CDBG). CDBGprograms are designed to promotereinvestment in low- to moderateincomeareas through grants or loansfor needed repairs. Such programscan also be used for new housingdevelopment or rehabilitation of vacantunits.• Coordinated infrastructure improvements.Coordinate infrastructure and publicfacility improvements with targetedneighborhood investment incentives andcode enforcement.• Home energy audits/financing. Seek andprovide financial incentives for energyefficiency improvements such as energysavings performance contracting, on-billfinancing, and revolving loan funds.• First time homebuyer assistance. Work withbanks to establish first-time homebuyerprograms to promote homeownership andimprove housing quality at the same time.Many households have adequate income andcredit scores to qualify for conventional homeloans but lack an adequate down payment,particularly now that lending requirementshave tightened.Program components may includerehabilitation assistance and a mandate tomeet minimum code requirements.• Community Reinvestment Area (CRA)tax abatements. CRAs, promoted bythe Ohio Department of Development,provide multi-year abatements ofproperty tax for projects that addvalue to a property. Such programsare not income-restricted. The Citycould consider tying performancerequirements to incentives, such asneighborhood design standards.Figure 4.3: “Back Yard” and “Front Yard” ParksParks add value and increase desirability of neighborhoods.Parks serve as neighborhood focal points and offeropportunities for socialization and healthy activity. They alsoprovide relief from everyday monotony and provide solacefrom the built environment.Well-designed neighborhood parks are in highly visible,accessible locations on what would otherwise beconsidered prime development parcels. Visibility andaccessibility ensure that the park is safe and benefits theentire neighborhood.“Back yard” parks likeParnell Park are hiddenbehind homes and visibleonly from backyards.These parks are not wellsupervisedby the publicand have limited value tothe larger neighborhood.“Front yard” parks enjoy greater visibility with accessalong the entire block face. With this design, parksadd value to the entire neighborhood, not just parkadjacentproperties.4.13

Chapter 4 Make Our Neighborhoods Greatfeasible, explore alternative uses of “backdoor”parks such as neighborhood gardens.This could also be an interim strategy whileacquisition occurs.• Sell to surrounding property owners. Alast resort may include splitting the parkinto multiple lots and deeding them toadjacent property owners, if these ownersare willing to receive them. This should onlybe pursued after a better replacement parklocation is secured.NG3.4 Organize home rehabilitationdemonstration projects. Partner with theHome Builders Association to modernizeone or more outdated homes and promotepublicly, with the goal of generating ideasand demonstrating the potential of olderneighborhoods. This concept would be similarto a “Homearama” or “Rehabarama” held inother cities.NG4 Restore Distressed NeighborhoodsNeighborhoods ravaged by decline see lessinvestment and lower average housing pricesthan city-wide averages. In some cases, costs tomodernize and bring distressed housing units upto code may exceed appraised housing values.A holistic neighborhood revitalization approach –one that includes redevelopment, rehabilitationand infill development – is needed to restoremarket confidence and attract new investment.NG4.1 Implement a proactive, systematic codeenforcement program. See NG3.1. Identifyfunding for demolition for cases in whichstructures are beyond repair. Removing avacant, dilapidated and functionally obsoletebuilding removes a blighting influenceand crime haven from a neighborhood.Furthermore, it helps to balance aneighborhood’s housing supply with demand.NG4.2. Prepare a revitalization master planfor the East End. The East End has the City’sCity of Xenia Comprehensive Planhighest housing vacancy and tax delinquency,yet it has numerous assets on which tobuild. Neighborhood revitalization requiresa comprehensive approach and significantmarket intervention and resources. Beforeinvesting significant resources in the East End,prepare a comprehensive revitalization masterplan that identifies strategies for market rebirthand restored resident confidence.• Lexington Park revitalization. The EastEnd’s neighborhood park is physicallyisolated from the neighborhood, containsdeteriorating equipment and is poorlyutilized. A central focus of a master planmust be a strategy to transform LexingtonPark into an anchor for revitalization.Such a strategy may require relocation ofthe park to a more central location withgreater frontage. The growing supply ofvacant lots in the East End may make such arelocation feasible.• Old East High School. The former East HighSchool is an architectural and historical gemin the middle of the East End. Its currentoccupant, the Xenia Community Schoolsadministrative offices, will soon vacate thebuilding. Adaptive reuse and rehabilitationof this building could provide an additionalanchor for neighborhood revitalization.Future uses should complement theneighborhood and ideally includecommunity facilities.NG4.3 Seek neighborhood revitalizationfunding and target resources strategically.Utilizing funding sources identified in NG3.2and partnerships identified in the Master Planprocess (NG4.2), target activities proactivelyone block at a time. This will build a criticalmass of investment and pride that cannotbe achieved in a scattershot approach.Complement efforts with targeted codeenforcement in adjacent areas.4.14

City of Xenia Comprehensive PlanChapter 4 Make Our Neighborhoods GreatElements of a Neighborhood Revitalization Master Plan• Understand the Market. The factors resulting in distressedmarket conditions must be understood before appropriateactions can be taken. Simply adding grant-funded newhousing units through new construction or rehabilitationmay fail if the real underlying issue has not beenaddressed. A supply/demand imbalance cannot becorrected until neighborhood confidence is restored.Market factors may include crime patterns, blightedhousing, traffic patterns and other issues. Meet withresidents, churches, police officers, social serviceagencies and others knowledgeable about theneighborhood to learn about the underlying factors.• Create an inclusive process. Include residents inthe planning process and seek their input. Planscan only succeed with resident buy-in. Work withresidents to identify the qualities and strengthsof the neighborhood they enjoy. Leverage theseassets in future plans. Include residents onvisioning, decision-making and making toughchoices to get broad-based support.• Determine intervention level. Since many housingunits in distressed neighborhoods require somelevel of intervention, assess the cost benefit ofalternative courses of action. Use a financial modelto determine whether demolition/greenspace,rehabilitation or redevelopment is the bestsolution.Market the Project.• Determine uses for vacant lots. High vacancy/abandonment levels may indicate that vacant lotswill not be developed in the near future. Isolatedvacant lots should be deeded to adjacent property4.15

Chapter 4 Make Our Neighborhoods GreatCity of Xenia Comprehensive Plan4.16

5StrengthenOur CoreObjectivesOverview .............................................................5.2SC1 Create Vibrant Downtown-AdjacentNeighborhoods ..................................................5.3SC2 Change Downtown’s Role ..........................5.5SC3 Redevelop Xenia Towne Square ................ 5.9SC4 Create a Welcoming and ComfortablePedestrian Environment.................................. 5.10SC5 Make Downtown the Bicycle Hub of theMidwest ..............................................................5.11SC6 Reposition Vacant Properties .................. 5.12SC7 Leverage Downtown’s Historic Assets .... 5.15

Chapter 5 Strengthen Our CoreCity of Xenia Comprehensive PlanOverviewAs its name implies, thischapter, “StrengthenOur Core”, focuses oncontinued improvementof Xenia’s historic downtown andadjacent neighborhoods.Residents are emotionally attachedto downtown and supportefforts to help downtown regainprominence in Xenia’s civic life.No other issue generated as muchpublic concern, emotion or hopeduring the planning process.Xenia’s Core, downtown andadjacent neighborhoods, arecurrently stressed. Underutilizedcommercial property, emptystorefronts and idle industrialbuildings in Xenia’s core area pull theentire community down. Yet, muchof Downtown’s rich urban fabric andhistory remains intact. Residents desirea vibrant, walkable downtown withretail, restaurants, entertainment and thearts occupying well-maintained structures.StrengthsXenia has the largest traditional downtown inGreene County serving as a source of communityidentity and pride.Xenia’s downtown is anchored by an iconic historiccourthouse that is visible from many directions.A public square and several ornate historic buildingsprovide a strong sense of place.Xenia’s leadership including City Council, Xenia Chamberof Commerce and Downtown Xenia Now are committed todowntown revitalization and have implemented many 2008Downtown Strategic Plan recommendations.Investment, events and programs are creating renewedinterest and optimism regarding downtown’s future.Xenia’s core boasts three officially recognized historic andarchitecturally significant neighborhoods.Traditional neighborhoods are highly walkable with diversearchitecture, tree-lined streets and sidewalks.WeaknessesDowntown lacks shops and restaurants and is not serving its fulleconomic, social, or cultural function.The 1974 tornado’s devastation of grand, historic structures andtheir modern replacements near downtown hurt Xenia’s internaland external image.A gap in the bike path network in downtown makes itchallenging for cyclists to enter and traverse downtown,creating a lost opportunity for downtown businesses.High vacancy, combined with a lack of commitment from somedowntown property owners, has depressed market values andled to deferred maintenance.Vacant industrial properties create eyesores andredevelopment challenges due to potential contamination.Costly rehabilitation work is needed to convert someunoccupied upper floors to residential or office space.Outside downtown, Xenia’s community core is acollection of dissociated aggregates. Greater physicaland psychological connections are needed to createa unified brand image.5.2

City of Xenia Comprehensive PlanChapter 5 Strengthen Our CoreRecent Downtown SuccessesDowntown revitalization efforts are just beginning.The City along with Downtown Xenia Now havemade great strides over a brief two-year periodincluding the successful bid for a $400,000 grantthrough the State of Ohio Tier II Downtown Revitalizationprogram.$800,000 in additional money was raised to leverage atotal of $1.4 million for downtown improvements. 2010/2011downtown projects made possible from this funding andother sources include:• Numerous façade improvements completed utilizingXenia’s Downtown Facade Loan Program.• Improvements to City Parking Lots #2 and #8.• Enhancements to Xenia Station Bike Spur from 3rd St. toXenia Station.• Enhancement of East Main St. from Whiteman to Collier Sts.• Bicycle and pedestrian crossing improvements at Detroit St.and Miami Ave.• Painting of two murals with assistance from the Xenia MuralSociety.• Design and installation of wayfinding signage and twodirectory map kiosks.• Curb and sidewalk improvements.Objectives and StrategiesSC1 Create Vibrant Downtown-AdjacentNeighborhoodsHistorically, downtowns provided nearbyresidents goods and services withinwalking distance. Residents in turnsupported a variety of merchants in onecompact location.This synergy eroded over time asbusiness models changed andpersonal mobility increased.However, proximity to a vibrantdowntown is still considered amarket asset, albeit for moreentertainment/lifestyle reasonsthan in the past. While a vibrantdowntown can help adjacentneighborhoods, vibrant adjacentneighborhoods can in turn boostdowntown’s viability.SC1.1 Increase utilization ofXenia Station by attracting anactive tenant and increasingprogramming. Xenia Station isan extremely popular meetingspot for cyclists from Xeniaand beyond, yet the facilityhas not fully realized itspotential. It also suffers fromoccasional vandalism. Identify apermanent user for the facilityto attract interest to the areaand provide increased security.Work through communitybasedgroups like Friendsof Xenia Station to organizeevents that activate theproperty on a regular basis.SC1.2 Develop a streetscapeand branding plan for theAllison/Orange/West Main/West Second area. This area,5.3

Chapter 5 Strengthen Our Corea portion of which is sometimes referred toas “Midtown,” is a mixed-use district west ofdowntown. It contains a wide array of uses,including single- and multi-family residential,industrial, retail and offices. The area boastsexcellent vehicular access as well as thelocation of the Xenia High School footballstadium. However, the development patternis relatively haphazard, buildings are aging andthe area lacks a clear identity. Coordinatedbranding, streetscape enhancements andtargeted redevelopment over time could helpto ensure the area’s long-term viability. Workwith property owners on a plan to unify andenhance this district.SC1.3 Organize an annual home tour and utilizeNG1.5 tasks to market neighborhoods in thecommunity core. Using the tasks identifiedin NG1.5 (develop a neighborhood marketingcampaign), promote the benefits of livingin Xenia’s historic districts and other coreneighborhoods. Examples of benefits includeaccess to a wide range of amenities, small towncharm, and a pedestrian-friendly environment.In addition to NG1.5 tasks, organize a hometour (e.g. Parade of Homes) each year inneighborhoodsclose toCity of Xenia Comprehensive Plandowntown as a fundraiser and to increaseawareness about downtown living. Tours ofhistoric homes and downtown apartments/condos have proven successful in manycommunities.SC1.4 Extend downtown streetscapes intoadjacent neighborhoods. The purpose ofthis strategy is to create stronger physical,psychological and economic ties betweenadjacent neighborhoods and downtown.Identify specific, phased streetscape projectsthat visually tie adjacent neighborhoods todowntown and make the “community core” amore cohesive district.SC1.5 Start a resident/merchant benefitprogram. Work through Downtown Xenia Nowand Friends of Xenia Station to organize specialevents targeting residents, as well as merchantpromotions that offer discounts to “communitycore” residents.SC1.6. Create a downtown residentsorganization. Work through communitybasedgroups to create one or more residentorganizations that promote civic engagementand socialization in community coreneighborhoods.SC1.7 Develop a downtown greenway behindXenia Station. Purchase property and clean upbrownfield properties in the floodplain from SR42 to Detroit Street to create a passive linearpark, creating a southern “bookend” (likeShawnee Park to the north) for the communitycore. Incorporate creek overlooks andwalking trails.A greenway will provide an additionalamenity to attract more residents tothe community core. Acquiring floodproneproperties would eliminate futureflood hazards to residents. Brownfieldcleanup will eliminate the potential forcontamination of Shawnee Creek, a tributaryof the Little Miami River. State and federal5.4

City of Xenia Comprehensive PlanChapter 5 Strengthen Our Coregrants from a variety of sources are available toassist with the greenway initiative.SC2 Change Downtown’s RoleDowntown Xenia, like most Americandowntowns, will never perform its former centralbusiness district role again. Efforts to replicatepast market conditions will fail. Downtown mustfind a new niche.Downtowns are being repositioned from jobor retail centers to livable, mixed-use, lifestyleneighborhoods. Residential, arts, cultural andentertainment uses are backfilling spaces left bythe companies that moved to the edge of townor went out of business.SC2.1 Amend zoning and parking policiesto encourage residential uses on upperfloors. Allow building owners to offer publicparking spaces as an incentive to encouragerehabilitation of downtown building upperfloors as apartments and condos. Allowresidential as a permitted use in theZoning Code. Monitor publicparking usage periodicallyto determine whetheramendment of parkingpolicies or zoningregulations areneeded. Update thedowntown parkingstudy (last updatedin 2007) as upperflooroccupancyincreases andparking demandbegins to exceedsupply.SC2.2 Create apositive businessculture that attracts adiverse range of retailand entertainmentuses. Downtown’sDowntown asa “Lifestyle” NeighborhoodDowntown must be more than a collection ofhistoric buildings or a place to go once a year for a festivalto perform its role as the center of Xenia.Downtown must become a cohesive neighborhood that offerslifestyle choices including housing and a critical mass of attractionsand amenities clustered in a walkable environment. Downtown can bea unique, eclectic neighborhood with access to a variety of amenities likeshopping, restaurants, community theater (XACT), Xenia Public Library, YMCA,Shawnee Park and regional bike paths all within walking distance.Calmed traffic, ample street furniture and inviting public spaces and parks definethe level of pedestrian infrastructure needed to create a lifestyle neighborhooddowntown.Second and third floor office space in many communities has been converted intoresidential loft space, in recognition of decreased demand for office space and anincreased demand for lifestyle housing. This strategy adds households downtownand bolsters retail market demand.Shifts in the housing market favor this strategy. Today, 40% of renters chooserenting for lifestyle reasons, not financial limitations. 60% of households in arecent poll suggested they would prefer to live in a walkable location over thesuburbs. These market forces represent an excellent opportunity to revitalizeexisting housing units near downtown and rehabilitate upper floors of mixedusebuildings.5.5

Chapter 5 Strengthen Our Corerelatively affordable rents and unique spaceswill often attract independent businessesthat do not utilize sophisticated site-selectionprocesses. Therefore, a less formal, morepersonalized approach is needed.• Downtown business support resources.Work through Downtown Xenia Nowto create a business support programthat increases networking opportunities(as described in GE5.4, Chapter 3) andpromotes available space. Provide retailmarket data to businesses. Utilize thevacant building space database developedin GE5.1 (Chapter 3) to identify availablespace. Develop creative promotionalcampaigns such as promotional stickers onvacant storefront windows that include acontact phone number and QR code.• Supportive regulations. Some potentiallybeneficial uses, such as assembly uses,currently require a lengthy and at timesunnecessary Conditional Use reviewprocess. Amend the Zoning Code to permita broader range of uses by right.City of Xenia Comprehensive PlanSC2.3 Identify space and resources tomake downtown a community event hub.Community events are an integral componentof creating a vibrant downtown, becausethey reacquaint people with downtown andreinforce downtown’s positive aspects tovisitors and businesses.Downtown Xenia is blessed by proximity toexcellent public event spaces such as ShawneePark and Xenia Station. However, these venuesare somewhat removed from downtown,and the core of downtown lacks viableevent space. Closing Main Street or DetroitStreet is challenging since these are criticalthoroughfares with few parallel alternatives.Form an interdisciplinary committee to studyoptions to create a downtown event hub.Survey vendors and guests to identify theirlikes and dislikes. Continue to seek sponsorshipof events as well as permanent improvements.Potential locations for event space includedesignation of existing or future streetsas “festival streets” (see Objective SC3), aredesigned Courthouse plaza, and/or creationof additional downtown open space.SC2.4 Market Downtown to DevelopmentProfessionals. Many of thedevelopment opportunitieslocated in the communitycore will be overlooked by thedevelopment community, due tothe expenses and complicationassociated with redevelopment.Revitalization efforts requireaggressive promotion tosucceed. Identify and meet withdevelopers that have a niche inurban infill, adaptive reuse andredevelopment projects, as wellas their brokers and bankers.Redevelopment projects oftenrequire finesse and creative5.6

City of Xenia Comprehensive Planfinancing beyond what is needed with newconstruction. Look for expertise with NewMarket Tax Credits, Clean Ohio Fund, HistoricTax Credits, etc. Give developers a tour ofcommunity core development opportunitiesand the vision for revitalization to raiseawareness.SC 2.5 Attract the arts. The arts are a commonrevitalizing influence in downtowns. Distresseddowntowns provide low rent and uniquespaces that are attractive to aspiring artists.Art display, performance and educationvenues attract visitors to distressed andvibrant downtowns and provide a uniqueamenity for residents.Chapter 5 Strengthen Our Corehard-copy and online marketing materials, aswell as blogging and social media activities byadvocacy groups.SC 2.7 Establish a funding mechanism fordowntown promotion, events, maintenanceand beautification. As the Main StreetApproach suggests, successful downtownsoften require a dedicated managementorganization that is focused solely on thedowntown, similar to what shopping centershave. Downtown Xenia Now is beginning toThe Xenia Area Community Theater(XACT) is a significant downtown assetthat is poised to expand its artistic scopewithin Xenia. Create a committee withinDowntown Xenia Now to work withXACT, building owners and regional artsorganizations to attract additional artiststo downtown. Identify building spacesuitable for art galleries, studios, arteducation and live-work units.SC2.6 Increase downtown visitationsthrough targeted marketing. Marketdowntown Xenia and advertisein targeted publications. Targetsurrounding colleges and institutionssuch as Athletes in Action (AIA) as well ascycling organizations.Events held by these institutions attractthousands to Greene County eachyear. Xenia is in an excellent position tocapture a percentage of these visitorsby delivering an authentic downtowndestination.Building at NW Corner of Detroit and Main, destroyed by1974 tornadoExisting K-Mart store on W. Main St. between West andGalloway St.Work with the Greene CountyConvention and Visitors Bureau for waysto joint-market with other Greene Countyattractions. Potential ideas include5.7

Chapter 5 Strengthen Our CoreCity of Xenia Comprehensive PlanXenia Towne Square Redevelopment GoalsThe 2008 Downtown Strategic Plan, as well as citizensduring the X-Plan process, expressed the need toredevelop Xenia Towne Square to better integrate itsform and function with downtown and fill vacancies.Building on this input, X-Plan establishes a series ofdesign goals to guide redevelopment discussions:• Restore the urban street grid. The previousblock grid was displaced when a superblockwas assembled to construct Xenia TowneSquare. Restore the downtown streetgrid by extending Market and GallowayStreets and creating shorter blocks witha pedestrian scale. Add on-street parkingto West Main Street to calm trafficand compensate for parking lost toredevelopment.• Incorporate public space. Includeprovisions for a plaza and/or a “festivalstreet” to provide a public gatheringand festival space, as recommendedin Strategy SC2.3. Festival streets aredesigned for easy closure during specialevents. Benches can swing in to blockstreets. Sidewalks and road pavementare at one level grade to reduce trippinghazards, using bollards and/or landscapinginstead of curbs. A festival street couldstart at the existing courthouse plaza andcontinue westward along an extendedMarket Street, connecting to a future plazato the west.• Restore urban fabric. Construct newbuildings adjacent to the street in order tore-establish the pedestrian-friendly, urbanneighborhood that once existed. Infill theexisting parking lots and frame existing andfuture streets with urban architecture thatcomplements the remainder of downtown.5.8• Incorporate a mix of uses. Select a mix of notonly retail, but uses such as office, residential andinstitutional. Redevelopment scenarios proposedby residents include recreational, residential, andcivic uses such as a YMCA.

City of Xenia Comprehensive Planfill this role, but the organizationneeds funding in order to expandits scope. City staff alone cannot fullysatisfy the specialized operationalneeds of downtown such as event costs,sidewalk cleaning/plowing, landscapingmaintenance, etc. Therefore, a separatefunding source is needed.Some downtownorganizations utilize ageographically targetedproperty tax called a specialimprovement district (SID) tofund specialized maintenance,beautification, promotion andevent costs, as well staff tocoordinate these activities.In many cases, communitiesrely on volunteer labor andprivate donations to covercosts. Private contractors areanother option, funded by theCity and/or Downtown XeniaNow.SC3 Redevelop Xenia TowneSquareResidents selected thisparticular strategy as a topcommunity priority. XeniaTowne Square served animportant purpose, puttingmultiple city blocks back intoproductive use after the 1974tornado.However, the square’s signsof obsolescence and out-ofscalesuburban form stand as astark reminder of the tornado’sdevastating impact.Public input and the 2008Downtown Strategic Plancalled for infilling portions ofWhy is Downtown Mixed Use Important?Chapter 5 Strengthen Our CoreDowntown Xenia would benefit from near-equal parts ofretail, office, entertainment, residential, parks and publicuses as part of its revitalization strategy. Each use in amixed use environment has a specific and necessaryfunction. As explained below, the synergy betweenuses is essential to attracting a broad range of peopledowntown, at all hours of the day and evening.Restaurants and cafes attract peopleduring lunch and dinner hours. Theseuses promote downtown foot traffic andopportunities for socialization, particularlywhen combined with outdoor seating.Retail and personal services drive groundfloor pedestrian activity and attractdaytime/weekend traffic. Interestingstorefront displays, etc., contribute to apositive pedestrian experience.Residential supports retail during eveningand weekend hours and provides eveningsupervision. Residential can be standaloneapartment or townhouse buildings or onupper floors of mixed-use buildings.Office uses support retail and restaurantuses during work hours when residentsare not around. To the extent practical,promote upper-story office use, leavingground floors for retail.Open spaces and formal urban parksprovide needed space for pedestriancomfort, leisure time and a brief escapefrom the urban environment. Parks andopen space offer opportunities for playand socialization and can attract residentialdevelopment.Public and institutional uses like theLibrary, YMCA, XACT and bike trails attractresidents on a regular basis. Keep theseuses in the Community Core as residentattractions.5.9

Chapter 5 Strengthen Our CoreCity of Xenia Comprehensive Planthe parking lot with buildings placed close tothe street, re-establishing the street grid andincorporating open space.Redevelopment is challenging and shouldbe guided by a master plan. A master planphases redevelopment in a logical and fiscallyresponsible sequence. The master plan can alsoestimate project revenues/expenses and identifyfunding sources.SC3.1 Visualize options by preparing phasedredevelopment concept alternatives. Build onthe concepts developed in the 2008 DowntownStrategic Plan and create multiple alternativeconcept plans. Since Xenia Towne Square stillcontains viable tenants, a phased approachis critical. Existing tenants can and should beincorporated into the redevelopment plan.SC3.2 Form a coalition of interested partnersand resources. The City owns the land onwhich Xenia Towne Square sits, althoughprivate companies hold land leases. Therefore,the City must work to build consenses withthe leaseholders in order to effect change.Initiate meetings with leaseholders, outsidedevelopers, area institutions and potentialfinancial assistance providers with the goals of(1) evaluating leaseholders’ future plans andpotential interest in redevelopment, and (2)identifying outside partners and resources thatthe City can bring to the table.SC3.3 Create a market- and financially-feasiblevision. After obtaining preliminary buy-in fromleaseholders and external interests in SC3.2,conduct a market and financial feasibilityanalysis. Conduct a public visioning processwithin the framework of market and financialfeasibility.SC3.4 Issue an RFP for a master developerto implement the project. Create a reviewcommittee comprised of City leaders,leaseholders, existing/prospective tenants andresidents. Hire a master developer to work withthe City and its partners to identify a detailedsequence of actions and financing required toimplement the project.SC4 Create a Welcoming and ComfortablePedestrian EnvironmentDowntown populations are increasing across thecountry. Many people are drawn to the vibe ofliving in a walkable, mixed use environment.Downtown Xenia has wide sidewalks, decorativestreetscapes, and four regional bike trails thatconverge on the community core. Yet, bicycleand pedestrian traffic are limited. More needs tobe accomplished as follows:SC4.1 Create areas for outdoor seating indowntown public spaces. Outdoor seatingareas for food service establishments help tocreate a vibrant public space. Identify areasof sidewalks and other public spaces in whichoutdoor seating could be accommodated safelyand effectively. Amend ordinances to allowoutdoor seating in public rights-of-way oncepotential seating areas are identified.SC4.2 Enhance parking lot appearance andaccess. Wayfinding signage and landscapingenhancements have greatly improved Cityownedparking lots. Expand upon this successby screening other parking lots, expandingwayfinding signage and installing more midblockpedestrian paths.• Urban screening walls. Screening wallsseparate parking from sidewalks andmaintain the urban fabric. Urban screeningwalls typically consist of a masonry and/ordecorative metal fence that is no more thanfour feet tall.• Additional wayfinding signage. Addwayfinding signage for the Xenia TowneSquare parking lot, which is a public lot.• Mid-block pedestrian paths. Identifyopportunities through building5.10

City of Xenia Comprehensive PlanChapter 5 Strengthen Our Corerehabilitation projects to construct lightedmid-block pathways leading to rear parkinglots. Such an opportunity may exist on thesouth side of East Main Street betweenDetroit and Whiteman Streets, where amid-block alley or pathway once existed.SC4.3 Replace unneeded roadway width withwidened sidewalks, bike paths and greenareas. Downtown Xenia’s streets are wide andfavor automobile traffic. Downtown trafficmust be balanced with pedestrian needsfor safety and comfort. Some congestion indowntown may be welcome. Traffic speedsare higher than desired, creating a slightlyuncomfortable feeling for pedestrians. Specificideas for potential projects include:• Remove excess pavement on Detroit/MainStreets. Portions of West Main Street andSouth Detroit Street have excess roadwaywidth that is not used for either parkingor travel. Extend curbs in order to widensidewalks and treelawns.• Reduce travel lane width. Travel lanesin some areas could be reduced from12 feet to 11 feet. This would maintainsafe vehicular operation but discouragespeeding, while providing space to widensidewalks.• Reduce number of travel lanes on Detroitand/or Main Street. Analyze traffic flowsand determine feasibility of eliminating atravel lane on one or both sides. Extendcurbs and/or create bike lanes/bikeways inthe former travel lane space (see StrategySC5.3).SC5 Make Downtown the Bicycle Hub of theMidwestXenia markets itself as the Bicycle Capital of theMidwest. Take steps to make downtown a BicycleHub of the Bicycle Capital.SC5.1 Develop and administer an annual bikepath user survey. Work through MVRPC andFOXS to develop a survey instrument andannually survey trail users to measure usage,determine where users live, and ask users whatcan be done to enhance their experience whilevisiting Xenia.SC5.2 Add and promote annual trail-relatedevents. Work through Downtown XeniaNow and Greene County Parks and Trails toadd more bike events and encourage bikingadvocacy in order to attract people to Xenia,promote biking and further enhance Xenia’simage. Bike events could include:• A road race and/or regional triathlon thatstarts in Xenia and ends in Cincinnati.• An “X-games”-style bike festival and rallieswith competitions and trick riding, etc.• A bike-based “treasure hunt.”• A bike art festival allowing kids to decoratetheir bicycles, enter a parade and ridethrough obstacle courses, etc.• Other trail-related events that takeadvantage of Xenia’s bike paths such as theORRRC Marathon.SC5.3 Improve bike access to and throughdowntown. Xenia has more regional trailsthan any community its size in Ohio, and even5.11

Chapter 5 Strengthen Our CoreCity of Xenia Comprehensive PlanSC5.4 Recruit bike service-oriented businessesand help existing businesses capturebike traffic. Xenia’s downtown economicdevelopment strategy must include steps tomake downtown a true destination and servicecenter for the thousands of bicyclists that visiteach year.Downtown can offer a place to rest(greenspace, benches, outdoor seating), graba meal or refreshment (restaurants, coffeehouses ice cream) or get bike repairs andequipment (outfitters, bicycle shop).Work through Strategies SC2.2 and SC2.6 andtarget recruitment and marketing effortstoward cycling organizations, visiting cyclistsand trail-oriented businesses.SC6 Reposition Vacant Propertiesperhaps the Midwest. Yet, downtown sees fewbicyclists. This is due, in part, to a critical pathgap that exists in the heavily-used Little MiamiScenic Trail between 3rd and Church Streets.The designated space for cyclists in this areais the sidewalk on Detroit Street. However,there is inadequate space for both cyclists andpedestrians and there are multiple obstructionssuch as benches, trees and light poles. Cyclistscan share the road but there is no shoulder ordesignated bike lane. This situation may causesome cyclists to bypass downtown via theCreekside Trail and connector on Church Street.Attracting bike path users to visit downtownrequires infrastructure that brings them to andthrough downtown, not around it.One solution is to install a “cycle track” – atwo-way bike path designed for urban streetsections (see photo example above).Many properties in the Community Core arevacant or underutilized. Notable examplesinclude the Eavey Building, the former GreenePark Plaza and several downtown buildings.Repurposing these properties with new useswill improve the image of Xenia’s core andembolden nearby property owners. See theCommunity Core Plan for additional land use anddevelopment guidance. The locations of manyunderutilized properties are identified on Map 1.SC6.1 Evaluate and adopt a vacant propertyregistration ordinance. Communities acrossthe country are utilizing registration andpenalties for vacant buildings that are notbeing actively marketed. The purposes are to(1) keep track of owner contact information incase code violations need to be addressed, and(2) discourage owners from “sitting on” andneglecting vacant buildings without engagingin any kind of maintenance or marketingactivities.Such a program could be targeted initiallyin the community core and expanding to acitywide program at a later date. A vacant5.12

City of Xenia Comprehensive PlanChapter 5 Strengthen Our CoreConfluence Park activities in Denver (source: DenverPost)RiverPlace (left) andadaptive re-use of anindustrial buildinginto an eventpavilion (below) inGreenville, SCSources: Fallspark.com and TomEblen, kentucky.comConcept for revitalization of the Eavey Building and adjacentproperties (location unknown)Concepts for Hub District Revitalization:RiverPlace and Falls Park, Greenville, SCGreenville, South Carolina (population 61,600)transformed an underutilized and blighted “deadzone” to an award-winning “Best Places in America.”Public and private investment transformed a formerlyinaccessible gulch and underutilized industrial zone to adowntown natural park and a pedestrian-focused mixedusedevelopment known as Riverplace.The city created a catalyst for the project through propertyacquisition, streetscape improvements, development of FallsPark, parking accommodations, and trail connections.Confluence Park, Denver, ColoradoThis river park in northwest Denver was once an industrial sitealong a polluted river. Gradual cleanup and acquisition effortscreated a greenway along the narrow river with a regionaltrail, event spaces, and urban water rapids. The combination ofoutdoor recreation activities attracted adjacent development,including the R.E.I. flagship store.Although both of these examples are located in regions that are fardifferent from Xenia and greater Dayton, they offer the followingbasic concepts to guide revitalization of the Hub District:• Greenspace and trails can spur development activity.Properties that face excessive contamination or otherconstraints may be best utilized as public greenspace. Theplanned greenway behind Xenia Station is an example. Withits adjacency to Xenia Station and downtown, this greenwaycould serve as a recreational amenity for downtown andXenia Station visitors, as well as programmed event space.• Improvements initiated by the City can encourage privateinvestment. The City should build upon the investmentsalready made in the Hub District and acquire propertiesas they become available. This along with the plannedgreenway will help to create a catalyst for privateinvestment in key properties such as the Eavey Building.• Older structures creatively preserved can create anattractive destination. The Eavey Building and formercoal gasification plant are examples. Adaptive reuseand renovation of this building could create aunique destination and “connect” downtown toXenia Station.5.13

Chapter 5 Strengthen Our Coreproperty registration ordinance typically utilizesa multi-departmental approach and is pairedwith a robust code enforcement and buildinginspection program.SC6.2 Implement a proactive, systematic codeenforcement program downtown. Deferredmaintenance diminishes downtown’s image,discourages investment by other propertyowners and sends a negative signal that anarea is unsafe. Worse yet, neglect can quicklylead to the destruction of historic structures.Utilize the process explained in StrategyNG3.1 (Chapter 4) to organize comprehensive,systematic “sweeps” of downtown. Unlikeresidential neighborhood efforts, a downtownsweep will require a significant amount ofcoordination with and involvement by the FireDivision and Greene County Department ofBuilding Regulation.Partner with the Development Department andDowntown Xenia Now to identify incentivesor relationship-building that can help achievecompliance.SC6.3 Prepare “Hub District” properties forredevelopment. The “Hub District” is looselydefined as the area between Xenia Stationand downtown and the South Detroit Streetcorridor between Third Street and MiamiAvenue. This area was historically the industrialheart of Xenia due to the convergence ofrailroads (now bike paths). Consequently, manyof these properties (known as “brownfields”)may possess some level of environmentalcontamination that may complicate futureusage and/or redevelopment. Chemical spills,leaking underground tanks, and asbestos arecommon with older industrial sites.Today, this area has been identified in X-Planand the concurrent Brownfield Action Planas a high priority for revitalization. The HubDistrict represents a southern extension of andgateway to downtown Xenia for vehicles andcyclists.City of Xenia Comprehensive PlanThe City has already identified grant programsthat can assist with environmental assessmentand cleanup. Work cooperatively with propertyowners to perform environmental assessments.Obtain site control through acquisition oragreements with property owners. Analyzestructures to determine whether demolition orrehabilitation makes the most financial sense.Prepare redevelopment concepts to guideefforts.SC6.4 Seek funding and end users for cleanupand redevelopment of the “Hub District.” Oncenecessary assessments have been completed,pursue cleanup and redevelopment grants andend users for the brownfield properties. Focusinitially on properties fronting on South DetroitStreet and those adjacent to Xenia Station.SC6.5 Prepare remaining propertiesidentified in the Brownfield Action Plan forredevelopment. Multiple potential brownfieldproperties exist outside the Hub District. Theseproperties are generally located in residentialareas without the access and visibility providedby South Detroit Street. Redevelopmentpotential is therefore longer-term in theseareas. Work with property owners andpursue assessment and cleanup grants asopportunities arise.SC6.6 Work with owners of the formerGreene Park Plaza and Perkins to facilitateredevelopment. These two relatively largesites are highly visible and accessible locationsand have significant redevelopment potential.Work through the strategies of Objective CC5(Chapter 2) to connect prospective businessesand developers with these sites’ owners andidentify redevelopment incentives. Work withowners through Strategy SC1.2 to identifybranding, enhancement and redevelopmentconcepts to assist with planning and marketing.5.14

City of Xenia Comprehensive PlanChapter 5 Strengthen Our CoreSC7 Leverage Downtown’s Historic AssetsDowntown buildings have essentially stayed thesame over the past 100 years while real estatemarkets have changed substantially.Overcoming structural and functionalobsolescence is often difficult and costly. Wouldbeinvestors often walk away from downtownhousing because costs to bring older structuresup to code and/or tenant standards can be high.A variety of tools and techniques are needed toovercome structure-related market barriers.SC7.1 Achieve Historic District status fordowntown. National Register Historic Districtstatus qualifies a building for potential stateand federal historic tax credits for qualifyingrehabilitation costs. These tax credits are apowerful financial incentive for substantialrehabilitation projects. Furthermore, HistoricDistrict status can qualify a project for addedexpertise in identifying ways to exempt historicbuildings from certain costly building codeprovisions.Prepare a property inventory of downtownstructures consistent with Department ofInterior standards as needed to submit aHistoric District application covering themajority of Downtown’s older building stock.Contrary to popular belief, National RegisterHistoric District status does not introducea new layer of design regulations that allproperty owners must meet. Only projectsbenefitting from federal or state historic taxcredits must comply with the Secretary ofthe Interior’s standards for historic buildingrenovation.SC7.2 Restore and promote the City’s FacadeLoan program. The City’s Facade Loanprogram was highly successful and resulted ina transformation of some downtown blocks.Apply for CDBG funding to re-instate thisprogram. Work through Downtown Xenia Now5.15

Chapter 5 Strengthen Our CoreCity of Xenia Comprehensive Planto aggressively promote the program and buildinterest among property owners.SC7.3 Seek and promote incentives torehabilitate building upper floors and interiors.Interior renovation costs, particularly involvingupper floors, are often a primary stumblingblock for downtown projects. Identify City and/or grant funding to help property owners withthe costs of performing structural analysis,preparing designs and/or performing the work.SC7.4 Obtain site control. Identify cooperativeproperty owners and jointly pursue projects.Consider acquiring high-profile properties whenattempts at cooperation and code enforcementefforts fail.CC7.5 Seek funding and end users forrehabilitation of the old Carnegie Library.Residents identified restoration of thisarchitecturally and historically significantstructure as a priority during the X-Planprocess. Work with Greene County to developa marketing strategy and identify potentialfunding sources.Community Core MapThe Strengthen Our Core Map (Map 5.1) on thefollowing page visually summarizes the objectivesand strategies recommended in the StrengthenOur Core chapter.5.16

Chapter 5 Strengthen Our CoreCox StadiumW Main StNew CoxElementarySchoolFormerGreene ParkPlazaDayton AveMap 5.1: Strengthen Our Core Map5.17Bellbrook AveW Market St* *Allison StOrange StCreekside TrailGreenwayW 2nd StCincinnati StChurch StN W est StN Miami AveS Miami AvePleasant StCore NeighborhoodS West StN Galloway StW Church StS Galloway StN King StS King StN Detroit StS Detroit StShawnee ParkMidtown Downtown Core*Water Street Historic DistrictGreenwayHistoricalSocietyXenia Towne SquareXenia StationLittle Miami Scenic Trail*Core NeighborhoodCityHallCorwin StCourhouseLibraryHubDistrict*Home AvePEdison BlvdYMCACarnegieLibraryCore NeighborhoodX-ACTCentralMiddleSchoolCarnegie Historic DistrictEast Second Historic DistrictCore NeighborhoodJamestownConnectorOhio to Erie TrailHill St*Washington St*N Columbus St.E Church StE Market StE Main StE 2nd StS Columbus StEast EndE 3rd StCity of Xenia Comprehensive PlanDowntown CoreMaintain “street wall” and historicintegrityAttract retail/arts/entertainment/upper-floor residentialWiden sidewalks/reduce roadwaywidth where possibleImprove bike access, amenities andeventsProactive code enforcementRehab incentivesCore NeighborhoodsMaintain historic characterRestore/reuse Carnegie LibraryProactive code enforcementNeighborhood marketing/brandingMixed uses on thoroughfaresHousing rehab incentivesMidtownStreetscape/branding strategyMixed-use redevelopment of formerGreene Park PlazaEast EndRevitalization Master PlanNeighborhood businesses on E. MainSt.Proactive code enforcementHousing rehab incentivesHub District RedevelopmentGreenway with trails and event spaceCommercial and/or residential reuse ofEavey BuildingExtend downtown streetscapeBrownfield cleanupImprove connection to JamestownConnectorIncrease utilization of Xenia StationXenia Towne SquareRedevelopmentRestore street gridMixed-use redevelopmentBuildings close to streetExisting bike trailsImproved bike path connectionsExtension of streetscapeenhancementsExtension of street grid*Gateway/wayfinding location

City of Xenia Comprehensive PlanChapter 5 Strengthen Our Core5.18

SAXONYSAXONYDORALTREBEIN6Regulatory£¤ 68SR 235RIDGEFrameworkSTEVENSONFAIRGROUNDWILBERFORCE CLIFTONMONTEREYRIDGECONSTITUTIONINDEPENDENCEOLD SPRINGFIELDFAIRGROUNDMONTEREYTREBEINKINSEYCONSTITUTIONINDEPENDENCELADDIEUNKNOWNKNIGHTENMORANCAMPUSHARRISMALIBUEL CAMINOWILSHIRETAHOEPURCELLDELTAOLD SPRINGFIELDBEVERLYFIELDSDEANNEHIGHLANDERDELTAPPER BELLBROOKEATONOLD US 35LOWER BELLBROOKCREEKSIDE TRAIL BIKE PATHDAYTON XENIAJODEEBARNHILLCONCORDOLD US 35PLACIDVIMLAGEORGIACHILDERSCOLORADONEW MEXICOMONTANAIOWAVERMONTNEBRASKAALABAMACAROLINAVIRGINIAMISSISSIPPITENNESSEELOUISIANAJENNY MARIEKEARNEYKETKIGREENE WAYWYOMINGDUNDEEHARNERHOSPITALITYSENECAO TOOLEOTTAWANAVAJOAT KINSONPROUTYTEXASROXBURYPROGRESSLIT TLE MIAMI SCENIC BIKE PATHLAKEVIEWMAINROCKWELLSEMINOLEKITT Y HAWKDRAKEJUNEREIDSHEELINDAYTONBELLBROOKMOONTOWLERORANGELEDBETTERANKENEY MILLKINGCHURCHSECONDTHIRDSIOUXLAKEPUEBLOARAPAHOTANDEMPAWNEEORVILLEHIGH WHEELDEER CREEKTHOMPSONCATOKYLEMOREMOCCASINBUCKSKINLOWELLBEASONRICHAR DGLOVERTHOREAUPOECIRCLEEMMETOMARDPARNELLLIT TLE VINETRUMBULLINDUST RIALEL CAMINOHARRISPARKWALNUTGLADYTAHOEMT VERNONSALEMPURCELLXENIAOMALEEMIAMIWESTLYNNGALLOWAYWESTLOCUSTDETROITKAYSBRANCHMARKETSTELTONPRUGHFAYETTEHIGHCHESTNUTDEANNECOUNTRY CLU BFREDRICKHARBINESMITHDETROITDEANWILSONSUTTONEDISONLEAMANORMSBYCOLLIERPOCAHONTASBOTTOMARTINMONROEMONROEINNOVATIONREGENCYJOYCEREDBUDMARSHALLSTADIU MTHELMALEACHSUMMITWESLEYFAIRHILLSOUTHUNIONLOUISESIMSCALVINELLIOTRADARMOODYCOLUMBUSCHURCHMARKETSECONDTHIRDSPURGEONVAN EATONLEXINGTONCLARKPAT TONPAT TONHIGHLANDEROLD US 35JACKSONUPPER BELLBROOKENTERPRISEBURNETTBARNHILLKINGLAVELLEMAINCREEKSIDE TRAIL BIKE PATHHOOPLITTLE MIAMI SCENIC BIKE PATH¬« 235 £¤ 42£¤ 35Objectives¬« 380LOWER BELLBROOKHARMONYJODEECONCORDVIMLADAYTON XENIAOLD US 35TRANQUILGEORGIANEW MEXICOKANSASGLEN KEGLEYGREYSTOKERAXITIDAHOKATHY'SWHISPEROREGONMONTANAIOWANEBRASKAMARYLANDALABAMAVIRGINIAMISSISSIPPICOLORADOTENNESSEEJENNY MARIEKEARNEYVERMONTCAROLINAKETKIFLORIDAGREENE WAYWYOMINGGAYHARTDUNDEEHARNERHOSPITALITYWHITTSENECAO TOOLEMAINOHIO TO ERIE T RAIL BIKE PATHPROGRESSOTTAWAATKINSONCHEYENNETEXASROXBURYNAVAJOROCKWELLBOWMANSEMINOLEKITTY HAWKLAKEVIEWKYLEMOREDRAKEJASPERJUNEREIDRICHARDSHEELINDAYTONOLD US 35BELLBROOKHOOPMOONTOWLERORANGELEDBETTERANKENEY MILLCHURCHMARKETSECONDTHIRDSIOUXLAKEPUEBLOMAUMEEARAPAHOTANDEMPAWNEEORVILLEHIGH WHEELWIGWAMCATOMOCCASINBUCKSKINCONARDCOOPERBEASONFRANKLINMASSIEFROSTLAYNEPOECIRCLEEMMETOMARDPARNELLANTRIMINDUSTRIALVINETRUMBULLWALNUTMT VERNONPARKGLADYSALEMCENTERBEDFORDROSELAWNCHARLESMIAMIARLINGTONOMALEEKINGGALLOWAYWESTLYNNWESTLOCUSTSTELTONPRUGHFAYETTEHIGHCHESTNUTCOUNTRY CLUBFREDRICKSMITHDETROITORMSBYWILSONSUTTONLUCASEDISONWASHINGTONSPRINGROGERSPOCAHONTASMEADOWMONROEINNOVATIONMARTINMARSHALLMONROEJOYCESTADIUMHAMLETREDBUDTHELMAKENNEDYLEACHSUMMITFAIRUNIONLOUISEMAINHILLSOUTHDOWDELLRADARCHURCHTHIRDMARKETSECONDLEXINGTONCLARKPATTONENTERPRISEBURNETTLAVELLEHBOTTOREGENCYLADDIEARLIECONNECTICUTLOUISIANADEER CREEKTHOMPSONOMARDCINCINNATIXENIAPARKSUGARCREEKKAYSBRANCHRACEMARKETDETROITHARBINEMAINEDISONLEAMANOverview ............................................................ 6.2Thoroughfare Plan............................................. 6.4WESLEYELLIOTSIMSCALVINMOODYCOLUMBUS¬« 380 £¤ 68Land Use Plan ..................................................... 6.8SPURGEONPATTONKINGDETROITy ArterialrterialrterialrProposed ImprovementsWidening of existing roadwayNew Collector roadwayNew Minor Arterial roadwayIntersection improvementCity BoundaryCity/County ParksFuture Land UseBusiness Park´Regional Mixed UseFeetInstitutional CampusDowntown Core0 2,600 5,200Neighborhood Mixed UseCore NeighborhoodSuburban NeighborhoodReservePreservationFutu

Chapter 6 Regulatory FrameworkOverviewThe Regulatory Framework is the portionof X-Plan that provides direct policyguidance for Xenia’s future physicaldevelopment. It translates the goalsand strategies of X-Plan into a map with placespecificpolicies that will guide ongoing land useand infrastructure decisions such as zoning codeamendments, rezonings, subdivisions, site planreview, roadway design, and needed roadwayimprovements.Like the remainder of X-Plan, the RegulatoryFramework is rooted in the extensive X-Plancommunity input process and the data analysis inthe Existing Conditions Report.Land Use is a principal focus of X-Plan. Itinventories and analyzes how land is currentlyused and provides a policy framework forXenia’s future physical development. Thischapter integrates two critical elements of acomprehensive plan: a Thoroughfare Plan and aLand Use Plan.Thoroughfare Plan OverviewThe Thoroughfare Plan guides how roadwaysshould function and be improved or extended.It provides ongoing policy guidance fordetermining when and where public right-ofwayand/or street dedication or improvementshould be required with new developmentCity of Xenia Comprehensive Planactivities. The Thoroughfare Plan also helps todetermine the extent to which private accessshould be provided or restricted in order toensure safe and efficient roadway function.Finally, the Thoroughfare Plan guides the City onallocating funding and pursuing grants for streetimprovements.Land Use Plan OverviewThe Land Use Plan guides where and howXenia should grow or redevelop. It directs City,resident, property owner and developer land usedecisions and actions.The Land Use Plan provides policy guidance but ithas no regulatory power; Zoning and SubdivisionRegulations are the City’s regulatory tool andmust be guided by the Land Use Plan. Decisionsto amend or apply the Zoning and Subdivisionregulations use the Land Use Plan as a policyguide.The Land Use Plan divides the City into LandUse Classifications. Each classification providesrecommendations for appropriate land uses andbuilding/site/roadway design for each section ofXenia.Integrated ApproachIntegrated land use and thoroughfare planningis needed to ensure that future developmentand redevelopment meet the City’s needs in acoordinated, efficient and fiscally responsiblemanner. Furthermore, an integrated approach isneeded because...• Thoroughfares impact land usage. Roadwaysimpact land use because they provide accessand enable mobility and commerce, whichcan determine land value and its highestand best use. Additionally, the design of aroadway (i.e. width, design speed, presenceof sidewalks/trees/landscaping) definesthe character of adjacent properties, andtherefore, the market for various landuses. For example, a divided, high-speedthoroughfare is better suited for commercial6.2

City of Xenia Comprehensive PlanChapter 6 Regulatory Frameworkor industrial uses with large setbacks thansingle-family residential homes placed closeto the street.• Land usage impacts thoroughfares.roadways because various landuses determine how much trafficis generated and how wide roadsshould be in order to accommodatesafe and efficient travel. Thedesign and placement of buildingsand parking areas can impactroadway function/design as well.For example, multiple closelyspaced curb cuts can increasetraffic conflicts, and buildingsplaced close to the street canencourage traffic to slow down.Rational BasisIt is critical that regulatorydecisions have a rational basis.Aside from the obvious ethicaland practical reasons for this, arational basis helps to ensure thatregulatory decisions are legallydefensible and withstand potentialcourt challenges. A plan like X-Planprovides such a rational basisbecause it is a comprehensive,rational planning document thatis based on a blend of objectiveanalysis (i.e. Existing ConditionsReport) and an extensive publicinput process.Part of the purpose of this chapteris to connect the rational basis ofthe X-Plan process with developmentregulations. For this reason, a summaryof land-use-related findings from theExisting Conditions Report is providedin the caption on this page (see ExistingConditions Report for greater detail).Furthermore, the Thoroughfare Plan and LandUse Plan sections indicate how roadway/landSummary of Land Use/TransportationFindings From Existing Conditions Report• Growth capacity. Based on current zoning,currently undeveloped land could accommodatenearly 4,100 additional housing units, 9,800additional residents, and 4,600 employees.• Service/Infrastructure capacity. Despite abundantwater/wastewater treatment capacity, the Citywould struggle to serve the aforementioned growth.Park, street, and wastewater distribution maintenanceneeds have outpaced the City’s financial resources.Additionally, past residential growth has already strainedthe capacity of public safety services.• Disinvestment. Decline has occurred and continues tooccur in some older portions of Xenia. This has erodedthe City’s tax base and threatens to spread to adjacentneighborhoods.• Public/Institutional Uses. The City depends significantly ongovernment (County/Schools/City) and non-profit institutions(Greene Memorial Hospital) for its economic base. Thesecommunity anchors must be preserved, although additionaldiversity in the City’s economy is needed.• Cross-town connectivity. Xenia’s roadways provide excellentaccess to and from downtown, and the US 35 Bypass hasimproved crosstown access. Additional improvements tocross-town connectivity are needed, mostly in the northernhalf of Xenia.• Innovation Drive access. Improved access to InnovationDrive from US 35 is needed to improve the businessattraction prospects of the new industrial park in thislocation.• Hospitality Drive/Progress Drive area. Traffic circulation inthis growing retail district is problematic, prompting theneed for major intersection improvements at HospitalityDrive and West Main Street and re-alignment of aUS 35 off-ramp.• US 35 reconstruction. Planned reconstruction ofUS 35 west of Xenia will greatly improve access toand from Xenia by eliminating all remaining atgradeintersections.6.3

Chapter 6 Regulatory Frameworkuse policies relate to X-Plan objectives, whichdeveloped from the Existing Conditions Reportfindings and public input process.Thoroughfare PlanThe Thoroughfare Plan directs the design andlocation of existing and proposed roads. Likethe Land Use Plan, the Thoroughfare Planis concerned about long-term communitysustainability and character.A Thoroughfare Plan is useful for making roadextensions and road improvements predictableto adjacent property owners.The City can use the Thoroughfare Plan to acquireneeded road rights-of-way during developmentapprovals. Xenia officials can also avoid costlyCity of Xenia Comprehensive Planfuture right-of-way acquisition by measuringbuilding setbacks from planned right-of-way lines.Few aspects of infrastructure have more impacton community character and quality of life thanthoroughfares.A community’s thoroughfare and local streetsystem should work together to distribute tripsand offer alternative routes to relieve congestionon thoroughfares. This can help to avoid costlyroad widening projects that change communitycharacter and physically divide neighborhoods.The Thoroughfare Plan Map (Map 6.1)and corresponding Functional RoadwayClassifications serve as Xenia’s officialThoroughfare Plan.Table 6.1: Thoroughfare Plan Functional ClassificationsClassification Function and Characteristics Examples Land Use ServedFreewaysHighest mobility, greatest speed.Highest traffic volumes.No direct property access.Divided travel lanes.US 35InterstateMajor ArterialsHigh mobility, moderate/high speeds over longdistance.Limited direct property access.Regional traffic through/between communities.US 68, Main St.Regional commercial,industrialMinor ArterialsHigh mobility at low to moderate speed.Carries regional and local traffic.Direct property access is limited or restrictedUS 42, W. 2ndSt.Dayton Ave.Commercial,industrial, multi-familyresidentialCollectorsLow to moderate mobility at low speed.Convey traffic from local roads to arterials.Direct property access is permitted or restricted.Bellbrook Ave.,Kinsey Rd.Neighborhoodcommercial, singlefamilyresidentialLocalsSlow traffic, little or no through-movement, shortdistances.Lowest traffic volumes.Direct access to individual properties.All roads not defined as arterials or collectors.Galloway St.,Patton St.,Nebraska Dr.Single-familyresidential6.4

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkFunctional ClassificationStreets serve a variety of functions, dependingon the type of traffic they convey. A functionalclassification system divides streets intocategories based on their location, surroundingland uses and the type of traffic they handle. Eachcategory contains a series of design requirementsmeant to facilitate a functional objective, suchas local access or regional mobility. A functionalclassification system provides a basis fordeveloping a Thoroughfare Plan and establishinga logical, efficient roadway system.Table 6.1 describes each functional classificationof Xenia’s thoroughfares, including their currentbasic design standards in the City’s SubdivisionRegulations. Map 6.1 displays the location ofthoroughfares by functional classifications asrecommended in X-Plan. The caption next toMap 6.1 describes planned projects and how theyrelate to the needs and objectives identified inthe X-Plan process.6.5

SAXONYChapter 6 Regulatory FrameworkCity of Xenia Comprehensive PlanSR 235TREBEIN£¤ 68WILBERFORCE CLIFTONRIDGESTEVENSONOLD SPRINGFIELDFAIRGROUND1MONTEREYEL CAMINO7KINSEYCONSTITUTIONINDEPENDENCELADDIEHIGHLANDERUNKNOWNKNIGHTENCAMPUSDELTATAHOE£¤ 35UPPER BELLBROOKVAN EATONOLD US 35LOWER BELLBROOKCREEKSIDE TRAIL BIKE PATHDAYTON XENIAJODEEBARNHILLCONCORDOLD US 35PLACIDGEORGIACHILDERSCOLORADONEW MEXICOVIMLAMONTANAIOWAVERMONTNEBRASKAALABAMACAROLINAVIRGINIAMISSISSIPPITENNESSEELOUISIANAJENNY MARIEKEARNEYKETKIGREENE WAYWYOMINGDUNDEEHARNERHOSPITALITYSENECAO TOOLEOTTAWANAVAJOAT KINSONPROUTYTEXASROXBURYPROGRESSLIT TLE MIAMI SCENIC BIKE PATHMAINROCKWELLSEMINOLEKITT Y HAWKLAKEVIEWDRAKEJUNEREIDSHEELINDAYTONBELLBROOKMOONTOWLERORANGELEDBETTERANKENEY MILLKINGCHURCHSECONDTHIRDSIOUXLAKEPUEBLOARAPAHOTANDEMPAWNEEORVILLEHIGH WHEELDEER CREEKTHOMPSONCATOKYLEMOREMOCCASINBUCKSKINLOWELLBEASONRICHAR DGLOVERTHOREAUPOECIRCLEEMMETOMARDPARNELLLIT TLE VINETRUMBULLINDUST RIALHARRISPARKWALNUTGLADYMT VERNONSALEMPURCELLXENIAOMALEEMIAMIWESTLYNNGALLOWAYWESTLOCUSTDETROITKAYSBRANCHMARKETSTELTONPRUGHFAYETTEHIGHCHESTNUTDEANNECOUNTRY CLU BFREDRICKHARBINESMITHDETROITDEANWILSONSUTTONEDISONLEAMANORMSBYCOLLIERPOCAHONTASBOTTOMARTINMONROEMONROEINNOVATIONREGENCY¬« 235 £¤3426£¤ 3511¬« 38013 12594102811JOYCEREDBUDMARSHALLSTADIU MTHELMALEACHSUMMITWESLEYFAIRHILLSOUTHUNIONLOUISESIMSCALVINELLIOTRADARMOODYCOLUMBUSCHURCHMARKETSECONDTHIRDSPURGEONLEXINGTONCLARKPAT TONPAT TONJACKSONENTERPRISEBURNETTKINGLAVELLEMAINHOOPOHIO TO ERIE T RAIL BIKE PATHJASPER12OLD US 35HOOPExisting6.6Freeway ArterialMajor ArterialMinor ArterialCollectorBike trailsCity BoundaryProposed ImprovementsWidening of existing roadwayNew Collector roadwayNew Minor Arterial roadwayIntersection improvement0 2,600 5,200Feet´Map 6.1 Thoroughfare Plan

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkSummary of Xenia’s Thoroughfare NeedsBelow is an overview of planned improvement projectsin the Thoroughfare Plan (shown on Map 6.1) and howthey will address the needs/objectives identified in theX-Plan process.Objective CC7 Maintain and improve quality of existing Cityinfrastructure and services: Improve cross-town connectivity,access to residential areas and intersection safety/efficiency.1. Northwest Connector: Planned extensions/improvements ofHawkins Rd., Progress Dr./Hollywood Blvd. to improve crosstownaccess in outer northwestern Xenia.2. Extension of Industrial Blvd. and Massie/Sheelin connector: Willimprove cross-town access and improve fire response times inwestern Xenia.3. Country Club Dr./E. Main St. connector: Will improve crosstownconnectivity in northeastern Xenia and improve access to GreeneMemorial Hospital.4. Widening of W. Second St./Upper Bellbrook Rd. west of ProgressDr. and bike path extension: Will improve vehicular and pedestrianaccess to existing and future residential developments west ofUS 35.5. Van Eaton/McPherson/Valley Rd. connector: Will be needed asarea grows to efficiently convey traffic between local streets/arterials.6. US 42/E. Church St.: Re-alignment and new signalization.7. Kinsey Rd./US 68: Additional turn lanes and new signalization(already in design process).8. US 42/Ledbetter Rd.: Left turn lane on US 42.9. Hedges/Van Eaton/Lower Bellbrook Rd.: Re-alignment toeliminate offset intersection.10. West Main St./Hospitality Dr.: Full movement/signalizationincluding a re-configuration of the northbound US 35 off-rampto West Main St. to improve safety/access in the ProgressDrive retail area.Objective GE3 Preserve land for longtermeconomic growth: Improveaccess to areas with economicgrowth potential.11. Extensions of Innovation Dr.to US 68/US 42: Will improveaccess from the US 35 bypassand increase future economicdevelopment prospects.12. Widening of US 42and Bickett Road: Willimprove access to CentralState and WilberforceUniversities and supportfuture residential growthin northeastern Xenia.13. US 35 Reconstructionproject: Will eliminate allat-grade intersectionson US 35 between theXenia bypass and NorthFairfield Road, creatinginterchanges at FactoryRoad and Valley/TrebeinRoad. This will result inshorter commute timesto and from Xenia homesand businesses. Fundinghas been programmed byMVRPC/ODOT.6.7

Chapter 6 Regulatory FrameworkLand Use PlanThe Land Use Plan divides the City into eightdistinct classifications of land use, intensity anddesign. The classifications reflect a reinforcementof the City’s urban core, core neighborhoodsand gradually decreasing density/building bulk asdistance from the urban core increases. Nodesof higher intensity are also planned to breakup the monotony of corridors and to provideneighborhood centers with jobs, services andamenities.Mixed-Use StrategyThe Land Use Plan emphasizes the importance ofdesign and character in exchange for increasedflexibility for land use. This is why most LandUse Plan classifications encourage mixed-usedevelopment.A mixed-use approach, contrasted with singleuseemphasis of planning and developmentin previous decades, provides regulatory andmarket flexibility in return for greater attentionto urban form and enhanced design.Mixed use is envisioned for underutilizedproperty as a revitalization tool. Mixed use is alsoplanned to improve community image; createhealthy, walkable neighborhoods; and provideresidents with additional amenities close towhere they live.Mixed use development can occur on anincremental basis through adaptive reuseof existing buildings or in a comprehensivemanner with master-planned development andredevelopment processes. In both scenarios,design plays a critical role in ensuring thatdifferent uses can effectively commingle.Rather than strictly delineating uses betweenvarious districts, the Land Use Plan recommendsa spectrum in which some uses are emphasizedand encouraged (Primary Uses) while otheruses are permitted on more of a conditionalbasis (Secondary Uses). The Land Use Plan alsoincludes design guidelines that explain howWhat is Mixed Use?City of Xenia Comprehensive PlanMixed Use, as its name implies, clusters multiple usesin the same building, development or neighborhood.One way to envision mixed use is to compare itwith conventional development that creates acresof single use “islands.” The majority of Xenia’sPost WW II residential subdivisions were built assingle use districts. Commercial development wasexcluded. Residents in these areas are dependent onvehicular transportation to meet basic shopping andemployment needs.Mixed use development often integrates residential,office, retail, restaurants, parks and public uses inthe same project. Each use is synergistic with theother. For example, residential and office uses attractretail. Retail, as it grows, can be used to attract moreresidents.Mixed use development strives to meet the everydayneeds of residents within walking distance. As a result,people living in mixed use developments tend to walkmore and engage in neighborly conversations. Fewervehicle miles traveled lowers household fuel costs.Mixed use relies on interesting architecture andthoughtful urban design creating communityenhancing developments. A mixed use strategycan add vitality along busy corridors and at keyintersections improving overall community image.to integrate various uses and create a livable,functional built environment.Table 6.2 is a quick-reference guide to Land UseClassifications in the Land Use Plan (Map 6.2).The pages following Table 6.2 provide moredetailed guidelines for preferred land uses anddesign. Images show examples of preferreddevelopment design, as well as conceptualcross-section drawings for thoroughfares locatedin each land use category. The cross-sectiondrawings illustrate how all modes of travel(pedestrian, bike, automobile) can be integrated.6.8

SAXONYDORALCity of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkRIDGESTEVENSONOLD SPRINGFIELDCONSTITUTIONFAIRGROUNDINDEPENDENCEUNKNOWNKNIGHTENCAMPUSMONTEREYTREBEINMALIBUTAHOEDELTABEVERLYLADDIEHIGHLANDEREL CAMINOWILSHIREHARRISUPPER BELLBROOKVAN EATONOLD US 35BARNHILLLOWER BELLBROOKHARMONYJODEEARLIECONCORDVIMLACREEKSIDE TRAIL BIKE PATHDAYTON XENIAOLD US 35TRANQUILGEORGIANEW MEXICOKANSASGLEN KEGLEYGREYSTOKERAXITIDAHOKATHY'SWHISPEROREGONMONTANAIOWANEBRASKAMARYLANDALABAMACAROLINAVIRGINIAMISSISSIPPICOLORADOTENNESSEEJENNY MARIEKEARNEYVERMONTWYOMINGCONNECTICUTLOUISIANAKETKIFLORIDAGREENE WAYGAYHARTDUNDEEHARNERHOSPITALITYWHITTSENECAPROGRESSLITTLE MIAMI SCENIC BIKE PATHMAINDRAKECHEYENNEO TOOLEOTTAWANAVAJOTEXASATKINSONROXBURYROCKWELLBOWMANSEMINOLEKITTY HAWKLAKEVIEWKYLEMOREJUNEREIDRICHARDSHEELINDAYTONBELLBROOKMOONTOWLERORANGELEDBETTERANKENEY MILLKINGCHURCHMARKETSECONDTHIRDSIOUXLAKEPUEBLOMAUMEEARAPAHOTANDEMHIGH WHEELDEER CREEKPAWNEEWIGWAMORVILLETHOMPSONCATOMOCCASINBUCKSKINCONARDOMARDCOOPERBEASONFRANKLINMASSIEFROSTLAYNEPOECIRCLEEMMETOMARDPARNELLCINCINNATIMORANANTRIMINDUSTRIALVINETRUMBULLWALNUTSALEMMT VERNONPARKGLADYCENTERBEDFORDPURCELLXENIAPARKROSELAWNCHARLESFIELDSMIAMIARLINGTONOMALEESUGARCREEKWESTLYNNSTELTONGALLOWAYWESTLOCUSTPRUGHDETROITKAYSBRANCHRACEMARKETFAYETTEDETROITHIGHCHESTNUTDEANNECOUNTRY CLUBFREDRICKHARBINESMITHDETROITORMSBYWILSONSUTTONLUCASMAINEDISONWASHINGTONSPRINGROGERSEDISONLEAMANPOCAHONTASMEADOWMONROEBOTTOINNOVATIONREGENCYMARTINMARSHALLMONROEJOYCESTADIUMHAMLETREDBUDTHELMAWESLEYKENNEDYLEACHSUMMITFAIRUNIONLOUISEMAINSIMSHILLSOUTHELLIOTDOWDELLCALVINMOODYRADARCOLUMBUSCHURCHTHIRDMARKETSECONDSPURGEONLEXINGTONCLARKPATTONPATTONENTERPRISEBURNETTKINGLAVELLEHOOP¬« 380 £¤ 35£¤ 42£¤ 68OHIO TO ERIE TRAIL BIKE PATHJASPEROLD US 35HOOPCity BoundaryCity/County ParksMap 6.2 Land Use PlanFuture Land UseBusiness ParkRegional Mixed UseInstitutional CampusDowntown CoreNeighborhood Mixed UseCore NeighborhoodSuburban NeighborhoodReservePreservationFuture Growth AreasBusiness ParkInstitutional Campus0 1,550 3,100 6,200Feet´6.9

Chapter 6 Regulatory FrameworkCity of Xenia Comprehensive PlanPreservation/ReserveSuburbanNeighborhoodCore NeighborhoodNeighborhood MixedUseIntentDevelopmentFormPreserve a network of“green infrastructure”- parks, greenspace,stream corridors,sensitive environmentalareas, and agriculture.Create/maintainneighborhoods thatprovide generous openspace, enhance Xenia’shousing stock and retaintheir value.Strengthen andcelebrate Xenia’shistoric, walkableneighborhoods as highlydesirable places to live.Create neighborhoodretail/service nodes thatare pedestrian-friendlyand within walkingdistance of residentialuses.Primary UsesSecondaryUses• Preserved andrestored streamcorridors and naturalareas• Crop/pasture land• Pedestrian/bikegreenways• “Reserve” areas to bedeveloped only whenCity service capacitybecomes available• Outdoor recreation• Agricultural uses• Existing developeduses (includinglandfills/mineralextraction)• Cemeteries• Detached residential(up to 0.2 units/ac.)• Automobileconvenience• Street/sidewalkconnectivity• Limited block length• Local streetsdesigned to slowtraffic, encouragewalking/biking• Access to parks• Detached residential(2-4 units/ac.)• 8 unit/ac. residential• Retail/office• Recreation• Public/institutionalTable 6.2 Land Use Plan Classification SummaryPrimary Uses• Most desirable land uses in a given Land UseClassification.• Recommended as either stand-alone uses or incombination with Secondary Uses.• Pedestrian-focused • Vertical/horizontalenvironmentmixing of uses• Buildings placed close • Buildings face streetsto street with garages • Parking in side/rearin rear yardsyards• Short blocks • Buildings designed• Preservation ofto complement theirhistoric architecture surroundings• Compatible infill • Internal pedestriandevelopmentpaths connected to• Front porchessidewalks• Detached residential(3-6 units/ac.)• Existing commercial/industrial• Attached residential• Retail/office• Recreation• Public/institutional• Retail/office• Live-work units• Public/institutionaluses• Existing industrial anddetached residential• Upper-floor orattached residential• Plazas• Continuation of the established land usepattern in most areas; in some cases, a land useadjustment is recommended in recognition ofchanging community goals, needs and markets.6.10

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkDowntown Core Institutional Campus Business Park Regional Mixed UseIntentDevelopmentFormMaintain, enhance, andgrow downtown Xeniaas a vibrant, mixed-usegathering place andcultural center.Maintain and encouragecontinued investmentand growth of publicand institutionaluses, which serve ascommunity anchors.Develop viable businesspark locations which willprovide local jobs andgrow the City’s revenue.Meet community-wideand regional needsfor retail goods andservices.Primary Uses• Slowed traffic• Wide sidewalks• Short blocks• Buildings face street,placed adjacent tosidewalk• Vertical, mixed-usebuildings• Retail/arts/entertainment• Public/institutional• Live-work units• Master-plannedcampus layout• Cohesive pedestrianpath network• Coordinatedarchitecture/landscaping/signage• Preserve naturalfeatures and historiclandmarks• Strong civic presence• Public/institutional• Outdoor/indoorrecreation• Campus-like setting• Attractive buildingfront facades• Buffering fromadjacent lowerintensityuses• Landscaping utilizedto soften theappearance of largerbuildings and screenparking lots• Office• Research anddevelopment• Manufacturing• Distribution• Limited curb cuts• Internal pedestrianpaths• Outlot buildingsand landscapingto “screen” largeparking lots• Architecturally“break up” largebuilding facades• Retail• Office• LodgingSecondaryUses• Residential/office(upper floors)• Lodging• Plazas• Retail• Office• Residential• Lodging• Retail• Lodging• Public/institutional• Residential(upperfloors orattached)• Public/institutionalSecondary Uses• Recommended under certain circumstances and/or in combination with Primary Uses.• Stand-alone secondary uses recommended on acase-by-case basis in established areas, possibly asa Conditional Use.• Recommended in mixed use structures, typicallyon upper floors.6.11

Chapter 6 Regulatory FrameworkPreservationCity of Xenia Comprehensive PlanIntentPreserve a network of “green infrastructure” - parks,greenspace, stream corridors, sensitive environmentalareas, and agriculture.Utilize green infrastructure for stormwatermanagement, flood protection, active/passiverecreational amenities, and preservation of Xenia’sagricultural ties.Preserve and restore natural habitats, topography anddrainage patterns.Preserve agricultural areas until extension of servicesfor development is financially feasible.Allow existing waste management and mineralextraction activities to continue, and convert to otherPreservation uses when they are no longer viable.Associated X-Plan Objectives• CC3 Create a community-oriented bike andpedestrian path system.• CC4 Create an inter-connected network ofgreenspace.• CC6 Enhance our park system.• CC7 Maintain and improve quality of existing Cityinfrastructure and services.• SC1 Create vibrant downtown-adjacentneighborhoods.• SC6 Reposition vacant properties.Primary Uses• Outdoor recreation (active/passive)• Agricultural uses• Existing landfills• Existing mineral extraction activities• Existing developed uses (transition toward openspace/natural restoration is encouraged but notrequired)• CemeteriesSecondary Uses• Detached residential at no greater than 0.2 unitsper acreLocationPreservation is planned in environmentally sensitiveareas such as wetlands and FEMA-designated 100-yearfloodplains associated with Shawnee Creek, GladyRun, Twist Run, and Old Town Creek. Also included areCity and County parks, regional bike trails, cemeteriesand the Greene County Fairgrounds.The Reserve classification (indicated with yellow-dothatching on Map 6.2) is used in agricultural areason the periphery of the City where the capacity toprovide adequate services and infrastructure do notyet exist. When resources are available to extendservices, Reserve areas will be planned as SuburbanNeighborhood.6.12

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptDesign Features1. Restored natural drainage patterns andvegetation in already-developed areas. Considerreplacing deteriorated aging retaining wallswith natural slopes where space permits. Otheroptions include daylighting piped streams andremoving wetland drain tiles.2. Usage of City parks for small-scale stormwatermanagement measures (e.g. Low-ImpactDevelopment) as a tool to improve stormwaterquality, reduce runoff, create natural amenitiesand increase water quality awareness/education.3. Multi-use paths along greenspace corridors thatincrease access to and enjoyment of natural areas.Connect to sidewalks and regional trails to form acontinuous network.4. Encourage protection of mature tree stands,wetlands and stream corridors in zoning andsubdivision regulations.5. Maintain agricultural zoning where the Citycannot fiscally justify extending services andinfrastructure for development.Example of Stream Restoration6.13

Chapter 6 Regulatory FrameworkSuburban NeighborhoodCity of Xenia Comprehensive PlanIntentCreate/maintain neighborhoods that provide generouspublic and private open space while retainingconvenient access to services and amenities.Continue to accommodate automobile conveniencewhile improving the pedestrian experience.Elevate the level of quality and choice within Xenia’shousing stock.Ensure that neighborhoods retain their value asdemographics and market tastes evolve.Associated X-Plan Objectives• NG1 Create and maintain the building blocks forsuccessful neighborhoods.• NG2 Sustain vital neighborhoods.• NG3 Stop neighborhood decline.Primary Uses• Detached single-family residential at densitiesof 2 to 4 units per acre (specific density dependson site constraints, adjacent development andimpact and availability of adequate public utilitiesand services)densities of up to 8 units per acre (limit to 20%of land area in new developments; locate onthoroughfares)• Neighborhood retail, retail service and office uses(limit to 5% of land area in new developments;locate on thoroughfares)LocationThe Suburban Neighborhood classification generallyincludes areas that extend from the fringe of thecommunity to Core Neighborhood or NeighborhoodMixed Use areas. Most Suburban Neighborhoodareas are not within a 5-minute walk (1/4 mile) ofdowntown or other retail and services, yet they haveconvenient automobile access to such areas. SuburbanNeighborhoods generally do not have frontage onMajor Arterials except for outlying portions of Xeniawhere commercial/industrial development is notexpected.Secondary Uses• Neighborhood-serving outdoor recreation (active/passive)• Public/institutional buildings (preferably locatedon thoroughfares)• Detached/attached single-family residential at6.14

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptsDesign Features1. Varied housing designs with architectural detailthat add interest to neighborhoods and retainproperty values as demographics/market tastesevolve.2. Compatible design features where different usesand/or housing designs are adjacent (example:design attached residential or office units toresemble the massing and character of nearbysingle-family homes).3. Public spaces framed by the front, not rear, sidesof buildings (including parks, local streets andthoroughfares).4. Minimal direct access to homes that front onthoroughfares (utilize frontage roads, rear alleysor shared driveways).5. Continuous sidewalk system with connections toother neighborhoods, bike paths, parks, retail/service areas and schools.6. Connected streets with maximum block lengthsof 600 feet to improve access and circulation forpedestrians, automobiles and emergency vehicles(block lengths of 400 feet or greater shouldinclude pedestrian connections at mid-block orcul-de-sacs).7. Local streets designed to slow traffic throughfeatures such as roundabouts, mini-circles, curbextensions and narrower street design.8. Preserved or restored natural amenities such aswooded areas, streams and slopes.9. Adequate open space with recreational amenitiesto meet neighborhood recreational needs.10. “Cluster development” allowed in newneighborhoods, whereby 40% of the developmentis preserved as common open space and homesare clustered on smaller lots.11. Integration of stormwater management withattractive neighborhood amenities such aspreserved/restored streams; ponds with fishingareas, fountains and walking paths; rain gardensused as landscaping features; etc.12. Trees planted in treelawns and/or front yardslining neighborhood streets to beautify thelandscape, provide shade and slow traffic.Example of “Cluster” Development6.15

Chapter 6 Regulatory FrameworkCore NeighborhoodCity of Xenia Comprehensive PlanIntentHigher building densities, smaller lots and proximityto retail/services justify a greater role for walking/bicycling as modes of transportation in CoreNeighborhoods.Strengthen and celebrate Xenia’s historic, walkableneighborhoods as highly desirable places to live.Maintain and enhance pedestrian-orientedneighborhood character and restore vitality whereneeded.Ensure that neighborhoods retain their value asdemographics and market tastes evolve.Associated X-Plan Objectives• NG1 Create and maintain the building blocks forsuccessful neighborhoods.• NG2 Sustain vital neighborhoods.• NG3 Stop neighborhood decline.• NG4 Restore distressed neighborhoods.• SC1 Create vibrant downtown-adjacentneighborhoods.• SC3 Redevelop Xenia Towne Square.• SC6 Reposition vacant properties.Primary Uses• Detached single-family housing, generally atdensities between 3 and 6 units per acre• Existing commercial and industrial uses.Secondary Uses• Public/institutional buildings (preferably locatedon thoroughfares)• Neighborhood-serving outdoor recreation (active/passive)• Attached residential including duplexes androwhousesLocationCore Neighborhoods are generally located betweenthe Downtown Core and Suburban Neighborhoods,and are typically within a 5-minute walk (1/4 mile) ofthe Downtown Core or a Neighborhood Mixed Usearea. Core Neighborhoods generally do not havefrontage on Major Arterials. Most Core Neighborhoodlocations are well-established residentialneighborhoods.Some Core Neighborhood locations are oldercommercial and industrial sites, some of whichare vacant or underutilized. Many older industrialsites are poorly located for modern industrial usersdue to their distance from trucking routes andproximity to residential uses. Continued industrial/commercial usage and success of existing businessesis encouraged. However, if buildings become nolonger usable for industrial/commercial purposes, atransition toward other primary Core Neighborhooduses is recommended through adaptive reuse orredevelopment.6.16

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptsDesign Features1. Relatively narrow lots with vertical (narrow)orientation in housing design.2. Small front yards (except for thoroughfares,where deeper front yards are appropriate).3. Garages placed to the rear of homes, utilizing rearalleys in some cases.4. Home designs that engage the street instead ofretreating from it (e.g. front porches, architecturaldetail, abundant front windows).5. Preserved and restored historic homes.6. Compatible infill development on vacant lotsthat complements and enhances the existingneighborhood.7. Connected streets with short blocks, ideally nomore than 400 feet in length (add mid-blockpedestrian paths on blocks that exceed 400 feet).Dead-end streets should be avoided.8. Minimal direct access to homes that front onthoroughfares (utilize frontage roads, rear alleysor shared driveways).9. Continuous sidewalk system with connections toother neighborhoods, bike paths, parks, retail/service areas, downtown and schools.10. Local streets designed to slow traffic throughfeatures such as roundabouts, mini-circles,curb extensions, narrower street design, andconversion of one-way streets to two-way.11. Neighborhood entry signs, historical markers andextensions of downtown streetscapes whereappropriate.12. Public spaces framed by the front, not rear, sidesof buildings (including parks, local streets andthoroughfares).13. Pocket parks or neighborhood gardens utilizingvacant lots where infill housing is not financiallyfeasible.14. Restored natural amenities such as woodedareas, streams and slopes, which add value to aneighborhood.15. Trees planted in treelawns and/or front yardslining neighborhood streets to beautify thelandscape, provide shade and slow traffic.6.17

Chapter 6 Regulatory FrameworkNeighborhood Mixed-UseCity of Xenia Comprehensive PlanIntentCreate neighborhood retail/service nodes that arepedestrian-friendly and within walking distance ofresidential uses.Concentrate commercial and high-density residentialuses along major thoroughfares, in order to promoteaccess to services.Allow a wide range of uses while utilizing designfeatures that effectively integrate uses together.Maintain vitality of major thoroughfare corridors byincreasing land use regulatory flexibility, in return formeeting design guidelines.Associated X-Plan Objectives• CC2 Improve City entrances and corridors.• CC5 Attract additional retail and commercialrecreation uses to Xenia.• GE5 Take a “grow your own” approach toeconomic development.• NG1 Create and maintain the building blocks forsuccessful neighborhoods citywide.• SC1 Create vibrant downtown-adjacentneighborhoods.Primary Uses• Retail sales/services and offices - Preferablyconcentrated in “nodes” near intersections oftwo thoroughfares• Existing detached single-family residential uses• Existing industrial usesSecondary Uses• Attached residential (single or multi-family) -stand-alone or on upper floors of mixed-usebuildings; up to 12 units per acre; preferablyless than 75% of the site in a new mixed-usedevelopment• Outdoor plazasLocationNeighborhood Mixed Use is located on parcels withfrontage on the City’s arterials. The higher traffic,visibility and access of these streets are appropriatefor a mix of commercial, institutional, and high-densityresidential uses.Neighborhood Mixed Use areas include (1) establishedmixed-use corridors such as North Detroit Street, EastMain Street, Home Avenue and West Second Street;(2) the “Midtown” commercial/mixed-use area westof downtown; and (3) emerging/planned commercial/mixed use nodes at US 42/Wright Cycle Boulevard,Lower Bellbrook Road southwest of US 35, and NorthDetroit Street at Paceline Court.• Live-work units• Public/institutional buildings6.18

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptsDesign Features1. High building density, second only to DowntownCore.2. Land uses are mixed horizontally across spaceand/or vertically in buildings.3. Effective integration of various land uses throughthoughtful site planning and compatible buildingheight, roof lines and massing.4. Screening and buffering between land uses isused only when site planning and building designtechniques cannot effectively integrate conflictinguses.5. Pedestrian walkways link building entrances toparking lots, common areas, bike paths, sidewalksand adjacent neighborhoods.6. Shallow building setbacks provide room forlandscaping and front yard patios and courtyardswhere desired. Most parking is located to the rearor side of buildings.7. Parking is screened from roadways and adjacentresidential uses. Screening along roadwaysshould be limited to low-lying shrubs, walls anddeciduous trees.8. Front facades face arterials and create a strongstreet presence with architectural details andwindow coverage.9. Retail/service use facades utilize at least 50%window coverage on ground floors to encourageeyes on the street and promote pedestrianinterest.10. Adaptive reuse or redevelopment of existingresidential, commercial and industrial buildings isencouraged when impacts on adjacent uses areminimal or can be mitigated.11. Consolidated, shared driveways that minimizethe number of curb cuts and traffic conflicts onarterials (ideally one curb cut per block).12. Enhanced street design features in concentratedretail or mixed-use areas (nodes), such as onstreetparking, curb extensions, wide sidewalksand landscape/hardscape enhancements. Thisslows traffic, improves image and encouragespedestrian activity.6.19

Chapter 6 Regulatory FrameworkDowntown CoreCity of Xenia Comprehensive PlanIntentMaintain, enhance, and grow downtown Xenia as avibrant, mixed-use gathering place and cultural center.Emphasize retail, arts and entertainment uses withresidential and office as supportive uses.Reposition downtown from its former CentralBusiness District role to that of a mixed useneighborhood and Central Entertainment District.Highest-density, most urban section of the City, withvertically-oriented buildings placed adjacent to thesidewalk.Create an eclectic mix of land uses that generates18‐hour pedestrian activity.Associated X-Plan Objectives• GE5 Take a “grow your own” approach toeconomic development.• SC2 Change downtown’s role.• SC3 Redevelop Xenia Towne Square.• SC4 Create a welcoming and comfortablepedestrian environment.• SC5 Make downtown the Bicycle Hub of theMidwest.• SC6 Reposition vacant properties.• SC7 Leverage downtown’s historic assets.Primary Uses• Retail sales/services• Arts and entertainment• Live-work units• Public/institutional buildingsSecondary Uses• Residential (second floor)• Offices (preferably second floor)• Lodging• Outdoor plazas and event spaceLocationDowntown Core is located in the historic centerof Xenia and extends 2-4 blocks in each directionfrom the intersection of Main Street (US 35) andDetroit Street (US 68). It includes remaining historicbuildings in the southern/eastern sections, along withredeveloped sections in the northern/western sections(e.g. Xenia Towne Square).6.20

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptsDesign Features1. Pedestrian- and bike-focused environment withwide sidewalks flanked by buildings that create acontinuous “street wall.”2. Improved connection to regional bike paths.3. Parking is located on-street or behind buildings.Access is provided by mid-block alleys andpedestrian paths, as well as side/rear local streets(not individual curb cuts from Detroit/Main).4. Blocks are no more than 400 feet in length.5. Future redevelopment/modification of XeniaTowne Square and other sites that are out ofcontext with the historic sections of downtown.6. Continuous clear-glass storefronts (at least 75% ofstorefront area).7. High level of architectural detail on buildingfacades, with differentiation between the groundfloor and upper floors.8. Vertical orientation of buildings; at least twostories are preferred.9. Preservation of historic architecture.10. Streets that slow traffic and facilitate a safewalking and biking environment.11. Public space expanded into outdoor plazas,widened sidewalks, extended curbs and “festivalstreets” that can be easily closed to traffic.12. Formal streetscape elements, including lighting,street trees and planters.13. Retail/arts/entertainment uses concentrated onground levels of buildings on Detroit and MainStreets.6.21

Chapter 6 Regulatory FrameworkInstitutional CampusCity of Xenia Comprehensive PlanIntentMaintain and encourage continued investment andgrowth of Xenia’s public and quasi-public land usesincluding institutional uses, which serve as communityand neighborhood anchors.Preserve historic landmark civic buildings.Maintain coordinated campus design that integratesa mix of land uses within the campus and withsurrounding land uses.Develop complementary uses such as offices, retailand joint-use facilities that benefit both the institutionand the community.Associated X-Plan Objectives• CC1 Develop a community recreation center.• CC7 Maintain and improve quality of existing Cityinfrastructure and services.• GE7 Foster Town and Gown and HealthyCommunity partnerships.• SC7 Leverage downtown’s historic assets.Primary Uses• Public/institutional buildings (specificallyhospitals, schools, government offices, serviceorganizations)• Outdoor/indoor recreationSecondary Uses• Offices• Retail sales/services - Preferably 25,000square foot buildings or smaller; located onthoroughfares• Lodging• Residential (single or multi-family)LocationInstitutional Campus locations are centered aroundpublic buildings and major non-profit institutionslocated throughout the City. Locations include GreeneMemorial Hospital, the Legacy Ministries/Athletesin Action campus, City and County offices, XeniaSchool District properties, and historic landmark civicbuildings. Supportive land uses adjacent to theselocations are designated as Institutional Campus aswell.The Central State University/Wilberforce Universityarea is a strategic future growth area.6.22

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkDesign Features1. Formal, master-planned campus layout in an open,landscaped setting.2. Entrances to larger campuses make a statementwith landscaping and attractive entryway signage.3. Buildings are connected to one another,surrounding uses and City sidewalks/bike pathswith a cohesive pedestrian network.4. Architecture, landscaping and signage arecoordinated within the campus, and with othercampus locations operated by the same entity, inorder to create more cohesive, attractive designand assist in branding efforts.5. Integration with surrounding neighborhoodsthrough pathway connections and placementof uses at campus perimeters that complementsurrounding neighborhoods (e.g. housing or openspace adjacent to residential neighbors instead ofthe rear wall of a large building).6. Preservation of attractive campus features suchas formal building placement, landscaping, maturetrees and streams.6.23

Chapter 6 Regulatory FrameworkBusiness ParkCity of Xenia Comprehensive PlanIntentDevelop viable business park locations withconvenient access to US 35, which will provide localjobs and grow the City’s key revenue source (incometax).Secondary Uses• Freestanding retail sales/services - preferably5,000 - 10,000 square foot tenant spaces; locatedon arterials; orAttract a variety of office, research and industrialusers, from startups to major corporations, who desirea modern, campus-like environment.Develop an attractive, campus-like environment andsupportive services that create business-friendlylocations.Reserve land for long-term employment and taxrevenue growth.Associated X-Plan Objectives• GE1 Market Xenia to attract jobs and industry.• GE3 Preserve land for long-term economicgrowth.• GE4 Reposition older business parks.Primary Uses• Offices• Research and development facilities• Manufacturing• Distribution• Integrated retail sales/services - as an accessory tooffice/industrial operations• Lodging• Public and institutional usesLocationBusiness Parks are located in close proximity to US35 interchanges and frontage, in order to promotebusiness visibility and easy access for employees,clients and trucks.Locations include existing industrially zoned areassuch as the Xenia Industrial Park, Lower BellbrookRoad and Innovation Drive.Strategic future growth areas include a futureextension of the Innovation Drive Industrial Park westto US 42 and the Greene County Airport area.6.24

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptsDesign Features1. Campus setting with generous front yards.2. Buildings or landscaping used to screen parkinglots from roadways.3. Business Park subdivision entrances make astatement with landscaping and entrywaysignage.4. Architectural features and/or landscaping visuallysoften and break up the bulk of larger buildings,on facades viewed from public street.5. Buffer yards and/or dense vegetative screening isused to protect adjacent non-compatible uses.6. Bicycle facilities that connect workplaces to theCity’s bike path network, creating bike-to-workoptions for employees.7. Preserved existing tree stands that are outsidenecessary building and parking lot locations.8. Adequate street width and curb/driveway radii tohandle truck traffic.6.25

Chapter 6 Regulatory FrameworkRegional Mixed UseCity of Xenia Comprehensive PlanIntentMeet community-wide and regional needs for retailgoods and services.Convenient automobile access and visibility.Encourage pedestrian and bike access.Incorporate complementary mixed uses in existingdevelopment through redevelopment and infill.Areas planned as Regional Mixed Use are generallylocated near major interchanges on US 35 in thewestern half of the City. These locations provide thebest access to populations (including Xenia, easternDayton suburbs, and rural areas east of Xenia) thatregional retail uses need.Associated X-Plan Objectives• CC2 Improve City entrances and corridors.• CC5 Attract additional retail and commercialrecreation uses to Xenia.Primary Uses• Retail sales and service (including big-box retail)• Offices• LodgingSecondary Uses• Freestanding attached residential (single- or multifamily)- no more than 50% of a development• Upper-floor residential• Public and institutional usesLocation6.26

City of Xenia Comprehensive PlanChapter 6 Regulatory FrameworkThoroughfare Cross Section ConceptsDesign Features1. Integrate multiple uses/structures in unified,master-planned developments.2. Consolidated, shared driveways and access roadswith cross-access connections - intended toencourage internal circulation so that short tripsdo not contribute to public roadway congestion.3. Bike paths, sidewalks and street trees onthoroughfares.4. Abundant parking to serve large-scale uses with aregional draw, broken up with landscaping.5. Outlot buildings exhibit four-sided architecture,face perimeter roadways and are utilized to“screen” large parking lots from the roadway.6. “Lifestyle center” designs in which buildingsframe streets, pathways and plazas areencouraged.7. Parking between outlot buildings and the streetno deeper than one double-loaded row.8. Buildings utilize architectural details, largewindow openings and changes in wall planes toadd visual interest to large, bulky building facades.Such techniques also enhance communitycharacter and the customer experience.9. Internal path systems that connect entrances toother stores, parking lots, outlot buildings, andthe City’s sidewalk and bike path system. This willencourage walking/biking between stores and to/from adjacent residential areas.10. Crosswalks on private driveways/parking lot aislesutilize distinct pavement colors, textures andmaterials.11. Outdoor seating, greenspace and plazas areencouraged to create an enhanced pedestrianenvironment. Stores that front on plazas andwalkways instead of parking lots are encouraged.12. Landscaping screens parking lots from roadwayswhere buildings do not.13. Buffer yards and/or dense vegetative screening isused to protect adjacent non-compatible uses.14. Low-Impact Development solutions areencouraged for stormwater management (e.g.rain gardens, pervious pavement, curb openings,etc.).6.27

Chapter 6 Regulatory FrameworkCity of Xenia Comprehensive Plan6.28

7ImplementationProcessObjectivesOverview ..................................................... 7.2X-Plan Adoption.......................................... 7.2Action Plan.................................................. 7.2X-Plan Updates ............................................ 7.3Budget Planning Process ........................... 7.4Department Performance Plans ............... 7.5Ongoing Communication/Monitoring ...... 7.5

Chapter 7 Implementation ProcessCity of Xenia Comprehensive Plan• Integrate X-Plan goals in annual budgets anddepartment work programs.• Clearly set project priorities, timelines andexpectations each year.• Receive comprehensive plan updatesand communications on a regular basisand provide support and problem solvingresources when needed.X-Plan AdoptionOverviewXenia’s leaders, as well as all involved inthe X-Plan process, want more than justa set of policies. They want actionablesteps to effect positive change inXenia. This is the purpose of the Implementationelement of X-Plan.The Implementation Process chapter providessuggested procedures for incorporating X-Planpolicies into City management and decisionmaking.The separate Action Plan chapterprovides an annually updated three-year actionplan for implementing X-Plan strategies.Implementing Comprehensive Plans can bedifficult and Xenia will likely find that X-Plan is nodifferent. This chapter uses a blend of existingCity management processes and new stepsto integrate X-Plan into City management anddecision-making.In general, in order to be successful in movingX-Plan forward, City leaders must:• Make a deliberate effort to implement X-Plangoals.• Planning and Zoning Commission. ThePlanning and Zoning Commission will play acritical role in implementing X-Plan policiesthrough its decisions on developmentproposals and Zoning Code/Map revisions.Formal review and adoption by theCommission is therefore necessary beforeX-Plan implementation can move forward.The Planning and Zoning Commission votedto endorse approval of X-Plan to City Councilon May 16, 2013.• City Council Adoption. X-Plan must havethe formal support of the City’s electedleaders if implementation is to be successful.City Council establishes the policies thatguide the efforts of City staff, boards andcommissions. X-Plan is intended to help CityCouncil by assembling many of these policiesin one document that was developed withcommunity input and support.City Council formally supported X-Plan bypassing Resolution 13-P on June 13, 2013 (acopy of this resolution is provided betweenthe inside cover and acknowledgements pageof this document).Action PlanAlthough X-Plan contains many policies aimedat guiding decisions, many X-Plan strategiesrequire proactive action by the City to implement.These items are referred to as “action items.”Action items often reflect a task or in somecases multiple tasks that must be achieved to7.2

City of Xenia Comprehensive PlanChapter 7 Implementation Processimplement an X-Plan objective.The Action Plan tables, provided in the followingchapter, provide a tool to help monitor X-Planimplementation progress. The tables outlineX-Plan-related action items that the City shouldundertake within the next three years in order toimplement the highest X-Plan priorities.Action items included in the three-yearAction Plans reflect the highest-priorityrecommendations as indicated by citizens duringthe X-Plan process. Prioritization was necessarysince not all X-Plan recommendations can beaccomplished within a three-year timeframe.Each action item includes a description and howit relates to X-Plan objectives and strategies.Additionally, each action item indicates the typeof action item, timeframe for completion, desiredoutcome, responsible entity and support entities.The Action Plan is intended to be updated onan annual basis. This will allow the City to beflexible and respond to changing conditions,priorities, and funding situations; as well as notecompletion of Action items.Even the initial three-year Action Plan mayseem daunting. However, with strategic focus,persistence and creative use of available tools,the City can achieve a great deal of success. Beingstrategic also requires choosing the right mixof partners, phasing projects in an appropriateorder, and assigning the right resources for eachtask.If funding is extremely tight, it might benecessary to reduce the scope of some Actionitems in order to move X-Plan forward. Small winsare better than no action at all.A significant amount of X-Plan action itemsrequire partner participation and alternativefunding sources. The City cannot implementX-Plan alone.X-Plan UpdatesX-Plan is a living document designed withbuilt-in flexibility to evolve with changing localcircumstances and needs. This statement doesnot support blatant disregard for adopted publicpolicy. Deviations from current X-Plan policy aresupported when new findings are made thatwere not present during X-Plan’s creation andadoption. Below are several procedures that willbalance flexibility with adherence to X-Plan:• Annual Report. The Planning and ZoningDepartment, in coordination with the CityManager’s Office, will prepare an X-PlanAnnual Report each year highlighting thestatus of X-Plan action items. This report willbe presented to the Planning and ZoningCommission and City Council and will informthe annual Action Plan review process.• Annual Action Plan Review. Prior toannual budget planning and departmentalperformance plans, City department headsshould annually hold a retreat to reviewprogress on completing Action Plan tasks,and develop recommendations to CityCouncil for updating priorities, timeframes,outcomes and responsibilities. Included inthis process should be an assessment ofavailable grants and other non-City fundingsources for action items. This process willconclude with a list of specific budget itemsand performance plan tasks.• Public Involvement. Many residentsexpressed interest in their continuedinvolvement after X-Plan’s adoption.Involving citizens in the annual ActionPlan review, prior to the City staff retreat,would be an excellent way of increasingtransparency in City decisionmaking, andencourage a two-way communicationprocess on priority-setting. Public meeting(s),surveys and/or social media could be utilizedto maintain a dialogue with the public.• Land Use/Thoroughfare Plan AmendmentRequests. Although the X-Plan is highlycomprehensive, it is possible that the City7.3

Chapter 7 Implementation Processmay encounter unanticipated situationswhere a deviation from the X-Plan Land Useand Thoroughfare Plans may be necessaryor beneficial. A procedure for X-Planamendment requests would allow individualapplicants or the City to initiate amendmentsto portions of the Land Use Plan orThoroughfare Plan.Such a procedure should require apresentation of findings to the Planningand Zoning Commission and City Council,demonstrating why it would be in thecommunity’s best long-term interests torevise the plan. Such a request should notbe taken lightly and should be viewed inthe context of X-Plan goals and objectives.Approval of such a revision request shouldoccur prior to approval of legislation or otherCity Council decisions that would deviatefrom these plans.• Five-Year Update. A minor update shouldoccur no less than five years from X-Plan’sadoption to reassess strategies againstcommunity socioeconomic and politicalchanges, as well as progress in implementingX-Plan. Such an update should involvean inventory and analysis of communitycharacteristics, opportunities and constraintsthat were not present at the time of X-Plan’sadoption. The process should also be drivenby public input, like the original X-Plan.• 10-Year Update. While the five-year updateassumes that the goals and most objectiveswill remain intact, the 10-year update willbe a comprehensive rewrite of the plan.It may chart an entirely new direction forthe community, since conditions and publicsentiment may change considerably overthis period of time. It is also hoped thatthe majority of X-Plan strategies will beimplemented in 10 years, and a new set ofstrategies will be needed.Budget Planning ProcessCity of Xenia Comprehensive PlanCity expenditures and public improvementprojects are planned annually through theCity’s capital and operating budget planningprocess. The process entails a subset of CityCouncil known as the Finance Sub-Committee.Department heads annually review needs againstavailable resources and submit recommendationsfor budget allocations.This budget planning process is an excellentopportunity to incorporate X-Plan policies andaction recommendations into City management.The following steps show how Xenia canintegrate X-Plan into Xenia’s annual budgetingdecision-making:• Step 1 - Tax Budget preparation. Startingevery spring, the City’s annual planningprocess for next year’s budget begins withthe Tax Budget (i.e. draft budget). The CityManager’s Office (CMO) annually submitsbudget guidelines to department heads.The CMO then reviews department requestsand submits the complete Tax Budget to theCouncil Finance Sub-Committee.The CMO can integrate X-Plan into thisprocess by (1) including budget items fromthe annually reviewed Action Plan in the TaxBudget guidelines sent to department heads,and (2) presenting the updated Action Planto the Council Finance Sub-Committee, andeventually the full City Council, during the TaxBudget deliberation process.As an option, the City may consider acceptingvolunteer citizens to serve as advisors to thesubcommittee, as an extension of the publicinput that would have already occurredduring the annual Action Plan review.• Step 2 - Tax Budget Adoption. Oncedeliberation is complete, City Council holdsa public hearing and makes a motion toapprove the Tax Budget. The City couldimprove the transparency of this process7.4

City of Xenia Comprehensive Planthrough enhanced publicity and outreach,and by demonstrating the linkage to citizenpriorities via the X-Plan Action Plan budgetitems. Through this process, the generalpublic would have an opportunity tocomment and learn about how the City isresponding to citizen needs.• Step 3 - Final budget preparation/adoption.Preparation of the final budget begins in latesummer and concludes with a public hearingand appropriation ordinance at the end ofthe year. The process is similar to the TaxBudget, although it focuses on refining theTax Budget figures based upon improvedrevenue and cost projection data. As withthe Tax Budget process, the City can improvethe transparency and public support of thisprocess through improved outreach anddemonstrations of how the Final Budgetfurthers X-Plan strategies.Chapter 7 Implementation Processrelated to X-Plan initiatives. In these cases, theCity must take a reactive stance and view thefunding request, legislation or policy through thelens of X-Plan goals and objectives.• Staff reports. Staff can assist this processby indicating connections with X-Plan goalsand objectives in staff reports to City Council.Planning and Zoning staff must also indicatethis connection in staff reports sent toPlanning and Zoning Commission, in responseto development proposals and zoning map/text amendments.• X-Plan log. Keeping a log of decisions andactions that reference X-Plan will help staff inpreparing a more informative X-Plan annualreport, and communicating to City leadersand the public how X-Plan is being used.The Planning and Zoning Department wouldmaintain this log.Department Performance PlansDepartment Performance Plans are used by Citymanagement to manage workload and improveaccountability. A Performance Plan is a strategicwork plan that identifies a department’s goalsand work tasks for the upcoming year.Like the budget planning process, theDepartmental Performance Plans are an excellentopportunity to integrate X-Plan policies intoCity operations and management. The CMO canuse the annually updated X-Plan Action Plan toidentify which departments are responsible forindividual X-Plan projects and initiatives, andthen incorporate this information into annualPerformance Plan guidelines sent to departmentheads. This process will give departmentheads clear direction on their X-Plan-relatedresponsibilities each year.Ongoing Communication/MonitoringBased on the nature of City government, therewill be numerous funding requests, legislativeitems and policy decisions that will not be directly7.5

Chapter 7 Implementation ProcessCity of Xenia Comprehensive Plan7.6

8Action PlanObjectivesGoal CC: Be a Community of Choice -3-year Action Plan ...............................8.3Goal GE: Grow Our Economy -3-year Action Plan .............................. 8.4Goal NG: Make Our NeighborhoodsGreat - 3-year Action Plan ...................8.5Goal SC: Strengthen Our Core -3-year Action Plan ...............................8.6

Chapter 8 Action PlanCity of Xenia Comprehensive Plan8.2

Chapter 8 Action PlanGoal CC: Be a Community of Choice - 3-year Action PlanCity of Xenia Comprehensive PlanObjective Action Description Type Years Outcome Responsibility/SupportAssociated Strategies(Primary/related)CC1 Develop a Community Recreation CC.a. Launch an exploratory committee.I 1 Location, feasibility, funding CMOCC1.1CenterSeek partners; analyze feasibility, community needs/support, alternative locations, and funding strategies; proceed with marketing and funding drive.strategyBRACA, DEV, PZ,YMCA, XARSCCC1.2/6.1/6.3/7.5,GE7.1/7.2/7.4, SC3.1/SC3.2/6.6CC2 Improve City Entrances andCorridorsCC.b. Implement a proactive, systematic code enforcement program.Concentrate proactive code enforcement efforts on key corridors, particularly where gateway and streetscape enhancements have been completed.Notify the public in advance and coordinate with cleanup/enhancement efforts.O 1-3 Inclusion in work plan, before/after photosPZLAWCC2.1CC8.2, GE1.3/2.2/4.2,NG1.2/1.3, SC6.2CC.c. Assign high priority to lawn, landscaping and pavement maintenance resources.Ensure that maintenance of public right-of-way on major arterials takes precedence over other roadways in annual work plans.O 1-3 Inclusion in maintenance plans PSDXN in downtownCC2.2CC7.2/7.3/8.1, GE2.2/4.2, SC2.7CC3 Create a Community-Oriented Refer to Actions SCh., SCi., SC.j.Bike and Pedestrian Path SystemC4 Create an Inter-ConnectedRefer to Actions SC.m., SC.n.Network of Greenspace.CC5 Attract Additional Retail and CC.d. Maintain market data and share with developers, brokers and existing businesses.O 1-3 Printed and online market DEVCC5.1/5.2Commercial Recreation Uses to Xenia. Identify specific business opportunities and advertise information.“profiles”ITSC2.2/5.4CC6 Enhance Our Park System. Refer to Actions CC.a., CC.i., SC.a., SC.d.CC7 Maintain and Improve Qualityof Existing City Infrastructure andCC.e. Develop a fiscal impact analysis model and zoning/subdivision code change recommendations.Develop reusable model to facilitate analysis; identify code changes to require fiscal impact analysis for significant development projects.P 1-2 Spreadsheet model, coderecommendationsFIN/PZCC7.1CC6.2, GE2.4ServicesCC.f. Establish a Pavement Condition Index.Rate conditions of all streets and input into a GIS database; prioritize maintenance based on condition.P 2 GIS database, updated streetmaintenance planENGPS, ITCC7.2CC2.2/7.3CC.g. Replace/line aging sewer mains while resurfacing streets.Time sewer repair with street repari; integrate sewer condition into street maintenance prioritization.O 1-2 Inclusion in street maintenanceplanENGPSCC7.3CC2.2/7.2CC.h. Expand Joint Service Agreements with other jurisdictions to reduce costs/increase revenues.I 1-2 Dispatch/communication merger CMOCC7.4Examples include a merger of Public Safety Dispatch/Communications and joint radio systems. A future example could be a joint Fire District.and joint radio upgradeFD, PD, LAW, FIN CC7.9/8.4, GE3.1/3.2/7.1CC.i. Complete a municipal facilities needs analysis.Comprehensively inventory all existing/projected municipal space needs, establishing a baseline for a facilities master plan.I 1-2 Needs analysis report ENGAll departmentsCC7.5CC1.1/6.3/7.9/7.7/7.13CC.j. Develop/update part-time staffing policies, particularly for the Fire Division.P 1-2 Written policies/necessary CMOCC7.6Improve ability to be nimble and cost-effective in maintaining adequate staff capacity when faced with fluctuating/increasing workload demands.ordinance amendments All City depts.CC.k. Develop a standardized project management system.Streamline project planning and budget decisions while improving access to information by staff, Council members and the public.P 1-3 Phased implementation ofproject management databasesCMO/FINPS, ENG, PZ, DEV, ITCC7.7GE6.1CC.l. Review and update the management/financial structure for the City Service Center facility.In conjunction with either CC.i. or a facility master plan, evaluate funding and management approaches to improve efficiency and effectiveness.P 1-3 Written policies CMOPS, ENG, PZ, DEVCC7.7CC7.5CC8 Improve Community Relationsand CommunicationCC.m. Prepare a community marketing and public relations strategy.Promote Xenia’s image as a place to live/work/play; formalize an annual schedule and policy for public relations activities.P 2-4 Message, materials andscheduleCMODEV, IT, PZCC8.1CC2.3/3.4/3.5/8.2, GE1.1CC.n. Arrange quarterly meetings between City/School District leadership.Arrange presentations at City Council/School Board meetings; improve communication and identify collaborative tasks.O 1-3 Collaboration tasks CMOXCSDCC8.3GE7.1CC.o. Arrange community stakeholder partnership meetings.Ensure continued communication and identify collaborative tasks associated with X-Plan.I 1-2 Collaboration tasks CMOPZCC8.4CC7.4, GE7.1/7.4Type Responsibility/Support (City Departments/Boards) Responsibility/Support (City Partners)I= Initiative Completion will generate additionalaction items.and Cultural Activities LAW Law Department BTWP Beavercreek Township GCAP Greene Co. Airport GCGIS Greene Co. Geographic Info. Systems XACC Xenia Area Chamber of CommerceBRACA Bd. for Recreation, Arts IT Information Technology AIA Athletes in Action GCA Greene Co. Auditor GCDEV Greene Co. Dept. of Development WU Wilberforce UniversityKey toP=Project Discrete project to be completed CMO City Manager’s Office PD Police CSU Central State University GCBR Greene Co. Dept. of Building Regulation GCHS Greene Co. Historical Society XACT Xenia Area Community TheaterAbbreviationswithin the years indicated. DEV Development PS Public Service DDC Dayton Development Coalition GCC Greene Co. Commissioners GCPT Greene Co. Parks and Trails XARSC Xenia Adult Recreation & Services CenterO=Ongoing Continuous tasks. ENG Engineering PZ Planning and Zoning DPL Dayton Power and Light GCCC Greene Co. Career Center GCT Greene Co. Treasurer XCSD Xenia Community School DistrictFD Fire UTB Utility Billing DXN Downtown Xenia Now GCCHD Greene Co. Combined Health District HBA Home Builders Association of Dayton XTWP Xenia TownshipFIN Finance XPZC Xenia Planning and Zoning Comm. FOXS Friends of Xenia Station GCCVB Greene Co. Convention & Visitors Bureau PTS Payne Theological Seminary YMCA Young Men’s Christian Association8.3

City of Xenia Comprehensive PlanGoal GE: Grow Our Economy - 3-year Action PlanObjective Action Description Type Years Outcome Responsibility/SupportGE1 Market Xenia to AttractJobs and Industry.GE2 Implement a FocusedRecruitment EffortGE3 Preserve Land for Long-Term Economic GrowthGE4 Reposition Older BusinessParks.GE5 Take a "Grow YourOwn" Approach to EconomicDevelopment.GE6 Turn City Governmentinto a Business AdvocacyOrganizationGE.a. Complete an update to the Development components of the City’s webpage.Create a 24/7 marketing portal with rich and current content including information on taxes, utility rates, location, available land and building spacedata, workforce demographics, market data, etc. Include a user-friendly interface for development applicants.GE.b. Create and maintain a site selection request database.Place comprehensive data inventories of all business parks in a database to enable faster and more customizable responses. Link to the City’s website.GE.c. Prepare an updated economic development marketing plan.Identify target industries, determine effective marketing tactics, and gain support from regional economic development partners. Potential targetindustries include aerospace, agriculture, and logistics.GE.d. Pursue economic development opportunities and partnerships in the Central State University/Wilberforce/Payne TheologicalSeminary area.Harness the long-term economic growth potential of the area around the two universities and increase town-gown opportunities.GE.e. Pursue economic development opportunities and partnerships at the Greene County Airport and vicinity.Leverage potential airport-related development and position Xenia for economic growth along the US 35 corridor between Xenia and Dayton.GE.f. Redevelop the former Hooven and Allison plant.Secure local match funding for cleanup/redevelopment grant and identify end users for the site.Refer to Actions CC.b. and CC.c.GE.g. Develop and maintain database for vacant industrial, commercial and downtown mixed-use building space.Identify square footage, use and occupancy status by floor and make available on the City’s website.GE.h. Expand business retention and expansion efforts.Partner with other City departments and the County Department of Development to expand City/business relationships.GE.i. Complete a comprehensive re-write of the City’s Zoning and Subdivision regulations.Involve business, development and community interests. Eliminate unnecessary and outdated regulations and improve readability. Streamline internalreview processes. Incentivize consistently high-quality development. Reflect X-Plan Future Land Use plan and related policies.GE.j. Create a virtual “one-stop shop.”Create an enterprise asset management (EAM) system to be shared by all City/County agencies involved in the development review process. Such asystem would create a virtual “one-stop shop” that improves customer service and staff efficiency.GE.k. Develop a customer service initiative.Provide customer service/message training for City employees and County permitting agencies. Reinforce messaging developed in GE.c. Appoint staffmember(s) or a third party organization assist applicants through permit processes.GE.l. Create an Economic Development Advisory Board (EDAB).The EDAB will increase communication, raise awareness and elevate pressing economic development issues to City leadership.P 1 Redesigned webpage DEVPZ, ENG, ITP/O 1-3 Database linked towebsiteI 1-2 Executable marketingplanI 1-3 Approved agreementswith stakeholdersI 2-3 Approved agreementswith stakeholdersI 1-3 Clean, marketable sitewith end userP/O 1-3 Database with onlinesearch capabilityO 1-3 Work plan withoutreach scheduleDEVPZ, ENG, IT, PSDEVCMO, GCDEV, DDC, XACCCMODEV, ENG, FIN, FD, LAW, PS,PZ, CSU, WU, PTS, XTWPCMODEV, ENG, FIN, FD, LAW, PS,PZ, GCAP, BTWPDEVCMO, ENG, FIN, LAW, PS, PZDEVIT, PZ, UTBDEVCMO, GCDEVP 1-2 Rewritten XCO Title 12 PZDEV, ENG, FD, LAW, PS,XPZC, DXN, XACCP 1-2 Shared EAM serverwith multi-jurisdictionaluse agreementP/O 2-3 Staff training/applicantassistance programsI 1 Board membership,regular meetingsO 2-3 Identified collaborativeproject (example:African Am. historicaltrail)PZENG, FD, PS, IT, GCBR, GC-CHD, GCGISCMOAll City Depts, GCBR, GCCHDDEVCMODEVCMO, PZ, CSU, WU, PTS,XCSDAssociated Strategies(Primary/related)GE1.1CC8.1/8.2, GE1.2/2.2/5.1GE1.2GE3.4/5.1GE2.2GE1.1/2.1/2.3/6.3GE3.1CC7.4, GE7.1GE3.2CC7.4GE4.1Chapter 8 Action PlanGE5.1GE1.2/6.1, CC5.2, SC2.2/5.4/6.1GE5.2GE6.2GE6.1CC2.4/4.2/6.2, GE1.1/1.3, NG1.6,SC2.1/2.2GE6.1GE1.1/5.1GC6.2CC7.5/8.1/8.2, GE1.1/5.4GE6.3CC8.1/8.2, GE1.1/5.4/7.1/7.4GE7.1CC8.3/8.4, GE2.2/2.3/2.4/3.1,NG4.2, SC2.6/3.2/6.4/6.5/7.3/7.5GE7 Foster Town and Gownand Healthy CommunityPartnershipsGE.m. Establish a Town and Gown task force (subcommittee of EDAB).Identify partnerships that further X-Plan objectives such as branch campuses, workforce development, tourism and revitalization. One “early win”could be an African-American historical “trail” that promotes and connects Xenia’s bike path users with the recently established Charles Young BuffaloSoldiers National Monument in Wilberforce and other local historical sites.Type Responsibility/Support (City Departments/Boards) Responsibility/Support (City Partners)Key toI= Initiative Completion will generate additionalaction items.and Cultural Activities LAW Law Department BTWP Beavercreek Township GCAP Greene Co. Airport GCGIS Greene Co. Geographic Info. Systems XACC Xenia Area Chamber of CommerceBRACA Bd. for Recreation, Arts IT Information Technology AIA Athletes in Action GCA Greene Co. Auditor GCDEV Greene Co. Dept. of Development WU Wilberforce UniversityAbbreviations P=Project Discrete project to be completed CMO City Manager’s Office PD Police CSU Central State University GCBR Greene Co. Dept. of Building Regulation GCHS Greene Co. Historical Society XACT Xenia Area Community Theaterwithin the years indicated. DEV Development PS Public Service DDC Dayton Development Coalition GCC Greene Co. Commissioners GCPT Greene Co. Parks and Trails XARSC Xenia Adult Recreation & Services CenterO=Ongoing Continuous tasks. ENG Engineering PZ Planning and Zoning DPL Dayton Power and Light GCCC Greene Co. Career Center GCT Greene Co. Treasurer XCSD Xenia Community School DistrictFD Fire UTB Utility Billing DXN Downtown Xenia Now GCCHD Greene Co. Combined Health District HBA Home Builders Association of Dayton XTWP Xenia TownshipFIN Finance XPZC Xenia Planning and Zoning Comm. FOXS Friends of Xenia Station GCCVB Greene Co. Convention & Visitors Bureau PTS Payne Theological Seminary YMCA Young Men’s Christian Association8.4

Chapter 8 Action PlanGoal NG: Make Our Neighborhoods Great - 3-year Action PlanCity of Xenia Comprehensive PlanObjective Action Description Type Years Outcome Responsibility/SupportNG1 Create and Maintain theBuilding Blocks for SuccessfulNeighborhoods CitywideNG2 Sustain Vital NeighborhoodsNG3 Stop Neighborhood DeclineNG4 Restore DistressedNeighborhoodsNG.a. Develop and maintain a neighborhood indicator database.Track and monitor code violations, housing values, vacancy rates, single-family rental conversions, foreclosures, crime, etc., using aGIS-based property database. Use analysis to inform code enforcement and other housing policies.NG.b. Develop annual code enforcement work plans and obtain leadership support.Identify neighborhoods for proactive enforcement as well as a public relations strategy.NG.c. Update the Property Maintenance Code and related ordinances.Replace the City’s current 1996 BOCA code with the most recent International Code Council (ICC) Property Maintenance Code,making adjustments for local conditions where necessary. Continue to incorporate updates to the code as they are issued by ICC.NG.d. Establish a Land Bank to facilitate acquisition and reuse of vacant properties.Work with other Greene County jurisdictions to present a case for a land bank to Greene County Commissioners. Develop protocolsand policies governing eligible properties, maintenance and end users.Refer to Actions NG.b., NG.c.NG.e. Implement a proactive, systematic code enforcement program.Annually assess neighborhoods for violations, block by block, where “stop neighborhood decline” or “restore distressedneighborhoods” is the X-Plan objective. Notify the public in advance and partner with residents/community-based organizations.Match owners with any available grants, incentives or community service providers where applicable.NG.f. Launch a housing rehabilitation incentive program.Consider utilizing CDBG funding, home energy audits/financing, first-time homebuyer assistance, and Community ReinvestmentArea tax abatements. Target usage of funds in confined areas where possible to create a lasting impact, rather than a scattershotapproach.NG.g. Prepare and initiate implementation of an East End revitalization master plan.Involve residents, churches and partners such as CSU’s Tawawa CDC. Comprehensively address neighborhood needs. Identifyproperty-specific reuse and redevelopment strategies for vacant land/buildings, including the Old East High School. Explore a morecentralized location for Lexington Park as an anchor for revitalization. Work with partners to identify funding and phasing.O 1-3 Database with published reports PZDEVO 1-3 Work plan PZCMO, LAW, GCBR, GCCHDP 1 Updated components of XCOPart 14I 1-3 Funded land bank with Cityparticipation and operationalpoliciesO 1-3 Inclusion in work plan, before/after photosPZLAWCMOPZ, DEV, LAW, GCDEV,GCT, other Greene CountycommunitiesPZLAW, GCBR, GCCHDI 1-3 Active incentive program DEVPZ, GCDEV, DPL, banksI 1-2 Strategy for each parcelLexington Park development planFunding mechanismsPZCMO, BRACA, DEV, ENG, PS,XPZC, CSU, WU, PTSAssociated Strategies(Primary/related)NG1.1NG1.2NG1.2CC2.1/8.2, NG1.1/1.3/2.1/3.1/4.1,SC6.2NG1.3CC2.1, NG1.2/2.1/3.1/4.1, SC6.2NG1.4CC2.1, NG1.2/3.1/4.1, SC6.2NG3.1/NG4.1CC8.2, NG1.1/1.2/1.3/1.4/1.7NG3.2NG1.2/1.6/1.7/3.1/3.4/4.1/4.3NG4.2CC6.1, NG1.4/1.6/1.10/4.3Key toAbbreviationsType Responsibility/Support (City Departments/Boards) Responsibility/Support (City Partners)I= Initiative Completion will generate additionalaction items.and Cultural Activities LAW Law Department BTWP Beavercreek Township GCAP Greene Co. Airport GCGIS Greene Co. Geographic Info. Systems XACC Xenia Area Chamber of CommerceBRACA Bd. for Recreation, Arts IT Information Technology AIA Athletes in Action GCA Greene Co. Auditor GCDEV Greene Co. Dept. of Development WU Wilberforce UniversityP=Project Discrete project to be completed CMO City Manager’s Office PD Police CSU Central State University GCBR Greene Co. Dept. of Building Regulation GCHS Greene Co. Historical Society XACT Xenia Area Community Theaterwithin the years indicated. DEV Development PS Public Service DDC Dayton Development Coalition GCC Greene Co. Commissioners GCPT Greene Co. Parks and Trails XARSC Xenia Adult Recreation & Services CenterO=Ongoing Continuous tasks. ENG Engineering PZ Planning and Zoning DPL Dayton Power and Light GCCC Greene Co. Career Center GCT Greene Co. Treasurer XCSD Xenia Community School DistrictFD Fire UTB Utility Billing DXN Downtown Xenia Now GCCHD Greene Co. Combined Health District HBA Home Builders Association of Dayton XTWP Xenia TownshipFIN Finance XPZC Xenia Planning and Zoning Comm. FOXS Friends of Xenia Station GCCVB Greene Co. Convention & Visitors Bureau PTS Payne Theological Seminary YMCA Young Men’s Christian Association8.5

City of Xenia Comprehensive PlanGoal SC: Strengthen Our Core - 3-year Action PlanObjective Action Description Type Years Outcome Responsibility/SupportSC1 Create Vibrant Downtown- SC.a. Increase utilization of Xenia Station - recruit a permanent tenant and increase programming.I 1-3 RFP, tenant, increased DEVAdjacent Neighborhoods Issue and regionally advertise an RFP for a permanent tenant. Consider allowing food/drink vendors. Add events through Action SC.i.event frequencyIT, PS, FOXS, GCPTSC2 Change Downtown’s Role SC.b. Amend zoning and parking policies to encourage upper-floor residential and a broader range of retail/entertainment/arts uses. P 1 Amended parking policy/ PZ CMO, DEV, PD, LAW,Allow building owners to lease public parking spaces. Change upper-floor residential and more retail/entertainment/arts uses to permitted uses.zoningXPZC, DXNSC3 Redevelop Xenia TowneSquareSC4 Create a Welcomingand Comfortable PedestrianEnvironmentandSC5 Make Downtown theBicycle Hub of the MidwestSC6 Reposition VacantPropertiesSC.c. Develop promotional and networking resources to attract and grow downtown retail/entertainment uses.Work through Downtown Xenia Now to creatively promote available space (e.g. window stickers) and create business networking opportunities.SC.d. Identify space and resources to make downtown a community event hub.Form an interdisciplinary committee to study event needs and identify the short-term/long-term locations and resources needed.SC.e. Market downtown to development professionalsMeet with developers/brokers/bankers that have expertise in urban infill/adaptive reuse/redevelopment.SC.f. Prepare phased redevelopment concept alternatives for Xenia Towne Square.Build on concepts developed in the 2008 Downtown Strategic Plan and create alternatives with rough cost estimates and phasing.SC.g. Form a coalition of interested partners and resources for the redevelopment of Xenia Towne Square.Meet with Xenia Towne Square leaseholders, outside developers, area institutions and potential financial assistance providers to build support.SC.h. Develop and administer an annual bike path user survey.Measure usage, determine where users live, and ask users what can be done to enhance their experience while visiting Xenia.SC.i. Add and promote annual trail-related events.Examples include bike races, running races, triathlons, “X-games”-style bike rallies, bike-based treasure hunts or obstacle courses, bike art festivals, etc.SC.j. Evaluate and construct improvements to improve north/south bike access to and through the heart of downtown.Evaluate impact of and alternatives to replacing a travel lane with a bike path on Detroit St. between Church and Third Sts.SC.k. Evaluate and adopt a vacant property registration ordinance for downtown area commercial/mixed-use buildings.Track owner contact information and consider penalties for long-term vacancy without active marketing efforts.SC.l. Implement a proactive, systematic code enforcement program.Annually assess downtown for Building/Fire/Property Maintenance Code violations. Advertise in advance and match owners with incentives if applicable.O 1-3 Promotional materialsNetworking eventsI 2 Designated location(s),Resources needed, plansO 2-3 Identify interesteddeveloper(s)/project(s)P 1 Conceptual redevelopmentalternativesI 1 Letters of commitmentFunding resourcesDEVDXNCMO PZ, DEV, PS, FD,PD, GCC, DXNDEVPZDEV, DXNPZ/DEVCMO, FIN, LAW, DXNO 1 Survey results DEVGCPT, FOXS, MVRPCO 2-3 At least one additional DEV DXN, FOXS, GCPT,significant eventCMO, PS, PD, GCCVB, XACCP 1-2 Traffic/alternativesanalysis, inclusion in CIPI 1-3 New section in XCO Part14, administrative policiesO 1-3 Inclusion in work planBefore-and-after picturesPZ ENG, PS, DXN, GCPT,MVRPCPZDEV, XFD, GCBR, LAW, DXNPZ/FDGCBR, LAW, DEV, DXNChapter 8 Action PlanAssociated Strategies(Primary/related)SC1.1CC6.1, SC1.7SC2.1/SC2.2CC5.3, GE6.1, SC2.5SC2.2CC5.1/5.2/5.3, GE5.1/5.2SC2.3CC6.1, SC2.7/3.1SC2.4SC2.2/2.5/3.2SC3.1CC1.1, GE7.1/7.2, SC2.3SC3.2 CC1.1/5.1/5.2/5.3,GE7.1/7.2/7.4, SC2.2/2.4/2.5SC5.1All of CC3 and SC5SC5.2CC3.4/8.1, SC2.3SC5.3CC3.1/3.2/3.3, GE7.4, SC4.3SC6.1GE5.1, NG1.4, SC6.2SC6.2CC2.1/8.2, SC6.1/7.2/7.3SC.m. Prepare "Hub District" properties for redevelopment: Environmental assessments, redevelopment concepts and site control. I 1-2 Completed Phase 1/2 PZSC6.3Secure site control through development agreements with proactive owners or acquisition. Apply for assessment grants and prepare concept plans.assessments.DEV, FD, LAW, GCBR, DXN CC2.1/4.1/4.3/8.4, NG1.4,Priorities include redevelopment/rehabilitation of the Eavey Building and creation of public greenway behind Xenia Station (see Map 5.1, Chapter 5).SC6.1/6.2/7.2/7.3SC.n. Seek funding and end users for cleanup and redevelopment of the "Hub District."P 2-3 Financing/end users DEVSC6.4 CC4.3/GE7.1/7.2,Issue RFP’s and seek grants/financing for cleanup/redevelopment/rehabilitation. Focus on properties on S. Detroit and adjacent to Xenia Station first.securedPZ, FOXSSC2.2/2.4/2.5SC7 Leverage Downtown’s SC.o. Achieve Historic District status for downtown.P 1-2 National Register Historic DEVSC7.1Historic AssetsPrepare property inventory and submit necessary application materials to the Ohio Historic Preservation Office.District statusPZ, GCHS, DXNCC5.3, All of SC7SC.p. Restore and promote the City's Facade Loan programI 1-3 Facade improvement DEVSC7.2Apply for CDBG funding to re-instate this program that assists building owners with facade rehabilitation.projects completed PZ, DXNCC5.3SC.q. Seek and promote incentives to rehabilitate building upper floors and interiors.I 1-3 Full-building renovation DEVSC7.3Identify City/grant funding to help property owners with the costs of performing structural analysis, preparing designs and/or performing the work.projects completed DXN, GCBRCC5.3Type Responsibility/Support (City Departments/Boards) Responsibility/Support (City Partners)Key toI= Initiative Completion will generate additionalaction items.and Cultural Activities LAW Law Department BTWP Beavercreek Township GCAP Greene Co. Airport GCGIS Greene Co. Geographic Info. Systems XACC Xenia Area Chamber of CommerceBRACA Bd. for Recreation, Arts IT Information Technology AIA Athletes in Action GCA Greene Co. Auditor GCDEV Greene Co. Dept. of Development WU Wilberforce UniversityAbbreviations P=Project Discrete project to be completed CMO City Manager’s Office PD Police CSU Central State University GCBR Greene Co. Dept. of Building Regulation GCHS Greene Co. Historical Society XACT Xenia Area Community Theaterwithin the years indicated. DEV Development PS Public Service DDC Dayton Development Coalition GCC Greene Co. Commissioners GCPT Greene Co. Parks and Trails XARSC Xenia Adult Recreation & Services CenterO=Ongoing Continuous tasks. ENG Engineering PZ Planning and Zoning DPL Dayton Power and Light GCCC Greene Co. Career Center GCT Greene Co. Treasurer XCSD Xenia Community School DistrictFD Fire UTB Utility Billing DXN Downtown Xenia Now GCCHD Greene Co. Combined Health District HBA Home Builders Association of Dayton XTWP Xenia TownshipFIN Finance XPZC Xenia Planning and Zoning Comm. FOXS Friends of Xenia Station GCCVB Greene Co. Convention & Visitors Bureau PTS Payne Theological Seminary YMCA Young Men’s Christian Association8.6