Location ∙ Michigan

Services Provided ∙ MEDC Strategy Guides ∙ Training

Schedule ∙ Professional Services: 2015–Current

PDG Project Team ∙ Randy A. Mielnik, AICP, LEED AP ∙ Lauren O. Falcone, AICP ∙ Beth A. Barton, Graphic Designer

Working as a sub consultant to LSL Planning, PDG assisted the Michigan Economic Development Corporation (MEDC) to prepare two guidebooks to act as a resource for Michigan communities working on Redevelopment Ready Communities® (RRC) certification requirements. The MEDC offers the RRC program to municipalities across Michigan as a voluntary program designed to promote effective redevelopment strategies through a set of best practices. RRC certified communities signal a proactive, business friendly environment to developers and investors. Once certification is achieved, communities with solid development projects receive priority for funding at the MEDC and MSHDA. The MEDC also assists in marketing a certified community’s top three Redevelopment Ready Sites® if packaged to the best practice standard.

The two guidebooks prepared included a local Economic Development Strategy Guide and a Marketing and Branding Strategy Guide. Both guides act as a resource for communities working on certain RRC certification requirements. Each guide is a tool describing recommended processes and

sample language. The guides are flexible so as to meet different needs and capacities, with processes that can be tailored to fit communities across Michigan.

ReferenceJennifer M. Rigterink, Manager Technical Assistance ProgramsRedevelopment Ready Communities® & Michigan Main StreetMichigan Economic Development Corporation300 N. Washington Square Lansing, MI 48913517.202.1577 rigterinkj@michigan.org

MICHIGAN RRC PROGRAM STRATEGY GUIDES

WWW.POGGEMEYER.COM

ECONOMIC DEVELOPMENT STRATEGIES

about the requirements of the program; and coordinating these efforts with the State, as needed. Programs were created in Bucyrus, Crawford County, Fremont, Lucas County, Maumee, Perrysburg, Putnam County, Greenville, Upper Sandusky, Galion and Wood County, Ohio, and the City of Sparks, Nevada.

REVOLVING LOAN FUND (RLF) ADMINISTRATION

Assists companies with the preparation of Revolving Loan Fund (RLF) applications; review of CDBG requirements, acquisition of the Ohio Development Services Agency (ODSA)) and Ohio Historic Preservation Office (OHPO) approval; completion of Environmental Review Record (ERR); preparation of closing binder documents (CBD’s); job certifications; and close-out. Additionally, PDG meets with the Revolving Loan Fund Committee for review/approval of each application. RLF administrative assistance is provided (or has been) to companies in several communities including Lucas County, Maumee, Perrysburg, Greenville, Galion, Wood County, Upper Sandusky, City of Defiance, Fremont and Lorain County, Ohio.

FALLEN TIMBERS MALL COST/BENEFIT ANALYSIS

Poggemeyer Design Group, Inc. (PDG) developed a financial Cost-Benefit Analysis for the then proposed Fallen Timbers Mall and adjacent commercial development. The mall was

developed by General Growth Partners (GGP), the second largest mall developer in the world, and the adjacent acreage is proposed to be developed by the Isaac Corporation, a local developer.

Assumptions were made based on the most current, detailed information available from developers, property owners, and the local government agencies providing services and infrastructure. These assumptions and the resulting numbers were compared to comparable malls developed by GGP and other developers, in comparable cities and in Toledo. GGP’s malls in Grandville, Michigan and Coralville, Iowa were compared, as were Franklin Park Mall and Southwyck Mall in Toledo.

Increased financial costs to Maumee and Lucas County included necessary improvements in road and infrastructure maintenance, police, fire protection, EMS services, and the increased load on the Maumee Courts. Increased benefits to various entities include revenues generated from income taxes on employee and construction workers’ wages; real and personal property taxes on the new facilities, equipment, and inventory; sales tax revenues; hospitality tax revenues; and permit fees.

The analysis looked at costs and benefits from 2002 through 2013, with the anticipation of the mall starting construction in 2002 and opening in September 2004.

The main contentious issue was whether or not the City of Maumee would be required to add a full-time fire fighting force to address additional calls from the mall and adjacent area. Since the City had been discussing a transition to

COMMUNITY REINVESTMENT AREA (CRA) AND/OR ENTERPRISE ZONE (EZ) CREATION

RE-CERTIFICATION AND/OR ADMINISTRATIONAssisted communities and counties with the establishment, re-certification to meet the requirements of SSB 19 and the administration of these tax incentive programs for many communities and counties. Our clients include Allen County, Beaverdam, Columbus Grove, Crane Township (Wyandot County), Fostoria, Galion, Genoa, Gibsonburg, Grafton, Grand Rapids, Greenville, Huron, LaGrange, Lakeview, Leipsic, Lucas County, Maumee, Perrysburg, Perrysburg Township (Wood County), Rossford, Sidney, Springfield Township (Lucas County), Sylvania Township (Lucas County), Tipp City, Toledo, Upper Sandusky, Walbridge, Waterville, Wellington, Whitehouse, Wood County, Wooster and seven (7) townships in Wyandot County.

REVOLVING LOAN FUND DEVELOPMENTCompleted preparation of revolving loan fund programs based on State guidelines and Community Development Block Grant regulations. Activities involved selecting committee members; developing the program and review process; educating the committee members; assisting in soliciting, reviewing and approving applications; assisting the banks with the credit analysis; informing applicants

Statement of Qualifications Economic Development Strategies

a full-time force, mainly due to a decrease in the number of volunteers, and since other comparable malls recorded few annual fire calls, options were provided showing the impacts with a full-time force, a scaled full-time force with only a percentage attributable to the mall area, and no full-time force. One conclusion reached was that if Maumee decided to go to a full-time fire fighting force, the mall and adjacent development would certainly help pay for the additional expense.

For the City, PDG also analyzed the use of tax increment financing (TIF) and the creation of a joint economic development zone (JEDZ) for the mall.

Fallen Timbers Mall officially opened in October, 2007. It is an open-air lifestyle center with over 1 million square feet of retail space.

WHITEHOUSE ECONOMIC DEVELOPMENT STRATEGY

Retained by the Village of Whitehouse to prepare an Economic Development Strategy/Master Plan for the Village, as well as an update. Working with a Planning Team consisting of elected and appointed Village officials, developers, Chamber and industry representatives and residents, PDG developed a Plan which addressed key areas of concern for the community. These key areas included:

∙Establishing development scenarios for key growth areas,

∙SR64 at the proposed US 24 Bypass just east of the Village,

∙SR 64 and SR 295 west of the Village,

∙ the Sullivan Property,

∙ the Blue Creek Conservation area,

∙Whitehouse Industrial Park Expansion,

∙Wise Farm/Whitehouse Square, and

∙ the Downtown.

Development strategies, financing alternatives, time tables, key players and regulation changes were discussed and recommended.

EVENDALE READING ROAD REVITALIZATION PLAN

Prepared a market-based revitalization strategy for the redevelopment of Reading Road, the main roadway within the Village, along with subconsultants Boulevard Strategies and The Pizzuti Companies. Tasks included a market analysis, corridor profile, scenario building workshops, streetscape design, land use plan, redevelopment scenarios for various parcels of land and a cost/benefit analysis for a proposed development on the largest vacant parcel of land along the Corridor. Recommendations included:

∙Developing the Reading Road and Glendale-Milford Road intersection and ½ mile in each direction as the “Village Center,” incorporating “New Urbanism” standards to create an identifiable and walkable “sense of place.” Landscaping, water features, pedestrian crosswalks, decorative street lighting, and other design elements were recommended to make the intersection more pedestrian friendly.

∙A major retail/office development for the JEB investment property, as well as redevelopment of the PG Graves Industrial Park, both in the southwest quadrant of the intersection, to further the concept of the Village Center.

∙Additional development and redevelopment of Village Crossings, in the southeast quadrant, to provide better vehicular access as well as opportunities for additional medical office facilities in this retail/office complex.

∙ Land uses for Village-owned properties along the Corridor, including office condos, residential-style office buildings, and office/retail complexes on the Imperial Hotel and the Churchill sites.

∙Enhancement and extensions of existing streetscaping design elements throughout the Corridor, especially at the main intersection; at the entrances to Gorman Farm, Formica, the JEB property, etc.; and around the I-75 interchange, including pedestrian walkways, signage and gateways.

NEWCOMERSTOWN CORRIDOR STUDY

Completed a corridor plan for US 36 near the Village of Newcomerstown, Ohio. US 36 is an important thoroughfare that intersects I-77 in southern Tuscarawas County just east of the Village. Areas along this corridor are highly regarded as industrial development sites given flat topography, rail access and proximity to the interstate highway system. This area is also rapidly developing as a commercial corridor. With increasing development activity and increasing traffic flow concerns, local officials responded with the development of a corridor plan to provide an overall vision for development and traffic circulation. Funding

WWW.POGGEMEYER.COM

for this project was obtained from the Governor’s Office of Appalachia and secured by the Ohio Mid-Eastern Governments Association (OMEGA) and the Governor’s Economic Development and Community Development Representatives for Region 11.

The completed corridor plan was the product of several meetings with a local steering committee that included state, county and local officials. At each of the meetings, development concepts and traffic management improvements were discussed. This led to the development of a consensus regarding both short and long term development and traffic management issues. Along with overall land use and circulation concepts, several intersection details were designed with planned land use scenarios. Specific implementation steps were also identified.

LEIPSIC 2020 DEVELOPMENT PLAN

Assisted the Village of Leipsic in preparing a development strategy for the area to the north of the Village dubbed the “Golden Triangle” as it sits between three railroads. Eight development sites were identified and analyzed from an infrastructure perspective. Costs for proposed extensions of water, sanitary sewer and storm sewers were estimated, as were road and rail improvements required to access the sites.

Land uses (existing and future), environmentally-sensitive areas, zoning, transportation, land ownership and control

and infrastructure, including electric and gas, were evaluated in determining the eight best sites for development. The final report also identified strategies to promote economic development including linear walkways and green spaces, additional single-family and multi-family development, downtown revitalization, access management along major corridors, gateways, innovative improvements to the Village’s zoning code and other incentives to entice continued positive economic development within the Village.

HILLSDALE COUNTY COMMUNITY VISIONING AND ECONOMIC DEVELOPMENT PLANHILLSDALE COUNTY, MICHIGANTeamed with Jarret Consulting to assist local leaders with establishing a long-term vision for economic development. Recent downturns in manufacturing in the area (and throughout the Midwest) prompted local leaders to seek professional planning assistance in a substantial effort to chart a new course for economic development efforts.

Work on this significant project began with a high level of community engagement. This included one-on-one interviews with local community leaders, four county-wide visioning sessions and a large number of focus groups held in local business districts. Additional outreach efforts include web-based surveys for school-aged residents and existing business and industry representatives.

Preliminary directions being taken with this effort include a substantial emphasis on entrepreneurship, tourism, unique local businesses, specific quality of life dimensions and heritage tourism.

CRESTLINE INDUSTRIAL RAILROAD CORRIDOR FEASIBILITY STUDY, COST/BENEFIT ANALYSIS AND MARKETING PLAN

Prepared a feasibility study which analyzed several options for development of a 133-acre parcel of land purchased by the City several years ago. The land is on the City’s western corporate limits, is adjacent to and south of the CSX railroad, and is less than one mile north of the proposed US 30 Bypass interchange with SR 598, the property’s western border. The US 30 Bypass is currently under construction and is anticipated to provide unparalleled access to this area which is already accessible by railroad. The study was funded by an EDA Technical Assistance Grant and the City’s Revolving Loan Funds. Once the preferred option for the layout of the 133 acres was selected, PDG prepared a Cost/Benefit Analysis for the proposed project to determine the affordability of the project for the City and to quantify the need for State and Federal assistance. EDA’s new Investment Criteria were addressed in this process in anticipation of submittal of an EDA Public Works grant application. A marketing plan was prepared to qualify for State 629 Roadway Funds.

Statement of Qualifications Economic Development Strategies

GALION TELECOMMUNICATION FEASIBILITY STUDY

In 2001, EDA provided a grant to the City of Galion to evaluate and plan for a fiber optic network to provide businesses with high-speed, broadband access to the Internet and other telecommunications services. Businesses in Galion reported frustration that their telecommunication needs for access to these services were not being met. As of early 2002, only dial-up and satellite internet connectivity were available at speeds much too slow for modern data, voice and video business needs. Faced with the loss of jobs as businesses began to move high tech operations to larger urban areas, and concerns for recruitment of new businesses, the City asked telecommunication carriers to meet the needs of its largest businesses affected by limited telecommunications.

Galion recognized that it was being excluded from broadband service by internet service providers for economic reasons. The small size of the broadband market in Galion and the high cost of extending service connections to businesses equated to a lower priority for investment by service providers because of limited returns. Since Galion had its own electric utility, the City decided to design a fiber optic infrastructure that would link residents and businesses into a community network that could be extended the “last mile” to internet service carriers.

Surveys regarding the telecommunication needs of the business community were conducted and this

information was marketed to internet service providers. This activity provided the consultant with data for the design of a comprehensive telecommunications network, but also resulted in the cable TV carrier launching a cable modem and fiber optic internet service, although it was limited to the downtown and residential areas, and did not service the industrial parks or areas where the cable TV service had not been extended. In the fall of 2002, the local phone company also began to offer phoneline broadband internet connectivity (DSL service) to residents and businesses located within a limited distance of the switching station in the downtown area.

As a result of this study, several opportunities have developed to form partnerships to construct portions of the network. However, as the City began to seek State grants for constructing this infrastructure, the cable TV/Internet Service provider offered to build the network and operate it for the community. The EDA-funded study, released in December 2002, defined a telecommunication solution that the City could construct for its own network, and outlined a partnership and financing strategy for the City and the cable TV/Internet Service provider.

GALION ANNEXED AREA LAND USE CONCEPT PLAN

After annexing nearly 1,400 acres northeast of the City, local landowners and city leaders engaged PDG in a sustained planning effort for this area. With the construction of a new alignment for US 30 along the north side of this annexed area, along with a new interchange near the center of this area,

development pressures are expected to be substantial. This new interchange is planned to be a new major gateway to the Galion Community.

PDG worked with a committee of property owners to arrive at a common vision for development of this area. Land uses at build-out are expected to include industrial and warehouse uses near the airport and along existing rail lines. Some of this industrial property is planned to be marketed as a technology park as high-speed fiber optic infrastructure is provided as part of a larger city-wide effort. Upscale campus-style offices and commercial development is expected in key locations, along with several types and styles of residential development at various densities. During the development of the plan, major urban and rural environmental characteristics were identified and new visions for physical development were crafted. Centerpieces of this plan included deliberate emphasis on preserving rural character and environmental assets, and high urban design standards for commercial, office and industrial uses, After the plan was completed, PDG was retained to work with local officials to develop new zoning districts to implement planning goals.

NEW BREMEN/GERMAN TOWNSHIP DEVELOPMENT STRATEGIES

Retained by the New Bremen CIC, which represents the Village of New Bremen, German Township and the New Bremen School District to undertake focus group sessions to solicit input and gain consensus on future

WWW.POGGEMEYER.COM

developments and providing connectivity and improved access to the walking path adjacent to SR 66. Specific improvements and revised development standards were recommended for signage, lighting, landscaping, gateways and zoning regulations to ensure a cohesive urban design. Both communities were encouraged to develop and adopt uniform standards through a Corridor Overlay Zoning District to implement these recommendations.

GALION DEVELOPMENT INCENTIVES ANALYSIS

Retained PDG to evaluate existing incentive programs within the City and to recommend additional programs or changes to existing programs. Five key areas were addressed including 1) Incentives for new development, 2) Incentives for redevelopment of existing areas, 3) Housing initiatives, 4) Special project incentives, and 5) Incentives to entice adjacent companies into the City. Recommendations included:

∙Recertification of the Enterprise Zone to include recently annexed areas.

∙Better utilization of the City’s two Revolving Loan Funds.

∙More frequent use of the CDBG-Economic Development grant program.

∙Pursuing the EDA Public Works Grant Program.

∙Pursuing State Discretionary Grant programs.

∙Potential use of TIF.

∙Cost recovery programs such as impact fees and pay cash to tap fees.

∙More innovative zoning controls and updating old

for retail development; and improving community-wide communications.

NEW BREMEN/MINSTER CORRIDOR STUDY

Assisted the Villages of Minster and New Bremen with developing a joint Corridor Plan for the section of SR 66 between the two villages. After a series of site visits, public meetings and collaboration between Minster and New Bremen, a plan was developed to promote consistent and coordinated development along the Corridor.

The SR 66 corridor has undergone considerable change in the past few years as a result of private development and public improvements. Careful land use and transportation planning reduced land use conflicts and helped maintain an acceptable balance of traffic flow and access to adjoining properties. As this area transitions from a rural to a suburban area, a more walkable and human-scale urban corridor was envisioned. Emphasis was placed on pedestrian movement and urban amenities and commercial in-fill development was encouraged, with transitional uses of mixed-density residential and less-intense commercial to single-family residential. Overall, land uses were encouraged to maintain the communities’ Main Street feel.

A uniform speed limit was recommended along with new traffic signal placement, required access roads and uniform access control standards. Greater pedestrian movement would result from sidewalks being extended and widened along the entire corridor, installing crosswalks at all signalized intersections including internal pedestrian connection walkways in private

development strategies for the community. These focus groups were anticipated to be the first step in a community-wide comprehensive planning process. Several meetings and four separate focus groups were held with the CIC, a Steering Committee of the CIC, residents and industrial and commercial representatives of the community.

Assets and liabilities of the community were identified and discussed in each of the focus groups. These were divided into five categories including Land Use, Transportation, Quality of Life, Public Facilities, Utilities and Services, and Commercial and Economic Development. Most of the report was dedicated to identifying where the participants felt the community should be within the next 10 to 15 years and how they might get there. Special emphasis was made on identifying the CIC as an umbrella organization which could spearhead implementation of a variety of strategies recommended for economic and community development, transcending any political biases of the local governments.

Strategies included encouraging additional single-family and multi-family housing developments; preserving the existing quality of life; promoting a senior living complex; developing a master plan for the downtown and the canal; preparing a corridor plan for SR 66; pursuing joint water services and EMS with the Village of Minster; diversification of the industrial base; maintaining the quality of education and expanding post high school educational opportunities; enhancing elderly and handicapped day care facilities; establishing a youth center; expanding the park system; promoting tourism; providing more opportunities

ED PROJECT EXPERIENCE

Statement of Qualifications Economic Development Strategies

standards to reflect new needs.

∙Developing a targeted marketing plan for industries.

∙Constructing a spec building.

∙Creating a Community Reinvestment Area (CRA) in existing neighborhoods and the downtown.

∙Assisting developers with affordable housing developments.

∙Promoting the development of moderately priced homes.

∙ Increasing assistance efforts to first-time homebuyers.

∙ Leveraging available funds for major projects such as the Depot and the Hotel.

∙Developing a local job creation and retention grants program.

GALION BIG FOUR DEPOT ADAPTIVE REUSE STUDY

Assisted the City of Galion and Main Street Galion with undertaking a two-day citizen charrette to determine the best new uses for the historic Big Four Depot in Galion Uptown. This 100-year-old building is critical to continued revitalization of the downtown and the economic development goals of the City. Listed on the National Register of Historic Places, the Depot was purchased by the City in order to gain control of its future. Extensive research on the building was conducted and presented to the public, in addition to funding sources, and a review of similar facilities in other cities. A Strength, Weaknesses, Opportunities and Threats (SWOT) analysis was part of

the charrette, and consensus was reached on several issues, primarily that the ultimate reuse had to be self-supporting. Numerous strategies were presented as acceptable adaptive uses to promote redevelopment of the Depot.

MAUMEE DEVELOPMENT INCENTIVES ANALYSIS

Retained PDG to evaluate existing incentive programs and to recommend changes to these programs or new programs that would help attract companies to Maumee and retain existing companies, encouraging them to expand within the City. Some of the recommendations included:

∙Creating a CRA for older neighborhoods and shopping centers, as well as the Uptown.

∙ Lowering self-imposed requirements on the City’s Enterprise Zone.

∙ Investigating the use of other funds to capitalize its Jobs Creation Grants Program.

∙ Linking the City’s two Revolving Loan Funds (RLF) to create a Local Investment Pool for unique projects.

∙Creating a Community Development Corporation (CDC).

∙Considering the use of TIF, where appropriate.

∙Utilizing cost recovery methods such as impact fees and pay cash to tap, where appropriate.

∙Administering CDBG-Downtown Revitalization Grant programs.

∙Developing a Lender Commitment Program with area banks.

∙Revitalizing commercial corridors, including extending the downtown streetscaping through them.

∙ Targeting the Sophia Street area for redevelopment as the “Trail Blazer Business Center.”

∙Amending the zoning regulations to promote redevelopment in older residential areas.

GALION EAST SIDE CONCEPT PLAN

Assisted the City of Galion and Main Street Galion with analyzing the existing economic conditions on the east side of the Downtown Target Area along Harding Way to identify opportunities and constraints for redevelopment. Residential and commercial land uses, as well as light industrial uses along the railroad and South Street were reviewed in terms of compatibility with neighboring land uses, occupancy, renovation potential, adaptive reuses, sharing of parking facilities and potential demolition and reconstruction. Public improvements such as streetscaping and decorative street lighting, alley resurfacing, new sidewalks and off-street parking were recommended. Incentives such as Community Reinvestment Area tax abatement and extensions of existing CDBG-DT grant programs were suggested to spur redevelopment activities. The need for public input, especially with property owners and tenants, was recommended as the project proceeds to the next steps prior to implementation.

ORRVILLE INDUSTRIAL PARK FEASIBILITY STUDY AND RFP FOR DEVELOPERS

In 2001, PDG compiled a feasibility study for the City of Orrville’s second industrial park. The study included a detailed review of the proposed property with regard to soils, wetlands and storm water management issues;

WWW.POGGEMEYER.COM

available utilities - capacities and rates; transportation access; etc. Several layout options for the proposed industrial park, including detailed development and related cost estimates for each were also provided. In 2005, the City hired PDG to develop a Request for Proposals (RFP) package to solicit proposals for development of the new Industrial Park from regional and national developers. This attractive RFP package has been designed to provide sufficiently detailed information about the project, the City, its location and other advantages, so that developers can determine their interest level whether they are familiar with the City of Orrville or not.

THE VILLAGES AND WATERVILLE CROSSINGS FISCAL IMPACT ANALYSIS

A Toledo-based residential and commercial developer, contracted with PDG to develop a detailed Fiscal Impact Analysis for a 400-acre development adjacent to the Village of Waterville, Ohio. This large development will include a Kroger Store, several retail shops, restaurants, a bank, 8 commercial office buildings, 96 condominiums, 180 apartments, 81 villas, and over 400 single-family homes. The Fiscal Impact Analysis delineated 10 to 30 year revenue and cost projections resulting from this development for all of the various taxing entities including the village, county, schools, township and state. The analysis is based on a myriad of assumptions with regard to the size and timing of the planned investment and occupation of the various commercial and residential buildings, as well as the impact of proposed tax abatements.

EAST WYANDOT AVENUE CORRIDOR DESIGN, FISCAL IMPACT ANALYSIS AND TAX INCREMENT FINANCING (TIF)UPPER SANDUSKY, OHIOWith Wal-Mart’s plans to locate a new Super Store on the east side of Upper Sandusky, adjacent to the US 30 and US 23 Bypass around the City, PDG recommended that the City consider the creation of a TIF District along East Wyandot Avenue from the Downtown to east of the proposed Wal-Mart site. The TIF could then finance the City’s investment in infrastructure to support the Wal-Mart location and other projected development within the Corridor. Based on the Fiscal Impact Analysis, and with PDG’s and other legal assistance, the City has created a 100%, 30-year TIF. This TIF, in addition to financing the related infrastructure improvements to roads, intersections, water, wastewater and storm water management systems, and utility lines along the Corridor, will also enable the City to create an attractive boulevard-type gateway into the Downtown designed to attract out-of-town Wal-Mart shoppers and other visitors into Upper Sandusky’s revitalized and attractive Downtown. PDG has been hired to design the public infrastructure improvements and will assist the City with the detailed planning of the East Wyandot Avenue Corridor.

SYLVANIA TOWNSHIP CENTRAL AVENUE CORRIDOR PLAN

Worked with the Township to identify land use scenarios for the future development of Central Avenue from 475/23 to

the Township’s western border. Process incorporated recommendations of the Access Management Study for Central Avenue, the Sylvania Township Land Use Plan, and changes in land uses along the corridor. Recommendations included:

∙ In-fill and redevelopment between 475/23 and King Road: combining lots for access to Central Avenue, minimizing curb cuts, adding landscaping, signage, and buffering;

∙Short-term development between King and Centennial Roads: commercial, retail, and professional office uses; an “Integrated Commercial Area” north of Central; access roads, TIF scenarios; construction of a landscaped buffer; and the transitioning Stone Oak Industrial Park into a commercial/retail area. ∙ Long-term development between Centennial Rd. and the western Township line; commercial retail development on both sides of Central (between 1,000 and 1,5000 ft.); a “Preserved Residential Area with Zoning Restrictions” in an existing neighborhood requiring protection from adverse development; landscaped buffers; a “Planned Mixed Use Development” on the western limits, north of Central; exclusion of residential development within 1,500 feet of the R/W of Central Avenue; and use of conservation subdivision design.

∙Use of access management design techniques to minimize traffic problems, including access roads wherever possible;

∙Connecting specific roadways to provide for continuous flow of traffic in key areas of congestion;

Statement of Qualifications Economic Development Strategies

∙Adopting design guidelines for the corridor and establish an architectural review process; and

∙Amending the zoning code to properly implement Plan recommendations.

CROSSROADS OF AMERICA COST/BENEFIT ANALYSIS

Developed a financial Cost/Benefit Analysis of the Crossroads of America project at the request of the Rossford/Perrysburg Township Port Authority. The purpose of the analysis was to develop a strategic plan to resolve philosophical and financial problems between the various entities involved in the development of the Crossroads area, specifically including the Amphitheater (which has been abandoned mid-construction) and the proposed Arena, but also including infrastructure improvements made to the Crossroads area. The analysis included consideration of a Tax Increment Financing (TIF) district, a Transportation Improvement District (TID), revenue sharing agreements, a Joint Economic Development District (JEDD), an admissions tax, and a hotel/motel tax. Results of the study are confidential.