Janet Kelly, Ph.D. Executive Director Urban Studies Institute Matthew H. Ruther, Ph.D. Director Kentucky State Data Center University of Louisville

New Peer Cities

ZIP Code Output: $2.8 billion Jobs: 20,420 Employee Compensation: $895 million Metro Louisville to Outside 40% 60% Within Metro Louisville Trade Flows

CBD within the Urban Core  Central Business District (CBD) is an economic concept, not necessarily a demographic concept  Important symbiotic relationship between the CBD and its nearby neighborhoods  “Urban Core”: The CBD, as well as the close- in/adjacent neighborhoods  Primary focus on indicators that suggest high quality of place in the urban core – these include age, educational attainment, income, and homeownership

Louisville’s Urban Core Source: ESRI

1% of MSA area 9% of MSA Population (4 th of 18 peers) 10% of MSA Housing (4 th of 18 peers) Urban Core within the MSA

Population in Urban Core Source: American Community Survey

Housing Units in Urban Core

Source: American Community Survey % of Urban Core Housing Occupied

Source: American Community Survey % of Urban Core Housing Owner Occupied

Quality of Place Housing Indicators Source: American Community Survey

% Age in Urban Core

Source: American Community Survey % College Educated in Urban Core

Source: American Community Survey Median Income in Urban Core

Quality of Place Population Indicators Source: American Community Survey

Alternative Transportation Usage

Walk Score ® Source:

Louisville Urban Core Comparison Peer Rank Total Population113,378106,0698 th Total Housing Units54,43955,9748 th Occupancy Rate (%) th Owner Occupied (%) th Age (%) th HS Graduates (%) th College Graduates (%) th Advanced Degrees (%) th Sources: 2000 Decennial Census SF3; American Community Survey

Summary  Louisville ranks highly among peer cities in total population and housing units in the urban core  Strong urban core neighborhoods that contribute to the vitality of the CBD (Old Louisville, Highlands, Clifton)  However, the city lags behind peers on many quality of place indicators  Since 2000, small population loss in the urban core, but increased housing units and significant positive change in educational attainment and young populations

Shawn Herbig IQS Research

Cluster Analysis of 750 interviews Generated 6 unique clusters

Affluent DT Workers – 10% HHI mode $75,000+ Familiar with DT Support DT But, engage less currently and are not interested in engaging more Most interested in additional restaurants & events

Frequent Users – Looking for Improvement – 20% Non DT workers Highest usage High comfort level Feel moderately safe, less likely to engage in future 39% say DTL worse than other Downtowns

Downtown Ambassadors - 24% Not DT workers Current usage is moderate Future usage is STRONG Most likely to move DT Downtown ambassadors or Downtown Louisville ambassadors?

Perceptions Continue to Improve A lot of things to do62%68%86% Exciting44%54%76% Fun53%63%75% Family friendly54%62%75%

Future Amenities Unique Shopping Experience39%49%62% More events along the waterfront53%66%61% More development along the waterfront 61%71%79% Bourbon experience (micro distilleries) 28%45%47% Additional downtown entertainment50%58%60% Effort is Creating Improvement

Rebecca Matheny, Executive Director Louisville Downtown Partnership

LDP’s Mission The mission of the Louisville Downtown Partnership is to aid in the facilitation and strengthening of commerce, provide maintenance assistance, beautify and enhance streetscapes, improve security and safety, and stimulate high quality development and vitality in Louisville’s Downtown.

LDP’s Vision The vision of the Louisville Downtown Partnership is to collaboratively develop Downtown Louisville into an economic catalyst for all of Louisville and to be a vibrant, dynamic, urban core recognized for growth, innovation, and attractiveness of place.

Economic Development Private/Public Partnerships Direct Business Outreach Technical Assistance Loan Funds Incubation and Expansion Efforts

Planning and Urban Design Downtown Master Plan Connectivity Studies Targeted Planning Efforts

Project Management Implementation of Plans Improvement of Targeted Areas

Business Improvement District River to Jefferson: Floyd – 9 th Jefferson to York: 2 nd – 7 th Future Expansion

Clean and Safe 332 Trees Planted 191 Flower Pots Planted 37 Tree Wells 16 ambassadors 27,000 staff hours 6,600 graffiti tags 150,000 lbs of trash

Marketing, Communications, and Events Targeted Events Enhancement Public Notifications Visitor and Business Marketing

Research State of Downtown Demographic and Economic Data Over 175 databases, fact sheets, and maps Interviews with Downtown and Suburban Executives Retail and Housing Market Studies

Thank You!