top of page

CITY OF MORAINE

CRITICAL PATH STRATEGIES

The goals and objective statements are created to guide the community’s vision through recommendations; the strategies are straightforward guidelines to implement those recommendations. All listed strategies are important, but the Critical Path Strategies are actions that should be completed first as top priorities. The priorities are a combination of short-term projects that can create near-term progress for Moraine. 

​

Each Critical Path Strategy has a complete page outlining a work plan. A work plan consists of related goals from this Plan, action items, a list of people or organizations who should be involved, and an estimated timeline and cost for each project.

​

  1. Update the City’s Planning and Zoning Code to include mixed-use, neighborhood commercial, trail-oriented development, regional commercial, and single-unit attached residential districts to encourage the desired land uses by reducing the time needed for zoning approval.

  2. Implement a Wayfinding Signage Plan to unify existing signs and direct residents and visitors to businesses.

  3. Enhance Sellars Bridge with City branding to advertise Moraine from I-75.

  4. Refine and implement a Main Street placemaking plan, focusing on the stretch of road between City Hall and the west of the river area to improve infrastructure, storefronts, and public spaces, making it more welcoming and vibrant.

  5. Develop a comprehensive long-term plan for the City’s parks and recreation facilities, focusing on community input and sustainability.

  6. Focus on specific areas for concentrated development and infrastructure improvements, enhancing connectivity and creating focal points for economic and social activity.

  7. Ensure that the permitted uses in the industrial zoning districts are updated to reflect changes in business models and types to ensure that large employers can easily locate in Moraine.

  8. Host regular quarterly or semi-annual meetings with local business owners to gauge their satisfaction with Moraine or to discover potential unmet needs.

  9. Investigate the adoption of a rental registration and inspection program to help identify substandard living conditions in rental residential housing.

  10. Refine zoning, building regulations, and incentive policies to encourage a wide range of “missing middle” housing types.

  • Update the City’s Planning and Zoning Code to include mixed-use, neighborhood commercial, trail-oriented development, regional commercial, and single-unit attached residential districts to encourage the desired land uses by reducing the time needed for zoning approval.

    Overview

    Most of Moraine’s Planning and Zoning Code is over 20 years old, with the last comprehensive update occurring in 1995 and minor updates to specific provisions as needed. In conjunction with this new Comprehensive Plan, it is highly recommended that Moraine takes the opportunity to update zoning districts to include those created by this Plan and re-write the entire Planning and Zoning Code. A complete re-write offers the following benefits:

    • Improves cohesion within the code and with City processes.

    • Makes the code more user-friendly and accessible to residents and developers alike.

    • Incorporates contemporary best practices.

    • Ensures compliance with applicable statutes and case law. 

    Parties To Involve

    1. Professional Consultant (if requested)

    2. City of Moraine

    3. City Council

    4. Planning Commission

    Related Goals​

    • Land-Use 

    • Placemaking

    • Place-Based Marketing 

    • Aesthetics and Property Maintenance 

    • Economic Development 

    • Housing 

    • Infrastructure

    Time Frame

    • Year Zero to One

  • Implement a Wayfinding Signage Plan to unify existing signs and direct residents and visitors to businesses.

    Overview

    Moraine has begun a wayfinding effort at its gateways. More gateway features, like the new entrance sign on Dryden Road near the I-75 interchange, are encouraged. Moraine could also connect auto-oriented wayfinding to trail- and sidewalk-oriented signage to raise awareness of Moraine’s existing trails and city limits and encourage vibrancy and connectivity. Wayfinding signage is a means for Moraine to tell pedestrians and motorists what the community offers in a way that reflects its heritage in aviation and manufacturing.​

    Parties To Involve

    1. City of Moraine leadership and staff

    2. Existing businesses and business owners

    3. Kettering-Moraine-Oakwood Chamber of Commerce

    Related Goals​

    • Placemaking

    • Place-Based Marketing 

    • Aesthetics and Property Maintenance 

    • Parks and Recreation 

    • Economic Development  

    • Infrastructure  

    Time Frame

    • Year One to Two

  • Enhance Sellars Bridge with City branding to advertise Moraine from I-75.

    Overview

    Sellars Bridge offers a unique opportunity to create signature branding, wayfinding, marketing, and physical connection in the heart of Moraine. Visible from I-75, the bridge also offers a canvas for place-based branding. These place-based branding efforts could be pursued with the momentum of the new seaplane replica and the planned Montgomery County improvements. 

    Parties To Involve

    1. Montgomery County Engineer’s Office

    2. Miami Conservancy District

    3. City of Moraine leadership and staff

    4. ODOT – District 7

    Related Goals​

    • Placemaking

    • Place-Based Marketing 

    • Aesthetics and Property Maintenance 

    • Parks and Recreation 

    • Economic Development  

    • Infrastructure  

    Time Frame​

    • Year 0-3, to complete these initial steps and if the project is pursued independent of ODOT and MCEO maintenance schedule.

    • TBD, if the project is coordinated with ODOT and MCEO maintenance schedule.

  • Refine and implement a Main Street placemaking plan, focusing on the stretch of road between City Hall and the west of the river area to improve infrastructure, storefronts, and public spaces, making it more welcoming and vibrant.

    Overview

    The Placemaking Section of this plan describes how Focus Area One could be enhanced to create an activity epicenter for Moraine when paired with strategic placement of placemaking elements and the proposed alternate future land uses. Development of this corridor will require a concentrated effort to continue to refine this initial framework into a constructible plan.

    Parties To Involve

    1. Design professionals

    2. Developer(s)

    3. City of Moraine staff, residents, and leadership

    4. Major employers

    Related Goals​

    • Land-Use 

    • Placemaking

    • Place-Based Marketing 

    • Aesthetics and Property Maintenance 

    • Economic Development 

    • Housing 

    • Infrastructure

    Time Frame​

    • Year Two to Four

  • Develop a comprehensive long-term plan for the City’s parks and recreation facilities, focusing on community input and sustainability.

    Overview

    Moraine’s bountiful parks and recreation facilities are well-loved by residents and visitors. The parks provide quality of life and economic development attractions for the City. A comprehensive long-term plan would maximize Moraine’s amenities by evaluating service areas, ensuring adequate maintenance, prioritizing projects, improving accessibility, identifying opportunities to adapt existing parks, and enhancing connectivity.

    Parties To Involve

    1. City of Moraine residents, staff, and leadership

    2. Ohio Department of Natural Resources

    3. Adjacent parks and recreation authorities having jurisdiction

    4. Miami Conservancy District

    Related Goals​

    • Land-Use 

    • Placemaking

    • Place-Based Marketing 

    • Aesthetics and Property Maintenance 

    • Economic Development 

    • Infrastructure

    • Parks and Recreation

    Time Frame​

    • Year One

  • Focus on specific areas for concentrated development and infrastructure improvements, enhancing connectivity and creating focal points for economic and social activity.

    Overview

    The Land Use section of this Plan presents alternate future land use categories to allow existing development patterns to continue while also allowing Focus Area Two to develop into a “Live, Work, and Play” activity hub catering to residents and the business community. 

    Parties to Involve

    1. City of Moraine residents, staff, and leadership

    2. Business leaders

    3. Montgomery County

    4. Design professionals

    5. Developers

    Related Goals​

    • Land-Use 

    • Placemaking

    • Economic Development 

    • Infrastructure

    • Parks and Recreation

    Time Frame

    • Year Five

  • Ensure that the permitted uses in the industrial zoning districts are updated to reflect changes in business models and types to ensure that large employers can easily locate in Moraine.

    Overview

    When Moraine evaluates the Planning and Zoning Code to continue to land its targeted industries, anticipated manufacturing trends should be reflected in land development regulations and infrastructure availability. This evaluation could be part of a Planning and Zoning Code rewrite process. However, it is an important enough issue that this should be carried out regardless of whether it is part of a larger or independent effort. 

    Parties to Involve

    1. City of Moraine staff and leadership

    2. Utility providers

    3. Targeted industries

    Related Goals​

    • Land-Use 

    • Economic Development 

    • Infrastructure

    Time Frame

    • Year Zero to Two

  • Host regular quarterly or semi-annual meetings with local business owners to gauge their satisfaction with Moraine or to discover potential unmet needs.

    Overview

    During stakeholder meetings, major employers and developers expressed that they view the City of Moraine as a partner. To continue and enhance this positive relationship, it is highly recommended to schedule regular meetings with employers of all sizes to learn about and develop market-based solutions faced by the business community. Many communities use this gesture for impactful results, fostering relationships that lead to private community investment, such as employer-subsidized workforce housing and corporate sponsorship of community art and amenities. At a minimum, these meetings lead to a conversation that helps keep Moraine a regionally competitive community and to learn if any major employers need expansion assistance. 

    Parties to Involve

    1. Local business owners

    2. City of Moraine staff and leadership

    3. Kettering-Moraine-Oakwood Chamber of Commerce (KMO COC)

    4. Montgomery County Community and Economic Development

    5. Dayton Development Coalition 

    Related Goals​

    • Aesthetics and Property Maintenance 

    • Economic Development 

    • Housing 

    Time Frame

    • Year Zero to One

  • Investigate the adoption of a rental registration and inspection program to help identify substandard living conditions in rental residential housing.

    Overview

    As described in this plan’s Aesthetics and Property Maintenance chapter, Moraine can enhance its property maintenance efforts by coupling the Montgomery County Auditor’s rental registration with a biennial rental inspection program.

    Parties To Involve

    1. City of Moraine residents, staff, and leadership

    2. Landlords

    3. Montgomery County Auditor

    Related Goals​

    • Aesthetics and Property Maintenance 

    • Economic Development 

    • Housing

    Time Frame

    • Year Three

  • Refine zoning, building regulations, and incentive policies to encourage a wide range of “missing middle” housing types.

    Overview

    Moraine has successfully diversified its employment base; however, like many communities, stakeholders noted a lack of available attainable housing inventory, particularly to capture some of the over 10,000 commuters coming to Moraine for work. This evaluation could be part of a Planning and Zoning Code rewrite process. However, it is an important enough issue that this should be carried out regardless of whether it is part of a larger or independent effort.

    Parties To Involve

    1. City of Moraine residents, staff, and leadership

    2. Local and repeat housing developers 

    Related Goals​

    • Land-Use

    • Economic Development 

    • Housing

    Time Frame

    Year Zero to Two

IMPLEMENTATION AND CRITICAL PATH STRATEGIES
bottom of page