Renaissance Downtowns Employee Directory

Real EstateUnited States11-50 Employees

Renaissance Downtowns provides its municipal and other strategic partners with a level of vision and creativity held by few real estate companies. This has resulted the Company's ability to form public/private partnerships, so necessary for the implementation of complex downtown revitalization efforts. 

 Renaissance recognizes significant trends within the real estate industry, stimulated by a cultural renaissance, a return to downtown living within "Boutique Cities" and the rise of Urban Suburbia. These trends represent a stark departure from over 60 years of a sprawl mentality, which has had adverse effects on the environment and people's quality of life.

 When it comes to transforming a community's downtown, the old model of piecemeal, one-off infill development simply does not work. Competing interests, a lack of a coherent vision and the inability to implement improvements on both the private and public side of the development equation result in stalled projects and opportunities lost. 

 The only way to substantially improve a downtown is to take a comprehensive, holistic approach. This effort begins with a public-private partnership between Renaissance Downtowns and its municipal partner, and involves a visioning process that covers the entire downtown to ensure that the redevelopment vision is both market driven and implementable. To achieve these aims, Renaissance works with existing downtown private property owners, key community stakeholders and often transit agencies to produce a downtown redevelopment plan that provides significant economic and social returns for the communities in which Renaissance Downtowns works. 

 Renaissance is focused primarily on municipalities with a population between 25,000 and 150,000 with existing or proposed rail connections. Communities of this size are ideally suited to attract the burgeoning creative class of worker and the time is now to plan for the return of the real estate market.

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