The Consortium was conceived in summer 2003 by the leaders of Cincinnati Children's Hospital Medical Center, Cincinnati Zoo & Botanical Garden, The Health Alliance of Greater Cincinnati, TriHealth, Inc. and the University of Cincinnati with the idea that together they could accomplish more - for themselves and the community - than they could working individually.

In order to get a better sense of Uptown as a whole, including its strengths, its weaknesses and its opportunities, the Consortium retained Hamilton, Rabinovitz and Alschuler to complete a study of Uptown. HR&A is a nationally renowned real estate finance and economic-development consulting firm that also worked with the City of Cincinnati, the Cincinnati Business Committee and others to create the Center City Plan being implemented by 3CDC.

HR&A completed a general study of Uptown and identified areas in which the Consortium members, and the community, had shared needs and opportunities. These areas included public safety, transportation, housing, economic development and integrated social services for neighborhood residents. In fall 2003, the Consortium initiated an intensive community outreach process involving more than 40 individual and group sessions with key community, civic and institutional leaders. These sessions revealed wide consensus on the key issues within Uptown identified by the Consortium.

In March 2004, the Consortium hired  Tony Brown to serve as president and CEO. Under Mr. Brown's leadership and working with HR&A, the Consortium launched studies in its focus areas.

In June 2004, as the studies neared their halfway point, the Consortium held the first of three Uptown Summits, designed as a forum where the Consortium could report the initial study findings to and get crucial feedback from the community. Nearly 100 Uptown leaders and residents attended the Summit, and their feedback resulted in some very important alterations to the Consortium's strategic development, including the addition of education as a key focus area.

Two other Summits were held. There again, community leaders and residents offered insightful comments, which were taken into consideration as the studies began to lead to action steps for implementation

Armed with a plan and constantly benefiting from community input, the Consortium is now rolling out a number of initiatives to realize its goal of a better Uptown.

Early successes of the Consortium include community and economic development, urban design and transportation, neighborhood services and public safety. Through the Consortium’s efforts, over $400 million in redevelopment, new construction and neighborhood improvements has been invested in Uptown Cincinnati.