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REVITALIZATION STRATEGY AND IMPLEMENTATION PROGRAM The Near Westside Concept Plan establishes a basic framework for the future growth and revitalizati n of the area. Key to the success of this revitalization effort, however, is the basic strategy o "game plan" for using limited resources to achieve the highest level of impact. It is unrealistic to assume that the revitalization of the Near Westside area can take place over- night. Thus, it is essential that the timing and sequence of project activities and the use of resources be orchestrated in a manner that will achieve the Near Westside area's revitalization objectives. A major goal of the revitalization strategy is to create an environment for reinvestment in the study area with rehabilitation, renovation and new construction. These are the investments that create pos ti.ve and lasting values. This can be achieved if the strategy builds upon the existing assets or s rengths of the area, including its proximity to downtown, the historic district, its in- stitutions and organizations, its strong sense of history and community, and its good transporta- tion linka es. The strategy must also focus on removing obstacles to reinvestment. This means overcoming negative i fluences, such as blight, obsolescence and dilapidation, Finally, the limited resources must be used to obtain the greatest return. Leveraging public and /or private investments to achieve a multiplier" effect should be pursued wherever possible. The revitalization strategy should have the support of all who will contribute to, benefit from, or have a stake in the successful revitalization of this neighborhood. It must be an agreed -upon strategy that brings the public and private sectors together into a partnership venture. This provides the basis for a coordinated management of complementary public and private actions to revitalize 1he Near Westside area. The recommended strategy is comprised of a number of interdependent and complementary components. Principal among these are the strategies for new neighborhood -scale residential and commercial development, continued housing rehabilitation, and the stimulation of new, in- fill one- and two- family dwellings. These and other supporting elements are described later in this chapt r. The strategy also includes a number of long -term, ongoing projects and activities that require the comm'tment and cooperation of neighborhood residents, the City of South Bend, city -wide and neigh orhood -based organizations, as well as the private sector. Specifically, the roles of each of th major actors should be as follows: f� pl W prc Cit `RP. The membership of the WWCRP should play an important role in planning for revitalization of their neighborhood. There are numerous activities the group could i and implement. These include but are not limited to: expanding participation in the CRP as an open forum for residents to air their concerns and bring forth new ideas, lementing neighborhood clean -up and beautification projects, assisting in encourag- neighborhood -based economic development, expanding the neighborhood watch ;ram, and serving as a conduit for communication between the neighborhood and the 24