HomeMy WebLinkAboutPortage Ave Commercial Corridor Action Plan 1999City of South Bend
Portage Avenue
Commercial Corridor Revitalization
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Prepared by
Business Districts, Inc.
City of South Bend
Portage Avenue
Commercial Corridor Revitalization
Action Plan
Table of Contents
Introduction............................................................................................ 2
SituationAudit......................................................................................... 4
ExternalTrends..................................................................................... 5
MarketAnalysis..................................................................................... 7
Strengths, Weaknesses Opportunities and Threats........................................................ 12
ActionPlan........................................................................................... 14
Roles and Responsibilities .......................................................................... 15
Appearance....................................................................................... 18
Market Development................................................................................ 28
Introduction
Portage Avenue is the primary access to South Bend's pleasant,
historic housing immediately west of the St. Joseph River. This
area is a classic example of the traditional neighborhoods many
builders try to capture in today's most trendy developments.
There are sidewalks, front porches, variety in housing styles and
prices, and pockets of mixed use commercial development.
However, this area differs from the trendy new developments in
that it fell out of fashion during the last 20 years as South Bend
consumers sought modern suburban shopping and newer
housing. During this period, many structures along Portage
Avenue suffered from neglect. Additionally, major commercial
developments anchored by WalMart and Meijer attracted the
price conscious residents who remained in these traditional
neighborhoods. This market shift left many vacant and/or
underutilized commercial structures that convey an undeservedly
dismal picture of the surrounding area.
Concerns about the appearance and economic viability of
Portage Avenue and the increasing volume of traffic led the City
of South Bend to commission Business Districts, Inc. (BDI) to
study this area to determine an action plan for addressing the
commercial corridor. Since BDI had recently completed Corridor
Action Plans for the other west side commercial corridors,
Lincoln Way West and Western Avenue, it was also felt that a
study of Portage Avenue was necessary to capitalize on the
market information already developed for those areas and
complete the development plan for South Bend's west side. In
June of 1999, this study began. Although each corridor was
studied as a separate entity, there is interdependence of the
markets these corridors serve and the need for all areas to
coordinate as their revitalization calls on the financial and
volunteer resources available to South Bend.
The consultants have recognized these commercial nodes on
South Bend's westside:
• Near Westside.
• Anchors: Gene's Camera/Louie's Tux Shop
• Anchor: Sav-A-Lot
• Western Avenue.
• Anchor: Goodwill
• Anchor: Belleville
• Anchor: Potential Ethnic Village
• Lincoln Way West
• Anchor: Revco (CVS)
• Anchor: LaSalle Square
• Portage Avenue
• Anchor: NNN Building Area
• Anchor: Martin's Center
Although the strategies for revitalizing these nodes vary, they
must coordinate to ensure that positive changes in one area are
not at the expense of the other areas.
Action Plans have several important purposes. They outline
when, how and by whom the activities are to be carried out. But
the purpose of an action plan is more pervasive than just
directing output. Action plans should:
• weave the elements of a strategy into a united,
cohesive entity,
• act as road map,
• stimulate thinking and make better use of resources,
• inform new participants in the plan of their role,
• assist management in their control and monitoring
functions,
• provide a document that can be approved, rejected or
modified.
Portage Avenue Corridor Revitalization Plan October 1999 Page 2
To accomplish these purposes, a commercial corridor action
plan builds on the strengths and weaknesses of the existing
neighborhoods and businesses, uses the available physical
resources and support systems, fits trends, and recognizes
development opportunities. These are the tangible and intangible
aspects of the area that define it for the community.
Every plan benefits from a structure that organizes the effort into
goals, objectives, and action steps. A goal defines where the
effort is heading. An objective defines strategies that will be
necessary to achieve the goal, and action steps outline specific
procedures for meeting each objective.
The goal of this Portage Avenue Action Plan is:
To establish Portage Avenue as an asset that enhances
the adjoining neighborhoods and also provides shopping
nodes that satisfy the convenience and services needs of
nearby residents.
Although this goal addresses the purposes of this study, it is only
part of the answer to the question, "What do the residents of
Portage Ave have to do for these traditional neighborhoods to
realize their full potential?" The issues facing surrounding
neighborhoods are broaderthan the repairof commercial areas.
However, the improvement of commercial areas is a very visible
sign of revitalization evidentto the residents as well as travelers
along Portage Avenue. Successful improvement of Portage's
commercial nodes will be a powerful sign of the area's potential.
The challenges for revitalization are less than in some other
areas of South Bend's west side because buildings like the NNN
center and the Martins store are in good condition. The area
need only be "enhanced" not "rescued." As the Portage Avenue
market improves through this Action Plan, it also has the
potential to satisfy the stated national goal of "smart growth" by
providing redevelopment sites that avoid the detrimental effects
of sprawl.
This plan's success hinges on ease of implementation. To that
end, the consultants have focused this Action Plan on providing
these elements, the keys to effective implementation:
A base of facts and valid assumptions,
Participation from all constituencies,
Measurable, achievable goals,
Feasible, specific, and complete Action Steps,
Provision for regular review and adjustment of the
Action Plan.
The pages that follow briefly examine the market conditions and
participation in the planning process by constituencies. The
majority of this document provides detailed information on tactics
designed to achieve the goal.
This study process has generated private sector interest in the
revitalization goal and the City of South Bend has committed to
funding initial efforts. These elements have created momentum
for improvement that suggests quick action to organize and
begin implementing the recommended tactics.
Portage Avenue Corridor Revitalization Plan October 1999 Page 7
Situation Audit
Portage Avenue Corridor Revitalization Plan October 1999 Page 4
External Trends
A clear understanding of development and retail business trends
is the basis for understanding actions necessary to improve
commercial nodes. In a study of Portage Avenue, that means
understanding not only the adjacent neighborhood's
characteristics but also those of the Michiana Region and the
nation as a whole. It also means understanding the dynamics of
change and how the real estate and commercial development
industry responds to society's needs and desires— even shapes
them.
Virtually all commercial corridors are in a constant state of
transition, from their merchandise and personnel to the
development of green spaces beyond traditional development
limits. Change, like the addition of a WalMart or Meijer can be
beneficial if it is understood, anticipated, and managed to take
advantage of its momentum and direction. Following is a
summary of national, regional, and local trends that drive
change.
National Trends
The U.S. population is increasingly diverse; the majority
of future growth will be in the minority and immigrant
categories;
The population is aging;
For the first time in history, national research surveys
show consumers more interested in saving time than
money;
Communication and technology have encouraged
globalization of the economy, tele-commuting, corporate
re -engineering and electronic shopping;
The Federal Government has identified "urban sprawl" as
a major problem requiring strong action to preserve the
quality of life;
The retail industry is undergoing dramatic reorganization
as big box stores dominate many retailing categories;
The country is over stored, but more stores are still being
opened;
Local and regional drug and groceries stores are being
acquired by national chains changing what was a very
dispersed industry into one where a few powerful
companies offer very similar products and development
styles;
New retail business ideas are often pioneered on the
Internet rather than in line stores;
National retailers, recognizing that the spending potential
of dense lower income markets equals the spending
power of more affluent but more scattered markets, are
looking for locations in established, lower income
business districts;
Fully prepared meals constitute more than 50% of all
food purchases causing changes in restaurants and
grocery stores,
Entertainment and dining targeted to families are growth
sectors;
Consumers are fighting aging by investing in personal
care and education;
Housing within or adjacent to business districts has
gained in popularity;
There is a strong public desire for shopping
"experiences" that combine entertainment with
purchasing;
Among young consumers, lattes are replacing liquor as
the buzz of choice;
"Cheap skate Chic" has led fashion conscious customers
to discount chains in record numbers;
Spending on the home is increasing with rent payments
up 29% and spending on home furnishing up 50% in the
last 10 years;
Pets are "Kings of the Castle';
Portage Avenue Corridor Revitalization Plan October 1999 Page 5
Although statistics continue to show nationwide declines
in violent crime, studies show fear of crime increasing.
Regional Trends
The Designated Market Area of South Bend contains
nearly 840,000 people, an increase of more than 30,000
since the 1990 census;
The regional economy is strong, including retail, medical,
office and hotel development;
New residential and commercial development seeks the
greenfield opportunities on the outskirts of South Bend;
Downtown South Bend is the focus of a newly developed
revitalization strategy;
Michigan City has successfully developed a regional
outlet mall;
Local Trends
A mass merchandise, quick service restaurant node is
developing just north of the study area;
A number of gas stations along PortageAvenue ceased
operation rather than comply with underground tank
regulations;
Portage Avenue Corridor Revitalization Plan October 1999 Page 6
Market Analysis
Successful revitalization needs to address the concerns of two
markets, consumers seeking shopping opportunities and
businesses seeking new locations. A weak market has difficulty
attracting both markets because it is caught in a circular
problem: businesses avoid the area because there are not
enough customers and customers avoid the area because there
are not enough businesses. In an attempt to break the circle,
successful revitalization addresses both issues simultaneously.
The Action Plan that follows suggests needed improvements in
the business environment along Portage Avenue and techniques
to attract customers.
Residential
Although a housing study was not part of this report, it is
important to recognize the vital role of the attractive housing
along and adjacent to Portage Avenue. The residents of these
neighborhoods are the primary market for the goods and
services offered along Portage Avenue. One role of the Steering
Committee is strengthening the connection between the
residents and the businesses through commercial area events
focused on the neighborhood and recruiting efforts that target
businesses identified by neighborhood organizations. The
Market Development section of the Action Plan contains details
on these efforts.
Commercial/Light Industrial
Interviews with commercial real estate professionals involved in
the corridor, revealed that the market for all commercial uses
along Portage Avenue is weak compared to development on the
outskirts of South Bend. While all types of market rate
development are occurring on the outskirts of South Bend and
subsidized major office projects are being built Downtown, the
only potential for a project in this area is the Omniplex site. This
property once housed the Drewry's brewery. Now, the Omniplex
is a for -profit small business incubator consisting of one office
building which has been identified as historic and 14
freestanding buildings suitable for light industrial use. Many of
the freestanding buildings are in poor condition. Concurrent with
this study, the owner of this complex undertook a study of the
potential for this 16 acre site. The results of that study have not
been made public. As the Action Plan suggests, it is important
for the Steering Committee to carefully monitor and support
efforts to enhance the marketability of this property because it
represents an opportunity to add new development to the
Portage Avenue area.
Retail
The market for businesses along Portage Avenue, its retail trade
area, is based on a number of factors, including the mix and
draw of existing stores; quality, quantity and location of
competitive shopping areas; ease of access; physical and
perceptual barriers. As the chart on the following page shows,
the shopping center industry classifies retail centers into
categories based on the trade area drawn by listed factors.
Portage Avenue Corridor Revitalization Plan October 1999 Page 7
Shopping Center Categories
Shopping Center
Regional Center
Community Center
Neighborhood Center
Fashion Center
Drive Time Trade Area
Up to 30 Minutes
Up to 20 Minutes
Fewer than 15 minutes
Up to 30 Minutes
Total Site Acreage
30 to 100+
10 to 30
3 to10
5 to 25
Retail Sq. Ft. Leased to
400,000 to 2,000,000+
100,000 to 400,000
30,000 to 100,000+
80,000 to 250, 000
Number of Stores
50 to 150+
15 to 25
5 to 15
5 to 15
Principle Tenants
Two or More Full Line
Full Line Discounter,
Supermarket or Drug
None
Department Stores
Jr. Department Store
Store
or Category Killer
Goods and Services
Large Assortment
Moderate Assortment
Small Assortment
Fashion oriented
Offered
Focusing on Goods
Focusing on a Mix of
Focusing on
assortment that can
That Require Careful
Shopping and
convenience oriented
focus on apparel or the
Comparison Shopping
Convenience -oriented
goods and services
home
and Services like a
Goods and Services
Food Court That
Enhance the Shopping
Experience
Minimum Number of
100,000+
20,000-100,000
3,000-50,000
20,000 to 100,000
People Living/Working
to Support Center
These categories were developed to explain types of new
development and consequently, older commercial areas like
those along Portage Avenue rarely fit neatly into these columns.
However, new developments like those to the north of the study
area do fit. That development with two full line discounters is a
Community Center. What this chart illustrates is that there is
room for additional types of shopping choices for the Portage
Avenue market. People have numerous shopping options and
are highly mobile. Customers will travel long distances for
unusual stores, restaurants or entertainment venues, butwill not
leave their neighborhoods for convenience items. That means
that Portage Avenue retail and service businesses have an
opportunity to be the neighborhood convenience center for the
adjacent population.
Portage Avenue Corridor Revitalization Plan October 1999 Page 8
At the Martin's node there exists a nice mix of convenience
businesses from groceries and hardware to auto services. This
mix provides a pleasant, convenient alternative to the
WalMart/Meijer's node where consumers must traverse a large
parking lot and wait in long lines. The Action Plan that follows
includes both appearance and market improvement designed to
supportthe accessibility and pedestrian orientation of the Martins
node.
The second commercial node is a modest concentration of retail
space composed of the Van Buren Market and the NNN Center.
If a modern category were to be chosen for this node, it could be
argued that the fashion center is an option to the more obvious
convenience center. That choice would involve identifying a
theme, perhaps the ethnic foods mentioned at one corridor
meeting, and recruiting businesses that fit that element.
Regardless of the category, the key challenge at this node is
recruitment as outlined in the Action Plan.
The map on the following page marks these nodes as well as
the other West Side nodes. It uses circles to identify easy
pedestrian access and boundary lines to show the adjacent
neighborhoods that create an identity for each node.
Trade Area
In analyzing the development potential of Portage Avenue nodes
it is important to understand the spending potential of the
adjacent populations, its primary trade area. This map illustrates
how the constraints of various physical features contain the
primary market for Portage Avenue businesses.
It is also important to identify the composition of the total trade
area, St Joseph County and other residents of Michiana who can
be attracted by unique offerings. The chart that follows identifies
key information about the primary and total markets of Portage
Avenue.
Portage Avenue Corridor Revitalization Plan October 1999 Page 9
Trade Area
Primary
Total'
Population
16,500
258,400
Income
$282 million
$3.8 billion
Grocery Spending
$34.8 million
$372 million
Restaurant Spending
$17.5 million
1 $276 million
These substantial spending potentials explain why aggressive
national chains have recently opened near the study area and
suggests that the picture for businesses along Portage Avenue
is far from gloomy. It led to an Action Plan that identifies ways to
take advantage of these markets by improving the appearance,
safety, and access to the corridor as well as letting customers
and potential new businesses know more aboutthe opportunities
available on Portage Avenue.
11997 South Bend -Mishawaka Market Data, South Bend
Tribune
Portage Avenue Corridor Revitalization Plan October 1999 Page 10
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Strengths, Weaknesses Opportunities and Threats
Identifying the aspects of a redevelopment area that meet or
exceed levels necessary for a strong business environment, is
the foundation for building a successful marketing and
redevelopment strategy. At the same time, it is important to
recognize factors that create the challenging situation that led to
the need for revitalization.
Strengths
South Bend's Portage Avenue benefits from these
characteristics:
1. Access is good for all populations because public
transit serves the corridor and there are sidewalks.
2. Residences coexistwith commercial uses creating the
mixed use environment that is actively sought for
today's developments.
3. Historic building stock and access to the river support
the continuing market vitality of neighborhoods on the
east side of Portage Avenue.
4. Store space is affordable providing opportunities for
undercapitalized populations to buy and have the
potential for appreciation in value.
5. Existing Neighborhood Organizations: NNN, Inc.;
PANA; Keller Park;Council Oak; Pinhook Area; and
Woodlawn Area are strong.
6. Presently, the Martins node has a very desirable tenant
mix with auto service, hardware and grocery tenants.
7. Banks in the area have expressed interest in
increasing lending.
Challenges
The challenge to change comes from aspects of an area that
dissatisfy. These challenges can be divided into:
Weaknesses, factors that are very difficult to change
and often must be accepted into the plan,
Threats, factors that will become weaknesses if action
is not taken;
Opportunities, readily accomplished changes that will
quickly improve the area.
Weaknesses
1. The traffic utilizing Portage Avenue is dual purpose,
commuter through traffic seeking quick passage north
to the Meijer's development and destination traffic that
seeks ease of entry and exit from adjacent businesses
and residences.
2. The length of this corridor means the needs differ
greatly and makes it difficult for one organization to
serve the very different needs of businesses a great
distance from each other.
3. There are obsolete land use configurations like former
gas stations that lack sufficient off-street parking and
are difficult to assemble into developable parcels.
Threats
There are no systems, like the Neighborhood Business
Development Corporation, in place to support
development initiatives.
Vacant, deteriorating buildings create an image of
decline that further depresses development interest.
Portage Avenue Corridor Revitalization Plan October 1999 Page 12
3. The absence of off-street parking frustrates potential
shoppers and discourages individuals thinking of
opening businesses along Portage Avenue.
4. Communication linkages among existing businesses
and neighborhood organizations are weak probably
because there is no organization to represent the
businesses.
5. The deteriorated condition of existing public
infrastructure contributes to the perception of decline.
Opportunities
1. Develop attractive, safe off-street parking for the
commercial nodes.
2. Improve public and private lighting to prevent an
appearance of poor security.
3. Encourage private appearance enhancements at the
commercial nodes through a facade and landscaping
program.
4. Encourage developers to examine opportunities to
redevelop vacant and underutilized space at the
Martins node.
5. Encourage adaptive reuse of commercial buildings not
located in the nodes.
6. Clear derelict buildings and plant low maintenance
landscapes.
7. Develop communication and program linkages
between the neighborhoods and businesses.
8. Partner with schools to provide employment and
convenience shopping opportunities for students.
9. Use public space appearance enhancement to set an
example for actions by the private sector.
The Action Plan that follows outlines specific tactics to build on
the strengths of Portage Avenue and overcome the challenges.
Portage Avenue Corridor Revitalization Plan October 1999 Page 13
Action Plan
Portage Avenue Corridor Revitalization Plan October 1999 Page 14
Roles and Responsibilities
The majority of the work required to accomplish the goal of
revitalizing the Portage Avenue Commercial Corridor can be
divided into appearance enhancement and market development.
Additionally, as the stakeholders along Portage Avenue
implement this Action Plan, there is a need to determine whether
a successor organization is necessary or whether existing
organizations can assume responsibility for ongoing programs
developed as part of the revitalization. These recommendations
recognize that the talents necessary to initiate revitalization may
differ from the talents necessary for long-term management. The
Steering Committee will guide approval of the plan, coordinate
with other revitalizing corridors, and seek public support for the
process.
The Steering Committee would be composed of these
individuals:
• Representatives from each abutting Neighborhood
Organization
• City Redevelopment staff
• City Neighborhood planning staff
• City Public Works Staff
• Business Representatives
• Property owner representatives
• Additional interested residents not affiliated with
Neighborhood Organizations
The Steering Committee would be responsible for guiding policy
initiatives that support successful implementation of this Plan. The tasks
to be undertaken to achieve that objective include:
Recommending Municipal Actions
Public safety Initiatives
Street improvement
Streetscape enhancement
Parking development
Facilitating assembly of developable land
Reviewing development proposals
Seeking project funding
Providing timely and accurate press information
Providing periodic status updates so that progress can be
gauged,
Encouraging community input, ownership, and participation
Evaluating progress and revising plans as necessary
Since communication is critical to successful revitalization, the Steering
Committee needs to undertake a communication process that:
immediately builds consensus on the approved plan with all
the key constituencies of the community,
coordinates with ongoing revitalization in other corridors,
articulates the next steps so that everyone knows what to
expect,
provides periodic status updates so that progress can be
gauged,
encourages community input, ownership, and participation.
The Steering Committee should serve as a vital link between the
Revitalization Action Plan, the Business District Action Team, interested
citizens and other corridor's revitalization programs.
Portage Avenue Corridor Revitalization Plan October 1999 Page 15
Action Plan
Organization
Who
Due
$
Objective: Create an steering committee
1. Appoint these members:
• Neighborhood representatives from each abutting organization
• City Redevelopment staff
• City Neighborhood planning staff
• City Public Works Staff
• Business Representatives
• Property owner representatives
• Additional interested residents not affiliated with Neighborhood Organizations
Mayor
Common Council
12-15-99
2. Create subcommittees
Steering Committee
2-1-00
3. Establish a two year meeting schedule
Steering Committee
2-1-00
4. Create a plan to transition to a permanent organization
Steering Committee
6-01-00
Objective: Establish routine communication procedures
1. Evaluate the usefulness of a newsletter
Steering Committee
3-1-00
2. Create a press release system
Steering Committee
3-1-00
3. Provide speakers to local service and nonprofit organizations
Steering Committee
3-1-00
Objective: Support optimal development of the Omniplex
1. Monitor plans of the owner seeking to support proposals that improve appearance and vitality
Steering Committee
ongoing
2. Investigate possibility of adding this site to the Blackthorne TIF
Steering Committee
6-1-00
Action Plan
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Portage Avenue Corridor Revitalization Plan October 1999 Page 16
Organization
Who
Due
$
Objective: Develop a budget
1. Assemble fund requests in advance of deadlines set by BDAT
Steering Committee
2-00
2. Seek sources of private funds
Steering Committee
3-00
Objective: Evaluate and revise programming
1. Plan to evaluate success at least semi-annually
Steering Committee
6-00
ongoing
2. Revise plans to reflect new priorities
Steering Committee
ongoing
Portage Avenue Corridor Revitalization Plan October 1999 Page 17
Appearance
The action plan that follows highlights recommendations to
enhance Portage Avenue's image. There are four initiatives
central to these recommendations:
1. Create gateways that give a positive identity to the Portage
Avenue commercial areas.
2. Encourage private enhancement of privately owned buildings
by providing an affordable "vision" of improvements.
3. Commit public funds to improving the pedestrian character
of commercial nodes.
4. Require high quality site plans for new development.
Sketches for these recommendations on the next pages are
intended as concepts to illustrate key recommendations.
Improvements do not have to be installed exactly as illustrated
to achieve the goal of revitalizing the corridor. However, the
types of improvements shown in the sketches would be
appropriate ways to stimulate excitement and enthusiasm in the
Portage Avenue Corridor. Sketches include:
1000 Block North: West side of the Street - a vision for
public and private improvement to the commercial node
anchored by NNN and the Van Buren Market.
Estimated Cost: $11,750
2. 1500 Block North: West Side of the Street- a vision for
public and private improvement for the commercial block
north of the Martins store shopping center.
Estimated Cost: $4,000 (+ private improvement)
3. Gateway Park Improvements: DeMaude Avenue proposal to
improve land owned by NNN to permanently add a gateway
treatment and land bank the balance of the property until
development demand occurs. Although this drawing shows a park,
it would also be possible to create an overflow parking lot.
Estimated Cost:$55,000
4. Gateway Improvement: Bulla Street This sketch illustrates howa
gateway might be created at the Martin's Commercial Node. This
would allow for enhanced buffering between commercial and
residential development and announce the change to commercial
uses.
Estimated Cost:$10,600
Portage Avenue Corridor Revitalization Plan October 1999 Page 18
GATEWAY PARK WITN'PMAGE
DISTRICT SIGN, WOODEN
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FLOWER PLANTINGS
FLOWER PLANTINGS
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GROUP SPECIALS OR LANDSCAPE
Portage Avenue 1000 Block North - West Side
ADVERTISEMENTS ON
ONE SIGN FOR CLAIM
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BRICK( ETC ...AND ADD SECOND
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INSTALL AWNINGS TO PROVIDE
SHADE RATHER THAN USING
BLINDS OR DRAPES IN SHOP
WINDOWS
SCREEN PARKING WITH
LANDSCAPE
PROVIDE WINDOWS
DISPLAYS WITH PRODUCTS,
GRAPHICS OR PLANTINGS
ADD MUNTINS TO WINDOWS
TO ADD ARCHITECTURAL
INTEREST
ADD LIGHTING TO SIGNS
AND SHOP WINDOWS FOR
IMPROVED NIGHTTIME
ENVIRONMENT
ADD PLANTER BOXES TO DRESS
UP BLAND FACADES
PROVIDE MOBILE PLANTERS FOR
FLOWER PLANTINGS
MAINTAIN ON STREET PARKING
MOVE SIGNAGE TO AWNING
AND PROVIDE VIEWS IN OR
WINDOW DISPLAYS
EXPAND WINDOWS AND
REPLACE WITH CLEAR GLASS
Portage Avenue 1500 Block North - West Side
South Bend - Portage Avenue Corridor —
South Bend, Indiana 8'"teB D"'" k=
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PROVIDE SCREEN
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RECREATION UNTIL SITE IS
DEVELOPED
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South Bend - Portage Avenue Corridor T,I�
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FOR ACCENT
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BETTER TRAFFIC FLOW
REDUCE CURB CUTS TO
ENHANCE TRAFFIC FLOW
AND PROVIDE ADDDIONAL
'LANDSCAPEAREA
Parking Lot Improvements ^�^ �I
South Bend - Portage Avenue Corridor ASM IA ES
INC.
South Bend, Indiana Dwnwm1 .
Action Plan
Appearance
Who
Due
$
Objective: Create North and South corridor gateways
1. Redevelop NNN lot to include gateway signage
NNN
Redevelopment
5-00
$55,000
2. Create gateway at Bulla
• Acquire land
• finalize design
Redevelopment
5-00
$11,000
+ land
3. Create short and long term maintenance plans
Redevelopment
Steering Committee
4-00
TBD
Objective: Upgrade appearance along corridor
1. Require curbs around all parking lots
Redevelopment
6-00
2. Plant parkway trees where space permits
Public Works
6-00
3. Reintroduce grass into parkways
Public Works
6-00
4. Create block landscape visions to promote private efforts
Steering Committee
6-00
5. Consolidate private landscape materials buys to get better prices
Steering Committee
6-00
6. Seek voluntary removal of exterior vending machines
Steering Committee
6-00
7. Determine design standards for improvements
• Preferred awning color
• Preferred street furniture design
• Recommended planting scheme
Steering Committee
Redevelopment
6-00
8. Conduct award programs for landscaping effort
Steering Committee i
9-00
Portage Avenue Corridor Revitalization Plan October 1999 Page 25
Action Plan
Appearance
Who
Due
$
Objective: Require site plan review
1. Provide support for city efforts to revise laws
Steering Committee
Neighborhood Organizations
1-00
2. Set corridor standards even before new ordinance:
• encourage side and rear parking lots
• encourage front lot line buildings
• control signage
• restrict lighting's impact on nearby residences
• require landscape screening
Steering Committee
Redevelopment
1-00
3. Seek voluntary compliance even before ordinance
Steering Committee
3-00
Objective: Encourage the use of murals and sculpture
1. Identify potential sites for corridor art
Steering Committee
Redevelopment
3-00
2. Contact property owners seeking to learn level of interest
Steering Committee
4-00
3. Create a list of interested artists
Steering Committee
5-00
4. Seek funding to partially defray costs
Steering Committee
5-00
5. Publicize successes
Steering Committee
ongoing
Portage Avenue Corridor Revitalization Plan October 1999 Page 26
Action Plan
Appearance
Who
Due
$
Objective: Improve pedestrian experience at nodes
1. Add crosswalks and ramps at all node intersections
Public Works
10-00
TBD
2. Restore sidewalks by removing weeds and replacing damaged sections
Public Works
10-00
TBD
3. Add pedestrian scale lighting to commercial nodes
Redevelopment
Public Works
10-00
TBD
4. Provide street furniture: trash cans, benches, planters
Steering Committee
10-00
TBD
Objective: Establish facade, landscape and interior improvement program to encourage private reinvestment
1. Develop matching grant program for commercial properties along Portage
Steering Committee
4-00
$25K
2. Work with local banks to provide low interest improvement loans for private match
portion of improvement funds
Steering Committee
4-00
3. Conduct seminar with an architect where individual businesses can have
conceptual improvement sketches prepared for a nominal cost
Steering Committee
5-00
$100
per
4. Encourage use of a single architect for each node for design continuity and
economies of scale, perhaps funded by a Portage organization
Steering Committee
5-00
Objective: Upgrade short term maintenance
1. Identify sites where litter and dumping are problems
Steering Committee
3-00
2. Schedule Community Service Workers for major problems
4-00
3. Set Bi-annual Neighborhood Clean-up days
Steering Committee
4-00
$500
4. Consider adding regular litter pick-up team each summer
Steering Committee
6-00
Portage Avenue Corridor Revitalization Plan October 1999 Page 27
Market Development
The commercial areas of Portage Avenue have many strong
businesses however nearby vacant or underutilized properties
threaten the vitality of those businesses. The first steps in
improving these markets is the general clean-up recommended
previously. The next step is to solidify the image of the business
nodes.
Successful neighborhood shopping nodes offer the "critical
mass" of stores and services necessary to attract busy
consumers. When choosing among different shopping areas,
consumers select the destination that offers an opportunity to
complete multiple tasks quickly. That thought process explains
the popularity of planned shopping centers with their store
variety. Commercial corridors, like Portage Avenue that compete
successfully with shopping centers win the consumers' choice
contest because they not only offer store variety, they also are
closer to home and work. To succeed, Potage Avenue first
needs to recruit additional businesses that are compatible with
the area residents' convenience shopping needs. The
recruitment strategy that follows seeks to make a quick impact
by assisting in the location of new tenants for vacant buildings
and developers for vacant land.
The initial role of the Steering Committee is providing information
that eases marketing of the area to potential businesses and
communicating with all stakeholders. At the same time, the
Steering Committee needs to work with existing neighborhood
organizations and institutions to invite nearby residents to take
"ownership" of their shopping node. That ownership may come
with festivals and fundraisers associated with neighborhood
initiatives. It may also develop through more traditional
marketing like coupons and advertising. Ultimately,
neighborhood business node marketing must integrate
advertising, events, promotion, banners, signs and everything
else that gives the area visibility.
This Development Action Plan recognizes the dual nature of its
efforts —simultaneously marketing both to customers and to new
businesses.
Portage Avenue Corridor Revitalization Plan October 1999 Page 28
Action Plan
Development
Who
Due
$
Objective: Promote incentives to existing businesses
1. Create directory of available business support programs
Redevelopment
12-99
2. Meet with business owners to explain programs and learn needs
Steering Committee
1-00
3. Facilitate use of programs
Redevelopment
2-00
4. Provide feedback on needs to program administrators
Steering Committee
ongoing
Objective: Recruit new businesses to existing space
1. Maintain an inventory of available space
Steering Committee
1-00
2. Encourage building owners to use Real Estate professionals
Steering Committee
ongoing
3. Maintain a list of desired businesses using the "Target Form'
• Ask Neighborhood Association participants to complete forms
• Ask merchants to complete forms
• Visit nearby commercial areas seeking to identify strong businesses that might
consider a second location
Steering Committee
Redevelopment
Neighborhood Organizations
2-00
4. Provide information to City's Neighborhood Commercial Node Coordinator for
screening.
Steering Committee
2-00
5. Neighborhood commercial node coordinator facilitates:
• Site visits
• Introduction to property owners
• Incentives package
• City permit process
Redevelopment
ongoing
t3. Maintain backlog of screened businesses I
Steering Committee I
ongoing
Portage Avenue Corridor Revitalization Plan October 1999 Page 29
Action Plan
Development
Who
Due
$
Objective: Seek new development for vacant and underutilized sites
1. Conduct a land use survey to identify properties that may be suitable for
redevelopment
Redevelopment
Steering Committee
4-00
2. Contact property owners
• explain survey and its results
• learn how plan fits with their plans
• answer questions
• solicit participation
Steering Committee
5-00
3. Analyze need for city acquisition of property for redevelopment
Redevelopment
ongoing
4. Prepare and distribute RFP's to redevelop critical parcels
Redevelopment
6-00
$5K
Objective: Improve Parking
1. Interview business owners and customers to verify parking issues
Steering Committee
Neighborhood Organizations
3-00
2. Observe and count utilization
Public Works
4-00
3. Prepare a plan that identifies opportunities to use signage, time restrictions and
shared off-street lots
Steering Committee
Public Works
5-00
4. Review parking issues annually
Steering Committee
ongoing
Portage Avenue Corridor Revitalization Plan October 1999 Page 30
Action Plan
Development
Who
Due
$
Objective: Maintain safe environment
1. Continue working relationship with the police department
Steering Committee
ongoing
2. Establish calling tree to facilitate rapid communication of security and safety issues
Neighborhood Organizations
4-00
3. Support traffic calming proposals
Steering Committee
4-00
Public Works
4. Seek opportunities to disseminate information on best practices through workshops
Steering Committee
4-00
$500
and newsletters
Neighborhood Organizations
Objective: Create image program
1. Consider creating a logo and name for each node based on:
Steering Committee
3-00
$750
• History
• Natural Feature
• Neighborhood Name
2. Establish clearinghouse to publicize events
Steering Committee
4-00
• Daily
• Weekly
• Monthly
• Annual
3. Institute coordinated advertising program
Steering Committee
6-00
TBD
• Network TV
• Cable TV
• Direct Mail
• Newspaper
Portage Avenue Corridor Revitalization Plan October 1999 Page 31