HomeMy WebLinkAboutMiami Street Commercial Corridor Action Plan 2000December 2000
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December 2000
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Table of Contents
Introduction...........................................................................1
SituationAudit.........................................................................3
Retail Development Trends...........................................................4
Miami Street Trade Area.............................................................4
Strengths and Challenges Analysis...................................................... 7
Strengths..................................................................7
Challenges.................................................................8
Weaknesses................................................................8
Threats....................................................................8
Opportunities...............................................................9
Conclusion......................................................................9
ActionPlan..........................................................................10
Appearance.....................................................................11
Business Environment..............................................................20
Safety....................................................................21
Retention.................................................................22
Marketing......................................................................23
Recruitment................................................................24
Events...................................................................25
Image Programs............................................................28
Organization....................................................................29
Figures
ExistingLand Use.................................................................12
Corridor Opportunities.............................................................13
North Gateway Improvements........................................................14
Typical Block Improvements (Plan) ..................................................... 15
Typical Block Improvement (Elevation)................................................... 16
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page i
Introduction
South Bend's Miami Street business corridor is an important connector between pleasant residential neighborhoods, many
attractions, and downtown South Bend. The corridor is at the heart of many of South Bend's important institutions. St.
Matthew's Cathedral and its school are immediately adjacent to the corridor. Riley High School and its associated athletic
fields create a western border for the Miami Village neighborhood. The successful farmers' market is just north of the corridor
and Scottsdale Mall is directly to the south. Visitors to these attractions add to the market created by nearby residents
creating a retail business environment that should offer both convenience shopping and niche businesses that invite visitors
to make another stop. Concern that the existing businesses were not realizing their potential to attract this market led local
business leaders to request the inclusion of this area in South Bend's corridor development program. This study is a
necessary first step to making Miami Street part of that program.
This study began in May 2000 and is the fifth in a series of studies looking at important South Bend commercial corridors.
Concurrentwith the creation of this report, business leaders created a new organization, the Miami Village Association (MVA),
that began participating in the Business District Action Team (BDAT) meetings along with the other corridor representatives.
This participation has occurred much more quickly than in the other corridors demonstrating the improvement process and
learning that comes with implementation experience in the other corridors. Likewise, this report capitalizes on the experiences
gained in other areas, relative health of this area, and the talents of local leaders. Like the other corridor action plans, this,
plan has several purposes. It provides a snapshot of the area's business potential and outlines specific revitalization
strategies. Although its primary purpose is directing output, this report also focuses on:
• weaving the elements of this strategy into a cohesive process,
• stimulating thoughts about encouraging better use of resources,
• informing new participants in the organization of their role,
• assisting City staff in their control and monitoring functions,
• providing documents that can be approved rejected or modified.
The first section of this report, the Situation Audit, examines important trends in retail development, the markets served by
this corridor and the strengths, challenges, weaknesses, opportunities, and threats of the existing business environment. The
second section provides an Action Plan that builds on the Situation Audit. An Action Plan organizes the effort into goals,
objectives and action steps. The goal describes the plan's vision for the area. An objective defines strategies that will be
necessary to achieve the goal and action steps outline specific tactics for meeting each objective.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 1
The goal of the Miami Street corridor action plan is:
To establish Miami Street as the commercial center of the adjoining neighborhoods that provides convenience
shopping, unique dining, specialty stores, office space, and a location for events that celebrate the area.
The key to this plan's success is the development of a true partnership between the local building and business owners and
the City. The City's role is to provide direction based on the staff's experience working in the other corridors and to provide
incentive funding for programs that could jump startthe area's revitalization. The private sector partner is to provide program
continuity, leadership and investment designed to increase the value of area commercial properties. If the process works
well, the City will benefit from the lower costs associated with a vital commercial area versus an area with the crime and high
vacancy associated with deterioration. Area property, including residents, will benefit from an overall increase in property
value.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 2'
Situation Audit
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 3
Retail Development Trends
A challenge in any aging commercial area is trying to match modern site selection and stores/office configurations. As the
Miami Village area strives to satisfy the needs of new retail/office space, it is important to recognize emerging trends in
commercial area development. There are two emerging trends that are important in capitalizing on the potential of the
Miami Village area.
The first trend, clustering, is the grouping of similar businesses in close proximity to each other. For years, it has been
common for businesses like fast food restaurants, grocery stores and automobile dealerships to choose locations adjacent.
to or across the street from their fiercest competitors. Those concentrations of like businesses created powerful draws to
customers wanting to explore all options before purchasing or make a last minute decision based on a quick assessment of
shopping options. Mall developers and independent retailers usually took the opposite approach, spreading like businesses
throughout a shopping area so that customers would be exposed to the offering of a variety of merchants and potentially
make unplanned purchases. As consumers have become more time crunched, providers of all merchandise categories are
realizing that they can be more successful by clustering with like businesses. New malls have home improvement areas, Jr.
apparel areas, career apparel areas, extensive food courts and other convenience shopping areas. Applying this concept
to the Miami Street Corridor suggests opportunities to add more businesses similar to the existing businesses, restaurants,
vintage clothing, furniture, home improvement and personal services.
The development of Lifestyle Centers is a second important trend. Lifestyle Centers are groups of 5 to 25 stores that target
consumers who share a similar income level and activities. Essentially, they are the opposite of the cluster in that each store
carries a different category of merchandise. These centers succeed because the target consumers have all of their favorite
stores at one -stop. An example of a Lifestyle Center based on a corridor, is mixing a variety of craft focused stores with a
home -style restaurant and an unfinished furniture seller. Logical additional stores for this area might be a family hair care
center.
Miami Street Trade Area
The market for businesses along Miami Street, 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. Customarily, the trade area for shopping districts is divided into a nearby primary trade area which provides from
50 to 80% of each store's business and a more distant total trade area that adds all but a fraction of the balance of each
store's sales.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 4
The natural primary trade area for any commercial district is the nearby residents and workers. Local businesses intercept
these customers providing the goods and services that meet their needs more conveniently than more distant businesses. As
competitive shopping opportunities have developed, these customers have decided where to shop by balancing the wider
selection and often lower prices at shopping centers with the local offering. As the population became more auto oriented
and less dependent on pedestrian access to shopping, retail business concentrations like those along Miami Street were less
successful in attracting customers for basic shopping like groceries and apparel. Like most traditional neighborhood
commercial districts, Miami Street lost many longstanding businesses and became a location for services and new retailing
formats, like convenience stores. These businesses still serve the local population but they obtain a much lower percentage
of neighborhood residents' spending and it is more discretionary spending than when the corridor contained grocery stores
and gas stations.
The strategy recommended as part of this study will suggest methods of strengthening the affiliation between nearby residents
and the Miami Street Corridor. The demographic reports in the appendix provide a detailed picture of the population and
sales potential of this primary trade area. Highlights of that information include:
Population
6,800
% Owner Occupied Housing
59.4%
Median Household Income
$29,300
Average Household Income
$34,100
Median Age
31.2
Total Expenditures ($ Mil)
$96.4
Annual Restaurant Expenditures ($ Mil)
$13.7
Source: National Decision Systems, Pop -Fads Report
This information shows a relatively small market with enough spending power to support a limited retail offering. A
reasonable goal for a neighborhood shopping corridor is to develop a store mix and marketing approach that attract as
much as 20% of the specialty goods (total expenditures minus grocery, drug, mass merchandiser, department stores and
apparel) spending of the population in its primary trading area. For Miami Street that is 20% of $ 24.9 million or about $5
million. Recognizing that well managed corridor stores and restaurants will sell between $300,000 and $1 million annually
and recalling that this local population provides between 50%and 80%of the area's sales, this suggests that the Miami Street
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 5.
corridor could support roughly 30 low volume stores.' Since the most desirable mix would include a few high volume stores
and/or restaurants, today's Miami Street Corridor would probably seem successful with approximately 20thriving businesses.
Since our analysis revealed over 35 retail spaces, it will be important for Miami Street to attract services and offices that will.
fill commercial spaces providing customers and rent to support property improvement.
It will be important for Miami Street businesses to pull customers from areas beyond the nearby neighborhoods, a larger total
trader area. Attractions like St. Matthew's Cathedral, the library and schools, and a location near both downtown and the
popular Farmer's Market provide great exposure to customers from more distant areas. The Action Plan that follows will
identify tactics for Miami Street businesses to appeal to this broader market.
' $5,000,000/$300,00W (neighborhood customer are only 50% of sales)=33 stores
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 6
Strengths and Challenges Analysis
Identifying the aspects of an area that meet or exceed levels necessary for a strong business environment, is the foundation
for building a successful marketing and revitalization strategy. At the same time, it is important to recognize factors that create
the challenging situation that led to the need for revitalization.
Strengths
The elements of the Miami Street Corridor that enhance the business climate include:
Moderate traffic counts bring reasonable exposure to corridor businesses and offer the opportunity to intercept
travelers.
a. Miami south of Lincoln Way East: 12,700
b. Lincoln Way East, east of Miami: 18,200
C. Ewing west of Miami: 9,700
d. Ireland at Scottsdale: 14,000
2. Regional attractions draw customers to the area
a. St. Matthew's Cathedral
b. Other Churches
C. The Farmer's Market
d. Riley High School
e. Scottsdale Mall
3. The neighborhood library brings nearby residents, especially families, to the corridor and provides events that add
excitement to the experience of Miami Street.
4. Strong, historic businesses like Ciro's and the Miami Florist and Gift Shop give a regional identity to the corridor and
provide customers for additional, nearby stores.
5. Street trees create a pleasant, pedestrian atmosphere.
b. Affordable property makes it easier to attract new business by lowering the barriers to entry in this market.
7. The City of South Bend, through its corridor revitalization program, has a number of programs that provide financial
support for areas like Miami Street.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 7
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. Because institutional uses (St. Matthews Cathedral and the cemetery) occupy a large area in the center of the
corridor, there is such a significant break in the commercial development that the corridor splits into two difficult to
connect commercial districts.
2. Miami Street lacks modern retail space that could attract a national, high volume anchor like a drug store to the
area. It is difficult to create an attractive location because relatively small parcels make assembling enough land for
economical new construction difficult.
Threats
1. With high land assembly costs already making new development difficult, the market for repair and replacement of
buildings is further hampered by rents too low to recover construction cost. This gap between cost of construction
and rents will only be closed when stores do a higher volume and therefore can afford to pay more for space.
2. Although interviews revealed concern about criminal activity in and near the corridor, they also revealed quick
enforcement response. If business activity increases in the area criminal activity will decrease, however, if enforcement
lags and criminal activity increases, customers will fear the area and the business climate will suffer.
3. With today's strong economy and the challenges inherent in operating an independent store or restaurant, many
retiring owners of family businesses have difficulty locating a successor. This is particularly true in corridors where the
business environment is in need of revitalization. The owners of a number of Miami Street's key businesses are at or
nearing retirement age and do not have successors available.
4. Vacant buildings, whether just waiting approvals of financing or permits or truly uninhabitable, create an image of
decline. Unfortunately key properties at the northern gateway to Miami Street are vacant and threaten the whole
area's image.
5. At the beginning of this study, Miami Street lacked a business organization able to undertake the private
responsibilities for partnering in the revitalization of the area. During the study an organization began to form but,
as discussions at the October Strategy Workshop revealed, there is still no strong leadership identified for that group.
6. Absentee landlords often have the least incentive to properly maintain their investment. It is also difficult for the
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 8
private organization to approach these owners and get them involved in revitalization efforts. As is typical of
challenged business corridors, the owners of the most deteriorated properties along Miami Street are not residents
of the area.
Because this commercial corridor was developed when shopping was a more pedestrian activity, parking is not
available in the quantity to satisfy modern demand. Some owners have provided lots but there is uneven access to
parking making certain areas less desirable and threatening the viability of those areas.
Opportunities
The strategy contained in Phase Two will detail tactics necessary to take full advantage of these opportunities:
1. Develop Business Organization
2. Create Financial Programs to Close the Gap
3. Intercept Shoppers Going to Scottsdale and Farmers Market
4. Attract Lunchtime Customers from Businesses and Downtown
5. Support Increased Activity at the Area Attractions
6. Create Employee Training for Neighborhood Kids
7. Support Neighborhood Watch Program
8. Develop Business Recruitment Program
9. Create Ethnic Market
10. Create Festival Atmosphere
11. Add Gateway Signage
12. Investigate Redevelopment Opportunities
13. Develop Shared Parking
14. Capitalize on Village Appearance
15. Develop Facade Improvement Program
Conclusion
As was explained at the Strategy Workshop in October 2000, the Miami Street Corridor has potential for attracting enough
business to become an important asset to the area. The details outlined in this situation audit provide the basis for the
Strategic Action Plan that will capitalize on this potential.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 9
Action Plan
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 10
Appearance
Although there are countless examples proving that communities cannot achieve commercial area revitalization purely by
making physical improvements, it is readily acknowledged that public appearance enhancements are an important way to.
jump start private investment. It is also important to have an Urban Design Plan to guide private investment into preferred
site configurations and materials.
The land use pattern for Miami Street Corridor can be broadly classified into the North Cluster and the South Cluster divided
physically by St. Matthew's Parish and the nearby cemeteries. While the North Cluster is primarily made up of service -
commercial and office uses, the South Cluster is primarily made up of retail commercial and office uses. Most of Miami
Street was originally developed as a residential street; however, over time the residential structures were converted to non-
residential uses. Often times the residential structures remained intact with additional commercial space added along Miami
Street, establishing many mixed -use structures. This creates an architectural character unique to the Miami Street Corridor
and should be emphasized to promote and maintain a distinct image along the Corridor.
The following action plan highlights recommendations to enhance the Miami Street Corridor's image. Sketches fora number
of these recommendations are also included. These sketches 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
Corridor.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 1 1
North Catewav Improvements
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Typical Block Improvements A OCIATES
Miami Street Corridor
- South Bend, Indiana
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PROVIDE ATTRACTIVE BOLD
CREATE MINI -GATEWAYS WITH SIGNAGE WITH OVER OR UNDER
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AND SEATING AREAS.
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PAVEMENT AND PROVIDE UP MASS OF SIDEWALK
SCREENING PROVIDE SEASONAL PLANTINGS
AT TREE CUTOUTS TO PROVIDE
CREATE URBAN STOREFRONTS OUT OF COLOR AND TEXTURE.
UNDERUTILIZED FACADES. SOFTEN
CORNERS OF BLAND BUILDINGS WITH REMOVE NON ORIGINAL ARCHITECTURAL
AWNINGS ADDITIONS AND FALSE FRONTS. RESTORE
ORIGINAL BRICK AND STONE FACADES.
" REMOVE NON ORIGINAL ARCHITECTURAL
ADDITIONS AND FALSE FRONTS. RESTORE CREATE. NIEGHBORHOOD
ORIGINAL BRICK AND STONE FACADES,
GATEWAYS WITH PLANTINGS,
ADD WINDOW MULLIONS TO: PROVIDE ACCENT PAVING AND SEATING
TEXTURE TO STOREFRONTS. ., r. AREAS. _
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ADD LANDSCAPE AREAS TO
REMOVE WINDOWS SIGNAGE AND PARKING LOTS TO SOFTEN
PROVIDE ATTRACTIVE WELL LIT PAVEMENT AND PROVIDE
DISPLAYS SCREENING
October 17 2000
Action Plan
Appearance
Who
Start
$
Objective: Create a northern gateway to Miami Village
Develop gateway treatment at Railroad Underpass along Miami Steet to
City of South Bend,
welcome visitors to Miami Village:
Landscape Architect
1. Clean up the areas adjacent to the underpass (weed and trash removal,
1 /2001
(1)$500-1500
etc.) including the vacant parcel northwest of Underpass and Miami Street
2. Enhance the Railroad Underpass by cleaning and painting the bridge and
4/2001
(2) $15,000-20,000
adding lighting within the viaduct
3. Add mural(s), arbors and vines, and plantings on the railroad
9/2001
(3) $15,000-25,000
embankment.
4. Install neighborhood identification sign with landscaping
2002
(4) $5,000-10,000
5. Add pedestrian -scale, ornamental lighting along street (8 fixtures)
2002
(5) $17,500-22,500
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 17
Who
Stbr}
$
Objective: Upgrade the appearance of the Miami Street Corridor
Develop Streetscape improvements (see attached sketches):
City of South Bend,
1. Identify highest priority block(s)
Property Owners,
1 1/2000
2. Contact Landscape Architect to assist in streetscape design
Landscape Architect
1 /2001
3. Enhance the plantings within the public right-of-way with trees and planters
4/2001
(3) $6,000-10,000
(per block)
4. Develop a banner program
2/2001
5. Add ornamental street lighting to enhance continuity throughout the
(5) $8,000-12,000
corridor (4 fixtures)
6. Screen vacant lots and barren side lots with ornamental iron fences (per
(6) $8,000-12,000
block)
7. Establish 'mini -gateways' at retail blocks with landscaping, seating, and
(7) $25,000-30,000
accent paving (per gateway)
Parking lots and sidewalk improvements should include:
City of South Bend,
1. Establish parkways in residential areas where feasible. Remove paving
Property Owners
2002
(1) $30,000-40,000
between curb and sidewalk and install street trees and grass (should occur
as part of new development or during major roadway reconstruction) (per
block)
2. Provide planting areas and screening for parking lots (may include new
(2) $s,000-12,000
surface coat and striping to clean-up parking lot appearance) (per block)
3. Add curbs and landscaping to parking lots to define traffic movements and
(3) $5,000-10,000
provide additional screening (per block)
Building facade and interior improvements should include:
Property Owners,
1. Create urban storefronts out of underutilized facades. Soften corners of
Local Architect
6/2001
bland buildings with awnings
2. Provide attractive, bold signage with over or under lighting
6/2001
3. Add awnings to break up continuous building heights
6/2001
4. Remove non original architectural additions and false fronts. Restore
6/2001
original brick and stone facades where appropriate.
5. Remove window signage and provide attractive, well lit displays
6/2001
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 18
Who
Start
$
Objective: Upgrade the appearance of the Miami Street Corridor (continued from previous page)
Establish facade, landscape and interior improvement program to encourage
City of South Bend,
private reinvestment
Miami Village
1 . Develop matching grant program for properties along Miami Street
Association (MVA),
4/2001
2. Work with local banks to provide low interest improvement loans for
Local Banks,
4/2001
private match portion of improvement funds
Local Architect
3. Conduct seminar with an architect where individual businesses can have
6/2001
$250-300
conceptual improvement sketches prepared for a nominal cost
4. Encourage use of a single architect for design continuity and economies of
6/2001
scale, perhaps funded by the Miami Village organization
Objective: Improve viability of commercial shopping nodes
Develop and implement site plan review requirement for all commercial and
City of South Bend
6/2001
multi -family development
1. Create specific guidelines to clearly communicate site plan requirements to
property owners/developers
2. . Produce requirements/application in brochure form with illustrations to
clearly communicate intent and requirements
3. Provide review predominately at staff level, with one public review to
obtain comments and input from local residents
Objective: Upgrade short term maintenance
Identify sites where litter and dumping are problems
MVA
1. Set biannual Neighborhood Clean -Up Days
1 /2001
2. Consider adding regular litter pick-up team each summer
2/2001
3. Schedule community service workers for major problems
4/2001
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 79
Business Environment
The health of the business environment determines both the success of existing businesses and the image that the area
projects to potential businesses. It is composed of both tangible and intangible elements. For example, crime statistics and
vacancy rates are a tangible measurement of the business environment, while pedestrian psychological comfort is an
intangible measurement of safety. This section lists tactics designed to improve the business image for commercial users while
the marketing section concentrates on the consumer image.
This Action Plan involves establishing a positive, supportive business environment where good businesses thrive. That
environment results from government policies, the attitudes of area business owners and the programs of support
organizations. Turnover of retail businesses is common in any shopping area. Even in the best regional malls 75% of tenants
change before lease renewal. Consequently, the key to an improved business environment is not retaining all businesses but
rather insuring that business owners are knowledgeable about support programs and use every available technique for
enhancing their sales. If a business leaves, it should be because individual business practices were a poor fit with Miami
Village not because the business environment was poor.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 20
Action Plan
Business Environment: Safety
Who
Start
$
Objective: Improve lighting
1. Create a lighting plan for private businesses
Miami Village Association
1 /2001
✓ Group bulb buying
(MVA)
✓ Plan to illuminate windows
2. Routinely monitor condition of public lighting and report outages to the City
MVA & AEP
Ongoing
3. Study alley lighting program
MVA, AEP
2/2001
Objective: Create a Police/Neighborhood/Merchant Partnership
1. Create a business calling tree to quickly report security problems
MVA
1 1 /2000
2. Distribute a security packet to all merchants
SBPD, MVA,
2/2001
✓ Calling tree poster
City Staff
✓ List of who to call to correct specific violation issues
Homeless
Drug Dealing
Youth
3. Do a Crime/ safety survey analysis
SBPD, MVA
2/2001
✓ Desirability of more patrols
✓ Identification of Hot Spots
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 21
Action Plan
Business Environment: Retention
Who
Start
$
Objective: Keep current businesses successful
1. Establish communication procedure
City Staff, MVA,
1 1 /2000
$500
✓ "Retail South Bend" Staff visits
Chamber
✓ Broadcast E-mail
✓ Distribute recruitment packet to existing businesses
2. Promote incentives to existing businesses
City Staff, MVA,
1 /2001
$0-1,500
✓ Tax Abatement
Chamber
✓ Neighborhood Business Development Corporation
✓ Industrial Revolving Loan Fund
✓ Business Development Corporation
3. Develop a parking plan
City Staff, MVA
1 /2001
✓ Identify surface lot sites
✓ Discourage employees parking in prime spots
✓ Identify side -street locations for angle parking
[4. Initiate Facade Improvement Program
City Staff, MVA
8/2001
✓ Use program from Western Avenue
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 22
Marketing
An effective marketing plan always starts by making the product to be marketed as impressive as possible. In a public/private
partnership both entities have responsibilities for product enhancement. The City improves the product by adding physical
improvements to the public spaces and by continuing the high level of services it provides through aggressive building code
enforcement and security. The private sector presents an inviting experience in its businesses to further enhance the product.
Because Miami Village currently has a relatively small concentration of businesses, the product development is stalled at a
very limited appeal. This situation is difficult to correct because it is caused by a circular problem, customers are not attracted
because there are so few businesses and businesses are not attracted because there are so few customers. To break this
cycle, Miami Village needs a Recruitment Plan, Events Plan, and an Image Program. The Recruitment Plan looks at attracting
more businesses and the Events Plan looks at attracting more customers. Initially, the customers are attracted by ongoing
events. The success of these events demonstrates that, given an appealing reason, customers will come to Miami Village.
It is hoped that participants in these temporary retailing opportunities or the farmers' markets will develop a customer
following and decide to open a Miami Village store that can serve those customers.
The Image Program seeks to build on early success to create a lasting impression that differentiates Miami Village from other
competing shopping districts.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 23
Action Plan
Marketing: Recruitment
Who
Start
$
Objective: Reduce the amount of vacant space
1 . Create an inventory of existing space
MVA
1 /2001
2. Create a realistic "Desired Businesses" List
MVA
1 /2001
✓ Name
✓ Owner
✓ Contact information
3. Coordinate space marketing
Realtors, MVA, City
3/2001
✓ Encourage use of Real Estate Professionals
✓ Consult Retail South Bend Staff
4. Create recruitment brochure(s)
MVA, City
5/2001
$2,500
✓ Message "This is a Great Opportunity"
✓ Extensive availability
5. Seek identified new businesses for existing space
MVA
6/2001
✓ Personal Contact
✓ Personal Follow-up
Objective: Develop new space
1. Prioritize Sites Identified in Land Use Plan
MVA
8/2001
2. Package Incentive Opportunities
MVA, City
48/2001
8/2001
3. Initiate RFP Process
MVA, City
$1,500
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 24
Action Plan
Marketing and Promotion: Events
Who
Start
S
Objective: Establish an Event that Connects Miami Street to the Surrounding Neighborhood
1. Establish Event Committee
MVA
1 1 /2000
✓ Select annual date (end of June?) for the event
✓ Determine Theme
Sidewalk Sale/A Day in our Village
✓ Set all Meetings
Meet monthly for first four months
Meet as needed in last two months
2. Develop a budget and seek funding
MVA
12/2000
✓ BDAT funds?
✓ Charge for sidewalk sale participation
✓ Corporate sponsorship
3. Establish Policies
Event Committee
2/2001
✓ Allow Fund Raising?.
✓ Who can Participate
4. Contact local organizations seeking participation
Event Committee
3/2001
✓ Medical facilities
✓ Churches
✓ Schools
✓ Service Clubs
✓ Arts Organizations
✓ Children's Groups
✓ For Profit Services
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 25
Who
I Start
$
Objective: Establish an Event that Connects Miami Street to the Surrounding Neighborhood (continued from previous page)
5. Promote Event
MVA
Various
Public
✓ Banners (design completed 4 months prior to event; install 6-weeks before event;
fund
remove and store two -weeks after event)
match at
✓ Every Calendar (as soon as date is determined; ongoing)
no more
✓ Newspaper ad (one -week before event)
than
✓ PR (ongoing)
50%
✓ Store Posters (display one -month before event)
6. Enjoy Celebration
Everyone
. Annually
Objective: Develop an event that invites "Outsiders" to Experience Miami Villages
1. Establish Event Committee (not the same group as other event)
MVA
4/2001
✓ Membership
Private Sponsors
Government Representative
Participating Businesses
Convention and Visitors Bureau
✓ Select Date (End of September)
✓ Determine Program
Who
How long
✓ Set Full Meeting Schedule
2. Sell Sponsorships
Event Committee
5/2001
$250
✓ Program Brochures
of Banners
✓ Vendors
Food
Drink
Merchandise
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 26
Who
Start
$
3. Promote Event
MVA
Various
Public
✓ Banners (design completed 4 months prior to event; install 6-weeks before event;
fund
remove and store two -weeks after event)
match at
✓ Every Calendar (as soon as date is determined; ongoing)
no more
✓ Newspaper ad (one -week before event)
than
✓ PR (ongoing)
50%
✓ Store Posters (display one -month before event)
4. Enjoy Celebration
Everyone
Annually
Objective: Create a "Festival Atmosphere"
1 . Identify "mini events"
MVA
2/2001
✓ Holiday Lighting Ceremony
✓ Homecoming Parade
✓ Full Street Garage Sale
✓ Others
2. Contact local Institution to express interest in hosting their events
MVA
3/2001
✓ Churches
✓ Schools
✓ Charities
3. Contact local performing groups and encourage "Street Performances"
MVA
5/2001
✓ Parking Lot Jam Sessions
✓ Mimes, Jugglers, Puppeteers
Miami Street Commercial Corridor Revitalization Action Pion December 2000 Page 27
Action Plan
Marketing and Promotion: Image Programs
Who
Start
$
Objective: Create a Lasting, Positive Impression of Miami Village
1. Determine Positive elements that distinguish Miami Village
MVA
3/2001
✓ Route to Farmer's Market
✓ Personal contact with business owners
✓ Affordability
✓ What else?
2. Develop a logo
MVA
5/2001
$300
3. Reinforce image through activities
MVA
5/2001
up to
✓ Banners
50%
✓ "Sweeping" Program
match
Objective: Promote New Business Openings
1. Create a Welcome Kit for new business
MVA
3/2001
$500
✓ Information on Business Support Program
✓ Neighborhood mailing List
✓ Instructions for Ribbon Cutting Ceremony
2. Announce new business
MVA
3/2001
✓ Press release
✓ Column in newsletter
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 28
Organization
Much work needs to be done to accomplish the goal of this project. That work requires a strong public/private partnership
focused on completing the outlined tasks. The following action plan recommends that efforts be led by an organization of
local business leaders and property owners. Although this organization's primary focus is on guiding implementation of this
plan, it would also serve as a "booster' organization that encourages participants to continue their private investment in the
area. This organization's members would have the latest, and most accurate information about development activities in the
area and programs designed to encourage greater investment. Through communication fostered by this organization the
private sector would gather confidence in its investment decisions and the public sector would learn the most effective ways
of leveraging its funds to encourage more private expenditures.
As discussions at the Action Plan Workshop revealed, the challenge forthis organization is to find leadership willing to commit
the time necessary to accomplish the listed initiatives. One key element will be the creation of a leadership continuity plan.
that appoints the first two chairs guarantying that the first chair will be able to transition to an equally strong successor within
a reasonable amount of time.
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 29
Action Plan
Organization
Who
Start
$
Objective: Establish a strong partnership with the City.
l . Set a regular meeting date and time
MVA
Done
2. Establish voice mail and e-mail for the organization
MVA
12/00
3. Consolidate questions and issues into one call to
MVA
12/00
• minimize call backs
• screen requests
• and share responses
4. Prepare complete funding requests
MVA
1/01
Objective: Insure Continuity of Organization
2. Get good advice from the beginning
MVA
Done
✓ Bylaws
✓ Insurance
2. Encourage Leadership Turnover
Annually
11/01
3. Have Fun
Annually
11/01
✓ Plan social events into calendar
✓ Review accomplishments
Miami Street Commercial Corridor Revitalization Action Plan December 2000 Page 30