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HomeMy WebLinkAboutSouth Gateway S. Michigan-S. Main Comm. Corridor Action Plan 1998July, 1998 City of South Bend South Gateway Commercial Corridor Action Plan Please, Don't Throw Away! Retum to: Community & Economic Development 1200 County -City Building South Bend, IN 46601 Table of Contents Introduction........................................................................................... 2 SituationAudit......................................................................................... 4 External Trends................................................................................... 5 MarketFacts..................................................................................... 7 Strengths and Challenges.................................................................... ...... 9 ActionPlan.......................................................................................... 11 Roles and Responsibilities.................................................................................. 12 LandUse............................................................................................... 15 Transportation............................................................................................ 18 Appearance............................................................................................. 20 Development Opportunities.................................................................................. 28 Recruitment and Retention.................................................................................. 41 Marketing and Promotion................................................................................... 47 Public Safety .................................................................................... ......... 51 Funding................................................................................................ 54 Mapsand Forms...................................................................................... 55 Business Districts, /nc. South Gateway Commercial Corridor Action Plan 0 Introduction Historically, South Bend has been the commercial center of St. Joseph County and an important cog in the Midwest manufacturing system. It has a national reputation as the home of Notre Dame University. South Bend is well served by transportation corridors including Interstate 80/90, the Indiana Toll Road, and IND 933. The Toll Road carries east -west traffic just to the north of Downtown South Bend while IND 933, the main north -south route goes through the center of Downtown. This study examines the southern portion of IND 933 from the bypass to downtown, an area known as the South Gateway. As is normal along major gateways, there is extensive commercial development in the study area. That development in combination with the high volume of traffic led the City of South Bend to designate the study area as a commercial corridor worthy of special planning attention. In January of 1998, the City of South Bend commissioned Business Districts, Inc. to undertake this Commercial Corridor Action Plan. This Action Plan integrates existing information, physical analysis, market analysis, and developing trends into a strategy to revitalize the area. 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. To accomplish these purposes, a commercial corridor action plan builds on the strengths and weaknesses of the existing business mix, 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 Commercial Corridor Action Plan is: To establish South Gateway as an attractive entrance to Downtown South Bend that also provides convenience shopping, offices, and services for commuters and adjacent neighborhoods. The South Gateway also should protect the attractive nearby residential areas and provide alternative sites that avoid sprawl as retail businesses locate to capitalize on customers attracted to the renewing Scottsdale Mall. The pages that follow first examine the existing conditions and then identify 24 objectives and more than 75 action steps design to achieve the plan goals. Thirty-seven development sites are identified. Implementing this plan requires a significant commitment from the citizens of South Bend. Often when a report of this length is finished, those participating in Bisiness Districts, /nc. South Gateway Commercial Corridor Action Plan 1 the process are tempted to breathe a sigh of relief and relax. That would be a huge mistake. The momentum for positive action has never been stronger. The residents of South Bend who are intent on the revitalization of the South Gateway area now must energize their efforts. All of the consultant team members developed a very positive impression of South Bend, its government officials, its business owners and residents. Our experience in other communities makes us confident that South Bend has the ingredients at hand to improve the South Gateway Area. Business Districts, /nc. South Gateway Commercial Corridor Action Plan 2 Situation Audit Business Districts, /nC. r, u South Gateway Commercial Corridor Action Plan` 3 External Trends A prerequisite to any revitalization effort is a clear understanding of the specific situation and the context in which it exists. In the case of South Bend's South Gateway, that means understanding its characteristics and those of the community that has shaped it over time. It also means understanding the dynamics of a larger regional and national society, and those of a real estate and commercial industry that responds to society's needs and desires -- even shapes them. It is realistic that virtually all commercial corridors are in a constant state of transition, from their merchandise and personnel to the skylines and open spaces beyond. Change 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. 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 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; More retailers are looking for locations in established business districts, Fully prepared meals constitute more than 50% of all food purchases causing restaurant growth and reconfiguration of grocery stores; Entertainment and dining targeted to families are growth sectors; Consumers are fighting aging by investing in personal care and education; The office market is coming back, stimulated by the growth of small businesses; Housing within or adjacent to business districts has gained in popularity; There is a strong public desire for "sense of place," the arts, and adult educational experiences; Among young consumers, lattes are replacing liquor as the buzz of choice; 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" The bright spot in apparel spending is children's clothes. 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 retailing; office and hotel development; Households and businesses continue to seek the greenfield developments on the outskirts of South Bend; Tourism that centers around Museums and Notre Dame Football remains strong Business Districts, /nc. es s,d• ;s _::x:., ua w rttz x a.,- x su-,., u3., n: South Gateway Commercial Corridor Action Plan 4 Local Trends The Scottsdale Mall has modernized its image and is attracting stronger tenants and outlot development The Kerasotes Theater Chain expressed great confidence in the area when it located a 13-screen theater on the southern end of the study area; The construction of IVY Tech's Campus adds to an important group of institutional uses that anchor the Northern sector; The Center for the Homeless has received national recognition for its programming and is planning a major expansion; Signage restrictions have controlled the impact of adult businesses in the area; These are only a few of the external trends that are and will influence change in the South Gateway Corridor. For the most part, they can be viewed as positive, if the community takes advantage of them. Some have negative implications if the community chooses to ignore them. In any case, the challenge is clear. The South Gateway area will need to adapt itself to future conditions if it wishes to preserve its heritage and nurture its quality of life. Business Districts, Inc. South Gateway Commercial Corridor Action Plan 5 Market Facts Retail businesses in a commercial area draw 50-80% of their customers from a primary trade area determined by physical and psychological characteristics of the surrounding neighborhoods. Physical features that constrain or expand a trade area include: access to major roadways, edges caused by water, large rail yards or vast tracts of open space, and nearby competition. Psychological factors include a sense of affiliation (e.g., that is my town), perception of safety, and confidence in the quality of the merchandise selection offered by stores in the area. Although the South Gateway Corridor study area was defined as the property adjacent to Michigan and Main Streets extending from the Viaduct on the north through to Ireland Road on the south and the property along Ireland Road to the Scottsdale Mall, the Consultant's investigation suggested that there are at least three different sectors in this area. Each Sector has a different market, its trade area. Maps of each sector follow. The North Sector is dominated by institutional, office and light industrial uses. Significant, recent public and private investment has greatly enhanced this area. Interviews revealed that there are additional improvement plans for this area's properties. Because it is dominated by offices and soon IVY Tech, this sector's population demands convenience retail (Quick Marts, Drug Stores, Florists), services (Hair Care, Dry Cleaning, Day Care), and restaurants. As confidence in the area increases with implementation of this Action Plan, the impressive employment base of 65,000 workers within 3-miles should cause the market to respond with these uses. The South Sector is a strong retail area starting where Michigan becomes two-way at Chippewa and continuing east on Ireland Road to the Scottsdale Mail. Again, there has beer significant, recent investment in this area. The larger trade area created by access to the bypass, the offering of Scottsdale Mall, and the recently opened Kerasotes Theaters drives this development. It is easy to understand this strong activity when the purchasing power of this larger trade area is revealed: Purchasing Power: One -Mile Category ($ Mil) Apparel $110.3 Groceries $243.3 Restaurants $133.1 Home Furnishings $41.6 Implementation of the appearance and organization initiatives outlined in the Action Plan will make this South Sector a more desirable destination trip, insuring the continued, market driven, development of this strong retail environment. The center, mixed use sector presents the greatest challenge as a development market. It's high vacancy rate, one-way traffic pattern, and non -synergistic mix of uses limits market driven development. Still it has nice adjacent neighborhoods and offers opportunities for affordable office and retail space. The purchasing power of nearby residents could support many uses. Business Distracts 1nc.<�,<:.,..:::��.,::.,,�:�...p....:.:....:::....�.:,::.,�...�.,.x.,...........:._.......�:.�.o South Gateway Commercial Corridor Action Plan 0 Purchasing Power Category 3-Mile Ring ($ Mil) 5-Mile Ring ($ Mil) Apparel $7.2 $55.4 Groceries $17.3 $125.6 Restaurants $8.6 $66.2 Home Furnishings $5.4 $32.7 Many of the recommended action steps seek to strengthen this area as it provides neighborhood shopping and a transition from the northern employment area and the southern shopping district. Business Districts, /nc. South Gateway Commercial Corridor Action Plan 7 Strengths and Challenges 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 South Gateway benefits from these characteristics: 1. The area's history as commercial corridor means there are a number of longstanding businesses and residents are accustomed to shopping in the area. 2. The high traffic volume, nearly 40,000 cars per day, provides potential customers for the businesses. 3. The presence of public facilities draws customers and provides an anchor of well -maintained buildings. 4. Designation as an Urban Enterprise Zone provides economic incentives for area businesses. 5. Strong independent businesses like Sergio Pools and the furniture stores provide stability for the area. 6. The new Kerasotes Theater will draw additional customers to the area. 7. The Scottsdale Mall draws shoppers to the area. 8. The proximity to the expressway expands the trade area by providing quick access for a wider area. 9. IVY Tech will not only provide a pleasing visual anchor, it will bring students and their purchasing power. 10. Strong government and business community interest supports the development of programming to revitalize the area. Business Districts, /nc ...:..:>• z. :,,.,�:.�.. _ :>:Y,;:�;:.�.;x�.�:,>.,..��� _,� _. South Gateway Commercial Corridor Action Plan 9 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 one-way traffic system makes it difficult to intercept customers on the companion street -- consumers traveling home on Main Street must remember what cross street leads to a business on Michigan. 2. High speed traffic makes pedestrians feel unsafe and makes larger signs necessary. 3. This area is divided into small parcels of land so assembling a developable sized site necessitates time-consuming negotiations with multiple owners. Additionally, one recalcitrant owner can stymie a potential development. Threats Adult businesses do not mix well with the desired uses and consequently, limit the market for area properties, undermining the market's confidence in the area's developability. The perception of widespread prostitution and crime also undermines the real estate market's confidence in the area. Business Districts, Inc. ,o q•< w .._<_z ::.,a Goa a: 3. Vacant land suggests decline, further undermining the quality of the market. 4. At existing rents, the investment necessary to rehabilitate properties is too high to promise attractive returns. 5. Industrial uses mixed with retail prevent the development of a shopping node as the appearance standards (blank walls compared to display windows) and parking requirements ( all day vs. frequent turnover) conflict. 6. The mixed use sector of South Gateway, lacks both store variety and quantity. This lack of critical mass limits the cross shopping that provides additional customers to each business, weakening the businesses. 7. Poorly maintained buildings add to the appearance of decline further undermining the real estate market. S. Cracked and missing sidewalks, hidden curbs, paved parkways and other examples of poor infrastructructure also add to the deteriorating image of the area. 9. Although there appears to be adequate parking, it is not well managed with signage, screening, maintenance and enforcement. 10. Prior to the development of this action plan the South Gateway had a weak business organization and lacked comprehensive planning. South Gateway Commercial Corridor Action Plan Opportunities 1. Vacant land can be developed quickly and without demolition expense. 2. The IVY Tech students will significantly increase the nighttime traffic making the area less desirable for adult businesses. Note that commuter colleges like IVY Tech do not usually generate substantial business for nearby stores other than fast food restaurants. 3. Patrons of the Kerasotes Theater will also cause changes in traffic patterns as they attend evening movies. This additional traffic will encourage the market to develop restaurants. 4. The high volume of traffic provides opportunities to intercept travelers on their normal path from home to work or other activities. That is much easier than making consumers deviate from their regular trip. 5. Incentives provided by the Urban Enterprise Zone and Tax Increment Financing District provide a competitive advantage over other areas. Business Districts, /nc South Gateway Commercial Corridor Action Plan 10 Business Districts, /nc. Action Plan South Gateway Commercial Corridor Action Plan 11 Roles and Responsibilities Much work will be required to accomplish the goal of revitalizing the South Gateway. This study recommends a two-part structure to support that work, a Steering Committee to guide initial efforts and a permanent successor Organization to manage programs necessary for long-term economic vitality of the area. These recommendations recognize that the talents necessary to initiate revitalization differ from the talents necessary for long-term management. The Steering Committee will guide approval of the plan and seek public support for the process. It will also set the parameters for programs like appearance guidelines, major developments, facade improvement programs, and streetscape design. The Steering Committee is meant to be a temporary organization that dissolves after implementation of this development plan is completed. The Steering Committee would be composed of these individuals: A Representative of the City's Department of Community and Economic Development A Representative of the Urban Enterprise Zone A Representative of the Chamber of Commerce The Chairperson of the South Gateway Improvement Association Three - four key property owners A representative of Scottsdale Mall An elected official A Representative of Ivy Tech A member of the Leadership Council 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: Facilitating assembly of developable land Reviewing Developer Qualifications Reviewing development proposals recommending Municipal Actions Streetscape expansion Parking Revision Public Safety Initiatives 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 the success of 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, 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. With recruitment a key priority in the revitalization plan, a specific communication strategy with real estate brokers and other entities that can bring new businesses to South Gateway is also important. Business Districts, Inc. South Gateway Commercial Corridor Action Plan 12 Action Plan ORGANIZATION Phase l: June 1998 to December 1998 Committee Due $ Objective: Establish Implementation Structure 1. Seek Area Planning Commission approval of this Plan Area Planning August 1998 Commission 2. Seek Common Council formal adoption of this Plan Common Council August 1998 3. Appoint Steering Committee Composed of: Mayor August 1998 • A Representative of the City's Department of Community and Economic Development • A Representative of the Urban Enterprise Zone • A Representative of the Chamber of Commerce • The Chairperson of the South Gateway Improvement Association • Three - four key property owners • A representative of Scottsdale Mall • An elected official • A Representative of Ivy Tech • A member of the Leadership Council 4. Provide communication response number (Voice Mail Number) Steering Committee August 1998 Objective: Strengthen South Gateway Improvement Association 1. Make phone or personal contact with all potential members Steering Committee September 1998 2. Create monthly meeting plans for next six months Improvement October 1998 • Topics that flow from the plan Association • Plan updates • Report on Leadership Council meetings • Organized meetings 3. Create issues agenda for presentation to the Steering Committee Improvement December 1998 Association Business Districts, Inc. South Gateway Commercial Corridor Action Plan FWj Action Plan ORGANIZATION Phase ll: January 1999 to June 2000 Committee Due $ Objective: Create permanent South Gateway management structure 1. Evaluate interest and ability of South Gateway Improvement Association Steering Committee February 1999 2. Determine area boundaries • Should North (Institutional) Sector be part of Downtown? • Should Ireland Road be separate? • How to integrate new developments Steering Committee February 1999 3. Determine permanent financing mechanisms • BID • Dues • Investors' Contributions • Public funds Steering Committee March 1999 4. Report to Common Council Steering Committee Every 4-6 Months Business Districts, /nc. South Gateway Commercial Corridor Action Plan 14 Land Use The land use plan for the South Gateway Corridor is generally defined by the existing development pattern in the area. This pattern consists of five components: 1. Industrial use west of Main Street 2. Southeast Neighborhood, a predominately single family residential area east of Michigan Street 3. Institutional/Educational and limited commercial use north of Indiana Street 4. Mixed use, including commercial, industrial, and residential between Indiana Street and Chippewa Avenue 5. Commercial use south of Chippewa Avenue and along Ireland Road This land use pattern is illustrated on the Planning Issues diagram on the following page and documented by an associated map. This diagram also illustrates a variety of other issues including existing traffic volumes, the limits of the Urban Enterprise Zone, and adjacent planning areas such as the Studebaker Corridor Development Area and the Southeast Neighborhood. While the overall land use pattern in the corridor has been stable, there has been some transition from residential to commercial or office use in the central portion of the corridor. To maintain contiguous living environments and consistent land use patterns, it is recommended that residential properties north of Donmoyer between Main and Michigan be permitted to continue the conversion to commercial and office use. South of Donmoyer, it is recommended that the existing residential neighborhoods be kept intact, with no additional conversion. Specific land use recommendations for individual development sites are provided later in this chapter. Bluslness Districts, %'n C. South Gateway Commercial Corridor Action Plan 15 Action Plan Land Use Who Due $ Objective: Enhance land use compatibility 1. Promote redevelopment/use of single family parcels north of Donmoyer Street and west of Main Street (north of Chippewa Ave.) • Encourage consolidation of parcels to create larger redevelopment sites • Allow conversion of homes for offices and limited commercial use where parking can be provided Private property owners'/ City of South Bend Ongoing n/a 2. Maintain integrity of strong residential areas • Do not allow conversion from residential use between Donmoyer/Dean/Main/Michigan or east of Michigan between Farneman Street and Barbie Street • Enhance/provide sidewalks in these areas and provide improved street tree plantings City of South Bend 2003 $ 35,000 8dsiness Districts, /nc. South Gateway Commercial Corridor Action Plan F Transportation The traffic pattern in the South Gateway Corridor is dominated by the one-way system of north bound Michigan Street and south bound Main Street. Traffic volumes on these roadways have been increasing, with the heaviest volumes occurring on Michigan Street, with an average daily traffic volume of 20,000 to 25,000 vehicles. These traffic volumes are significant, and are needed to support existing and future commercial businesses within the corridor. With the exception of Sample Street at the northern end of the corridor, traffic volumes on east -west routes within the corridor are much lower. Ireland Road had an average daily volume in 1996 of 14,000 to 18,000 vehicles per day. Ewing Street was the only other east -west route with a significant traffic volume, at nearly 10,000 vehicles per day. Based on field observation in early 1998, it appears that traffic flows smoothly and efficiently through the corridor. The following action plan highlights several key transportation issues which should enhance the overall corridor and increase the viability of commercial use within the area. 8lusiness Districts, /nc. :� ,a A _ <. se ,z.z ..: a<,«Y��. , :x,:<,rGx;.-. <.<w,• % .;:. e .,m •a u,,.... ,.: .. , . row,:... _s: South Gateway Commercial Corridor Action Plan 18 Action Plan Transportation Who Due $ Objective: Mainta/Nlmprove flow of traffic while enhancing access to individual parcels 1. Require cross access between commercial parcels and minimize City of South As development 0 curb cuts. Bend, APC, BZA occurs 2. Encourage combining or eliminating curb cuts where cross Private property As development n/a access is provided owners/ City of occurs or during major South Bend roadway reconstruction 3. Remove paving from parkways to discourage illegal parking City of South As development $ 75,000- Bend occurs or during major $85,000 roadway (8,500 per reconstruction block face) 4. Remove existing pavement before improving Michigan/Main to City of South 2003 per plans restore function and appearance of curb edge Bend 5. Consider vacation of selected short street segments between Private property As development $5,000 per Michigan and Main owners/ City of occurs street • Reduce overall maintenance costs South • Encourage redevelopment and add property to tax roles Bend/Public • Possible segments include Bowman, Donald, and Tasher utilities Business Districts, Inc. South Gateway Commercial Corridor Action Plan 19 Appearance During the situation audit, one significant concern raised by a During the situation audit, a number of residents and business owners expressed concern about the overall appearance of the corridor. As it currently exists, the South Gateway corridor does not have a distinct identity. Many parkways are paved, sidewalks are not continuous and are often in disrepair, and many private properties appear dated and in need of a face lift. The following photographs summarize several of these appearance issues. The following action plan highlights recommendations to enhance the South Gateway Corridor's image. Sketches for a 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 South Gateway Corridor. Encourage non -rectangular signs, in scale with development sites Provide street trees and shrub screening around parking lots Encourage consistent awnings and facade improvements Locate parking at rear or side of buildings Permit some additional signs if in scale with building Encourage creative signs which reflect the adjacent use where appropriate Business Districts, Inc. a ..-p«. .„-s:: oso xwm ::.aw .;r xs>ss oea.a a. Rs.. wcs=< a>:xzz South Gateway Commercial Corridor Action Plan 20 • Consider permanent banners in the central part of the corridor to promote identity, reduce long-term maintenance costs • Banners should feature unique logo and limited text • Seasonal banners are appropriate at north and south ends of the corridor, and could include the name of a sponsor • Complete sidewalks within residential areas with appropriate accessible ramps at intersections • Restore grass parkways with street trees • Screen storage areas and provide landscaping around parking lots Business Districts, /nc. a South Gateway Commercial Corridor Action Plan 21 Action Plan Appearance Phase I: June 1998 to December 1998 Who Due $ Objective: Develop Streetscape Improvements to Enhance image of the Corridor 1. Develop gateway treatment at Chippewa/Michigan intersection City of South fall, 1998 $35,000 • Landscape traffic island with seasonal and evergreen plant material Bend/ Private • Install an identity sign to welcome visitors to the South Gateway Corridor property owners Install street tree plantings around intersection to enhance sense of arrival • Encourage additional landscape improvements on private property Phase 2:1999 2. Develop a new gateway to South Bend between Ireland and Highway 20 City of South fall, 1999 $40,000 • Utilize the backside of existing highway sign spanning the roadway Bend/Indiana • Create a unique sign based on existing entry sign modify DOT • Add additional ornamental trees in clusters within roadway right-of-way to enhance sense of arrival 3. Establish a facade and interior improvement program to encourage City of South winter, 1999 $2,000 private reinvestment Bend/ Steering • Develop a matching grant program for properties within TIF/Urban Committee/Loca Enterprise Zone I Banks/ Local • Work with local banks to provide low interest improvement loans for architect properties outside of the TIF/Urban Enterprise Zone • Conduct a seminar with an architect where individual businesses can have conceptual improvement sketches prepared for a nominal cost • Encourage use of a single architect for design continuity and economies of scale, perhaps funded through TIF/Urban Enterprise Zone funds Business Districts, /nc. ......... South Gateway Commercial Corridor Action Plan 22 Phase 3: 2000 - 2005 4. Establish landscaped parkways City of South As $ 75,000- • Remove paving between curb and sidewalk Bend development or $85,000 • Install street trees and grass major roadway (8,500 per reconstruction block face) occurs 5. Develop a banner program Steering winter, 2000 $20,000- • Cluster banners at key locations such as near signalized intersections Committee/ City $40,000 • Work with businesses and residents to determine if permanent or of South Bend/ ($740 per changeable banners are preferred Power Company banner) • If changeable banners are used, consider utilizing banners with South Gateway logo and identification of a contributing local business 6. Develop enhanced streetscape at key signalized intersections Steering 1999 - 2005 Per • Add pedestrian scale lighting, enhanced sidewalk paving, and street Committee/ City streetscape trees of South Bend plans • Continue streetscape treatment along east/west roadways • Establish varying levels of improvement based on the amount of pedestrian traffic, with greatest level of improvements along 200 Michigan 7. Encourage businesses to establish a common awning program Business 1999-2005 • Basic shape and form should be consistent, ideally extending owners/ approximately 3' to 4' out from building to provide limited shelter from rain Steering • Encourage consistent awning color at intersections Committee • Encourage common purchase through a single vendor 8. Encourage 1950's style sign theme for private businesses Business 1999-2003 • Maintain scale of signs consistent with use owners/ • Encourage signs with unique shape Steering • Provide greater latitude for sign variations where consistent with desired Committee/City corridor theme of South Bend 9. Extend Studebaker Corridor Design Guidelines and design review to Steering 1999+ commercial and industrial development within the South Gateway Committee/ City Commercial Corridor along Michigan and Main of South Bend Business Districts, /nc. South Gateway Commercial Corridor Action Plan 23 Action Plan APPEARANCE: SHORT TERM MAINTENANCE Phase l: June 1998 to December 1998 Committee Due $ Objective: Establish extra level of service 1. Create "clean up response team" • two to three summer employees • regular routine of litter removal • landscape enhancement maintenance • emergency response to graffiti City Coordinates Fall 1998 $5,000 2. Plant annuals at key locations • fund flowers • create a volunteer event to plant • get maintenance commitment City Coordinates Spring 1998 $3,000 Phase 2: 1999 1 Contract with a local landscape firm to provide maintenance of entry features City May 1999 $5,000 2. Consider selection of one contractor for parking screening maintenance in front of local businesses property owners May 1999 variable Business Districts, /nc. South Gateway Commercial Corridor Action Plan 24 ICI Adjust pavement to\ provide enou span fm street trees ------------------------ CHIPPEWAAVE. &Pa�d caffiage walk Entry Concept South Gateway 0 Corridor Street shade tree Evergreen tree O ornamental shrub Ornamental grass Perrenial flower bed "M EkJSINEss Dismic.a.l.c. 0 25' 50, 75' June 9, 1998 island landscape Existing Conditions '1 r., Add new entry sip Y .^-;� ✓;;T�v Welcome to nr'tti'1i? 41 7i e acax Proposed Improvements Perspective Community Entry Feature South Bend South Gateway Corridor • om.mmN pa bee In med.n E. pm eee. r Wr batdmp sip W, wW m sasend emw .sh A O• Ck . dmnmenJ eer big" mmeh meA.n 9 US Hwy20 dln.rp Plan View Bim m Dwmwm June 22, 1998 Existing Conditions ESMWWmd Co A%"*W &KMW ge um d Add ba b ryWA—M O-WM cease a�at WenBty 1.� Reduce BUIld4ig sign, .,Amp* bulNieg hodn r Add sheet bm and ra topmkww_ n s— paddy Proposed Improvements Perspective Streetscape Improvements South Bend South Gateway Corridor MOB June 22, 1998 Development Opportunities Thirty-seven development sites have been identified on the following plans. These sites fall into several categories: 1. Developed parcels with vacant buildings 2. Vacant parcels 3. Developed parcels currently in use which may be appropriate for redevelopment These development sites are an important feature of this market because they offer early opportunities to capitalize on an improving market. As mentioned previously, current market rate rents do not provide high enough returns to encourage new construction. These low returns are the resultof the classic economic law of over supply in the presence of low demand. As the image of the area changes with implementation of this Action Plan, it is anticipated that demand will increase resulting in a market that supports development with appropriate returns. It will be important for Steering Committee members to recognize that early efforts to stimulate the development of these sites will lead to later private market activity that continues the revitalization. Leasing existing space is the quickest way to increase employment within the corridor and to provide additional potential customers for existing businesses. This activity should be the top priority. However, some buildings within the corridor are obsolete for their current use, and will need to be significantly renovated or removed to accommodate new development. Vacant parcels are also key development sites, as these properties currently contribute little to the corridor either in terms of synergy of use with existing businesses or in terms of tax base for the community. Developed parcels which are currently in use are the lowest priority sites. These parcels can and should remain in use for the immediate future. However, given the location of the parcel or the condition of the property, redevelopment options should be considered if adjacent parcels are developed or a particular property owner desires to redevelop the parcel. Each of the 37 development sites is illustrated on the following plans. These plans are divided into a north, middle, and south section for ease of legibility within the report. Following the plans is a table which identifies the location, size, existing use, and recommended future use of each site. The table also identifies how many individual parcels are included within each site. Where several potential uses exist for a site, future uses are listed in order of preference. To provide examples of possible development alternatives, sketches have been prepared for Sites 4, 7, and 16. These sketches provide typical examples of how new development can occur within the corridor. Property owners are not required to develop their properties exactly as illustrated on these sketches. However, it is hoped that these sketches will provide ideas on how each of these sites could be developed in conformance to the objectives of this South Gateway Corridor Action Plan. Blusiness Districts, Inc. South Gateway Commercial Corridor Action Plan 28 Action Plan Development 0 bj ective: Promote development of vacant parcels Who Due S 1. Maintain list of properties and target uses (see chart) City Staff July 1998 2. Support the efforts of public/private developers Make recommendations to political bodies Promote private interest at networking events like Chamber Meetings and Service Clubs Encourage banks to consider innovative financing Coordinate efforts of Recruitment Subcommittee Steering Committee ongoing Business Districts, Inc. South Gateway Commercial Corridor Action Plan 29 1 2- Studebaker Corridor Development Area 3- 4- 5- 6 7- 8 9 10— 11- gel North Institutional Sector - Development Sites South Bend South Gateway Corridor Iy Development Site AssTures /�, -INC.- BUSINESS DSTNICTS, INC. 'L August 1, 1998 W 21 22 12 13 14 16 17 Middle Mixed Use Sector - Development Sites South Bend — 15 South Gateway Corridor �lJlllllil ® 1 Development Site ®� �TM —18 19 20 FTM ffj ----- 23 ---- 24 ^�7 = BUSINESS DISINICfs, tNC.'�"_--' LIII�JIIJI 25 August 1, 1998 Development Sites Site Location Area/Dimension Existing/Former Use Proposed Use(s) Number of Existing Parcels 1 Sample & Main 53,926 sq. ft. vacant a. Light Industry 2 278'x194' b. Office c. Retail d. Other commercial 2 Garst & Michigan 10,978 sq. ft. vacant Office 1 67'x165' 3 Stull & Michigan 44,621 sq. ft. vacant/ funeral parlor a. Retail 4 267'xl67' b. Office 4 Main 11,171 sq. ft. vacant a. Commercial 2 68'x165' b. Office 5 Main 25,311 sq. ft. vacant a. Commercial 4 152'x167' b. Office 6 Michigan 22,006 sq. ft. vacant a. Commercial 3 132'x167' b. Office 7 Indiana & Main 11,230 sq. ft. vacant a. Retail 9 114'x99' b. Office c. Commercial 8 Main 23,304 sq. ft. vacant a. Light Industry 3 142'xl64' b. Commercial c. Office 9 Main 6,994 sq. ft. vacant/print shop a. Light Industry 1 42'x165' b. Commercial c. Office Business Districts, /nc. South Gateway Commercial Corridor Action Plan 33 Site Location Area/Dimension Existing/Former Use Proposed Use(s) Number of Existing Parcels 10 Michigan 5,849 sq. ft. vacant a. Retail 1 35'x166' b. Office c. Commercial 11 Main 7,423 sq. ft. vacant a. Light Industrial 1 55'x138' b. Commercial 12 Michigan 7,770 sq. ft. parking a. Retail 1 47'x166' b. Office c. Commercial 13 Michigan, Donald, 76,795 sq. ft. vacant/audio dealer a. Retail 13 Main 221'x347' b. Office c. Commercial 14 Ewing & Main 50,299 sq. ft. parking a. Retail 1 341'x147' b. Office c. Commercial d. Light Industrial 15 Altgeld & Michigan 10,136 sq. ft. vacant gas station a. Office 1 90'xl13' b. Retail c. Commercial 16 Michigan, Main, 92,833 sq. ft. vacant/parking/single a. Retail 10 Oakside 269'x346' family homes b. Office c. Commercial 17 Main 208,779 sq. ft. Industrial/neon shop a. Office 18 716'x295' b. Commercial c. Retail 18 Michigan 32,257 sq. ft. vacant a. Retail 1 196'xl65' b. Office c. Commercial Business Districts, /nc. ... South Gateway Commercial Corridor Action Plan 34 Site Location Area/Dimension Existing/Former Use Proposed Use(s) Number of Existing Parcels 19 Michigan & 20,595 sq. ft. vacant a. Office 4 Donmoyer 173'xl19' b. Retail c. Commercial 20 Michigan & 38,702 sq. ft. vacant/single family a. Retail 4 Donmoyer 115'x346' residential b.Office c. Commercial 21 Main 201666 sq. ft. industrial a. Mixed use if combined 1 419'x503' with Site 22, including office, retail, and possibly medium to high density residential b. Office c. Commercial d. Light Industrial 22 Sherwood & Main 39.3 acres single family a. Mixed use if combined 28 1591'x1141' residential/auto with Site 21, including salvage office, retail, and possibly medium to high density residential b. Office c. Commercial d. Light Industrial 23 Dean & Michigan 22,563 sq. ft. single family a. Office 3 138'x164' b. Retail 24 Sherwood & 22,000 sq. ft. vacant a. Office 1 Michigan 135'x164' b. Retail c. Commercial 25 Chippewa 33,170 sq. ft. vacant Office 3 125'x250' BWsiness Districts, /nc. South Gateway Commercial Corridor Action Plan 35 Site Location Area/Dimension Existing/Former Use Proposed Use(s) Number of Existing Parcels 26 Chippewa 124,551 sq. ft. vacant commercial a. Retail/restaurant 1 207'x605' b. Office 27 Main 48,975 sq. ft. vacant a. Light Industrial 1 412'xl 18' b. Office 28 Main 37,522 sq. ft. vacant a. Retail 1 304'x124' b. Office c. Commercial 29 Main 16,301 sq. ft. vacant Single family residential 1 50'x323' 30 Main 21,018 sq. ft. vacant Office 2 150'x140' 31 Michigan 14,534 sq. ft. single family a. Retail 2 100'x146' b. Office c. Commercial 32 Norman, Michigan 142116 sq. ft. vacant a. Medium density 8 & Walter 317'x472' residential b. Retail c. Office 33 Ireland 138.644 sq. ft. vacant commercial a. Retail 1 300'x460' building b. Office c. Commercial 34 Callender 51,416 sq. ft. vacant a. Office 3 155'x335' b. Commercial 35 Callender 40,010 sq. ft. vacant a. Office 3 284'x140' b. Commercial Business Districts, /nc. South Gateway Commercial Corridor Action Plan 36 Site Location Area/Dimension Existing/Former Use Proposed Use(s) Number of Existing Parcels 36 Fellows 39,277 sq. ft. vacant Single family residential 1 300'x130' 37 Ireland Road/west 35 to 40 acres vacant/former land fill a. light industry of Main Street b. Office c. Commercial Business Districts, /nc. _. ,_ ,.... x. _.. South Gateway Commercial Corridor Action Plan 37 0 W W Cn Z Q love pavement I parkway at rear Provide 20' setback where possible for additional — Add street trees, particularly at intersections Site 4 Development Concept South Bend South Gateway Corridor BUSINESS DISTRICTS, INC. June 22, 1998 Remove vement Consider dosing alley where Pa adjacent parcels are combined from parkway for redevelopment lie n niii IIIIIIIIIf", Site 7 Development Concept South Bend r South Gateway Corridor ,m© Add enhanced paving at signalized intersections per streetscape plan Encourage site design which promotes visibility from both Main & Michigan A55_ MIA BUSINUS nSTFIICM.1NC. �-.—.— June 22, 1998 Site 16 Development Concept ® South Bend ® d South Gateway Corridor oosnNG ® PAW W-LOT B� J j / Mew !kw ® ® U, 9,000 .FS ® tz ® ® I t; ® j® @1111011 riNM LbegAWST j Use 9,WU3. j/ ® OAKSIDE STREET Bier DrTFWM Mc. -iK June 22,1998 Recruitment and Retention Successful business districts 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 the South Gateway, that compete successfully with shopping centers win the consumers' choice contest because they not only offer store variety, they also are places of employment, provide government services, and often mix residences into the commercial environment. To succeed, South Gateway needs to recruit additional businesses that are compatible with the area's strengths and weaknesses. 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 role of the Steering Committee and the long term management organization is providing information that eases marketing of the area to potential businesses and communicating with all stake holders. It is expected that, as some light industrial uses relocate, retailers will replace those businesses. It is desirable that both of these changes occur voluntarily. The revitalization team will be asked to encourage the voluntary development of additional retail space by matching property owners and businesses with new opportunities. Turnover of retail businesses is common in any area. Even in the best regional malls nearly 75% of the businesses change at or before lease renewal. Consequently, the key to a successful retention program is not retaining all businesses but rather keeping the strong businesses. That process involves supporting those retailers by creating a positive business environment. That environment results from government policies, the attitudes of area business owners, and the programs of support organizations. The process of retention is much easier when an organization takes lead responsibility for the retention program. The action steps that follow give the revitalization organization coordination responsibility for programs to enhance business retention in South Gateway. Business Districts, Inc. >. �m u x;; .. , m; m• ;m„.a ..:. a a w tt' ter, ah mxx South Gateway Commercial Corridor Action Plan 41 Action Plan RECRUITMENT Phase 1. June 1998 to December 1998 Committee Due $ Objective: Establish organization to coordinate space marketing 1. Create a recruitment subcommittee Steering August 1998 • Commercial Real Estate Professionals Committee • Scottsdale Mall Representative • Marketer of Kerasotes out lots • Merchant's Organization Representative UEZ Representative • Citizens with time to visit other sites • Neighborhood Organizations Representatives Objective: Collect basic information 1. Create and print a recruitment information brochure. Steering August 1998 $2,000 • Demographics Committee • Available Sites • Plan Graphics 2. Complete data sheets on vacant buildings Interns August 1998 • visit site • contact owners 3. Complete data sheets on vacant land Interns December • visit site 1998 • contact owners 4. Develop Target Categories List Recruitment December • Independent Consumer Services (Insurance, Law, Accounting, Medical) • 2nd store locations for successful area retailers subcommitte e 1998 • Convenience retailers • Entertainment/Food near Kerasotes Theaters Business Districts, /nc. South Gateway Commercial Corridor Action Plan 42 Action Plan RECRUITMENT Phase ll: January 1999 to June 2000 Committee Due $ Objective: Seek new businesses for existing space 1. Distribute Recruitment brochures to all Commercial Brokers Recruitment September 1998 Subcommittee 2. Convert Categories into specific business targets Recruitment March 1999 • Visit other shopping areas within 20 miles Subcommittee • Complete target form as appropriate 3. Setup Voice mail to receive inquiries. Steering Committee January 1999 4. Seek feedback from R.E.S.T. Recruitment January 1999 Subcommittee 5. Contact owners of target businesses Recruitment June 1999 Subcommittee 6. Maintain records of contacts Recruitment Ongoing Subcommittee 7. Revise targets as area changes Recruitment January 2000 Subcommittee Objective: Determine feasibility of converting vacant land into commercial space 1. Prioritize sites based on desirability and ease of assembly Recruitment March 1999 • Seek input from R.E.S.T. Subcommittee • Contact owners of desirable sites 2. Undertake development support City/Recruitment December 1999 $5.000 • Determine public role ranging from advice to property ownership Subcommittee • Use Request for Qualifications (RFQ) to advertise for developers • Select developer to work cooperatively with property owners and the City to achieve the vision for the parcel. Business Districts, Inc. South Gateway Commercial Corridor Action Plan 43 Action Plan RECRUITMENT Phase /ll: June 2000 to June 2002 Committee Due $ Objective: Establish a permanent recruitment program 1. Conduct annual program review and goal setting Recruitment Subcommittee every June 2. Evaluate business mix seeking to revise recruitment targets Recruitment Subcommittee every June 3. Maintain process records that pinpoint competitive strengths and weaknesses of the area Recruitment Subcommittee ongoing 4. Publicize successes Recruitment Subcommittee ongoing Business Districts, /nc. ...::..........:: . South Gateway Commercial Corridor Action Plan 44 Action Plan RETENTION Phase 1: June 1998 to December 1998 Committee Due $ Objective: Establish communication procedure 1. Create Retention Subcommittee • UEZ Staff • County Tax Staff • Merchants Representative Chamber Representative • Owner Representatives Steering Committee July 1998 2. Make personal contact with every commercial business owner Retention Subcommittee September 1998 3. Complete an owner contact survey(see attached form) Retention Subcommittee September 1998 4. Use voice mail to receive questions and comments Retention Subcommittee July 1998 5. Develop program priorities based on information from contacts • incentive programs • appearance enhancements • investment commitments • owner responsibilities Retention Subcommittee December 1998 6. Establish an ombudsman program to direct business owner questions to the best information source 8dsiness Districts, lnc. . . South Gateway Commercial Corridor Action Plan 45 Action Plan RETENTION Phase ll: January 1999 to June 2000 Committee Due Objective: Develop Competitive advantages 1. Seek expansion of UEZ Retention Subcommittee January 1999 2. Create a cost saving package • Cooperative marketing • Consolidated supply purchasing • Consolidated services purchasing Retention Subcommittee January 2000 3. Establish a business development program • IVY Tech employment connection • Student interns • Low cost workshops and seminars Retention Subcommittee January 2000 Objective: Promote incentives to existing businesses 1. Using the contact record, create an individual information packet for each business Retention Subcommittee March 1999 2. Repeat owner surveys every 18 months Retention Subcommittee January 2000 Phase lll: June 2000 to June 2002 Objective: Establish a permanent retention program 1. Revise programs in response to business owner surveys Retention Subcommittee ongoing 2. Conduct annual program review and goal setting Retention Subcommittee every June Business Districts, Jhc. South Gateway Commercial Corridor Action Plan 46 Marketing and Promotion The first step in any marketing strategy is evaluating the quality of the product to be marketed. If that product is found to be flawed, it must be fixed because a marketing strategy for a substandard product is destined to fail. As the previous analysis reveals, South Gateway, the product, needs improvement through business recruitment and appearance enhancement, before advertising and promotion can succeed. Unfortunately, this is a circular problem —it takes marketing and promotion to attract the customers necessary to entice new businesses, but it also takes new businesses even more than marketing and promotion to attract new customers. Consequently, the Revitalization Action Plan must recognize the dual nature of its efforts— simultaneously marketing both to customers and to new businesses. The Marketing and Promotion Action Plan that follows recognizes that South Gateway needs time to improve its product but cannot abandon marketing during that process. It suggests that South Gateway needs an advertising and promotions strategy that changes to match an improving product. It also recognizes that marketing must integrate advertising, events, promotion, banners, signs and everything else that gives the area visibility. BlAsiness Districts, Inc. ,..M111c:umr,�..:�..xw _.. e�x��:�: >:a: as:^ c.... ��+%: ::zw;.s:'ss:o-..�,x;a�. :;z:. South Gateway Commercial Corridor Action Plan 47 Action Plan MARKETING AND PROMOTION Phase l: June 1998 to December 1998 Committee Due $ Objective: Initiate Image Program "We are Changing" 1. Appoint Marketing Subcommittee Steering Committee July 1998 • Professional marketing volunteers from area businesses • IVY Tech marketing faculty/student • Chamber Representative • 3-4 area business owners 2. Generate excitement about coming changes Marketing September • Press releases Subcommittee 1998 • Countdown to IVY Tech • Display visuals in empty windows • provide speakers for area service/non-profit organizations 3. Commission design of logo Marketing September $3,000 Subcommittee 1998 4. Use recruitment brochures to introduce area to service groups Marketing September Subcommittee 1998 Objective: Promote New Business Openings 1. Create a Grand Opening Kit Marketing December $5,000 • Checklist of needed permits and registrations Subcommittee 1999 Press Kit • Direct mail lists • Direct mail samples • Contact List • Information List 2. Assign Ombudsman to each new business Marketing Ongoing Subcommittee Business Districts, Inc. South Gateway Commercial Corridor Action Plan 48 Action Plan MARKETING AND PROMOTION Phase Ik January 1999 to June 2000 Objective: Establish cooperative marketing program that targets area employees 1. Contact area merchants and services to create offer list Marketing Subcommittee January 1999 2. With enough interest, develop an employer packet to introduce benefits Marketing Subcommittee March 1999 3. Distribute ID card to interested employees Marketing Subcommittee April 1999 4. Begin quarterly updates Marketing Subcommittee August 1999 Objective: Initiate second phase of image program "Come See the Changes" 1. Develop a contest promotion • Crossword • locate the detail in a photo Marketing Subcommittee $2,000 2. Create Business Directory Brochure Marketing Subcommittee $2,000 3. Unveil a new logo Business Districts, Inc. South Gateway Commercial Corridor Action Plan 49 Phase Ill: June 2000 to June 2002 Objective: Institutionalize marketing programs 1. Develop a long-term image campaign based on a current focus Marketing when • family fun Subcommittee appropriate • entrepreneurial corridor 2. Systematically evaluate programs to keep them fresh Marketing ongoing Subcommittee 3. Emphasize direct mail, cable, and consolidated newspaper media buys Marketing ongoing Subcommittee Business Districts, Inc. ;ax'r �:;':.:x. South Gateway Commercial Corridor Action Plan 50 Public Safety Although police statements report that visitors to the South Gateway area are as safe as anywhere in South Bend, the topics of adult businesses and public safety arose at every public meeting and interview. Because this issue so dominates discussion, it is important for the Steering Committee and its successor organization to make a highly publicized, aggressive effort to create a safe environment. Since the perception of safety is influenced by the cleanliness of the area and occupancy rates, progress on the appearance and recruitment efforts will improve the safety perception. Concurrent with that progress, the Steering Committee needs to create an accurate picture of incidents and their resolution. There also needs to be a dialog with the owners of problem buildings so those owners come to understand that the emphasis on cleanliness and incident control is not temporary but will continue forever just like the other area management programs. South Gateway is fortunate to have the highly respected Center for the Homeless within its boundaries. The Centers innovative programs are a national model that should also influence the local area. There is also an opportunity to seek guidance on programs to control problem behaviors and organize volunteers to support safety initiatives. Business Districts, Jnc. South Gateway Commercial Corridor Action Plan 51 Action Plan PUBLIC SAFETY Phase l: June 1998 to December 1998 Committee Due $ Objective: Strengthen South Gateway public safety perception 1. Identify contact people and strengthen ongoing relationships with: Steering Committee September • both Homeless Shelters 1998 • the police personnel most commonly assigned to the area 2. Develop relationships with problem property owners. Steering Committee January 1999 Vacant properties Adult Businesses 3. Prepare specific lists of this information on problem events Steering Committee As needed Description of the event • Time • Date • Description of response • Description of desired response 4. Provide information to the South Gateway Improvement Association and Steering Committee As Needed subsequently to the appropriate subcommittees of Leadership Council 5. Publicize successes Steering Committee As Needed Objective: Control problem behaviors in area 1. Do research to learn Steering Committee As Needed • Who is doing the problem behaviors? • Why are they doing the problem behaviors? • What interventions may be necessary and which have been successful in other cities? Business Districts, /nc. South Gateway Commercial Corridor Action Plan 52 2. Develop recommendations based on research Steering Committee As Needed • Comprehensive information campaign • Intervener program for isolated problems. • Enhanced coordination with the police. • Evaluation of work plan BUSlness Districts, Inc. South Gateway Commercial Corridor Action Plan 53 Objective: Capitalize on the presence of the high quality Center for the Homeless 1. Seek technical advice on organizing volunteers and private fund raising Steering Committee January 1999 2. Support Center for the Homeless' development plans Steering Committee As Appropriate Blusiness Districts, /nc. . . . ...... South Gateway Commercial Corridor Action Plan 54 Funding As outlined in the Action Steps, this plan seeks funding from a variety of sources. With funding comes commitment from each of these sources. Public (Includes City, TIF, UEZ) The Public should assume responsibility for the costs of infrastructure, land assembly, and developer recruitment. Although the area management program ultimately should be self funding, the city also may need to make a startup investment in the program. For example, Phase I program, exclusive of streetscape, is budgeted at $30,000. To start the program, the City may commit funds to underwrite three quarters of the cost of information gathering and marketing for the area. The newly formed Steering Committee would be expected to find another source to fund the balance. Merchants In addition to joining the South Gateway Improvement Association and the Chamber, merchants would pay fees for services provided through the marketing and retention programs. Services included in the plan are: advertising store supplies direct mail labels Property Owners Although ideally all property owners would make a significant contribution to the revitalization, in most cases, a few pioneers provide the initial revenue source. Banks tend to be the most far sighted, electing to contribute in the first year. Property owners could also be approached to contribute services like meeting rooms, refreshments, office supplies, and professional services. Developers As a special class of property owners, developers should be expected to make substantial contributions to the financing of revitalization. Among the contributions to be required as part of the RFP are: Streetscape enhancement a joint marketing contribution Fundraisers Rather than event fund raisers, the revitalization and marketing organizations should concentrate on products. The creation of a neat logo can be supported by sales of a coffee mug bearing that logo. The sale of labels can support creation of a customer mailing list. Fundraising can also solicit in -kind contributions rather than cash. Donation of paper, free printing, the services of a graphic artists are easier to solicit than the funds to pay full price for these items. Business Districts, Jnc. South Gateway Commercial Corridor Action Plan 55 Maps and Forms Bkjsiness Districts, /nc. South Gateway Commercial Corridor Action Plan 56 13�North Sector F1,11 South S. Sector Ori � I Gor„ 51. I LJ � B,ao am . North Sector Educational/ institutional AO7'� IA ES o zoo 400 eoo INC.— BUSINESS DISTRICTS, INC.SC.LLF IN FEET F®® 3� North F111 Middle Sector lllllW South Sector I I 9® E2 HIP U� e Middle Sector Mixed Use a ASSOC C.- IA o zoo goo aoa IN BUSINESS DISTRICTS, INC. r7mm1 SCALE IN FEET South Sector Strong Commercial tt. Norih Sector South Sector TESKA R ASSOCIATES o 200 400 6W INC.— ,-�` BUSINESS DISTRICTS. INC. SGLIEIN FEETI Corridor Property Inventory Space Address: Date: Business: Own: ❑ Lease: ❑ Business Manager/Owner's Name: Business Manager/Owner's Phone: Owner's Name: Owner's Address: City State Zip Owner's Phone: Size of Space: Measured ❑ Approximate ❑ Current or Last Use: Notable Features: Comments: For Vacant Space: Broker Phone: Date Available: Rent or Price: Retail Business Prospect Tracking Form Initial Information (To be completed by Committee Member recommending contact) Date: Business Name Address Phone Number Owner's Name Address Phone Number Business Category Brief Description of the Merchandise Offering Strengths of the Business First Committee Contact Date: Level of Interest ❑ None ❑ Maybe Later ❑ Hot Prospect Inforrnation Mailing Date: Site Visit Called: Date Scheduled: Potential Sites Contact Ombudsman Phone Key Decision Factors Comments