Working Group: Springfield Revitalization Strategy

[FinnegansWake]

I am limited by what the IT Spec Ops Gargoyles have deemed "necessary" here on nasjax.


Firefox has been determined to be subversive.

Phil

[BridgeTroll]

^ Spell check added.

I just noticed... Thanks Lunican! (spelling checked!)

[JaxByDefault]

A Community at a Crossroads
In an effort to bring business back to some of Jacksonville's older areas, LISC has turned its attention from residential to commercial development in order to revamp the neighborhood.

[…]Local Initiative Support Corp. Jacksonville - known more commonly as LISC - began targeting commercial development this year. LISC has been in Jacksonville since 1998, focusing on housing. In 2007, it contributed $7.5 million in grants and loans in Jacksonville. Rankin said housing will remain a big part of what the organization does, but neighborhoods need retail and commercial development, too. 

LISC is aiding the Springfield Preservation and Revitalization Council by doing marketing studies and paying the salary of Don Downing, who is spearheading Springfield's recruitment of retailers. The studies highlight the buying power of Springfield residents, such as an estimate that they spend $11.6 million a year outside the neighborhood because the existing retail falls short of the demand.

"People are very clear that they see this as a walkable community that has a lot of strong social connections, and they understand that a vibrant commercial area is an important part of the heart of a community," he said.

In addition to Main Street and Eighth Street in Springfield, the Local Initiative Support Corp. has identified Norwood Avenue, Myrtle Avenue, and Moncrief Road as corridors for more commercial development. […]

From: David Bauerlein, "A Community at a Crossroads," Jacksonville.com (Dec. 7, 2008).  http://www.jacksonville.com/business/2008-12-07/a_community_at_a_crossroads

A summary of various LISC and city projects to encourage development in the urban core/Northside neighborhoods.

This article indicates that the LISC-SPAR partnership has identified the 8th and Main area as the primary target cluster for historic Springfield's commercial corridor revitalization plan.

[zoo]

I love Paul T and his group north of us, but wish Bauerlein had been a bit more balanced with the article. Was glad LISC/Springfield merited the last sentence on the front page of the section, but wondered about the other groups LISC is working on commercial with, too.

[JaxByDefault]

SPAR Revitalization and Leasing Strategy Open House Reminder

SPAR will have information on its draft commercial corridor revitalization plan (with proposed development cluster maps), Preliminary Leasing Plan Summary Report, and other information available at the SPAR building throughout the month of December.

They will host an open house presenting these materials on Tuesday, December 16th from 11 to 2 with an open community preview on Monday, December 15th from 4 to 6.

I look forward to continued comments, productive debate, and community engagement on these issues.

[alta]

Does anyone have data on how many people work at Shands?  How far on average they have to travel to work?  median income?  Seems like with some basic retail services they would be attracted to the Springfield/Downtown area.  I only know of two residents in Springfield that works at Shands.

[zoo]

Top 5 zips of origin, in order, for UF employees:
32218 - Northside
32244 - North Orange Park (103rd)
32210 - Ortega/Ortega Forest
32208 - Southside of Trout River, W to 295
32225 - Regency, Fort Caroline, Queens Harbor

Top 5 zips of origin, in order, for Shands employees:
32218 - Northside
32244 - North Orange Park (103rd)
32225 - Regency, Fort Caroline, Queens Harbor
32246 - Eastside (b/w 10 and JTB)
32221 - Westside

JTA has had access to this information since 10/07.

[JaxByDefault]

Revitalization districts have been big business in urban planning for the past few decades. SPAR's partnership with LISC allows the organization to benefit from LISC's experience with revitalization projects around the country. SPAR will be releasing its first draft commercial corridor revitalization plan, the product of many LISC-led workshops, focus groups, and area studies. It is crucial for Springfield's future that SPAR --and the community-- adopts and advocates the best possible urban planning practices.

In advance of the SPAR Commercial Revitalization and Leasing Strategy Open House, here is some general information on LISC, commercial revitalization issues, leasing strategies, and case studies of commercial corridor projects:

LISC Online Resources Library has information on LISC and its past projects. A topic search for "commercial revitalization" yielded some interesting case studies -- a great place to familiarize oneself with general commercial revitalization issues.

Here are LISC's commercial development and economic stimulus goals and key project areas. The results of Springfield's MetroEdge Survey are available here on MetroJacksonville: Is Springfield a Viable Retail Market?

LISC has a wealth of case study material from the SF Bay Area. Remember that not all of the programs discussed apply to Springfield's commercial corridor revitalization. SPAR's work with LISC thus far has focused on understanding neighborhood markets, planning, and target marketing.

Bay Area LISC developed commercial /mixed use strategies.

LISC advocated the adoption of commercial leasing strategies for long-term commercial revitalization projects. Leasing strategies typically encompass everything from visioning sessions and focus groups to identify neighborhood needs and desires to the cataloging of available retail space, from marketing outreach to implementation of incentive programs.

To develop a leasing strategy, an organization should: 1) evaluate the local retail market; 2) identify neighborhood needs; 3) understand market data; 4) understand retailer needs and location-choice patterns; 5) work with consultants, market researchers, property managers, owners, and businesses; 6) target and reach out to new businesses; 7)work within the current economic climate but be flexible enough to plan for the future, and 7) continue to evaluate the effectiveness of the implemented strategy.

Ideally, leasing strategies target certain development clusters but are not rigid.  In other words, if the revitalization plan calls for a bookstore at Main Street South (Main1st-4th) the organization strives to interest that type of business in properties at that cluster. However, if a bookstore owner wants to go in on 8th West or on Walnut St. instead, it is not prohibited and is a welcome addition to overall development. Many -- but not all-- leasing strategy workshops have organizations and community members identify the types of businesses desired and the types of businesses discouraged from the commercial corridor; this process can be a controversial source of initial community tension.

This article provides an overview of what  commercial revitalization leasing strategies are, how they operate, and how they affect community development goals. It specifically addresses community development corporations (CDCs), but many of the points will also apply to the SPAR-LISC plans (the major differences being funding and oversight).  Tiffany Eng, "CDC Commercial Leasing Strategies," Community Development Corporations: Commercial Leasing Strategies and Social Objectives, p. 13.


Successful leasing strategies also address the existing demographics and needs of the neighborhood as well as recognize what businesses need to make retail space cost effective and successful. Commercial spaces for small business

A brief glossary of some of the most common <a href="http://www.cdexchange.org/stories/storyReader$67 ">commercial lease types</a>.


Furthermore, there are a number of successful models for  financing revitalization projects.

[sheclown]

"Many -- but not all-- leasing strategy workshops have organizations and community members identify the types of businesses desired and the types of businesses discouraged from the commercial corridor; this process can be a controversial source of initial community tension."

SPAR Council (and some Springfield citizens) will need to dig deep inside and find some sensitivity here.    We need to look at businesses and not make shallow decisions which smack of class or racial prejudice.  I mean, really, some of the comments that were made by SPRers about braid shops....so freakin' what!  Not to mention Family Dollar.

A diverse Main Street will have a chicken shop and a coffee shop.  In my humble opinion.

[downtownparks]

Judging from a recent facebook conversation I was a part of with several neighbors, I would say the Chicken Koop is liked by a broad spectrum of people.

[sheclown]

good stuff.

[JaxByDefault]

Remember that leasing and development stratigies are flexible and they are basically marketing vehicles. They may target market certain types of businesses, but they don't prevent other types of buinesses. What succeeds in Springfield's commercial corridor will be driven by local economics, just like anywhere else. Business that appeal to a broad spectrum will always succeed here.

A visioning session or focus group may decided to pursue coffee shops, bookstores, and botique retail and discourage pawn shops or check cashing joints, but in the case of Springfield, the overlay -- not the leasing strategy --would prevent new storefronts from the latter group.

There is always going to be some degree of neighborhood disagreement about what, exactly, should comprise the commercial corridor. I'd like to see everyone give everyone else the benefit of the doubt about motives so that we can move on and address some of the tough transit and urban planning issues at hand.

[JaxByDefault]

SPAR Commercial Revitalization and Leasing Strategy Open House: A brief review

Available on display were: a large aerial map view of the Springfield Historic District and adjacent areas, a large street and parcel map of the area (on which was added proposed transit corridors), street and parcel maps of the proposed development clusters, a two-year timeline for commercial corridor revitalization planning, and a brief explanation of the leasing strategy.

I could not get clear photos of the posted maps. I have asked Don Downing for electronic copies of some of the available handout materials so that I may post them here; that request is awaiting approval by SPAR's Executive Director. *Approved. Posted below by Zoo.

Editorial comments and additions made by attendees appear in italics.

Target Development Clusters/Nodes

SPAR and LISC have identified three major development clusters. They are the same clusters as previously identified here, with some modifications:

1) Springfield Town Center (Main St. north of 6th, including central 8th&Main area): targeting destination shoppers, local employees, and area residents; a convenience\specialty\destination area with a target pedestrian traffic time of 1-4 hours, that could include a coffee shop, gift store, beauty salon, theater, florist, cigar shop, wine store, improved gas and quick oil change, museums/exhibits/galleries, jewelry store, movies/art films, programmed entertainment at restaurant/bar venues, and a grocery. 

Priority properties for leasing and development: 9th and Main restaurant location, Quality Foods site, existing storefronts on Main between 6th and 8th.

   It was noted that several people dislike the "town center" name as it confuses the area with other "town center" streetscape projects and shopping plazas in Jacksonville. As noted before by zoo, the name is also more associated with current suburban developments.

2)Main Street South (Main St.,1st-6th): targeting Bethel, FCCJ, downtown employees, and area residents: a college(FCCJ)-neighborhood-downtown bridge area --promoting connectivity with Springfield Town Center--with a book store, college apparel, copy store, pre-prepared and convenience foods, beauty services, restaurants, auto repair, ice cream, pet store, shoe store, thrift shop, video/gaming, wine bar, bike shop, bars, banks, etc.

Priority properties: Main west 5th to 6th, Main west 3rd-4th, retail within the Cesery project.

   The proposed development emphasis of this cluster is designed to bridge SPR with FCCJ. However, at the current time, it is not coordinated with the FCCJ campus master plan.

3) 8th Street West: targeting both Shands employees and neighborhood residents; could emphasize medical\convenience and provide health and wellness services, medical offices, specialty grocery, gym, yoga and dance studios, lunch places, gift stores, arts, restaurants with quick lunch and office catering, etc.

Priority properties: 8th at Perry, 8th at Pearl.

Specific businesses mentioned by focus group participants for one or more development nodes included Panera, Dunkin' Donuts, Quizno's, Five Guys, wine bar, pizza place.

As of now, there is no priority cluster and efforts are likely to focus on developing all three simultaneously. Targeted grants, a spike of interest in a certain section, or a large development could shift priority focus to one cluster or another in the future. The businesses named above are some of the types that the area hopes to attract with the leasing strategy.

Leasing Strategy

Main Street's existing structures are in varying condition. A few are "move in ready" for businesses; others need a substantial investment just to meet code. One of the first steps in any leasing strategy is the compilation of an inventory of existing commercial space. A comprehensive survey and cataloging of existing properties, their condition, leasing price, sale price, amenities, appliances, etc. permits SPAR to aid businesses looking for space in the neighborhood, recruit businesses with realistic representation of available properties, and to direct funding (façade grants, development grants, etc.) to properties in need.

The leasing strategy also calls for a summit with commercial corridor property owners to discuss development issues and factors currently limiting Main Street development. SPAR and SAMBA will be working with property and business owners to make sure that they are aware of available sources of funding and incentives for infrastructure improvements.

Longer-term (6 months+) goals included development of targeted marketing strategy to attract new businesses and promote existing businesses; hosting a leasing "open house" to showcase available properties; continued support of building, infrastructure, and parking upgrades to commercial corridor; consistent support of existing businesses.


Transit Issues

The presentation did not originally include information on transit issues.

The proposed rail S-Line and Boulevard BRT lines have been marked on a street and parcel map overlay. Alternative suggestions for BRT/express bus corridors, such as Main and Jefferson Sts., are also marked. Also indicated as a needed transit improvement was the two-waying of Main Street between State and Union.

SPAR stated at their last board meeting that they would study JTA's current BRT proposal further and get more community feedback before taking a position on JTA's plan.

MetroEdge Survey Data, Springfield Commercial Assessment, and Other Informational Materials

Informational handouts available included a summary memo by Larissa Ortiz (LISC), an article on the Springfield Development Assessment, and a one-sheet on with MetroEdge survey data highlighting retail dollar leakage from the Springfield trade area (an area that encompasses Historic Springfield, north to MLK, and adjacent areas toward downtown, FCCJ, and Shands.)

A MetroJacksonville evaluation of this and other MetroEdge survey data appears here: Is Springfield a Viable Retail Market?

The article on the Springfield Development Assessment, written by Ennis Davis, originally appeared on MetroJacksonville.


Go see the exhibit, add your input to the maps and lists, and share your ideas here.

[zoo]

To add to JBD's post, below is a digital version of the strategic recommendations developed by the LISC consultant from NYC to revitalize Springfield's commercial corridors (this information was available as a printed handout at the Revitalization Open House held earlier today; excuse screwy formatting):

Date: December 10, 2008

To: Don Downing, SPAR
Louise DeSpain, SPAR
Eugene Montgomery, LISC Jacksonville

From: Larisa Ortiz, Larisa Ortiz Associates, LLC

Re: Final Close-Out Memo, Preliminary Leasing Plan Workshops/Roundtables

Introduction

The preliminary leasing plan is the result of over a year’s worth of market research and outreach that included the gathering and interpretation of demographic data, extensive community engagement and participation, and the involvement of institutional stakeholders, resident and employees. The combination of demographic and market data, coupled with input from potential customers, is critical to defining a set of next steps for SPAR employees and stakeholders as they attempt to advance the commercial revitalization of the district.

Our scope of work included the following: 1)conducting two consumer roundtables, 2) providing basic training in canvassing and prospecting for retailers, 3) leading a leasing plan workshop with members of SPAR’s Development Committee and other select stakeholders, and 4) preparing a summary document that memorializes the outcomes of these discussions.

This memo will serve as the summary document for both the roundtables and the leasing recommendations for select geographic area or ‘nodes’ within the Springfield commercial district. It should be considered a starting point for discussion with stakeholders, property owners, and brokers whose buy-in will be critical to the success of a targeted retail recruitment and retention strategy that creates a consistent theme and brand for the district.

Overview of Research and Analysis

Roundtable Feedback
Consumer roundtables were assembled representing two discrete consumer groups. The first included employees from Shand’s Medical Center, the Proton Therapy Institute and Florida Community College at Jacksonville (FCCJ). The second included a group of local Springfield residents.

Employees were generally positive about the changes they have seen in Springfield over the past few years, but acknowledge that the neighborhood still suffers from a general perception that it is an unsafe place.
Employees expressed strong interest in retail offerings that meet their breakfast/lunchtime dining needs. The lack of quick, convenient lunchtime options was mentioned many times. Local eating establishments that did not meet this requirement were not often paid a second visit. Participants also expressed some frustration that local retail and service offerings do not allow them to run errands during their lunch hours, and expressed interest in goods and services that that meet their before/after work convenience needs. Employees also mentioned that celebrations of birthdays and other holidays are quite common, but due to the lack of local retail, they must make arrangements to pick up flowers, birthday cakes, food, cards, etc. before work in their local neighborhoods. The employee retail needs mentioned included the following:

Employee Desired Retail Categories
•
Food and Restaurants
o
Breakfast/break eateries: Restaurants/fast food that serve breakfast/coffee (i.e. Dunkin Donuts)
o
Lunchtime eateries (both chain and non-chain, Quizno’s, Panera, Pizza, etc)
o
Natural food store/market that serves lunch
o
Groceries/produce
•
Dry-cleaners
•
Gift or card shops
•
Florists
•
Bakery (for purchases made for employee birthday parties or other events)

The potential demand from local employees is significant. Shand’s Medical Center and the Proton Therapy Institute employ and/or services about 5,000 people a day â€" with the largest shifts dedicated to the morning and afternoon. FCCJ has enrollment of 15,000 students, about 6,000+ are students and employees who travel to the local campus. The campus is located immediately adjacent to the Springfield neighborhood.

Residents of Springfield are generally pleased with their neighborhood and some of the new businesses that have recently opened (i.e. Three Layers), but remain concerned by what they perceive as the on-going physical deterioration of the commercial district, and expressed strong interest in improvements to the district that reflect the changing demographics of the neighborhood. Residents describe the current area in negative terms, describing the corridor as “dirty”, “vacant” and “sad”. Residents express frustration that the kind of exciting and visible neighborhood improvements reflected in new and renovated housing have not taken shape on Main Street and expressed interest in more retail offerings that meet both their convenience and their social networking needs. Residents mentioned the following retail categories of interest:

Resident Desired Retail Categories
•
Food and Restaurants
o
Restaurants the serve dinner/alcohol
o
Wine bar (Residents mentioned there is an 80+ member wine society in the neighborhood)
o
Natural food store
o
Sports bar
o
Pizza parlor
•
Dry-cleaners

•
Pet store/pet supply
•
Ladies salon
•
Gardening supplies
•
Bookstore
•
Gift or card shops
•
Florists
•
Bakery (for purchases made for employee birthday parties or other events)

Development Committee Workshop

The Development Committee was charged with identifying specific geographic starting points and nodes for targeted leasing. They were also asked to define an ideal merchandise mix that reflects the customer most likely to patronize businesses due to proximity and or convenience to that area in question.

The SPAR Development Committee voted to focus on brainstorming for three nodes:
•
Springfield Town Center
•
East 8th Street
•
South Main Street

A summary profile of each node is outlined beginning on the following page.

Main Street South

Leasing Profile: Main Street South is the gateway to Springfield’s ‘town center’. Proximity to potential customers, including students and staff at Florida Community College at Jacksonville College and the 20,000+ visitors a week who attend services at Bethel Baptist Church suggest an opportunity for retail goods that serve the convenience needs of these customers.

Likely Customer Profile:
•
FCCJ students, faculty (6,000 + daily visitors)
•
Bethel Baptist Parishioners (20,000 + weekly visitors)
•
Springfield residents
•
Downtown employees (55,000 + daily employees)

Priority Leasing/Development Opportunities:
•
Main, west 5th to 6th Streetâ€" leasing and new development
•
Main @ 3rd, Northeast Corner â€" retail leasing for The Lofts
•
Main, west 3rd to 4th Street â€" leasing and new development

Additional Leasing/Development Opportunities
•
Main, west 1st to 2nd â€" lease, redevelopment, raw land
•
Main, east 2nd to 3rd â€" Catlin auto; possible future redevelopment
•
Main, west 4th to 5th â€" redevelopment, raw land

College/Neighborhood-based Retail Categories Include:

* Indicates a Retail Category specifically mentioned by the Focus Group
Banks
Bars
*Beauty Salons
Bike Shop
*Bookstores
Cell Phones
*Clothing/College Merchandise
*Copy Center
*Coffee shops
Computer supplies
Eclectic Gifts
*Gas Station (improved)
*Pet Store/Pet Supply
*Pre-prepared/fast food/restaurants
*Shoe stores
Specialty Food
Thrift Shop
Video/Gaming
*Wine Bars

Springfield Town Center

Leasing Profile: Springfield Town Center is a traditional town center with a strong ‘sense of place’ and the commercial heart of Springfield. It can also become a significant destination location for residents of northwest Jacksonville, as well and employees from Shands/Proton Therapy centers and downtown. The Town Center demonstrates potential as a destination for both convenience goods for the local neighborhood and specialty retail that draws from a larger trade area. Retail in this area should include enough shopping and eating options to provide customers with enough to do and see for between 1-4 hours.

Targeted development and leasing can occur at various properties along Main and 8th Streets, but would be concentrated in two primary areas of the Town Center.

Main Street between 6th and 8th Streets: The two blocks of concentrated historic buildings, particularly between 6th and 8th Streets are an excellent starting point and opportunity to create visible results in leasing that will help change regional perception of the area and jumpstart broader commercial revitalization success. The character of the existing buildings, the relatively small size of the retail spaces, the pedestrian-friendly scale of the buildings, together offer a distinct opportunity to achieve critical retail density â€" a critical characteristic of successful shopping districts.

7th Street from Main to Hubbard: The former Premier grocery store site immediately behind Main Street is also an opportunity to create a relatively large assemblage for a pedestrian-oriented mixed-use development that compliments that traditional look and feel of the historic buildings along Main Street.

Likely Customer Profile:
•
Downtown commuters
•
Construction workers,
•
Residents - empty nesters, families (urban pioneers)
•
Shand’s and Proton Therapy Institute employees
•
FCCJ students and staff

Priority Leasing/Development Opportunities:
•
Main, between 6th and 8th , leasing existing spaces, major upgrade; potential for expanded parking along west side alley.
•
7th Street, east side between Main and Hubbard (i.e. “Premier” site)
•
Main @ 9th , southwest corner- leasing of recently closed restaurant
Additional Leasing/Development Opportunities:
•
8th St., from Laura to Silver â€" vacant or rebuild sites
•
8th @ Main, northwest corner â€" new development

Accommodating Parking Demand
•
Utilizing empty lots to accommodate parking needs. A recommendation was made to create a curb cut at the vacant lot next to Klutho building to accommodate parking needs for any new restaurant at 9th & Main.

Specialty/Destination Retail Categories Include:

* Indicates a Retail Category specifically mentioned by the Focus Group
*Art Galleries
*Beauty Salon (ladies)
*Coffee/bookstore/restaurants
*Cigar/wine store
Dry cleaners
*Gas/quick oil change (improved)
Exhibits/Museums/Galleries
Florist
*Gifts/specialty
Jewelry
*Liquor/wine bar
*Movies/Arts Films
Programmed entertainment (inside
Restaurants and specialty stores

8th Street West

Leasing Profile: The commercial corridor along 8th Street approaching Shand’s and the Proton Therapy Center is an area where retail needs will be likely be driven by the employee demand. In addition, the proximity to the Medical Center, a regional destination for healthcare, provides a unique opportunity to further brand this district as a destination for ‘Health and Wellness’ related goods and services.

Likely Customer Profile:
•
Shand’s employees (customer base includes a diverse mix of employees and medical staff from doctor’s and nurses to admin and maintenance staff.
•
Shand’s patients
•
Local residents
•
Visitors exiting I-95

Priority Development/Leasing Opportunities:

A focus on leasing opportunities as close to the medical center as possible.
•
8th at Perry, south\west â€" new development on cleared site
•
8th at Pearl - new development and leasing

Additional Development/Leasing Opportunities:
•
8th, west of Silver â€" mix of good houses and infill development, lease building
•
McPherson Park â€" currently underutilized, some activity in the park that brings traffic would benefit the neighborhood, the institutions, and is the beginning of the greenbelt and bike path.

Medical/Health/Convenience Retail Categories Include:

* Indicates a Retail Category specifically mentioned by the Focus Group
*Mixed medical\health & wellness
•
Specialty grocery/health food stores
•
Medical offices
•
Dance studios
•
Yoga studio
•
Exercise studio/gym/fitness club
•
Beauty/spa
Combined eye doctor/eye glass store
*Restaurants for quick, convenient coffee, lunch and dinner service (i.e. Quizno’s, Panera’s, Five Guys)
Arts â€" including gallery, dance, etc.
*Mixed services
•
copy & printing
•
florist
•
gift store


Next Steps - Leasing Strategy Implementation

The preliminary leasing plan outlined in this report will require further outreach and stakeholder buy-in, most importantly among property owners whose participation will be required to advance the leasing strategy. Some next steps might include:

Short-Term (0-6 months)
•
Convene a ‘summit’ among property owners to share preliminary leasing plan and marketing study and solicit input and participation in the implementation of the leasing plan.
•
Prepare a building/business inventory for the commercial areas of Springfield, prioritizing areas where a critical mass of targeted leasing can occur. Identify a grouping of targeted vacancies in close physical proximity where immediate leasing is a possibility.
•
Identify the impediments to occupancy at each and every building in the targeted leasing area and address.
•
Solicit the ideas and input of the local business association (SAMBA) to determine ways that SPAR can help support their marketing and business development efforts.
Immediate-Term (6-12 months)
•
Work closely with the select property owners to lease targeted spaces. Continue working closely with these targeted owners to address the impediments to leasing their space.
•
Support existing businesses to remain competitive and attract more customers.
•
Develop and implement on-going targeted promotion and marketing of the district AND its businesses.
•
Consider developing and implementing an independent retail audit program similar to a secret shopper program. Businesses are solicited to participate and are then visited by a handful of ’shoppers’ who evaluate the business according to an identified list of criteria. The results of the reviews are compiled and presented in a short report to the business owner..
•
Work with local institutions that represent significant retail demand opportunity to market to their employees, students, patients, etc.

Medium-Term (12 months â€" 2 years)
•
Provide on-going technical assistance and seek funding support for business upgrades post-retail audit to ensure the implementation of these recommendations.
•
Organize and promote a leasing open-house to fill multiple vacancies in close proximity to one another once spaces have been identified and landlords are engaged,

Additional Next Steps - Overall Commercial Corridor Implementation

The leasing plan outlined above was also accompanied by a more comprehensive commercial revitalization planning effort led by SPAR. Every effort should be made to coordinate the strategies identified by SPAR as priority initiatives, below, with the leasing plan recommendations..
•
Continue to promote and act on Springfield’s Safe and Clean strategy
•
Continue our efforts to upgrade the overall community including the work of neighborhood cleanliness, code enforcement, and historic preservation.
•
Develop a SPAR marketing strategy to continue efforts to promote the positive image of Springfield
•
Plan for an improved shopping environment for pedestrians and for parking near our businesses.
•
Support and encourage the upgrading of existing businesses in Springfield.

[JaxByDefault]

Many thanks, Zoo!


*That memo is the additional information that I had asked permission to republish here. I editied my post above to reflect that request was approved and the information posted.