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Introduction 3 CONTENTS Welcome to Retail 1-2-3: 1 Introduction A WORKBOOK FOR LOCAL OFFICIALS AND COMMUNITY LEADERS 3 Chapter 1 • Planning for Retail Development 17 Chapter 2 • What Do You Want From Retail? istorically, economic development has meant attracting and retaining major corporate and manufacturing jobs for a community, with less emphasis on retail potential. Indeed, for 39 Chapter 3 • What Do Retailers Want From You? Hgenerations, rooftops followed jobs and retail followed the rooftops. However, as global 57 Chapter 4 • Organizing for Retail Success forces reduce America’s industrial and manufacturing jobs, communities are looking to the growing 71 Chapter 5 • Measuring Success and Looking service and retail sectors to strengthen local economies. Simultaneously, the face of retail is changing Ahead with the modern tastes and needs of shoppers, retailers, and developers. Terms and expressions — 81 Chapter 6 • Resources “the shopping experience,” “big box,” and “lifestyle center” — unheard of 20 years ago, are today a part of our lexicon. Without a clear understanding of how retail fits into economic development in the new millennium, communities can find themselves at a competitive disadvantage. Many communities seek economic development assistance, particularly with growing their retail options. Recognizing that retail development, economic development, and redevelopment are vitally important to the future of commu- nities, the Campaign for Sensible Growth, International Council of Shopping Centers (ICSC), Metropolitan Mayors Caucus, and Metropolitan Planning Council, worked cooperatively to produce Retail 1-2-3: A Workbook for Local Officials and Community Leaders. This guidebook harnesses the experience, resources and expertise of ICSC and its members, and the policy research, con- A current trend in retail development, particularly in down- town settings, mixed use maximizes a property’s potential by pairing retail with residences, offices, or other uses. This tacts, and regional perspective of the Planning Council, Caucus, and Campaign. mixed-use development in Highland Park, Ill., reflects the community’s goals and plans. Retail 1-2-3 will introduce you to the importance of planning and setting, as well as to many of the major trends, trouble spots, and other aspects of retail development. 2 Retail 1-2-3 etail 1-2-3 is a toolkit for local elected and appointed officials, citizen leaders, and the develop- ment community to help attract and retain valuable businesses while honoring the unique Rvision and goals of local governments. Retail 1-2-3 is the third in a series of workbooks to help local governments. Sensible Tools for Healthy Communities, released in 2004, leads local and elected officials through the development process using 10 principles of sensible growth. Planning 1-2-3, released in 2006, is a step-by-step guide to comprehensive planning in Illinois. Retail around Metra station in Elmhurst, Ill., provides easy, walkable access for residents and attracts shoppers from other communities. INCLUDED IN RETAIL 1-2-3: Chapter 1, “Planning for Chapter 2, “What Do You Chapter 3, “What Do Chapter 4, “Organizing Chapter 5, “Measuring Chapter 6 offers an exten- Retail Development,” Want from Retail?,” Retailers Want from for Retail Success,” offers Success and Looking sive list of resources for highlights the value of stresses the importance You?,” outlines the ways a a thorough explanation of Ahead,” explores different organizations to contact incorporating retail into of setting clear and well- community can improve organizational structures means by which your for assistance and appen- your community’s eco- informed goals. A thor- its place in the market. By for retail development community can evaluate dices with valuable nomic development plan. ough explanation of understanding the actors that can lend clarity, its progress. This chapter information. It details the basics of retail’s four Rs — recruit- involved, importance of efficiency, and predictabil- provides valuable case writing an economic ment, retention, revitaliza- clarity and efficiency, and ity to your community’s studies of successful development plan with an tion, and replacement — prudent use of tangible efforts. This chapter also retail development in dif- emphasis on retail, demonstrates why all and financial incentives, explores the art of retail ferent kinds of communi- including conducting an retail development is not a community can get the recruiting. ties and examines future economic baseline the same. This chapter retail it wants without trends to watch that analysis and market also explores current sacrificing its goals or may impact your commu- assessment, which is the trends in retail develop- integrity. nity’s goals. first step toward retail ment as well as the differ- success. ent types of retail. 3 Planning for Retail Development • Retail 1-2-3 Planning for Retail Development 3 1. Planning for Retail Development WHAT TO GAIN FROM THIS CHAPTER: * Understand how retail fits into an economic development strategy. ncorporating retail into a larger comprehen- An economic development plan is the place to sive plan will enable your community to more begin contemplating the appropriate type and Learn the basics of writing an economic Icohesively manage the interrelated elements location of retail, always remembering that * development plan with an emphasis on retail. of land use, natural resources, transportation, demographics, geography, and infrastructure will • Develop a vision statement and goals. housing, and economic development. Recruiting drive the answers. An economic development • Conduct an economic baseline analysis. or retaining the retail you want requires prioritiz- plan can either be a stand-alone product or an • Conduct a market assessment. ing your goals, analyzing your community’s cur- element of a larger comprehensive plan. An eco- s shopper intercept surveys rent market and market potential, and develop- nomic development plan is generally more thor- s leakage analysis ing a pragmatic strategy. This chapter will illus- ough — it provides greater specificity and a mar- s trade area analysis trate the importance of clarity and specificity, ket assessment that accounts for local nuances s additional questions highlighting examples from Austin, Tex., and — than the economic development element of a • Develop strategies for economic development. Portland, Ore., as well as the basics of how to comprehensive plan. • Develop an action plan. plan for retail development. * Understand economic development as a compo- The bulk of this chapter will focus on economic nent of comprehensive planning. RETAIL’S ROLE IN ECONOMIC development plans that emphasize retail. • The disadvantages of planning for economic Economic development as an element of com- development in a vacuum. DEVELOPMENT prehensive planning is discussed near the end of the chapter. Planning 1-2-3 covers the full range of Retail recruitment and retention are components elements needed to draft a comprehensive plan of a comprehensive economic development and is a valuable resource for any commu- strategy. Providing retail opportunities is impor- nity seeking to better manage its future. tant to local communities because it means giv- ing residents access to goods and services, expanding sales tax revenue to support local services, and enhancing the identity of the area. WRITING AN ECONOMIC The type of retail your community desires and DEVELOPMENT PLAN what is realistically attainable depends on many factors, including the local industrial base, trans- very community offers unique assets portation, and housing stock. Planning for retail Eand challenges: some face serious disin- growth without accounting for other sectors of vestment and population loss, which gener- your economy (and vice versa) leads to uneven ally deters retail, while others are growing development patterns. rapidly and need to focus on channeling retail to appropriate parts of town. An eco- nomic development plan should outline a blue- The Glen, in Glenview, Ill., is a 1,121-acre mixed-use district with new print for your community’s future economic homes, offices, and retail space, developed on the site of the former Glenview Naval Air Station. The Glen is the outcome of a comprehensive activity. planning process. 4 Retail 1-2-3 Important Tip: Be realistic about market potential and market areas Realistic expectations are important. For Whether it is an end in itself or an element of a See Appendix A, pg. 83 for an expanded set of example, your community wants a large shop- larger vision, a good economic development suggestions for the elements of an economic ping complex. But can it support one? That plan will allow you to create realistic goals and development plan. depends on the market potential of the store expectations regarding economic development and the site. potential and help municipal officials understand the complexities of retail development early on. 1. Develop a vision statement and goals A good way to keep the planning process realis- A project’s market potential is defined by sev- tic is by involving such stakeholders as commu- eral factors, only one of which is population. Vision statements are generally broad and encap- nity residents, major employers, and developers. Market areas are a complex combination of sulate collective aspirations for a community’s travel time, competition, and population with- future. in specific geographic boundaries. Consumer expenditure

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