Comprehensive Strategic Vision for the Revitalization of Downtown Newark, Ohio
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Comprehensive Strategic Vision for the Revitalization of Downtown Newark, Ohio Final Report Comprehensive Strategic Vision Implemented by: The Newark Alliance, Inc. June 2000 in Cooperation with: Main Street Connections, LLC Comprehensive Strategic Vision Presented by: Main Street Connections, LLC September 14, 1999 Main Street Connections, LLC 33 East North Street, Suite 102 Worthington, Ohio 430585 ph: (614) 844-5705 The Newark Alliance, Inc. 51 North Third Street, Suite 604 Newark, Ohio 43055 ph: (740) 349-7304 Comprehensive Strategic Vision for Downtown Newark, Ohio SECTION ONE – EXECUTIVE SUMMARY Project Background Newark’s downtown, as with many other downtowns across the country, has suffered from the competitive pressures of today’s retail environment. Many retailers have departed or gone out of business and the majority of those who remain are not generating enough sales to support long-term viability. The upper floors of many downtown buildings have been vacant for years. Parking and traffic are contentious issues. Sidewalks and many older buildings suffer from a lack of maintenance and upkeep. On the plus side, downtown remains a center of government and finance for Newark and Licking County. Much of its historic building stock, including the Licking County Courthouse, remains and the city’s traditional town square is one of the better and more attractive ones in the state. In June of 1998, the Newark Advocate ran a series of articles focusing on major issues facing the downtown and followed up the series with a public forum. Community and downtown leaders were invited to sit on a panel, present their views about what should happen with the downtown and entertain comments and questions from the public. Several follow up meetings were held and, ultimately, a committee was formed to solicit proposals from qualified firms to develop a comprehensive vision for the revitalization of downtown Newark. After evaluation of proposals received and an interview process, Main Street Connections, LLC was hired to conduct the study and develop the plan. As stated in the committee’s Request for Proposals (RFP), a consultant was sought to prepare a Comprehensive Strategic Vision for downtown Newark, Ohio to serve as the foundation for efforts to strengthen and expand its economic base. The study was to accomplish the following general objectives: 1) Involve close cooperation with a group (Committee) to be made up of selected representatives of the City of Newark, Newark Downtown Association, Licking County and local business leaders throughout the planning process. 2) Build on recent and current plans and initiatives. 3) Provide a basis for understanding of current and perceived downtown market trends. 4) Identify the needs of existing and potential downtown businesses. 5) Identify market and physical constraints and opportunities for the downtown. ©1999 Main Street Connections, LLC 1 6) Provide market-driven revitalization strategies for enhancing economic development in the downtown. 7) Establish a recommended management plan and organization structure for the implementation of the proposed direction. 8) Establish a detailed action plan for the implementation of the proposed direction. 9) Build a consensus of support among appropriate constituencies for the implementation of the proposed direction. The downtown area to be studied was the Central Business District (CBD) as outlined in the following map. The CBD’s boundaries are roughly State Route 16 to the north, the Licking River to the east, railroad tracks to the south and Sixth Street to the west. Main Street Connections’ Philosophy and Approach Main Street Connections’ approach to downtown revitalization is based on a combination of real-world experience in retailing and commercial property development and an understanding of and sensitivity to the importance of local conditions, attitudes and relationships. Over many years of working with retailers, property owners and communities to fix troubled properties and create new models for productivity, the firm’s principals have gained a thorough understanding of consumer behavior, physical environments, and what works and does not work in today’s complex and rapidly changing world. While most downtowns have suffered long, slow declines and continue to struggle, a few such as Cleveland, Marietta and portions of downtown Columbus are experiencing renewed vitality and economic success. Culturally, economically, and politically, there has never been a better opportunity for the revitalization of the urban cores of America’s cities. The biggest challenges faced by most communities today regarding their downtown are how to change attitudes that are based upon yesterday’s realities and how to build confidence that things can get better. This is the reason why, at Main Street Connections, we spend time getting to know the community and base our recommendations on local conditions, genuine market opportunities, and the proven experience of other urban commercial districts. Successful revitalization can only be achieved when there is a local consensus for action, the planning process includes significant input from community representatives, and the resulting vision is comprehensive, detailed and based on the particular characteristics and strengths of the community. Clients of the Main Street Connections team are achieving success under widely differing circumstances as a result of the team’s ability to recognize and capitalize on the best assets that each city has to offer. ©1999 Main Street Connections, LLC 2 Downtown Newark’s Current Challenges National Trends • Gradual movement of population, shopping, and employment away from traditional urban centers • Shifting employment away from the manufacturing sector Retail Flight • Loss of commercial activity downtown due to competition • Potential for additional retail flight due to expiring leases and weak sales Development Handicaps • No area-wide, comprehensive long long-range master • Lack of suitable, available land for significant new development, and limited annexation opportunities • Declining tax base Downtown Access and Environment • Wide streets and fast traffic that discourage pedestrian movement • Real and sometimes perceived downtown parking problems, especially in and around the square • Maintenance and appearance of some buildings, amenities, streets, and sidewalks • Outdated and unenforced zoning and building regulations that indirectly contribute to the deteriorated condition of sidewalks and buildings • Vacant and unattractive storefronts • Underutilized upper floors • Limited store hours offered by most downtown merchants • “Missing teeth” in the facade line of downtown streets • Automobile-oriented areas in downtown that are neither pedestrian nor bicycle friendly • Little ease in traveling into and around the city from major entry points • Lack of attractive access to the downtown area Image and Attitudes • Largely inaccurate and negative image of Newark among those people from outside the community • Skepticism among some individuals with regard to present and future opportunities • Lack of community consensus and unity of purpose regarding downtown Organization and Funding • Newark Downtown Association’s limited constituency and budget • City of Newark’s declining tax base and budget limitations ©1999 Main Street Connections, LLC 3 Downtown Newark’s Current Opportunities National Trends • Growing national awareness of and frustration with the negative affects of sprawl • National reawakening of a desire for a sense of community not available in typical suburban developments • Desire of young people and seniors to live in a more urban, pedestrian environment Retail Trends • Increasing consolidation and sameness of chain retail • Personalized service from long-time local merchants Downtown Access and Environment • Historic building stock • Proximity to the Licking River • Courthouse Square • Extensive nearby bikeway system • Close proximity to Columbus • Proximity to tourist attractions Economic Development Efforts • Potential for additional economic development in the Newark area • Numerous efforts and commitments made by local property owners to restore downtown buildings. • Likelihood of improved highway access from surrounding areas • Newark/Licking County Chamber of Commerce’s success at industrial economic development • City’s new full-time economic development director and commitment to downtown Development Opportunities and Incentives • Existence of alternative building code and other incentives for rehabilitation of other older buildings • Committed local ownership of many downtown buildings and new or recent investors willing to take a risk if the opportunity can be demonstrated • Tourism potential resulting from proximity of The Longaberger Company and other cultural, historical, and natural attractions Organization and Funding • Locally available resources and desire for positive changes • Upcoming bicentennial which creates a sense of urgency and a clear target for meaningful change • Availability of federal, state and local funds, resources and other incentives for redevelopment of downtown and nearby neighborhoods ©1999 Main Street Connections, LLC 4 Strategic Vision Rebuild Newark from the center out How a community views itself and how it is viewed by the outside world is directly and strongly affected by the condition of its central business district. The bulk of early energies in downtown Newark’s revitalization should be focused on downtown’s