Easley, South Carolina Downtown Economic Assessment Emerging Issues - - PDF document

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Easley, South Carolina Downtown Economic Assessment Emerging Issues - - PDF document

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This Evenings Presentation Assessment Presentation Community Input Summary Downtown Physical Assessment Easley, South Carolina Downtown Economic Assessment Emerging Issues Prepared by: Arnett Muldrow and Associates Craig

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1 Assessment Presentation

Easley, South Carolina

Prepared by: Arnett Muldrow and Associates Craig Gaulden & Davis Allees Mahan Rykiel Associates October 21, 2003

This Evening’s Presentation

  • Community Input Summary
  • Downtown Physical Assessment
  • Downtown Economic Assessment
  • Emerging Issues
  • Questions and Answers

Assets

  • “Diamond in the rough”
  • Tight knit community
  • Safe downtown.
  • Location, close to Greenville yet still an

independent community.

  • Community support for Easley High School
  • Young families restoring old houses in town
  • Little League World Series

Assets (Continued)

  • Good customer service in downtown

shops

  • More for your money when buying a

house

  • Joe’s

Opportunities

  • Old Market Square
  • Downtown Business Association
  • Chamber of Commerce & “Images”
  • Educate investors ‐‐ City’s Loan Program
  • Church growth and potential involvement
  • Tri‐County Technical College
  • High School, Library, City Property, Better

Skills

  • Opportunity to bring visitors into

downtown

Challenges and Threats

  • 123 By Pass ‐‐ community dividing line
  • Lack of pedestrian traffic crossing Main

Street

  • Old High School
  • Communication between groups
  • Deteriorating buildings downtown
  • Entertainment for teens and adults
  • Parking for residents
  • 93 from 123 Split into downtown not good

impression

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SLIDE 2

2

Challenges and Threats Cont’d

  • Railroad
  • Traffic and intersection congestion
  • Housing opportunities and variety
  • Loss of library

Needs and Desires

  • Parks and recreation
  • Downtown housing
  • Community gathering spaces (indoor and
  • utdoor)
  • Incentives and grants
  • Entertainment options
  • Stronger partnerships between
  • rganizations
  • Marketing and promotion

Desired Uses/Activities

  • Restaurants, used bookstore, coffee shop
  • Fountain
  • Movies
  • Community Gathering Spaces
  • Greater higher education presence
  • More housing in downtown

Rate Downtown What Brings You to Downtown? Why Do You Shop Downtown?

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SLIDE 3

3 Why Don’t You Shop Downtown?

What shops do you want downtown?

Support for Downtown Revitalization

Visions and Quotes

“I want to have a small, quiet community with positive economic growth and the availability of jobs” “Let’s bring the community into the 21st Century while preserving the old” “Easley is more than 123!”

Physical Enhancements

  • Image and Identity
  • Recreation and Public Open Space
  • Development/Redevelopment

Opportunities

  • Parking and Transportation

Current Physical Assessment

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SLIDE 4

4 Image and Identity

Reinforce downtown’s image and identity and create an attractive and inviting environment for residents and visitors.

  • Gateways
  • Streetscapes
  • Landmarks

Image and Identity: Gateways

  • City‐Wide
  • Downtown
  • Districts/Neighborhoods

Image and Identity: Gateways Image and Identity: Gateways Image and Identity: Gateways Image and Identity: Gateways

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SLIDE 5

5 Image and Identity: Gateways Image and Identity: Gateways Image and Identity: Streetscapes

  • Commercial Entry Corridors
  • Main Street
  • Other Downtown Streets

Image and Identity: Streetscapes

Insert map Insert map

Image and Identity: Streetscapes Image and Identity: Streetscapes

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SLIDE 6

6 Image and Identity: Streetscapes Image and Identity: Streetscapes

North Main Street Railroad Main Street

Parking Diagonal Parking Parking Parking

Image and Identity: Streetscapes

North Main Street Railroad Main Street

Parking Parallel Parking Parking Parking Street Trees

Image and Identity: Streetscapes Image and Identity: Streetscapes Image and Identity: Streetscapes

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SLIDE 7

7 Image and Identity: Streetscapes Image and Identity: Streetscapes Image and Identity: Landmarks

  • Special Places
  • Civic
  • Architectural

Image and Identity: Landmarks Image and Identity: Landmarks Public Space

Enhance existing parks and open spaces, increase the amount of open spaces and create stronger linkages among open spaces.

  • Regional/City‐Wide Parks
  • Neighborhood Parks
  • Public Squares/”Downtown Places”
  • Greenways
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8 Public Space Public Space Public Space: City Wide/Neighborhood Public Space: Downtown Public Space: Downtown Public Space Downtown

City Hall City Hall North First Street North Main Street

  • Ex. Dev.

New Dev. New Dev. North First Street

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SLIDE 9

9 Public Space: Greenways Public Space: Greenways

North Main Street Railroad Main Street

Parking Greenway Parking Parking

Development/Redevelopment

Locate new development and redevelopment so that it completes “gaps” in the city fabric and acts as a catalyst for other investment.

  • Infill
  • Mixed‐Use
  • Housing
  • Design Guidelines

Development/Redevelopment Development/Redevelopment Development/Redevelopment

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SLIDE 10

10 Development/Redevelopment Development/Redevelopment Development/Redevelopment Development/Redevelopment Development/Redevelopment

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11 Development/Redevelopment Development/Redevelopment Parking and Transportation

Maximize parking availability while balancing need for improved pedestrian environment.

  • On‐Street Parking
  • Public Parking Behind Buildings
  • Shared‐Parking Resources
  • Railroad Crossings

Image and Identity: Streetscapes

North Main Street Railroad Main Street

Parking Parallel Parking Parking Parking Street Trees

Parking and Transportation Zip Code Survey

  • Survey was held from August 16

through August 23.

  • 14 Businesses Participated
  • 1212 Recorded Visits
  • 105 Unique Zip Codes
  • 19 Separate States
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SLIDE 12

12 Zip Comparisons State Comparisons Where are they from? Where are they from?

The Trade Area Defined

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13

Some Preliminary Observations

  • Easley is a highly localized market
  • Very few visitors are coming to downtown from
  • ther places.
  • Those that do are not browsing the shops.
  • There is very little difference between shoppers

coming from 29640 and 29642. (29640 is a slightly more active market for downtown)

  • There is also very little difference between

shoppers coming inside and outside the City limits.

A Glance at the Primary Trade Area

  • The 2002 population of the PTA is 55,361.
  • This population has increased 27% since 1990.
  • By 2007 this population will increase by another

7% to 59,275.

  • Per capita income is $22,162 compared with

$22,412 for the metro area.

  • Median household income is $45,352 compared

with $42,630 for the metro area.

  • 52.9% of those employed travel over 20 minutes

to work (compared with 44.2% for the metro area)

Income Distribution PTA

A Glance at the Secondary Trade Area

  • The 2002 population of the STA is 32,982.
  • This population has increased 22% since 1990.
  • By 2007 this population will increase by another

5% to 34,690.

  • Per capita income is $17,535 compared with

$22,412 for the metro area.

  • Median household income is $36,485 compared

with $42,630 for the metro area.

Income Distribution STA % Population Change 90 to 00

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14

  • The Easley market is larger than

Simpsonville, substantially larger than Travelers Rest, and slightly smaller than Greer.

  • The market continues to grow outpacing

growth in the metropolitan area but slightly slower than other markets in the area.

  • The market is becoming more affluent over

time.

Demographic Conclusions

Current Year Trade Area Statistics

  • PTA Store Sales $408.7 Million
  • PTA Consumers spent $373.6 million
  • Primary Trade Area is gaining $35.1 million

annually overall

  • Yet, in selected categories Easley PTA is

LEAKING $80.9 million dollars each year.

  • STA Store Sales $137.2 Million
  • STA Consumers spend $197 million
  • Secondary Trade Area is leaking sales in the

amount of $59.8 million annually

Easley – Retail Leakage Easley – Capture Scenario 1 Easley – Capture Scenario 2 Target Retail Clusters

  • Apparel
  • Books
  • Hobbies
  • Home Furnishings
  • Restaurants (finer dining)
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SLIDE 15

15 Concluding Thoughts

  • This is a 15 year plan for the future of Easley.
  • Physical enhancements are not simply beautification

but should reinforce economic development

  • pportunities.
  • Physical improvements will be a combination of

short‐term “easy fixes” and long‐term capital projects.

  • Early visible successes are critical to change the

image of downtown and connect it with the rest of the community.

  • Open space is critical for a high quality of life.

Concluding Thoughts

  • New development can create strong links between

existing neighborhoods and downtown.

  • The market for Easley is large, continuing to grow,

and becoming more affluent. (The Market mirrors the larger market in the Upstate of SC).

  • The result: Easley should create opportunities in

downtown for a growing diverse market while preserving small town character.

  • Substantial market support exists for new retail

development.

  • Market trends indicate growing support for

downtown residential development (in the greater market and more specifically in Easley)

What is next?

  • The survey of the first phase project “Downtown

Crossing” is being completed.

  • Detailed design based on the concepts presented

here tonight will then begin.

  • The market information will be converted into a

marketing strategy for downtown.

  • The plans presented tonight will be refined and

enhanced.

  • Before and after sketches of selected sites downtown

will be completed.

  • A detailed implementation strategy and action plan

will be developed.

  • We will return for a final presentation to the public.

Question and Answer Period

Current Physical Assessment

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SLIDE 16

16 Crossing, Alternative 1 Crossing, Alternative 3 Crossing, Alternative 2

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SLIDE 17

17 Physical Plan Components

  • Gateways
  • Public Space
  • Landmarks
  • Land Utilization
  • New/Infill Development
  • Streetscapes
  • Parking

Marketing Plan Components

  • External campaign for a distinct image
  • Internal campaign for community pride
  • Educational marketing strategy
  • Investor recruitment strategy

Charrette Goals

Before and after images Marketing plan ‐‐ master plan logo, brochures, ads, marketing concepts. Organizational plan Physical revisions Design guidelines Draft implementation strategy Gateways, Greenway Connections, Parks

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18

Four Strategies for Downtown Easley

Imagine Easley ‐ Marketing Campaign Walk Easley ‐ Public Improvements Live & Shop Easley ‐ New Investment Partnership Easley ‐ Organization

  • Customers are not browsing shops.
  • Main Street/North Main Street present a huge

barrier for pedestrians.

  • Parking in Easley is plentiful but connections to

parking are not easy for pedestrians.

  • There are no downtown park spaces.
  • Gateways, and entry streets to downtown have

no distinct image.

  • The casual visitor to Easley does not know

downtown exists.

Walk Easley ‐ The Issues

  • Complete Downtown Crossing parking

improvements

  • Develop downtown gateway improvements at

the Huddle, Pendleton Street and 2nd Avenue, and at Main Street and Folger Avenue.

  • Implement way‐finding signs throughout the

community.

Walk Easley ‐ 2004‐2005

  • Study corridor improvements from along 93.
  • Implement Main Street Streetscape from

Russell Street to First Street – Get rid of chain link fence, replace with iron

  • r steel

– Bump out with street trees. – Well delineated crosswalks (consider special paving)

  • Develop City Green
  • Implement streetscape improvements along

North 1st Street, North Pendleton Street and East A Street from Pendleton to North 2nd.

Walk Easley ‐ 2006‐2007

  • Implement streetscape improvements

along 93 all the way from 123. Narrow road and provide for pedestrian and bikeways.

  • ฀

Develop Holcombe Park and Russell Park.

  • Develop pedestrian connections along

streets for parks. Walk Easley ‐ 2008‐2012

  • Any public investment in Easley should result in

private sector investment as well.

  • Private sector investment should reinforce

downtown as a specialty retail, dining, and living destination.

  • Several key sites exist for new development in

the short, medium, and long term. Live & Shop Easley ‐ The Issues

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19

  • Review of zoning ordinance.
  • Complete investment in the downtown crossing block
  • Pursue weekly farmers market in City Hall Parking area
  • Issue request for development proposals for new

investment

– Better skills building – Old Combined Utilities Building Block

  • Implement design guidelines and a downtown historic

district.

  • Begin discussions with owners of Colony Theater.

Live & Shop Easley ‐ 2004‐2005

Better Skills RFP

  • Development of a mixed use project
  • Active ground level uses (retail shops, restaurants, etc.)
  • Oriented toward Pendleton and North Main Street

frontage.

  • Explore partnership with the Chamber of Commerce.
  • Provide streetscape improvements to North East Main

Street and Pendleton Street.

  • On site parking will be accessed from Runion Street.
  • Proposals that include development of adjacent

properties are encouraged.

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20

  • Pursue development along City Green
  • Pursue development opportunities from

Russell Street to B Street – Retirement development associated with First Baptist Church – Office/retail development between Bradley and Russell Street.

  • Implement neighborhood historic districts.

Live & Shop Easley ‐ 2006‐2007

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21

  • Complete Holcombe Ridge residential

development.

Live & Shop Easley ‐ 2008‐2012

  • Easley’s market includes over 50,000

people.

  • The primary trade area grew over 27%

between 1990 and 2003.

  • Easley’s downtown, while successful,

needs a cohesive image.

  • Future marketing needs to capitalize on a

savvy, consistent message. Imagine Easley ‐ The Issues

  • Implement new logo for downtown

Easley.

  • Develop downtown shopping and dining

guide.

  • Build brand loyalty.
  • Create marketing material to convey

future opportunities. Imagine Easley ‐ 2004‐2005

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SLIDE 22

22

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23

  • Economic development in downtown will

be a sustained effort over the years.

  • Success will depend on successful

partnerships among organizations.

  • A more formal organization will be

necessary over time. Partnership Easley ‐ The Issues

  • Continue TIF committee implementation
  • Host a downtown summit include:

– Developers – Chamber of Commerce – Downtown Business Association

Partnership Easley ‐ 2004‐2005

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24

  • Pursue implementation of 501C

economic development corporation “Partnership Easley” using representation on TIF committee as potential board composition. Partnership Easley ‐ 2006‐2007

A Master Plan for Downtown Easley, SC

Strategies First Steps ’04-’05 Completion ’07-’14 Next Steps ’05-’07 Visions

  • Assemble residential “roundtable” to

explore other residential opportunities

  • Pursue listing historic neighborhoods
  • n the National Register of Historic

Places

  • Begin exploration of partnership

between Lexington District 3 and the Town on Town Commons Development

  • Work to implement infrastructure

improvements to the Batesburg- Leesville Industrial Park

  • Develop the “B-L Higher Education

Center” at Town Commons

  • Consider temporary local option food

and beverage tax to implement improvements to Leesville College Site, recreation system, and parks.

  • Pursue listing Leesville district on the

National Register of Historic Places

  • Implement local design review.
  • Launch co-op marketing campaign

targeted to Lexington/Lake Murray/Columbia area

  • Pursue series of 3 Tea 21 Grants for

physical improvements to B & L Districts

  • Market and promote the Successes of

Lexington District 3

  • Begin talks with Midland Tech and
  • ther institutions to expand offerings

in B-L

  • Launch a regular arts, music,

craftsman, event in the Batesburg district.

  • Recruit development to Town

Commons site as a partnership between the Town and Lexington District 3

  • Explore additional opportunities for

“village” and infill residential inside the Town Limits

  • Develop internal way-finding sign

system throughout B-L

  • Develop connections for town-wide

greenway system

  • Explore locations for and

programming for B-L Town Government Center

  • Implement a new community-wide

logo

  • Launch an internal marketing program

geared toward citizens of B-L

  • Pursue State Trail Grant to Implement

Phase 1 of B-L Promenade

  • Work with SCDOT on Correct B-L

Signs Assemble Volunteers to Develop Gateways

  • Develop Tax Increment Financing

District to Implement Infrastructure Improvements to the Batesburg- Leesville Industrial Park

  • Begin effort to have four-land road to

B-L

  • Form Batesburg-Leesville 2020
  • Task subcommittees with each topic

above

  • Incorporate elements of the plan into

the work programs of participating groups

  • Launch “Friends of the Vision” group

to generate awareness.

  • Create a 501c Development

Corporation to handle more complex projects and partnerships

  • Conduct yearly summits on progress
  • Conduct yearly summits on progress
  • Implement renovations to the Leesville

College site as a regional visual and performing arts center.

  • Develop B-L Town Government

Center

  • Continue phasing of the B-L

Greenway Network

  • Expand local design review to the

Columbia Avenue and Church Street corridors

  • Develop a “mini-grant” program for

improvements to properties

  • Generate 500 new jobs
  • Generate $10 million in capital

investment

  • Recruit 2 new companies to B-L
  • Develop 100 new residential units

inside the town by 2010

  • Complete 4 conversions of upper floor

space to residential in the business districts of B-L

  • Have four buildings renovated in each

commercial district

  • Recruit a new of eight new specialty

retail businesses to Batesburg- Leesville

Education & Arts: A Focus on the Future Organization: Batesburg- Leesville 2020 Economic Development: Small Town Life, Big City Access Commercial: Downtown Lexington County Unity: A Hometown Identity Residential: A Changing Village

Batesburg-Leesville citizens unite behind common goals for the future, support local commercial establishments, and develop areas where a unified town identity can flourish. Batesburg-Leesville organizes a formal partnership between local business associations, the Chamber, and the Town to implement the visions of the Master Plan. Batesburg-Leesville creates

  • pportunities for residential

development in the core of the community offering a variety of housing in a village setting. Batesburg-Leesville strives to develop solid economic development to preserve a balanced tax base, create job

  • pportunities for local residents,

and enhance quality of life. Batesburg-Leesville becomes a statewide model for its partnerships between the business community its schools and the arts. Batesburg-Leesville uses its small town charm and personal service as hallmarks of a retail strategy offering an authentic downtown shopping alternative for local and regional shoppers.

  • Grant Writing Committee • Marketing and Image Committee • Historic Preservation Committee • Economic Development Committee