East Market Street Final Presentation November 29, 2012

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East Market Street, Greensboro North Carolina | PSC 630 Community and Economic Development Presentation | University of North Carolina at Greensboro | East Market Street Development Corporation

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East Market Street Final Presentation November 29, 2012

  1. 1. EastMarketStreetCorridorStudyAndrew Lester Kurt StolkaJane Hill Nick HarrellSteve Lebonville EdwardBeaverNovember 27 2012 27,
  2. 2. Target Area: East Market St RetailT tA E t M k t R t ilCorridor between Murrow and US 29
  3. 3. Historically,Historically East Market Street was the heartof East Greensboro, a vibrant commercialarea… Heritage
  4. 4. Heritage Historical photos courtesy of generous assistance from the Greensboro Historical Museum archives
  5. 5. Mission/VisionMission/Vision*• Mission: East Market Street Development Corporation (EMSDC) is the lead agent working toward revitalization of the East Market Street Corridor.• Vision: To create an economically vibrant vibrant, attractive, pedestrian-friendly, and safe community that attracts and sustains existing and new b i businesses with continuing commitment t ith ti i it t to minority entrepreneurial development and the areas unique cultural center, through diverse partnerships and l t hi d leveraged resources. d• *Source: 2012 EMDC Literature
  6. 6. Mandates:Mandates:*• The EMDC is a non-profit organization that offers comprehensive community revitalization services in the East Market Street Corridor to create and sustain assets through economic, b i th h i business, and community d it development services and programs. The overall goal is to build community and restore g y pride in the East Market Street Corridor and East Greensboro.• *Source: EMDC Source:
  7. 7. A littl b k little background… d• By the last half of the 20th century, original buildings were replaced with strip buildings, vehicle-focused. vehicle focused.• Mixed zoning: Established churches, small industrial and warehousing, houses, A&T• Wide setbacks. Streetscape underused. Excess surface p parking. g• Historically African-American commerce now shared by other ethnicities
  8. 8. Strengths and Weaknesses• Quality streetscape • Vacancy & abandonment = image of decline improvements, very walkable, t lk bl transit access it • Perceptions of safety• Ideally situated, proximity to • Lack of evident commitment & communication by stakeholders downtown, institutions, US 220/29 • Lack of a public gathering space (losing longtime Y!)• EMDC success in neighborhood redevelopment • Poor pedestrian scale, parking setbacks inhibit street activity
  9. 9. Opportunities• Residential real estate market improvement• Growing political awareness/support of E Greensboro potential• Trend toward buying local• Rising Downtown home prices (highest growth in city)• Greenway expansion• New residences coming to A&T and UHOP site• Creative class/ millennial generation preference for Live, Work, Play options
  10. 10. Threats • Y! relocating away from EMST • A&T capital investment focused away from EMST • Continued recession and tight bank g lending • Government funding cuts • O Online competition for retail sales & e co pet t o o eta sa es services competition elsewhere • Malls, High Point Rd., Battleground, Downtown, Downtown Eugene St Cone Blvd St., Blvd.
  11. 11. Threats
  12. 12. Strategic ChallengeHow do we promote retail & restaurantson EMST?
  13. 13. Strategy 1:Increase Pedestrian Traffic• Tactic #1 • Improve commercial mix, start with temporary spaces• T ti #2 Tactic • Move EMDC to highly visible, easily accessible, accessible inviting site on EMST• Tactic #3 • Improve p p public transit• Tactic #4 • Actively promote/ tie in to Greenway users
  14. 14. Commercial MiC i l Mix• Temporary spaces, food trucks. Create a node for dining.• Update/maintain U d t / i t i EMDC web site with clearly accessible b it ith l l ibl commercial vacancy information (size, rent, suitable use)• Retail follows Rooftops. Use new housing (UHOP site) and data from recent report to actively recruit anchor tenant (i e (i.e. chain drug store with grocery supplies and “minute-clinic” services (potential site: Alston Plaza)
  15. 15. Dining as a Catalyst• Local quality restaurants started revitalization in Downtown Greensboro *• A signature restaurant or node of eateries can turn around a commercial area, unlike a grocery store or g y a night club• Outdoor dining puts “eyes on the street”• Outdoor dining can b d O td di i be done simply i l
  16. 16. Increase Pedestrian Traffic• Outdoor Dining: g • Work with merchants to encourage outdoor dining options. Enhance social options. Create a “pulse node node”• Create new ‘roots’: • Canopy tents in underused parking lots for community events or outdoor dining can encourage p pedestrian traffic. • Kiosks or temporary structures can be utilized for impromptu food vending and farmers market spaces
  17. 17. Dining Fort DiningWorth, Texas, Pittsboroformer gas g NC, formerstation Car C Dealership Pop up cafe St. Paul, MN
  18. 18. Leverage Public Transit• Promote EMST as a live, work, play location. Leverage its connectivity to public places GTCC & jobs via transit Attractive places, transit. features. Needs bus shelter and fewer stops to reduce ride time.• Well-used transit puts “eyes on the street.” Enhances sense of safety• Bus shelter can be part of a new public space• Creative class, immigrants and aging populations appreciate transit. Access to downtown and Depot (bus and train hub).
  19. 19. StrategicChallengeHow Can EMST be a DestinationPlace?
  20. 20. Strategy 2: Encourage Place Making Use visioning workshops including all workshops, stakeholders: • Tactic #1 • Identify a sense of place/ public art that embraces the p pedestrian experience p • Tactic #2 • Develop a community meeting space with easy pedestrian accessibility • Tactic #3 • Address neglect, signage and safety perception issues
  21. 21. Sense of Place/Community Space• Use facilitated visioning workshops to build capacity, capacity empower neighbors engage stakeholders neighbors, stakeholders.• Create unique sense of place. Establish a brand. Promote brand consistently in/on all media• Let L t residents/stakeholders d fi / id t / t k h ld define/create a community space t it (garden, playground, chess tables, gazebo) that reflects unique character and is highly visible.
  22. 22. Place making 101Create human-scale experiences.• Ideas: • Public Art - historical markers, murals, sculptures, mosaics, may build image, community interest or tourism • Facades and signage - Promote revolving loan funds & access city programs to encourage facade upgrades, including new signage or awnings. • Unique Architecture: Alternative building structures such as shipping containers or railroad cars make distinctive places.
  23. 23. Elements of a great public space1. Protection from traffic, crime ,and the elements2. Place to walk, stop, stand &ssit3. Things to see4. Opportunities forconversations, to play, to enjoygood weather5. Human-scale6.6 Aesthetic quality
  24. 24. StrategicChallengeHow do we build strongercommunity?
  25. 25. Strategy #3Tactic #1:Strengthen communicationsTactic #2:Hold events, utilize social mediaTactic #3:Market EMST to immigrants
  26. 26. Building Capacity• Leverage momentum of EMDC’s success in housing redevelopment t t to stimulate individual i t d l t to try t ti l t i di id l interest i t in advocacy. Use small events, mural painting, clean up or walking tours to bring people together in an activity.• Enhance partnerships with i tit ti E h t hi ith institutions, neighbors i hb• Move EMDC office to make it accessible, visible and a core of energy.• Create a civic space
  27. 27. Hold Events Use Social Media Events,• Engage neighborhood groups and merchants to plan and participate in small events. Use local media and social media to promote sales & events.• Create current, authoritative & inviting web site presence
  28. 28. Community BuildingMarket EMST to the ‘new’ North Carolinians: • Affordable housing, sidewalks, proximity to schools, transit and downtown, numerous vacant business lots • Work with realtors and commercial lenders. • Strengthen workshops for new businesses • Visioning workshops for all stakeholders • Work with City to explore zoning changes, better sign code enforcement, shared parking t reduce i d f t h d ki to d unused pavement surfaces
  29. 29. Expanding Resource Pool• New trend in academia: • Sustainability and community engagement• Leverage university resources for community benefit • Business & marketing students for business support • Sociology & political science students for surveys • Architecture design students for corridor imaging
  30. 30. Make Friends, Grow Ad M k Fi d G Advocates tCollege students staff and faculty school teachers elected students, faculty, teachers,officials, city staff, public safety officers, neighborhoodassociationmembers, oldsters, t b ld t teens, youngsters, bi t bicyclists, walkers, b li t lkus riders, chess players, church goers, church staff, churchleaders, homemakers, merchants, property owners, home p p yowners, gardeners, contractors, renters, nurses, investors,entrepreneurs, realtors, nonprofitgroups, immigrants, volunteers, artists, newcomers,groups immigrants volunteers artists newcomers long-timers, musicians, historians. Who else? Advocates may come from anywhere.
  31. 31. Handout and Questions?
  32. 32. Have a H t H HeartProject for Public Spaces www.pps.org
  33. 33. Create PedCred

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