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T A B L E O F C O N T E N T S SOME CONTEXT 3 WHAT WE DID 4 DEMOGRAPHIC OVERVIEW 4 BUYING POWER AND SALES LEAKAGE 7 BARRIERS 15 MARKET-­‐BASED STRATEGIES 17 IMPLEMENTATION AND PLAYBOOK 25 CONCLUSION 30 BIOGRAPHICAL INFORMATION 31 ABOUT CLUE GROUP 31 Page 2 S O M E C O N T E X T Wynnefield is, principally, a residential neighborhood, though it has historically commercial amenities. Its two main commercial districts – the 54th Street corridor (from approximately Lebanon Avenue to West Montgomery Avenue) and the commercial node at Bryn Mawr and Wynnefield Avenues – face challenges similar to many urban neighborhoods around the country. Economics and changed retail preferences are primary among these challenges. The economics have precipitated a number of other adversities, such as deteriorating buildings and increased crime. Much of the headwind confronting revitalization efforts comes from factors not necessarily in the neighborhood itself, but rather from commercial development that has happened outside the neighborhood or outside the city, and from changes in Americans’ shopping patterns. New commercial amenities around Wynnefield have had both positive and negative consequences: The Park West Town Center shopping plaza has brought large-­‐scale retailers (including Lowe’s and Shop Rite) to several under-­‐retailed neighborhoods of Philadelphia. And several retail strip centers on City Avenue have long supplemented neighborhood retail on 54th Street. Like countless similar neighborhood business districts, the original purpose of the 54th Street commercial corridor and Bryn Mawr and Wynnefield was to bring convenience retail to the neighborhoods around them. (Historically, one would not have purchased everything a household might need on 54th Street; for specialized purchases, a shopper would likely go to Center City or another larger neighborhood commercial district.) Because that purpose has largely been supplanted by big-­‐box retail – first in the suburbs and now walking distance from many homes in Wynnefield – the challenge faced by small business districts today is one of reinvention. Reinvention is a means to revitalization, and an important component to fostering stable, sustainable residential neighborhoods. In the midst of this context, Wynnefield Overbrook Revitalization Corporation has advanced two larger-­‐scale mixed-­‐use projects – the Wynnefield Plaza/Goverman property (under construction), and the Wynne Senior Residences project at the site of the former Wynne Ballroom on 54th Street. Both projects have planned mixed-­‐use retail components and both will serve to build revitalization momentum, attract new customers (as residents and shoppers), and anchor additional commercial development. Page 3 ./"!&.%&010&
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HOUSEHOLD CHARACTERISTICS COMPARISON: WYNNEFIELD AND CITY OF PHILADELPHIA Wynnefield Philadelphia (city) Median HH income $36,301 $33,852 Average HH income $52,918 $48,841 Average household size 2.01 2.45 1
Family households 44% 56% Owner households 42% 51% Median age 38.4 33.8 Comparisons to the city’s population profile show several contrasts: §
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Wynnefield’s median household income is about 7% higher than the median income for the city overall. (Average household income in Wynnefield is about 8% higher.) The average household size in Wynnefield is substantially lower than the city’s, at 2.01 persons compared to the city’s 2.45 – a difference of about 22%. Wynnefield has a much larger proportion of single-­‐person households and/or couples without children. Family households constitute a smaller proportion of all households in Wynnefield compared to the city. This smaller proportion is probably largely attributable to a disproportionate number of singer-­‐person households, and may secondarily be attributable to unrelated individuals “doubling up” in a single housing unit in order to save money. Despite Wynnefield’s stability and its reputation as a place where generations of families know each other, the home ownership rate is significantly lower than the city overall. (As an additional benchmark for comparison, the national homeownership rate for the US hovers around 65%.) These characteristics and differences have implications for Wynnefield’s future development. For example: §
§
When developing new housing, there will likely be greater demand for smaller units, and greater demand for rental than owned. Modest incomes suggest that compatible retail must offer good value and competitive pricing. At the same time, small households mean shoppers are likely to buy smaller sizes of household items than a typical family. 1
“Family households” are people related by blood, marriage, or adoption living together. Page 5 Race and ethnicity Wynnefield is a stable, middle-­‐income, majority African American neighborhood. Philadelphia citywide does not have a tremendous amount of diversity beyond the evenly split African American and White populations, and Wynnefield is actually more homogeneous than the cityas a whole, with a smaller presence of Asian and Hispanic individuals. (For comparison with the country as a whole, approximately 13% of the US population identifies as Black and 17% identifies as Hispanic origin.) POPULATION BY RACE AND ETHNICITY: WYNNEFIELD AND CITY Race/ethnicity Wynnefield Philadelphia (city) White alone 23% 42% Black alone 69% 42% American Indian alone 0% 0% Asian alone 5% 7% Pacific Islander alone 0% 0% Some other race alone 1% 6% Two or more races 3% 3% Hispanic origin (any race) 3% 13% Many consumer purchasing behaviors are driven by income and lifestyle preferences. For example, households with similar incomes spend similar amounts on groceries, housing, and other basic needs. Lifestyle preferences (sometimes called “psychographics”) often lead to differences in spending on cars, magazines, fashion, etc., depending on individual interests. A few consumer purchases are more directly affected by the culture, race and ethnicity of the household. These may include food (whether groceries consumed at home or restaurant dining), fashion and accessories, personal care products and services, entertainment, books, arts and culture. When looking at non-­‐commodity retail goods and services that Wynnefield shoppers might seek out, the presence of a majority African American population is an important driver of consumer preferences. Age Age is also a determinant of shopper preferences and of housing needs. We consolidated the Census age segments into four brackets for simplicity: Page 6 §
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Ages 0-­‐19 represents children and young adults, primarily living at home; Ages 20-­‐34 represents adults in their starting out and young family years; Ages 35-­‐64 represents middle-­‐age adults and, at the older end, empty nesters; Ages 65 and older represents older working adults and retirees. At the youngest and oldest ends of the age spectrum, Wynnefield differs notably from the city as a whole: has a smaller number of children and a larger number of seniors. The forecast is for this trend to continue, with Wynnefield’s population continuing to age. Wynnefield’s median age in 2012 was 38.4 (almost five years older than the city’s) and the neighborhood’s median age is anticipated to increase to 39.5 by 2017. POPULATION BY AGE: WYNNEFIELD AND CITY Age Wynnefield Philadelphia (city) 0-­‐19 years 20% 26% 20-­‐34 years 26% 26% 35-­‐64 years 34% 36% 65 or older 20% 13% An older population spends differently from families in their growth years. Older residents typically downsize their homes, make fewer retail purchases, and have greater medical expenses. B U Y I N G P O W E R A N D S A L E S L E A K A G E The concept of sales leakage (also called sales void) is based on the idea that households spend a certain amount of money on a predictable set of goods and services – and they are likely to make a large portion of their purchases close (or relatively close) to home. The amount they spend is called “buying power” and the amount that is not captured locally is called “sales leakage.” Trade areas vary for different kinds of purchases: E.g., one is likely to travel farther to buy a car than to buy groceries. For buying power and sales leakage, we are primarily interested in the Wynnefield neighborhood and its immediate surroundings, and we are particularly interested in where Wynnefield residents are likely to make their day-­‐to-­‐day purchases. Total annual expenditures for the 11,455 households in the Wynnefield neighborhood are $344 million. We used the Census breakdown by household income and the Consumer Expenditure Survey to estimate total spending by category: Page 7 BUYING POWER BY SPENDING CATEGORY: WYNNEFIELD HOUSEHOLDS Food + beverages Groceries Dining out Alcoholic beverages (consumed at home) Alcoholic beverages (consumed in restaurants and bars) $ 31,829,000 17,036,000 1,470,000 1,153,000 Housekeeping supplies Laundry and cleaning supplies Other household products Stationery, gift wrap Postage Delivery services 1,368,000 2,494,000 574,000 485,000 16,000 Furniture and furnishings Household textiles Furniture Floor coverings Major appliances Small appliances, misc. housewares Window coverings Infants' equipment Laundry + cleaning equipment Outdoor equipment Lamps + lighting fixtures Clocks and other household decorative items Telephones + accessories Lawn + garden equipment Power tools Hand tools Office furniture for home use Indoor plants + fresh flowers Closet and storage items Furniture rental Luggage Computers/hardware (nonbusiness use) Computer software/accessories (nonbusiness use) 769,000 2,340,000 151,000 1,393,000 812,000 74,000 101,000 151,000 135,000 120,000 650,000 189,000 250,000 303,000 103,000 31,000 263,000 98,000 70,000 81,000 967,000 55,000 Page 8 Other misc. household equipment Apparel and footwear Men's clothes Boys' clothes Women's clothes Girls' clothes Clothes for children under 2 Footwear Watches, jewelry + repair Shoe repair Tailoring, alterations, repair Laundry + dry cleaning Fabric and patterns for making clothing Clothing storage 644,000 1,854,000 699,000 4,345,000 829,000 850,000 2,690,000 641,000 5,000 33,000 760,000 90,000 2,000 Transportation Vehicle purchase Gasoline and motor oil Other vehicle expenses (maintenance, insurance, etc.) Public transportation 16,489,000 17,531,000 18,296,000 2,648,000 Health care Health insurance Medical services Nonprescription drugs Nonprescription vitamins Prescription drugs Eyeglasses and contact lenses Hearing aids Topicals and dressings Medical equipment (rental + sales) 15,485,000 4,855,000 722,000 377,000 3,321,000 413,000 106,000 308,000 82,000 Entertainment Social, recreation, and health club memberships Fees for participant sports Movie, theatre, and other admissions Admissions to sporting events Fees for recreational lessons Page 9 452,000 584,000 837,000 244,000 308,000 All other fees and admissions (incl. on out of town trips) Musical instruments + accessories (sales + rentals) Cable and satellite services A/V equipment, recorded music + movies, gaming systems Pets, pet supplies, pet care Toys, games, arts, crafts, tricycles Stamp and coin collecting Playground equipment Athletic gear, game tables, exercise equipment Bicycles Camping equipment Hunting + fishing equipment Winter sports equipment Water sports equipment Other sports, recreation and exercise equipment Photographic equipment, supplies, services Live entertainment + supply rental for catered events 209,000 2,862,000 5,717,000 2,197,000 3,438,000 852,000 24,000 27,000 317,000 102,000 90,000 178,000 28,000 22,000 218,000 278,000 72,000 Personal care Hair care products Wigs + hairpieces Shaving needs Oral hygiene products Cosmetics, perfume, bath preparations Other personal care products Personal care services 509,000 45,000 125,000 279,000 1,161,000 367,000 1,865,000 Reading Newspapers + magazines Newsletters Books Education College tuition High school and elementary school tuition Vocational and technical school tuition School supplies Other education-­‐related expenses Page 10 411,000 9,000 273,000 4,678,000 336,000 49,000 1,237,000 327,000 Tobacco products/smoking supplies Tobacco products/smoking supplies Miscellaneous Miscellaneous (funeral expenses, bank fees, legal fees, etc.) Cash contributions (alimony, child support, charity, etc.) 155,000 5,893,000 10,437,000 Retail sales void is the result of subtracting local retail sales from consumers’ available spending (i.e., “buying power”). It is a traditional benchmark for determining supportable new retail uses, but it is one factor among many that influence retail sales. Marketing, visual appearance, product mix, and other factors also influence where people shop. In addition, the big-­‐box stores at Parkside and on City Avenue have positioned themselves to be, essentially, within Wynnefield’s trade area. Even if the big box stores did not exist so close by, sales void analyses have changed in recent years as many retail purchases, and a growing number of convenience-­‐type purchases (e.g., prescription drugs and even groceries and household supplies) have migrated to online retailers. Nevertheless, buying power and sales voids are still a useful factor in identifying potential recruitment targets or marketing opportunities. There are approximately 35 retail or retail-­‐service businesses on the 54th Street corridor and another 10 in the Bryn Mawr & Wynnefield district. Estimating actual sales is notoriously challenging, especially for small, independent businesses. No data are reported for businesses at this size or for such small geographies as neighborhoods. In addition, many Wynnefield businesses operate in an informal cash economy. We based our estimates on observation, size of business spaces, and typical sales performance by similar types of businesses at a neighborhood level. Sales estimates at this level have large margins of error, but can serve as a rough guide to local sales capture. Page 11 SALES VOIDS FOR PRIMARY WYNNEFIELD BUSINESS CATEGORIES 2
Industry/category Grocery Stores NAICS No. of prefix businesses 445 6 Misc. Retail (non-­‐grocery) 44X 5 Restaurants 722 10 812 Various 3
Personal Care Services 4
Other Retail Services Approx. Buying gross sales power Sales void $ 1,350,000 $ 31,829,000 $ (30,479,000) 785,000 43,587,000 (42,802,000) 1,050,000 17,036,000 (15,986,000) 6 360,000 1,865,000 (1,505,000) 6 720,000 14,849,000 (14,129,000) It is not surprising that all but a very small portion of spending on retail goods and services leaves the Wynnefield business districts. The total spending captured by Wynnefield businesses is perhaps 3-­‐4% of buying power. (A strong, full-­‐service business district can capture 20-­‐30 percent of local buying power.) Based on a walk down the street, an observer might conclude that the one category where Wynnefield might be over-­‐supplied is hair salons. It is therefore surprising to see that there is actually a sales void in personal care services, rather than a sales surplus.5 There are several possible explanations for this: §
We may be substantially under-­‐estimating gross sales at Wynnefield barbershops and beauty salons; §
The consumer spending category “Personal Care Services” includes expenditures other than hair care, including nails, skin, massage, and other non-­‐medical personal care, so the buying power is greater than what people spend on hair care only. §
Despite the number of barbershops and hair salons, Wynnefield residents may choose to obtain these services outside the neighborhood, leading to a sales void despite the local availability of the services. 2
North American Industrial Classification System 3
BP gas station excluded 4
Includes entertainment and admission fees 5
A sales surplus occurs when spending captured at local businesses exceeds the buying power of households in the trade area. This may occur if there is an influx of other shoppers, such as daytime workers, commuters, or tourists. Page 12 Sales void or sales surplus gives an idea of what spending is being captured and what is leaving. A sales void in itself may not indicate an opportunity to recruit additional businesses, and we believe this is the case for barbershops and hair salons in Wynnefield. (In other words, the sales void for personal care services does not mean Wynnefield can support more hair salons.) Business clusters Several clusters emerge when sorted by NAICS code, notably in groceries, restaurants, and personal care services. Additional businesses fall into miscellaneous retail and miscellaneous retail services. Business clusters come in many varieties and they are often part of a successful strategy for creating a vibrant district. Clusters are a way of conceptualizing how different businesses can be grouped together – for appeal to shoppers, for marketing purposes, or for identifying business recruitment needs. Businesses can be grouped in several ways. Two key types of clusters are: §
“Competitive clusters” are groups of like businesses located near each other. Examples include a group of restaurants or a group of antiques stores located in close proximity. Typically, the individual antiques stores will do better as part of a competitive group than they would do as stand-­‐alone businesses. This is also often the case for restaurants. The cluster draws more customers than the individual businesses would on their own. §
“Complementary clusters” are groups of unlike businesses that sell products or services that are part of the same broad category, or that serve the same customer. A “Health and Wellness” cluster, for example, could include a pharmacy, yoga studio, juice bar, medical office, and other health-­‐related businesses. While Wynnefield’s business districts are small, several clusters are present – some advantageous and less so: §
Convenience Businesses. This complementary cluster takes in the majority of businesses in both Wynnefield districts. A convenience-­‐type purchase is any item or service that a customer is likely to purchase near where they live, and prefers not to travel any significant distance. Convenience purchases tend to be less price and selection-­‐sensitive than other types of purchases (like clothing or appliances, for example). In Wynnefield, the corner food stores, take-­‐out restaurants, pharmacy, and even barbershops and salons all fall into the convenience cluster. Page 13 §
Barbershops and Hair Salons. Even while the barbershops and hair salons fall into the broader category of Convenience Businesses, they also form their own competitive cluster. The challenge with this cluster is limited cross-­‐shopping: In a cluster of restaurants, for example, an individual customer might patronize multiple restaurants on different occasions. In the hair care cluster, an individual customer is likely to be loyal to just one barbershop or salon; a customer is not likely to patronize multiple businesses in the cluster. §
Personal Care. This complementary cluster is currently narrow in Wynnefield, but has potential for expansion. Personal Care includes the barbershops and hair salons; it also includes Wynnefield’s wig and hair care product stores. In the future, it could further be expanded to include yoga, fitness, massage, and other related services. These existing clusters may not be evident to the casual customer. The Wynnefield Business Association can help reinforce and highlight the clusters though marketing, so an existing customer of one business can become a customer of multiple businesses. Page 14 B A R R I E R S Identifying and naming the barriers to business development helps in crafting solutions. The barriers represent both the obstacles to developing the business districts as a whole, and the obstacles individual business owners may face in their own ventures. There are several barriers to business development in Wynnefield: §
Large-­‐format retail exists all around Wynnefield. The stores at Parkside and on City Avenue offer great convenience for Wynnefield residents. At the same time, they have become, essentially, convenience centers, because they are so close by. In the past, a local shopper might have made most of his or her hardware or grocery purchases on 54th Street and only occasionally made a trip to big-­‐box stores in the suburbs. Today, Lowe’s and Shop Rite are just a few blocks away, meaning most purchases bypass Schwartz’s Hardware or the corner food stores. The data for the Wynnefield neighborhood and environs do not suggest that the trade area is over-­‐retailed. However, the availability of these stores nearby makes it almost impossible to add small-­‐scale stores selling similar product lines back into the neighborhood business districts. §
Retail storefronts are small. Many of the retail spaces are smaller than 1,000 square feet, making them much smaller than typical footprints for modern retail stores. Some of Wynnefield’s commercial spaces are carved out of private residences and are, therefore, even less flexible than those in commercial buildings. Wynnefield is not alone in these challenges. New development (such as the Wynne Senior Residents project) may add new retail space configurations to the neighborhood’s commercial space inventory. §
Lack of capital. Most Wynnefield business owners are individuals who are making a modest living for themselves. They do not have capital to expand or open a new business, and lack of cash on hand may also prevent them from taking advantage of storefront or interior improvement programs, when such programs are offered on a reimbursement basis. Other entrepreneurs (e.g., a Wynnefield resident who wants to start a business) also lack access to capital for startup or inventory. The informal cash nature of most Wynnefield businesses also makes traditional banking and traditional loans unavailable. Page 15 §
Too many hair salons. As noted in the business cluster analysis, barbershops and hair salons, because they have limited cross-­‐shopping among their customers, do not add to the interactivity of the district’s economy. In addition, because starting a hair salon is not as capital intensive as many other businesses, they tend to open and close with greater frequency, creating the appearance of an economically weak district. §
Storefront churches and other non-­‐retail uses. The conversion of retail space to churches is an economic drag on commercial districts. Because they operate (or attract parishioners) for only a few hours per week, they tend to function as “occupied vacancies.” Their closed doors and (usually) non-­‐transparent storefronts disrupt economic flow up and down the street, as shoppers walk from business to business. Other non-­‐retail uses such as ground floor offices, or ground floor retail converted to residential, can have a similar effect. §
Loitering and crime. While the police report that Wynnefield does not generate significant serious crime (and they report that most perpetrators of smaller crimes do not live in the neighborhood), threats or feelings of being unsafe, persist. Loitering on 54th Street (some of it drug-­‐dealing related) remains an obstacle. Some businesses are in the process of installing exterior cameras to mitigate loitering. §
Single-­‐sided commercial street. The 54th Street corridor is, for the most part, a one-­‐
sided business district. The net result of this physical development may be neutral rather than a barrier. In the liability column, it means the corridor lacks the feeling of enclosure and the all-­‐commercial nature of most other districts. But as a practical matter, this one-­‐sided layout may be an asset, since a customer can shop the district without having to cross a heavily trafficked street. Page 16 ,"3I%!V#"+%0&+!3"!%21%+&
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Aside from business recruitment, a significant challenge in implementing this strategy will be to change the shopping habits of Wynnefield residents to patronize local businesses. This will require a sustained marketing and promotional effort targeted to Wynnefield households. This strategy faces some significant barriers to success: A neighborhood convenience approach is appealing for its at-­‐home feel. At the same time, it will not attract a significant number of non-­‐
residents to shop in Wynnefield. The relatively small neighborhood population, and the proximity of several shopping centers, means that local businesses will have to be of high enough quality and convenience that they can attract a substantial portion of local buying power. Page 24 I M P L E M E N T A T I O N A N D P L A Y B O O K Implementing a Market-­‐Based Strategy approach to revitalization requires both active management and targeted incentives. A well-­‐crafted toolkit of incentives can help steer the districts’ development in the desired direction. For example, a façade improvement grant that is generally available to all applicants is good, but a façade grant that is targeted toward a desired business development strategy is better. A set of multiple tools organized around a strategy is stronger than just one incentive. And it is worth noting that not all incentives are financial: Some may take the form of regulatory relief, such as streamlining the façade grant application process, or assisting in obtaining zoning approval for a sidewalk café. The question of equitability inevitably comes up when creating a toolkit of incentives geared toward a targeted business sector: Shouldn’t every business be equally eligible? Certain incentives (esp. those offered by the City) will remain open to all. But it will be in the best interests of Wynnefield to focus private incentives toward the selected market-­‐based strategy and desired outcomes. Awards can be made equitable and transparent by establishing a straightforward application process, a quantitative scoring system for the review of applications, and by creating a community-­‐based selection committee. Wynnefield gets to choose its own strategy and its own direction – and WORC and WBA are free to choose an entirely different direction. Based on our research and on Wynnefield’s strengths and competing districts, we recommend the following: Commercial district 54th Street corridor Recommended strategy § African American Cultural Village or § Aging in Place Bryn Mawr & Wynnefield §
Neighborhood Convenience It is possible to pursue more than one strategy simultaneously. However, because the business districts are small, a single strategy for each of the two districts will be more viable. The findings and recommendations described here were presented to WORC and WBA at a June 25, 2014 meeting in Wynnefield. The meeting included WORC, WBA, and City representatives, and representatives of the Wynnefield Residents Association. There was a discussion of the concepts presented and there emerged a general consensus to pursue the Cultural Village Page 25 1+6.+#=,8$ (1*)=$ .)$ *)46#'#)+.:$ .776&.4"$ +".+$ .:1&$ 1(77&6+1$ #\*1+*)=$ :&4.:$ X(1*)#11#1C$ !"*1$
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The road to successful business development relies primarily on relationship-­‐building and understanding and meeting the needs of the prospective business or entrepreneur. Their needs may include: §
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Higher sales or better profitability, Lower costs, Better space, Better environment (e.g., nearer their customers), An expansion opportunity (e.g., a second location). Whether Wynnefield pursues a Cultural Village, Aging in Place, or Neighborhood Convenience strategy, WORC and WBA, the steps are the same: 1.
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Send out scouts Make an appointment and visit Follow up with specific, helpful information Meet the business’s needs by identifying financial resources, space, technical assistance; 5. Stay in close contact A successful recruitment effort can backfire if the new business is not well-­‐supported. Therefore, the work continues beyond the initial recruitment goal: It will be important for WORC and WBA to celebrate the opening, assist the new business with marketing, and to do everything it can to support the new business. a) Pop-­‐Up Competition Establish a business plan competition for pop-­‐up businesses that support the desired strategy, with participating property owners offering three to six-­‐months rent-­‐free. “Popup Hood” began in Oakland, California, as a way to occupy multiple vacancies with pop-­‐up businesses simultaneously. In 2012, the City of Detroit launched a pop-­‐up competition to fill a set of vacancies in a single commercial district. Property owners participated by offering a rent-­‐free period, and the City and its partners played a support role by offering professional coaching and training to selected entrepreneurs. §
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Page 29 Popup Hood, Oakland, CA: popuphood.com Detroit popup initiative: revolvedetroit.com b) Handcraft cooperative Identify local “makers” to come together and sell their handmade wares in a Wynnefield cooperative. A retail artist and crafter cooperative would be owned by the producers, establishing a way to incubate home-­‐based cottage businesses into retail spaces. C O N C L U S I O N Wynnefield and WORC have demonstrated success in advancing two significant residential development projects with mixed-­‐use components. For the older portions of the districts, which struggle with vacancies and a weak tenant mix, Wynnefield will need to become more directed in its business development efforts. The 54th Street corridor and Bryn Mawr & Wynnefield Avenues should serve as positive reflections of the beautiful Wynnefield community. At its core, revitalizing a neighborhood business district is a real estate problem: The businesses need to generate enough sales so they can pay enough rent to support the maintenance and productivity of the commercial buildings. Certain parts of the real estate equation (e.g., property taxes, repairs, and the like) are relatively fixed. If there are not enough customers (and not enough sales) to support the fixed costs of owning and maintaining the buildings, the district will fall into disrepair, the buildings will lose value, and the neighborhood overall will lose value. Revitalizing 54th Street and Bryn Mawr & Wynnefield will require active management – just as most neighborhood business districts today require active management. We believe that, with good management, the three market strategies described are supportable interventions that can create a stronger Wynnefield neighborhood. Page 30 B I O G R A P H I C A L I N F O R M A T I O N Josh Bloom Josh is a leader in the revitalization of historic commercial districts. He applies market-­‐based strategies and research to help cities and communities create economically vibrant communities. He lectures and publishes on two of his favorite topics – creating sustainable clusters of independent and chain businesses, and the development of crowdsourced and crowdfunded community-­‐owned businesses. Before joining the CLUE Group, Josh led the National Trust Main Street Center’s urban expansion efforts, establishing the citywide Boston Main Streets program in 19 neighborhoods, as well as individual neighborhood Main Street programs in Cleveland, St. Louis, Los Angeles, New Orleans, Miami, Philadelphia, and others. Josh received his B.A. from Columbia University and a master's in historic preservation from the University of Pennsylvania. He has 20 years of experience in revitalizing downtowns, first as executive director of Main Street South Orange, in South Orange, NJ, in the early 1990s, and then as a senior program officer at the National Main Street Center from 1995 to 2005. He joined CLUE Group in 2005. Josh is a former molecular biologist. In 2007 he graduated from the preservation carpentry program at the highly regarded North Bennet Street School, a historic trades school in Boston. A B O U T C L U E G R O U P The Community Land Use and Economics Group is a small, specialized consulting firm that helps community leaders create vibrant downtowns and neighborhood commercial centers. We work with local and state governments, nonprofit organizations, business improvement districts, developers, planning firms, and others to develop practical and innovative economic development strategies, cultivate independent businesses, identify regulatory and financial barriers, attract new investment, and make solid, forward-­‐looking decisions about the economic uses of older, historic and traditional commercial districts. We provide a broad range of economic analysis, business development, planning, policy and evaluation services for downtowns and neighborhood commercial districts, including: §
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Retail sales gap analysis Retail mix analysis and business development strategies Independent business development and recruitment planning Page 31 § District marketing and promotion strategies § Economic benchmarking Our firm is committed to downtown and neighborhood economic development planning that engages a broad range of public-­‐ and private-­‐sector entities, builds on local skills and traditions, reinforces overall community economic development goals, cultivates locally owned businesses, and offers opportunities for economic and environmental sustainability. Page 32