P. 1

1

FINAL DRAFT

These suggestions from the market study were completed by MetroEdge in 2010 and updated in January of 2012.

MetroEdge is the nation’s leading market study product for understanding markets in underserved communities.

P. 2

2

FINAL DRAFT

Framework for Investment

P. 3

3

FINAL DRAFT

Unique Confluence of Opportunities

• Light Rail (with all the various phases, each with different impacts)

• Improving demographics • Anchor Draw -- Mesa Arts Center -- Proven magnet,

scale, consistency, diversity • City commitment to policy framework supportive of

walkable attractive corridor • Ready tools for supporting customers• A host of new staff and community leaders at several

traditional organizations interested in a viable corridor• Focused, skilled local political leadership

P. 4

4

FINAL DRAFT

Misconceptions and Apprehensions

Today, many of the businesses on Main are apprehensive about their future.They perceive the

– Benefits of Light Rail are in the future and first they must survive

– The proposed Central Main Plan will require changes to property which they can’t afford

– Major property owners and the City own most of the properties on Main and have not been aggressive in leasing to walkable retailers

.

P. 5

5

FINAL DRAFT

The Challenge

• While there are a host of organizations working today to help the individual business and to support development on the corridor, voice for the business community does not rest in any organization

• Coordination of the many interests on Main is no one’s job. While many care and are helping including the City, Light Rail and Arts Center, specific coordination is missing.

P. 6

6

FINAL DRAFT

Taking Advantage of Opportunities

• These conditions suggest the importance of defining goals, options, roles and resources for the immediate, intermediate and long term horizon, for business owners, property owners, the City and the customers.

• Sorting out tools and roles for each is a critical next step. To illustrate, when is technical assistance for today’s businesses the most critical focus or the development of design guidelines which improve the brand identity of the corridor or efforts to simply improve customer traffic.

P. 7

7

FINAL DRAFT

A Suggested Strategy

• Identify and support a strategy to both coordinate the many and growing initiatives to build business and to assure that the local business community as well as property owners are both a voice and a vote in setting the agenda

• Articulate a vision for the business on Main for today and tomorrow

P. 8

8

FINAL DRAFT

Possible Action Steps

Market• Educate all regarding characteristics of the

underserved market and the potential now• Link market information to possible short term

business development/expansion strategies • Develop a tracking system to measure impact of

events on business generation • Coordinate events so as to get maximum impact

$, customers, interplay between interests

P. 9

9

FINAL DRAFT

Possible Action Steps

Physical• Identify specific actions which would create a

sense of place now before the disruption.• Evaluate how to hold events while keeping the

street open.• Encourage continuous retail on the ground floor• Develop plans/support for creating a sense of

place, so that the east and west ends of the district are more unified.

• Find open space for events without closing street

P. 10

10

FINAL DRAFT

Possible Action Steps

Improve • Signage at locations where trees block visibility

(this means tackling the question of codes) • Improve entryway/gateway banner signage• Lighting - front and back

• Slow down the traffic