HomeMy WebLinkAbout06/05/2001, 2 - SAN LUIS OBISPO DOWNTOWN STRATEGIC BUSINESS PLAN council.- 5-01
j acEnaa RePout "°�b.
CITY OF SAN LUIS OBISPO
FROM: Deborah Holley, SLO Downtown Association Administrator
SUBJECT: SAN LUIS OBISPO DOWNTOWN STRATEGIC BUSINESS PLAN
CAO RECOMMENDATION
Adopt the San Luis Obispo Downtown Strategic Business Plan as presented and direct City staff
and the Downtown Association to implement its recommendations, as funding and other
resources are available.
DISCUSSION
Background
In 1999, consultants for the proposed San Luis Marketplace development issued a report (Kotin
Report) addressing possible impacts the development could have on the economy of Downtown.
Included in the report was a recommendation that the Downtown Association prepare a strategic
operating plan to address a wide variety of economic considerations and position itself in the
face of any future development.
The City Council, after considering the Kotin Report, agreed with the concept of preparing a
Strategic Business Plan for the Downtown that focused on economic issues. Council approved
funding in the amount of$25,000 to hire a consultant to provide these services. Council later
amended the amount to $47,600 to accommodate the lowest bid.
The Process
After hiring consultants Jeffrey Eichenfield of Jeffrey Eichenfield and Associates, and Doug
Loescher, National Main Street Center, the process was straightforward. Over a six-month
period, the consultants conducted a variety of activities to develop a plan tailored specifically to
the Downtown. Throughout the process, the consultants gathered input from a broad cross
section of the community.. In addition to.holding public meetings, they met with stakeholders
that included City Council members, City officials, community members, and- downtown
business and property owners. The consultaints_then refined the irifoiniation.generated-at these
meetings by facilitating a focus group of--a smaller:cross section of stakeholders.- The-following
are highlights of consultant activities prior to Strategic Plan development:
1. Town Hall meetings(2)
2. Driving and walking tour _
3. Stakeholder interviews (12 groups)
4. Business Owners Survey__
5. Focus Group Meeting
6. Research of prior studies, existing planning documents and,background materials
Council Agenda Report—San Luis Obispo Downtown Strategis Business Plan
2
Strategic Business Plan Overview
The Strategic Business Plan begins with an introduction and purpose. To maintain a healthy
balance of commerce and livability in today's world, Downtown's have found it necessary to
develop Strategic Plan's that serve as guides for developing and maintaining a market niche
differentiating them from other commercial centers. The SLO Downtown Strategic Business
Plan is an economic blueprint that identifies short and long term strategies to maintain the
strength and vitality of our Downtown. It is designed to provide benchmarks for measuring
Downtown's ongoing health.
Following the introduction and purpose, the Plan briefly reviews the background and current
conditions affecting health and growth in the Downtown area. It evaluates our residents,
economic growth in the City and County, visitor profiles, unique amenities of the Downtown and
lastly, recognizes the presence of the Downtown Association.
The Strategic Business Plan identifies opportunities and constraints affecting the Downtown. For
instance, interviewees see Downtown as a specialty retail, dining, and cultural district for
residents and visitors wanting an "experience". They do not perceive Downtown as a general
merchandise area. Opportunities and constraints range from space limitations for both office and
retail, to balancing the community's growth and environmental concerns, to the cleanliness,
maintenance, and feeling of safety in Downtown.
The Strategic Business Plan presents the community's vision for Downtown and describes its
competitive position and target markets. Downtown's economy has evolved from that of day-to-
day convenience shopping to specialty retail and experience uses. Its competitive position is
based on its ability to provide a unique shopping experience not found in other commercial
centers in the region. The Downtown is the gathering place for our entire community and its
primary customers are sophisticated middle and upper-middle income shoppers, college students,
and Downtown office workers and their customers.
From this foundation of background and current conditions, opportunities and constraints,
community vision and competitive position in the marketplace, goals and strategies were
developed to provide guidance and direction to the Downtown Association for the coming years.
Strategic Goals for Downtown
To develop and maintain its market niche, and stay competitive in this region, the Strategic
Business Plan recommends six Strategic Goals for the Downtown, as set forth on page 11 of the
document. They include:
1. Maintain Downtown as the social center of the community
2. Maintain a diverse mix of uses
3. Maintain retail health
4. Increase customer sales in a sustainable way
5. Retain and expand on the unique pedestrian character and small town ambiance
6. Maintain an effective Downtown Association
a -a
Council Agenda Report—San Luis Obispo Downtown Strategis Business Plan
3
Each of these goals is supported by very specific implementation strategies that can be found
attached to this report. While each strategy presents a unique opportunity to maintain the strength
and vitality of our Downtown, maintaining an effective Downtown Association remains key to
the success of the Strategic Business Plan. In light of this, high priority is given in the Plan to
increasing broader community involvement in the Association to maintain strong committee
structure and provide unique expertise,perspective and dedication to the Association's work.
Next steps
Following approval of the Strategic Plan, the Downtown Association Board will review the
strategies and develop both action plan and funding priorities. The Board's intention is to
implement first those plans that require limited staff effort and minimum funding while
developing long-term plans for implementing more complicated or expensive strategies. When
possible, the Downtown Association will collaborate with City staff, in particular the Economic
Development Manager, to implement certain strategies and support each other's efforts to assist
Downtown.
CONCURRENCES
The Downtown Association's Economic Activities Committee worked closely with the City's
Economic Development Manager during the development of this plan.
FISCAL IMPACT
Approving the Plan itself incurs no direct fiscal impact; however, when implementing any of the
proposed activities, each may require funding from one or more agencies/organizations to be
determined on a project-by-project basis.
ALTERNATIVES
The City Council may wish to make additional suggestions or changes to the Strategic Plan.
However, the consultants have concluded their scope of work as described in the Request for
Proposals.
ATTACHMENTS
Summary of Strategies
Copies of the complete Strategic Business Plan are provided for Council members. Additional
copies are available for review in the City Clerk's office.
a :�
Summary of Strategies
Strategic Goal 1: Maintain Downtown as the social center of the community.
1.1 Organize special events and festivals appealing to the entire
community (high priory). (pg. 11)
1.2 Support other organizations' Downtown events (high priority). (pg. 12)
Strategic Goal 2: Maintain a diverse mix of uses.
2.1 Support the unique mix of independent and national retailers (high
priority). (pg. 12)
2.2 Support the City and County's efforts to increase/consolidate
government office uses Downtown (high priority). (pg. 13)
2.3 Encourage additional development and commercial opportunities (high
priority). (pg.13)
2.4 Review City codes and fees for impediments to desirable development
(high priority). (pg. 13)
2.5 Discourage specialty retail uses in developments outside of Downtown
(high priority). (pg. 13)
2.6 Collect and publish data on Downtown market opportunities (medium
Priority). (pg. 13)
2.7 Work with City Economic Development staff to fill key vacancies,
attract key business anchors, and fill key gaps in business mix as
identified in the PCR Kotin study (medium priority). (pg. 14)
2.8 Promote peripheral areas of Downtown as opportunities for
convenience retail (lower priority). (pg. 14)
2.9 Strengthen information-sharing relationships with real estate brokers
(lower priority). (pg. 14)
Strategic Goal 3: Maintain retail health.
3.1 Address parking issues (high priority). (pg. 15)
3.2 Implement retail promotions geared to primary target markets (high
priority). (pg. 15)
3.3 Advocate on merchants' behalf during reconstruction and improvement
projects (high priority). (pg. 16)
3.4 Promote City Economic Development staffs role as a small business
ombudsman and permit facilitator (medium priority). (pg. 16)
3.5 Strengthen tourism activities and promotions (medium priority). (pg.
16)
3.6 Strengthen the Downtown's presence on the Internet (medium priority).
(pg•17)
3.7 Survey merchants about their training needs (lower priority). (pg. 17)
a- �
Strategic Goal 4: Increase customer sales in a sustainable way.
4.1 Recognize the unique needs and habits of customers 55 and older
(high priority). (pg. 19)
4.2 Recognize unique needs and habits of students and other teenage
customers (high priority). (pg. 20)
4.3 Evaluate the Juror Incentive Discounting Dining Program and
restaurant guide (medium priority). (pg. 20)
4.4 Develop activities to increase midweek, evening and Sunday shopping
(lower priority). (pg. 20)
4.5 Develop activities to increase off-season visitors (lower priority). (pg.
20)
4.6 Promote business-to-business sales (lower priority). (pg. 20)
Strategic Goal 5: Retain and expand on the unique pedestrian character and
small town ambiance.
5.1 Improve cleanliness and maintenance (high priority). (pg. 21)
5.2 Reduce fears about personal safety (high priority) (pg. 21)
5.3 Advocate for continued implementation for the Physical Plan as
appropriate (high priority). (pg. 22)
5.4 Promote increasing the number of residential units in the downtown
core (high priority). (pg. 22)
5.5 Strengthen the role of the Creamery area as a Downtown Cultural Arts
District (high priority) (pg. 22)
5.6 Protect Downtown's historic resources (high priority). (pg. 23)
5.7 Distribute additional public art throughout the Downtown (medium
priority).
(pg. 24)
5.8 Work with the city's Public Works Department to study pedestrian
comfort (medium priority). (pg. 24)
5.9 Light Downtown trees (medium priority). (pg. 24)
5.10 Promote storefront improvements (medium priority). (pg. 24)
Strategic Goal 6: Maintain an effective Downtown Association
6.1 Maintain strong committee structure (high priority). (pg. 25)
6.2 Increase community involvement in guiding Downtown vitality (high
priority). (pg. 25)
6.3 Develop two-year work plans (high priority). (pg. 26)
6.4 Raise operating funds to augment assessment district revenues (high
priority). (pg- 26)
6.5 Continue successful role in business outreach and advocacy (high
priority). (pg. 26)
6.6 Publish Annual Promotions Calendar (high priority) (pg. 26)
a-s
6.7 Produce an Annual State of the Downtown Report to the public (high
priority). (pg. 26)
6.8 Publish semi=monthly newsletter (high priority). (pg. 27)
6.9 Participate as a Certified National and California Main Street
community (high priority). (pg. 27)
6.10 Maintain adequate staffing levels (high priority). (pg. 27)
6.11 Recognize the unique needs of business professionals (medium
priority). (pg. 27)
6.12 Build good public relations by supporting local charities (medium priority).
(pg•27)
6.13 Update the 5-Year Strategic Business Plan in 2006 (ongoing priority).
(pg. 27)
a -�
MrTING AGENDA
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council m c m o iza n o u m
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is oBispo. aammistaation aepaRtment 7
DATE: June 4, 2001 NCIL ❑ CDD DIR
AO ❑ FIN DIR
O ❑ FIRE CHIEF
TO: City Council Members MORNEY ❑ PW DIR
CLERK/ORIG ❑ POLICE CHF
VIA: Ken Hampian, City Administrative Officer ��� 0, T Es ❑ REC DIR
❑ urn DIR
FROM: Wendy George, Assistant CAO ❑ HR DIR
SUBJECT: Revised Agenda Report Item 2. —Downtown Association Strategic Business Plan
In reviewing the agenda items for the June 5, 2001 agenda, we have discovered that an earlier version
of the Downtown Association Strategic Business Plan agenda report was inadvertently copied and
distributed. Attached is the correct version that should have been copied. While there are some minor
changes between the two versions,the most significant difference is in the CAO Recommendation.
Please replace the copy of this item currently found in your agenda binders with the attached revised
version. We apologize for this mistake.
Attachment
Revised Item 2
RECEIVED
JUN 0 2001
SLO CITY COUNCIL
Document]
council 6-5- 01
j acEnba nEpoRt mmh a
CITY OF SAN LUIS OBISPO
FROM: Deborah Holley,SLO Downtown Association Administrator
SUBJECT: SAN LUIS OBISPO DOWNTOWN STRATEGIC BUSINESS PLAN
CAO RECOMMENDATION
Accept the San Luis Obispo Downtown Strategic Business Plan as presented and direct City staff
to support the Downtown Association in its implementation, as appropriate and as funding and
other resources are available.
DISCUSSION
Background
In 1999, consultants for the proposed San Luis Marketplace development issued a report (Kotin
Report) addressing possible impacts the development could have on the economy of Downtown.
Included in the report was a recommendation that the Downtown Association prepare a strategic
operating plan to address a wide variety of economic considerations and position itself in the
face of any future development.
The City Council, after considering the Kotin Report, agreed with the concept of preparing a
Strategic Business Plan for the Downtown that focused on economic issues. Council approved
funding in the amount of$25,000 to hire a consultant to provide these services. Council later
amended the amount to $47,600 to accommodate the lowest bid and a high level of public imput.
The Process
J
After hiring consultants Jeffrey Eichenfield of Jeffrey Eichenfield and Associates, and Doug
Loescher, National Main Street Center, the process was straightforward. Over a six-month
period, the consultants conducted a variety of activities to develop a plan tailored specifically to
the Downtown. Throughout the process, the consultants gathered input from a broad cross
section of the community. In addition to holding public meetings, they met with stakeholders
that included City Council members, City officials, community members, and downtown
business and property owners. The consultants then refined the information generated at these
meetings by facilitating a focus group of a smaller cross section of stakeholders. The following
are highlights of consultant activities prior to Strategic Plan development:
1. Town Hall meetings (2)
2. Driving and walking tour
3. Stakeholder interviews (12 groups)
4. Business Owners Survey
5. Focus Group Meeting
6. Research of prior studies, existing planning documents and background materials
Council Agenda Report—San Luis Obispo Downtown Strategis Business Plan
Page 2
Strategic Business Plan Overview
The Strategic Business Plan begins with an introduction and purpose. To maintain a healthy
balance of commerce and livability in today's world, Downtown's have found it necessary to
develop Strategic Plan's that serve as guides for developing and maintaining a market niche
differentiating them from other commercial centers. The SLO Downtown Strategic Business
Plan is an economic blueprint that identifies short and long term strategies to maintain the
strength and vitality of our Downtown. It is designed to provide benchmarks for measuring
Downtown's ongoing health.
Following the introduction and purpose, the Plan briefly reviews the background and current
conditions affecting health and growth in the Downtown area. It evaluates our residents,
economic growth in the City and County, visitor profiles,unique amenities of the Downtown and
lastly, recognizes the presence of the Downtown Association.
The Strategic Business Plan identifies opportunities and constraints affecting the Downtown. For
instance, interviewees see Downtown as a specialty retail, dining, and cultural district for
residents and visitors wanting an "experience". They do not perceive Downtown as a general
merchandise area. Opportunities and constraints range from space limitations for both office and
retail, to balancing the community's growth and environmental concerns, to the cleanliness,
maintenance, and feeling of safety in Downtown.
The Strategic Business Plan presents the community's vision for Downtown and describes its
competitive position and target markets. Downtown's economy has evolved from that of day-to-
day convenience shopping to specialty retail and experience uses. Its competitive position is
based on its ability to provide a unique shopping experience not found in other commercial
centers in the region. The Downtown is the gathering place for our entire community and its
primary customers are sophisticated middle and upper-middle income shoppers, college students,
and Downtown office workers and their customers.
From this foundation of background and current conditions, opportunities and constraints,
community vision and competitive position in the marketplace, goals and strategies were
developed to provide guidance and direction to the Downtown Association for the coming years.
Strategic Goals for Downtown
To develop and maintain its market niche, and stay competitive in this region, the Strategic
Business Plan recommends six Strategic Goals for the Downtown, as set forth on page 11 of the
document. They include:
1. Maintain Downtown as the social center of the community
2. Maintain a diverse mix of uses
3. Maintain retail health
4. Increase customer sales in a sustainable way
5. Retain and expand on the unique pedestrian character and small town ambiance
6. Maintain an effective Downtown Association
Council Agenda Report—San Luis Obispo Downtown Strategis Business Plan
Page 3
Each of these goals is supported by very specific implementation strategies that can be found
attached to this report. While each strategy presents a unique opportunity to maintain the strength
and vitality of our Downtown, maintaining an effective Downtown Association remains key to
the success of the Strategic Business Plan. In light of this, high priority is given in the Plan to
increasing broader community involvement in the Association to maintain strong committee
structure and provide unique expertise,perspective and dedication to the Association's work.
Next steps
Following approval of the Strategic Plan, the Downtown Association Board will review the
strategies and develop both action plan and funding priorities. The Board's intention is to
implement first those plans that require limited staff effort and minimum funding while
developing long-term plans for implementing more complicated or expensive strategies. When
possible, the Downtown Association will collaborate with City staff, in particular the Economic
Development Manager, to implement certain strategies and support each other's efforts to assist
Downtown.
CONCURRENCES
The Downtown Association's Economic Activities Committee worked closely with the City's
Economic Development Manager during the development of this plan.
FISCAL IMPACT
Approving the Plan itself incurs no direct fiscal impacts however, when implementing any of the
proposed activities, each may require funding from one or more agencies/organizations to be
determined on a project-by-project basis.
ALTERNATIVES
The City Council may wish to make additional suggestions or changes to the Strategic Plan.
However, the consultants have concluded their scope of work as described in the Request for
Proposals.
ATTACHMENTS
Summary of Strategies
Copies of the complete Strategic Business Plan are provided for Council members. Additional
copies are available for review in the City Clerk's office.
San Luis Obispo Downtown Association
07
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San Luis ObeESP o Downtown
Strategic Business Plan 41
A Sustainable Operating Plan
' for 2001 and Beyond
1
Project Consultants: Jeffrey Eichenfield&Associates and the
National Main Street Center of the National Trust for Historic Preservation
June 5,2001
San Luis Obispo Downtown
Strategic Business Plan
A Sustainable Operating Plan
p 9
f for 2001 and Beyond
' San Luis Obispo Downtown Association
June 5, 2001
Project Consultants:
Jeffrey Eichenfield,
Jeffrey Eichenfield & Associates
Berkeley,CA
Doug Loescher,The National Main Street Center
of the National Trust for Historic Preservation
Washington, DC
' Funding:
City of San Luis Obispo
o
Acknowledgements
The project consultants wish to thank the following for their support
and guidance in the development of the San Luis Obispo Downtown
Strategic Business Plan:
San Luis Obispo City Council
Mayor Allen K.Settle Former Councilmember
Ken Schwartz Dave Romero
Christine Mulholland
Jan Howell Marx
John Ewan
San Luis Obispo Downtown Association
BOARD OF DIRECTORS ECONOMIC ACTIVITIES
Tom Swem,President COMMITTEE
Brett Weaver Correne Weaver,Chair
Correne Weaver Vince Burke
Doug Shaw Howard Carroll
Bob Schinkel Dave Kastner
Bill Walter Jim Sargen '
Landy Fike Rob Schultz
Bob Seeley Shelly Stanwyck
Lynn James Arnold Volny '
Patrick James
Vince Burke STAFF
Deborah Holley,Administrator
Christine Bragg, "Thursday Night"
Activities/Promotions Coordinator
Janet Franks,Office Manager
Katy McGrath,Promotions Assistant
Beth Stewart,Intern
Fo_amore"information
SLO Downtown
Association
1108 Garden St.,`Suite 209
San Luis Obispo, CA 93401
tel (805)541-0286
fax(805) 781-2647
dholle,y@downtownslo.com
www.downtownsio.coni
Acknowledgements San Luis Obispo Downtown Strategic Business Pian
' Table of Contents
Introduction and Purpose 1
A Great Time for Downtowns
Guiding Downtown SLO
Developing the Strategic Business Plan
Background and Current Conditions 4
The Residents
Economic Growth in the City and County
I Visitors
Downtown's Unique Amenities
' Downtown Management
Opportunities and Constraints 7
Changing Marketplace
Space Limitations
Growth and Environmental Concerns
Maintenance and Urban Cleanliness
Limits on Downtown Association Resources
Downtown Vision,Competitive Position and Target Markets 9
Community's Vision for Downtown
Downtown's Competitive Position in the Marketplace
Downtown SLO's Position Statement
Downtown's Target Customers
Goals and Strategies
1 Maintain Downtown as the Social Center of the Community 11
2 Maintain a Diverse Mix of Uses 12
3 Maintain Retail Health 15
4 Increase Customer Sales in a Sustainable Way 19
5 Retain and Expand on the Unique Pedestrian Character 21
and Small-Town Ambiance
6 Maintain an Effective Downtown Association 25
Footnotes 27
Benchmarks for Success 28
Appendix—Summary of Public Input 29
San Luis Obispo Downtown Strategic Business Plan Table of Contents
' Introduction and Purpose
iA Great Time ;
for Downtowns Downtown must have
The new century is a great time a strong enough
for downtowns. After decades market niche to
f of building sprawling suburban
developments,our busy society is (a) differentiate itself
looking for more sustainable eco- 11111$ from other commercial
nomic development strategies. We ,
want convenient shopping nearer �.- . centers and new retail
to our homes. Wed prefer to shop )
outdoors. We want to be enter- development that
tained when we shop.We want to y * i - follows population
live where there is a sense of place
and community,and we want to a & IN MAt growth.
' know that the quality of life in our
community will be preserved. investor confidence and increase have a strong enough market
Study after study tells us that a pedestrian traffic,but are often niche to differentiate itself from
sense of place and community will reminders that national chains and other commercial centers and new
be critical for successful economic entertainment uses are returning retail development that follows
' development in the decades to to Downtown and taking the place population growth.
come. Coupled with a good of some independent retailers. These trends may produce appre-
economy,this is good news for Pedestrian,bicycle and automobile hension or fear in some,but they
those guiding the course of our circulation issues are increasingly are good news for communities
downtown. important when populations rise
in a concentrated areaParking like ours that are knowledgeable
.
But even in this context,it is some- about our economic potential and
times difficult to maintain a healthy demand remains a complex issue protect and capitalize on our exist-
that affects,and is affected by,the
balance of commerce and livability. ing,unique and historic downtown
New downtown infill projects spur availability and use of other modes assets.
Iof transportation.Downtown must
.4W- Study after study tells us that a sense
z:� = of place and community will be critical
for successful economic development
in the decades to come.
� w
w 00 7
San Luis Obispo Downtown Strategic Business Plan Introduction and Purpose
t The Strategic Business a
V Plan is meant to be a
companion document
� t
to the City's Physical 1h'
Concept Plan for
Downtown and the
a Parking and Downtown
Access Plan.
b �
Ga Wng Downtown SL® n
L:
%Association
s described in our mission The Strategic Business Plan is an unique quality of life that is enjoyed
statement,the SLO Downtown economic blueprint that docu- by SLO residents.is a partnership ments downtown's competitive The Strategic Business Plan is meant
of members working for the eco- position in the marketplace, to be a companion document to
nomic,social,cultural and environ- identifies short and long-term the City's Physical Concept Plan n
mental vitality of downtown. As strategies that will help maintain for Downtown and Parking and l�
part of our efforts to maintain a and strengthen the vitality of Downtown Access Plan (currently
healthy downtown,the Association downtown and the Downtown in draft form). As such,it concen-
and the City of San Luis Obispo Association,and sets benchmarks u l
trates on business/economic
have developed the Downtown for monitoring the ongoing health issues
Strategic Business Plan—A Sustain- of the downtown. The plan is ssues and not physical design
able Operating Plan for 2007 and designed to do this while achieving or transportation strategies.
Beyond(hereafter,the Strategic the community's overall vision for
Business Plan). downtown and preserving the
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wti`
Introduction and Purpose $®m &W5 ®O SPO D®PA E94Dawn SOV0900ua BOUSI ness MOM
Developing the Strategic Business Plan
he consultant team of Jeffrey physically revitalize Main Street
'
T
Eichenfield&Associates and districts while re-positioning the
the National Main Street commercial district with up-to- r f
Center of the National Trust for date marketing and business .
Historic Preservation guided the development strategies. +
process used to create the plan. Not simply a business improve- j
fi
Jeffrey Eichenfield &Associates has ment effort,the Center strives to
f been a leader in downtown eco- make Main Street more than just ~—
nomic development since 1986— another shopping alternative.
facilitating downtown strategic Rather,the Center helps local
plans and workplans;writing mar- programs"restore"the social andr
keting plans;organizing residents, cultural meaning and vitality of
businesses and property owners; their downtowns as the crossroads
coordinating merchant promotions; of community life and identity;
developing and administering thereby enhancing quality of life 2001. Its implementation will be
downtown beautification programs; for all residents. the responsibility of the SLO
preparing business retention and Downtown Association. The
recruitment plans;and administer- Downtown Association and the Working under contract with the Downtown Association will use
ing redevelopment and business the priorities contained herein to
improvement district programs. City ci tes and the
Main field& develop its two-year workplans.
Associates and the Main Street The recommended benchmarks
The National Main Street Center is Center prepared the Strategic f contained herein will be used the largest downtown revitaliza- Business Plan based on previously to track success.
tion organization in the country;a collected market and economic
' nonprofit mission-driven organiza- data;new input received from the The City Council is excited about
tion dedicated to providing com- community in informational inter- the ongoing level of commitment
prehensive assistance to more than views,member surveys and public to the Downtown business district.
1,500 local programs nationwide. forums;and the experience of a This commitment has been solidi-
As part of the National Trust for consultant team well-versed in fied through the work with the
Historic Preservation,the Center downtown development and community on this project—one
has developed a highly successful The Main Street Approach.Tm that is so significant to us all.
' Main Street ApproachTm to down-
The SLO City Council approved the
town revitalization that simultane-
Strategic Business Plan in June
ously builds local capacity to
�l
Implementation of the Strategic Business Plan will be
' the responsibility of the SLO Downtown Association.
The Downtown Association will use the priorities list con-
tained in this Plan to develop its two-year workplans. The
recommended benchmarks will be used to track success.
' San Luis Obispo Downtown Strategic Business Plan Introduction and Purpose
Background an o ti ry
Current Conditions
The SLO region has positive
attributes that bode well for
the continued health and
growth of the Downtown business �.
district:a well-educated work force, ,
a strategic location with easy I
access to major metropolitan
centers,two community colleges
and a major university,a strong Y -
tourism market,and an excellent
quality of life. '
The Residents 55+ population. Overall,however,
"expanded urbanization -even
LO's current population is with no growth politics-will be
I
SPopulation
approximately 43,000. primarily populated by high net
growth is slow. worth individuals.113
r ` ; By 2002,total households in down-
_ town's Central Coast trade area are Cal Poly SLO and Cuesta College
projected to number 130,539,an are growing.2000 enrollment was
annual growth rate of 1.5°/%.1 SLO's approximately 32,000 and growing.
racial demographics are similar to Employment,excluding student `
that of the County. Approximately staff,was approximately 3,000.
—' 80%of the population are white, Through its purchases and payroll, '
14%are Hispanic,6%are Black, the colleges stimulate an estimated
and 5%are Asian. The Hispanic $530 million in direct and indirect
population is experiencing high spending throughout the county
growth that will increasingly trans- per year.4 Students use Downtown
late to consumer demand? So are cafes and restaurants for socializing
the student populations and the and studying,and enjoy Down-
town shopping and nightlife. The
active Downtown is a draw for
prospective students and faculty.
The SLO region has positive attributes that
bode well for the continued health and growth
of the downtown business district.
Background&Current Conditions San Luis Obispo Downtown Strategic Business Pian
Economic Growth in
the City and County "
owntown and the City as a
whole continue to draw
consumers from outside the I
' City limits. In 1997,the City cap- 'r
tured taxable sales of$531 million.
Of this amount,$53 million came `—
from consumers outside the i A",
f Central Coast area. $192 million
� 4
came from households outside of t t
the City limits. Downtown plays t
a large role in attracting this net
surplus of revenues.Downtown m
generates more than 30%of the
City's total sales tax revenues '
There are approximately 550 busi-
nesses downtown. They include Visitors The typical visitor profile is a well-
the major share of the City's key educated,upper income couple
retail business categories—64%of he City benefits significantly who travels by car and makes at
'
apparel,34%of eating and drink- from tourism,which produces least three leisure trips a year.
ing,and 24%of home furnishings 6 T$3.3 million annually through They stay for a day or a weekend
The vacancy rate is low,estimated the Transient Occupancy Tax to shop and sightsee in SLO and
at less than I% by the Downtown (TOT).8 TOT revenues have been other area cities. About half con-
Association. increasing 10% per year for the Sider SLO their primary destination.
past several years.More than 1 mil- More than 70%are over age 50
Taxable sales are estimated at $206 lion visitors come to the city each (median age is 59). Median
per square foot for apparel stores, year.9 These include a large num- income is approximately $67,000
$193 for eating and drinking ber of who live in the Los Angeles
' g versus the national median of
places,and $145 for other specialty area,Northern California and the $37,000.Visits to SLO are fairly
retail stores—very good compared
Central Valley as well as a number consistent throughout the year.
to national standards.7 of visiting"Cal Poly parents"and Most visitor dollars are spent on
' national and international travelers eating and drinking and specialty
visiting Hearst Castle. retail stores.10
r
w
M
' San Luis Obispo Downtown Strategic Business Plan Background&Current Conditions
Downtown's ■
Unique Amenities ■
Downtown is the city's vibrant q*�� �i •° � + +�
center for business,culture 4"
!4: 4
and entertainment. c.
Members of the public and the r
downtown business community
interviewed for this Plan feel that _
� w
Downtown's major strength is its
unique character and ambiance, g r% r 4sY
r eta '
exemplified by its pedestrian scale, -.
historic buildings,plaza/creek walk,
trees and landscaping,mix of uses,
and mix of diverse independent business community have proac- this,the Association is a quasi-
and national stores. They see this tively included culture and the arts governmental organization,serving
as a major competitive advantage in their downtown promotional as an advisory body to the City
over other shopping areas and strategies. Public art,performing Council and working closely with
want this to be protected and arts spaces,and coordinated many City departments.Without
enhanced. gallery promotions make down- this special relationship,the
Downtown was designated a local town a local and regional arts Association could not provide
historic district in 1983,and a por- center. the services that it does.
tion of downtown was designated Downtown is the site of the world- Association activities include
as the Chinatown Historic District famous Thursday Night Farmers' ensuring strong relationships '
in 1990. There are 43 Downtown Market and a multitude of other between business,City Hall,
properties on the City's Master List community events. the colleges and other related
of Historic Properties,and approxi- organizations;facilitating imple-
mately 50 properties on the Con- Downtown mentation of the Downtown
tributing Property List. The Jack Management Physical Plan;providing member
House and the Carnegie Library services;organizing Downtown
are listed on the National Register TStreet
he SLO Downtown Association, marketing activities;and stimulating
of Historic Places. a National and California Main public and private property and
program,promotes parking improvements.
The Mission Plaza and Creekwalk, Downtown business.The Associa-
the County Historical Museum tion was formed in 1975 to manage An 11-member board of directors
(formerly a Carnegie Library),the funds generated by the merchants' and a staff of three full-time and
Arts Center,the Creamery and the Business Improvement Area four part-time employees manage
Children's Museum form the cultural Assessment District. Because of the Association.
heart of the City. The City and the
Downtown's major strength is its unique character
and ambiance,exemplified by its pedestrian scale,
historic buildings,plaza/creek walk,trees and land-
scaping,mix of uses,and mix of diverse independent
and national stores.
Background&Current Conditions San Luis Obispo Downtown Strnteyia Business Plan
Opportunities and Constraints
Downtown has been undergoing a market
' shift that is capitalizing on the city's growth
opportunities, but may be unsettling to some. '
Changing
Marketplace
fR* s
nterviews with business owners, Nevertheless,27%of the mer-
commercial property owners, chants interviewed for this Plan are
Downtown residents,and com- concerned about the impact new
munity leaders for this Plan indi- Big Box developments and any regional customers to the city(and
cate that Downtown has been related apparel stores,restaurants Downtown) and keeping more res-
undergoing a market shift that is and specialty retail uses would idents from traveling elsewhere to
capitalizing on the city's growth have on Downtown. These include shop.
opportunities,but may be unset- planned shopping centers in Santa After decades of locating only in
tling to some. Gone are the days Maria,Arroyo Grande and Paso shopping center developments,
' when downtowns could serve all Robles and renovation of existing
the needs of all the people. The shopping centers in SLO.1 1 Popu- national retailers are rediscovering
the good returns they can achieve
development of other forms of lation growth and retail demand
' It is
retailing —discount centers,power is expected to lag behind this from downtown locations.
broadly recognized that national
centers,specialty and outlet malls, building growth.
catalog shopping,Internet shop- retailers have always been the
' ping— means that downtowns Currently,the City of SLO generates backbone of Downtown SLO.
offerings to a about z half of the County's retail Sears,Montgomery Ward,J.C.
must target their o
specific customer ff erin r nichesales. Economic forecasts predict Penny,etc.were fixtures in down-
specific that while retail sales in SLO will be towns for years. While there is
Interviewees see Downtown as a strong throughout 2001-2005,sig- some concern locally about
specialty retail,dining and cultural nificant growth in retail sales will national retailers driving up the
district for locals and visitors wanti- take place outside the City of cost of Downtown rents and
ng an"experience." Downtown is SLO.1 3 For this reason,it remains diminishing the unique community
not seen as a general merchandise City policy to ensure that SLO character,they are generally
center although some general maintains its role as the regional supported as being good for
merchandisers still exist. shopping hub--attracting more Downtown SLO.
Sae Luis Obispo Downtown Strategic Business Plan opportunities and Constraints
Space Limitations Pedestrian,bicycle and _
automobile circulation
hile City TOT revenues are issues are increasingly
increasing by 10% per year, important given that tstGrtaR!!.'S SEC4L�f }.
sales tax revenues are not the permanent and
increasing at the same rate. Down university populations ' "
town retail sales between the first continue to rise.
quarter 1997 and first quarter 2000 '
increased by 3 to 4%.74 Part of this Lack of parking is the
is due to the fact that some retail- largest area of concern: "•� _
ers are maxed out by their size and 43%of merchants
location. There are few storefront polled for this report want addi-
vacancies to expand into. National tional and/or improved parking;
p Limits on Downtown ;
retailers are looking for storefronts 35%said it is the biggest threat
in the 5,000-10,000 square feet to a healthy Downtown SLO. Association Resources
range—sizes that are scarce s a small non-profit organiza-
Downtown.More office users want Maintenance and tion,the number of staff the
to locate Downtown but there is Urban Cleanliness AAssociation can afford and
a lack of new office development the volunteers we can recruit into
as well. Without appropriate infill arty sidewalks and Downtown service limits our activities.By prior-
development,this space limitation vagrancy problems are the itizing strategies as we have done
trend will continue. Dsecond largest concern of in the Strategic Business Plan,th
e
members of people interviewed Association can operate at the
Growth and for this Plan.Residents and mer- peak level of efficiency.
Environmental chants alike want improved clean-
liness,maintenance and a feeling '
Concerns of safety.
Public attitudes towards the
desirability of growth heavily
guide philosophical discus-
sion
iscus sion about Downtown. Experience = �,
with rapid growth in other urban
areas has caused citizens and pub-
lic officials to question whether r` s
growth,even well pla n ned,pro-
duces benefits worth the social,
economic and environmental costs
and consequences. Residents are ,
strongly committed to preserving
and enhancing the environmental
_.
quality of our community. ------ ,-
Opportunities and Constraints San Luis Obispo Downtown Strategic Business Plan
Downtown Vision, Competitive
Position and Target Markets
Community's Vision
for Downtown ���
he community's vision for the d
.�t�,p pr„9dGl�f YdNEE s
Downtown business district aLAIB W,7CN 2 .s
P sEuaVANC _
Tis broadly outlined in the
General Plan Land Use Element,and
specifically articulated in the City's
Physical Concept Plan for Downtown.
It is(in no particular order): i
To preserve,protect and
enhance Downtown San
Luis Obispo as:
■ The major commercial and
business center offering of the community,the vast array of convenience shopping and that
a wide variety of goods other retail outlets means that Downtown's economy was turning
and services; from an economic viewpoint it can- more towards specialty retail and
■ The historic center of the not be all things to all people. tourism.
' city and the county; As with any product or shopping This trend has been further identi-
■ The seat of county area,Downtown needs to: fied and supported through a vari-
government; 1. Understand WHAT is the ety of economic studies and public
' ■ The primary cultural attribute or benefit that gives input processes. These include:
and entertainment it a competitive advantage, + The Economic and Fiscal Impact
' center of the county 2. Identify WHO are the most- of Proposed San Luis Marketplace
■ A major destination profitable and best-potential and Implications for Downtown
point for tourists;and customers,and Retail Activity(PCR Kotin study
■ The major congregation 3. Deliver a product (both in for the City of SLO,1999)
center—an enjoyable message and in actuality) -i- The Downtown SLO Pedestrian
place to meet others, in an uncomplicated way, Survey(Taylor Consulting Group
to celebrate,and to consistently over time. for the SLO Downtown
participate in festivities. Association,1994)
Position defines how a downtown + TheSLO Downtown Association
Downtown's will look the types of businesses it
will contain,how it will be market- Marketing Plan(Boise,Majarian,
Competitive Position ed,and to whom. Olson,vela,1999)
in the Marketplace + The San Luis Obispo Advertising
As early as 1979 when the"City Conversion Study(Campbell
Marketplace position identifies of San Luis Obispo Goals for Research,2000)
'
WHAT you are to WHOM. Downtown"were adopted,it was While the Downtown is an recognized that fewer people were
asset and amenity to all members coming downtown for day-to-day
' San Luis Obispo Downtown Strategic Business Plan Vision,Position,Markets
+San Luis Obispo County Economic + Preserved historic
Outlook2001 (UCSB Economic resources
Forecast Project) + Protected natural
+ The public forums discussing resources,land-
the Copeland's Palm and Court scapes and view
Street developments (2000) corridors
+ Recent Chamber of Commerce + Public art and a
and Downtown Association pedestrian friendly r
member surveys streetscape that =
+ The business owners'survey, creates a gathering 1
stakeholder interviews and place for the entire '
public forums conducted community
for this Plan. + Local and regional
cultural institutions
The public input gathered for this ; T'
Plan also included the community's + A central core of
beliefs about Downtown strengths, City and County p MERIDIAN 1
competitive advantages,and government offices
threats to Downtown vitality
and its unique sense of place.
Downtown's
Downtown SLO's Target
Position Statement Customers
Pent
m the data gathered,the '
this information the llowing target market state-Wfitol
llowing competitive has been adopted:
position statement has
been adopted: While Downtown is the
gathering place for the entire
Downtown is the social,cultural, community,Downtown's '
civic,specialty retail and enter- primary customers are: s`
tainment center of SLO County.
It is a vibrant,pedestrian- + Sophisticated middle and
oriented district that offers upper-middle income shop-
locals and visitors small town pers looking for a unique 'er,
ambiance and a unique shop- shopping,social and cultural �C j
ping experience not found in experience. These include:
other commercial centers in ■ Local residents I ,
the region. It features: ■ Tourists
+ A mix of creative indepen- ■ Visiting Cal Poly parents
dent and national specialty + College students seeking
stores trendy fashion and enter- '
+ Theaters,galleries,restau- tainment options and moderately priced lunches
rants and other entertain- socializing opportunities. and general merchandise
ment uses + Downtown office workers for running errands.
and their customers seeking
Vision,Position,Markets San Luis Obispo Downtown Strategic Business Plan
1
1
Goals and Strategies
1 To implement these visions,the relax with `3+
Downtown Association has family,and
1 set the following Strategic gather as a
Goals for 2001-2006: community.
1 Maintain Downtown as Organizingsocial activi- '
' the social center of the ties for the V>
community community ao.
2 Maintain a diverse mix at-large famil- _
of uses iarizes them w
3 Maintain retail health with Downtown businesses and exhibitors and 17 sponsors.A
' 4 Increase customer sales builds a strong constituent group parade of cars will be added in
in a sustainable way that can help the Association 2001.
advocate for Downtown improve-
s Retain and expand on the ments.Major strategies for 2001- 'I'Continue Thursday Night
' uActivities(Farmers Market).
unique pedestrian character
2006 to maintain Downtown as
and small town ambiance TNA is a hugely successful
the social center of the community community event that also
1 6 Maintain an effective are detailed below. draws large crowds from
Downtown Association 1.1 Organize special events and around the world.
Strategies to achieve these goals, festivals appealing to the entire
1 and the people/committees that community(high priority). +Continue Halloween Activities.
are responsible for implementing The trick or treating,pumpkins
them,are detailed in the remainder +Continue Concerts in the Plaza. on parade,and costume contest
' of this Plan. The concerts in Mission Plaza are extremely popular with local
have been very successful at children.
increasing Friday night business.
Strategic Goal 1: Expansion is not necessary as +Continue December-long day
1 9 the concerts are drawing peak Events.The month-long holiday
Maintain Downtown capacity of s are people. events solidify Downtown as a
as the social center community gathering space
1 +Expand Wheels ofSLOCar and the place to do holiday
of the community. Show. The car show has shopping.The Festival of Trees,
owntown is the heart and become a very successful local Santa's House,Holiday Parade,
1 soul of the community. Even and visitor-oriented activity.The Carousel,Free Movie,and
if residents aren't doing the 2000 show attracted 10,000 Concerts in the Plaza will
bulk of their everyday shopping attendees,68%of whom are continue.
1 there,they continue to use Down- from outside the county. 225
town as the place to meet friends, cars participated,along with 20
Organizing social activities for the community at-large
' familiarizes them with Downtown businesses and
builds a strong constituent group that can help the
' Association advocate for Downtown improvements.
San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
+Develop clear goal statements — — and developments that protect
for each event. Demand for = and contribute to this unique mix.
Downtown events is high,so it - Major strategies for 2001-2006 to
is important for the Association -- maintain a diverse mix of uses are
to have clear reasons for contin- detailed below.
uing or dropping existing ➢ r"
events and for starting or not � �^� 2.1 Support the unique mix
starting new ones. Each event r of independent and national
should have a written purpose :.y-», zretailers(high priority).
statement,measurable goals National retailers have historically '
and objectives and defined anchored downtown districts.
target market(s)that meet the — Their drawing power gives added
goals of the Strategic Business exposure to the unique indepen-
Plan. dent businesses that give down-
I I Support other organizations' town its character. Residents and
Downtown events(high merchants alike appreciate the mix t
priority). we have,and the Association will
Strategic Goal 2: continue to support developments
The Association does not have that encourage a balance. These
the manpower to organize every Maintain a diverse include the proposed retail por-
desired Downtown event. Our mix of uses. tions of the Palm and Court Street
economic development efforts developments.
can be greatly assisted when other big part of why residents
Alove Downtown is the mix of
organizations host events that uses that gives them multiple
showcase Downtown in a positive reasons to come Downtown—to
light. These include the following: socialize,to do community busi-
+Mardi Gras ness and to shop. These include �ariheJf{o
+Children's Day in the Plaza
specialty retail uses,cultural arts, $ 8
as •• +jr�a�rw�u:wR�r�
entertainment,government func �� •
+Italian Street Painting Festival tions,and activities for students, ;3 Fk
+Mozart Festival families,adults and children.The �A wrzvw �• '
+Renaissance Festival Association will support activities
+Central Coast Wine Festival
+City to Sea Mini Marathon
+International Film Festival
+First Night of SLO A big part of why residents love Downtown
+Fiesta Days and La Fiesta is the mix of uses that gives them multiple
Craft Fair reasons to come Downtown. '
+Bicycle Criterium
+Friday Night Art After Dark
Goals and Strategies San Luis Obispo Downtown Strategic Business Plan
This was done for the San Luis
Marketplace project.
2A Review City codes and fees
for impediments to desirable
u- development(high priority).
_ The Association will work with the
Chamber of Commerce to exam-
ine whether certain codes and fees
unnecessarily restrict business
expansions and desirable uses.
e . This may include the parking in-
`` x.� lieu fees,height limitations,etc.
2.5 Discourage specialty retail
i uses in developments outside
' y ' of Downtown (high priority).
2.2 Support the City and Government Center and Court- Specialty retail and"Main Street"
County's efforts to increase/ house locations and construction ambiance is the unique niche that
consolidate government office of a new general government differentiates Downtown from
uses Downtown (high priority). center Downtown. other shopping centers. New retail
' Government office workers (and 2.3 Encourage additional centers should be built in town
the people who do business with development and commercial only if they do not compete for
them)are a significant part of opportunities(high priority). this niche. New centers should
weekday customer base for Down- focus on meeting the community's
town restaurants and stores.The The Association will continue to unmet needs for discount,general
Association will actively support support infill developments that or neighborhood shopping. They
' the City's plans to keep its workers contribute to a dense,cohesive should not include specialty retail
Downtown,and the County's Downtown core. or°Main Street"compone nts and
Facilities Master Plan which calls +Encourage better use of vacant the Association will be a strong' advocate for this position.for retention of the current or underutilized properties
(parking lots,buildings,etc.). 2.6 Collect and publish data on
Existing surface parking should Downtown market opportunities
' be put to better and higher use, (medium priority).
i.e.,plazas,commercial develop- A wealth of data is available about
'
ment,etc.Lost surface parking Downtown market opportunities._ '^ "s lots should be replaced with
??>< It should be made available tocur-
consolidated parking structures.
a; rent and potential investors,prop-
u < a?� -I-Asappropriate,encourage erty owners and businesses. Data
Not economic impact reports should be published regularly in
,� • �'K4 before major new retail easy-to-use"bite-sized"formats.
developments outside of the These could include postcards,
Downtown are approved newsletter sidebars,summaries of
' San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
statistics,individual meetings with aggressive business
key merchants and prospects,etc. recruitment pro-
In addition,new data should be gram. Effort should '
collected and older data updated be spent,however,
as needed. Relationships should recruiting key busi- s "
be maintained with appropriate ness anchors thatI
professors at Cal Poly and Cuesta will complement
who can use student class projects the unique inde-
to collect data if appropriate. pendent retailers
Existing data includes: Downtown.
�-=-----=-----
+The Son Luis Marketplace study. Anchors couldinclude: °
+This Strategic Business Plan 1
and its competitive position +Retail stores occupying 5,000- 2.9 Strengthen information-
and target market statements. 10,000 square feet(see sidebar) sharing relationships with real
New data that should be collected
+Art galleries and cultural facilities estate brokers(lower priority).
includes: +Hotels/B&Bs Consistent communication
+Large office tenants between the Association and the
+Surveying shoppers'preferences commercial real estate community '
for new stores and merchandise 2.8 Promote peripheral areas of will help fill vacant storefronts.
offerings. Downtown as opportunities for
-I-Soliciting merchants'input on convenience retail(lower priority). +Link the Association's web site
to the City's Economic Develop-
new store and merchandise 1
As the area around the Downtown ment Business Location web
offerings. Center continues to develop as a site.The City coordinates data
2.7 Work with City Economic high-end specialty retail core,the collection with brokers.
Development staff to fill key Association can promote areas on +Distribute vacant property pro-
vacancies,attract key business the edge of Downtown for conve- files to Downtown businesses,
anchors,and fill keygaps in nience retail uses.These include
9 P asking them for tenant ideas
business mix as identified in businesses meeting the day-to-day or to forward them to potential
the PCR Kotin study(medium needs of Downtown office workers tenants they know.
priority). and residents (cleaners,drugstores,
etc.) and other destination busi- +Distribute economic data to
Downtown's low vacancy rate nesses that don't rely on heavy brokers.
makes it unnecessary for the foot traffic. +Encourage brokers to share
Association to develop an new tenant ideas with the
Association.
New Retail Anchors to Attract
+Mature woman's appareli
+Youth apparel like Banana Republic,J.Crew,Urban Outfitters and
Abercrombie and Fitch type stores
•Home furnishings,bed and bath,and possibly a Crate and Barrel
type store
•Specialty stores found in other tourism areas,such as the Disney
or Warner Brothers stores,Nature Company,Discovery Channel,
etc.type stores
Goals and Strategies San Luis Obispo Downtown SMateyie Business Plan
i
Strategic Goal 3: parking one of its _ ,w
major goals and --- `
Maintain retail health. work on the fol- 3
owntown's unique setting lowing activities: _
Dand +Advocate for small town ambiance
o0
are the"packaging"that o
additional off° e
attracts customers.It is the' eco-
nomic health of the retailers,how-
Downtown 0
ever,that keeps customers coming
downtown andenerates the +Work with
9 g c u❑❑❑°n❑❑❑n❑cs❑°❑❑❑i oa
revenues that maintain Downtown neighborhoods ! i e'o °°®❑° ❑❑❑❑❑❑❑❑❑t9o0o
to mitigate
as an amenity for the entire com- -- "`" .r_ 6°Q°°°°O❑°°°°cv.A.�o.9�
' munity.Ensuring that Downtown parking impacts
businesses are economically to residential streets oped for each retail promotion or
healthy is an important role for +Provide information on event. Success will be evaluated
the Downtown Association.Major alternative forms of access based on those factors.
strategies for 2001-2006 to maintain to Downtown +Communicate a message of dis-
retail health are detailed below. +Consider implementing Parking tinction. In all its retail promo-
' Demand Reduction measures tions,Downtown businesses
+Consider expanding trolley should continue to differentiate
service to other areas of town Downtown from other shop-
as needed ping areas. Downtown often
cannot compete on price or
+Collect information about selection. But it can communi-
' successful merchant delivery cate an attitude of unparalleled
xms services and share with
t LOT 2 shopping,excellent customer
PAR6ING j 00NIBAU members
bservice and a unique shopping
' + Distribute the City's ambiance.
3.1 Address parking issues Parking Guide brochure
(high priority). +One-Day Sales and Sidewalk
' 3.2 Implement retail promo- Sales. Approximately 24 mer-
Free and easy parking is one of the tions geared to primary target chants participate in these
few competitive advantages shop- markets(high priority). promotions,most of which are
ping centers have over Downtown. end-of-the-season sales that
The Association will continue to
Residents and merchants alike help merchants clear out old
want additional and improved organize retail sales promotions to inventory. They are easy for
parking that will make shopping help retail businesses generate Association staff to organize.
more convenient. The Association higher sales and profits.Clear pur- Local newspapers sell double-
will continue to make improved pose statements,goals,objectives truck advertising spreads.
and target markets will be devel-
' It is the economic health of the retailers that keeps customers
coming downtown and generates the revenues that maintain
downtown as an amenity for the entire community.
' San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
i To help Downtown businesses
D
expand more easily,the Association
will continue to refer businesses
to City Economic Development
staff for assistance in navigating
I oven Helie! M . through City permit processes.
The Association will also help the
Economic Development Program
to distribute its business assistance
brochures.
3.5 Strengthen tourism activities
and promotions(medium
priority).
Downtown often cannot compete on price or Most visitors to SLO stay only a day
or two.Giving current visitors addi-
selection. But it can communicate an attitude tional things to do Downtown will
of unparalleled shopping,excellent customer encourage them to stay longer and
spend more money Downtown.
service and a unique shopping ambiance.
+Direct mail.Given the large
number of repeat visitors to
SLO,15 the Association and
individual merchants should
+Around Downtown magazine. 3.3 Advocate on merchants' compile visitor mailing lists for
Launched in December 2000, behalf during reconstruction quarterly direct mail or email
Around Downtown encourages and improvement projects promotions.
residents to shop Downtown by (high priority).
showcasing businesses,events +Strengthen links to the growing
and other Downtown offerings The Downtown Association works winery industry. Wine grapes
in a first-class magazine format. with the City to design promotional are the leading crop in SLO
Meeting the needs of advertis- activities to minimize and mitigate County. Total acreage in the
ers and shoppers is critical to its disruption to businesses during County committed to wine 1
success. The Association will these projects. grapes has increased dramati-
regularly evaluate its effective- 3.4 Promote City Economic tally.As more and more travel-
ness and periodically survey Development staff's role as a ers come to the County to visit
readers for their opinions and small business ombudsman the Edna Valley and other wine
ideas. and permit facilitator(medium areas,demand will increase for
priority). fine dining opportunities,shop-
Goals and Strategies San Luis Obispo Downtown Strategic Business Plan
ping and cultural activities that 3.6 Strengthen the Downtown's
Downtown can serve.Web sites presence on the Internet �: r
should be linked (see prior sec- (medium priority). _
tion),local wine should be fea The Downtown Association web
tured in Downtown promotions, site receives more than 2,000 hits
and wine-touring packages
should include stops Downtown. Per month.Internet use,however,
does not appear to be a high prior-
+Promote Heritage Tourism. The ity yet for local merchants,visitors
popularity of Downtown as a or shoppers.Internet use grows
tourist destination is due,in every day,however,and the „
part to is historic character and Association will continue to pro-
the increasing national interest vide information and opportunities
in heritage travel. Historic to increase business using the
architecture,the Mission,the Internet(see sidebar next page).
Chinatown Historic District,and 3.7 Survey merchants about
downtown's designation as one their training needs(lower
of the National Trust for Historic
Preservation's Distinctive priority).
+Work with Cuesta College
Destinations in America should The business environment is Small Business Development
be prominently featured in all changing rapidly and ongoing Center,the Institute for
Downtown tourism promotions. education is essential for the Professional Development,and
health of any business. Merchants
+Target the 55+ market.Promote the Private Industry Council to
Downtown in media geared are often reluctant,however,to design training surveys.
toward empty nesters and leave their stores for training' pro-
retirees. grams,especially if they are not +Offer a small business resource
convinced those programs will library.
+Maps and signage. Given that meet their needs.Trainings held
' 84%of visitors arrive by car,16 two years ago were not well +Provide information d one-on-
ties,
ensure that Downtown ameni- attended. Before offering addition- one as needed and dentified.
ties,events and attractions are al programs,the Association will +Ask the Main Street program
' clearly promoted through survey the merchants about their for names of dynamic small
high-quality visitor maps training needs. business trainers from outside
and directional signage. the area and consider bringing
them to SLO.
Giving current visitors additional things to
do downtown will encourage them to stay
' longer and spend more money downtown.
San Lois Obispo Downtown Strategic Business Plan Goals and Strategies
' Downtown on the'Net
' .. ccording to recent Association
y 1 / member surveys,most businesses
do not have web sites and only 15
or so are linked to the Association's web
site. Merchants have not responded to
past Association offers to receive training
in doing business over the Internet,help
` design web sites for them or Link them to
Association's site. This is not surprising
i.. . . . <- given that we're a small town,and many
of Downtown's customers are older and
not wired." In addition,only 18%of visitors to SLO look for SLO travel
information on the Internet.1 7 (Younger respondents and out of state
respondents were more likely than others to have looked for informa-
tion on the Net.)
An Internet presence for Downtown is important,however,and as use
of the Internet grows,the Association will monitor and work on the
following activities:
+ Include on the Association's web site a fuller description of '
Downtown as the historic,cultural and shopping center of the
community. Include more photos. Include a complete calendar
of Downtown events and make it accessible from the home page. '
-I-Continue to link the Association's web site to the Chamber,VCB
and City Economic Development web sites.
-1-Work with the Chamber to more fully describe Downtown as a '
major point of interest on the VisitSLO.com web site. Establish a
link to the Association's web site.
+Work with the VCB to more fully describe Downtown as a major
point of interest on its tourism website. Establish a link to the
Association's web site.
-t-Divide the Association's web site into Member and Visitors sections '
to make it user-friendlier.
+Include the Association's web site address in all advertising and
printed materials.
-f-Use newsletter articles to educate merchants on how to augment
their current sales by doing business over the Internet.Obtain a
copy of the TIA report Travelers Use of the Internet. Summarize and
distribute in merchant mailers.
+Continue to offer links from the Association's web site to individual
businesses'web sites.Provide a very simple web site template for
merchants who have not created their own web site.
Goals and Strategies San Luis Obispo Downtown Stwtegie Business Plan
Strategic Goal 4:
Increase customer Understanding the 55+ Customer
sales in a sustainable ouseholds headed by people 55 and older account for one in
four dollars spent by all U.S.households.1$ That share will grow
Way Hsteadily over the next two decades.Given the size of the 55+
owntown has a finite market in SLO,it is important to understand their shopping habits.
'
D
amount of retail space, These customers are experienced shoppers.They typically have high
pedestrian space and park- disposable incomes that allow for discretionary spending.They don't
ing.The Association and the com- believe most advertising and don't respond to peer pressure or scare
munity at-large do not want to tactics.They want details.They have time to read about a product and
diminish Downtown's charm and make an educated decision.Coming from a more traditional back-
ambiance with overcrowding and ground,they value personal ties with merchants and are Ioyal.Trust.
' traffic problems.The Association and credibility are important,so brand names are attractive.They want
will continually strive to develop hands-on selling,a soft sell approach,individual service,and product
programs that encourage addition- demonstrations.They want value,even if it means spending more
al shopping by customers already money.
Downtown and encourage more
shoppers to use Downtown at Those under 70 spend more freely than their older peers,but still
non-peak times.Major strategies spend wisely.These customers love to try new things.They don't feel
for 2001-2006 to increase sales in a old and don't want to be called"senior citizens,"but do want to be
sustainable way are detailed below. treated with respect.Some practical tips for downtown include:
' 4.1 Recognize the unique needs +Customer service. Emphasize customer service and experience.
and habits of customers 55 and Remove the risk-offer a money back guarantee or lifetime
older(high priority). warranty. Offer a great deal and back it up with solid information.
Customers 55 and older are a sig- +Merchandise. The 55+market is experiencing many life-changing
nificant and growing portion of events-a child's marriage;birth of a grandchild,retirement,moving,
' the current target market. More health problems,death of a spouse. Use these events to create
and more retirees,early retirees,
connections to your products.
and empty nesters are relocating +Signage. The United States Sign Council has recently determined
' from urban areas to San Luis that signs need to bean average of 30%larger for optimum
Obispo County or buying homes Iegibility.This is especially Prue for customers 55 and older.
in the area. +Advertising copy. Remember to'use large typeface,bold headlines,
70%of visitors surveyed by and plenty of white space for optimum readability..
Campbell Research in 2000 were +Parking and access. As our population ages,we will desire close-in
' over 50 and older visitors were parking that minimizes walking.
more likely to say their primary +Perceptions of safety. As we age,our discomfort with shopping in
activity in SLO was shopping. areas we perceive as potentially unsafe increases.
Serving this age group better
means incremental sales while
they are here. The Association
t will distribute information on this
target market(for example,the
Travel Industry Association's report
W MatureTroveler) in merchant
mailers (see sidebar).
' San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
4.2 Recognize unique needs
and habits of students and other
teenage customers(high priority). I � i
Recent surveys indicate that 75%
of college students visit Downtown ` ``
once a week or more,almost twice `
the rate of other customer seg- '
ments. This is mostly due to how -
the students use Downtown as a
place to meet friends and socialize. ' ;^
Fifty-three percent(53%) of the
students are seeking more variety �
.. A Y J
of restaurants and entertainment lr _
(music,cultural events,etc.),as well
as more upmarket apparelR� - -=- -
r
chains.19 The.Association will dis-
tribute information on this target
market in merchant mailers. 75% of college students visit Downtown once a
4.3 Evaluate the Juror Incentive week or more,almost twice the rate of other
Discount Dining Program
and restaurant guide(medium customer segments. 53% of the students are
priority). seeking more variety of restaurants and entertain-
The juror dining program was cre- ment as well as more upmarket apparel chains.
ated two years ago at the request
of the County jury coordinators.
It was designed as a service to
members of the jury pools and as without causing pedestrian over- Open House,the holiday parade
increase the Downtown crowding and parking congestion. and other holiday activities.
a way e
lunch business.The Association will Customers should be surveyed to determine
i4.6 Promote business-to-
meet with the Count n 2001 to determine which groups might ,
business sales(lower priority).
evaluate the program's success and be encouraged to shop on which
any need for updating the guide. alternate days. An often-overlooked way to easily
4.5 Develop activities to increase sales is to increase the
4.4 Develop activities to number of sales downtown
increase midweek,evening increase offvisitors businesses make to each other.
and Sunday shopping (lower priority).
ty).
(lower priority). Visitations decrease slightly in the +Offer a business-to-business
December to February period?0 advertising section in the
Downtown is at its busiest on Association newsletter.
Thursday nights,weekday lunch Promoting a winter shopping
getaway could increase sales. +Spotlight a business-to-business
hours and Saturday afternoons. offering at each Quarter)
Activities to increase shopping at Coordinate promotions with the 9 Y
pp g
other times will increase sales Jack House's Annual Christmas Breakfast.
r
r
Goals and Strategies San Luis Obispo Downtown Strategic Business Plan
1
Strategic Goal 5: These actions by a few reflect be installed and how keep their
Retain and expand poorly on the entire Downtown Salt Finish clean.
area and must be addressed.
on the unique pedes- 5.2 Reduce fears about personal
+Annual Planning.The Association safety(high priority).
trian character and and the Public Works Depart
Downtown is a very safe area.
small town ambiance. ment will meet annually to
plan each coming year's Nevertheless,residents and shop-
owntown's major strength pers continue to express nervous-
is its unique character.and maintenance program Hess about street people,panhan-
ambiance,major compo- +Expand Sweep'n Greet program. dlers,unruly youths and poor light-
nents of which are its pedestrian The Association will investigate ing.This is harmful to Downtown's
scale,historic buildings,Mission the feasibility of making Sweep ambiance and small town charac-
Plaza/creek walk,trees and land- 'n Greet a year-round program. ter,and a high priority action item
fscaping.The Association will work +Improve sidewalk cleanliness. for the Association.
in close concert with the City of The Association will investigate +Support the Prado Day Center.
SLO and other organizations to the feasibility of spot-sweeping
protect and enhance this environ- sidewalks every day,after trash Continue cooperative efforts
with the City,County and non-
ment.Major strategies for 2001- pickup,but before stores open,
2006 to retain and expand on as well as steam-cleaning side- profit agencies keep the
Downtown's unique character walks monthly. center operatingg and providing
services to homeless population
and ambiance are detailed below. +Improve gutter cleanliness. that will give them an alternative
'
5.1 Improve cleanliness and The Association will encourage
merchants not to sweep side- to being on the street.
maintenance(high priority). +Support the Spare Change
walk debris into the curb first
The City provides daily street and thing in the morning after the Program.Evaluate the effective-
ness of the Spare Change
gutter sweeping,daily trash pick street sweeper has passed.
up,weekly cleaning of BBQ sites, Collection Program which
+Merchant education. The places donation jars in
quarterly steam cleaning of Down- Association will continue to
town sidewalks and trash contain- Downtown businesses and at
publish the Downtown... the Farmers'Market as an alter-
ers,and general clean up and Clean and Safe flyer to educate native to giving money directly
' maintenance as needed. Business merchants about maintenance to
and property owners are responsi- services and their responsibilities panhandlers.
ble for keeping the area in front in keeping Downtown clean
of their buildings litter free. The and safe. +Increase use of beat patrol. Work
Sweep'n Greet program provides with the police department to
additional sidewalk sweeping +Develop a long-range plan for increase the presence of the
during the busy summer months. the Monterey Pavers.The Downtown walking patrol.
Monterey Pavers are beautiful
Specific businesses,however,allow but have proven to be difficult +Improve sidewalk and street
accumulation of litter and food to keep clean. The Association lighting.Downtown's lush trees
and low-level light fixtures make
stains and are unresponsive to will work with the City to deter-
attempts to get them to take bet- mine if they should continue to sidewalk areas seem dark and
ter care of their storefront areas. unsafe. The Association will
■ The actions by a few reflect poorly on the entire
■ Downtown area and must be addressed.
San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
1 �
work with the Chamber,the As stated in the General Plan Land Committee to encourage the
Architectural Review Commis- Use Element,"Downtown residential City to review City codes and
sion,and Public Works to decide uses contribute to the character of fees for impediments to housing
how to provide better lighting the area,allow a 24-hour presence development. This may include
that is in keeping with the which enhances security,and help parking fees,height limits/
aesthetic vision for Downtown the balance between jobs and density,and other remodeling
and does not interfere with housing in the community. The codes.
pedestrian travel. 150 residential uses within and +Balance housing with commer-
+Resolve Garden Street"youth" around the Downtown core cial uses.The Association will
activities. Work with the police. should be protected,and new advocate that new housing
department to develop solutions ones should be developed"21 does not displace existing
that will provide youth with an A study conducted for the Housing commercial uses,and that new
alternative to loitering along Authority in 1995 identified ade- housing be built only as part of '
Garden Street. quate demand and community new commercial developments.
support for new Downtown +Identify locations that are best
5.3 Advocate for continued housing geared to young,middle- �
implementation of the Physical income individuals and couples for residents. The Association
Plan as appropriate(hi h will advocate that new housing
9 and students. The study found, be built in such a waythat
priority). however,that high land costs and noise and parking problems
In 1990,the City asked a group of a poor housing market(in 1995) are minimized and access to
local design professionals if the would result in unaffordable rents.
g p y It is unknown if this is still true in daily services are maximized.
would volunteer their time to '
develop a"physical plan:" a long- today's healthier housing market.
range vision for the Downtown +Encourage the City Housing
and a guide for both public and Authority to update the 1995 �� . C
private investment toward realiza- housing study and determine
tion of the vision. The resulting the current financial feasibility
Downtown San Luis Obispo Physical of new housing.The Association
Concept Plan is intended to work would publicize the results and ---�.
in harmony with other plans and promote infill opportunities and i
documents,particularly the candidate sites. ,
General Plan,and is intended to 5.5 Strengthen the role of the
show what our Downtown can be. Creamery+Support housing in the Palm Creame area as a Downtown
Street development.The Cultural Arts District(high
The Downtown Association will 9
continue to use the plan to guide Association supports developer priority).
its physical planning and urban plans to include market rate
design efforts. housing in this development. The Creamery area,including the
+Reduce obstacles.The Creamery and other galleries,the
5.4 Promote increasing the Association will work with the museums,the Arts Center,the
number of residential units Chamber's Business Regulation Mission and creek walk is an
in the downtown core important sub-district of Down-
(high priority).
"Downtown residential uses contribute to the character of the
area,allow a 24-hour presence which enhances security,and help
the balance between jobs and housing in the community."
Goals and Strategies San Luis Obispo Downtown Strategic Business Plan
' town.It is poised to become an
even stronger anchor and regional A
attraction with the planned Ji
expansion of the Arts Center. 1
' The Association will continue to I i
coordinate its activities with these
cultural groups and advocate for ~~ �
r
increased promotion of the district. � '-
+Collaboratewithcultural -- !
organizations. Meet regularly - - -
with local arts organizations.
�._
Have a seat on the Mission -~
' Plaza Cultural Coalition.
+Brand the district.Assist the nage/banners,kiosks and maps. City's inventories of historic
cultural organizations with Distribute the SLO County Arts structures were done in the
' adopting a brand name for Council's guide to galleries and 1980s. The City as appropriate
the arts district(i.e.,SLOHO). public art in the Downtown. should update inventories of
' +Assist with development of new 5.6 Protect Downtown's historic Downtown property.
arts anchors. These include resources(high priority). +Minimize impacts from new
expansion of the Arts Center, development. The Association
SLO has a rich cultural heritage and
' expansion of the Creek walk, will advocate that new develop-
installation of additional public an informed citizenry who have ments protect,incorporate or
art,and helping artists find valued and protected that heritage. fully mitigate impacts to historic
ace.
inexpensive s Special interest is focused on the
P P resources.
+Include art in Associationro- Downtown area. The Downtown
P +
Association recognizes that historic Promote Chinatown Historic
motions.Help artists locate tem- resources add to the special char- District. The Association will
'
porary exhibits in vacant store- work with local constituent
fronts.Encourage the continua- acter that makes Downtown so
g attractive to shoppers and investors, groups to identify their vision
tion of the Art Trolley program for the area and activities they
and the summer ArtAfter Dark and will work to protect historic
resources. feel are appropriate to its her-
promotion.Develop unique sig- itage.
+Support the Cultural Heritage + Promote seismic retrofitting.
' Commission's efforts to update 113 unreinforced masonry
City preservation codes and buildings are currently subject
processes.Recent court cases to the City's seismic safety miti-
and changes in state law have gation plan. 35 of these build
created a situation where local ings are on the Master List of
I law may not be consistent with
Historic Resources,and 84 are
state law. The Association will
support the CHC's efforts to located in the Downtown area.
Property owners have until 2017
update our local ordinances.
to comply (unless other alter-
+Support CHC's efforts to update ations or changes in use trigger
historic inventories. Most of the earlier retrofit requirements).
i
0
c
San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
light poles.The Public Works
Department is interested in work
_ ing with the Association to devel-
op an overall plan for the side-
` �t —a, walks.Steps should include:
+Compiling the results of the
February 2000 walkability
survey.
r +Determining needed shade
spots.
+Advocating for comfortable
pavement surfaces.
ll'
+Evaluating the need to stripe
pedestrian cross walks and
install Walk/Don't Walk signals.
Compliance has been extremely its active participation in managing
slow;eight buildings retrofitted downtown public art programs. 5.9 Light Downtown trees
since 1992. These unreinforced (medium priority).
buildings represent a threat to +Consider developing a new
commemorative art project. The current tree lighting program
Downtown's population and The commemorative bench adds beauty and a degree of
economic health,and their loss program is now completed. nighttime safety to Downtown.
due to earthquake would forev- The currents stem will be main-
er alter the face of Downtown. The Association will evaluate Y
whether a replacement com- tained,and the Association will
■ Work with Chamber and City memorative project should work with the City to develop a
to promote the City's retrofit be undertaken. lighting master plan for future
incentives,including the +Oversee banner programs. expansion.
$250,000 grant program. Continue to oversee the 5.10 Promote storefront
■ Provide information on hanging of flag type banners improvements(medium
leasing a temporary store- as per City resolution. priority).
front where businesses +Continue to encourage quality Continue the current Beautification
dislocated by seismic public art in new developments. Awards program to reward busi-
upgrades could locate. 5.8 Work with the City's Public nesses that complete projects that
5.7 Distribute additional public Works Department to study contribute to the beautification of
art throughout the Downtown pedestrian comfort(medium Downtown.
(medium priority). priority).
Demonstrating the City's dedication As Downtown grows in popularity, -
1--
to art in public places,20 pieces of there are concerns that sidewalks
public art valued at $250,000 is in are becoming too crowded with
place or will be in place by late people,trees,news racks,bike racks,
2002. The Association will continue trashcans,signposts,benches,and -
Goals and Strategies San Luis Obispo Downtown S&ategk Business Plan
' Strategic Goal 6: 6.1 Maintain strong committee +Attract members of the general
Maintain an structure(high priority). public to committee and possi-
The Association will continue to bly board positions.Collect
effective Downtown examples of other Business
follow the committee structure
Association. recommended by the National Improvement Area (BIA) based
organizations that do this.
P
he SLO Downtown Association Main Street Center(see sidebar) Amend bylaws with City
T
re resents more than 500 and develop special subcommittees businesses through an 11- and task forces as needed. Each Council approval as necessary
member board of directors and a committee will meet regularly to +Thank volunteers. Appreciation
staff of full and part-time employ- implement projects that fulfill the events will continue to be held
Association's goals. after certain events,and award
ees. Board and committee mem-
hers are volunteers—the lifeblood plaques will be given out at the
' 6.2 Increase community Quarterly Breakfasts.
of the organization. In partnership, involvement in guiding Down-
board and staff manage the affairs town vitality(high priority). + Increase interest in board ser-
of the Association. They ensure it is vice. The Association has some-
financially stable. They develop The Association must constantly times found it difficult to attract
clear goals and objectives for the be on the lookout for new volun- new board members. We need
organization. They recruit volun- teers from both the community to evaluate why this is so,and
teers.They promote the benefits at large and the Downtown. investigate ways to make board
and accomplishments of the Volunteers from the community service more prestigious and
Association to the business com- at large are important for the attractive.
' munity,local government and the unique expertise,perspective and +Develop a formal role for prop-
public at large. dedication they can bring to the erty owners to get them
Association's work. The Association involved.The Association will
Major strategies for 2001-2006 to must also strive to keep its volun- consider holding an annual
maintain an effective Downtown teers happy and interested in their breakfast meeting or other for-
Association are detailed below. work. mal activity for property owners.
' Property owners will also be
invited to the annual member-
Volunteers from the' community at large are important ship meeting and receive the Association newsletter.
for the unique expertise,perspective and dedication
they can bring to the Association's work.
Downtown Association Committees
+Promotions: Marketing activities including special events,theme
nights at the Farmers Market,retail promotion,image development.
+Design: Streetscape improvements,sidewalk cleaning,holiday
decorations,merchandising,public art,building enhancement.
+Economic Activities: Business development,business assistance,
economic issues.
' +Thursday Night Activities:Rules and regulations,application review,
safety and security,public health.
+Parking and Access. Parking assessment and needs,oversight,
access to Downtown.
' San Luis Obispo Downtown Strategic Business Plan Goals and Strategies
6.3 Develop two-year work- 6.5 Continue successful role +Investigate additional business '
plans(high priority). in business outreach and outreach programs.Board mem-
The board will develop two-year advocacy(high priority). bers and staff will continually
workplans from the Strategic The Downtown business commu- explore ways of increasing the .
Business Plan. Workplans will be Wily places a high priority on the
visibility of the Association and
divided into committee tasks.Clear Association's role as an advocacy its"on-street"presence.
purpose statements,goals,objec- group and is very satisfied with 6.6 Publish Annual Promotions
tives and target markets will be the ways in which the Association Calendar(high priority).
developed for each Downtown does this. The Association will The annual promotions calendar
Association activity.Success will be continue its current activities in is a useful planning tool for the
evaluated based on those factors. this area,which include those business community and will be
6.4 Raise operating funds to listed below. continued. '
augment assessment district +Conduct member surveys. 6.7 Produce an Annual State
revenues(high priority). Continue to do annual mem- of the Downtown Report to
It is very important that the bership surveys to determine the public(high priority).
how the businesses feel
Association's budget is diverse and about current issues affecting The Association will investigate
does not over-rely on any one
source of income. While the Downtown. modifying the current annual
format to more formally
assessment district provides the +Hold quarterly breakfast meet- report y
largest and most stable base of ings.The breakfast meetings educate government officials,mer-
funding,the Association will con- have proven to be a good way chants,investors and the general t
tinue to hold other profit making for businesses to meet and talk public about why Downtown is
activities. The Association's goal is with staff and board members, important to the community,the
for the assessment district to socialize among themselves, economic health of Downtown,
account for no more than 50%of and learn first-hand about and the accomplishments of the
total revenues.
current Downtown issues. Association.
+Thursday Night Activities(TNA). +Continue role as advisory body +Promote specific accomplish-
to City Council on the ments.Organize by project or
+Grants. Downtown assessment district. Committee.Tie accomplish-
+Casino Night. The Association is the formal ments directly to the two-year '
+Taste of San Luis and other advisory body on the assess- workplans and the Strategic
promotions. ment district and will continue Business Plan.Include informa-
in that role as long as the tion on business growth,job
+City funding. assessment district is inlace.
p growth,sales and sales tax
The Association will continue growth,rents and property val-
to publish an Association ues,and other pre-determined
information packet for new benchmarks (see Benchmarks
businesses. Section).
+Promote the report.Present the
report at an annual meeting or
mixer. Develop press releases ,
with key findings.
Goals and Strategies San Luis Obispo Downtown Strategic Business Plan
6.8 Publish semi-monthly will expand staff to include the different needs than the retailers.
newsletter(high priority). following positions: The Association will strive to
The newsletter is a very popular +One full-time Administrator identify new member benefits
that would appeal to this group.
vehicle for communicating about -I-One full-time Office Manager
Association activities,Downtown 6.12 Build good public relations
issues and merchant news. It will -I-One full-time TNA and by supporting local charities
continue to be published semi- Promotions Coordinator
p (medium priority).
monthly. +One part-time Office Assistant
The Association will continue to
'
6.9 Participate as a Certified +One part-time Public Relations p participate in activities that benefit
i
S
i
d Business Services National and California anlocal charities including the Prado
Main Street Community Coordinator Day Center and the DeGroot
(high priority). +One part-time TNA assistant Home.
Board and staff should attend Main +Two seasonal Sweep'n Greeters 6.13 Update the 5-Year
Street trainings and network meet- +Student interns as needed Strategic Business Plan in
ings and use Main Street as a 6.11 Recognize the unique 2006(ongoing priority).
resource for Downtown planning. needs of business professionals
6.10 Maintain adequate staffing (medium priority).
levels(high priority). The Downtown professional busi-
To accommodate the growth in its nesses (attorneys,insurance agents,
' program activities,the Association real estate brokers,etc.) often have
FOOTNOTES
Background and Current Conditions Opportunities and Constraints
1 Economic and Fiscal Impact of Proposed San Luis Marketplace 11 Economic and Fiscal Impact of Proposed San Luis Marketplace,
t and Implications for Downtown Retail Activity,Working Draft, p.31.
p.24,PCRKotin,Jan uary1999. 12 2001 San Luis Obispo County Economic Outlook, p.70.
2 Downtown SLO Marketing Plan, p.6,Boese,Majarian, 13 Ibid.,p.12.
Olson,Vela,June 1999. 14 City of San Luis Obispo Sales Tax Newsletter,
3 2001 San Luis Obispo County Economic Outlook, p.96, HDL&Associates,September 5,2000.
UCSB,November 2000.
4 City of SLO Economic Development,March 2001. Strategic Goals
15 CityofSan Luis Obispo Advertising Conversion Study, p.2.
5 Downtown SLO Marketing Plan, p.6.
6 Economic and Fiscal Impact of Proposed San Luis Marketplace, 16 Ibid.,p.25.
p.58 17 Ibid.,p.42
18 Seniors in Stores,Americon Demographics, Paco Underhill,
7 Ibid.,p.47.
April 1996.
8 City of San Luis Obispo Advertising Conversion Study, 19
"Downtown Marketing Plan," p.16.
Campbell Research,p.4,May 2000.
20 City of San Luis Obispo Advertising Conversion Study, p.2.
9 Economic and Fiscal Impact of Proposed San Luis Marketplace, 21 SLO General Plan Land Use Element,Policy 4.2.1,p.53,
P.19.
August 1999.
10 City ofSon Luis Obispo Advertising Conversion Study,
pp.46-48.
tSan Luis Obispo Downtown Strateyla Business Plan Goals and Strategies
SLO Downtown Association Strategic Business Plan
Benchmarks for Success
Track progress compared to an established base year
(base year to be determined by the SLO Downtown Association)
Base Year
BENCHMARK 2001 2002 2003 2004 2005 2006
Sales tax revenues.
Pedestrian activity(pedestrian counts at key intersections '
at different times of the day/week/year).
Number of independents vs.national chain stores(%).
Vacancy rates(°h).
Responses to survey of business satisfaction with the Association.
Construction of new/expanded commercial square footage a
in the downtown business district.
Number of residential units in the Downtown core. '
Number of residential units in Downtown neighborhoods.
Number of residents living Downtown.
Attendance numbers at special events and attendance growth. '
Number of Downtown office workers.
Number of bicycle parking spaces and their usage '
(counts at key spots at different times of the day/week/year).
Traffic counts at key intersections.
Traffic levels of operation at key intersections.
Transit usage on Downtown routes. 1
Numbers of Downtown employees using alternate transportation.
Turnover rates in Downtown parking garages.
Number of complaints regarding clean and safe issues.
Benchmarks for Success San Luis Obispo Downtown Strategic Business Plan
Summary of Public Input - Key Points
Stakeholder Interviews by competing small specialty used by the Association as a
+Interviewees feel that Down- retailers. promotions and planning tool.
' town's major strength is its +The Downtown Association is Business Survey
unique character and ambiance, well respected for its role in +43%of respondents want addi-
exemplified by its physical fea- Downtown promotion,out- tional and/or improved parking.
' tures and its mix of diverse inde- reach and advocacy. Many feel 35%.said it is the biggest threat
pendent and national stores. the Association spends too to a healthy Downtown SLO.
They want this to be protected. much time on parking issues +35%of respondents want
' +While there is some concern and that the parking issue improved cleanliness,mainte-
about national retailers driving needs to be resolved so the nance and a feeling of safety.
up the cost of rents and dimin- Association can move on to +Respondents overwhelmingly
ishin the unique community other activities.
9 q Y want to preserve Downtown's
character,they are generally Forum#1 "My Views"Survey unique character and small
supported as being good for town ambiance,exemplified by
' downtown business. Several 'I'People are most proud of
Downtown's unique character its pedestrian scale,historic
groups said that national retailers buildings,plaza/creekwalk,trees
should be encouraged to and small town ambiance,
9 and landscaping,and mix of
participation
' increase their exemplified by its physical
diverse independent and
in communitylifeespecially features,pedestrian scale,
,es P Y national stores. This is seen as
hilanthro historic buildings,landscape,
philanthropy. mix of uses,and its mix of Downtown's strategic advan-
1 +Downtown is viewed as a spe- diverse independent and tage over other shopping areas.
cialty retail,dining and cultural national stores. They want this Many ideas on how to preserve
district for locals and visitors to be protected and enhanced. and add to the ambiance were
' wanting an"experience° f' offered.
Downtown is nota general Lack of parking is the largest
9 . +There are some concerns that
merchandise center although area of concern
' 9 too many national retailers will
some general merchandisers + Dirty sidewalks and vagrants result in a loss of character
still exist. Key customer target are the second largest areas of and drive out Mom-and-Pops,
markets are empty nesters concern. but the mix or nationals and
' and aging boomers(locals +There is moderate concern -independents is appreciated.
and visitors),students,and about traffic and congestion. +27%are concerned about the
office workers. +There is moderate concern that impact Big Box developments
+Arts and cultural offerings overdevelopment and too would have on Downtown.
should be expanded to amplify many national stores will -I- Businesses overall are very
Downtown's unique niche. threaten Downtown's unique satisfied (8 out of 10)with the
+ Infill housing should be character. performance of the Downtown
encouraged,especially given +The mapping exercise resulted Association and its role in
' the growth plans of the local in the identification of distinct Downtown promotions,
colleges. Downtown activity zones— advocacy and unification.
+Big Box retailers are not generally Cultural/Arts,Specialty Retail,
seen as a threat to Downtown Local-Serving Retail,Govern-
unless they are accompanied ment,Student—that could be
San Luis Obispo Downtown Strategic Business Plan Summary of Public Input
1
There is some desire to have ■ Downtown declined after Arts and cultural offerings t
the DA communicate more the national retailers left. should be strongly promoted.
1-on-1 with businesses and Their return is welcomed. - Help artists find studio
engage in additional collabora- + Increase Sales in a Sustainable and gallery space. '
tions with community organiza- Way - Continue the trolley,banner,
tions and the colleges.
■ Additional Downtown bench and public art
+Most of the respondents are housing would create a programs.
independent retailers in busi- permanentshopper base -Brand the arts and culture
ness for 5 years or longer. and is a high priority. district around the Creamery
Sixteen respondents have been ■ Market-rate housingfor adults '
in business 20 years or longer. ("SLOHO"was suggested).
There is no noticeable differ- is preferred. Student housing Downtown could lead to + Miscellaneous Comments
'
ence in responses by business excess noise and rowdiness ■ Improved parking is a high
type or years in business. and should be built closer to priority.Shopping centers
campus.Overall,the market have free and plentiful
Stakeholders' Focus Group should determine the type of parking that is a competitive
Comments on Draft Strategies housing units built. advantage.
+ Maintain Retail Health and ■ Reduce government regula- ■ Add County clients/
'
a Diverse Mix of Uses
tions that discourage building customers as a target market.
■ Downtown is economically housing Downtown. ■ Target markets should
strong,but we cannot rest ■ Publicize infill opportunities include all age groups. '
on our laurels. and the economic feasibility Forum#2 Comments
■ The Association should of constructing housing on Draft Strategies
increase its role in this area, Downtown. + Strategies the audience wanted
mostly in the form of + Retain and Expand on the
merchant education andto discuss in-depth were:
Unique Pedestrian Character
relationship-building. and Small Town Ambiance ■ Improve cleanliness and
■ The Association should bemaintenance.
■ Overcrowded sidewalks,hard
an active participant in the and uneven pavement sur- ■ Reduce fears about public
Chamber of Commerce faces,lack of shady spots,and safety. '
Business Regulation lack of public restrooms can ■ Promote increasing the
Committee and serve as negatively affect pedestrian number of residential units
the regulatory watchdog comfort. Monitor and correct in the Downtown core.
for downtown. as needed.
■ Reinforce the Creamery-
■ Independents/Mom-and-Pop ■ Vagrants make shoppers Mission area as a cultural
businesses need the most uncomfortable and is an issue arts district.
help. that needs to be addressed. + Additional strategies the
- Permit facilitation Increase Downtown foot audience'asked to be
- Business ombudsman patrol/beat cops. included in the plan were:
-Education ■ Seismic retrofitting is impor- ■ Recognize the unique needs
-Lower parking in-lieu fees tant for public safety and his- of business professionals. ,
toric preservation purposes, . Promote business-to-business
and is being promoted by sales.
the City,Chamber and the
Association.
Summary of Public.lnput San Luis Obispo Downtown Strategic Business plan
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