Market-Based Downtown Plan
(ITY OF SALINA
Market-Based Downtown Plan
APRIL, 2002
PRlPAIUD FOR
THE CITY OF SALINA
BY
PROGRESSIVE URBAN, MANAGEMENT ASSOCIATES, INC.
City of Saltna
Market-Based Downtown Plan
Part I: Competitive Analysis
Final Draft
April, 2002
Contents
I. Plan Ove,rview and Objectives 1
II. Economic Profile 2
III. Competition and Leakage Analysis 10
IV. Comparable Business Districts 14
V. Community Attitudes Survey 16
VI. Stakeholder Perspectives 20
VII. Conclusions: Downtown Salina and
the Marketplace in 2002 26
Partl.Aopendices:
A.H3alculationsfor leakage analysis
B. Tabulation from. community attitudes. survey
C. Roster of Plan$teering Committee
I. Plan Overview and Objectives
Located near the geographic center of the United States in east-central Kansas, Salina is a
regional center for agriculture,commer{;C,hea1th setvices and culture. Salina is preparing-for the future
by building upon its traditions of economic stability, attractive quality of life and strong community
values.
Downtown is the historic hub of Salina's business community, with many structures remaining
from the late nineteenth and early twentieth centuries. Downtown was formerly the community's retail
center, but mu<:h of its tr-aditional ~etail base has eroded since the 1980swith a new 1ihBpping-mall ~nd
"bigbox" development to the south. Today, downtown remains a significant employment center
anchored by City and County government, the Salina Regional Health Center and financial and
professional service firms. Downtown is also a center for arts and culture, with established venues such
as the Salina Community Theater, the Smoky Hill Museum and the Salina Arts Center. Additional vitality
is anticipated from the restoration of the historic Fox Theater. A sprinkling of new retail, loft, restaurant
and entertainment concepts have recendyentered the downtown market, providing a{:tivitybeyoncl the
traditional 9 to 5 work day.
In 2002, downtown Salina is at a crossroads. While there is a sense of new momentum and a
reawakening in the central business district, there is no clear unified vision steering downtown's future.
The depth of the market for new retail and entertainment concepts is relatively unknown. Downtown is
also increasingly important for community-wide business recruitment efforts, as skilled workers seek the
cultural amenities and activities offered by a thriving central business district. To advance downtown
development, management and marketing efforts, the City of Salina initiated the Downtown Market-
Based Plan. Objectives of the Plan include:
. Create a downtown development plan and niche strategy that identifies market-driven
opportunities to collaboratively improve, manage and sustain downtown Salina.
. Develop a distinct identity that strengthens downtown as a unique niche destination within the
regional marketplace.
. Identify new business and development opportunities to improve downtown Salina's attraction
as a destination and in a manner that enhances its existing character and sense of place.
. Strengthen and coordinate organizational marketing, business development and management
programs for downtown.
. Engage downtown Salina property owners, businesses and civic leaders in a participatory process
that builds "ownership" in and a shared vision for future development, collaborative marketing
initiatives and improvements.
The final product of this process that was undertaken during the winter of 2001-2002
includes four documents:
. Part I Competitive Analysis, including an up-to-date economic profile, competition and
retail leakage analysis, community attitude survey with more than 1,300 responses, the results
from stakeholder interviews and forums, and conclusions for downtown and its position in {he
2002 Salina marketplace.
. Part II Niche and Development Strategies, providing an overall niche strategy for
downtown with guidelines for future development in several downtown "sub-districts".
. Part III Implementation Recommendations, offering suggestions for ec:onomic
development, environmental improvements, marketing tactics, policies and incentives,
organization and financing, including recommended sequencing, estimated costs and resources.
. Part IV BID Organizational Assessment, providing suggestions for refreshing the
effectiveness and relevancy of downtown's business improvement district.
1
II. Economic Profile
Background. Settlers drawn to the area's fertile soil founded the community of Salina, Kansas in
1858 along the Smoky River. A regional trade and cultural center, Salina is the largest city positioned near
the geographic center of the United States, equidistantly located 1,490 miles from New York City and
Los Angeles. The central intersection of the original town of Salina - Santa Fe and Iron A venues is now
considered to be in the north central part of the city.
An analysis of the demographic composition of neighborhood area residents and employees provides the
most accurate description of the target markets that will be generating the demand for the business
products and services in the area.
The following analysis is based upon recent data compiled by both a one and three-mile radius from the
intersection ofIron Avenue and Santa Fe Avenue (Figure 1), and Census Tract 1, which contains
Downtown Salina (Figure 2).
Figure 1
1 and 3-Mile Radii from Iron Avenue and Santa Fe Avenue
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Downtown Salina is a 31-squareblock area roughly bounded by Elm, Third, Prescott and Ninth Streets.
Figure 2
Downtown Salina, Kansas: Located in Census Tract 1
source: 2000 Census
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Salfna
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Sal(;,a
Ap';:"j.1Il:~:;'1;j_l..1~~.T~E~rI~l
Pre-'a'rt~dw:it h A'me dca nF-act Find e r~i_fOi Jt~!-ID*A"'(>
Residents. From 1990 to 2000 the average household size of 2.05 persons remained constant, while
the number of households declined by 2.5 % in census tract 1, which contains the Downtown core.
Citywide, population and households grew by over 7%, and household size remained at 2.4%. During
the same time period, the Downtown-area population declined by 1.2% as many people moved to the
eastern and southern areas of the City, which have experienced strong residential and commercial growth.
Within the Downtown area, the white population decreased by 5.6% between 1990 and 2000. African
American, American Indian, Asian and Hispanic populations, which remain comparatively small,
experienced some growth between 1990 and 2000, particularly Asians, American Indians and Hispanics
within the Downtown area and citywide.
3
Figure 4 represents sales of single-family homes in Salina, with the wide majority of homes sold as
detached. Most homes sold for less than $90,000 between 1998 and August, 2001. Homes selling for
more than $250,000 represented less than 2% of all home sales during the same period. Median housing
sale prices rose by 8.5% between 1999 and 2001. Much residential development has been underway in
the eastern and southern portions of the City.
Figure 4
For Sale Housing Activity: 1998 - August, 2001
Salina, Kansas
source: National Association of Realtors
$90,000 $140,000
Total to to
Period Units Sold <$90,000 $139,000 $249,000 >$250,000
1998 925 66.0% 23.4% 9.4% 1.1%
1999 959 62.3% 24.3% 12.1% 1.2%
2000 890 61.3% 25.2% 11.5% 1.8%
Thru 8/01 594 56.5% 26.8% 15.3% 1.2%
Median
Sale Price
not available
$76,000
$77,500
$82,750 (2001)
Apartment vacancy in the City has been in the 5% range for a number of years, rising to 7.3% according
to the 2000 Census. An average monthly rental of a house ranges from $350 to $450 per month, while
apartment rents range from $350 to $550 per month. 60.8% of Downtown housing stock are rentals,
and citywide rentals account for 33.9% of housing.
source: Salina Board of Realtors, 2000 Census
4
The area population appears to be an educated one, approximately 20% having attended some college,
and 22.5% having earned associates degrees or higher within the wider area. Kansas Wesleyan University
and Kansas State University-Salina account for the majority of the college enrollments (Figure 5).
Figure 5
2000 School Enrollment* and Education Levels
1 and 3 Mile Radii from Iron Avenue and Santa Fe Avenue
source: 2001 Maps to Go
1 mile 3 mile
Pre-Primary 7.9% 9.0%
Elementary and High 69.5% 69.3%
College 22.6% 21.6%
Total Enrollment 2,292 8,508
Education Levels 25+
High School Graduates 36.1% 36.7%
Some College 19.6% 21.6%
Earned Degrees 14.2% 22.5%
'public and private schools
Median household incomes are noticeably lower within the core area, where more than 53% of
households have annual incomes of less than $25,000. 35% of households in the core area earn between
$25,000 and $50,000. In the wider area, one-third of households earn less than $25,000, one third of
households earn $25,000 to $50,000 and one-third earn $50,000 or more (Figure 6).
Figure 6
2000 Household Income by Percent of Total Households
1 and 3 Mile Radii from Iron Avenue and Santa Fe Avenue
source: 2001 Maps To Go
1 mile 3 mite
$100,000 or More 0.9% 6.9%
$75,000 to $99,999 1.6% 6.9%
$50,000 to $74,999 8.3% 19.9%
$35,000 to $49,999 17.1% 18.0%
$25,000 to $34,999 18.4% 15.1%
Less than $25,000 53.6% 33.1%
Median $23,442 $36,512
Per Capita Income $12,649 $21,523
Salina
$38,573
$21,714
5
Employment. More than 2,400 retail and commercial businesses are located within the City of
Salina, where the manufacturing sector has significant employment. Government, education, and health
services are also major employers. 18,500 persons are employed within a three-mile radius of Downtown
Salina. 46.4% of those workers are female, and more than 33% of this group has no children. 38% of
workers within three miles of Downtown are employed in manufacturing, processing and construction,
and 21 % are service workers (Figure 7).
Figure 7
Population 16+ By Occupation
3 Mile Radii from Iron Avenue and Santa Fe Avenue
source: 2001 Maps to Go
Managerial &
Production,
Construction, Operating,
Maintenance & Material
Handling
38.1%
Service Occupations
21.1%
Downtown Marketplace. Downtown Salina's "marketplace" is defined by those potential user
groups, i.e. residents, employees and visitors that are found within the Downtown area at any given time
(Figure 8).
Figure 8: Downtown Salina's Marketplace 2000
sources: various
Residents* 38,561
Employees* 18,490
College Students* 1,837
City & County Hall Visits 182,500 annually
Salina Public Library 240,000 annually
Salina Post Office 30,000 annually
Overnight Visitors (citywide) 400,000 annually
Hotel Room Nights (citywide) 300,000 annually
Convention/Meeting Attendance (citywide) 82,000 annually
Salina Regional Health Center Patient Visitations 100,000 annually
Salina Regional Health Center Admissions 10,973 discharged
Smoky Hill Museum 10,065 annually
Salina Community Theater 25,500 annually
Salina Art Center/Art Center Cinema 23,574 annually
Smoky Hill River Festival 80,000 annually
Salina Municipal Band 5,250 annually
Salina Downtown, Inc. Events 11,000 annually
-.wiii1,na-Yhree- mire-radius-of IronAvenue aniTSantaFe Ave~-----------------------------______m___m__-
6
Spending Potential. Figure 9 illustrates household spending potential for Salina, identified by the
Salina zip code, 67401. The data suggests that Salina households spend less in almost all categories than
the national standard, due possibly, to the aging population. Specifically, these residents appear to spend
less on home loans, retirement plans, electronics, furniture, sporting goods, travel and apparel.
Figure 9
2000 Relative Spending Potential Indexes (x-axis = United States standard)
source: 2000 CACI, Inc.
5%
0%
-5%
-10%
I.... 67401
. Kansas I
Retail Sales. Salina is the regional trade center of a 24-county area, ranking third out of 18 Kansas
cities for its "trade pull factor", a measure of the relative retail trade strength of the business community.
Salina has a pull factor of 1.64. Ranking first and second were Lenexa and Overland Park respectively,
which are suburban Kansas City communities. A trade pull factor value greater than 1.00 indicates that
the local businesses are capturing or pulling in trade from beyond their city borders. In 2000, the City of
Salina had an approximate market share of Saline County retail sales of 88.5%. In 1995, Salina accounted
for 98.3% of Saline County retail sales, growing to more than 100% of sales between 1996 and 1999.
2001 estimates indicate that Salina will capture 94.5% of retail sales in the county (Figure 10).
"Kansas Sate University Extension
Figure 10
Annual Retail Sales: 1995 to 2001 - Salina and Saline County
source: Sales & Marketing Management 2001 Survey of Buying Power
1999
1995
1996
1997
1998
2000
2001 (est.)
$0 $100,000 $200,000
.. Salina
C Saline County
$300,000 $400,000 $500,000 $600,000
(in thousands)
$700,000 $800,000
$900,000
7
Motor vehicle sales and the automotive aftermarket, general merchandise and food and beverage sales
account for most of the consumer spending in Salina. As Salina has such a major portion of Saline
county market share, these trends are consistent on a county-wide basis, with the exception of 2000 and
projected 2001 spending in restaurants and drinking establishments, and furniture, home furnishings,
electronics and appliances, where spending was roughly 14% more than City sales (Figure 11).
Figure 11: Annual Retail Sales by Category: 1995 to 2000 City of Salina
source: Sales & Marketing Management 2001 Survey of Buying Power
(in thousands)
$180,000
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
General Merchandise
Automotive and
Aftennarket
Eating and Drinking
Establishments
Food and Beyerage
Home Furnishings,
Electronics and
Appliances
.1995 D1996 D1997 .1998 .1999 D2000
Downtown Salina is a 31-square block area roughly bounded by Elm, Third, Prescott and Ninth Streets.
The area contains more than 1.5 million square feet of total commercial space, including roughly 548,600
square feet of retail space. A typical Downtown retail space is 2,750 sq ft. leasing between $4.00
and $8.00 per square foot with current retail vacancy estimated at 9.3%. In addition to its being a
government and office center, Downtown features a mix of more than 150 retail businesses, including
specialty shops, services, and cultural facilities (Figure 12).
Figure 12: Existing Retail in Downtown Salina
sources: Salina Downtown, Inc., Salina Area Chamber of Commerce
Shopping
General Merchandise
Food Stores
Automotive Dealers and Service Stations
Apparel and Accessories
Home Furniture and Furnishings
Eating & Drinking Places
Miscellaneous
Bookstores
FloraVGifts
Music Stores
Pet Stores
Jewelers
Antiques
Other Miscellaneous
Retail Services
Auto Repair Services
Personal Services
Business Services
Recreation Services
Banks
Theaters and Entertainment
Museums and Galleries
Total
Quantity
2
2
5
9
6
18
7
7
3
2
3
14
9
6
17
24
3
8
4
3
152
8
Salina Traffic. By studying traffic patterns in conjunction with nearby employment and retail
centers, major transportation corridors in the area, and peak traffic times, it is possible to reveal
additional commercial uses that may be supported simply by drive-by traffic.
Traffic counts were conducted by the City of Salina Engineering Department at the intersection of Santa
Fe and Iron avenues during August, 1997. This intersection was the center of the original town of Salina,
and is now considered to be in the north central part of the city. Counts reveal 24-hour volumes on each
street of more than 13,000 cars daily (Figure 13).
Figure 13
Downtown Salina Traffic Analysis (counts taken August, 1997)
source: City of Salina Engineering Department
Iron Avenue @
Santa Fe Avenue
Eastbound
5,710
Westbound
7,880
24-Hour Total
13,590
Santa Fe Avenue @
Iron Avenue
Northbound
6.095
Southbound
7,050
24-Hour Total
13,145
13,145
vehicles
daily
9
III. Com petition and Leakage Analysis
The preceding Economic Profile reveals a significant amount of demand for certain types of
commercial uses, and it must be determined if that need is already being met within the trade
area. Determining this for neighborhood commercial centers is difficult because of the small
size of the market area and the confidential nature of some of the information necessary for a
completely accurate analysis. For this reason, P.U.M.A. relies on primary field research as well as
secondary information sources to evaluate the existing commercial supply.
Supply of Commercial Space: In November of 2001, P.U.M.A., with assistance from
Kansas Wesleyan University students, undertook a field survey of existing commercial uses
within both the primary and secondary market areas. The P.U.M.A. survey inventoried over 2.6
million square feet of retail space within the primary and secondary markets, which are defined
by one- and three-mile radii from Iron Avenue and Santa Fe Avenue (Figure 16). The Summary
Tables in the appendix provide a detailed breakdown of total square footage and existing retail
usages in the seven retail nodes identified within the study area.
Within the one-mile primary market area, 938,000 square feet of retail space was surveyed.
Retail space within the primary market is concentrated in Downtown Salina and the North
Broadway Boulevard Corridor. Downtown Salina, which is Salina's original business district,
offers a blend of specialty retail, commercial, service, cultural and government services. The
North Broadway Boulevard corridor, which is the city's original bypass around the town's
northwestern edge, offers discount and home improvement stores, restaurants and automotive
supply businesses (Figure 14).
Figure 14
Concentration of Retail Space: Primary Market Area
source: P.U.M.A./KWU survey
Total Primary Market
Retail Sq. Ft.
. 548,600 sq.ft.
389,452 sq.ft.
938,052 sq.ft.
%of
Market
58.4%
41.6%
Retail Node
Downtown Salina
North Broadway Boulevard Corridor
An additional 1.7 million square feet of retail space was surveyed in the three-mile secondary
market, which is largely situated in the rapidly growing south and east sectors of the city. In this
market, which excludes the primary market area, retail space is concentrated in the Interstate 70
and North Ninth Street area, and the South Ninth Street, Crawford Street and South Ohio Street
corridors.
Galaxy Center is a strip center located direcdy across from the Central Mall, a regional center
which features an eight-plex movie theater and three department stores as anchor tenants. Mid-
State Plaza, built in 1971, and the new Wal-Mart store, are located just outside of the three-mile
radius but are included in the analysis. Salina's first shopping mall was recendy converted from
an enclosed mall to a strip center. Mid-State Plaza anchor tenants include a home improvement
store and a national hobby store.
10
The I-70/North Ninth retail node caters primarily to cross-country interstate traffic, featuring
two truck stops, fast food restaurants and motels. Kraft Manor and Fountain Plaza are strip
centers located along South Ninth Street. A big box office supply store recendy ceased
operations this node. The South Santa Fe Corridor features ethnic restaurants and specialty
apparel shops located in a residential neighborhood just to the north of Kansas Wesleyan
University.
The Crawford Street and South Ohio corridors are also strip centers offering supermarkets,
restaurants, service and commercial oudets (Figure 15).
Figure 15
Concentration of Retail Space: Secondary Market Area, Excluding Primary
Market Area
source: P.U.M.A./KWU survey
Retail Node
Galaxy Center/Central Mall/Mid-State Plaza Area
1-70/North Ninth Street Corridor
South Santa Fe/Kraft Manor/Fountain Plaza Area
Crawford Street Corridor
South Ohio Corridor
Wal-Mart
Retail Sq. Ft.
700,377 sq. ft.
451,756 sq. ft.
192,530 sq. ft.
164,556 sq. ft.
79,775 sq. ft.
114,557 sq.ft.
1,703,551 sq. ft.
2,641,603 sq. ft.
Total Secondary Market
Total Primary and Secondary Markets
% of Market
41.1%
26.5%
11.3%
9.7%
4.7%
6.7%
Vacancy: The retail vacancy rate for the entire market area is 13.6%. The primary market area
evidences a 7% vacancy rate. The secondary market, excluding the primary market, experiences
an 17.2% vacancy rate, partially accounted for by a recendy closed office supply big box and
former automotive supply/repair businesses. Automotive aftermarket ranks fourth nationwide
in a list of most frequendy found previous tenants of vacant space in neighborhood centers.
Drugstores, women's hair salons, medical and dental offices, restaurants without liquor and
pizza parlors, in descending order, are other tenant types found in this category.*
'*s01/rce: UU Dollars & Cents tif Shopping Centers: 2000
Leakage Analysis. Using the preceding fieldwork, industry average standards, and statistics
on average household expenditures in the area, a retail sales leakage analysis was conducted in
November, 2001, revealing that the three-mile area could support approximately 250,000
additional square feet of retail and storefront office. The summary tables in Appendix A
provide the detail of this analysis.
Because of the necessity to use several different sources of data in an analysis such as this, there
is bound to be error when the results are brought down to a detailed level. While it is dubious to
claim that the exact amount of square footage assigned to each category, it is possible to
isolate distinct trends and general retail categories that are underserved in this market.
Within the market area, there appears to be an over-supply of furniture and home furnishings
stores, automotive aftermarket businesses and general merchandise.
11
The market appears balanced in the categories of apparel and accessories, drug stores, eating and
drinking places, food stores and department stores. Discount stores, such as Wal-Mart and K
Mart, are included in the department store category.
Retail types that appear to be underserved include:
. Automotive dealerships
. Home appliances, electronics including cellular phones and computer equipment.
. Hardware, lumber and garden stores
In addition to that which is mentioned above, information on consumer expenditures in several
specific categories is lacking. These categories include, but are not limited to the general
merchandise and the personal services categories.
Leakage with "Pull Factor": The preceding analysis is based upon the Salina market
without accounting for its regional "pull factor". Pull factor is a measure of Salina as a retail
destination, drawing customers from outside of the immediate community. A study by the
Kansas State University Extension found that Salina has the third highest pull factor in the state
at 1.64 (meaning that the city generates an additional 64% of sales from customers traveling to
the city).
Applying the city's pull factor to the leakage analysis, several additional gaps are identified in the
market, including:
. Apparel and accessories
. Eating and drinking places
. Home appliance, radio and television stores
. Department stores
These categories provide downtown with more traditional product types that can be serviced in
the central business district. The analysis also demonstrates the importance of "pull factor" and
the need to project to Salina's vast regional market.
12
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Figure 16: Competition & Leakage Analysis - Location of Surveyed Shopping Areas
A. Downtown Salina
B. Broadway Boulevard Corridor
C. 1-70/North 9th Street Corridor
D. Sunset Plaza Shopping Area
E. Elmore Center
F. South Santa Fe Corridor
G. Kraft Manor
H. Hollywood Video/Fountain Plaza Area
I. Galaxy Center
J. Mid-State Plaza
K. Central Mall
L. Southgate Shopping Area
M. Oak Park Village
N. Parkwood Plaza
13
IV. Comparable Business Districts
The consultant team and the project steering committee identified five Salina business districts with
which Downtown Salina competes as a center for retail and services. The comparable business districts
identified include the Central Mall, the Southgate Shopping area, Mid-State Plaza, the Sunset Plaza
Shopping Area and the South Santa Fe Corridor. With the exception of the South Santa Fe Corridor, the
business districts are located adjacent to some of the most highly traveled intersections in Salina. A
summary matrix of the comparable business districts is provided on the following page.
The comparable business districts have the following attributes:
. Central Mall - Located at the intersection of South Ninth and Magnolia streets, with easy
access from Interstate 135, the Central Mall is a regional center, which features an eight-plex
movie theater and three national department stores as anchor tenants. Built in 1987, the
enclosed mall contains approximately 50 stores, including national apparel and accessory stores,
specialty stores, restaurants and a food court, in addition to several stand-alone businesses.
. Southgate Shopping area - A cluster of three neighborhood shopping centers along
South Ohio Street provide personal, financial and business services and retail to local customers.
Businesses include a supermarket, a large independent menswear store, national chain fast food
restaurants and local restaurants, a liquor store, a health food store, a national drug store, and a
sporting goods store. One of the shopping centers contains a sizeable government and non-
profit office component.
. Mid-State Plaza - Built in 1971, Salina's first shopping mall was recently converted from an
enclosed mall to a strip center. Mid-State Plaza contains approximately 20 stores, and is located
adjacent to the Central Mall. Anchor tenants include a local home improvement store and a
national hobby store. A Food 4 Less supermarket recently vacated the center. Also occupying
the center are a two-plex movie theater, a home decor store, national chain restaurants, an apparel
store, a dollar store in addition to automotive, personal and financial service businesses.
. Sunset Plaza Shopping Area - Open since 1961, this shopping center has undergone a
number of additions and a 1981 exterior renovation to a Spanish style. A Dillon supermarket
anchors the center. Nearly one half of the tenants are restaurants, including national fast food
chains. Two drug stores, furniture rental stores, automotive businesses, personal services, a
national home electronics store, movie theater and a hardware store round out the remaining
tenants.
. South Santa Fe Corridor - This business district occupies three blocks to the north of
Kansas Wesleyan University in a residential neighborhood. Retail in this corridor supports the
needs of the resident and student populations. An eclectic assortment of independent retailers
includes ethnic restaurants, a metaphysical goods supplier, a pool hall/ coffee shop, a natural
foods store, pet shop, and apparel and personal services.
14
Figure 17: Comparable Business Districts - Salina, Kansas
1/02 prepared by Progressive Urban Management Associates, Inc.
I
lea~ ~teJ IL pedestrian? II histOric~1 market I~usiness mix I
$2psf DO I
(department I I'
stores) - $100 moderately priced
mid-priced destination psf (specialty department stores, national
retail and services stores such as clothiers/shoe stores, .
II C..ua'M,1I <"'..,) jew.I.",) ..'.. '"",1c..,i..,' i..cl.... m""'" th....'"
I Ii.. i.depend..t m..'.." !
I I I I I store, supermarket, I.
I!, \ I';;' national drug store, fast
I S.nth.... J ~~~~~~nod ","i' I I i I ::::':=~:~i""i.') I
I",,::, Shoppi... A"" I ,."',... off.... 1$6 p" _11'0 i\-_.ot~'~"'iO~"l ;~;;;~b~d;:", . iI"~
! I I I I i independent home
I, ' , '
I I : 1\ i remodeling stores, chain
i neighborhood mid- i :1 It I 'I restaurants, banks, movie :
! M !d-~ta~~.~!~~.Clmn ....m... ...1 _ ~~~~:h~l~::~.;!:~v~~~~~n.J ~~.::_~Il.j>~L. ..1. n ...!.!~n n.mJ..... ...l1O mm l.r~.ion~L.....nnn~ .~~ne~~.~e:i.~~~O~;\;~~~~~tive ....
:1 :1 !~If If I! national chain and other
:11 \ I, :,1\ \1" 'I i restaurants, supermarket,
! ! ' , 'i ,! ! electronics, automotive, :
: : neighborhood retail, ' :! II II !! drugstores, hardware and :
il.~;;.;~;~~~.a......mm......._.: ..~~~~~~;;';.~.:~.:I~m__...iI..$.~.~9..~..$.~..~~f....li.m.........11~.m.n......:I......ml1~.....m.!I..'~~~H!~!l!~.I1~!.....!tf~:~;.~~~~~..~::::.~.s.~=.~~::......':~
, lG i -if -;! i[---i1Uindependent specialty retail:
i neighborhood retail i II Il I I and restaurants, I
: _~uth Santa Fe Corr~or I ~~ services ! ~t available __J m___......Jes..........J m_.~.....j ..!.o.<:.llL..._.m._J neighborho~d service~...J
business district
It
niche
II
15
V. Community Attitudes Survey
As part of the City of Salina Market-Based Downtown Plan, a direct mail survey was
distributed to 5,476 Salina households as an insert in the November 2001 municipal water bill.
Surveys were widely distributed throughout the City in 16 of the water department's 55 billing
routes. 1,336 surveys were returned, representing a return rate of 24.4%.
Profile of Survey Respondents: Survey respondents were generally female (68%)
residing in Salina south of Crawford Street (65%), and have been residents of Salina for more
than 5 years (85%). Survey respondents represent an older demographic than the community at-
large, with 56% of the responses from persons age 50 and older. Survey respondents are also
more affluent than the community-at-Iarge, with 51% reporting annual household incomes of
more than $50,000.
PROFILE OF SURVEY RESPONDENTS All Respondents (%)
Length of Residence in Salina
Less than 1 year 4
One to 5 years 11
More than 5 years 85
Gender: Female 68
Age
18 to 34 years 15
35 to 49 years 29
50 to 69 years 37
More than 69 years 19
Location of Residence
North of Crawford/East of Santa Fe 23
North of Crawford/West of Santa Fe 12
South of Crawford/East of Santa Fe 47
South of Crawford/West of Santa Fe 18
Annual Household Income
Less than $25,000 14
$25,000 to $34,999 19
$35,000 to $49,999 16
$50,000 to $74,999 28
More than $75,000 23
Frequency of Visits to Downtown: 84% of respondents indicated that they visit
downtown once a month or more and 54% visit downtown once a week or more. Only 4%
indicated that they visit downtown once a year or less. This frequency of visitation suggests that
downtown is relevant and familiar to the respondents of the survey.
Frequenc of Visits to Downtown
Once a week or more
About once a month
About four times er
About once
Never
All Respondents (%)
54
30
12
3
1
16
Reasons for Visiting Downtown: Top downtown attractions are shopping (61 %),
personal or business services (54%) and dining (50%). Downtown institutional uses are also
notable attractions, including Salina Regional Health Center (39%), the city's central library
(38%) and city/county government offices (31 %). Notably, church services (14%) drive similar
visitation rates as special events (16%) and art galleries, museums and theaters (14%). "Other"
responses included the post office, employment (i.e. respondents work in downtown), the
recycling center and thrift stores.
All Respondents (%)
61
54
50
39
38
31
17
16
14
14
12
Reasons for Avoiding Downtown: Respondents cite the lack of diverse retail as the
top reason for avoiding downtown (50%). Also important are limited parking (31%), the lack of
restaurant options (30%) and inconsistent hours of operation (28%). Downtown is considered
safe and clean, with 4% registering concerns about safety and 4% noting that downtown lacks
proper maintenance. "Other" responses for not visiting downtown include location
(respondents live closer to other shopping areas), nothing of interest, lack of big box discount
stores and high pricing.
All Respondents (%)
50
31
30
28
19
4
4
2
1
Other Business Districts Visited at Least Once a Month: 83% of the respondents
visit the Central Mall at least once a month. Other frequently visited retail destinations include
the Southgate shopping area (60%), Mid State Plaza (43%), Sunset Plaza Shopping Area (41 %)
and Galaxy Center (40%).
17
Other Business Districts Visited at
Least Once a Month
Central Mall
South te Sho
Mid State Plaza
Sunset Plaza Sho
Gala Center
Kraft Manor Area
South Santa Fe Sho 10 Area
Other
Fountain Plaza Sho 10 Area
All Respondents (%)
83
60
43
41
40
20
10
10
8
Improvements That Would Encourage Visits to Downtown: More diversity in
shopping and retail services (45%) and more diversity in restaurants (42%) were the top two
improvements that would encourage respondents to visit downtown. Notably, 27% indicated
that better information on what exists would also encourage visitation. "Other" improvements
included a central gathering spot and keeping stores open at night.
Improvements That Would
Encoura e Visits to Downtown
More diversi in sho in / retail services
More diversi in restaurants
Better information on what exists
Overall consistenc in hours/ da s of 0 eration
Other
N othin ! Leave it alone!
Famil -oriented entertainment
S ecial events
More arts and cultural outlets
All Respondents (%)
45
42
27
18
16
14
13
8
7
Open-ended suggestions were sought for improvements in the restaurant, retail and arts
and culture categories, with the following responses:
. Retail: Apparel, ladies apparel, department stores, specialty stores including
kitchen/ gourmet shops, fabric and crafts, shoes, gifts, books, home improvement and
decor, toy/hobby store, sporting/athletic goods.
. Restaurants: Family style, Mexican, "ethnic" (other than Mexican), upscale (Capers and
Martinelli's were frequently mentioned as prototypes), local and original,
deli/lunch/breakfast.
. Arts & Culture: Movie theater, live music/ comedy/jazz club, many comments in
anticipation of the Fox, reasonably-priced entertainment, outdoor music concerts,
orientation to children.
18
Survey Cross-Tabs: Results from the Community Attitudes Survey were cross-
tabulated to identify respondent preferences and patterns by age, gender and income. Results
from the cross-tabs include:
Age
. Younger respondents (18 to 34) visit downtown most frequently (56% once a week or
more).
. Younger respondents (18 to 34) indicated that they visit downtown to shop (59%) yet
the same age group avoids downtown due to a lack of diverse retail (58%).
. Respondents in the 35 to 49 age group are the strongest shoppers (64%). This group is
also the strongest patron of the Central Mall (89%).
. Respondents in the 50 to 69 age group visit most for personal and business services
(64%).
. Respondents over age 69 are most concerned with limited parking (39%).
. To improve downtown, the 18-34 age group would like to see more retail (49%), the 35-
49 age group is seeking more diversity in restaurants (44%) and the over 69 group would
like more information on what exists (38%).
. To improve downtown, 27% of the 50 to 69 age group responded "Nothing! Leave it
alone!"
Gender
. Males visit downtown more frequently than females. (60% of males visit once a week or
more versus 51 % for females)
. Males visit for personal or business services (57%), followed by eating/drinking (50%)
and shopping (48%). Females visit for shopping (67%), followed by personal or
business services (52%) and eating/drinking (51%).
. To improve downtown, males want restaurants (46%) and shopping (38%), while
females want shopping (48%) and restaurants (39%).
Income
. Households with higher incomes (over $50,000) visit downtown more frequently (57%
visit once a week or more) than households with lower incomes (51 % of those with less
than $50,000 visit once a week or more).
. Eating and drinking establishments are a stronger draw for higher income households
(60% of those over $50,000) than lower income households (42% of those under
$50,000). All remaining categories provide stronger reasons for downtown visitation by
higher income households with the exception of personal and business services, church
services and the Salina Regional Health Center.
. Higher income households visit the Southeast Shopping Areas more (71 % vs. 48%) and
the Sunset Plaza Shopping Area less (31 % vs. 53%)
. To improve downtown, higher income households would like more restaurants (50%)
and retail (49%) while lower income households are seeking more retail (41%), better
information (34%) and restaurants(33%).
19
VI. Stakeholder Perspectives
To validate market research and obtain a qualitative sense of downtown Salina's overall
challenges and opportunities, the consultant team conducted a comprehensive community
outreach process that included more than 40 one-on-one meetings. More than 75 stakeholders
participated in a series of five interactive workshops with different business and community
groups.
In addition, the planning process was guided by a sixteen-member Steering Committee
that included a broad representation of downtown business and property owners, retailers,
residents, arts community members and City officials. A roster of the Steering Committee is
provided in the Appendix. Results from the community outreach process follow.
One-On-One Interviews: More than 40 one-on-one interviews were conducted
with downtown stakeholders to obtain a perspective on downtown Salina's primary challenges,
opportunities and issues. Interviewees included:
1. Janda Allred, Blue Stem Art Gallery
2. Tom Bell, The Salina Journal
3. Judy Brangman, Director, Salina Neighborhood Services
4. Chuck Carroll, Carroll's Hallmark
5. Dennis Collier, developer
6. Gerald Cook, Salina Chamber of Commerce
7. Brance Crawford, Executive Director, The City
8. Wayne DeBay, SDI Chairman & The Flower Nook
9. Warren Ediger, Warren Ediger Architects
10. Ben and Lavelle Frick, The Phoenix
11. Diana Gay, The City
12. Murray Gorman, Capers Cafe and Bakery
13. Dee Harris, Museum Director, Smoky Hill Museum
14. Mark Henson, Medina Construction
15. Jack Hinnenkamp, Salina Regional Health Center
16. Chris Hoffman, UMB Bank
17. David Jenkins, Executive Director, Fox Theatre
18. Alan Jilka, City Commissioner/Jilka Furniture
19. Dennis Kissinger, City Manager, City of Salina
20. Ann Knowles and Leslie Knowles Bishop, Uniglobe Knowles Travel
21. Rusty Leister, The Groove
22. Melinda Lingle, Salina Downtown Inc.
23. Judy McClintock, Brown Mackie College
24. Jim Maes, Blue Beacon
25. Al Mattson, Budget Books
26. Mike Morgan, Deputy City Manager, City of Salina
27. Wendy Moshier, Salina Art Center
28. Rodney Nitz, Attorney
29. Rob Peters
30. Randy Peterson, SRHC
31. David Petty, Martha & David's Boutique
32. Jim Ravenkamp, General Air/BID Chairman
33. Martha Rhea, Executive Director, The Salina Arts & Humanities Commission
34. Steve Ryan, Ryan Mortuary
35. Monte Shadwick, City Commissioner/The Paramount Bar
36. Marc Sheforen, Acoustic Sounds/Blue Heaven Studios
37. Heather Smith, Salina Art Center
38. Mike Soaetart, Public Information Coordinator, Unified School District
39. Michael Spicer, Salina Community Theater
40. Gary Stansberry, Blueprint & Micrographics Business
41. Paula Wright, Clark, Mize & Linville
20
Listed below are the most frequendy mentioned themes and sentiments about
downtown Salina that emerged from the one-on-one interviews.
. Improve Street Appeal - Almost unanimously expressed by downtown stakeholders is
a desire for cleaner streets. Soiling of sidewalks by pigeons is an ongoing nuisance.
There also seems to be a prevailing sense that the existing streetscape, which was
reconstructed in 1987, is inconsistent in its design and does not convey a unified sense of
place. A more consistent and updated streetscape design, better use of public spaces (the
pocket parks are underutilized) should be integrated in the streetscape more effectively.
Public art was also frequendy mentioned as a way to help provide downtown with some
style and definition.
. Install Directional SignagejWayfinding - There is unanimous support for a well-
designed sign age and wayfinding program that extends from the interstates to
downtown. A common complaint is people coming in from either highway don't know
if or when they've actually reached downtown. A comprehensive signage program could
also direct motorists to parking and pedestrian destinations through downtown.
. Diversify the retail mix - A frequendy mentioned improvement is more retail and
restaurant options - particularly specialty retail and "white tablecloth" restaurants. Also
mentioned is a desire for neighborhood retail such as a small grocery, pharmacy, kitchen
store, and a wider variety of night life, including live music.
. Create an Arts & Entertainment District - The potential for an arts and entertainment
district seems to be foremost on many stakeholders' minds. The Fox, the Salina
Community Theater, and the Salina Arts Center create a critical mass to spearhead the
foundation for a thriving arts district. There is a lot of enthusiasm and opportunity to
move forward this concept.
. Restructure the BID - Many business owners expressed dissatisfaction with the
Business Improvement District. The most frequent concerns include: The BID is
viewed as regulatory, not supportive; It forces participation without consent; There are
too many committees within the BID - it needs to be streamlined; The BID needs to
demonstrate its benefits more clearly; It has lost its relevance.
. Revamp SDI - Many interviewees feel SDI's current role is unclear in relation to the
City, Chamber and Arts & Humanities Council. There is a feeling among business
owners that SDI's volunteer focus creates limitations and inefficiencies. Some business
owners indicated they'd like to see SDI serve an economic development role taking on
such tasks as maintaining a database of available properties, business recruitment and
marketing.
. Create Effective Special Events - Several people interviewed indicated they feel there
should be a signature downtown special event. There is a sentiment that Santa Fe Days
should be either revamped or eliminated. Also mentioned was a lack of corporate
sponsorship for special events.
21
. Lack of Incentives -Business and property owners mentioned a desire to improve or
restore building facades but aren't clear about the availability of financial incentives.
One business that left downtown mentioned they would have considered staying had
there been some incentive to do so.
. Inexpensive Real Estate - The relative affordability of downtown real estate was
mentioned as one of downtown's assets as well as its healthy inventory of historic
buildings. Also mentioned was a need for more live/work artist space and more
downtown loft development.
Focus Groups: Five focus groups were conducted with a variety of
downtown stakeholders. Focus group participants discussed the strengths and weaknesses of
downtown Salina, identified suggested improvements and prioritized potential enhancements.
Focus groups were held on the following dates:
. October 23,2001- Downtown arts/entertainment district committee (20 participants)
. October 24,2001- SDI Committee Chairs (15 participants)
. October 25,2001 - Market-Based Plan Steering Committee (15 participants)
. November 28,2001 - SDI sponsored downtown community forum held at the Salina
Community Theatre (20 participants)
. November 29,2001 - Chamber Forum with non-downtown business owners (10
participants)
Downtown Salina Strengths and Weaknesses: Focus group participants were
asked to list what they considered downtown Salina's strengths and weaknesses. General
findings from the focus groups include:
. Downtown Salina's strengths include its potential to become an arts and entertainment
district, its unique and historic atmosphere, its location near two interstate highways and its
proximity to two employment centers - the City office complex and Salina Regional Health
Center, and enthusiasm for its revitalization from both the City and the community at large.
. Downtown Salina's weaknesses include its deteriorating physical appearance, lack of
common vision for its future, inadequate signage and directories, inconsistent operating
hours, poor maintenance and a weak retail and restaurant mix.
The matrix on the following page outlines the findings of the focus groups.
22
~OWNTOWN SALINA
STRENGTHS SOl Arts SIC Chamber SeT
Oct 24 Oct 23 Oct 25 Nay 29 Nay 28
Iseeds for Arts & Entertainment District x x x x x
History & Architecture x x x x
Main Street Atmosphere x x x x
Safe & Attractive x x x x
Pedestrian Friendly x x x x
Density x x x x
Unique Character x x x x
Loft Potential x x x
Anchors - City Complex and SRHC x x
City, County Gov; Professional Base x x
Crossroads Location x x
Many Banks x x
Community Passion x x
New Business Opportunities x x
Momentum x x
City Support x x
Main Street, SDI x
Few Vacancies x
Sound infrastructure x
~he Fox x
Unique Retail, Restaurants x
Many Churches x
een Center x
DOWNTOWN SALINA WEAKNESSES SOl Arts SIC Chamber SeT
Oct 24 Oct 23 Oct 25 Nay 29 Nay 28
Deteriorating Storefronts/Absentee Landlords x x x x x
Lack of Identitv-No Common Vision x x x x
Need Signage & Directory x x x
Bad Access From Highway x x x
Inconsistent Shop Hours x x x
~eak Retail & Restaurant Mix x x x
Poor Maintenance x x x
Perception Downtown Closes @ 5:30 x x
!complaints About Bars x x
Poor Streetscape x x
Lack of Parking x x
Real Estate Costs Increasing x
Limited Affordable Housing x
Gentrifying Too Quickly x
Limited Vacancies x
troo Many Non-Profits x
BID Assessment x
Inconsistent Business Incentives x
23
Some of the most frequendy mentioned areas of enhancement for downtown Salina in
order of importance as indicated by the focus groups are:
. Downtown lacks a common vision and the leadership necessary to achieve a common
goal.
. Downtown is lacking a healthy variety of unique retail and restaurants.
. Directional sign age and wayfinding systems are gready needed to guide pedestrians and
motorists downtown.
. There needs to be consistent streetscaping and a design plan to enhance downtown's
sense of place and identity.
. Maintenance and upkeep of downtown spaces is inadequate.
The matrix below summarizes improvements for downtown Salina.
Improvements for Downtown Salina by group surveyed and number of responses given.
k;ROUP/# OF RESPONSES SOl Arts SIC Chamber SCT
K;ommon vision/strong leadership 5 7 7 4 14
Unique retail shops 4 5 3 8
Imorove Qatewavs, directional signaae 3 1 4 3
Public art/consistent design/landscape/lightina 5 4 5
Piaeons, cleanliness, maintain/uoarade facades 3 1 4
Incentives to encourage downtown investment 7 2
Night activity/more upscale restaurants 6 4
Improve access/roadway improvements 4 2
Create arts district 11
Destination retail anchors 4
Build hotels, B&B's 3
More activities/events - simple & consistent 3
Develoo oartnerships with banks 3
Fill/fix vacant buildings - create mill district 2
Re-use of RoosevelULincoln, Phoenix & Bartlett 2
Restructure assessments 2
Engage, involve property owners, more unity 2
Loft/residential development 1 2
Attractive gathering places 1
Key develooment sites (Ash & Santa Fe) 1
Move recyclina center 1
Ooen air oedestrian environment
Affordable downtown living
Perceived lack of parking
24
Stakeholder Conclusions: Several common themes emerged from the one-on-one
interviews and the focus groups. Themes that prevailed in both forums include:
. Downtown Salina is drifting. It needs a common vision, clarity and strong leadership
before it can begin to make meaningful changes.
. Downtown has all the raw materials for a thriving commercial district - unique historic
buildings, a pedestrian-friendly scale, a growing number of unique retail opportunities,
very low crime, a strong sense of community and a sound infrastructure.
. Downtown is anchored by two thriving employment centers: the City/County office
complex to its north and Salina Regional Health Center to its south. These markets
provide excellent opportunities for supporting restaurant and retail options in the
downtown commercial area.
. There are several redevelopment opportunities near downtown such as Bartlett
Elementary School, Lincoln/Roosevelt High School as well as historic warehouses and
mills.
. Salina has a rich arts community that could be the basis for a regional arts and
entertainment district. One arts champion we interviewed said "the artist is Salina's most
valuable raw material" and that the City has played a crucial and "enlightened" role in
fostering the arts in Salina.
25
VII. Conclusions:
Downtown Salina and the Marketplace in 2002
Based upon the findings of the preceding competitive analysis, the following notable
conclusions can be drawn about downtown and its position in the Salina marketplace in 2002:
1. Salina is a stable, predictable and conservative market.
The economic profile describes a community that exhibits stability in population,
growth and employment. A majority of Salina residents are employed in
manufacturing, processing, construction and services -- vocations that have been
insulated from dramatic economic changes in the national economy. Incomes are
consistent with national norms, but spending is more conservative - Salina residents
tend to spend less than both Kansas and national averages in most retail and service
categories.
2. Salina's retail market is balanced.
We found Salina's retail market to be in relative balance - most retail categories are
either overbuilt (reflecting Salina's regional importance and a surplus of "big box"
development) or near equilibrium. Retail categories that benefit downtown are
revealed after adjusting for Salina's regional "pull factor". The retail leakage analysis
suggests that downtown will need to compete for retail by delivering a superior and
different product, as opposed to filling market gaps, and will need to be cognizant of
Salina's regional draw in marketing efforts.
3. Downtown remains a significant regional attraction.
Despite downtown's erosion in the retail sector over the past 15 years, the central
business district remains a significant regional attraction. Our sampling of select
downtown institutions, events and cultural attractions identified more than 675,000
visits on an annual basis. Many of these visits are from persons residing outside of
Salina, attracted to regional service facilities. In addition to shops, services and
restaurants, downtown's primary activity generators include the Salina Regional
Health Center, central library and city and county government offices.
4. Downtown is relevant to the locals.
The community attitude survey revealed a striking loyalty and familiarity with
downtown by Salina residents. 84% of respondents stated that they visit downtown
once a month or more and 54% indicated that they visit the central business district
once a week or more. Reasons for visiting downtown are many and varied.
Shopping, services and dining are the most popular, followed by visits to key
downtown government and health institutions. Church services drive as many visits
as art galleries, theaters, museums and special events.
5. Arts and culture provide the sizzle, NOT the steak.
While downtown is home to an impressive array of arts and cultural institutions,
these uses alone will not revitalize downtown Salina. The community attitudes
survey suggests that arts and cultural uses currently drive a small segment ofudowntown visitations and they rank as a low priority improvement. Salina residents
will respond to a "meat and potatoes" diet of more diversity in shopping and dining,
while the emerging arts scene can add seasoning.
26
6. Cross-marketing opportunities abound.
There appear to be incredible cross-marketing opportunities among the businesses,
institutions and cultural facilities that drive downtown visitation. Unconventional
venues that could become significant marketing portals for downtown include the
Salina Regional Health Center, central library and government offices. Many
businesses also share similar regional trade territories, creating potential economies
of scale for shared promotions, advertising and events.
7. A new vision for downtown is in the mirror, not the crystal ball.
Downtown advocates are struggling to develop a unified vision for the central
business district. While downtowners agonize over the details from pigeons to
pocket parks, Salina residents appear to be seeking more basic and functional
amenities. Current reasons for avoiding downtown are a lack of diverse retail,
restaurant options and parking (the latter being more perception that reality).
Residents give high marks to downtown's safety, cleanliness and streetscape.
We suggest that the secret to a viable niche strategy is simply creating a more
distinctive, functional and conventional downtown experience. The following
key elements are part of achieving a more competitive downtown Salina:
. Respect the local history and nostalgia embedded in the downtown
expenence.
. Cluster uses and activities in logical and manageable sub-districts within the
downtown.
. Make downtown easier to find, park and use.
. Fortify downtown's position as a key employment center.
. Create economic development initiatives to retain, grow, incubate and attract
unique one-of-a-kind businesses.
. Promote downtown through sensible tactics that take advantage of
unconventional cross-marketing opportunities.
. Use downtown's arts and cultural resources to add "sizzle" and enliven the
overall experience.
The following sections of the Salina Market-Based Downtown Plan will build upon the
preceding principles and provide the following tools for advancing downtown development:
. Part II Niche and Development Strategies, providing an overall niche strategy
for downtown with guidelines for future development and opportunity sites in several
downtown "sub-districts".
. Part III Implementation Recommendations, offering suggestions for economic
development, environmental improvements, marketing tactics, policies and incentives,
organization and financing, including recommended sequencing, estimated costs and
resources.
. Part IV BID Organizational Assessment, providing suggestions for refreshing the
effectiveness and relevancy of downtown's business improvement district.
27
SUMMARY TABLE: EXISTING RETAIL ACTIVITY WITHIN THE SALINA PRIMARY MARKET
source: P.UM.A survey, November 2001
North Broadway Boulevard
Corridor
2.
Downtown Salina
1.
EXISTING RETAIL~stimated s(}IJare feet)
37,000
Apparel & Accessories
000
8,700
Automotive Dealers
26,454
43,500
Automotive Repair & Supply
3,000
Drug & Proprietary Stores
48,502
66,500
Eating & Drinking Places
25,520
27,700
Food Stores
158
7
108,500
Furniture & Home Furnishings
16,954
8,000
Home Appliance, Radio & T.V.
5,300
500
Gasoline Service Stations
218
31
64,500
General Merchandise
84,000
8,000
Department Stores
125,820
Hardware, Lumber & Garden Stores
15,426
117,200
**Personal Services
2,100
389.462
54,500
548~OO
**Miscellaneous
TOTAL GLA:
categories marked with .. are not included in retail spending data
15,266
3.9%
51,000
9.3%
vacanti
Vacancy Rate
gifts, pawn shops, sporting goods, antiques
travel services, banks
instruction studios, gyms,
art centers, museums
notes
general merchandise category includes liquor stores, photography,
hom e furnishings category includes art galleries, music stores
personal services category includes beauty/barber, taUoo, private
miscellaneous category includes bingo halls, theaters,
SUMMARY TABLE: EXISTING RETAIL ACTIVITY WITHIN THE SALINA SECONDARY MARKET
source: P. U. M.A survey, November 2001
TOTAL SECONDARY
MARKET
Mal
Galaxy Center/Central
M Id.State Plaza Area
6.
South Santa Fe Corridor,
Manor, Fountain Plaza Area
5.
Kraf
~~:i
7. South Ohio Corridor
Corridor
Crawford Street
4
Corridor
Street
1.7D/North 911
3
EXISTING RETAIL (est/mated square feet)
10,000
57,704
9,900
500
Apparel & Accessories
19,909
5,509
14,400
Automotive Dealers
328,206
24,166
26,600
21,400
256,040
Automotive Repair & Supply
28,394
4,500
3,714
20,180
Drug & Proprietary Stores
163,364
13,400
50,555
22,100
36,644
40,665
Eating & Drinking Places
174,315
41 ,925
68,750
5,400
47,800
10,440
Food Stores
50,300
40,700
9,600
Furniture & Home Furnishings
41,897
3,000
13,244
18,000
7,653
Home Appliance, Radio & T.V.
81,973
5,500
76,473
Gasoline Service Stations
162,375
4,550
107,095
44,030
6,700
Merchandise
General
331,167
216,610
Department Stores"
108,952
1,800
93,164
2,250
3,800
7,938
Hardware, Lumber & Garden Stores
64,974
600
30,754
18,050
4,770
10,800
""Personal Services
69,621
1.103.651
19.115
34,621
100,311
35,000
431.756
""Miscellaneous
192.630
164,666
spending data
retail
TOTAL GLA:
"" are not included in
categories marked with
293,654
17.2%
12,365
15.5%
120,075
17.1%
70,200
"36.4%
-40, 100 sf
20,508
12.4%
70,506
15.6%
vacanti
Vacancy Rate
"vacant former Office Depot
sporting goods, antiques
travel services,banks
gifts,pawn shops,
instruction studios, gyms,
art centers, museums
"includes Walmart
note.
general merchandise category includes liquor stores, photography,
home furnishings category Includes art gaileries, music stores
personal services category includes beauty/barber, talloo, privata
miscallaneous category Incluoes bingo hails, theaters,
SUMMARY TABLE: EXISTING RETAIL ACTIVITY WITHIN THE SALINA PRIMARY MARKET - ESTIMATED ANNUALSALES
source: P.U.M.A survey, November, 2001, ULI Dollars & Cents of Shopping Centers: 2000
2. North Broadway Boulevard
Corridor
--- -- ." ...... - .....
Apparel & Accessories 37,000 $190 37,000 $7,030,000
Automotive Dealers 8,700 $121 1,000 $121 9,700 $1,173,700
Automotive Repair & Supply 43,500 $121 26,454 $121 69,954 $8,464,434
Drug & Proprietary Stores 3,000 $229 3,000 $687,000
Eating & Drinking Places 66,500 $159 48,502 $159 115,002 $18,285,318
Food Stores 27,700 $241 25,520 $241 53,220 $12,826,020
Furniture & Home Furnishings 108,500 $134 7,158 $134 115,658 $15,498,172
Home Appliance, ijadlo & T.V. 8,000 $133 16,954 $133 24,954 $3,318,882
Gasoline Service Stations 1,500 $1,707 5,300 $1,707 6,800 $11,607,600
General Merchandise 72,500 $89 31,218 $89 103,718 $9,230,902
Department Stores 84,000 $115 84,000 $9,660,000
Hardware, Lumber & Garden Stores 125,820 $89 125,820 $11,197,980
""Personal Services 117,200 $96 15,426 $96 132,626 $12,732,096
"Miscellaneous 54 500 . 2100 * *
TOTAL GLA: 548.600 389452 938 052 $121 712 104
Vacant 51,000 15,266 66,266
Vacancv Rate 9.3% 3.9% 7.0%
TOTAL EST.
ANNUAL SALES
TOTAL EST.
SQ.H
Strip
SaleslSF
Ft
S
E
Downtown Salina
Strip
Sa. Ft. SaleslSF
1.
E
EXISTING RETAIL
"sales/sf not available
""not included in retail spending data
SUMMARY TABLE: EXISTING RETAIL ACTIVITY WITHIN THE SALINA SECONDARY MARKET - ESTIMATED ANNUAL SALES
source: P.UM.A survey, November, 2001, ULI Dollars & Cents 01 Shopping Centers: 2000
TOTAL EST.
EXlliTINU ,,,: I Ale ESI, Sa. fl. lia'eSllif ESI. Sa. "'. ::tIle,,:;;,. 1:151:. SQ, rt. 0).1.15/0)1'" I:a\:, S~. f'"\. .;J.IIIlI~'.,;jIr ..0.. v . I" .............., --., .. ........._,,- -..---
Apparel & Accesaories 500 $253 9.900 $190 57,704 $267 10.000 $190 78,104 $19,314,488
Automotive Dealera 14,400 $121 5,509 $161 19,909 $2,829,349
Automotive Repair & Supply 256,040 $121 21,400 $161 26.600 $121 24.166 $232 328,208 $43,281,352
Drug & Proprietary Stcres 20,180 $305 3,714 $247 4.500 $229 28,394 $8,102,788
Eating & Drinking Places 40,665 $159 36.844 $213 22.100 $159 50.555 $370 13.400 $159 183,384 $38,820,757
Food Stores 10,440 $241 47.800 $321 5.400 $241 68,750 $362 41,925 $241 174,315 $84,152,885
Furniture & Home Furnishings 9.600 $178 40.700 $134 50,300 $7,182,800
Home Appliance, Radle & T.V. 7.653 $178 18.000 $133 13,244 $314 3.000 $133 41,897 $8,313,850
IGasollne Service Stations 76,473 $1.707 5,500 $1,707 81,973 $139,927,911
General Merchandise 6.700 $118 44,030 $89 107.095 $162 4,550 $89 182,375 $22,483,810
Department Stores' 216.610 $294 331,187 $81,888,789
Hardware, Lumber & Garden Stores 7,938 $89 3,800 $119 2.250 $89 93,164 $209 1.800 $89 108,982 $20,990,408
"""Personal Service. 10.800 $96 4,770 $126 18.050 $96 30,754 $218 600 $98 84,974 $10,142,132
--Miscellaneous 35 000 ~ ~ ~ 34621 ~ ~ 89821 ,
TOTAL GLA: U1,7lJe 1//o1.lJell 192,1130 7OO,m 117711 1 703.551 ua.744 .4.
Vacant 70,508 20,508 70,200 120,075 12,385 293,854
Vacancy Rate 1s.8% 12.4% 38.4% 17.1% 15.8% 17.2%
TOTAL EST.
is
7. South Ohio Corridor
Strip
Galaxy Centerl Central Mal
M Id.State Pia.. Area
Regional
6.
5. South Santa Fe Corridor,
Kraft Manor, Fountain Pia.. Area
Strip
nt former Office Depot .40,
4. Crawford Street Corridor
Nbhd.
1.70/Ncrth 9th Street Corridor
Strip
3.
.includes Wa/mart
"sales/sf not allsilable
OUnot included in retail spending data
Maps To Go
SUMMARY TABLE: SALINA MARKET LEAKAGE ANALYSIS
sources: P. U.M.A survey, November, 2001, ULI Dollars & Cents of Shopping Centers: 2000 and 2001
Number of Households in Total Market: 16,937'
"2001 Estimate
Annual
Supportable
Stores In
HH ~ I:XDenallures Annual ;'8les MBrl\Bl L.ttGl\aab ~aIV;tI~r- .nllillnv," _._..1....' ...-..--.
Apparel & Accessories $1,461 $24,744,957 $26,344,468 $1,599,511 $1,279,609 $253 (5,058) 2,000 (3)
Automotive Dealers $5,010 $84,854,370 $3,803,049 ($81,051,321 ) ($64,841,057) $181 402,739 3,000 134
Automotive Repair & Supply Stores $396 $6,707,052 $51,715,786 $45,008,734 $36,006,987 $181 (223,646) 4,500 (50)
Drug & Proprietary Stores $685 $11,601,845 $8,789,758 ($2,812,087) ($2,249,670) $305 7,376 9,100 1
Eating and Drinking Places $3,099 $52,487,763 $56,906,075 $4,418,312 ($883,345) $213 4,147 1,800 2
Food Stores $4,811 $81,483,907 $66,978,685 ($14,505,222) ($11,604,178) $321 36,150 25,000 1
Furniture & Home Furnishings Stores $380 $6,436,060 $22,660,772 $16,224,712 $12,979,770 $178 (72,920) 3,100 (24)
Home Appliance, Radio & TV Stores $1,231 $20,849,447 11,632,732 ($9,216,715) ($7,373,372) $178 41,423 2,000 21
Gasoline Service Stations $4,270 $72,320,990 $140,750,711 $68,429,721 $54,743,777 $2,278 (24,053) 2,000 (12)
General Merchandise $6,001 $101,638,937 $31,694,512 ($69,944,425) ($55,955,540) $118 (474,199) 2,400 (198)
Department Stores $5,365 $90,867,005 $91,328,789 $461,784 $369,427 $115 (3,212) 17,300 (0)
Hardware, Lumber & Garden Stores $2,469 $41,817,453 $32,188,388 ($9,629,065) ($7,703,252\ $119 64,733 4,800 13
Tottll Commercltll $544 793,725 (246.519)
Nbhd. Center
Average Store
Supportable
SFln
Nbhd. Center
Average
Less 20%
"Normal"
Leakage froml
Import To
Estimated
Marke'
Total Estimated
Marke'
Average
Maps To Go
2000 and 200
SUMMARY TABLE: SALINA MARKET LEAKAGE ANALYSIS
sources: P. U. M.A survey, November, 2001, ULI Dollars & Cents of Shopping Centers:
Number of Households in Total Market:
"2001 Estimate
Supportable
Stores In
HH EXDendltures Trsde Pull Factor I:XDenOltures Annuall:ialeS MarKet ...IUIt\aa& ..,alltr~/....r ''IlalnVI. .......'11;0 _. ...-.".....
.....,. '.
Apparel & Accessories $1,461 $2,396 $40,581,729 $26,344,468 ($14,237,261) ($11,389,809) $263 45,019 2,000 23
Automotive Dealers $5,010 $8,216 $139,161,167 $3,803,049 ($135,358,118) ($108,286,494) $161 672,587 3,000 224
Automotive Repair & Supply Stores $396 $649 $10,999,565 $51,715,786 $40,716,221 $32,572,977 $161 (202,317) 4,500 (45)
Drug & Proprietary Stores $685 $1,123 $19,027,026 $8,789,758 ($10,237,268) ($8,189,814) $306 26,852 9,100 3
Eating and Drinking Places $3,099 $5,082 $86,079,931 $56,906,075 ($29,173,856) ($23,339,085) $213 109,573 1,800 61
Food Stores $4,811 $7,890 $133,633,607 $66,978,685 ($66,654,922) ($53,323,938) $321 166,118 25,000 7
Furniture & Home Furnishings Stores $380 $623 $10,555,138 $22,660,772 $12,105,634 $9,684,507 $178 (54,407) 3,100 (18)
Home Appliance, Radio & TV Stores $1,231 $2,019 $34,193,093 11,632,732 ($22,560,361) ($18,048,289) $178 101,395 2,000 51
Gasoline Service Stations $4,270 $7,003 $118,606,424 $140,750,711 $22,144,287 $17,715,430 $2,276 (7,784) 2,000 (4)
General Merchandise $6,001 $9,842 $166,687,857 $31,694,512 ($134,993,345) ($107,994,676) $118 (915,209) 2,400 (381)
Department Stores $5,365 $8,799 $149,021,888 $91,328,789 ($57,693,099) ($46,154,4 79) $116 401,343 17,300 23
Hardware, Lumber & Garden Stores $2,469 $4,049 $68,580,623 $32,188,388 ($36,392,235) 1$29,113,788\ $119 244,654 4,800 51
Total CommercIal $544,793 725 58lS24 , . .' "
Nbhd. Center
Average Store
Supportable
SF In
Nbhd. Center
Average
Less 20%
"Normal"
Leakage froml
Import To
Estlmsted
Market
Total Estimated
Market
6,937
Annual Average
Annu".WIf.ge household multiplied by 1.~4.nd .tot,'.xpenditlJf"lnm,rkel utim.t<<lSlleawlthln Estim.t8d sa/o mlnua minus ~ "fudge ',c'or' dJvIdedby Industry.t.nd.rd- .fm.rketc.norunnol dlvid<<lbylndusfry,t'nd.rd- .upporl.bl.,tor..lnmMket
.xpendltlH'N byc.tegory fIfJft'lber of housMloI~ (demand) m.rkeler., dem.nd" c,lcUl,tion of unmet .-
nmerket demend or m.rket gap
Salina Community Attitudes Survey Tabulations
Question 1 j
l How often do you visit Downtown Salina? .
I
I
,
i once a week or morel 54% I
r~~'~~~~-~~~-~-~~~---~~~-~~~
! about once a month . +~__ _ 3~
~~~utfourti~~~speryear_L .. ...... . .~~...... .... ..... ....... .12~
jaboutonce per year J ... ..... .............. 3%]
t....;:..:...:..:.:....:.:~..:..:.:..-..:.:..;...:..:.~--..:-,r-.-'-.--'---'-...:..:_-'-'--'-.__...;..;..:......:...:....:..:..:-:..:..._-_.-'-'--'---'--:..:.'-'....-....:..:.._:,.:..:.:--''':'''''':'''''- ,-' "---'.
i never l _ 1 % I
: Totall 100%!
:~~_"~_~"_""_"__""__"_~_~"__"_"~____"_~~~~_"_'--""__~__~~____~___________________"_"_~_""____~____~~_~~~~"~"J
Question 2
r-------------------------------------[Sh~pPi~g(i:~. ap-~-;j-:gifts~ book-;:-;tc;-:;-161%-1
. ! Eating/drinking establishments 150% 1
r .u___.___.....__.......__......u____'............:....:..:..-'-b..... _....-n.__.__.._.-.___n__..:___......... *--- --------:..-r--'-------;
i Antiques and collectibles 117% l
,__h..___....___._______.___~_h..____~h__hn_nn______n__n________________nu_n__n_n___r_____n____J
: Art galleries, museums, theaters ! 14% i
no..._. __...uno ,uU_h__ _.u.u____un___u. u.. on. '."nh".__....___nn_nn_,
If you DO visit [_:i~~~~_____.____________________________________________________________________J~~~~.J
Downtown Salina, is i Other i 12% i
it for: ~______mm__________ .---- _________m__m___________m______________.;._______
i personal or business services i 54%
special events
church services
City/county business
Salina Regional Health Center
If you DON'T visit
Downtown Salina,
is it because of:
Question 3
lack of restaurant options
lack of diverse retail
lack of arts, cultural scene
limited parking
other
concerns about safety
poor lighting/landscaping
lack of maintenance (trash, graffiti, dirty
sidewalks/street)
hours of operation
30%
50%
2%
31
19%
4%
1%
4%
28%
rmm~
Question 4
j Southgate Shopping Area 60%
ISlJn~~t~lazaHS~C)PPingH~reClHH 41 %
I South Sa~ta Fe Shopping Area 10%
:::~~i~: ~~IKrClft~al1orArea .. ..H . .. .H"=~
busines~ ~istricts r other 110%
:~::~ ~~:t~?leastIHF~~~~i~Pla~Sh~PPi~9A~HHHHHHHI~
I Galaxy Center 140% I
;o--,,;,';_:_:":"':":.o..,..:..:..:..:..:..:'-c..:...:",-,-~,,;,:,,'~'.;.:...;..--,-:..:..c........'..-'-'-:"""_'-'--_.c.:...:___-.'_-..:...'...:..:....-.........:U-'-~..4.~.~-~
I Mid State Plaza 143% !
i Central Mall _~__.._~==-=--~ ---183% j
Question 5
more diversity in restaurants
42%
more diversity in shopping/retail services 45%
more arts and cultural outlets 7%
Which
improvements
would encourage
you to visit
Downtown Salina
more often?
family-oriented entertainment
special events
overall consistency in business
hours/days of operation
better infonnation on what exists
nothing! leave it alone
other
13%
8%
18%
27%
14%
16%
Question 6
j------oo-----..-mm-------....m------..--....-m--oo-m---m-..m---r-----h-~;I~~Qh~-~;;-y~~ lived j-;;-----l
: .. . ...H. .... ! . .... .. Salina? ..... ....1
r--------------------------------------------------r-------------------------------00-----------1
~ less than 1 year~ 4% 1
: - - - ,! - - j
r---------------------~--.--.-----------.----r----------.....-----.-----------------..-----------------\
: 1 to 5 years .. ..!. . . .... ... .11% I
:-..:...:...-:..:..:..:..--......:..-.......:........----.--.-- ___.._......._n__------'-'...._.___________ --.ou------.r---.--.-------------.---.-.------.........-------------------------------1
: more than 5 years ~ 85% I
~......_..:.._.____-__u..._._._.____......:_...:_-___._..u___._.:._.n..._.':u'_u.... ......::.....:.-_.....u....o._'u___::___.___._._..___ _ _u'..uu___u __'_ _un__n'... __ nn......-....:.-.-..:___..:._----'-o.__.-\
: Total : 100% I
_ u u__ _._ _ __ .._ nu. O. u_ __.._ _ _u _ _ _... ..._n...... un u ____ .. u u __,. _..'hOU" _...__. uu _ _ _ _. u n_""_ _ U. 0 U U u..o _ u _ _ _ 0 U 0__._.. u___ u.nO ........... _. u ...u!
Question 7
gender
female
male
68%
Total
32%:
100%'
Question 8 I
, age I
1 younger than 18 ...1 .. 0% I
j .'-~":""_':'_'-~_:';_:":-':":":':""'~-'-~----~~':"-':';":":~-":"'--'~-'-~~~'-'--'-"",
j 18-34 I 15% J
: I '
: 35-49 I 29% I
l:o~9_:=:==~_~~~-_~__-.[=-- . . ~~370/01
I I'
]69+1 19%
: Total 100% I
,-~~~~~_.__~~_____.__~~~._._____.~___.____~__~__~_~L~.__~~__.__~.~~~~~__~_~~~~~.~J
Question 9 i
r---------------------------------------------I---;~~~~~-~-~~-;~a -----------1
~ ! ~
r~~-rth-~i~-;~?~~/~~~~~f-~~~t;-F~=c:~_=--~-=~~--~~~~~==--:--=~:-~~~3~1o-1
I north of Crawford/west of Santa Fe i 12% :
,-n._n__u______nnon__n__nn..___n_._..._uu____nnu__u.non_n__.u._~-n.....u-__-n.--U.U..u.___-..___------.u_u-uu.u.n-n_____on_____:
! south of Crawford/east of Santa Fe i 47% :
! south of Crawford/ west of Santa
iFe
18%\
\ Total
100%:
Question 10
annual household income
. $75,000 or more
._______________.1
23%:
'___n_________..._______n_________n__n___________n_________u_n_______O________._
. '
, $25,000 to $34,999
1$50,000 to $74,999------
19%:
____ __~n ___ _~
,
:
"'."r-u
28%j
! less than $25,000
14%1
!
f------------------------------------------------------- -~------------ ------------------ ------------------
! $35,000 to $49,999 I 16% i
; ----------'~-,---~---------~-------':
j Total ' 100% i
. . '
n'-...n'...:..._'.-'__'-'__'o__u_'___ _nnn______nn__..u___________uu-_-____n__~u___-_u_uu___n_-__u-u _-______-n_ud_-.+U-.~ ___-__-nnnnn______u-.u.-__-u-__n_____.
Frequency of Visits to Downtown Salina by Age
!83549. 50~9 69+
j l()I1C:f!~~~~()rl11()re [56%1 500A l 500A 440A
I'HOWoften do you vis. II about Once amOnthm~l:1
Downtown Salina?a~lJtfour tiR1f!~ _per }'f!~u t. _15~J_12o/l'L_1_4 o/l'.. .140/~
lrboutonce pery~ar~J 3%1 . 3%C 5%1~%]
i I never Tffil 0%\ 1%1 0%1
--~-------------------------------------------~-----------~~--------~---------------~~~--~__~__I
Reasons for Visiting Downtown Salina by Age
f---m-- -. u_ ------------ _u_______________mm___________________________m________. .-....--.----T..------l-.--..-----'------------..r - ---------;
i 118-34 35-49 II 50-69.. 69+ i
I ! I ,!
i Shopping (i.e. apparel, gifts, books,etc-:)f 59% I 64% I 58% 1--59~;~1
i_....__"__._______.....m_________________._mmm__m_~_..____.___.---.-Tmm---...-"-f-..---------r-.-.-.~-~-"----..-.-~..-"---'
i Eating/drinking establishments l 45%; 57% j 31% \ 47% I
;nn..___________n_n______-'-nn__________n__nn_nnn___hh_.._+___u_________;__________n__nt__n______+_.~n--_u----_--~.,_-------------1
i Antiques and collectibles i 14%! 17% I 11 % i 15% :
;___u__n____....u_____u__u___________u...______________________..___..._+-._____;.-__:_'---'-'-'---+u..__,!.-.,-:_-______.__.h..--1+-,-,---_u-'---:":-.-'r-u-",:,,:,,:,,:-- _......:..-~
i Art galleries, museums, theaters ! 12% I 13% I 6% I 10% j
~h--..-_--n-.._-_..._.---_h.n--...:--._-__.n....h..U---'u-:".:___'___'_'__'_-_~__-d'.'.'._._' ......_.'_....~.__..-._._.__~__ __.~._.._n._....u.u_~. ..-._.__...-...._.~_.._~___.d-.._..~
i Library ! 36% i 38%! 35% i 39% i
r:::;..~~;I>~~~~;-;~~~.....-.....F~~f....:~~i....:~F5r~1
!__________:-_________ooo___~________~_____________"___________--------r-----~---r-~----~-r--~~r. -~~j
!speclal events ! 17% 16% I 17% I .15%1
!churchservicesn ....---. ..... ... .. . [ 14%111%[16%[_12%1
'.m--..-----..-.-------------------......--...------.--------...--------l"--ooo---..---...--------..,..----T------'
! City/county business ! 28% I 36% I 28% I 28% I
,.._____m_____._m_ooo________oo____._._mooo_ooomnm_____.oo___oomoooo_mooo__.____'__oo.ooooo_____"]"m____...__""]"m_mm___.
: i Salina Regional Health Center I 37% I 43%! 42% I 42% I
:__..nu__.___...._.uu.__..u.__.._~.u._....__~____.n......._.u.....___........~u._."'...._..._..._.._._.___..-u._._..............._.....__._u__._n.._u~_-._-'-'"'_____.__.__.~_u..._.__..____~.._u........__u~"'u.__.u.__._..n._3
i
! Reasons for
i Visiting
i Downtown
lSalina
~
!
Reasons for not Visiting Downtown Salina by Age
r--uu--------.---------u-..---------.u-----~-_.-------------u-------------------------------nf.-----r--.----------f-~-----.-..-~---.------------l
: 118-34 \35-49 i 50-69.. 69+ I
: j I I : i
._.___________ooo____.ooooo_oom'_______m____m______ooo_____ooom___________._m__oo_____l______m_,___mooo__~---m-oo---_-----------.
: ! lack of restaurant options i 34%! 27%! 34%: 29% J
! [-lack of diverse retail -------------T58%! 52%! 24% -i 49% i
: ~--------------m-...----------------m..-..-.--ooo------ooo--.---..--------.------~-.-.....---"---f----------"---.-;..--."-----~~i--.----.--..--j
i lack of arts, cultural scene I 1 % i ! 4% ! !
rl"i~-il;d-P;-;ki;;gm----.ooo-mooo------ooo--mmmm---.moorm--3-1-o/:[m-3-8o/:Tm-3-2-~;~r--39-~;~-i
. ----.....-----------.----~.-------
lother.. .. I 13% 120% i 30% i 18%1
l~~~:~:~~,~~..r.~~F}ttLloo/.r:
: lack of maintenance (trash, graffiti, dirty <. : 40/0 20/0
sidewalks/street 2% i /1 II 4% i
Reasons for
not Visiting
Downtown
Salina
i hours of operation
oon24o/~ i m33~/~Tn--18% 45%-'
I
Business Districts Visited at Least Once a Month by Age d
r r 18-34-135-491 ~.o9 I 69+J
1--------1 Southgate Shopping Area-I 48% I 69% L35% f58% I
::,!sunSEtt~laza~h()PPin!J~~ '"'' '" ,J"~5%L33%157%,,,,4~
! Business I South SantaFe Shopping Area I 11%19~r 13%111 % I
I ~~ctsat 1::~Manor AIl!a~-----H-~ 1:~11~~f -- ;~;,i
I ~:c:~ Once afF~~~tain Plaza sh~ppi~g'A.;;-----~~r--- '80/:]= 7%T~7%-r~~""9%1
11 Galaxy Center , " ,I 43% I 43%1 29% r 45o/~
1 [Mid'StatePi~~-~""U~~-~'"--""~"~'="'~-"~-r=44%[~ 48o/~r=4o-o/~r42o/~1
~""_,__, "u_.'".',.__, __,___J~~~_!~~~!~~~.-_~'~~~,'-_~~_-_-~~-~_-.'_~~_',-,~~~_~,~,~~_-,-_~~_~~.-~~.'~-~.-~--,-~[~~~~r~-~~~r~.~-!~1.~J--,-~_~6-?~]
Improvements that Would Encourage Visits to Downtown Salina by Age
18-34 35-49 50.09 69+
:
more diversity in restaurants 36% 44% 31% 32%
more diversity in shopping/retail 49% 46% 35% 37%
services
Improvements more arts and cultural outlets 7% 6% 3% 5%
that would family-oriented entertainment 16% 14% 17% 15%
Encourage special events 8% 5% 10% 9%
Visits to
Downtown overall consistency in business 22%
Salina hours/days of operation 14% 7% 28%
better infonnation on what exists 34% 26% 29% 38%
nothinglleave it alone 16% 11% 27% 16%
other 10% 16% 18% 14%
Frequency of Visits to Downtown Salina by Gender
.. ... .. ... .. .\
I gender
i
:1 female male
r=""'~"'='="u mmuum...uuu__um.____m____] once a week or more ! 51%[60%
~.' I
! How often do you visit r~boutonc:eaRlonth J~~320f0126%j
Downtown Salina? ~ut four ~imes per year ----------L 13%J 1 O!~J
, ! about once per year ! 3% I 2%!
I never I 1 % 0% I
~--- --.~ --------------------------~-------------j------------------~------j
Reasons for Visiting Downtown Salina by Gender
gender
< Reasons for Visiting
j Downtown Salina
.....__uu_____,.._uu.nu....
i female I male i
.[::t=j~Itf~:~:~:h::~~ks,~~.Ir=;;~r~~ttl
;__Uh...._________.____n_____n______uuu+uuu____uoun__u__....ou...___....__-,_n___n..u___u..T....._____..:.n..:
: Antiques and collectibles . 19% i 13%;
:.__..___~_.__._..__._._.___,______.._..J
i Art galleries, museums, theaters i 15% i 14% i
~..um--.----...--m._..__.----...u.--------.m-m___.-.---....mm--.m......m..u:. m.__.____' .._..(uu u,--.J
: Library ! 44% I 27% i
...-.--------------~---------------------.-------------------..-------------~------------f-.------l
: Other i 13% 112%!
: personal or business services . i 52%'1 57% i
..~_"...~m'__~~__.m...~."~___.m~~".~~"~._"."._"~_~."__""~~~'~~"T~~l
: special events i 18% 10% i
: I l ,
._.m________uuu________.mmm_u_._____mm______u._.____m.m,-._______m.-.1-------.--'
ichurch services i 14%! 14% i
j : { i
'.m.____.. m._________.__m__._ __m___.U .. -- -----. .---- m....______.____m. -- ----. __,.........m.. ---f.---- - .....-:
: City/county business : 31 % i 32% I
;..__.:....._..,.:.._-d.U'_.U.:;..:..:,..:..:.,.:..:_..:.._._u.__~~....-:..:..:..:-._._._._.._'__'....._........:.._.~__.___.__.__..u..........__.___._..._.:--..........'-....n.:...:....-r-...-.:..--....~-.-~-l
1 Salina Regional Health Center i 41 % I 34% I
.......hU___............._.._._......___..__.........._......__...__......;:....~___._......___u._..__..____u___U.._..M____._._...uu...._u..ud._...._..!_......_.._______.l......._..___j
! Reasons for not Visiting
j Downtown Salina
Reasons for not Visiting Do~n SallnabyGender~_j
. Ifemale-! male I
I ::::::;::~onsm .. ... . ..m I m~~1 :~ I
~kofarts,.CUIt~ral.scene .~~.=~~~~_~~~_~.~~...3%j
I limited parking. .. .. ...1 30%\ 33% I
~~~...~_~~_n_~_~.""~~__.~".~_~~"~_~~"~~''""""'"""~~
!other I 21% i 12% I
I ' +----1
! concemsaiJout safety ...... 4% ,\ 4% I
r--------=---------. ------------........;...-----.r...:...---'.'.;.-:.............
I poor lightingllandscaping i 1 %1 1 % I
~ __~____--'--'-'-.-'--.--'----____-'--_____~.;..__________._.:_________J
i lack of maintenance (trash, graffiti, dirty I 4l'l'<! 3l'l'< i
i sidewalks/street . 0 ! 0 :
i.h~~;~n~f~-j;~ti.~;;n_mnmmm..n_mm.mm.m.m..__nm;nnn28~IoTn3'1'~;~';
.....uuuu..........____..uu..__u__........._..________.uu...h.........__ .__n__.__.......h_. .__u______huu..._.... --....---. --- ."
rmnnn
Business Districts Visited at Least Once a Month by Gender
.._.________.__...____._______u.....__u___u......_.___....-.._____u...______..........______u___hU.._....._____nu___n_.........__._________.__..........,_.__________........_n______....
gender
female male
Southgate Shopping Area 59% 60%
Sunset Plaza Shopping Area 40% 44%
South Santa Fe Shopping Area 10% 10%
Kraft Manor Area 17% 27%
Business Districts Visited other 10% 9%
at Least Once a Month
Fountain Plaza Shopping Area 8% 8%
Galaxy Center 42% 38%
Mid State Plaza 40% 48%
Central Mall 83% 81%
Improvements that Would Encourage Visits to Downtown Salina by Gender
r----------~-.---------~~-~~-~~~~~~~~~~r~-~~~~~~--~~~~~~
:1 more diversity in restaurants
! more diversity in shopping/retail 48% 38%
i services I
r;~-;:~ arts and cultural outlets I 7%1 8% 1
r-~~~-~~~'"~~~~~~~~~~~.~===~~~-~'"~~r=='.."""""
[family-oriented entertainment! 14%: 13%J
~.'_-___-_'_-~_-_'_;..:...;.:.o..;..''':':''''''u___.'':':''''''':';_.-'-'-'_'_'-,-,-...'...;.:..-..;'':'':'''':'''........;..;..:..:......;..;.....~~..:....:...:..:..:..:.:~r....:...c.:-:-'-'-'~~-
i special events! 8% 1 7%'
: .. ,I ._ .!
r overall consistency i~ business ! 18%, 16% I
! hours/days of operation!
ib~tte; infonnation on what eXists! 28%1 26% I
~.... __. _...._ ....._ ___.__________.u_ _ u__ .______ _____ __u_u._ ______ n_ ______no ___ :____ .........;:.u -.--'-'-'---.:.....c..~-'..:..r--..:....:...:..-..:......-~
: nothing! leave it alone ! 13% i 17% i
.__...u.u......mm...uummummm..__..uu.u..unmumuu..mun..._n_u.,_u._.m__.nn[n.___m...
: other : 16%! 15%!
..u................... ..n.....:...._._uuu__ .....n.................u......m.n.u_.... .n.n_.m...~n...._._.o.nu.~....._. ....J
r
: Improvements that would
j Encourage Visits to
i Downtown Salina
Frequency of Visits to Downtown Salina by Income
Income
. .
r=-::.-:-=-::-o-=.:-_-;:--~.::-:.-~-:.--_._---=.::-:-_"':-~=-;;-o"':
! less than ! $50,000 or!
: $50,000 i more '
.. .......... ... ....--- -. - ........-...".-.-.-.-.-.......-...-.....-.-...........".-.-.-.-.-.-.-.-.-.-.....-......................-.-.-;..-.....".-.-.-...-.-...c.-.-....,._....-_-.-,.,-_"-=-,."'"_-.._._-_-_..-_-~.~_-_....._.=-..."-..~........_..._.=_.~.....-.':..--....~..-=---=---.-.-=-=--='--.--.-.-=-.-----.-----...-.t.--=-=-.-.-......-.-.-.-....-.<:....-.-...-.-.....-._=_1
: once a week or more ~ 51 % I 57% i
~-_n---.---u------n--_-n-'----n_------_---n-_-nnn--~.-.-_----..---..----~---.r--.-u.---~--'--.-----~
! about once a month ! 30% i 32% i
: ---------'-----_--:~._----~---~
: about four times per year : 14% j 10% !
,____________________._________m______n_______..._o.o.',.._____...________..-r--------.----------,
: about once per year 4% : 2% !
, . 1 .-
:~~;~.~--.._--..-u-----n-n--nu----------------:.--m----u...m1%I.n.---m--n---6~1o'1
___ ...... . ___...n nn ...... .. .....n u' nn n..... ...m._. 0. 0. ....__m..._m.__._n .____ _ mo.m mm nn mn mn___.___m_m____mL_.._ ___.. mn _m'
How often do you visit
Downtown Salina?*
* Differences between subgroups are statistically significant.
Reasons for Visiting Downtown Salina by Household Income ~
1 Income
U01 Shopping (i.e. apparel, gifts,
. books, etc.)
"
I Eating/drinkillg e~tablishrnents j 42% 60% 1
I Antiques and collectibles I 14% 1---- 18o/~-i
[Art galleries, museums, theaters r 1 O%I18o/~1
r--------~~~~"~~~~~~--"~"~r-~~"~~~~~-""-r~"~~"~~".c!
l:.i~rary="~_~"=~~_ "--==+~"~!~~rl~"-~~~~~~~j
I Other I 9% 14% i
! personal or business services . . i , ,56% 150% j
fu--------u...--------------------------------r----------------1-----------'
: special events I 17% I 18% !
r-~h~~h~;;:;i~~~-mm-------m------u---m-[--m-m---1-4o/~T-----13-o/~-]
:cnyi~~~ty busi~e~;_-.--u------[----- 28% 1-'35%1
_,________..,____________1~~i-i~~-"R-~i~~-~0~~lth--~~~~0~=I:~=-~3..~~-r"--==u--37~J
j
i
I
1
!
1
j
: Reasons for Visiting
: Downtown Salina
less than
$50,000
$50,000
or more
59%
61%
Reasons for not Visiting Downtown Salina by Household Income
Reasons for not Visiting
Downtown Salina
Income
less $50,000
than or
$50,000 more
lack of restaurant options 33% 30%
lack of diverse retail 47% 55%
lack of arts cultural scene 2% 2%
limited parking 34% 36%
other 19% 15%
concerns about safety 5% 3%
poor lighting/landscaping 1% 1%
lack of maintenance (trash, graffiti, 3% 3%
dirty sidewalks/street
hours of operation 28% 31%
I
i
I
1
roo
I
i
i
i Business Districts Visited
i at Least Once a Month
Business District Visited at Least Once a Month by Household Income
_muumu - uu_mu.mun . .uuuuu_____uumuunm._ -----TJ;come
less 'r-~ $50,000
than . or
$50,000. more
uum.nm -u-uTSouthg~te Shoppi~gAr~U uluuu48~lor~71%
rsu~set PI~~ Shopping Area I --53%131 %
! South Santa Fe Shopping Area I 11 %: 9%
rK;~ftM~~o;A;;;"~"-~C~-"~-"~--~~~~~--[C-"~- 20%r~- - 19~%1
r~th;;-------c---~--------~------T---1-1 %1 --- 9%
,_~_c._C_"~_C_~_~cc~_~__c_____~~_~._____~~_~~~~c~~~,~~"~~~~
! Fountain Plaza Shopping Area I _ 8%! 8% I
,________________________________m____m________m________________-T-----------cc---~-~--.--~-c-c~l
! Galaxy Center i 40%: 45% !
.'_____. _..,___~_~______..______._~__..---------l
: Mid State Plaza ! 43% : 45% i
. .uu.uuuu.___n_ .. uuuuu..~u.-u.u.m-uu.C--iu.----u---m..-l
: Central Mall i 76% : 89% i
_~_,____._~______~~... _._________'_._.___ __,__.~_~.._._ _____', ~~_...._______._._.._____ ______.__._.__.___.~.. _._.________.~.__l....___._____~~~___..~_____~_i
Improvements that Would Encourage Visits to Downtown Salina by Household
Income
.+++___,uu___u __u_________.._~______u_u_____,
. .
Income
.----..~~---.
. less i $50,000 1
I than : or I
I $50,000: more I
__.__u__._.....________u__u____u_u_uu. ________m___u,uoo__m._______moo_______mu.__.m______________oo__-oo----------------T---.----------'-----I
: more diversity in restaurants i 33% i 50% !
~;or~di;e.:sity in shopping/retail 41 %: 49% I
services : ;
,---~-_._------.-----------._------~-----r---~:------~~
: more arts and cultural outlets I 5%: 8% !
l!~~:~~~~~~~~~~!~~i~~~~~:::::~::~~I:~u--~:~i]=~~-1-~~]
: special events . 9%1 8% I
,;;~~.~~il~;;~~i~~~~y-i~-b~~i;;~;-----u-ul---.--~-;~-t---u-.-;-~-~-j
: hours/days of operation II!
~ _ _._.~...__ __.__._._~..____.__ ,.....:..:..-'-_.,....,__ _______. _._.~__.__u...:..-'-----_-__._'_ .-.-.u.-, .u.__u______i__.__.__++_._u_u._uc.:..;r-,..._.n._-u..;..:..:..:..:.---'--_~
: better information on what exists i 34 % I 22% I
: ! l 1
.____u_.___m__u..___m____m___..uoo_________.oo___mm____u______m-.--rmu-------------,--oo-------------'
: nothing! leave it alone I 19%: 9% I
._.__~._~________.__.____~__._~____~._________________~__.._~;-__._~............:~-J
: : other I 13%: 16%1
:m ___.__.m__._..__m_.____m.nuu_m_. .u.n__m___.u...______.nmn_________. nm_u._m__mm_..u___u__umm___m.._______c..m~_.._m_._______m:m_m_c_________..1
j Improvements that would
i Encourage Visits to
I Downtown Salina
jlii.c..w.....wv.......................J..O..w.w.............W'U)W.....}'ft'.....wAW...WW...............W...W.....W..,W"',.W,........."'..........
'" "ly"'f sa - ........M..'I.A..'!;'O...."i(J.I,.......'tit"".vm.'.Rl.......
~i~i!B.g;.lliil;lllir..l....:.;;gW::<J}!lglL~::.vM
Dean Andrew
Salina City Planner, 300 West Ash (309-5720) dean.andrew@salina.ora
Tom Bell
Salina Journal, 333 South Fourth St. (823-6363) tbell@saliournal.com
Dennis Collier
Developer, (mail to: P.O. Box 3528) 4209 E. Country Club Road (827-8128) coldden.com
Gerald Cook
Salina Area Chamber of Commerce, 120 W. Ash (827-9301) Qerald@informatics.net
Murray Gorman
Caper's Cafe & Bakery, 109 N. Santa Fe (823-7177) murray@caoersonline.com
Chris Hoffman
UMB President, 100 S. Santa Fe (826-4000) chris.hoffman@umb.com
Susanne Hokett
Design Central, 152 S. Fifth St. (825-4131) desiancentral@sbcalobal.net
James Holland
Saline County Planner, 300 West Ash (309-5813) iames.holland@saline.ora
Alan Jilka
Alan's Furniture, 141 South Santa Fe (827-0002) aeiilka@swbell.net
Jim Maes
DT Prop. Owner, VP/Blue Beacon, 500 Graves Blvd. (825-2221) iimm@bluebeacon.com
Wendy Moshier
Salina Art Center, 242 S. Santa Fe (827-1431) wmoshier@salinaartcenter.orQ
Randy Peterson
SRHC Administrator, 400 S. Santa Fe (452-7144) randvo@srhc.com
David Petty
Martha & David's Boutique, 108 South Santa Fe (827-9990) oettvd@swedes.bethanvlb.edu
Jim Ravenkamp
General Air, 200 South Fifth St. (827-0484) iimr@aenair.com
Shelli Swanson
Salina Airport Authority, 3237 Arnold Avenue (827-3914) sswanson@salair.ora
T odd Welsh.
Welsh & Assoc. (Remax Realtor), 415 E. Iron (823-0696) welsh@salinahomes.com
Rev. 1-8-02
City of Salina
Market-Based Downtown Plan
Part II:
. .... ,.
:f".lcheand Development Strategies
Final Draft
April, 2002
il
11
d
q
: ~
Contents
Ii
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p.
il
II
II
I'
II
I. D()vvntown Salina Niche Strategy
1
....- .......,' ..- ----.. .. - -- -. .' - .
.",'.-"-"- ..... .......'... ',',',-',' .-.-',-, . '.,'. ...... .- - ',..
','--',.:.<-<.-- ......':'. :,:,,:.,'.-,: : :::': ',',' -:-,' .
"':-::::-::::::..:::::'::- " ::- ",:::':.-: ',:, ::,: :':"
U. . Downtown DevelQpment Districts
a.Santa Fe AvenueDistrict
b. ... Employment District
. ... pC. Civic District .
.d. Ho&pital District
e. . Mill District
3
I!
ii
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Ii
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II
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II
i:
...........'..............---... ......
..... ..... ---........ . "
Part If APpendices: .
A. Downtown DevelopmentOistrict Map
B.iN,iche and DeweloPrn~nt,/~trategies Matrix
.. ,.... ....----
...........-...,....,.-............
.' '...._...,:.:-:.:.:.:.:.;.:-:.: ;'.-:":-.-.-.".
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"__~_,"""~_,__.j_'N_-,-_,__,'___"h. _._______ .n.. ____
. n.__ ____......_....______.n
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I. Downtown Salina Niche Strategy
Part I of the Salina Market-Based Downtown Plan included an economic profile,
competition and leakage analysis, evaluation of comparable business districts, 1,300
responses to a community attitudes survey and perspectives from more than 125 downtown
stakeholders. The key conclusions from the Part I Competitive Analysis, which are
explained on pages 25 and 26 of the Part I report, include:
1. Salina is a stable, predictable and conservative market.
2. Salina's retail market is balanced.
3. Downtown remains a significant regional attraction.
4. Downtown is relevant to the locals.
5. Arts and culture provide the sizzle, NOT the steak.
6. Cross-marketing opportunities abound.
7. A new vision for downtown is in the mirror, not the crystal ball.
Part I concluded that the secret to a viable niche strategy is simply creating a more
distinctive, functional and conventional downtown experience. The resulting recommended
niche strategy for downtown Salina can be summarized as:
Experience Downtown Salina:
Unique Shopping, Dining, Arts and Entertainment
There are several key phrases within this strategy that differentiate downtown:
. Experience: Downtown is a collection of activities that together create a multi-
dimensional "experience" - a place to walk, see and participate in a variety of
activities.
. Downtown Salina: Downtown remains relevant to Salina residents with 84%
visiting the downtown once a month or more. Our research finds that downtown is
generally perceived as a positive place and residents appear predisposed to shop, dine
and be entertained there.
. Unique: Downtown will offer unique one-of-a-kind attractions, ranging from its
myriad of arts and cultural venues to retail and restaurants that are locally-owned,
independent and distinctive to Salina.
. Shopping, Dining, Arts & Entertainment: The steak and the sizzle are offered in
downtown. Our research finds that a stronger shopping and dining product will
most directly appeal to Salina's local market. Arts and entertainment provide a
backdrop of creativity and innovation and reinforce the area's uniqueness.
The remaining recommendations within this plan are oriented to building upon this
niche strategy.
2
II. Downtown Development Districts
Downtown includes a large geographic area, broadly defined for the purposes of this
plan from North Street to the north, Ninth Street to the west, Prescott Avenue to the south
and the Smoky Hill River to the east. This area encompasses more than 80 square blocks
and a variety of use areas ranging from residential neighborhoods to heavy industrial.
Downtown development districts are recommended to help guide the methodical
and sequential clustering of downtown uses. In order to be successful, many
complementary uses require a "critical mass" of activity to convey a sense of place and
provide a suitable destination to attract patrons.
For downtown Salina, we are recommending five logical development districts,
including: (1) Santa Fe Avenue District, (2) Employment District, (3) Civic District, (4)
Hospital District, and (5) Mill District. Development strategies for each district are
provided in following pages and a map illustrating the physical layout of the districts is
provided in the Appendix.
Overall Downtown Development Framework: The proposed downtown
development districts are intended to contribute to and create an overall physical framework
that is founded on the following principles:
. Build on history and inherent strengths: Downtown's history, distinctive
scale and architecture enhance its overall ability to deliver a unique experience. We
aim to build upon its authenticity as opposed to creating a themed or sterilized
facsimile.
. . Capitalize on anchors and connect attractions: Downtown's anchor
attractions include the city/county offices to the north and the Salina Regional
Health Center to the south. These two destinations act as downtown's
"Nordstroms", attracting hundreds of thousands of visitors to the central business
district each year. The development strategy aims to capitalize on the activity
generated by these anchors and to connect them to attractions in between.
. Keep downtown functional and easy to use: The development strategy
recognizes the physical and psychological constraints of downtown development -
downtown must be a manageable scale and easy to use. Development districts will
aim to take advantage of existing infrastructure -- particularly parking and many of
the pedestrian amenities that were created in the 1980s.
. Respect the scale and expectations of the marketplace: Development
districts are tailored to meet reasonable expectations of the Salina marketplace.
Downtown can become more vital, but change will occur in an incremental and
methodical pattern - not an overnight transformation.
3
1. SANTA FE AVENUE DISTRICT
Location: Three blocks of Santa Fe Avenue, from Ash Street to the north and Mulberry
Street to the south.
Role and Relation to the Niche Strategy: Santa Fe is the heart of downtown and the core
of the "downtown experience". Our goal is to create a three-block stretch of shopping,
dining, arts and entertainment. If the heart is strong, the rest of downtown will function
well.
Sense of Place: Santa Fe provides historic architecture and a sense of scale that is ideal for
Salina's pedestrian experience. Policies in this area should concentrate incentives for the
restoration of facades, illumination of traditional signs and attraction of businesses that make
downtown a unique not-to-be-missed attraction. We want "transparency" along the street-
storefronts with inviting windows and visible displays, opportunities for sidewalk cafes and
active use of mid-block pocket parks. Upper floors of buildings are ideal for office and
residential loft uses. Santa Fe should be the primary venue hosting periodic special events
and festivals. The pedestrian canopies from the late 1980s streetscape effort provide visible
gateways for the district. The northern face of the north gateway and southern face of the
south gateway should be illuminated to announce the downtown experience.
Pedestrian canopies could serve as illuminated "gateways" to the district.
Suggested Uses and Activities: Santa Fe is our initial focus for downtown shopping,
dining, arts and entertainment:
. A suggested retail strategy is to create a ''linear department store" along Santa Fe.
Our market analysis finds a lack of mid-price point merchandise in the Salina market
as the department store category is dominated by discounters and big boxes.
Adjusted for Salina's significant regional "pull factor" our leakage analysis finds a
genuine gap for department store merchandise. A variety of retail concepts are
suggested, including apparel and accessories (men, women, children - all types),
home furnishings, kitchenware and accessories, shoes, gifts, books, toys, hobbies,
etc. The only prerequisite is that retail be local, independent and unique, offering a
high level of quality and customer service. Suggested prototype: Martha & David's
4
. Restaurants are a natural for Santa Fe Avenue, particularly with traffic already
generated by downtown employers, cultural attractions and the anticipated opening
of the Fox Theater. A variety of restaurant concepts were supported by the
community attitude survey, including Mexican, "ethnic" and family style dining.
New restaurants should provide a quality dining experience in a sophisticated
environment. Our surveys found that higher income households are already visiting
downtown seeking this type of dining experience. Suggested prototypes: Caper's,
Gutierrez Restaurant
. Entertainment, including live music and dancing, with dining is also recommended;
however, we support the City's conditional use permit process for eating and
drinking establishments in the Santa Fe District. Conventional bars and alcohol-
oriented clubs may be better accommodated in the Mill District.
Development Challenges and Opportunity Sites: The most significant development
challenge for the Santa Fe District is to recruit tenant prospects and guide the restoration of
a variety of small buildings with a diverse, entrepreneurial and independent ownership
profile. There is no central site or large ownership assemblage to advance development.
Promoting development in this environment will require a repositioning of services offered
by the business improvement district, Salina Downtown Inc and the City of Salina. These
agencies will need to work cooperatively to create an environment to attract and incent new
investment.
As Santa Fe is energized, parking will become a more significant issue and a potential
development constraint. A parking management plan should be developed to address on-
street parking, including rigid enforcement of 2-hour zones as the area develops. The Santa
Fe District's employee and long term parking challenges will be addressed by the expansion
of parking supply in the adjacent Employment District.
Linkages to Other Districts:
. Become an interesting destination and attraction to capture patrons from the
downtown "anchors" found in the Civic District to the north and the Hospital
District to the south.
. Become an active retail, dining, arts and entertainment center, creating a value-added
amenity to attract new businesses and office tenants in the Employment District.
. Share parking resources with the Employment District - daytime parking reservoir
for employees, nighttime supply for consumers.
. Mill District can become incubator for new retail, dining and arts concepts that can
later mature and move to the Santa Fe District.
5
2. EMPLOYMENT DISTRICT
Location: The Employment District surrounds the Santa Fe Avenue District in a "U"-
shaped area bounded by Ash Street to the north, Eighth Street to the west, South Street to
the south and Fourth Street to the east.
Role and Relation to the Niche Strategy: The Employment District provides the primary
job base that is central to the long-term stability of downtown.
Sense of Place: The Employment District provides the opportunity to cultivate a
pedestrian-oriented work environment that is unique to Salina. Businesses located in the
Employment District are within walking distance of a variety of key amenities, including:
. The retail, dining, arts and entertainment experience of Santa Fe Avenue.
. Downtown anchors, including the city/county government complex and Salina
Regional Health Center.
. Recreational amenities offered by the nearby Oakdale and Kenwood Parks.
. Residential living options in the historic neighborhoods located to the east, south
and west.
Businesses located within the district are within walking distance to key amenities.
Suggested Uses and Activities: There are several business types that can thrive in
downtown including:
. Primary office employment, including banking and other large (more than 2S
employees) businesses.
. Support businesses for downtown's anchors, including government related support
to the north and health services to the south.
. Professional office and personal service businesses that currently comprise much of
downtown's employment base.
. Entrepreneurs that choose to locate their business downtown for the unique
environment and lifestyle that the area affords.
6
Development Challenges and Opportunity Sites: The Employment District offers the
most immediate development opportunities in downtown Salina. Key development sites for
short-term (within the next three years) consideration include:
. Roosevelt/Lincoln Schools: As part of Salina's aggressive school construction
program, the Roosevelt/Lincoln Schools will cease to exist as a school campus in the
spring of 2003. The campus includes the 49,000 square foot Lincoln building to the
north, 46,000 square foot gymnasium and cafeteria in the center and 42,300 square
foot Roosevelt building to the south. The campus's buildings and systems have
grown incrementally over the past 80 years. The two buildings are outdated and
would be extremely expensive to convert to a new use.
The cafeteria/gymnasium is the most marketable component of the campus. This
recreational facility could become operated by either the City of Salina or the YMCA.
Of the two remaining buildings, we find the most value in the Lincoln building to
the north. In addition to historic integrity, the building has a 250-seat theater that
appears to be in reasonable condition. lincoln has value for an institutional use,
particularly arts and/or education related. Roosevelt, the southernmost structure on
the campus, is problematic. We suspect conversion costs are high given the age and
condition of the building and the low supportable rents for housing and office uses
in the Salina marketplace. We support demolition of Roosevelt, particularly if a
reuse solution cannot be determined within a reasonable ?me frame (i.e. 24 months).
The Lincoln School and cafeteria/gymnasium buildings.
. The Phoenix Hotel: Located at the corner of Iron and Fifth Streets, the Phoenix
Hotel is a key development site that could advance both the Employment and Santa
Fe Avenue Districts. Currently, the Phoenix serves as a residential hotel. It has too
many rooms and requires too much investment to realistically upgrade the facility to
a more conventional hotel use.
The Phoenix site, however, is of strategic importance to downtown. We see the site
as a potential redevelopment project including a parking structure and an adjoining
office building or small modem full-service hotel. Parking on the site could serve a
variety of downtown attractions, including the Salina Community and Fox Theaters.
A structure would also provide a reservoir of parking to support additional primary
employment during the day and retail, dining and entertainment uses at night.
7
The Phoenix site is of strategic importance to downtown.
. 300 Block of South Santa Fe Avenue: While only one block, the 300 block of
South Santa Fe Avenue creates a psychological barrier between the core of
downtown and the Salina Regional Health Center. With more than 1,000 employees
and nearly 100,000 annual visitations, SRHC is a major economic engine for
downtown. We suggest planning and policies to encourage the hospital campus to
grow to the north and other infill development that can help eliminate this gap of
relative inactivity.
In addition to the preceding development opportunity sites, parking is the most significant
challenge in the Employment District. Fortunately, many publicly-owned surface lots exist
in strategic locations throughout the District. Many of these lots were acquired and
landscaped as part of the late 1980s streetscape improvement project. To accommodate
continued business growth in downtown, we recommend a parking supply expansion study
to evaluate the potential for one or more of these lots to be converted to a parking structure
within the next five years. The development of a parking structure will require an innovative
financing strategy such as a parking district.
Linkages to Other Districts:
. Area of primary and secondary employment providing a stabilizing job base for
downtown.
. Strategic parking and development sites that support investment in both the
Employment and Santa Fe Avenue Districts.
. Support services and businesses for downtown's key goverrunent and health
anchors.
8
3. CIVIC DISTRICT
Location: Encompassing the city and county government complex, roughly bound by Elm
Street to the north, Tenth Street to the west, Ash Street to the south and Santa Fe Avenue to
the east.
Role and Relation to the Niche Strategy: The Civic District is one of two primary
activity anchors in the downtown. In addition to providing nearly 1,000 jobs, the city and
county offices, library and post office collectively generate more than 450,000 visits per year.
The Civic District is part of the bedrock that provides downtown with a generally positive
perception among Salina residents. Much like an anchor department store in a mall, the
Civic District can be an effective marketing channel to communicate downtown's many
amenities to city/county government visitors.
The Civic district could serve as a channel to market downtown's amenities.
Sense of Place: The Civic District includes several clusters of government buildings,
including the City/County administrative buildings, County courts and the juvenile detention
center. Pedestrian directories and signage could better link the various destinations within
the District. The Civic District could also be better linked to the Santa Fe and Employment
Districts to the south by improving pedestrian lights and crosswalks.
Improved pedestrian lights and signage could better link the Civic District to the Santa Fe and
Employment districts.
9
Suggested Uses and Activities: The Civic District should continue to accommodate the
growth of city and county government functions in Salina. Other aligned civic
organizations, such as the Chamber of Commerce, complement the use mix.
Development Challenges and Opportunity Sites: Within the Civic District, sites should
be identified to accommodate the continued future growth of city and county government
facilities. We find that the city complex could grow in either of two directions - to the east
toward and across Santa Fe Avenue, or north across Elm Street.
We also recommend that the City and County governments consider adopting policies to
concentrate the future growth and development of civic facilities in downtown. A
"downtown first" policy could responsibly consolidate the capital and operational costs of
civic facilities in downtown, plus provide certainty to the downtown community of die
governments' long term intent - similar to a 99-year lease commitment by a mall anchor.
Linkages to Other Districts:
. Primary source of visitors and vital marketing channel for the northern end of the
Santa Fe Avenue District.
. Anchor activity that supports development of support businesses and services in the
Employment District.
10
4. HOSPIT AL DISTRICT
Location: Encompassing the Salina Regional Health Center and environs, rougWy bounded
by South Street to the north, Eighth Street to the west, Prescott Avenue to the south and
Fifth Street to the east.
Role and Relation to the Niche Strategy: Similar to the Civic District, the Hospital
District provides a critical activity anchor for the downtown. With more than 1,000
employees and generating more than 100,000 annual visitations, the Salina Regional Health
Center is, after city and county government, downtown's number two attraction.
Sense of Place: As a hospital campus, the Salina Regional Health Center creates an internal
space that effectively connects the hospital to parking and related medical offices. There is
considerable tension at the District's western and southern boundaries where the campus
borders historic residences. The eastern boundary is limited by the City's water plant and
the Smoky River. The 300 block of South Santa Fe Avenue, which separates the Hospital
and Santa Fe Avenue Districts, provides a barrier of inactivity.
Suggested Uses and Activities: The continued long term growth of the Salina Regional
Health Center should be accommodated within the Hospital District. Downtown's overall
economic condition would be endangered if the Health Center has to look at alternative sites
for expansion.
Long term growth of the Salina Regional Health Center should be accommodated within the Hospital
district.
Development Challenges and Opportunity Sites: The key challenge in the Hospital
District is accommodating the long term growth of the Salina Regional Health Center while
protecting the integrity of historic neighborhoods to the south and west:
. Three homes on the 7m Street cul de sac within the hospital campus create
uncertainty for the future expansion of the hospital. These homes are not
considered historic and are not part of historic district IV that includes 8m Street.
The City should have a role in helping the hospital acquire and demolish these
homes to provide more certainty for facility expansion planning.
11
. Prescott Avenue provides a more formidable challenge for hospital expansion
planning. In this area, hospital expansion must be compatible with the adjacent
residential historic district. We support a compromise solution that preserves a
portion of the homes and/or residential development scale with uses that are
compatible with the residential neighborhood.
Prescott Avenue residence
. City policies and development incentives should be created to direct future hospital
campus expansion north along the 300 block of South Santa Fe Avenue.
Encouraging expansion of the hospital campus to the north will connect the
hospital's employees and visitors to the retail, dining and entertainment amenities
within the Santa Fe Avenue District.
The 300 block of Santa Fe Avenue could more effectively connect the hospital district to downtown.
Linkages to Other Districts:
. Primary source of visitors and a vital marketing channel for the southern end of the
Santa Fe Avenue District.
. Anchor activity that supports development of support businesses and services in the
Employment District.
12
5. MILL DISTRICT
Location: The historic mill and warehouse area located in the northern part of the central
business district, bounded roughly by North Street to the north, Ninth Street and Santa Fe
A venue to the east, Ash Street to the sough and Third and Fifth Streets to the east.
Role and Relation to the Niche Strategy: The Mill District embodies part of the rich
history of Salina, back to the days that the city was a worldwide agricultural powerhouse.
This area was called "The Mill District" in the late nineteenth and early twentieth centuries.
The district's collection of mills and warehouses provide visible and enduring landmarks and
icons for downtown. It is a different part of the downtown experience, more adventurous
and "edgy" than the rest of the central business district.
Sense of Place: The Mill District provides a strong visual backdrop and historical context
for downtown Salina. While mills and warehouses may be common in communities
throughout Kansas, it is rare to find such a large assemblage of these structures. We suggest
that this area retain much of the "grittiness" that makes it a unique area - including railroad
tracks, original brick streets, rough or non-existent sidewalks - a living museum, of sorts.
New signage and environmental improvements should be subtle and not overshadow the
authenticity of the area.
Grain elevators in the district provide a strong visual backdrop, historical context to downtown.
Suggested Uses and Activities: We recommend that the Mill District become
downtown's area for innovation and creativity. We see a myriad of use types, including the
retention of existing warehousing and manufacturing functions, plus many new creative use
types including:
. Artist studios and lofts;
. Entertainment, including alcohol oriented dance and nightclubs (in conjunction with
a "Good Neighbor Policy" that establishes standards of operations and behavior);
. Live/work environments.
The Mill District, with lower real estate costs, could become an "incubator" for retail and
business concepts that later expand and/or move to the more mainstream Santa Fe A venue
District.
13
Development Challenges and Opportunity Sites: To preserve many of the significant
mill and warehouse structures in the Mill District, we recommend that the city consider
creating a local historic district that includes warehouse buildings in the vicinity of Elm
Street from Santa Fe Avenue to Fifth Street, and the historically significant Lee Mill at Pine
Street. Incentives should be developed to encourage property owners to stabilize and
improve historic properties, including the restoration of original facades and business signs.
Zoning in the area should be amended to allow a multitude of uses, ranging from existing
manufacturing to residential to entertainment.
A local historic district could be created to preserve future value for reinvestment.
Linkages to Other Districts:
. Mill District becomes an incubator for retail and business concepts that could later
expand and/or relocate to the Santa Fe Avenue District.
. Mill District becomes a visual icon and backdrop for downtown.
14
City of Salina Market-Based Downtown Plan
April 2002 Final Draft
Prepared by Progressive Urban Management Associates
to to to to to
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Mure sita for meture
retell, dining end arts
concepts Incubated In
Mill 0 illrlct
___n___ uou...._uu__n_._un...._
Development Challengesl
Opportunity Sites
tenant prospect recruitment
guida the rastoratlon of a
variety of small buildings with
diverse, independent
ownerships
elignment, reposijioning of
services offered by BID, SOl
and City to attract investment
devalop parking management
plen
primary and secondary
employmant provides
downtown job base
parki ng and developm en
sites support investment
In Employment and
Santa Fe Avenua
districts
Rooseveltllincoln Schoo is
Phoenix Hotel
300 block of Santa Fe Avenue
develop parking supply
expansion plan
support businesses and
services for civic and
hospital anchoB
primary visitor source
and marketing chamei
for north and of Santa Fe
Avenue District
sustains development of
Employment District
support businesses end
services
--
primery visitor source
and marketing chamel
for south end of Santa Fe
Avenue District
sustains development of
Employment District
support businesses and
services
city encouragement of hospital
campus expansion north to 300
block of Santa Fe Avenue, thus
providing I connection to the
Santa Fe Avenue District
._-----~--_..._---~----_.._--~----_.,..-~-----~~---
cijy creation of a local historic '. an incubator for retail
district and other businass
concepts that could
expand/relocate to the
Santa Fe Avenue district
a visual icon and
backdrop for downtown
Suggested Uses/Activities
.. ..... .._ "_h_H_.. ......" __.._.__ ____u___
a focus for shopping, dining, arts
and entertainment
'linear departm ent store"
featuring local, high-quality,
independent ratail
resteurant concepts to Include
Mexican, athnlc and family styla
dining in a sophisticated
env ironm ant
liva music with dancing and
dining-support of conditional usa
permitting
,...-. ----~----_.._-_.-..- ----~._.._----_.~
. primary office employment
support businesses for civic and
hospital anchors
professional office/personal
service businesses
location of entrepreneurs
seeking unique environment,
downtown lifestyle
-_..-. _._.._-.----~----~
continue to accommodate growth
of Salina's government facilities
Chamber of Commerce
complements the usa mix
continue to accommodate iong-
term growth of the SRHC within
tha Hospital District to ensure
downtown's economic vitality
retain existing warehousing and
manufacturing functions
artist studios and lofts
entertainment, including alcohol-
oriented dance and nightclubs-
apply "Good Neighbor Policy"
livelwork anvlronm ents
a retail and business "incubator'
Sense of Place
. ._._ .u____uo... ....n___ _. __u. ..n..
historic architecture, sense of
scale
provide incentives for facade
restoration, illumination of
treditional signs, attraction of
businesses
ectlvate street-level, venue for
festivals, 'transperency"
upper levels - office and
residentiel use
.
Downtown Salina Niche and Development Strategies
Prepared by Progressive Urban Management Assoc/ates 4/02
_ uu__n......
Role/Relation to Niche
Strategy
.....------.--------.
downtown's heart
core of the 'downtown
experience"
envision a three-block stretch of
shopping, dining, arts &
entertainment
l.ocatlon
three blocks of Santa Fe Avenue
between Ash Street to the north and
Mulberry Street to the south
Development
District
illumination of north & louth
faces of pedestrian canopies
as gateways
_.~..~h~_.__.._~._.
pedestrian-<lriented work
environment
walking distance to Santa Fe
Avenue District, civic and
hospital anchors, parks and
adjacent residential
neighbomoods
identify sites to the east and
north, within the Civic District to
accommodete future growth of
city and county government
facilities
growth
adopt "downtown first'
policy
;~~ ~~~s~~~~~ ~ ~~~i~~~f6ul-
de-sac homes to accommodate
future hospital expansion
hospital expansion along
Prescott Avenue needs to be
compatible with/sensitive to
adjacent historic residential
district
develop incentives to
encourage property
improvements, restoration
amend zoning to allow a wide
variety of uses
for
proVides a strong visual
backdrop, historical contaxt
downtown
retain fael of "grittiness"
including railroad tracks,
original brick streets, etc.
subtle use of new signage and
environmental Improvements
embodiment of Salina's history
as agrlculturel powerhouse
area was referred to as "The Mill
Dlttrict" during the lete 19"'/early
20 centuries
a more adventurous, "edgy" part
of downtown
the historic m ill and warehouse area
located In the northern part of the
central business district, roughly
bounded by North Street to the
north, Ninth Street and Santa Fe
Avenue to the east, Ash Street to
the south and Third and Fifth
Streets to the east
sna Fe Aven.e
..~..__._---~-_.
Employment
-~._._--_.--.
Civic
Hospital
MI
------~._. -------.
provides primary job base
essentiai to downtown's long-
tarm stab ility
surrounds Santa Fe Avenue District
In a "U"-shaped araa bounded by
Ash Street to the north, Eighth
Street to the west, South Street to
the south and Fourth Street to the
east
.-'
improved linkage of
government buildings through
pedestrian directories and
signage
enhance linkage to Santa Fe
Avenue and Employment
Districls via improved
pedestrian lights and
crosswalks
.
--.-...
primary activity anchor that
provides jobs, generates nearly
one-hail million visils per year
s num ber
downtown' one
attraction
channel to market downtown's
amenities to city/county
govemment visitors
encompasses the city and county
government complex, roughly bound
by Elm Street to the north, Tenth
Street to the west, Ash Street to the
south and Santa Fe Avenue to the
east.
hospital campus connects
health facilities, parking in
district Interior
some tension between
Hospital District and historic
residences on western and
southern boundaries
primery activity anchor that
provides jobs, generetes more
than 100,000 visits per year
downtown's number two
attraction
encompasses the Saline Regional
Health Center and environs, roughly
bounded by South Street to the
north, Eighth Street to the west,
Prescott Avenue to the south and
Fifth Street to the east
City of Salina
Market-Based Downtown Plan
Part III:
Recommendations for Moving Forward
Final Draft
April 2002
Contents
I. Overall Implementation Gameplan
1
II. Suggested Roles and Responsibilities for
.Downtown Improvement Organizations
a. Salina Downtownlnc.lDowntown BID
b. City of Salina
c. Salina Chamber of Commerce
d. Salina Banks
2
III. Recomm,endations for Moving Forward
a. . Economic Development
b. Regulatory Climate
c. Environmental Improvements
d. Destination' Marketing
5
IV. ..Sequencing
15
Part III Appendix:
A. Zip code mapping
I. Overall Implementation Gameplan
The preceding sections of the Market-Based Downtown Plan provide a
comprehensive competitive analysis (part I) and niche and development strategies (part II).
The competitive analysis concluded that a viable niche strategy is to create a more
distinctive, functional and conventional downtown experience. The resulting recommended
niche strategy, "Experience Downtown Salina: Unique ShopPing, Dining, Arts and Entertainment",
aims to differentiate downtown as:
. A collection of activities that together create a multi-dimensional experience;
. A destination that offers unique one-of-a-kind attractions;
. Build upon its existing relevance and positive identity to Salina residents;
. A place with both "the steak and the sizzle", providing products, services and
entertainment that are well matched to the Salina marketplace.
To fulfill the niche strategy for downtown, five different downtown development
districts were identified, including:
. Santa Fe Avenue District: Shopping, dining and entertainment -- heart of the
downtown "experience"
. Employment District: Primary job base to stabilize downtown
. Civic and Hospital Districts: Economic activity anchors for downtown
. Mill District: Adventurous and "edgy" link to Salina's agricultural past
For each downtown development district, strategies are provided to reinforce each
area's sense of place, guide suggested uses and activities, overcome development challenges,
capitalize on opportunity sites and link to other districts.
The Overall Implementation Gameplan: Given the preceding conclusions
from the market-based plan, Part III provides the tools and strategies to guide downtown
development over the next five to ten years.
The overall implementation strategy is one of product development - creating an
environment that will nurture a use and activity mix to strengthen the "downtown
experience" as a regional destination. We are suggesting that all agencies involved in
downtown improvement efforts join in a concerted community effort to attract new
businesses. Within the next three years the implementation gameplan is designed to create:
. Four to six new full service restaurants;
. Eight to ten new retailers following the "linear department store" strategy;
. Retention of downtown's primary employers and the recruitment of at least one new
major primary employer (more than 25 jobs) each year;
. Retention and growth of downtown existing anchors - the civic center and Salina
Regional Health Center.
1
II. Suggested Roles and Responsibilities
for Downtown 1m provement Organizations
To implement a "product development" gameplan for downtown, we are
recommending the following roles and responsibilities for downtown improvement
organizations:
Salina Downtown Inc.1
Downtown Business Improvement District
Two separate entities, Salina Downtown Inc. (SDI) and the downtown business
improvement district (BID), are inextricably linked in their effort to market and manage
downtown. SDI is a non-profit organization that represents businesses and property owners
in efforts to improve the central business district. The BID generates a special benefit
assessment that is paid by business and property owners to finance downtown improvement
programs.
SDI has been a participant in the Kansas Main Street program for more than 20
years. Main Street is a national downtown improvement program that is preservation-based
and utilizes a four-point approach to revitalization, including promotions, organization,
design and economic restructuring. Statewide, downtown Salina is viewed as a successful
Main Street program and the market, at about 50,000 persons, is larger than most Main
Street efforts.
The BID has been in place since the early 1980s and currently generates about
$75,000 in annual assessment revenue for downtown improvement programs managed by
SDI. According to its preliminary 2002 budget, the BID is expected to provide about 55%
of SDl's operating revenue. Remaining sources include a City of Salina contribution (30%),
Santa Fe Days (5%) and a variety of special projects and miscellaneous revenue (10%).
While most downtown stakeholders acknowledge the importance of SDI and the
BID, we found that these entities are largely misunderstood and have not kept up with
changes in the downtown marketplace. When established, both SDI and the BID were
serving a downtown that was the region's primary retail destination. In the past 15 years,
retail has declined and has been largely replaced by office, non-profit, arts and entertainment.
Despite profound economic changes in downtown, the BID's benefit structure and
assessment rates have remained the same since 1987. SDI and the BID are viewed as
regulatory, better known for collecting assessments and managing design review processes,
as opposed to marketing and improvement. Communication has also been inconsistent,
with many downtown business and property owners uncertain of the services provided by
these agencies or their relevancy to improving downtown.
Recommendations: We recommend a significant overhaul for both SDI and the
BID - a change in priorities, work program and ways of doing business. Recommendations
include:
2
. A redefinition of SDI and the BID's role to ~~downtown property manager~ SDI
and the BID would have the primary responsibility for creating and maintaining
downtown as an environment to attract investment, requiring a realignment from a
"preservation-based" approach (11ain Street) to a more "market-based" approach
(economic development).
. As downtown's property manager, SDI and the BID would focus on areas of
business support, tenant recruitment and destination marketing. SDI becomes a
''business support" agency, offering information and direct assistance, including an
understanding of the downtown market, leasing cycles, financing and incentive
options, code and design review processes, etc.
. SDI and the BID would streamline downtown marketing efforts, concentrating on
efforts that package and promote downtown as a destination with a number of
unique attractions. Unconventional marketing channels would be utilized, including
the existing activity anchors of the city/county complex and the Salina Regional
Health Center.
City of Salina
The City of Salina has traditionally supported downtown improvement efforts as
part of the community's overall economic development and quality of life enhancement
goals. The City has several direct relationships with SDI and the BID, including the
provision of an annual contribution for operating support and the subtraction of $17,000 in
BID funds to finance a portion of enhanced maintenance services. The relationship
between the City and downtown appears to have remained cordial, yet stagnant, for several
years.
Recommendations: We see a dual role for the City of Salina in helping to create
the "downtown experience":
. First, we recommend a continuation of the City's supportive policies for a strong
downtown. A vibrant downtown will help the entire Salina region better compete
for new jobs and industries, providing a shopping, dining and entertainment
attraction that differentiates the city.
We see the City's primary role as strengthening downtown's infrastructure - both the
physical environment and the business climate that helps to attract new enterprises.
Suggested improvements include a new signage and way finding system, pedestrian
enhancements and connections, regulatory changes to guide new development,
enhanced maintenance for downtown streets and incentives to help create desirable
types of investment.
. Second, the City has a role and obligation as one of downtown's primary activity
anchors. The civic center provides an effective channel to promote downtown to a
variety of loyal user groups, including patrons of the public library and city/county
3
offices. As with any anchor activity, a recommitment to continue to centralize and
grow city/county operations in downtown is important.
Salina Area Chamber of Commerce
As the second largest Chamber of Commerce in Kansas, the Salina Area Chamber of
Commerce offers an impressive array of economic development and marketing tools and
services. Like most Chambers, the Salina Chamber is supportive of downtown growth and
vitality, but it cannot promote downtown at the expense of other areas of the community.
Recommendation: We recommend that the Chamber participate as a
"promoter" for downtown, assisting SDI to assemble market information and prepare
marketing materials for downtown business retention and recruitment efforts. As
downtown's "property manager", SDI/BID can identify specific locations for prospects that
are interested in downtown and then provide "hand-holding" for small businesses that
rcquire assistance in navigating codes, financing incentives, design review, etc. The
Chamber can help these businesses better understand the Salina marketplace and idcntify
opportunities associated with a downtown location.
Salina Banks
Lending institutions often have a role in downtown revitalization efforts by
providing financing for business and development projects. The banks' role is limited by
lending constraints set by federal and state regulations - banks must ensure that clients are
credit worthy and reduce risk to the lending institution.
Recommendation: The type of businesses that create the "downtown
experience", including restaurants, unique retail and entertainment, are generally not the
most bankable types of uses. These uses often have inherent credit risks that may actually
penalize a bank for financing them. To respect and be rewarded by conventional banking
regulations and to encourage the sharing of risk in the downtown niche strategy, we
recommend the creation of a downtown bank community development corporation (CDq
to facilitate a pooled lending approach. Through a bank CDC, many banks can invest in a
loan pool that can be more flexible than conventional underwriting criteria plus help banks
meet community lending goals.
4
III. Recommendations for Moving Forward
A variety of tools are recommended to be utilized by the preceding agencies to help
steer development in downtown Salina. These tools are clustered in the following
categories:
. Economic development
. Regulatory climate
. Environmental improvements
. Destination marketing
Recommended program priorities, responsible agencies, estimated costs and a
sequencing timetable are provided in the final section on pages 14 to 18.
Economic Development
SOl as a Downtown Business Support Office: SDI and the BID are recommended
to be repositioned as a "Downtown Business Support Office", providing a one-stop portal
of information and assistance for businesses that might want to start, grow or relocate
downtown. SDI becomes a "hand-holder and deal-maker", helping to match businesses to
the best locations and financing options, and providing assistance for businesses to navigate
through code and design review processes. This effort would require:
. Strong relationships with property owners and businesses, including knowledge of
available real estate, rental rates, lease expirations and expectations.
. Basic understanding oflocal real estate, finance and business development resources.
. Creation, maintenance and dissemination of a comprehensive business and property
owner database.
. Ongoing liaison services with the city on codes, design review and other
development processes.
. Program emphasis on business retention and recruitment, including marketing and
support services to promote existing businesses and identify and recruit new
enterprises.
Downtown Investor Marketing Package: SDI and the Chamber could develop a
downtown investor marketing package that contains downtown market and real estate
information. SDI could design a downtown marketing folder consistent with the overall
niche strategy and work in concert with the Chamber to develop informational inserts. The
Part I Competitive Analysis from this plan is suggested as a potential insert. Marketing
packages should have the capability to be tailored to the needs of specific business
prospects.
5
Development Incentives: Incentives can be useful to help guide desirable types of
development. Specific opportunities for incentives identified in this plan include:
. Fa<;ade, signage and building restoration, particularly for properties in the Santa Fe
and Mill Districts.
. Business development throughout downtown, with targeted retail, dining and
entertainment uses in the Santa Fe District, primary employers in the Employment
District and innovative retail and entertainment concepts in the Mill District.
. Major redevelopment sites, including the Lincoln/Roosevelt Schools, Phoenix Hotel
and 300 block of South Santa Fe.
Several types of existing and new incentives are recommended to advance downtown
development:
. Property Tax Rebate: This incentive is currently available through the City's
Neighborhood Revitalization Program. It allows for a partial rebate on the increase
in taxes resulting from approved property improvements. This incentive could be
more aggressively marketed in the downtown area by SDI.
. Tax Increment Financing (TIF): TIF is an effective incentive to help revitalize
blighted properties and districts. TIF allows for property and infrastructure
improvements to be paid partially from future tax revenues resulting from the
increased value created by new development. This incentive could be particularly
helpful to advance development opportunity sites in the Employment District,
including Lincoln/Roosevelt School, the Phoenix Hotel and the 300 block of South
Santa Fe.
. Property Improvement Revolving Loan Fund (RLF): An RLF for property
improvements, particularly to restore and/or stabilize historic buildings, facades and
signs, could be a useful incentive. Salina has access to federal community
development block grant financing that could be utilized to partially capitalize an
RLF. An RLF could be used in the Santa Fe, Mill and Employment Districts.
. Permit Fee Waivers: The City should explore waiving permit fees for rehabilitation
and development projects in downtown. Fee waivers could be applied to help
promote desirable types of development, including retail, dining and entertainment
uses in the Santa Fe District, primary employers in the Employment District and
innovative retail and entertainment concepts in the Mill District.
If SDI evolves into a Downtown Business Support Office, it could become a central
clearinghouse for information on incentives, providing direct assistance to businesses and
property owners to apply for specific programs.
Bank Community Development Corporation (CDC): The "downtown experience"
niche strategy relies on new and unique retail, dining and entertainment businesses --
business types may present credit risks to lenders. To participate in downtown revitalization
6
efforts, lenders in many communities in the nation have formed bank community
development corporations (CDC) - entities that can provide loans and/or equity to
businesses that might not meet conventional lending criteria. If formed as a CDC (a non-
profit community organization), there are several regulatory advantages for lenders to invest,
in addition to participation in a community revitalization effort. Our initial discussions with
Salina lenders found that several of them are receptive to exploring this concept.
Civic Facility Preference Policy for Downtown: The Civic District, which includes
city, county, state and federal offices, is one of two major activity anchors for downtown.
As with any anchor, a long term commitment will boost confidence and stabilize the
business climate. We recommend that the City of Salina and Saline County governments
both adopt policies that create a "Downtown First" preference for future new civic facilities.
While not obligated to consolidate all activities in downtown, the policy would require these
agencies to evaluate downtown first for all new facility needs. It would also be a prudent
policy for all Salina area taxpayers - creating cost efficiencies and maximizing the use of
existing infrastructure.
Downtown Housing: We support a mix of living options in downtown, particularly in
the upper floors of buildings in the Santa Fe and Mill Districts; however, downtown's best
supply of housing is found in its adjacent neighborhoods. Existing residential areas to the
east, south and west of the central business district provide living options within a five to ten
minute walk of downtown. We encourage policies to protect and improve these
neighborhoods, including:
. Respect the boundaries of historic districts to the west and south of downtown (see
"Regulatory Climate" for specific recommendations in the Hospital District).
. Explore housing development options in the river bend area east of downtown and
west of Oakdale Park.
. Market available incentives, including the city's property tax rebate, and investigate
new housing rehabilitation loan funds for downtown neighborhoods. Federal
community development block grants are a source for housing rehabilitation funds.
Regulatorv Climate
The regulatory climate is created by the rules and regulations that govern
development in a downtown area. In general, regulations should aim to be clear to create an
environment of certainty for an investor, flexible to accommodate a variety of use and
business types and concise to help reduce time delays associated with development. We
suggest the following revisions to improve downtown Salina's regulatory climate:
. Design Review Board: Design review can be a critical tool to guide the
restoration and rehabilitation of buildings and reinforce a downtown's sense of place.
While well intentioned, we found many property and business owners to be
frustrated with the existing design review process. Concerns include a lack of
consistency in the application of design review standards and a perception that many
design review decisions create exorbitant costs.
7
We support several recent changes to the design review process, including
management of the process by the City's Planning Department and the creation of
revised design standards. We also recommend creating new criteria for at least two
design review board members, requiring that one member be a real estate developer
and/ or contractor and that a second member be a real estate lender. Added to the
board's existing requirement for an architect, the added expertise is suggested to
ensure that design review decisions are coupled with knowledge of cost and
financing implications on development projects.
. Mill District Historic Designations: We find the Mill District to have a rich
collection of historic warehouses and mills that create a strong identity for
downtown and a connection to Salina's agricultural history. We recommend that the
City's Historic Preservation Board undertake the necessary research and evaluation
that would result in a group designation of buildings in the area, including many of
the outstanding warehouses in the vicinity of Elm Street and Santa Fe A venue and
the historically significant Lee Mill at Pine Street and Santa Fe. This evaluation
should include an outreach and education effort to property owners, informing them
of the incentives and benefits of formal historic designation. These benefits include
eligibility for federal rehabilitation tax credits and the overall enhancement of the
area's image that could improve its marketability for new investment.
The community's commitment to save these buildings today will preserve their
future value for reinvestment. Future potential uses include loft housing, studios,
restaurants and bars, a bed & breakfast hotel and offices. To assist property owners
to preserve these buildings, the historic designations could be coupled with a
revolving loan fund for building improvement and stabilization.
. Hospital Zoning District: The Salina Regional Health Center is one of
downtown's two primary activity anchors. The Hospital accounts for more than
100,000 annual visitations and 1,000 highly skilled employees. To retain and guide
the growth of this major activity anchor, we support the creation of a
Hospital/Health Services zone as part of the city's zoning code. A hospital zone will
provide a uniform planning area and create certainty for both the hospital and its
adjacent neighborhoods. As part of a hospital planning area, we support:
1. The integration of existing homes on the 7th Street cul de sac into the
hospital. As described in the Part II description of the Hospital District in
this plan, we support city intervention, if necessary, to assist the Salina
Regional Health Center acquire these properties.
2. A compromise solution to the hospital expansion pressures along Prescott
Street. In this area, the hospital is encroaching upon an existing residential
historic district. We urge a compromise solution that will preserve the
residential scale of development for properties adjacent to existing homes.
The one blighted home on Prescott that is now surrounded by hospital
property, should be incorporated into the hospital expansion master plan and
its future may include demolition. A compromise solution should include the
8
Salina Regional Health Center, the hospital foundation, the City and
representatives of affected neighborhood groups.
3. The notion of expanding the hospital's planning horizon north along Santa
Fe A venue to include the 300 block of South Santa Fe. The shopping, dining
and entertainment options within the Santa Fe District can be better
supported by the hospital activity anchor by encouraging health services
expansion to the north. The historic Masonic Temple should be protected if
it is included in a hospital planning area.
. Policies for Bars and Restaurants: Many downtowns, including Salina, are
finding that accommodating a diverse mix of uses can create neighbors that are not
inherently compatible. During the summer of 2001, Salina policymakers were asked
to help resolve conflicts between nightclubs and loft residents. The result was the
creation of a conditional use permit that requires establishments serving alcohol to
undergo special review and meet operational standards. This policy appears to be
effective and we offer the following enhancements:
1. Create a "Good Neighbor Policy" that establishes expected standards of
operation and a dispute resolution process. Good Neighbor Policies
have been adopted in mixed-use districts throughout the nation. They
offer a voluntary and self-enforcing code of behavior and dispute
resolution process. Good Neighbor Policies are also helpful to guide the
design and operational planning for new dining and entertainment
establishments. Denver's Lower Downtown provides an excellent
working model for a Good Neighbor Policy that could be adapted to
Salina.
2. Use common sense in the conditional use permit process.
Establishments that feature dining should be encouraged, while
businesses that are predominately alcohol-oriented should undergo
stronger scrutiny.
3. To encourage new and innovative uses in the Mill District, we suggest
that alcohol-oriented businesses be allowed as a use-by-right. The
conditional use permit would apply in the remaining downtown zones.
. Encourage Sidewalk Seating and Pocket Park Use: In the Santa Fe
District, we see strong potential for activating public spaces, including sidewalks and
the pocket parks that were created in the late 1980s streets cape improvement effort.
Criteria should be developed to encourage use of these areas while maintaining
reasonable aesthetics, safety and design standards.
. Explore Standards for Grain Clean-Up: One of the most recurring
nuisances for downtown stakeholders is pigeon waste. The source of much of this
problem are the active grain storage and distribution operations in the Mill District.
Grain spillage provides a constant food supply for the pigeons. In concert with the
grain operators, the city should explore standards for minimizing grain spillage, both
in the mills and in train cars that transport the grain out of downtown.
9
. Santa Fe Historic District: The notion of a Santa Fe Avenue historic district
has been investigated before. It was not formed, in part, due to a lack of support
among property owners. We suggest that the Santa Fe Avenue Historic District,
contiguous with the Santa Fe Avenue planning district, be re-examined. We find that
property owners are currently living with the regulatory constraints of a district
(design review) without the benefits (tax incentives, marketing value). A formal
historic district could help strengthen the overall appeal and image of downtown and
is consistent with the use mix proposed for the Santa Fe Avenue District.
Environmental Improvements
Environmental improvements are recommended to make downtown more attractive,
pedestrian-friendly and easier to use. Most of the suggested improvements are inexpensive
and capitalize on existing infrastructure.
Pedestrian Crossing Signals: Downtown needs pedestrian walk signals at key
intersections. We recommend the following sequence if these signals need to be installed
incrementally over time:
. Santa Fe District
. Connections from the Santa Fe District to the Hospital and Civic Districts
. Employment District
After five years, the desirability of pedestrian walk signals in the Mill District could be
evaluated.
Wayfinding/Directional Sign System: Perhaps our most expensive capital
improvement suggestion is the installation of a comprehensive wayfinding and directional
sign system. Downtown is not directly accessible to major highways. Currently, wayfinding
to downtown is virtually non-existent. Signs to major attractions are limited and inconsistent
in design. There are no signs for the downtown patron, ranging from pedestrian directors to
directional signs to parking lots.
We recommend that the City of Salina invest in a comprehensive wayfinding and directional
sign age system, including:
. Highway billboards
. Highway off ramps
. Wayfinding along major access roads
. Gateways at entries to downtown
. Directional signs to major attractions (i.e. civic center, library, hospital) and parking
. Pedestrian directories and kiosks
The signage system should be designed to embody downtown niche and project images
consistent with downtown marketing materials. Wichita recently invested in a
comprehensive' wayfinding and sign age system that provides an excellent, albeit more
expensive, model.
10
Decorative Lighting Enhancements: There is considerable debate on the design of
the pedestrian lights resulting from the late 1980s streetscape enhancements. We do not
recommend replacing downtown lighting standards at this time; however, we did find many
inexpensive ways to encourage decorative lighting consistent with the downtown niche
strategy:
. Building Outlines: During the winter holiday season, buildings on Santa Fe
Avenue were outlined by a simple strand of white lights. This strand could be
retained year-round to help distinguish the Santa Fe Avenue District as a festive area.
. Neon Business Signs: We encourage the restoration of old and creation of new
neon business signs. These signs provide a visible connection to the past plus
provide visual excitement that is reflective of a shopping, dining and entertainment
area.
. Gateway Overpasses: The pedestrian overpasses along Santa Fe Avenue provide
opportunities to create decorative and exciting gateways. We encourage the City and
SD I to explore the creation of distinctive gateway signs on the northern and
southernmost overpasses.
Parking Management: To a varying degree, parking is problematic in virtually every
downtown throughout the nation. Customers expect to park direcdy in front of their
destination, and if not, immediately cite a "parking problem". Our evaluation of Salina finds
that the most immediate parking supply issue is for employees. Downtown is running out of
available lots that can be allocated for large downtown employers. We contend that
customer parking is relatively plentiful, but not particularly easy to find. Immediate parking
management recommendations include:
. Parking Signage: As discussed in the prior "Wayfinding/Directional Signs"
recommendation, we suggest that the city install directional signs to assist drivers to
find off-street parking lots as part of an overall wayfinding system. Parking signs
could also be improved for the lots themselves, perhaps utilizing a more recognizable
or universal parking icon.
. Discouraging Abuse of On-Street Parking Spaces: We heard many stories of
alleged abuse of on-street parking by employees and business owners. Downtown's
two-hour zones, particularly in the Santa Fe A venue District, should be rigidly
enforced. The city may want to explore escalating fines for repeat violaters.
Employees and owners could be encouraged to park in designated off-street lots as
an alternative.
Parking Plan: Downtown could benefit from a formal parking plan that looks at demand
and supply for the next ten years. Issues to be explored include options for expanding
employee parking, management options for on-street parking, locations for future parking
structures and financing tools for expanding parking, including various bonding mechanisms
and the creation of a formal parking district.
Maintenance - Defeat the Pigeons!: Downtown stakeholders are annoyed by the
ongoing maintenance challenge of pigeon waste. The pigeons are drawn to downtown by
the excess grain that is spilled from grain elevators and transport trains in the Mill District.
11
In a prior recommendation, we have suggested that the City develop standards for clean-up
at the source of the grain spillage. We also recommend the continuation of enhanced
maintenance services along downtown sidewalks, particularly within the Santa Fe Avenue
District. The City and SDI may want to explore the purchase of steam cleaning equipment
that could assist in this effort.
Public Art: Public art can be an effective and relatively inexpensive way to make
downtown business district more distinctive. We support the design and installation of
public art throughout downtown, particularly in Santa Fe A venue and Mill Districts.
Linkage to Oakdale Park: While within a five to ten minute walking distance of
downtown, Oakdale Park is not formally connected to the central business district. We
recommend that the City consider enhancing streetscape and landscaping along South
and/or Mulberry Streets from Santa Fe Avenue to the Park to create a stronger physical
connection. These connections would tie three downtown districts to the park, including
the Hospital, Santa Fe Avenue and Employment Districts.
Mill District Infrastructure: As new private sector investment is attracted to the Mill
District, the City should consider plans to improve basic infrastructure in the area. Within
the next five years, the paving of Pine Street would be a priority improvement.
Smoky Hill River Development: While the Smoky Hill River winds through the
eastern boundary of downtown, it is largely underutilized and serves a one dimensional
purpose as a drainage channel. Many cities have successfully reconnected their downtowns
to adjoining rivers through trails and paths and/or riverfront development. The City should
consider a policy to encourage and leverage private sector development projects that aim to
connect downtown to the river.
Destination Marketina
The strength of downtown as an attraction is the sum of its parts - downtown has
shops, restaurants and entertainment venues that collectively create the "Downtown
Experience". To promote downtown as a destination, we are recommending several cost-
effective marketing tactics that capitalize on existing resources and activity anchors.
Downtown Map & Directory: We recommend that SDI redesign and update the
downtown map and directory and then distribute it through a variety of marketing channels.
The existing directory is in a newsprint format. We recommend that SDI consider
redesigning the directory to a pocket-sized format produced on high quality glossy paper.
The downtown map should clearly identify key attractions and parking. The design should
be compatible with the "Downtown Experience" niche and consistent with downtown
images being developed for the recommended gateways, wayfinding and directional sign
system. Advertising could be sold in the directory to increase distribution. Suggested
distribution channels include:
. Salina Regional Health Center
. City /County offices
. Downtown library
12
. Downtown post office
. Subscribers and patrons to downtown cultural institutions
. Downtown churches
. Salina area hotels
. Salina Area Chamber of Commerce
. Pedestrian directories within downtown
. Special events
. Kansas State University and Kansas Wesleyan University
. Central Mall
Capitalize on Cross-Marketing Opportunities: Downtown businesses and activity
anchors share similarities in the regional pull of their markets. To illustrate this, we compiled
a zip code analysis of four seemingly different downtown enterprises, including the Salina
Regional Health Center, Martha & David's, Salina Community Theater and the Salina
Journal newspaper. By mapping the zip codes of patients, customers, patrons and
subscribers, similarities in the geographic trade area of these businesses emerge (Appendix).
There are significant opportunities for cross-promotions within downtown, including:
. Distribution of downtown information and promotions within key activity anchors,
including the Salina Regional Health Center, City/County offices and the downtown
library.
. Cross-promotions among a variety of businesses that offer complementary products.
Building upon the "linear department store" strategy suggested for the Santa Fe
Avenue District, a variety of retail uses could be packaged together to demonstrate
clusters of products available in specific categories (i.e. apparel, books and hobbies,
dining and entertainment, etc.)
SDI could take a lead role in identifying and coordinating cross-promotional opportunities
and then provide technical assistance to ensure that images and messages are consistent with
the "Downtown Experience" niche strategy. SDI and the BID could offer to match
financial participation by shops to leverage promotions.
Special Events: Special events can be an effective tool to attract visitors to downtown.
Special events often have limited sales impact, but are useful to attract new markets and
build return visitation. Special events are also labor intensive to produce, often draining
energy and resources from downtown organizations. We suggest that SDI re-evaluate its
current annual schedule of special events with the intent of building one or two strong
signature events for downtown, leverage strong events produced by other organizations and
eliminate events that do not meet production goals.
. Santa Fe Days should be developed into a stronger signature event for downtown.
We did not witness this annual fall event, but many downtown stakeholders felt that
Santa Fe Days had languished for many years. To revive this event, we suggest that
Santa Fe Days reflect the emerging niche strategy for downtown - an experience that
showcases shopping, dining and entertainment. The event should also be tied
direcdy into Salina's rich agricultural history. It's fall timing could coincide with a
harvest theme.
13
. Smoky Hill River Festival is an existing springtime event that attracts more than
80,000 persons to Oakdale Park. The event is consistent with downtown's niche
strategy, showcasing live music and the arts. While a tremendous success for the
city, it is our understanding that downtown currently does not capitalize on the River
Festival. One idea is to create a connection along Mulberry Street, with painted
pathways and flags that are typical of other entrances to the festival. This "pathway"
could be further defined with booths and activities. SDI should explore ways to
leverage this event by expanding activities from the Park to the Santa Fe Avenue
corridor.
. Prone Non-Performing Events: We strongly urge SDI to eliminate events that do
not meet set performance goals, including 1) Consistency with downtown's niche
strategy; 2) Revenue generation (collectively, events should break-even or generate
revenue) and 3) Ability to attract visitors, primarily from the local and regional Salina
markets.
14
IV. Sequencing Timetable
Implementation Steps Recommended for Year 1
Step Actions Lead Agencyl
Estimated Cost
Economic Development
1. Reposition SDI as a Change focus and work program of SDI/BID
Downtown Business SDI and the BID May require BID rate
Support Office increase
2. Downtown investor Develop a marketing folder and SDI/Chamber
marketing package market information inserts $
3. Financial incentives to Market use of property tax rebate. City of Salina
stimulate new investment Explore creation of RLF and fee $ to $$$$
waivers, TIF for large projects.
4. Bank CDC Coordinate multiple lenders to create Downtown banks
and capitalize CDC to provide $$$$
business loans and/or equity.
5. City and county downtown Adopt policies to direct future location City/County
location preference policies. and growth of civic facilities and None
offices in downtown.
Regulatory Climate
1. Revamp composition of Amend design review ordinance to City
Design Review Board add specific expertise to board None
2. Mill District historic Research and prepare historic City
designations. designation ordinance for selected None to $
warehouses and mills. Educate
property owners on benefits.
3. Hospital/Health Services Research and prepare a zoning City
Zone designation to provide a defined None to $
planning area for the Hospital District
4. Policies for Bars & Create and apply a "Good Neighbor City
Restaurants Policy" to set standards and None
expectations.
5. Sidewalk Seating and Use Market policies to encourage sidewalk City
of Pocket Parks seating and pocket park use in the None
Santa Fe Avenue District.
6. Standards for Grain Clean- Explore policies to encourage grain City
Up clean-up in the Mill District. None
15
Implementation Steps Recommended for Year 1 (continued)
Environmental
Improvements
1. Pedestrian Crossing Lights Install pedestrian crossing lights in City
Santa Fe Avenue District CIP budget
2. Wayfinding and Signage Design wayfinding and directional gty
System signage system for downtown $$ to $$$
3. Decorative Lighting Encourage year-round building outline SDI
Enhancements lighting in Santa Fe Avenue District $
4. Parking Management Form a task force to explore ways to SDI/City
discourage abuse of on-street parking None
5. Defeat the Pigeons! Establish base level of enhanced City/SDI
maintenance services by the City. $ to $$
Explore purchasing steam cleaning
equipment.
Destination Marketing
1. Downtown Map & Directory Redesign and publish the downtown SDI
map and directory. $ to $$
2. Cross-Promotions Distribute map & directory and other SOl
promotional material through activity None
anchors.
3. Special Events Create a special events plan that SDI
identifies opportunities for expansion, None
leveraQe and pruninQ.
Development Opportunities
1. J'h Street Homes Work with the Salina Regional Health City
Center to acquire J'h Street cui de sac None
homes.
2. Prescott Street Work with the SRHC, Hospital City
Compromise Foundation and neighborhood None to $$$
residents to develop compromise
solution to Prescott Street issues.
3. RoosevelULincoln School Work with the school district to plan City
for disposition of RoosevelULincoln None to $$
site, including feasibility analysis of
Roosevelt re-use
Estimated Costs:
$ = Less than $10,000
$$ = $10,000 to $50,000
$$$ = $50,000 to $100,000
$$$$ = More than $100,000
16
Implementation Steps Recommended for Years 2 and 3
Step Actions Lead Agencyl
Estimated Cost
Economic Development
1. Downtown Business Continue business retention and SDI/BID
Support Office. recruitment efforts. $$$ to $$$$
2. Downtown investor Update marketing folder and market SDI/Chamber
marketing package information inserts $
3. Financial incentives to Property tax incentives, RLF and fee City of Salina
stimulate new investment waivers. TIF for large projects. $ to $$$$
4. Bank CDC Coordinate multiple lenders to create Downtown banks
and capitalize CDC to provide $$$$
business loans and/or equity.
5. Downtown Housing Initiative Review policies and identify City/County
incentives to strengthen housing None to $
preservation and development in
adjacent neiQhborhoods.
Regulatory Climate
1. Santa Fe Avenue Historic
District
Explore the creation of a Santa Fe
Historic District, including
identification of financing and
marketin incentives.
City/SDI
None to $
Environmental
Improvements
1. Pedestrian Crossing Lights Install pedestrian crossing lights to City
connect the Santa Fe Avenue District CIP budget
to activity anchors in Hospital and
Civic Districts.
2. Wayfinding and Signage Install wayfinding and directional City
System signage system for downtown $$$ to $$$$
3. Decorative Lighting Design and install decorative lighting SDI/BID/City
Enhancements gateways on pedestrian overpasses $$ to $$$
in Santa Fe Avenue District.
4. Parking Plan Undertake a parking expansion study SDI/City
that identifies sites for structures and $$ to $$$
financing tools.
5. Public Art . Sponsor the design and installation of SDI/BID/City
public art. $ to $$
6. Linkage to Park Commission a design study to City
develop streetscape and landscaping $$
of South and Mulberry Streets to
create a link to Oakwood Park
17
Implementation Steps Recommended for Years 2 and 3 (continued)
Destination Marketing
1. Downtown Map & Directory Revise and publish the downtown SDI
map and directory. $ to $$
2. Cross-Promotions Assist downtown businesses to SDI
identify and capitalize on cross- $ to $$
promotions.
3. Special Events Develop Santa Fe Days into a SDI
signature event for downtown; Create $$ to $$$
a strono link to the River Festival
Development Opportunities
1. RoosevelULincoln School Implement re-use plan for RoosevelU City/Private
Lincoln schools Developer(s)
$$$$
Estimated Costs:
$ = Less than $10,000
$$ = $10,000 to $50,000
$$$ = $50,000 to $100,000
$$$$ = More than $100,000
i
18 I
Implementation Steps Recommended for Years 4 and Beyond
Step Actions Lead Agencyl
Estimated Cost
Economic Development
1. Downtown Business Re-evaluate need for business SOl/BID
Support Office? support approach - Consider re- $$$ to $$$$
positioning to marketing/promotions.
2. Downtown investor Update marketing folder and market SOl/Chamber
marketing package infonnation inserts $
3. Financial incentives to Property tax incentives, RLF and fee City of Salina
stimulate new investment waivers. TIF for large projects. $ to $$$$
4. Bank CDC Coordinate multiple lenders to create Downtown banks
and capitalize CDC to provide $$$$
business loans and/or equity.
Environmental
Improvements
1. Pedestrian Crossing Lights Install pedestrian crossing lights City
throughout the Employment District. CIP budget
2. Parking Plan Explore construction of parking City
Implementation structure to satisfy growing employee $$$$
and customer parking demans.
3. Public Art Sponsor the design and installation of SOl/BID/City
public art. $ to $$
4. River Development Encourage and leverage projects that City
connect the river to downtown. None to $$$
5. Mill District Infrastructure Pave Pine Street City: CIP budget
Destination Marketing
1. Downtown Map & Directory
Revise and publish the downtown
map and directory.
SOl
$ to $$
2. Cross-Promotions
Assist downtown businesses to
identify and capitalize on cross-
promotions.
SOl
$ to $$
3. Special Events
Develop Santa Fe Days into a
signature event for downtown; Create
a stron link to the River Festival
SOl
$$ to $$$
Development Opportunities
1. Phoenix Hotel
Evaluate opportunities for Phoenix
Hotel to be developed into parking
and mixed uses.
City/Private
Developer(s)
$$$$
19
PROGRESSIVE URBAN
MANAGEMENT ASSOOATES
P.U.M.A.
1616 SEVENTEENTH STREET
SUITE 262
DENVER, COLORADO 80202
TElEPHONE: 303/628-5554
FAX: 303/628-5557
www.pum.w.rldhq.(.m
ZIP CODE ANALYSIS - FOUR SALINA BUSINESSES
Martha And David, Inc., Salina Community Theater, Salina Regional Health Center and
the Salina Journal
The four businesses share strong constituencies in Lindsborg and McPherson
to the south, Concordia and Minneapolis to the north, Abilene and Junction
City to the east, and Ellsworth to the west.
The eastern and southern thirds of the state appear to be largely
untapped by all of the businesses, with the exception of Martha and David's,
which draws customers from Wichita to the south, as well as Topeka and
Lawrence to the east.
Martha and David's second largest markets appear to be Abilene and
Manhattan, east of Salina. The retailer seems to have the broadest pull
throughout the state of Kansas of the four businesses.
The Salina Community Theater, Salina Journal and the Salina Regional
Health Center draw primarily from north and west of Salina, to Marysville on
the northeast and Marion on the southeast.
The Salina Journal, which has the largest customer base of the four
businesses (33,400+) draws subscriptions from the north and west borders of
the state. Minneapolis and Concordia to the north, Abilene to the east and
Lindsborg to the south are also heavy subscribers to the Journal.
Salina Regional Health Center admits the majority of its patients from a core
area that stretches 30 miles east to Abilene, 60 miles north to Concordia, 40
miles south to McPherson, and 40 miles east to Ellsworth. A secondary ring
of admissions extends north to the state border and west to Hays.
ZIP CODE DISTRIBUTION - FOUR SALINA BUSINESSES
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LEGEND
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SAUNA REGIONAL HEAL lH CENTER. YEAR 2000 DISCHARGES
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City of Salina
arket-Based Downtown Plan
Part IV:
Recommendations for
Downtown Business Improvement District #1
Working Draft
(03/27/02)
Contents
Background
a. The History of Downtown BID #1
b. Impetus for Change
1
Recommendations for Downtown BID #1
a. Mission
b. Boundaries
c. Work Program
Budget
e. Assessment Methodology
f. Governance
g. Safeguards
4
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I. Background
The History of Downtown BID #1: Business improvement districts (BID)
provide for an assessment on commercial property and businesses to finance supplemental
services and improvements. Typical services financed by downtown BIDs include enhanced
maintenance, security, marketing, economic development, special events and parking
management. According to the International Downtown Association, more than 1,000
BIDs have been formed in North America over the past 30 years, including several in
Kansas. BIDs are viewed as tools to help downtowns remain competitive in increasingly
complex retail, office and housing markets.
Salina's Downtown Business Improvement District #1 was formed in 1983. The
original BID was formed "to fund a staff member employed by the City of Salina...
responsible to provide planning, administrative and technical expertise for the possible
rejuvenation of the improvement district". A fee schedule was set based upon five use types
and a 12-member advisory board was established.
With the reconstruction of downtown's streetscape in 1987, BID #1 was
substantially revised. Management of BID activities was delegated to Salina Downtown Inc.
(SDI), a private non-profit advocacy and marketing organization that employs the Kansas
Main Street model for downtown revitalization. The assessment structure was revised to
conform to three geographic areas, with the highest rates found along the Santa Fe Avenue
corridor. Also at this time, the city entered into an agreement with BID #1 to provide
supplemental maintenance services at the annual reimbursement cost of $17,000.
Today, the BID raises about $75,000 in annual assessments through the same
assessment formula and boundaries that were set in 1987. Day-to-day BID services are
managed by SDI and the maintenance contract with the city is still in place. With the
exception of the board being expanded to 13 members in 1991, BID #1 has remained
essentially unchanged for 15 years.
Impetus for Change: In the fall of 2001, the City of Salina contracted with
Denver-based Progressive Urban Management Associates to create a market-based plan for
downtown. The plan established a multi-faceted development strategy for downtown Salina
based upon the central business district's unique niche and opportunities in the regional
marketplace. The planning process included extensive market analysis and stakeholder
outreach, including opinions from property owners, businesses and civic leaders. From this
process, the following conclusions were reached for Downtown BID #1:
. The BID has not adapted to changes in the downtown marketplace. When the
BID was formed nearly 20 years ago, downtown was a primary retail destination.
Today, downtown is evolving as a multi-dimensional destination with employment,
shopping, dining, arts and entertainment.
. The BID's purpose is not well communicated and is largely misunderstood.
Downtown stakeholders view the BID as regulatory and governmental.
Communication with stakeholders has been lacking and its role in the overall
revitalization strategy of downtown is not clear.
1
Despite the preceding concerns with the BID, the market-based planning process
found support for updating and refreshing it. To assess the pros and cons of the existing
BID and develop priorities for improving it, the market-based plan consultants met with the
BID board of directors, the market-based plan steering committee and a public BID
ratepayer forum that attracted more than 50 business and property owners. These meetings
were held in January and February of 2002.
At the BID review forums, participants were asked to complete a survey ranking
priorities for BID funding. If respondents wanted to eliminate the BID, they could return a
blank survey. 59 surveys were tabulated, including seven blank surveys (or 12%). From the
survey response, three clear priorities emerged for future BID funding:
. Economic Development (business retention and recruitment)
. Downtown Identity (ga.teways, directional signs and decorative banners)
. Marketing & Promotions (communications, collaborative advertising, map &
directory)
Results from the forums and surveys are provided on the following page.
In addition to establishing priorities for BID services, ideas for improving the BID
included:
. Clearly define the BID's goals - what is should and should not do
. Create more accountability with review mechanisms and a sunset clause, or term
. Improve communications with ratepayers
. Create more ways for ratepayers to become involved in BID programs
. Differentiate between the BID and SDI
. Find a way for non-profits to pay into the BID (by state law they are exempt)
. Update the assessment structure - eliminate inequities, particularly for small
businesses
. Keep it fresh and relevant!
2
TOTAL
BID Forum
February 2002
Results of BID Future Priorities Survey
BID Board &
Plan Steering Committee
January 2002
# of responses 21 38 59
Property owners 9 17 26
Business owners 10 23 33
Residents 1 1 2
Other 9 14 25
blank surveys 0 7 7
PRIORITY
1
2
3
4
5
6
7
8
9
3
February:
Need city support, but not regulation (2
Needs to be much cleaner
Educate businesses about the bargain of
Make BID director a Maintenance Directo
Get people downtown to spend money
Make property owners pay BID dues
City needs to improve infrastructure/alley flooding problems
Need a structure to keep it together
From blank surveys:
Board needs to have only business and property owners
Eliminate it! (2)
Assess non-profits or abandon the BID
the BID
completely
mQrove the downtown Salina BID
Comments
January:
Get professional offices to contribute more
Make employee parking arrangements written in business leases
More promotion and less regulation
Get City and Chamber more involved
to
Ideas
II. Recommendations for Downtown BID #1
Mission
Salina's Downtown Business Improvement District #1 finances enhanced services
and programs that aim to:
. Create and retain investment, businesses and jobs.
. Enhance downtown's quality of life to accommodate a variety of uses, including
shopping, dining, arts, entertainment and living.
. Maximize accountability and communications with ratepayers.
The BID is a private sector-led tool that helps downtown compete in Salina's
regional marketplace.
Boundaries
The original BID boundaries will be retained, rougWy bounded by Prescott Avenue
to the south, 8th Street to the west, Ehn Street to the north and 4th Street to the east. Sub-
areas within the BID will be amended to be consistent with the development districts
identified within the 2002 Market-Based Downtown Plan. Sub-area adjustments will
include:
. Area 1 will be contiguous with the Santa Fe Avenue District and will remain as the
three blocks fronting Santa Fe Avenue bounded by Ash and Mulberry Streets.
. Area 2 will be contiguous with the Employment District and will be extended south
to South Street, east to 4th Street, north to Ash and west to 8th Street.
. Area 3 will include BID areas that are included in the Mill and Hospital Districts,
including areas north of Ash Street to Ehn Street and south of South Street to
Prescott Street.
In the Mill District, the BID boundary currently extends north to Ehn Street. As
this area becomes more vital, the City should consider extending the BID boundary
north to Pine Street. The Mill District BID boundary should be re-evaluated within
five years.
< we'll need a new map to show these changes!! >
4
Work Proaram
The 2002 Market-Based Downtown Plan recommends that SDI and the BID
become downtown's property manager, requiring a realignment from the past
"preservation-based" (Main Street) approach to a more "market-based" approach (economic
development). Areas of suggested program focus include:
. Business support & tenant recruitment
. Destination marketing
. Communications and advocacy
This effort requires the following work program elements:
Business Support & Tenant Recruitment
. Strong ongoing relationships with property owners and businesses, including
knowledge of available real estate, rental rates, lease expirations and expectations.
. Basic understanding of local real estate, finance and business development resources.
. Creation, maintenance and dissemination of a comprehensive business and property
owner database.
. Ongoing liaison services with the city on codes, design review and other
development processes.
. Program emphasis on business retention and recruitment, including marketing and
support services to promote existing businesses and identify and recruit new
enterprises.
Destination Marketing
. Create and distribute an attractive and functional Downtown Map & Directory.
. Capitalize on and coordinate cross-marketing opportunities through downtown's
activity anchors (i.e. city/county offices, Salina Regional Health Center) and through
complementary businesses.
. Strengthen downtown's identity with improved signage, banners and decorations.
. Create a new signature event (Santa Fe Days), leverage existing successful events
(Smoky Hill River Festival) and eliminate events that do not meet set performance
goals.
Communications and Advocacy
. Represent a unified voice for downtown on advocacy and policy issues.
. Provide regular communications to ratepayers and downtown markets through
periodic newsletters, website and email.
. Conduct an annual ratepayer satisfaction survey to determine program strengths and
weaknesses.
5
Budaet
According to the 2001 SDI/BID budget, $150,000 was utilized for downtown
improvement programs with revenues of $135,000. For 2003, we propose to increase
SDI/BID net revenues by approximately $40,000:
Revenues
Source of Revenue
BID Assessments
Or anizational Contributions
Events/Other Income
Total
2001 Bud t
$ 73,000
$ 38,000
$ 24,000
$ 135,000
2003 Estimate
$ 100,000
$ 50,000
$ 25,000
$ 175,000
Comments
Revised methodolo
City/County/SRHC, Non-Profits
Expenses
Activity 2001 Bud2'et 2003 Estimate Comments
Personnel
Executive Director $ 50,000 Economic development skills
Research Assistant $ 25,000 Database & special projects
Taxes, Insurance (20%) $ 15,000 Taxes, health insurance
Total Personnel $ 67,750 $ 90,000
Office & Admin Expense $ 27,000 $ 25,000
Eliminate agreement - City
City Maintenance Agreement $ 17,000 0 still provides maintenance
Program Expenses
Downtown Identity Leverage with city signage
(banners, decorations, signs) $ 4,000 $ 15,000 improvements
Destination Marketing Leverage with directory
(map & directory, cross- advertising, business participation
promotions, eco devo) $ 10,000 $ 15,000 & Chamber publications
Special Events $ 20,000 $ 20,000 Focus on few, bi2: events
Communications $ 2,250 $ 5,000 Newsletter, surveys, web site
Contingency $ 3,000 $ 5,000
Total $ 151,000 $ 175,000
Net ($16,000) 0
6
I
I
Assessment MethodoloQv
Existing Methodology: The method of assessment for Downtown Salina's BID
#1 has remained unchanged for the past 15 years. This 1987 assessment methodology is
based upon the following assumptions:
. All businesses pay a fixed rate plus a variable rate that distinguishes between retail
and professional service firms - retail is based on linear frontage, professional is
based upon the number of professional employees.
. Three zones of benefit were drawn in 1987, with the Santa Fe Avenue corridor
paying the highest amount.
. Maximum annual assessments per contiguous site range from $112 in Zone 3 to
$850 in Zone 1.
The existing rate structure is as follows:
Sub-Area Fixed Rate Retail Rate: Professional Rate: Maximum Rate
Frontage Per Professional per Business Site
Area 1 $ 160 $ 8.79 $ 125.46 $ 850.01
Area 2 $ 80 $ 3.29 $ 46.95 $ 338.25
Area 3 $ 40 $ 0.93 $ 13 .23 $ 112.76
There are several unintended challenges created by this system:
. Ongoing administration to track and distinguish between retail and professional uses.
. Difficulty in distinguishing level of benefit between zones, particularly for variable
rate factors.
. Small firms can pay more than large firms - i.e. a one-person law firm on Santa Fe
could pay $285 while a 50-person company in Zone 3 pays $112.
. As retail use has declined, in many case replaced by exempt non-profits, the
assessment base has declined.
Proposed Revised Methodology: The proposed new methodology is based
upon the following assumptions:
. To support an economic development/destination marketing work program, a
general flattening of rates since benefits should be distributed throughout
downtown.
. Realignment of the sub-areas to be contiguous with the 2002 Market-Based Plan
development districts.
. Retail frontage assessment for all properties fronting Santa Fe Avenue only, since
this corridor is designated as the retail, dining and entertainment core of downtown.
. Assess all full time employees, not just professionals, since all employees and
businesses would benefit from a more vital downtown.
. Create a structure that better differentiates between benefits for small and large
compal11es.
7
I
Suggested Revised Assessment Rates:
Sub-Area Fixed Rate Frontage 2 to 10 11 to 50 Over 50
Rate Emplovees Emplovees Employees
Santa Fe District:
Ground Floor $ 250.00 $ 10.00
Maximum Rate per site $ 1,000.00
Santa Fe Upper Floors/
Emplovment District $ 150.00 $50 $25 $25
Maximum Rate per site $ 500.00 $ 1,000.00 $ 1,500.00
Mill/Hospital Districts $ 100.00 $ 33.33 $ 16.67 $ 16.67
Maximum Rate per site $ 333.33 $ 666.67 $ 1,000.00
Examples of Suggested Assessment Rates:
One-person professional finD located on the second floor of a Santa Fe Avenue building:
Existing Assessment: $160 plus $125.46 = $285.46
Proposed Assessment: $150.00
Santa Fe Avenue retailer occupying storefront with 50 linear feet:
Existing Assessment: $160 plus $8.79 x 50 = $599.50
Proposed Assessment: $250 plus $10 x 50 = $750.00
30-employee finD located in the Employment District.
Existing Assessment: $338.25 (maximum rate per site in Area 2)
Proposed Assessment: $500 (10 employees) plus $25 x 20 = $1,000.00
Contributions by Anchors, Non-Profits: Contribution rates are also proposed for
downtown's primary activity anchors, the City/County complex and the Salina Regional
Health Center. The suggested contribution for each of these activity anchors is $15,000.
Finally, under Kansas law, non-profit organizations are exempt from BID
assessments. This issue has created increased concern with the downtown community over
the past several years. We propose that the City of Salina provide a contribution to
compensate the BID for non-profits. This contribution is estimated at $15,000.
8
Governance
Geographic representation on the BID board: The BID is governed by a 13-
member board of directors composed of property and business owners. We suggest that
geographic criteria, consistent with the 2002 Market-Based Plan, be added to the BID board
composition to ensure that all areas are represented:
. 3 members representing the Santa Fe Avenue District;
. 3 members representing the Employment District
. 1 member representing the Mill District
. 1 member representing the City/County activity anchor
. 1 member representing the Hospital activity anchor
. 4 members at-large
Relationship between SDI and the BID: Currendy it is difficult to distinguish
between Salina Downtown Inc. (SDI) and the BID. Both organizations share the same
board members, budget, office and staff. There is a key legal difference between the two
entities:
. The BID is a quasi-governmental entity, created by local ordinance and enabled with
the power to collect assessments.
. SDI is a private sector non-profit organization.
In the future, it may be beneficial to create a stronger distinction between SD I and
the BID. The BID board is responsible to manage BID assessments, which comprise a
majority of SDI/BID joint revenue; however, there are two primary advantages to a more
distinct role by SD I.
The first is resource development. As a non-profit organization, SDI could
diversify downtown improvement revenues through a variety of sources, including:
. Contributions, including foundation and corporate grants
. Event sponsorships and revenue
. Other earned income
The second advantage to SDI is that it can take a stronger role in advocacy and
lobbying. As a unified private sector voice for downtown, SDI can be influential in guiding
a variety of policies and issues that affect downtown.
IfSDI becomes more active in resource development and/or advocacy, a stronger
distinction should be made between the BID and SDI boards. The BID board could be
reduced (9 members?) and new members could be recruited to augment SDI's resource
development and advocacy functions.
9
Safeauards
To keep the BID relevant and maximize accountability to ratepayers, a series of
safeguards are recommended:
. Annual Ratepayer Survey: An annual ratepayer survey should be developed to
measure satisfaction with and measurable impact resulting from BID services.
. Annual Database Review: The BID database should be reviewed annually to track
changes in business ownership and employment.
. Assessment Cap: Annual increases in BID assessments should be limited to
adjustments in the Salina area cost of living, or 3%, whichever is less.
. Five Year Reviews: The BID should undergo a complete review every five years,
including work program, budget, assessment methodology and service boundaries.
10
PROGRESSIVE URBAN
MANAGEMENT ASSOCIATES
1616 SrnlHfENTH mffi, 1262
DENVER, COlomo 80202
TElEPHONE: 303/628.5554
FAX: 303/628.5557
WYIW.PUMAWORLDHQ.COIol