Bellefontaine Market Study - Logan County Chamber of Commerce

Transcription

Bellefontaine Market Study
March 2009
Bellefontaine Market Analysis
Report Contents:
Analysis Objectives............................................... 3
Understanding the Market..................................... 4
Pedestrian Circulation and the
Downtown Bellefontaine “Mall”........................... 31
Regional Marketplace . ........................................... 5
Selecting Opportunities Sites
For Catalytic Redevelopment:.............................. 34
Demographic Analysis.......................................... 6
Potential Funding Sources................................... 35
Defining the “Market”................................................
Population and Household Growth........................... 6
Further Strategies for Economic Development....... 36
Households by Type................................................. 7
Population by Age................................................... 8
Educational Attainment............................................ 9
Race and Ethnicity................................................. 10
Household Income by Range.................................. 11
Census Housing Statistics....................................... 12
Census Housing Statistics....................................... 13
Housing Supply and Demand................................. 14
Major Employers and Industries........................... 15
Employment and Earnings by Industry................... 16
Unemployment................................................... 17
Bellefontaine Consumer Groups.......................... 18
Other Segments with
Varying Profiles..................................................... 24
Retail Supply and
Demand Analysis................................................ 26
Traffic Patterns.................................................... 27
Local Shopping District....................................... 28
Urban Conditions Map....................................... 29
Urban Conditions.................................................. 30
Page - 2
Final Draft 3/2009
Analysis Objectives
The primary purpose of this analysis is to further
the understanding of the Bellefontaine Downtown
Business District and its relationship to the
competitive marketplace locally and regionally.
Specifically, this analysis serves to refresh market
statistics and downtown conditions from previous
research work in preparation for future planning
and development efforts in the downtown.
Page - 3
Final Draft 3/2009
Understanding the Market
*+,-. /+0.12 3+405-6+. -./0123/4 49,040 46,005 2000 2010 42,310 39,155 34,803 35,072 1960 1970 31,329 1950 1980 1990 Understanding the Market for Downtown
Bellefontaine, Ohio involves inspection of both
local and regional context. The health and
welfare of Downtown Bellefontaine is based
largely on competitive relationships within the
downtown, the City, the County and around
northwest-central Ohio. Furthermore, effects
of global trends and decisions made far
beyond Ohio can have significant impact on
Bellefontaine’s downtown.
U.S. Route 33 runs from Columbus and Marysville
to the south east of Bellefontaine and continues to
the north-west through Russell’s Point and Indian
Lake. This thoroughfare is a two -lane divided
highway from Bellefontaine.
The City of Bellefontaine is the county seat for
Logan County and its largest population center.
Page - 4
Final Draft 3/2009
Regional Marketplace
Page - 5
Final Draft 3/2009
Demographic Analysis
Population and Household Growth
Population household counts in Bellefontaine
are growing at rates nearly identical to the
State of Ohio. Current year estimates place the
population of Bellefontaine at 13,407 persons in
5,588 households.
Population and Household Growth
Bellefontaine 15-Min Drive 30-Min Drive 45-Min Drive Logan County
2000 Total Population
13,069
27,734
89,752
263,580
46,005
11,353,140
13,407
29,044
97,128
283,371
47,990
11,631,492
13,655
29,856
102,048
297,660
49,280
11,848,406
0.37%
0.55%
0.99%
0.99%
0.53%
0.37%
2000 Households
5,319
10,638
34,209
101,409
17,956
4,445,773
2007 Households
5,588
11,373
37,563
110,937
19,079
4,621,957
2012 Households
5,743
11,783
39,703
117,380
19,729
4,735,863
2007 - 2012 Annual Rate
0.55%
0.71%
1.11%
1.14%
0.67%
0.49%
2007 Average Family Size
2.96
3.02
3.00
3.02
2.98
3.02
2007 - 2012 Annual Rate
The area around Bellefontaine is growing at a rate
nearly triple that of the State of Ohio.
Ohio
Source: U.S. Census 2000, ESRI Current Year Estimates and 5-year Projections.
Page - 6
Final Draft 3/2009
Households by Type
Bellefontaine, like most communities, is a mixture
of households with various composition - some
families, some singles, children and seniors.
About two-thirds of the households are ‘families’ about half of these have children.
About one-third of the households are singles.
Nearly one-quarter of the households have
persons over the age of 65.
Households by Type
Total
Ohio
5,319
10,638
34,209
101,409
17,956
4,445,773
65%
71%
71%
70%
71%
67%
46%
56%
57%
58%
57%
51%
With Related Children
22%
26%
27%
27%
25%
24%
Other Family (No Spouse)
19%
15%
14%
13%
14%
16%
With Related Children
15%
11%
10%
9%
10%
11%
35%
29%
29%
30%
29%
33%
Householder Living Alone
31%
25%
25%
25%
25%
27%
Householder Not Living Alone
5%
4%
4%
5%
4%
5%
Households with Related Children
36%
37%
36%
36%
35%
34%
Households with Persons 65+
23%
23%
23%
22%
24%
24%
Family Households
Married-couple Family
Nonfamily Households
Page - 7
Final Draft 3/2009
Population by Age
The median age in Bellefontaine is 34.6 - slightly
younger than The State of Ohio.
Population by Age - 2007 Estimates
Median Age
Ohio
34.6
37.8
37.1
37.1
39.0
38.0
13,408
29,045
97,131
283,367
47,990
11,631,492
0-4
9%
8%
8%
7%
7%
7%
5-9
7%
7%
7%
7%
6%
6%
10 - 14
7%
7%
7%
7%
7%
7%
15 - 19
6%
7%
6%
7%
6%
7%
20 - 24
8%
7%
6%
6%
6%
7%
25 - 34
14%
13%
13%
13%
12%
12%
35 - 44
13%
13%
15%
15%
13%
14%
45 - 54
14%
16%
15%
15%
16%
15%
55 - 64
10%
11%
11%
11%
12%
11%
65 - 74
6%
7%
6%
6%
7%
7%
75 - 84
5%
5%
4%
4%
5%
5%
2007 Population by Age
Total
Page - 8
Final Draft 3/2009
Educational Attainment
Compared to The State of Ohio, Bellefontaine
has a lower percentage of person with education
beyond high school.
Educational Attainment - 2007 Estimates
Total
Ohio
8,092
17,704
58,362
171,292
29,962
7,411,740
Less than 9th Grade
2%
3%
4%
4%
4%
5%
9th - 12th Grade, No Diploma
13%
11%
12%
11%
13%
13%
High School Graduate
51%
52%
49%
42%
52%
36%
Some College, No Degree
15%
16%
17%
18%
16%
20%
Associate Degree
5%
5%
5%
6%
5%
6%
Bachelor's Degree
7%
8%
8%
14%
7%
14%
Master's/Prof/Doctorate Degree
7%
6%
4%
7%
5%
7%
High School or Less
67%
66%
66%
56%
68%
53%
More than High School
33%
34%
35%
44%
32%
47%
Page - 9
Final Draft 3/2009
Race and Ethnicity
Bellefontaine is less racially diverse than the entire
population of Ohio but is more diverse than
the surrounding areas. Ninety percent of the
population in Bellefontaine is classified racially as
‘white’ compared to 96% of Logan County.
Race and Ethnicity - 2007 Estimates
Total
Ohio
13,408
29,043
97,128
283,370
47,990
11,631,492
White Alone
90%
94%
94%
93%
96%
84%
Black Alone
5%
3%
3%
3%
2%
12%
American Indian Alone
0%
0%
0%
0%
0%
0%
Asian or Pacific Islander Alone
2%
1%
1%
3%
1%
2%
Some Other Race Alone
1%
0%
0%
0%
0%
1%
Two or More Races
3%
2%
1%
1%
1%
2%
1%
1%
1%
1%
1%
2%
Hispanic Origin
Page - 10
Final Draft 3/2009
Household Income by Range
Bellefontaine has a lower mean household
income compared to Logan County and the State
of Ohio.
Income growth for Bellefontaine is strong expected to exceed the rate for Ohio and Logan
County over the next five years.
Median Household Income - 2007 Estimates
Household Income Base
Ohio
5,588
11,373
37,563
110,937
19,079
4,621,936
< $15,000
14%
11%
10%
9%
11%
12%
$15,000 - $24,999
11%
10%
10%
9%
10%
10%
$25,000 - $34,999
13%
11%
11%
10%
12%
12%
$35,000 - $49,999
18%
17%
16%
15%
17%
16%
$50,000 - $74,999
20%
22%
22%
22%
22%
20%
$75,000 - $99,999
11%
14%
15%
15%
14%
13%
$100,000 - $149,999
9%
11%
12%
14%
11%
12%
$150,000 - $199,999
2%
2%
3%
4%
2%
3%
$200,000 +
2%
2%
1%
3%
1%
3%
$57,479
$62,219
$62,658
$71,849
$60,583
$66,709
Average Household Income
Median Household Income - 2007 Estimates
Household Income Base
Ohio
5,588
11,373
37,563
110,937
19,079
4,621,936
2000 Census
$35,774
$42,169
$42,940
$46,319
$41,458
$40,998
2007 Estimate
$45,502
$51,399
$53,141
$57,355
$50,345
$50,660
27%
22%
24%
24%
21%
24%
$51,909
$58,466
$61,316
$66,370
$57,044
$58,568
14%
14%
15%
16%
13%
16%
Median Household Income
Growth 2000-2007
2012 Projection
Growth 2007-2012
Page - 11
Final Draft 3/2009
Census Housing Statistics
Bellefontaine has a higher incidence of for rent
housing relative to Logan County and the State of
Ohio.
The median home value for Bellefontaine is
$111,258 and is expected to grow at a healthy
rate of 54% through 2012 - significantly higher
than the State of Ohio.
U.S. Census Housing Statistics
Ohio
6,096
12,455
42,915
123,193
23,098
5,078,681
Owner Occupied Housing Units
58%
68%
67%
67%
65%
66%
Renter Occupied Housing Units
33%
23%
21%
23%
18%
25%
Vacant Housing Units
8%
9%
13%
10%
17%
9%
2000
$79,819
$91,700
$92,982
$102,190
$86,575
$100,501
2007
$111,258
$120,688
$125,491
$136,706
$114,675
$129,643
2012
$123,212
$136,025
$143,210
$154,104
$127,417
$146,412
54%
48%
54%
51%
47%
46%
2007 Housing Units
Median Home Value
Growth 2000-2012
Page - 12
Final Draft 3/2009
Census Housing Statistics
Very few homes in Bellefontaine - only five percent
- are priced over $200,000. In contrast, 14%
of homes across the State are priced in excess of
$200,000.
U.S. Census Housing Statistics
Ohio
Occupied Housing Units by Value
Total
3,080
7,628
25,173
72,572
13,578
3,072,514
< $50,000
16%
14%
15%
12%
18%
12%
$50,000 - $99,999
56%
43%
41%
37%
43%
38%
$100,000 - $149,999
19%
26%
25%
26%
22%
26%
$150,000 - $199,999
4%
10%
11%
13%
9%
12%
$200,000 - $299,999
5%
5%
6%
9%
5%
8%
$300,000 - $499,999
0%
2%
2%
3%
2%
3%
$500,000 - $999,999
0%
0%
0%
1%
0%
1%
$1,000,000+
0%
0%
0%
0%
0%
0%
$91,737
$111,307
$113,246
$126,674
$107,357
$124,321
Median Rent
$381
$381
$385
$437
$377
$423
Average Rent
$367
$365
$380
$500
$363
$443
Average Home Value
Rent Rates
Page - 13
Final Draft 3/2009
Housing Supply and Demand
Comparing the supply of homes by price to the
household income of Bellefontaine residents
yields a preliminary assessment of housing supply
and demand. Since housing choice (and price)
depends largely on income, we would expect a
relationship between the income of a community’s
residential population and the supply of available
homes by price.
Housing Supply and Demand
Sale Price (Monthly Rent)
Demand
>$750,000 ($6,000+)
Supply
$400,000 - $750,000 ($3,375-$6,000)
$300,000 - $400,000 ($2,500 - $3,375)
$200,000 - $300,000 ($1,875-$2,500)
As such, we find that Bellefontaine appears to
have the ability to absorb additional homes priced
above $150,000.
This assessment, while preliminary in nature, is
based on an analysis of the number of households
at various income levels and an assumption of
home affordability.
$150,000 - $200,000 ($1,250-$1,875)
$100,000 - $150,000 ($875-$1,250)
$80,000 - $100,000 ($625-$875)
<$80,000 (<$675)
0
500
1,000
1,500
2,000
2,500
3,000
Units Absorption Estimate
Page - 14
Final Draft 3/2009
Major Employers and Industries
Logan County Largest Employers
The economy in and around Bellefontaine is
very beholden to the Honda manufacturing
and assembly operations. The future of Honda
in Ohio appears strong. Demand for Honda
product in light of increasing fuel costs is expected
to increase.
Rank
Firm
Location
1
Honda East Liberty Plant
East Liberty
2,500
Automotive Assembly
2
Honda Transmission Mfg
Russells Point
1,102
Transmission Manufacturing
3
Logan County
Bellefontaine
1,015
County Government
4
Midwest Express
East Liberty
996
Trucking
5
Adecco
Bellefontaine
748
Staffing Agency
6
Mary Rutan Hospital
Bellefontaine
727
Health Care
7
Alcoche Staffing
Bellefontaine
634
Staffing Agency
8
Transportation Research Center
East Liberty
550
Auto Manufacturing Research
9*
Siemens Energy and Automation
Bellefontaine
521
Electrical Manufacturing
10
AGC Automotice Americas
Bellefontaine
484
Auto Glass Manufacturing
11
Acrux Investigation Agency, Ltd.
Bellefontaine
352
Investigation and Security
12
Bellefontaine School District
Bellefontaine
332
Public Schools
13
Wal-Mart Supercenter
Bellefontaine
330
Retail Discount Store
14
Spherion
Bellefontaine
300
Staffing Agency
15
NEX Transport Inc.
East Liberty
253
Trucking
Bellefontaine should continue to experience a
positive economic lift from the direct and indirect
impacts of Honda but it is prudent to continue
to leverage this strength through expansions
into adjacent or complimentary industries
and geographies. As an example, the Toyota
manufacturing in nearby states is providing
increased opportunities for automotive support
industries in Logan County.
Of the leading 15 employers, the bulk are directly
related to automobile assembly. Health care
represents a second important employment base
with Mary Rutan Hospitals in Bellefontaine.
Siemens has announced the closure of its
Bellefontaine and Urbana facilities. Logan County
and Bellefontaine are expected to lose over 500
jobs as a result of this departure.
Employees
Business
* Closure annnounced - expected in 2009 or 2010. (Springfield News Sun; 12-11-06.)
Source: Logan County Chamber of Commerce
Page - 15
Final Draft 3/2009
Employment and Earnings by
Industry
The vast majority of jobs and the lion’s share of
the County’s wages come from the manufacturing
sector. Government employment, health care and
other administrative jobs follow manufacturing in
their relative contribution to the total employment
based across the county.
Mary Rutan Hospital and other health care providers are
important sources of employement and wages in Logan County.
Page - 16
Final Draft 3/2009
Unemployment
Civilian Labor Force Estimates
March 2008
Logan County currently reports unemployment of
5.4% of its workforce.
Office of Workforce Development
Bureau of Labor Market Information
The corridor to the northwest of Columbus
which includes the Marysville (and surrounding)
industrial operations in support of Honda of
America has historically shown strong employment
relative to the rest of Ohio.
Williams
6.4
Defiance
7.9
Paulding
6.2
Van Wert
5.7
Darke
6.6
25,800 7.0 Miami
5.8
Preble
7.0
Montgomery
7.2
6.0 Butler
5.1
25,400 Hardin
6.1
Logan
5.4
24,800 3.0 24,600 Madison
5.5
Clinton
5.2
Wayne
5.2
Richland
7.2
Knox
6.2
Fayette
5.4
Franklin
4.7
Highland
7.2
Adams
9.4
Pike
10.2
Scioto
7.5
Unemployment Rates
Seasonally
Unadjusted
Adjusted
5.1%
United States.. 5.2%
5.7%
Ohio................ 6.1%
Stark
6.5
Columbiana
6.7
Harrison
6.9
Guernsey
8.3
Noble
8.7
Perry
9.0
Hocking
7.6
Ross
7.4
Mahoning
6.8
Tuscarawas
6.4
Muskingum
8.8
Fairfield
5.2
Summit
5.8
Coshocton
7.8
Delaware
4.1
Pickaway
6.6
Trumbull
6.9
Portage
6.3
Carroll
7.7
Holmes
4.4
Morrow
6.7
Licking
5.8
Greene
5.8
Brown
7.2
Labor Force 25,000 Union
4.6
Clermont
5.3
25,200 4.0 Marion
5.8
Champaign
6.2
Hamilton
4.8
5.0 Unemployment Rate Warren
5.1
Medina
5.8
Ashland
7.0
Geauga
5.5
Cuyahoga
6.2
Lorain
7.8
Huron
10.1
Crawford
7.8
Wyandot
6.9
Clark
6.2
25,600 Erie
8.1
Hancock
4.6
Allen
6.7
Shelby
5.4
Logan County Unemployment and Labor Force Sandusky
6.9
Seneca
6.3
Putnam
6.1
Auglaize
4.8
Mercer
4.5
Ottawa
9.7
Wood
5.9
Henry
8.2
Ashtabula
7.8
Lake
5.8
Lucas
7.2
Fulton
8.3
Morgan
11.2
Jefferson
6.8
Belmont
6.5
Monroe
8.7
Washington
5.5
Athens
6.0
Vinton
8.5
Meigs
10.2
Jackson
8.4
Gallia
6.4
Lawrence
4.9
US rate of 5.2% or lower
Above US rate of 5.2%;
Ohio rate of 6.1% or lower
Above Ohio rate of 6.1%;
below 9.0%
9.0% or above
Ohio Department of Job and Family Services
Ted Strickland, Governor
Helen E. Jones-Kelley, Director
2.0 Logan Cty Unemployment 24,400 Ohio Unemployment 1.0 24,200 Logan Cty Labor Force Mar‐08 Jan‐08 Feb‐08 Dec‐07 Oct‐07 Nov‐07 Sep‐07 Jul‐07 Aug‐07 Jun‐07 Apr‐07 May‐07 Mar‐07 Jan‐07 Feb‐07 Dec‐06 Oct‐06 Nov‐06 Sep‐06 Jul‐06 Aug‐06 Jun‐06 Apr‐06 May‐06 Mar‐06 Jan‐06 24,000 Feb‐06 ‐ Source: Ohio Department of Development Page - 17
Final Draft 3/2009
Claritas PRIZM Household Distribution 2008
Bellefontaine Consumer Groups
The help further augment our understanding
of the needs of consumers in and around
Bellefontaine, we look to a classification of
statistical analysis known as segmentation.
Consumer sugments are formed by analyzing and
grouping like individuals based on data combined
from U.S. Census, national consumer survey
data, transactional product and service purchase
and media usage. The characteristics and
descriptions of these segments illustrate patterns
of consumer behaviors and lifestyle situations
that tabular statistical data cannot communicate.
While clearly all consumers are distinct and will
not behave in fully predictive ways, this type
of analysis helps describe the undercurrents of
consumer variation in the marketplace.
City of Bellefontaine
Code #
Segment
HHs
%
Cum %
64
Bedrock America
856
16%
16%
56
Crossroads Villagers
661
13%
29%
48
Young and Rustic
611
12%
40%
57
Old Milltowns
542
10%
51%
50
Kid Country, USA
396
8%
58%
42
Red, White and Blues
364
7%
65%
25
Country Casuals
335
6%
71%
20
Fast-Track Families
284
5%
77%
55
Golden Ponds
274
5%
82%
32
New Homesteaders
202
4%
86%
43
Heartlanders
190
4%
89%
09
Big Fish, Small Pond
189
4%
93%
28
Traditional Times
130
2%
96%
38
Simple Pleasures
100
2%
97%
37
Mayberry-ville
79
1%
99%
23
Greenbelt Sports
53
1%
100%
33
Big Sky Families
2
0%
100%
45
Blue Highways
1
0%
100%
5,269
100%
Total
Page - 18
Final Draft 3/2009
Bedrock America
16% of Bellefontaine Households
Bedrock America consists of young, economically
challenged families in small, isolated towns
located throughout the nation’s heartland.
With modest educations, sprawling families, and
service jobs, many of these residents struggle to
make ends meet.
One quarter live in mobile homes. One in three
haven’t finished high school. Rich in scenery,
Bedrock America is a haven for fishing, hunting,
hiking, and camping.
Family is the focus of this segment with their
purhcase and media consumption dominated by
children’s needs, recreation and outdoor pursuits.
Page - 19
Final Draft 3/2009
With a population of middle-aged, white-collar
couples and families, Crossroads Villagers is a
classic rural lifestyle.
Residents are high school-educated, with modest
incomes and housing; nationally, one-quarter of
this group live in mobile homes.
There’s an air of self-reliance in these households
as Crossroads Villagers help put food on the table
through fishing, gardening, and hunting.
Page - 20
Final Draft 3/2009
Young and Rustic
Young & Rustic is composed of middle age,
restless singles.
These folks tend to be lower-middle-income, high
school-educated, and live in smaller apartments
in the nation’s exurban towns.
With their service industry jobs and modest
incomes, these folks still try to fashion fast-paced
lifestyles centered on sports, cars, and dating.
Page - 21
Final Draft 3/2009
Old Milltowns
America’s once-thriving mining and
manufacturing towns have aged--as have the
residents in Old Milltowns communities.
Today, the majority of residents are retired singles
and couples, living on downscale incomes in pre1960 homes and apartments.
For leisure, they enjoy gardening, sewing,
socializing at veterans clubs, or eating out at
casual restaurants.
Page - 22
Final Draft 3/2009
Kid Country, USA
Widely scattered throughout the nation’s
heartland, Kid Country, USA is a segment
dominated by large families living in small towns.
Predominantly white, with an above-average
concentration of Hispanics, these young, workingclass households include homeowners and
renters; about 20 percent of residents nationally
own mobile homes.
Page - 23
Final Draft 3/2009
Other Segments with
Varying Profiles
Country Casuals
The top five consumer segments in Bellefontaine
There’s a laid-back atmosphere in Country
appear to tend toward middle income - as the
demographic profile suggests. There are, however, Casuals, a collection of middle-aged, upscale
households that have started to empty-nest.
variations accross the marketplace.
Most households boast two earners who have
well-paying management jobs or own small
The following segments collectively represent
businesses. Today these Baby-Boom couples have
nearly one-fifth of Bellefontaine’s consumer
the disposable income to enjoy traveling, owning
population and are more affluent than the
timeshares, and going out to eat.
previously profiled segments.
Page - 24
Older, upper-class, college-educated
professionals, the members of Big Fish, Small
Pond are often among the leading citizens of their
small-town communities. These upscale, emptynesting couples enjoy the trappings of success,
including belonging to country clubs, maintaining
large investment portfolios, and spending freel on
computer technology.
Fast-Track Families
Traditional Times
With their upscale incomes, numerous children,
and spacious homes, Fast-Track Families are in
their prime acquisition years. These middle-aged
parents have the disposable income and educated
sensibility to want the best for their children. They
buy the latest technology with impunity: new
computers, DVD players, home theater systems,
and video games. They take advantage of their
rustic locales by camping, boating, and fishing.
Traditional Times is the kind of lifestyle where
small-town couples nearing retirement are
beginning to enjoy their first empty-nest years.
Typically in their fifties and sixties, these uppermiddle-class Americans pursue a kind of granolaand-grits lifestyle. On their coffee tables are
magazines with titles ranging from Country Living
and Country Home to Gourmet and Forbes. But
they’re big travelers, especially in recreational
vehicles and campers.
Final Draft 3/2009
The Bellefontaine consumer market - like all other
communities in the United States - is a complex
melting pot of various favors of household and
individual needs. The business district in the
downtown should be cognisant of this fact and
tailor its offering to address all spectrums of
consumer demand.
Technology and media proliferation have leveled
the global marketplace and raised expectations
for consumers. With internet shopping, cable
television and overnight delivery, rural markets in
America can demand and receive all manner of
product and service. Consumers recognize and
expect high levels of product and service choice.
Bellefontaine
Segment
% Market
Median Income
Age
Children Own or Rent
Employment
Bedrock America
16%
$27,836
<35
Mostly w/
Kids
Mixed Renters
White Collar - Service Mixed
13%
$32,467
<55
Generally
w/out Kids
Owners
White Collar - Service
Young and Rustic
12%
$32,607
<55
Generally
w/out Kids
Renters
Mixed - Service
Old Milltowns
10%
$30,680
65+
W/out Kids
Mixed Owners
Mostly Retired
Kid Country, USA
8%
$42,353
25-44
Kids
Mixed Owners
Blue Collar - Serivce Mixed
Total Top Five
59%
Other Affluent Segments
Page - 25
Country Casuals
6%
$72,180
35-54
Mixed
Owners
Management
Fast-Track Families
5%
$75,814
35-54
Kids
Owners
Management
4%
$83,872
45-64
Mostly
w/out Kids
Owners
Management
Traditional Times
2%
$55,498
55+
W/out Kids
Owners
White Collar Mixed
Total Other Affluent:
17%
Final Draft 3/2009
Retail Supply and
Demand Analysis
Understanding the opportunity for retail
in Downtown Bellefontaine begins with an
assessment of local and regional competitive
pressures. Where residents shop is based on a
variety of factors - convenience, price, quality,
shopping environment, etc.
Retail located downtown must survive on its
own unique merits within a wider competitive
environment.
Analyzing the behaviors of consumers relative
to demands for goods and services against
the backdrop of providers yields a picture of
opportunities for potential expansion. Some
of these opportunities might be appropriate for
Downtown location - Specialty Foods, Florists,
Electronics/Appliances, etc.
Retail Supply and Demand Analysis
Bellefontaine, Ohio
15-Minute Drive
Supply
Demand
Supply
Demand
Automobile Dealers
Other Motor Vehicle Dealers
Auto Parts, Accessories, and Tire Stores
$25,047,591
$595,591
$4,268,277
$25,087,736
$2,569,535
$1,592,238
$36,196,296
$8,054,307
$4,852,374
$58,459,799
$6,600,322
$3,495,294
Furniture Stores
Home Furnishings Stores
$3,579,146
$1,787,223
$2,728,940
$893,761
$5,102,732
$3,341,580
$6,004,720
$2,018,238
Electronics & Appliance Stores
$1,609,789
$1,913,460
$2,589,443
$4,154,808
Building Material and Supplies Dealers
Lawn and Garden Equipment and Supplies Stores
$3,876,467
$40,330
$3,576,029
$327,399
$18,596,765
$1,055,673
$8,705,947
$845,079
Grocery Stores
Specialty Food Stores
Beer, Wine, and Liquor Stores
$31,810,322
$259,642
$2,405,812
$21,167,626
$492,431
$1,172,722
$48,200,641
$1,163,042
$2,426,824
$46,536,215
$1,103,747
$2,483,771
Health & Personal Care Stores
$10,283,657
$3,604,618
$12,769,571
$7,983,905
Gasoline Stations
$25,856,729
$15,298,590
$40,529,965
$34,810,733
Clothing Stores
Shoe Stores
Jewelry, Luggage, and Leather Goods Stores
$3,316,428
$1,020,559
$1,258,064
$1,446,009
$636,225
$391,038
$4,133,080
$3,010,306
$1,481,370
$3,128,254
$1,352,786
$837,027
Sporting Goods/Hobby/Musical Instrument Stores
Book, Periodical, and Music Stores
$4,312,051
$4,196,197
$874,051
$1,374,583
$7,675,394
$4,974,828
$1,922,900
$2,746,264
General Merchandise Stores
Department Stores Excluding Leased Depts.
Other General Merchandise Stores
$48,679,828
$2,606,148
$46,073,680
$23,084,242
$19,693,719
$3,390,523
$115,850,500
$50,859,141
$64,991,359
$50,787,672
$43,325,883
$7,461,789
Florists
Office Supplies, Stationery, and Gift Stores
Used Merchandise Stores
Other Miscellaneous Store Retailers
$954,368
$858,075
$1,055,212
$1,758,722
$596,637
$789,126
$284,249
$692,798
$1,075,970
$1,541,897
$1,530,762
$4,019,315
$1,555,121
$1,734,086
$596,652
$1,611,241
Full-Service Restaurants
Limited-Service Eating Places
Special Food Services
Drinking Places - Alcoholic Beverages
$35,602,077
$10,133,105
$234,232
$332,327
$10,914,079
$6,395,952
$234,938
$255,721
$39,373,155
$15,081,560
$663,657
$487,523
$23,475,967
$13,778,646
$502,994
$513,830
Source: InfoUSA, ESRI, Survey of Consumer Spending, KKG.
Key:
Over Supply - Supply significantly exceeds demand.
Equilibrium - Demand and supply relatively equal.
Under Supply - Demand significanly greater than supply.
Page - 26
Final Draft 3/2009
Traffic Patterns
Retail locations tend to congregate where the
transportation network provides high volumes
of passby traffic, high visibility of signage and
storefronts and easy access to conveniently
located parking. Likewise, areas of office and light
industrial uses also flourish where vehicular access
and exposure are maximized.
As such, downtown retail / business districts - like
Bellefontaine - are forces to compete with newer
developments along high traffic corridors outside
of the core urbanized areas.
In Bellefontaine, US 33 carries approximately
14,000 cars a day through the northeast of
Bellefontaine. The east bound traffic is higher
than the west bound. The primary interchanges
at 540, 47 and 68 along SR 33 are likely
to continue to feel development pressure as
businesses locate along this high traffic and
visibility corridor.
Source: Ohio Department of Transportation , 2007.
Page - 27
SR 68 provides the southern entrance to
Bellefontaine as also is home to the lion’s share of
the retail in the area.
Final Draft 3/2009
Local Shopping District
Bellefontaine’s Downtown Business District has
been overshadowed by the retail development
along SR 68 south of town. Like many other
small cities and towns throughout the U.S., the
“Walmart Effect” has drawn focus from downtown
to new more suburban style retail developments
on the outskirts of town. These developments are
all very similar - automobile oriented shopping
strip malls in green field developments on high
traffic corridors.
Downtown should not attempt to mirror the type
of retail development happening to the south
but should rather focus a retail offering toward
a unique more explorative retail experience also
leveraging the needs of the day-time population
of office users downtown.
Keys to Downtown Retail Success:
• Convenient and obvious parking
• Shops clustered in a physical pattern that
encouraged pedestrian circulation
Shopping
Area
• High level of merchandising quality
• Clean, wel-lit and attractive streetscape
Page - 28
Final Draft 3/2009
Urban Conditions Map
Madriver St
Detroit St
Strategic Downtown Planning Initiative
Bellefontaine, OH
Secondary
Retail Area
Existing Conditions
Legend
Study Area
Opportunities
Sandusky Ave
+ Potential Redevelopment areas are
recommended to utilize/take advantage of
historic tax credits.
+ Appropriate signage and wayfinding to
direct auto and pedestrian traffic with
downtown and specific destinations.
Holland
Theatre
+ Adaptive reuse of existing vacant buildings.
Primary
Retail Area
W. Columbus Ave
+ Opportunity for “Potential Redevelopment
Area” to include strategies and design for
appropriate infill and storefronts facting the
parking lot.
Courthouse
Area
Camby
Building
Redevelopment
W. Chillicothe
Page - 29
Potential
Brownfield
Redevelopment
Area
68
Auburn Ave
Main St
CS
X
Ra
ilr
oa
d
Potential
Redevelopment
Area
Not to Scale
North
Final Draft 3/2009
Urban Conditions
The Bellefontaine Downtown has some
very compelling physical and commercial
characteristics. The architecture of many
downtown structures is very dramatic and historic
in nature.
The Courthouse centers the focus of downtown
activity on the square. This important historic
structure is surrounded by other very appealing
structures housing retail businesses and office
users. Newer infill buildings also exist but
Bellefontaine’s Downtown still carries the appeal
of a historic town center.
Main Street Mixed Use Opportunity
Many of the buildings in and around
Bellefontaine’s downtown are suitable for both
ground floor and upper floor uses. The ground
floors are current occupied by retail business or
office uses. Upper floors appear to be frequently
vacant or underutilized.
Logan County Courthouse
Page - 30
More thorough utilization of upper floors provides
a number of positive effects for downtown health.
From the property owner’s perspective, turning
upper floors into leasable space increases the
economic value of their asset.
Downtown Anchor - Holland Theater
Having “lights upstairs” in the form of 24-hour
residents or even day-time businesses provides
an important source of customers for downtown
businesses and add significantly to the general
sense of excitement and energy in the downtown.
Final Draft 3/2009
Pedestrian Circulation and the
Downtown Bellefontaine “Mall”
Downtown retail strategy can take queues from
the lessons learned in development of shopping
malls over the past 40-years.
Consumers are apparently fickle beings. Their
attention span is short but their ability to sense
subtle nuances of the shopping environment
makes the management of the shopping
experience paramount to retail success.
Bellefontaine has a significant number of retail
businesses in the downtown area. Main Street,
with its high volume of traffic, is an important
center of retail activity. West Columbus Street
bisects Main Street and is home to many
businesses.
Consumer shopping districts should be
consolidated to provide an uninterrupted flow of
retail interest from shop to shop. Creating this
‘explorative’ sense of shopping helps retail stores
share customers with patrons stopping downtown
for a particular destination being able to browse
and be exposed to the wares of other adjacent
retailers.
Anchors - in mall nomenclature - are retailers that
draw customers to the shopping center because
of their brand awareness, advertising and frequent
customer traffic. These retailers provide other
mall tenants the opportunity to leverage the draw
of these larger stores.
How customer move from one store to another
is a point of strong consideration for the mall
managers. Making certain that the customer
movement is not hindered by vacant stores is
important as well as the overall appeal of the
physical circulation area - the mall floor.
In downtowns, civic buildings, libraries, post
offices, other public services and high traffic
retailers function like anchors - bringing
consumers downtown. Applying the lessons
learned by mall managers, the downtown
merchants should locate near one another, make
certain that vacant storefronts do not hinder
consumer circulation and physically design the
downtown landscape to encourage pedestrian
circulation from parking areas in and around the
centers of downtown retail activity.
Downtown Bellefontaine’s “Mall Floor”
Likewise, customers of restaurants can become
customers of neighboring retail operations before
or after the meal.
Page - 31
Final Draft 3/2009
Parking - always a concern in any shopping area
- is accommodated in downtown Bellefontaine
in the form of street front spaces and public
parking lots. Regardless of the number of spots
available, today’s consumer expects to park right
in front of their shopping destination.
Obviously, in nearly every case - even in suburban
malls and shopping areas - there is always
walking required once vehicles are parked.
Whereas the mall parking area provides a clear
and typically unhindered line of sight to the
store entrance, in downtowns the urban fabric
requires that customers generally must seek out
and park vehicles away from and sometimes out
of eye sight of their destination. Managing the
consumer experience from parking to store is the
key to vaulting the hurdle of downtown parking
perceptions.
Rear parking lot and store entrace in Paw Paw, Michigan
downtown.
Parking directional signage
should be obvious and
branded.
Parking access - obvious,
attractively manicured,
safely lit and inviting.
In Bellefontaine, much of the available parking
is in public lots behind the Main Street and West
Columbus Street buildings. While this lot is
easily available, the entry points would benefit
from improved signage, lighting and access.
Furthermore, since much of the parking is behind
merchants, putting second entrances with awnings
and other inviting amenities would increase the
shopping interest in Downtown Bellefontaine.
Page - 32
Final Draft 3/2009
Sandusky Avenue
Columbus Avenue
Madriver Street
Main Street
Holland
Theater
Shopping
District
Anchors
Parking Access
Detroit Street
Court
House
Retail in Downtown Bellefontaine should work
to encourage pedestrian circulation between
the north south dsitrict along Main Street from
Sandusky to Chillicothe Streets and from Detroit
and Madriver east and west.
This is not to suggest that retail cannot occur
outside this region but rather that pedestrians
parking in the central area either in on-street
spaces or the municipal lot will likely not walk
much further.
The Canby Building holds an important
terminating position on a prominat corner in the
Downtown. Future use of this building should try
to once again establish The Canby as an anchor
tenant in Bellefontaine’s Downtown.
Likewise, the Holland Theater and Detroit Street
suggest a limit to the east west shopping and
entertainment district along Columbus Street.
Parking
Lot
Camby
Building
Chillicothe Street
x.
Appro
H
NORT
The access from the parking lot at Chillicothe
and Detroit is critical and should be redesigned
to encourage pedestrian access to the shopping
district.
Furthermore, the merchants who back up to this
lot would benefit greatly by having an attractive
rear entrance with inviting signage and doorways
for customers to enter directly from the parking
lot.
Page - 33
Final Draft 3/2009
Selecting Opportunities Sites For
Catalytic Redevelopment:
Aggregate Site and Space Configuration
You must have sufficient land area to
accommodate configurations for retail and
business uses. This includes parking, access
for customers and back of shop operations
(deliveries, trash, etc.). Interior spaces should
allow for flexibility, be unencumbered by supports
and offer high ceilings for support mechanisms.
Anchors, Adjacencies, and Customer
Circulation
There’s a natural circulation of customers that
mall and store managers understand and
encourage in their physical layouts. Applying the
same principles of anchor led circulation to build
on the natural patterning of consumer behaviors
is key to successful downtown growth. Capture
the consumer’s attention as they visit the Theater,
key restaurants and shops, civic offices and other
key locations. Design where they walk, what the
see as they pass and how they to and from their
automobile to encourage exploration.
Under-Performing Real Estate
Amenable Ownership
Move Office and Residential Up
Key on interested property and business
owners who are willing to buy-in the vision
and have either buildings to contribute toward
a redevelopment effort or business tenants to
occupy newly configured space.
Moving office and residential uses to upper floors
to leave first floors available for retail space
increases customer interest. Window shopping as
you walk to and from lunch is more entertaining
than looking at the closed vertical blinds of an
office. Vacant upper floors can be converted to
valuable additions to the owners financial portfolio
if they are converted to leasable space.
“Projectability” of the Site’s
Redevelopment
How many other sites are like this one, and the
Adjacent Redevelopment Activity
feasibility of redevelopment in the selected site/
parcel. Select projects that might inform or further Redevelopment tends to grow outward and
encourage redevelopment.
investments made on one particular site will lead
to adjacent actions to improve other properties.
Size of Redevelopment Efforts
Market Draw
Work toward early demonstrated actions which
quickly show progress. Larger efforts are clearly
Adding to the anchor tenants Downtown
catalytic but can be more complex programs
will further the draw of customers inward.
of redevelopment with complex financing and
Identification of uses that draw from a wider
can take longer to come to market. Balancing
geographic region can increase customer traffic
long term development with a consistent level of
for other businesses.
enthusiasm and progress is key.
Regulatory Restraints
Make sure zoning, parking and other codified
regulations allow for and encourage urban infill.
Site with problems often provide early
opportunities for action.
Page - 34
Final Draft 3/2009
Potential Funding Sources
In order to capitalize on current interest and
momentum, this Downtown Strategic Plan should
be actively used in the recruitment of potential
private developers and investors. These potential
development partners should receive assistance
in gaining an understanding of the benefits of
public / private partnering. Strategies that reduce
risk to private investors are key to successful
redevelopment. Project financing and programs
that support start-up businesses as well as existing
businesses are key inducements.
The potential funding sources should be
researched to check the eligibility and applicability
for Downtown Bellefontaine projects. It is further
encouraged explore other available funding
sources and utilize these resources as potential
sources of investment and business development
funding.
I. Tax Incentives for Historic
Preservation
III.Commercial Development Incentives
+
Community Reinvestment Act (CRA) loans
+
Tax Increment Financing (TIF)
+
Special Improvement District (SID)
+
Emergency Building Repair Assistance
+
Potential Storefront Renovation Program
+
Low Interest Loans
IV. Programs administered by the Ohio
Department of Development
+
Ohio Enterprise Zone Programs for local and state
tax incentives for businesses that expand or locate in
Ohio. Local guidelines regulate the type of business
and investment eligible for incentive. (http://www.
odod.state.oh.us/edd/ez/)
+
Ohio Job Creation Tax Credit Program (JCTC)
+
Business Incentives Loans and Grants
+
Ohio Enterprise Bond Fund
+
166 Direct Loan and Regional 166 Direct Loans
+
Urban Redevelopment Loan
+
Economic Development Program
+
The Comprehensive Downtown Revitalization
Program (through Community Development Block
Grant)
+
Microenteprise Business Development Program
+
Clean Ohio Revitalization Fund
II. Housing Development Incentives
+
Low-Income Housing Tax Credits
+
Historic Building Tax Credits (Federal & State)
+
HUD Programs
Page - 35
V. Funding programs administered
by the U.S. Small Business
Administration
+
CDC/504 Loans
+
Basic 7(a) Loan Program
+
Micro Loan Program
VI. Funding programs administered
by the Ohio Department of
Transportation and Ohio Department
of Natural Resources Nature Works
Grants
Final Draft 3/2009
Further Strategies for Economic
Development
The National Trust for Historic Preservation’s
National Main Street Program organizes strategy
for Main Street Economic Development around
four primary categories:
++
++
++
++
Organization
Design
Promotion
Economic Restructuring
The following strategies describe, in summary,
points to consider for further exploration in
a Phase II Planning Initiative for effective
implementation.
Main Street Bellefontaine should act as
primary organization in the revitalization and
repositioning effort.
For the plan to be most effective, there must be
a central point of oversight and cheer leading.
Main Street Bellefontaine should take on the
role of guiding visioning and planning. It should
act as the central point of management for the
Downtown Business District - much in the way a
mall managers coordinates strategy for private
shopping centers.
Page - 36
Efforts should be made to identify catalytic project
opportunities toward realizing the overall vision
for the Downtown. Specific actions - even smaller
efforts - can demonstrate the path of progress and
illustrate the nature of the vision for Downtown
Bellefontaine.
Create a Tax Increment Financing (TIF)
District as a redevelopment tool for
redeveloping underutilized properties,
rehabilitating publicly owned non-municipal
structures, relocating occupants and
constructing public improvements.
Promote collaborative efforts between existing
organizations for effective implementation.
Create a community-led, for-profit Limited
Liability Company to redevelopment a specific
project(s) in Downtown Bellefontaine. The risks
As is highlighted through the existing conditions
associated with downtown redevelopment are
analysis and several dialogues with community
frequently more daunting than a single investor
residents, business owners and public officials
is comfortable shouldering alone. By sharing
there are several active organizations focusing on risk (and reward) across a broader collection
different issues. Although it is beneficial to have
of investors, the shared liability becomes more
several organizations, simultaneous activities
manageable. Furthermore, local community
should be coordinated to reduce duplication and
and business leaders can leverage their stake
efficient management of the implementation tasks. in the Downtown and their ability to garner
Also clear channels of communication should
promotional support for the effort to further its
be maintained at all times between different
success.
organizations to coordinate holistic revitalization
and repositioning efforts.
Leveraging public-private partnerships - local
quasi-public organizations such as Port
As the Downtown is gradually revitalized,
Authorities can often bridge critical financial
consideration should be given to the creation
gaps to make redevelopment project profitable.
of a Special Improvement District (SID). A
Special Improvement District is a quasi-public
Broaden the enforcement of zoning and
organization formed by property owners who
building code violations to protect the
have agreed to an assessment on their property in investments of dedicated property owners.
order to generate revenue for services and capital
improvements provided within a defined district.
Final Draft 3/2009
Adopt a Property Maintenance Code to provide
both the property owners within Downtown
Bellefontaine and City of Bellefontaine officials
some guidelines of ways to maintain properties.
Simple improvements to building facades,
awnings and even new paint can have a dramatic
effect on Downtown.
To implement the vision of the strategic plan, it
is essential to create downtown-wide design
and development guidelines to align with the
tenets of this planning initiative and encourage
appropriate use, connectivity and character.
A coordinated system of signage and
wayfinding to support a sense of place in
Bellefontaine. A brand identity for the City will
help coordinate the districts showcasing the
celebration of waterfront, suggested public arts
improvements as per this strategic guidance and
Public Arts Report and cultural heritage. Signage
and wayfinding should complement the City’s
established signage regulations.
Facade Improvements, Awnings and a
Fresh Coat of Paint - ingredients for visible
change in Downtown.
Bellefontaine should strengthen connectivity to
Downtown and adjecent neighborhoods to create
walkable, welcoming entries. Physical linkages
such as enhanced streetscape, lighting, trails,
bikeways and greenspace will promote alternative
transportation to connect Downtown to its
neighboring residential areas.
Page - 37
Final Draft 3/2009

Bellefontaine Market Study - Logan County Chamber of Commerce

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