table of contents - ttu college of architecture...table of contents page 3 profile description of...
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TABLE OF CONTENTS Page 3 Profile Description of Community Page 6 Community Contact Information Page 7 City Counsel and Mayoral Registry Page 8 Demographic Information Page 14 Community History Page 16 Existing Resources Page 32 Recommendation of New Resources Page 41 Design Solutions Page 49 Case Studies Page 53 Conclusion Appendix A Selected Maps Appendix B Design Solutions
Report Prepared by Andrew Thomas
College of Architecture Texas Tech University
Fall 2005
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PROFILE DESCRIPTION OF COMMUNITY
“Southtown hast the opportunity to participate both in the activity of nationwide tourism efforts and establish its own identity as the marketplace for the surrounding residential neighborhoods.” –Texas Main Street Resource Report, May 1992
“As the nascent drive to redevelop Southtown indicates, by salvaging older neighborhoods we can offer alternative living environments to those who might otherwise join the outward thrust [of urban sprawl within San Antonio]. If replicated citywide, these ambitious efforts to recreate human-scale environments and intimate walking districts will allow us to stitch together our disparate, far-flung neighborhoods into an urban whole. Which is another way of saying that we need more, and more fully realized, Southtowns.” –Char Miller
Location Southtown is situated just south of Downtown San Antonio. It is bordered by Downtown on the north, Interstate 37 on the east, the Southern Pacific Railroad tracks on the south, and the San Antonio River to the west. The commercial area is located along the main corridors of South Alamo, South St. Mary’s and South Presa Streets. The area is comprised of two main neighborhood districts, the King William Historic District on the western edge and Lavaca Historic Neighborhoods on the east. Southtown is currently seen as a gateway to the missions of San Antonio.
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Map of Southtown Taken from City of San Antonio Planning Department [used as base map throughout report] http://www.sanantonio.gov/planning/master_plan.pdf
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Southtown Character Southtown is San Antonio’s premier Arts & Entertainment district. The Southtown district is primarily comprised of unattached homes and commercial buildings that now house various retail and professional service businesses. No one type of architectural style predominates. A consistent element in the architecture is the attention to detail, proportion, and vivid colors. Most of the residences are variations on the bungalow and shingle styles; the King Williams district consists mostly of merchant-Victorian style homes. These neighborhood districts are woven with the early 20th Century commercial structures along the S. St Mary’s and S. Presa corridors to create the unique Southtown character. Most structures in Southtown either lie within either of the two historic districts or the S. Presa Neighborhood Conservation District. Website: www.southtown.net
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COMMUNITY CONTACT INFORMATION Vincent Martinez, Executive Director South Main Street Alliance 716 S. Alamo San Antonio, TX 78205 (210) 226-0888 [email protected]
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CITY COUNSEL AND MAYORAL REGISTRY Mayor Phil Hardberger (210) 207-7060 District 1 Roger O. Flores (210) 207-7279 District 2 Sheila D. McNeil (210) 207-7278 District 3 Roland Gutierrez (210) 207-7064 District 4 Richard Perez (210) 207-7281 District 5 Patti Radle (210) 207-7043 District 6 Delicia Herrera (210) 207-7065 District 7 Elena Guajardo (210) 207-7044 District 8 Art A. Hall (210) 207-7086 District 9 Kevin Wolff (210) 207-7325 District 10 Christopher "Chip" Haass (210) 207-7276 Assistant to the City Council Gayle McDaniel (210) 207-7041 Sr. Customer Service Representative Patricia Campos (210) 207-7040 Administrative Assistant I Jenny De Leon (210) 207-7041
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DEMOGRAPHIC INFORMATION Census 2000 Demographic Profile Zip Code 78205 (X) Not applicable Source: U.S. Census Bureau, Summary File 1 (SF 1) and Summary File 3 (SF 3) General Characteristics Number Percent U.S.
Total population 1,564 Male 925 59.1 49.1% Female 639 40.9 50.9%
Median age (years) 49.6 (X) 35.3 Under 5 years 46 2.9 6.8% 18 years and over 1,458 93.2 74.3% 65 years and over 468 29.9 12.4% One race 1,518 97.1 97.6%
White 1,170 74.8 75.1% Black or African American 108 6.9 12.3% American Indian and Alaska Native 30 1.9 0.9% Asian 11 0.7 3.6% Native Hawaiian and Other Pacific Islander 2 0.1 0.1%
Some other race 197 12.6 5.5% Two or more races 46 2.9 2.4% Hispanic or Latino (of any race) 829 53.0 12.5% Household population 1,310 83.8 97.2% Group quarters population 254 16.2 2.8% Average household size 1.31 (X) 2.59 Average family size 2.56 (X) 3.14 Total housing units 1,161
Occupied housing units 1,003 86.4 91.0% Owner-occupied housing units 54 5.4 66.2% Renter-occupied housing units 949 94.6 33.8%
Vacant housing units 158 13.6 9.0%
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Social Characteristics Number Percent U.S. Population 25 years and over 1,319
High school graduate or higher 874 66.3 80.4% Bachelor's degree or higher 227 17.2 24.4%
Civilian veterans (civilian population 18 years and over) 377 25.5 12.7%
Disability status (population 5 years and over) 500 32.4 19.3%
Foreign born 163 10.5 11.1% Male, Now married, except separated (population 15 years and over) 171 17.9 56.7%
Female, Now married, except separated (population 15 years and over) 147 27.3 52.1%
Speak a language other than English at home (population 5 years and over) 826 53.6 17.9%
Economic Characteristics Number Percent U.S.
In labor force (population 16 years and over) 797 53.6 63.9%
Mean travel time to work in minutes (workers 16 years and older) 21.1 (X) 25.5
Median household income in 1999 (dollars) 14,578 (X) 41,994
Median family income in 1999 (dollars) 44,375 (X) 50,046 Per capita income in 1999 (dollars) 19,450 (X) 21,587 Families below poverty level 17 12.6 9.2% Individuals below poverty level 602 38.9 12.4%
Housing Characteristics Number Percent U.S.
Single-family owner-occupied homes 12 Median value (dollars) 58,600 (X) 119,600
Median of selected monthly owner costs (X) (X) With a mortgage (dollars) 550 (X) 1,088 Not mortgaged (dollars) 450 (X) 295
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Zip Code 78204 (X) Not applicable Source: U.S. Census Bureau, Summary File 1 (SF 1) and Summary File 3 (SF 3) General Characteristics Number Percent U.S.
Total population 11,905 Male 5,871 49.3 49.1% Female 6,034 50.7 50.9%
Median age (years) 33.5 (X) 35.3 Under 5 years 884 7.4 6.8% 18 years and over 8,524 71.6 74.3% 65 years and over 1,687 14.2 12.4% One race 11,493 96.5 97.6%
White 7,008 58.9 75.1% Black or African American 119 1.0 12.3% American Indian and Alaska Native 93 0.8 0.9% Asian 22 0.2 3.6% Native Hawaiian and Other Pacific Islander 6 0.1 0.1%
Some other race 4,245 35.7 5.5% Two or more races 412 3.5 2.4% Hispanic or Latino (of any race) 10,847 91.1 12.5% Household population 11,558 97.1 97.2% Group quarters population 347 2.9 2.8% Average household size 3.02 (X) 2.59 Average family size 3.67 (X) 3.14 Total housing units 4,152
Occupied housing units 3,822 92.1 91.0% Owner-occupied housing units 2,329 60.9 66.2% Renter-occupied housing units 1,493 39.1 33.8%
Vacant housing units 330 7.9 9.0%
Social Characteristics Number Percent U.S. Population 25 years and over 7,446
High school graduate or higher 3,829 51.4 80.4% Bachelor's degree or higher 533 7.2 24.4%
Civilian veterans (civilian population 18 years and over) 898 10.6 12.7%
Disability status (population 5 years and over) 2,939 27.1 19.3%
Foreign born 2,625 22.0 11.1%
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Male, Now married, except separated (population 15 years and over) 2,158 49.0 56.7%
Female, Now married, except separated (population 15 years and over) 2,094 44.5 52.1%
Speak a language other than English at home (population 5 years and over)
8,344 75.7 17.9%
Economic Characteristics Number Percent U.S.
In labor force (population 16 years and over) 4,536 51.0 63.9%
Mean travel time to work in minutes (workers 16 years and older) 22.2 (X) 25.5
Median household income in 1999 (dollars) 24,153 (X) 41,994
Median family income in 1999 (dollars) 29,862 (X) 50,046 Per capita income in 1999 (dollars) 10,749 (X) 21,587 Families below poverty level 630 23.1 9.2% Individuals below poverty level 3,257 27.7 12.4%
Housing Characteristics Number Percent U.S.
Single-family owner-occupied homes 2,148 Median value (dollars) 34,400 (X) 119,600
Median of selected monthly owner costs (X) (X) With a mortgage (dollars) 562 (X) 1,088 Not mortgaged (dollars) 211 (X) 295
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Zip Code 78210 (X) Not applicable Source: U.S. Census Bureau, Summary File 1 (SF 1) and Summary File 3 (SF 3) General Characteristics Number Percent U.S.
Total population 37,345 Male 18,164 48.6 49.1% Female 19,181 51.4 50.9%
Median age (years) 32.4 (X) 35.3 Under 5 years 2,931 7.8 6.8% 18 years and over 26,270 70.3 74.3% 65 years and over 4,708 12.6 12.4% One race 36,022 96.5 97.6%
White 21,320 57.1 75.1% Black or African American 2,484 6.7 12.3% American Indian and Alaska Native 423 1.1 0.9% Asian 128 0.3 3.6% Native Hawaiian and Other Pacific Islander 26 0.1 0.1%
Some other race 11,641 31.2 5.5% Two or more races 1,323 3.5 2.4% Hispanic or Latino (of any race) 30,088 80.6 12.5% Household population 36,714 98.3 97.2% Group quarters population 631 1.7 2.8% Average household size 2.95 (X) 2.59 Average family size 3.55 (X) 3.14 Total housing units 13,551
Occupied housing units 12,449 91.9 91.0% Owner-occupied housing units 7,751 62.3 66.2% Renter-occupied housing units 4,698 37.7 33.8%
Vacant housing units 1,102 8.1 9.0%
Social Characteristics Number Percent U.S. Population 25 years and over 22,301
High school graduate or higher 12,575 56.4 80.4% Bachelor's degree or higher 1,675 7.5 24.4%
Civilian veterans (civilian population 18 years and over) 2,906 11.2 12.7%
Disability status (population 5 years and over) 9,876 29.4 19.3%
Foreign born 5,588 15.2 11.1%
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Male, Now married, except separated (population 15 years and over) 6,533 49.0 56.7%
Female, Now married, except separated (population 15 years and over) 6,324 44.0 52.1%
Speak a language other than English at home (population 5 years and over)
21,828 64.4 17.9%
Economic Characteristics Number Percent U.S.
In labor force (population 16 years and over) 14,580 53.7 63.9%
Mean travel time to work in minutes (workers 16 years and older) 25.2 (X) 25.5
Median household income in 1999 (dollars) 26,522 (X) 41,994
Median family income in 1999 (dollars) 29,469 (X) 50,046 Per capita income in 1999 (dollars) 11,747 (X) 21,587 Families below poverty level 1,772 20.2 9.2% Individuals below poverty level 8,637 23.8 12.4%
Housing Characteristics Number Percent U.S.
Single-family owner-occupied homes 7,071 Median value (dollars) 44,800 (X) 119,600
Median of selected monthly owner costs (X) (X) With a mortgage (dollars) 641 (X) 1,088 Not mortgaged (dollars) 241 (X) 295
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COMMUNITY HISTORY http://www.mollyivins.com/showArticle.asp?ArticleID=339Texas Main Street Resource Team Report for San Antonio Southtown The city of San Antonio has a rich history arising out of the Spanish villa of San Fernando de Baxar. In 1730 the Viceroy of Mexico issued the formal order designing this new settlement, which became the home to 16 families from the Canary Islands. The city became the county seat for Bexar County in Texas after it was reclaimed from Mexico during the Battle of San Jacinto. San Antonio grew slowly during its first 150 years; in 1803 it contained an estimated 2,500 people, and only 12,000 in 1870. Its population was able to grow steadily by expanding the original Spanish design by Captain Juan Pérez de Almazán. After Texas became a state and the Galveston, Harrisburg, and San Antonio Railroads were created, San Antonio quickly became a shipping point for cattle and farm product and surfaced as a major city in the area. As visitors came to San Antonio via the railroads, the population rose sharply to 37,673 residents in 1890, creating a new white majority in the city. By the early 1900s, San Antonio grew to a population of 53,321. At that time, five railroads crossed through town and there were 29 private schools and colleges, including St. Mary’s and Our Lady of the Lake Universities. As the automobile became the popular mode of travel, the suburbs developed and the division between the wealthy and poor populations of San Antonio grew. As the Good Government League (GGL) gained political power in the 1950s, development towards the northern part of the city was increased. It was during this development that The University of Texas at San Antonio was established in 1969. Currently, San Antonio now is one of the largest cities in Texas. It has been referred to as one of the most colorful cities in the United States. It thrives on the tourism generated by the Alamo and the San Antonio Riverwalk. The area of Southtown developed south of San Antonio’s Downtown district. Southtown developed in the late 1700s as the farmlands for the Mission of San Antonio de Valero, also known as the Alamo. The area developed through the infrastructure originally built for the Spanish missions. The area underwent further developments as addition of the German and Anglo-American immigrants to the area increased. The neighborhood districts of King Williams, listed as in the National Register of Historic Places, and Lavaca are some of the oldest
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areas of San Antonio. Care must be taken in preserving these rich communities and their heritage. Southtown was a self-initiated urban Main Street City in 1991, and was one of the three cities chosen in the 1992 Urban Main Street program of the Texas Historical Commission. Southtown is currently one of San Antonio’s longest running neighborhood commercial district revitalization programs, enrolled in the program for the last 15 years.
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EXISTING RESOURCES Texas Urban Main Street Program The Texas Historical Commission The National Trust for Historical Preservation http://www.mainstreet.org/http://www.thc.state.tx.us The Urban Main Street Program, under The National Trust for Historical Preservation, is a program that focuses on a community-driven, comprehensive methodology used to revitalize older, traditional business districts throughout the United States. The underlying premise of the Main Street approach is to encourage economic development within the context of historic preservation in ways appropriate to today's marketplace. It advocates a return to community self-reliance, local empowerment, and the rebuilding of traditional commercial districts based on their unique assets: distinctive architecture, a pedestrian-friendly environment, personal service, local ownership, and a sense of community. Four-Point Approach The program is guided by the Main Street Four-Point Approach:
+ Organization – Getting together the appropriate human and financial resources, including organizing a governing board and standing committees to coordinate volunteer participation, to implement a Main Street revitalization program. This divides the workload and clearly delineates responsibilities, but also builds consensus and cooperation among the various stakeholders.
+ Promotion – Creating a positive image of the commercial district to encourage commerce and community participation by marketing and promoting the district's unique characteristics to residents, investors, business owners, and visitors to encourage further investment in the area.
+ Design – Creating and planning the inviting community atmosphere through attractive window displays, parking areas, building improvements, street furniture, signs, sidewalks, street lights, and landscaping.
+ Economic Restructuring- Strengthening a community's existing economic assets while expanding and diversifying its economic base by working to improve existing businesses and attract new, compatible businesses and converting unused or underused commercial space into economically productive property.
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Eight Principles to Success The Main Street Program also guided by the following Eight Principles to Success:
+ Comprehensive: Having a broader focus when dealing with community redevelopment issues, not just focusing on a single problem.
+ Incremental: Development through basic, simple activities that demonstrate that change in the commercial district.
+ Self-help: Holding local communities and leaders accountable for producing long-term success through community involvement and commitment to the revitalization effort.
+ Partnerships: Both public and private sectors must work together, utilizing their individual strengths, to achieve their common goals.
+ Identifying and capitalizing on existing assets: Capitalizing on the assets that make the business districts unique.
+ Quality: Emphasizing quality in every aspect of the revitalization program in all elements of the process, concentrating on quality projects over quantity.
+ Change: Facilitating growth in changing attitudes, perceptions and practices as the program reaches its goals during the revitalization process.
+ Implementation: Using the visible changes and results that result from completing projects as a reminder that the revitalization effort is under way and succeeding. Small projects at the beginning of the program pave the way for larger ones as the revitalization effort matures.
The Texas Main Street Program, under the Texas Historical Commission's Community Heritage Development Division and The National Trust for Historical Preservation, helps Texas cities revitalize their historic downtowns and neighborhood commercial districts by utilizing preservation and economic development strategies. Southtown was initiated into the Texas Main Street Urban Program in 1990 and has been a leading example for the program, demonstrating the importance and effect the program can have on the redevelopment of communities. Benefits Southtown has as a member are:
+ Ongoing comprehensive training for Main Street managers and board members
+ Training for communities in successful economic development approaches
+ A three-day, on-site evaluation and full report with recommendation (in which Southtown participated in 1990)
+ Design assistance + Consultation with downtown merchants about visual merchandising and
window display + Advice on heritage tourism programs and marketing
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+ Participation in the First Lady’s Tour of Main Street cities (a program in which the Texas Historical Commission accompanies the first lady in her visit to the Main Street Communities and The Independent Bankers Association of Texas sponsors special events in each city.)
Rehabilitation Tips The Texas Historical Commission list several considerations to rehabbing historic buildings for either adaptive re-use or compete historical restoration. These include:
+ Carefully examine old buildings for termites, wood rot and general deterioration.
+ Do not sandblast. Chemicals and/or water can remove dirt and paint without damaging the surface of the building.
+ Do not paint too often; many times a building only needs mild washing. + When repairing a building, do not cut expenses on the roof or the
foundation. + When mortar is missing or in poor repair, moisture will enter the walls and
eventually may cause structural damage. Deteriorated mortar should be removed to a depth of at least three-fourths of an inch and replaced with new mortar that matches the old in color, texture and striking of the joint. A technical preservation brief (Preservation Brief #2) on repointing mortar joints in historic brick buildings is available from the National Park Service web site at: www2.cr.nps.gov/tps/briefs/presbhom.htm
+ Be aware of areas on the roof and at connecting walls where water does not readily drain. Flashing should be installed at intersections to prevent leakage.
+ Carefully locate air-conditioning units to avoid water condensation on the sides of buildings. Condensing units should be supported from the masonry walls and not placed directly on the roof
+ The top brick cornices that project above the roof deteriorate rapidly unless they are capped with metal, terra cotta, stone, or concrete.
+ Existing architectural details, including old wood doors, windows, ceilings, and trim work, add to the character of a building and its resale value. Repair these features rather than remove them.
+ If the building has stone or brick that has never been painted, do not create a maintenance problem by painting it.
+ Do not use aluminum siding. It can hide water penetration into the walls and accelerate deterioration.
+ Pressed metal ceiling panels are still being manufactured today with some of the same patterns installed originally. Deteriorated panels, therefore, can be replaced exactly.
+ Wood windows are reasonable to repair, if a specialist in window repair can be found. If the windows are missing, custom-made windows can be ordered for replacement in old buildings.
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+ Rehabilitation of buildings listed in the National Register of Historic Places should be preserved in accordance with the Secretary of the Interior’s “Standards for Rehabilitation”. A list of these standards can be found in Appendix VII or visit www2.cr.nps.gov/tps/tax/rhb/stand.htm.
+ Retain a sense of continuity by carrying exterior building design inside the structure.
+ Before rehabilitating a building façade, take a careful look at the structural aspects of the building. Develop a design that is compatible with neighboring buildings.
+ Additions made to historic buildings should blend harmoniously with the existing structures.
+ Free assistance in selecting paint, fabrics and color schemes for building facades and awnings is available from the Main Street architect.
+ Demand quality. Recommendation: Southtown participated in the Main Street three-day, on-site evaluation in 1990. From that evaluation, they were given a full report and several useful recommendations. The current Southtown Development Organization members should re-review this evaluation and make note of which recommendations and points could be re-evaluated and used to benefit the current situation in Southtown. Adaptive re-use should be looked at as the primary method of new construction in the area because of the 20%-10% tax credit (automatic 10% credit for construction done on a building built before 1936) through the Texas Historical Commission. Consult the “Rehabilitation Tips” of the THC outline above before beginning any restoration or rehabilitation on any of the buildings in the Southtown community. South Presa/South St. Mary's Streets Neighborhood Conservation District (NCD-1) City of San Antonio Planning Department http://www.sanantonio.gov/planning/http://www.sanantonio.gov/planning/ordinances.asp This district set up by the City Planning Department creates restrictions for Design Standards on any work done in Southtown. They essentially work through zoning overlays and design restrictions to keep the rich, existing character of Southtown intact. Some of their design restrictions for the building in the Southtown district include setbacks, fencing, landscaping, off street parking/loading, signage, lighting, building height, principal elevation features, and roofline and pitch. These restrictions are different for either non-residential or residential structures. All of these guide any new construction in the area, appropriate and inappropriate repairs, restoration, or specific design elements.
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[map on Appendix A-2] Recommendation: The appropriate Design Standards must be consulted early during the design phase for any new project in the Southtown area, including those Design Solutions listed at the end of this report. The majority of the design restrictions include helpful illustrated examples on how these zoning restrictions can be incorporated into a design. Existing Neighborhood Associations King William Neighborhood Association http://www.kingwilliamassociation.org/ The King William Neighborhood Association (KWA) works to preserve the architectural and cultural heritage of one of San Antonio's oldest historic neighborhoods, an area rich in history and cultural diversity. The area includes three local and national historic districts, as well as properties individually recognized for their historical significance, about 600 residential lots in total. The neighborhood also has many bed and breakfasts, art galleries, and restaurants. The King William neighborhood has a very close connection with Southtown, located just west of the main commercial corridor. It is also bordered by the Blue Star Arts Complex and its sister neighborhood, Lavaca. To promote the area, KWA sponsors an annual home tour, usually held the Saturday following Thanksgiving Day, and an annual spring garden tour, weather permitting. KWA also sponsors the annual King William Fair on the last Saturday of the City's April Fiesta celebration. The neighborhood association is comprised of property owners, renters, local businesses and institutions, in total over 300 members. It is governed by a fifteen-member broad of directors elected by the active membership in September of each year. Throughout the year, KWA contributes both money and people power to support the children, schools, and environment within its neighborhood. Recommendation: Southtown should capitalize on the neighborhood special events already in place through the King William Neighborhood Association. These events should be used to promote the area and draw in tourists and customers towards the Southtown commercial corridor. Southtown should also continue to work closely to involve the King William Neighborhood Association when making decisions that impact the area.
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Lavaca Neighborhood Association www.neighborhoodlink.com/sat/lavaca/ The Lavaca neighborhood is one of the oldest remaining intact residential areas in San Antonio. The area was originally part of the Labor de Afuera, or the farmlands of Mission San Antonio de Valero (the Alamo). This neighborhood is classified by its small 19th century vernacular houses built primarily by working class families in the early 1870s. This was at approximately the same time that more affluent citizens were building larger homes a few blocks away in the King William neighborhood. The homes in the Lavaca neighborhood are primarily one-story with a few two-story buildings scattered around. The homes range from the very simple to the highly decorated; notable styles are the vernacular stone or caliche block cottage, Victorian cottage, two-story Victorian, Craftsman and a few Neoclassical. The neighborhood is located to the east of Southtown’s main corridor and is mainly comprised mixed income housing development. It was designated a historic district through the early efforts of the Southtown organization. This will help protect the historic resources of the neighborhood just as the King William Neighborhood is protected. Recommendation: The Lavaca Neighborhood Association should continue to be included the decisions being made about the area and the betterment of Southtown. Southtown should also work to lend assistance with organization and possible community design and development opportunities in the area (possibly working through UTSA as described later in this report)
[map on Appendix A-3] Blue Star Arts Complex http://www.bluestarartspace.org/
Picture taken from http://www.bluestarartspace.org/
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The Blue Star Arts Complex is an organization that focuses on adaptive re-use of historic warehouse buildings into an arts-oriented, mixed-use developments. Adapted spaces include affordable loft/studio apartments, galleries, retail, performance spaces, and artists’ workspaces. Recommendation: This organization appears to have its finger on the pulse of the arts culture among the Southtown area and local artists. Southtown should work closely with this organization in promoting the rich arts culture and many Blue Star nonprofit arts organizations that benefit the community. These organizations include the Blue Star Art Space, which is an artist-run, non-collecting, contemporary art museum; Jump-Start Performance Co. that is a presenting and producing performance collective dedicated to the exploration of alternative viewpoints; and Say SÍ! that is an art program for high school students designed to promote the while providing commerce education to inner city youth. San Antonio City Neighborhood Commercial Revitalization Program City of San Antonio Neighborhood Action Department http://www.sanantonio.gov/nad/devdiv/ncr/ncrmain.asp?res=1280&ver=true This program, created in 1998, supports economic reinvestment in business corridors within San Antonio’s urban core, creates economic and employment opportunities in the inner city, and improves the physical appearance of these areas. The City Neighborhood Commercial Revitalization Program (NCR) was created to promote the revitalization of neighborhood commercial districts by attracting consumers, private sector investment, and employment opportunities to targeted commercial districts. Revitalization and reinvestment in San Antonio inner city has repeatedly been identified as a priority by the San Antonio City Council. Southtown is currently funded at the “Revitalization Project” level. This level provides $370,000 over a six-year period ($70,000 the first year, $60,000 for the remaining five years). The program also offers two two-year additions at $50,000 per year. Southtown currently uses this program for the majority of its funding. In addition to financial assistance, the NCR Program provides other services including:
+ Organizational assistance + Evaluation of market influences and physical characteristic of the districts + Identifying public and private development opportunities that match the
goals of the communities + Identifying funding for public and streetscape improvements + Providing grant funds through Operation Facelift to enhance building
facades for businesses + Convene educational and networking forums
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+ Maintaining a library of resource materials Recommendation: Southtown should explore other opportunities of funding other than this program and the private sector. Once these funds are uncovered, Southtown should continue to use this program’s other incentives and services to complement the services of the Texas Main Street Program for the betterment of the community. Operation Facelift San Antonio City Neighborhood Commercial Revitalization Program http://www.sanantonio.gov/nad/devdiv/ncr/opfacelift.asp
“Fresh paint, new awnings, or a complete facade rehabilitation are the first signs that something positive is happening.”
Operation Facelift is a program under the NCR that focus on improving the existing facades within the communities of San Antonio. The purpose of the program is to:
+ Reverse the deterioration of commercial structures in the targeted areas. + Enhance efforts to market vacant space and attract new businesses. + Stimulate new, private investment and economic growth. + Promote consistency in design and create a fresh and aesthetically
pleasing environment. + Assist property owners with the appropriate exterior rehabilitation of their
buildings and bring them up to code. + Reduce the perception of crime. + Invest in historic preservation and rehabilitation.
The program supplies grants from $500 to $15,000 from Community Development Block Grants (CDBG) and General Funds throughout the year as these funds are made available. The grant amount must be matched equally, a 1:1 cash match by the business or property owner. The maximum city funding for a project will be $15,000, but the total project cost can be over $30,000. In addition, professional, legal, architectural, and city permit fees may be included in the total improvement costs. Eligible Improvements Operation Facelift will fund facade improvement projects. All improvements must be permanent or fixed. Eligible improvements may include, but are not limited to:
+ Complete facade rehabilitation; + Replacement of broken window panes, aluminum or wood windows and
broken store front glass; + Repair or replace worn awnings or canopies; + Removal of metal slipcovers to expose original materials; + Scraping, priming, and painting of window frames, cornice and store front;
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+ Repair or replace deteriorating signage and brackets when attached to the facade;
+ Repair or replace missing or broken tile; + Painting of brick facades where brick has been previously painted; + Rehabilitation of the upper facade and display areas or side walls of a
building may also be eligible if street level improvements are approved, + Roof repair when incidental to overall facade improvements + Other minor repairs when incidental to overall facade improvements such
as:
+ Exterior lighting + Certain security elements + Repair of sidewalks, or + Detached signage
Ineligible Improvements The following improvements are not eligible for funding:
+ Improvements which do not conform to the adopted design guidelines; + New construction; + Parking lots (except for exterior lighting); + Burglar bars; + Roofs by themselves; + Blank walls + Work which has been performed or which has been placed under contract
prior to approval of an application.
Recommendation: This program, in combination with the Texas Historical Commission’s 10% tax credit, should be used as incentive to bring in outside businesses to adaptively re-use the existing buildings in Southtown through the cash-match program. This program can also be used to enhance the image of the community by fixing repairs on the facades of the exiting businesses within the area. Tax Increment Financing City of San Antonio Neighborhood Action Department Tax Increment Reinvestment Zone (TIRZ) http://www.sanantonio.gov/nad/DevDiv/TIF/tif.asp The Tax Increment Financing (TIF) supplied through the City of San Antonio Neighborhood Action Department helps with the revitalization of inner-city neighborhoods and commercial districts, particularly in those areas located inside Loop 410 and south of Highway 90. This program uses a tiered system of incentive tools that act as an economic stimulus to the surrounding areas. By leveraging private investment for certain types of development within a targeted
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area, TIF can be a tool used to assist in financing needed public improvements and enhancing infrastructure. Tax Increment Financing is a technique used by local governments, through Chapter 311 of the Texas Tax Code, to capture the future tax benefits of publicly financed improvements to pay the present cost of implementing the improvements. The developer will front related costs to finance public improvements. To repay the developer, the taxing jurisdiction agrees to set aside all tax revenues above the predefined base level (tax increment) generated in that area during the financing period. Southtown is located within the Brookside Tax Increment Reinvestment Zone (TIRZ) and is currently being used by Southtown for the enhancement of their streetscape, new development, and other improvement projects. Within this TIRZ the City of San Antonio proposed to use the TIF as a tool to facilitate the development of an approximately 86.8 acre tract of land, which will contain up to 320 affordable and market rate single family homes. Of the planned residential development, houses will range in price from $65,000 to $115,000. The Brookside development is located in the Southeast sector of San Antonio. The property is in close proximity to the intersection IH –37 and Loop 410. Recommendation: Make sure that revenue generated through this program is going to the appropriate sectors and being used as funding towards the improvements in the Southtown community.
[map on Appendix A-4]
San Antonio Empowerment Zone City of San Antonio Economic Development Department http://www.sanantonio.gov/edd/empowersa.asp The San Antonio Empowerment Zone (EZ) is a city program that utilizes tax incentives to increase business development activities, create jobs for residents of the zone, and attract businesses back to inner city areas. The businesses located within the Empowerment Zone are eligible to take advantage of Federal tax incentives to hire residents of the communities and to expand or improve their business operations. Increased business development within the Zone affects job opportunities for residents and improves access to goods and services, promoting long-term community revitalization.
25
Incentives from the EZ include: Empowerment Zone Employment Tax Credit A federal tax credit of up to $3,000 (20% of the first $15,000 in employee wages) per employee. The credit is available to businesses located in the Zone that hire residents of the Zone. The credit applies to new hires and existing employees and can be received for each of the years that the Zone is in existence. Work Opportunity Tax Credit A federal tax credit of up to $2,400 (40% of the first $6,000 in employee wages) per employee aged 16-24 who lives inside the Zone. This credit is limited to the first year of employment. For firms located within the Zone, this credit may be taken in addition to Employment Tax credit but not in conjunction with the Welfare to Work Tax Credit. Welfare to Work (WtW) Tax Credit A federal tax credit of up to $8,500 over two years per employee. (35% of the first $10,000 in employee wages for the first year and 50% of the first $10,000 in employee wages for the second year). This credit can be taken in addition to the Employment Tax Credit but not in conjunction with the Work Opportunity Tax Credit. Empowerment Zone Facility Bonds $60 million currently available. There is no per-borrower limit and bonds are not subject to State volume cap. Lower interest rate and longer borrowing terms for larger capital loans ($10 to $20 million). 35% of employees must be EZ or EC residents. Qualified Academy Zone Bonds Any primary or secondary school or program located in the Zone can issue bonds and the lender will receive a tax credit equal to the interest payment, essentially making the bond interest free. The bonds can be used to refinance debt, repair existing facilities, and provide equipment, training, and materials. In order to qualify, the program curriculum must be designed in conjunction with the business community and receive up to 10% of the bond value in in-kind donations. Increased Section 179 Expensing (Accelerated Depreciation Zone businesses are allowed to accelerate depreciation on new tangible personal property (up to an additional $35,000 write-off in the year that the assets are placed into service). Zone businesses may also be eligible for rollover and partial exclusion of gains on sale of qualified assets. Non-recognition of Gain on Sale of Empowerment Zone Assets (EZA's)
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Capital gain on EZAs (stock, partnership interests, and business property) of an Empowerment Zone Business held for more than 1 year is not recognized (and is rolled over) if replacement EZA is acquired within 60 days. Partial Exclusion of Gain on Sale of Empowerment Zone Stock Exclusion of 60 percent of the gain on sale of small business stock of a C- Corporation that is an Empowerment Zone Business located in an EZ if the stock is held for at least 5 years. Recommendation: The southern area of Southtown lies within the EZ. This area should utilize this resource as an incentive for enhancing their existing businesses and drawing in new businesses and shops to the area in order to revitalize the economy within Southtown. This program can help to decrease the amount of unemployed residents in the community and go along to improving the economy of the area. See the EZ website for details on who is eligible for the above programs and how they can apply for these incentives.
[map on Appendix A-5] San Antonio Fear Free Environment (SAFFE) Commercial Corridor Safety Program San Antonio Police Department Community Policing http://www.sanantonio.gov/sapd/COPPS.asp#saffe In 1995 the San Antonio Police Department created a special Community Policing Unit called the San Antonio Fear Free Environment Unit (SAFFE). This program was created to links closely with community involvement programs. The SAFFE Unit consists of officers who focus on identifying, evaluating and resolving community crime problems with the cooperation and participation of community residents. Beginning in 2000, an additional 10 SAFFE officers will be added each year for five years. SAFFE officers are assigned to specific areas or neighborhoods within the city, and work closely with both residents and the district patrol officers also assigned to those areas. SAFFE officers establish and maintain day-to-day interaction with residents and businesses within their assigned beats in order to prevent crimes before they happen. SAFFE officers also act as liaisons with other city agencies, work closely with schools and youth programs, coordinate graffiti-removal activities, and serve as resources to residents who wish to take back their neighborhoods from crime and decay. Currently, Southtown has a Central SAFFE Officer, who is involved in the community and can be contacted to address specific concerns or problems businesses or residents the Southtown community might have.
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Recommendation: Although there are some community members trained in Cellular on Patrol, the community patrol program, other business owners and residents should be encouraged to participate in the program as well. The program should be heavily advertised by and recommended to all new incoming business owners by the Southtown Main Street Alliance so that more of the community members become trained and help to further reduce the issues of crime within the area. ArtScape Project Southtown Mainstreet Alliance http://www.southtown.net/artscape/index.html The ArtScape Project is a call to artists to provide "functional public art" along the commercial corridors (South Presa, South St. Mary’s, and South Alamo) of Southtown. It is a collaborative effort between the Southtown Mainstreet Alliance, Blue Star Contemporary Arts Center, and Mission Trails Rotary. There are three enhancements being considered for this project:
+ An ADA compliant custom-designed walkway for Gazebo Park (a triangular pocket park bordered by S. Presa, Carolina and Florida Streets)
+ Eight custom-designed park benches (six of the eight benches will be located at Gazebo Park)
+ Marlow Park (a separate triangular pocket park on S. Presa St. where Sadie and Eager Streets intersect) design enhancements to incorporate any new features with the existing palm trees, bike rack and public phone. Marlow Base Map @ http://www.southtown.net/pdf/MarlowBaseMap.pdf
Future phases of the ArtScape Project will bring additional enhancements such as benches, bike racks, litter receptacles and sculpture throughout the Southtown area. By early 2006, a new entry sign should be developed for Southtown along with five other signs at the five entry points to Southtown. Recommendation: The future funding of the ArtScape Project needs to be addressed because it is a strong project that helps promote community design through the arts, a hallmark of the Southtown community. Private funding will not be enough to expand the program and use it at its full potential. To help with further organization of the project, the Southtown Design Committee should branch off and jumpstart an organization devoted solely to the ArtScape Project, working with both funding and community design solutions.
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Mission Trails Project Car/Hike & Bike Route Through Southtown This project is a public improvement project that connects visitors of San Antonio with the historic missions located throughout the area. There is a signed road route that connects the Alamo in Downtown with the other four missions located further south. All of these missions are located near the San Antonio River and will have access points to and from the hike and bike trail on the river. Roadway improvements along these routes will consist of candy cane light poles, new sidewalks with a light brown coloring, and pavers along the curb throughout the entire route. Also included in the project is a Hike & Bike route that connects the missions to the southern part of the river. Signage is still being developed for both the car and hike/bike route. The Hike & Bike route and signed road route are two separate projects with different funding sources and oversight groups, but one is still very much coordinated with the other. Recommendation: Southtown should use these points in which this hike/bike trail enters Southtown as a “an economic development tool as well as a community building tool” by creating a pleasing and inviting atmosphere. Focus on advertising along this trail to draw in visitors to the community for eating, shopping, and looking through art galleries. Information Kiosks [as described in Design Solutions of this report] should be placed along these routes to as a wayfinding guide for visitors and direct tourists around Southtown.
[map on Appendix A-6] Downtown Streetcar System VIA Metropolitan Transport Authority http://www.viainfo.net/Ride/Streetcar.aspx Southtown currently has three nearby stops on the Blue Trolley Route of the VIA Metro: HemisFair Park (Arcinega & S. Alamo), Southtown (between S. St. Mary’s and S. Presa, on S. Alamo), and King William Historical District (S. Alamo & Sheridan). The historical streetcars run from early morning until late evening with stops conveniently located throughout downtown. These streetcars come by each stop about every 10 minutes. Recommendation: To further the connection of Southtown to Downtown San Antonio, this transit system should be utilized as a main method of transportation to Southtown. Promoting this mode of transportation should help make Southtown even more accessible to visitors to Downtown San Antonio and the Riverwalk. Advertising on these streetcars should also be taken advantage of to promote tourism of Southtown. Also, as per the Master Plan, Southtown should develop bus shelters
29
at all the bus stops to make the use of the Metro easier for residents and visitors to the area [see Design Solutions for more ideas].
[map on Appendix A-7] Southtown Special Events These special community events throughout the year in Southtown go a long way in promoting an safe, fun, and vibrant atmosphere that the community needs to keep going for the future. The following are just a sample of some of the major events in the community. Other minor events might be developed and expanded upon through collaboration with the Southtown Main Street Alliance to really work on sustaining an exciting community image. Southtown could really benefit from the promotion and advertising it would receive from putting on these events. First Friday Art Walk Held on the first Friday of every month, The First Friday Art Walk features new local art exhibits and galleries, live music, local artisans selling jewelry along the street, and restaurant specials. The majority of the event openings fall between 6:00 pm and 10:00 pm. Most galleries are located within walking distance of South Alamo, between Durango and Probandt streets. The event attracts tourists as well as new and returning visitors to the area. Art in the ‘Hood http://www.southtown.net/events/aith.html Art in the ‘Hood is a locally recognized event that takes place in the Southtown during the city wide Contemporary Arts Month celebration. The Texas Downtown Association recognized Art in the ‘Hood 2004 as the Best Promotional Event in the State of Texas. On a regular basis, the event draws the participation of over 100 artists in a myriad of different mediums and at all levels of expertise. It is a chance to sample signature dishes from restaurants located in Southtown and most importantly where you can buy art from some of these fine San Antonio artists before the rest of the public even sees them. Southtown will have its14th annual Art in the ‘Hood event this year. King William Fair http://www.kingwilliamassociation.org/events/index.htm This event, put on by the King William Neighborhood Association, occurs every spring and is a family-oriented street fair and parade. The fair features a wide variety of fine ethnic cuisines, arts and crafts by local artisans, four stages of live music, and a children’s section that includes rides and games. Proceeds from the event go to educational scholarships for inner city students, art instruction
30
programs from elementary through high school, and revitalization activities to compliment the historic preservation of the King William neighborhood. Recommendation: The First Friday Artwalk is by many accounts Southtown’s most popular event, and should be capitalized upon through intense promotion and advertising. Southtown should work with the Neighborhood Associations, SAFFE officers, and the Merchant’s Association [see “Recommendation of New Resources” section of this report] to make the all the above events (and those not listed) as profitable, safe, and fun as they can be.
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RECOMMENDATION OF NEW RESOURCES A number of the grants and programs outlined in this section may already be used by the City of San Antonio. Southtown needs to investigate exactly where these funds are being used and if the funds are being appropriately directed to the Southtown community. Master Plan Infrastructure Southtown Master Plan Southtown Master Plan Summary of Recommendations – November 1995 The current Southtown Master Plan includes some important recommendations that can be addressed through the implementation of new resources laid out in the following two sections. The following recommendations reinforce the current goal and objectives of the Master Plan, and lists ways in which these objectives can be accomplished. Goal To create a medium density, economically mixed, pedestrian scale urban neighborhood. Objectives [objectives in bold are those highlighted throughout this report]
+ To increase the number of people living in the neighborhood. + To increase the number of people using the commercial facilities of
the neighborhood. + To improve the commonly-owned spaces for both pedestrians and
vehicles. + To insure that the development is part of an integrated, sustainable,
program. + To reach these objectives the three commercial streets in Southtown
should strengthen their current character. Develop New Merchant’s Association To help with the organization of local businesses, special events in the community, and to get all the community members on the same page working forward towards the betterment of the community, it is necessary to form a Merchant’s Association of Southtown. This association will help organize events like the First Friday Art Walk, King Williams Fair, and other events and potential
32
events, such as a Farmer’s Market, that occur throughout the year in the community. It will also help promote a unified organization for the local buof Southtown.
siness
to the Convention Center
“It is envisioned that the corridor along South Alamo which extends
ources
ped as an
hese situations should be reevaluated to determine if there is a need for this
ct
outhtown should consider starting a graffiti removal program either in ers, or a
lease see what The Crossroads Arts District in Kansas City, Missouri did with
Cultural/Historical Corridor S. Alamo, From Blue Star ComplexSouthtown Master Plan Summary of Recommendations – November 1995
from the Blue Star Complex northwestward to the Convention Center shall be developed as a Cultural/Historical Corridor. It isalong South Alamo that we will encourage the location of commercial establishments that focus on the historical reswithin the neighborhood. …The southern end of the Cultural/Historical Corridor will continue to be develoeclectic mix of residential/retail uses. Artistic ties to Mexico and Central America are evident in the burgeoning contemporary artscommunity and the growth in folk art boutiques. This activity shouldbe encouraged along South Alamo. ...Pedestrian travel will be given higher priority and high speed vehicular traffic will be discouraged.” –Southtown Master Plan
Ttype of corridor. If there is, Southtown should look at what is being done to attrathese types of businesses to the community. Graffiti Removal Program Sconjunction with local businesses, local police (SAFFE officers), voluntecombination to help the community members improve the Southtown image. Thisprogram would deter future deterioration of the community image through the “Broken Window” effect. Ptheir Crossroads Anti-Graffiti Initiative at the following website: http://crossroadscommunityassociation.org/board.asp A direct PDF version may be found here:
ffitiLetter.pdfhttp://crossroadscommunityassociation.org/pdf/Gra
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Community Design Projects University of Texas at San Antonio College of Architecture http://www.utsa.edu/architecture/ Southtown should develop a close relationship with the College of Architecture at
llege of
ew Southtown Design Committee Branch-Off
o help further the ArtScape and similar projects, the current Southtown Design
City,
anel Grants for Organizations and Grant Programs
UTSA. Through this relationship, the Southtown Main Street Alliance could have some of the community design projects mentioned in this report investigated and worked upon. Southtown can do this through the design studio culture or through a similar Community Development/Design course. Southtown could also structure this in much the same way it currently organized through the CoArchitecture at Texas Tech University. NExisting Southtown Design Committee TCommittee should branch-off and create their own separate organization. This organization would take on responsibilities and the organization of other designinitiatives within the community as well. The structure of the Community Enrichment section of the Crossroads Arts District organization in KansasMissouri [see Case Studies on page 49 of this report] should be used as an example to follow. PTexas Commission on the Arts http://www.arts.state.tx.us/
cagrant/TXArtsPlan/TAPThttp://www2.arts.state.tx.us/t OC.asp Panel Grants for Organizations
the following organizations. Deadline to
own
XArtsPlan/OrgDescription.htm#L2
Southtown may be defined as one of apply to these panel grants is March 15th (March 1st depending on which organization Southtown fits under. More research is needed by the SouthtMain Street Alliance to determine which one. Please refer to the following website for organization definitions): http://www2.arts.state.tx.us/tcagrant/T
+ Festival & Tourism Minority Organization: Artistic organizations which
minority organization:
further the artistic and cultural offerings of the community or state with festivals or events that happen during a portion of a year. The nature ofthe festival must clearly speak to the arts or a specific arts discipline. In addition, these organizations are recognized by the IRS with their final letter of determination as a 501(c)(3) for at least one year, and are nonprofit organizations incorporated in Texas. An ethnically-specific
34
+ has minorities as 50% or more of the organization's board andmembers
staff
ority communities, audiences, and artists + Fes a rtistic
and cu or events
Recom
hese panel grants could be used to further the organization of First Fridays or ea that promote the arts and bring in tourists to the area.
outhtown may also be able to take advantage of the following grant programs y are classified according to the TCA descriptions. Please
+ has as their primary intent to provide services to ethnically-specific/min
tiv l & Tourism Organization: Artistic organizations further the altural offerings of the community or state with festivals
that happen during a portion of a year. The nature of the festival must clearly speak to the arts or a specific arts discipline. In addition, these organizations are recognized by the IRS with their final letter of determination as a 501(c)(3) for at least one year, and are nonprofit organizations incorporated in Texas.
mendation: Tother events in the ar Grant Programs Sbased on where therefer to the following website to see which program Southtown fits under: http://www2.arts.state.tx.us/tcagrant/Info/Catalog.asp Core Support - Level 1 Organization: This program provides core support stablished Texas-based arts organizations and pre-qualified university
or at have
ed nnot
rogram provides core support to thnically-specific/minority art organizations established Texas-based that have a
e
% of
einstitutions that have a mission that speaks to the presentation, promotion production of one or more artistic discipline or to service organizations tha mission to serve arts organizations that are not in TCA's Statewide Partner program. At the time of application, organizations must have been in receipt of their final IRS letter of determination for at least one year. Organizations must provide year-round programming. Core support can include administrative, operational, and/or programmatic/artistic expenses. Grantees will not be awardmore than 25% of their previous years operational revenue. This funding cabe used for capital expenditures, endowment funds, operational support of state operated facilities, fundraisers or private parties, college credit, retroactive funding, out-of-state travel, or programs or products considered to be obscene asdefined by the Penal Code of Texas 43.21. Core Support - Level 2 Organizations: This pemission that speaks to the presentation, promotion or production of one or morartistic discipline or to service organizations that have a mission to serve arts organizations that are not in TCA's Statewide Partner program. At the time of application, organizations must have been in receipt of their final IRS letter of determination for at least one year. Organizations must provide year-round programming. Core support can include administrative, operational, and/or programmatic/artistic expenses. Grantees will not be awarded more than 25
35
their previous years operational revenue. This funding cannot be used for caexpenditures, endowment funds, operational support of state operated facilities, fundraisers or private parties, college credit, retroactive funding, out-of-state travel, or programs or products considered to be obscene as defined by the Penal Code of Texas 43.21. Core Support - Local Arts Age
pital
ncies: This program provides core support to stablished local arts agencies and city departments that function as a local arts
ation ing. Core
rams
owing website is a list of organizations being recognized by the TCA for 006. Determine how Southtown can be or where they already are on this list
eagency and have a mission that speaks to the presentation, promotion or production of one or more artistic discipline. At the time of application, organizations must have been in receipt of their final IRS letter of determinfor at least one year. Organizations must provide year-round programmsupport can include administrative, operational, and/or programmatic/artistic expenses. Grantees will not be awarded more than 25% of their previous years operational revenue. This funding cannot be used for capital expenditures, endowment funds, operational support of state operated facilities, fundraisers or private parties, college credit, retroactive funding, out-of-state travel, or progor products considered to be obscene as defined by the Penal Code of Texas 43.21. The foll2(search by city – San Antonio): http://www.arts.state.tx.us/cities/06/show.asp The Local Hotel Occupancy Tax This tax might be a way to generate enough revenue to develop primprove the community image, such as the ArtS
ograms that cape Project. Southtown
ld be
f ere is enough taxable revenue available. Since Southtown already focuses on
position from the hotels who will suffer initially due to the crease in room rates, Southtown will have to involve the hotel management in
on
currently has 12 small hotels/bed and breakfasts, and four larger hotels (two Holiday Inns, Wyndham, and Motel La Villita). Because of this, there shouan opportunity within Southtown to generate substantial funding from this tax. Southtown would have to get in contact with the City Comptroller to determine iththe “Promotion of the Arts,” a requirement to receive funding, they are eligible forthe tax. Since tax also deals with bringing in tourists to the city, this tax could benefit Southtown. In order to reduce opinthe discussion on how the proceeds will be used. The tax imposes restrictions the use of the proceeds for cities with populations over 200,000 (50% has to go to advertising and only 15% can go to historical restoration or the arts). Southtown will have to look at this and develop an appropriate financial plan.
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As stated at the beginning of this section, Southtown should investigate if funding
heck out the Hotel/Motel Tax Tip Sheet provided by the Texas Commission on
ents/hoteltax_0127402707440291008.pdf
is already being received from this tax by contacting the Chamber of Commerce. If so, check to see that the community is getting the appropriate amount of the revenue being generated from this tax. Cthe Arts at the following website: http://www.travel.state.tx.us/docum
aken from http://www.arts.state.tx.us/community/hotel.asp (T under “Hotel/Motel
nroll as a NAFTA Impact Zone the 1-35 corridor, they could be
efund and Abatement Agreements
ental Goals (which could be addressed in
nities in Texas, it can be an thways
arking
n
d
ip Code tracker from TCA website the tourists and customers coming to
Tax Tip Sheet”) ESince Southtown is conveniently located along eligible for some of the incentives of this program, which include:
+ Building Fee Waivers + Municipal Sales Tax R+ Property Tax Abatement + The setting up of Environm
environmentally friendly parks, walkways, etc.)
City/County Venue Project Tax Although this tax applies to almost all commuimportant asset for Southtown to use when funding the development of pathat connect Southtown it to downtown San Antonio along the river. It would help with funding for additions and renovations to their parks projects, and the creation of new infrastructure that could increase tourism within the area (pgarage [see Design Solutions on page 46 of this report], transportation facilities, hotels, restaurants, stores, etc.). In order to initiate this tax, Southtown has to have the approval and cooperation of the local transit system, and hold an opeelection amongst the citizens to determine how to use the tax. There is a 2% sales tax cap on the proceeds, but the adoption of this tax by Southtown woulonly mean that another sales tax would decrease (voted on by citizens) in order to stay under the tax cap. ZThis program tracks the zip codes ofSouthtown and helps to target a specific audience and develop a marketingscheme to increase tourism within the community.
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Increased Advertising
altca/calendar.cfmArt on Art Website http://www.arts.state.tx.us/c This website can be used by Southtown to promote local art events (galleries,
dvertising and Marketing Study o College of Business
new exhibits, performances, etc.) within the community. This service is free of charge. Please see the “Submit Your Event” form to the right-hand side of this website for details on how to place events on the calendar. AUniversity of Texas at San Antonihttp://business.utsa.edu/http://www.utsa.edu/graduate/ The Southtown Main Street Alliance should coordinate with the College of
g
s.
ase Studies 49 of this report, there are three case studies of emerging arts
te
o
Business at UTSA to see if the college will help develop an advertising andmarketing study for Southtown. Because of their close connection with the business realm and their specialized knowledge of marketing and advertisinprograms and strategies, their input in developing a plan for Southtown could benefit the promotion of business in the area. Southtown may want to focus onworking with students in graduate level course work through Capstone Program CStarting on page districts in some of the larger cities in the country. Use these case studies as resources and discover how they advertise and promote their individual and unique districts throughout their cities. Some of the districts even have separacommittees that deal with advertising and marketing. Southtown might want to establish a connection with these arts districts and open up a dialogue on how tdevelop a better advertising strategy for Southtown. US Department of Energy’s Smart Communities Network http://www.sustainable.doe.gov/ Southtown’s efforts to create a more tourist-type atmosphere and to enhance
y helpful tips
use this
their image into an arts district lends itself to the integration of more environmentally sound practices and designs. This website has manfor communities trying to create a more environmentally friendly cityscape. The focus here is on making areas pedestrian friendly so that they minimize the needfor automobiles, an area that Southtown is working on and could improve upon. For Southtown, this could help with the development of the Mission Trials Hike &Bike route [see page 31 of this report]. The website also discusses the integration of natural landscaping into the community. Southtown could information for turning their park/plaza spaces [see page 45 of this report] into more usable and desirable rest areas that are also environmentally friendly.
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Sustainable Urban Landscape Information Series (Energy’s Smart link) http://www.sustland.umn.edu/
he website listed here dT iscusses the creation of environmentally sound designs
od
pts
exas Recreation and Parks Account Grants
that are functional and easily maintainable. The website discusses putting trees on or near sidewalks and roads is not environmentally friendly because the pesticides and chemicals used on these trees can easily spill over onto the streets and eventually into a main water source, in this case the San AntonioRiver. Small strips of grass along sidewalks are also not a sound design methbecause these areas are hard to mow with the larger, more efficient mowers and have little functional value. Another design consideration for the park/plaza areas [see page 45 of this report] is not to over-plant these areas and to provide adequate spacing between young trees that eventually grow up and turn into difficulties that are hard to maintain. The website also lays out potential concefor the landscape design of areas throughout Southtown and a step by step guide that highlights various case studies and examples. TTexas Parks and Wildlife Department http://www.tpwd.state.tx.us/business/grants/trpa/ Outdoor Recreation Grants
with the creation of additional green spaces by
uld
ecreational Trail Grants or funding up to 80% of project cost of both
g
nt
This grant can benefit Southtownhelping to acquire and develop parkland or to renovate existing public recreation areas through a 50% matching grant fund. The maximum grant awarded is $500,000. Projects must be completed within three years of approval, but because the green spaces within Southtown are of a smaller scale, this shonot be an issue. Application deadlines are January 31st and July 31st each year. RSouthtown can use this grant fmotorized and non-motorized recreational trail projects. These projects caninclude the construction of new recreational trails, the improvement of existintrails, the development of trailheads or trailside facilities, and acquiring trail corridors. While the Mission Trails project has already been developed, this gracan help with future trail programs that could connect Southtown to other locations Downtown or other points of interest throughout the city. This federally funded program, through the National Recreational Trails Fund in Texas under the approval of the Federal Highway Administration (FHWA), receives its fundingfrom a portion of federal gas taxes paid on fuel used in non-highway recreational vehicles.
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The Lake and River Cleanup Program Keep Texas Beautiful
Environmental Quality Texas Commission onhttp://www.ktb.org/programs/LR/index.htm Because of Southtown’s close location and connection to the San Antonio River,
designed to help communities and organizations establish aterway cleanups and litter prevention activities to improve and maintain the
,
.
d EKS)
this program should be implemented in order to keep the stretch of river around the community clean. Also, because of potential commercial expansion opportunities along the river for the Southtown community, it would be beneficial to have a program in place already to combat the increase in pollution that wouldnaturally result. This program is wquality of surface water. Through the program, The Lake and River Cleanup Program Coordinator provides planning and publicity assistance, as well as materials needed for your cleanup. The program also provides press releasesposters, a litter fact sheet, garbage bags, litter pick-up tools, first aid kits, disposable gloves, volunteer giveaway items, and more items. This program is free of charge with the goal to help communities keep their waterways beautifulIn addition to providing participants with free cleanup materials, the Lake and River Cleanup Program provides youth leaders and/or educators with an environmental education activity. The “Trash Fish” activity has been correlateto the Texas Education Agency's Texas Essential Knowledge and Skills (Tfor grades K-8. The activity provides a hands-on project in which students use trash to create art while learning about litter prevention. This program could be implemented in the local grade schools in the area and linked up with the Blue Arts Complex youth programs such as “Say SÍ!”
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DESIGN SOLUTIONS To enhance Community Image and Promote Tourism Increased revenue generated through the various initiatives stated in the “Recommendation for New Resources” section and through possible private funding should be compiled and used solely for the promotion of the area and the enhancement of the community image. Information Kiosks Sidewalks Along Main Commercial Corridors Instead of taking up valuable, rentable lot space for a Visitor’s Center in Southtown, and since the need exists to promote wayfinding along the confusing streets of Southtown, I propose the implementation of information kiosks along the sidewalks of the main commercial corridors of S. Presa, S. St. Mary’s, and S. Alamo Streets. Each kiosk will have a map of the area and have a list of points of interest that visitors to the area could use to maneuver through the community. These kiosks could be placed along the building fronts or in the middle of the sidewalks while still having enough room to walk around them. Placing them in front of the stores will also help to minimize vandalism because they will be in a visible and highly used area. These kiosks would be constructed with a rust protected metal frame and a Plexiglas covering to protect poster information. The top of the kiosk will be removable so that new posters could be slipped into the front slots as needed. Two sets of lights, one at the top and another half way down, will light the kiosk information at night. All connections and joints should be sealed off to prevent water penetration. Because of their simple construction, and once Construction Documents are created by the Southtown Design Committee, these kiosks can be created at the Southtown Main Street Alliance office with the help of employees or volunteers. The kiosk locations are planned out in three phases. Phase I locates areas that have the greatest need for information centers and wayfinding tools because they are located at main areas within the Southtown community. Each subsequent phase lists locations where kiosks are needed and would be helpful to visitors to Southtown, especially during special community events such as First Friday Artwalk.
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[locations and design on Appendix B-2, B-3, B-4]
S. Presa Corridor Development South Presa Street S. Presa was described in the Master Plan as, “Southtown’s best link with La Villita and could be Southtown’s pleasing urban scaled street.” In order to promote S. Presa as complimentary commercial corridor to S. St. Mary’s, it is important to create a distinctive image to the area through enhancing the streetscape along S. Presa. These should either mimic the “candy cane” light poles with banner brackets of S. St. Mary’s and S. Alamo, or create their own identity through the more pedestrian scale created by the Mission Trail Project, which will travel down S. Presa, and other pedestrian access down S. Presa. These lightpoles should reflect the character and atmosphere of Southtown in their design. In order not to isolate this street from the rest of the community image, the distinct sidewalks and brick pavers that currently exist along S. St. Mary’s and S. Alamo should be continued here at S. Presa. The sidewalks along S. Presa should comply with the design solutions outlined in the “Improve Existing Sidewalks” described later in this section. The new Light Poles should also have some sort of banner hanging device that would allow Southtown to put up banners advertising Southtown as “San Antonio’s Premier Arts District” to visitors and tourists. These banners should be easily accessible so that they could be removed and changed out for different individual banners for the different events that occur in the community, such as First Friday Art Walk, King Williams Fair, etc. Design similar to The Milwaukee Lantern Series by Holophane Lighting Company (http://www.holophane.com/product/OutArch/milant.htm)
[design on Appendix B-5] Improve Existing Sidewalks South Alamo, South St. Mary’s, S. Presa The Master Plan touches on the importance of renovating and improving the existing sidewalks in the area to make them “safe pedestrian pathways for those who have no other means of transportation.” The better solution is that the sidewalks should be improved to promote the pedestrian travel of visitors and tourists to Southtown. A park-and-walk culture should be developed through collaboration with improved sidewalks and improved parking situation. Therefore, the improvement of the existing walks along S. Alamo, S. St. Mary’s, and S.
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Presa should be of primary concern in order to promote pedestrian mobility through Southtown. These improvements should include:
+ Widening sidewalks along the three main commercial corridors. + Repairing existing damage to sidewalks along the three main commercial
corridors + Repainting pedestrian crosswalks throughout the community to improve
visibility and pedestrian safety. + Add Traffic signal across S. Presa at Durango and according to the Master
Plan, “crosswalks at Durango should be delineated with distinctive paving materials.”
+ Increase the amount of lighting on sidewalks to match City of San Antonio’s recommended level of footcandles (typically 2 footcandles/square foot).
+ Adding planters along sidewalks to improve streetscape image. This will help tie green spaces and commercial corridor sidewalks together visually. These planters should not be attached to the sidewalk but should be heavy enough that they cannot be carried off and stolen. The planter design should be another project in the ArtScape Projects and should be designed to fit in with the overall image of Southtown.
[locations and design on Appendix B-6, B-7]
Green Space Pocket Park/Plaza Development Unused Lots Throughout Southtown Throughout Southtown area there are irregular, triangular, or underdeveloped lots that are not being used to their full potential and should be converted into green space in the form of vest-pocket parks or plazas. As suggested by the Main Street Program Resource Team Report in May of 1992, these parks would be to such a small scale that they could be easily developed through donated labor and materials. A Mexican plaza-styled green space could be developed to reflect the rich Hispanic history and culture in the area. Southtown should organize volunteer events to encourage the beautification of these abandoned and underused lots. The proposed locations are:
+ A: Corner of Alamo and Pereida. This park is along the western entry point to Southtown on Alamo Street. It would be a good transition point and buffer zone for visitors entering Southtown from this direction.
+ B: Southern corner of Alamo and S. Presa. This provides a central location for a park area in the heart of the heavy commercial corridors. This park will be nice a buffer to the busier streetscapes surrounding it and could be used as a rest area for pedestrians walking along the corridors.
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+ C: Along S. Walnut Street. These three lots could be designed in combination to create one larger park/plaza at the Southern entrance to Southtown. Placing this park here could draw down to this underdeveloped area of Southtown and could be used to enhance this area.
[locations on Appendix B-8]
Restore Railroad Underpass South St. Mary’s at Roosevelt Street This is an important project and will go a long way towards maintaining the positive community image of Southtown. Even though current attempts to improve this piece of Union Pacific property “are often met with deaf ears,” Southtown should still work on improving this section that should be considered a landmark (i.e. Kevin Lynch) of the community. Restoration of this section would go far in deterring the psychological impact of the “broken window” syndrome of communities by promoting a positive image of change for the betterment of the community. If Union Pacific is still meeting current restoration and improvement efforts with opposition, the Southtown Main Street Alliance should rally the community around the issue. Since it affects the overall community image, it should be possible to get Lavaca, King William, Blue Star, and the local businesses rallied around the issue to improve the image for the common good of the community. Farmer’s Market Site To Be Determined Currently there is a Farmer’s Market on Houston Street, Madhatters Tea House, and Milagros, but efforts should be made to bring these individual events together in a centralized location in the Southtown area. This could draw in visitors to the area and promote the healthy, safe, inviting environment that Southtown wants to display. Proposed locations are:
+ A: Lots at northwest corner of Durango and S. St. Mary’s. This would be the ideal location because of its proximity to the commercial corridor of St. Mary’s and access to Durango. It is also the largest site, so it could accommodate an expanded and enlarged farmer’s market.
+ B: Northern lot where Durango meets S. St. Mary’s and S. Presa. This central location is beneficial because it is situated in between the commercial corridors and is visible from, and has access to, Durango.
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+ C: Northwest lot where Arciniega and S. Alamo meet. This location is beneficial because it is located along S. Alamo (Mission Trails path and main commercial corridor) and could draw visitors away from the main shopping areas further south to prevent congestion along these streets.
+ D: Southeast lots where Martinez and S. Presa meet. This location would be beneficial because it would be visible from Durango, accessible from S. Presa, and have the buffer of Martinez Park to the north to facilitate a more pedestrian-friendly atmosphere.
+ E: Eastern lots along S. Presa, just south of Martinez. These lots would be beneficial because of their location along S. Presa and the close proximity to Martinez Park.
+ F: Eastern lot along S. Presa and Leigh. This location is beneficial because of its access to both S. Presa and Leigh Streets. It would also draw visitors further south along Presa on the Mission Trails route.
+ G: Southeastern corner of S. Alamo and Guenther. This location is beneficial because of its access to Alamo and proximity to the western entry point to Southtown. This location draws visitors to the western section of Southtown, where they can then walk along Alamo to other shops and businesses.
+ H: Southeast corner of Devine and S. Presa. This lot is beneficial because of its access to S. Presa and its proximity to Sadie Park. This location would draw visitors further south along Presa and could be used to further develop the area.
+ I: Northwest corner of Florida and S. Presa. This location is beneficial because of its access to both Presa and Florida streets. It would also draw visitors further south along Presa and could be used to develop the area.
[possible locations on Appendix B-9]
Centralized Parking Garage Along S. Presa Street Because of overflow parking problems caused by Downtown San Antonio and Alamodome events, and because of increased parking demands during special events throughout the year in Southtown, there needs to be additional parking spaces provided within the area. Aside from increasing on-street parking as per the Master Plan, the ideal situation would be to locate a new parking garage along the main commercial corridor of S. Presa to further development in this area. The parking garage should be two to three stories tall to accommodate the additional parking needs of the ever-expanding businesses, attractions, and events in the Southtown community. The architecture of the parking garage should fit in to the overall scale of the area and character of the Southtown community. The parking garage should also be well lit and landscaped for both aesthetic and security reasons. Security would have to be considered either
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through an on-site security guard or by a specialized gate system to deter vandalism and theft. Since the structure will more than likely stand out in the smaller scaled community, its central location near preexisting larger commercial buildings might help keep the large-scale commercialization and takeover of the Southtown neighborhoods to a minimum. Also, the Master Plan statement, “satisfying this increasing demand for parking should not require the demolition of existing buildings” should be reevaluated in order to find the most suitable lot for the garage. The costs of demolishing an existing building for an improved parking condition should be weighed by not only the Southtown Main Street Alliance, but should also include the neighborhood residents and business owners. The Main Street Alliance should hold a town meeting to discuss these options. Opportunities should be explored in using the parking garage as a billboard for the Southtown area, a way of promoting current and upcoming events and the overall image of the arts district atmosphere of the community. One face of the building could even be used as an entry sign for Southtown. This entry sign/mural could be designed with the ArtScape Project to reflect the character of Southtown. The overall parking garage design should be investigated by the Southtown Design Committee. Proposed locations are:
+ A: Southeast corner of S. Alamo, S. Presa, and Camargo. This triangular lot is the ideal location because of its access from Alamo, Presa, and the Mission Trails route. It is also in a centralized location next to one of the busier commercial areas of Southtown, keeping pedestrian walking distances to a minimum.
+ B: In between S. St. Mary’s and S. Presa, next to Leigh. This lot is beneficial because it can be accessed from either St. Mary’s or Presa. Its centralized location makes it ideal for a park-and-walk situation.
+ C: In between S. St. Mary’s and S. Presa, next to Devine. This lot is beneficial because it can be accessed from either St. Mary’s or Presa. Its centralized location makes it ideal for a park-and-walk situation, and it can draw visitors further south along Presa.
+ D: In between S. Presa and Leigh. This lot is beneficial because it can be accessed from either Leigh or Presa Streets. Its centralized location promotes a park-and-walk situation, and it can draw visitors further south along Presa.
+ E: Southeast corner of Devine and S. Presa. This lot is beneficial because it can be accessed from either Devine or Presa Streets. Its centralized location promotes a park-and-walk situation, and it can draw visitors further south along Presa.
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[possible locations on Appendix B-10] Southtown Entry Points Martinez Park Gateway Signs Boundary Markers To signify the entry into “San Antonio’s Premier Arts District”, special entryways into Southtown should be created. The entry point at Martinez Park should be highlighted with a special “Gateway” as stated in the Master Plan. This gateway should be incorporated into the overall design of the park, through a gazebo-type structure and a specially designed Gateway Sign. A similar Gateway Sign should also be placed where S. Alamo crosses the San Antonio River, on the Southtown-side of the bridge to demarcate entry into Southtown on both sides of the heavily traveled corridor. The secondary points of entry into Southtown might be demarcated through the use of specially designed Boundary Markers. These markers would be bands of brick pavers that would cut along the streets at the secondary entry points into Southtown. 5’-0” by 5’-0” brick planters with appropriate trees should be used at these points as visual entry cues to the Southtown area. These boundary markers also work to promote increased green space at these entry points. At these locations, the existing sidewalk should be modified to wrap around these planters to change the pedestrian path as a visual cue for cars and pedestrians that they are entering a new district. The brick paving should extend over these sections of sidewalk as well. These entryways are very important to setting the stage for the overall image of the community. They should reflect the character of Southtown and be distinctive visual cues for the entry into an arts district. The designs of the main gateway at Martinez Park could be done through another ArtScape competition or through involvement with UTSA College of Architecture. Gateway Signs should be placed at the following locations:
+ S. Alamo at Durango + S. Alamo at San Antonio River Crossing
Boundary Markers should be placed at the following locations:
+ S. St. Mary’s at Durango + S. Presa at Durango + S. St. Mary’s at Walnut (Union Pacific Railroad Crossing) + S. Presa at Walnut (Union Pacific Railroad Crossing)
[locations and design on Appendix B-11, B-12]
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VIA Bus Shelters VIA Bus Stop Locations As per the Master plan, “priority should be given to place [bus] shelters as soon as possible at the following locations:
+ Handy Andy Supermarket (both sides) + Stops adjacent to Brackenridge High School + 700 Block of South Alamo + Trolley stop located in front of King William Association office + Corner of South Presa and Claudia + Corner of South St. Mary’s and Claudia”
The current locations of such bus shelters might have changed since 1995 (Handy Andy Supermarkets might have closed), or there could already be bus shelters currently in place. In either case, the current bus shelter situation should be reevaluated to determine if stops/shelters should be relocated or rebuilt. If current bus shelters exist, careful examination must be given to determine if these bus shelters accurately reflect the community image and character of Southtown. If not, the new design of these shelters should fall under the ArtScape Project as a new project submission. In this case, each shelter should be individually designed to reflect its position within the context of Southtown.
[locations on Appendix B-13]
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CASE STUDIES
The Crossroads Arts District Kansas City, Missouri http://crossroadscommunityassociation.org/http://www.usatoday.com/travel/destinations/2004-11-25-art-districts_x.htm
“One thing vibrant cities have in common is a healthy and lively urban core. While this has not always been the case in Kansas City, exciting changes are under way that are bringing new life to the heart of our city.” – Crossroads Website
This community area, located just south of downtown Kansas City, has developed in almost the exact same way that Southtown has. The area was once full of vacant buildings until artists began moving in about a decade ago. Over the past few years that the area has grown dramatically and is now an urban mixed-use community with art galleries, restaurants, and design stores. New residents are moving into the newly refurbished lofts being developed. Just like in Southtown, the many visitors and tourists turn out for their version of First Fridays, a community-wide open house on the first Friday evening of every month complete which includes art gallery openings and live performances. The area has organized free trolley service from anywhere in the city to bring in visitors to the community during the event. It also prides itself on having “an abundance of on street parking and small lots throughout the area.” The organization of The Crossroads Community Association is organized into four primary committees:
+ Infrastructure: This committee works to improve community safety, smooth integration of what are typically considered nuisance businesses, and traffic planning for access from I-35. They also have developed a graffiti removal program called the “Crossroads Anti-Graffiti Initiative”. This committee is also works on the coordination of a Neighborhood Security Patrol, similar to the SAFFE program of Southtown.
+ Community Enrichment: Similar to the Southtown Design Committee Branch-Off described in the Recommendation for New Resources section of this report, this committee responsible for community social events, general members' meetings, public art, and market the merchants, restaurants, and area as a unique entertainment destination for the city.
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Their Visual Arts Cooperative is a collaborative marketing effort for the galleries and artists of the community.
+ Marketing/Communications: This committee assures timely notification about issues, meetings, and opportunities within the community. In addition to monthly email/fax news about committee activities and upcoming meetings, the Committee is working on enhancements to the web site, a new member welcome package, a media kit, promotional tools for economic development in our community, and a member benefits program.
+ Finance: This committee it is responsible for the organization to identify appropriate funding sources for their projects. Members' dues fund their operations and administration costs, while private donations and program fees fund the other programs. This committee is currently developing a database of government, foundation, and private funds available for future programs.
Recommendation: The structure and organization of The Crossroads Community Association is an example of where Southtown needs to look in order to grow and reach a broader base for its community operations. Separate committees should be created, such as the Design Committee and Marketing Committee described in the Recommendation of New Resources section, to help the community of Southtown reach its full potential. Old City Cultural District Philadelphia, Pennsylvania http://www.oldcityarts.org/http://oldcitydistrict.org/indexFlash.phphttp://www.usatoday.com/travel/destinations/2004-11-25-art-districts_x.htm Located within the country's most historic square mile, this once a low-rise warehouse district in Philadelphia has grown over the past decade to one of the premier arts districts in the country. The district includes new galleries and restaurants, bringing in new upscale residents to its newly built lofts. Today, this district is an active cultural, dining and shopping district, and one of the most appealing residential neighborhoods in downtown Philadelphia. This district also has their version of First Friday in which many of the galleries and cultural organizations of Old City host receptions and exhibition openings. To accommodate the crowds, on-street parking meter regulations in Old City are suspended by the City of Philadelphia after 5pm during these days in addition to having several parking lots located conveniently within area. They also have “First Saturdays” in which tours are given, workshops conducted, and lectures are held by local artists, curators, and gallery owners to provide a unique opportunity to learn about the art directly from the source.
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Recommendation: The Old City District also developed a Streetscape Vision and Action Plan to develop and implement improvements to the sidewalks of the area. It is a very detailed and carefully thought out plan, and should be reviewed by the Southtown Mainstreet Alliance to determine if there are any suggestions and ideas that can be taken from this plan. The plan can be reviewed at: http://www.oldcitydistrict.org/vision/indexFlash.html (taken from the website http://oldcitydistrict.org/visiting/explore.php under “Review the Plan”) The Pearl District Portland, Oregon http://shopthepearl.com/http://www.usatoday.com/travel/destinations/2004-11-25-art-districts_x.htm This arts district is located north side of Portland, within walking distance of Downtown. As in Old City, it was once a warehouse area but has grown very quickly into a thriving arts district with an urban-village feel. The area includes galleries, ethnic eateries, wine bars, coffeehouses, and drawing an eclectic mix of home furnishing stores. Housing in the area has also thrived since the beginning, consisting of over 2,500 lofted housing units with more on the way. This organization has newsletter called “The Pulse”, which is published bi-monthly and distributed hard copy via regular mail to all residents, business owners/managers and corporate employees who live and work in the district. It is a strong source of advertising for the district’s many businesses, to the point that their recent display ad spaces sell out almost immediately and their directory advertisers have increased from 25 to 55 over the past year. Southtown can look to this community newsletter as a model for advertising throughout the community and get word out to the City of San Antonio as well. They also have a community arts event called “Art in the Pearl”. During the event artists offer their work ranging from fine wooden furniture to beautiful paintings to photography, glass, clay, metal, and jewelry. The Pearl’s farmers market, called the Portland Farmers Market, is a community of shoppers and about 150 vendors, including farmers, meat producers, dairies, bakers, and specialty food vendors that convene three times a week, at the height of the season, along within the district to sell their produce. The market sponsors chef demos, children's programs, tasting adventures, and other food festivals throughout the year. The market is organized under a non-profit corporation governed by a volunteer Board of Directors. The goals laid out by this board for the farmers market are to:
+ Foster commercial and educational relationships between our vendors and city-dwellers.
+ Serve as a small business incubator for local farms and artisan food producers.
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+ Enhance the region's quality of life by encouraging environmentally sound agriculture and access to local, healthier foods.
Recommendation: Southtown can look to this quickly growing arts district as a model for many of the recommendations made throughout this report. Most notabley, the way in which The Pearl handles their advertising through their newsletter, the organization of their major events such as “Art in the Pearl”, and the organization of their farmers market.
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CONCLUSION Sustain the Neighborhoods Attention needs to be paid towards keeping the neighborhoods intact and providing the required necessities for the residents of these neighborhood. Focus should be paid on not only attracting new businesses and amenities, but also developing the existing resources to their highest potential. Bringing new and exciting businesses and shops might not be the best solution to the problems in Southtown. Starting up new businesses requires time, effort, money, as well as a growth period for the community to accept it. Focus should be paid to improving the existing resources in the community, from deteriorating shops to vacant buildings. Information programs should be put on by the Southtown Main Street Alliance to educated small business owners of governmental programs and incentives that can help their existing businesses become more profitable for the community. For example, a new dry cleaners might be established using a “sweat equity” structure where a large portion of the initial profits made are redirected to paying off the dry cleaner business. This type of “sweat equity” could be used in other business areas as well so that the local lower income community members can start up the business and sustain it over the long haul. Franchises should be discouraged because of the higher upfront capital needed to start one up. Neighborhoods need to work hand in hand with the Southtown businesses to improve existing parks and other shared spaces for the betterment of the community as a whole. Existing grocery stores, laundry mats, delis, etc. can be improved and their current situations turned around so that a drastic change is not needed. Foster Relationship with UTSA http://www.utsa.edu/ The Southtown Main Street Alliance needs to foster a close relationship with UTSA to use the free labor to provide specialized services to the community. As stated in the “Recommendation of New Resources” section of this report, Southtown can work with both the Architecture and Business Colleges to conducts studies on improving the existing conditions of the community. This is a
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valuable resource that Southtown is currently not taking advantage of and using these student recommendations could help uncover unseen ideas or issues. Southtown should also have a market study on the grocery needs conducted by the College of Business at UTSA [see Recommendation of New Resources section of this report]. This study could address marketing needs of Southtown Main Street Alliance as well and the promotion of the community as a whole.
Review Case Studies The “Case Studies” section of this report lists three arts districts that are very closely related to the current situation in Southtown. Each district is at different stages in their development, but each has existing resources and improvement projects that Southtown should look at and emulate. Establishing contact and fostering a relationship with these arts districts might also benefit Southtown. A dialogue can be established and recommendations could be made for the betterment of the community. Southtown will also find that it has some existing resources and programs in place that could benefit these case studies as well. Promote an Overall Community Image Southtown has come a long way in promoting its image as a premiere arts district within San Antonio. Now that it has established its foundations, it needs to grow and develop into an improved community. Through the “Design Solutions” section of this report, and in collaboration with the Southtown Design Committee, a Design Vocabulary needs to be established that unifies all the elements of the community. This can be accomplished through the furthering of the ArtScape Projects. “Keep Up the Good Work” Southtown has come a long way in developing into the primary example of how the Main Street Program can improve a community. The next few years will be the most important as the community develops further and initiates new projects. Maintain the focus on preserving the community image and heritage and work with the neighborhood to improve community. All in all, Southtown should be pleased with its development to this point and the direction it is heading towards in the future. Keep up the good work.
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