bellefontaine road commercial improvement plan

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St. Louis County Planning Department

Spring 2008

Spanish Lake - Bellefontaine RoadCommercial Improvement Plan


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Adopted by St. Louis County Council July 29, 2008

Publication Date April 2008

Published by St. Louis County Department of Planning

41 S. Central Ave

St. Louis, Missouri 63105

(314) 615-2520

(314) 615-5467 (TTY)

Website:www.stlouisco.com
http://www.stlouisco.com/http://www.stlouisco.com/http://www.stlouisco.com/http://www.stlouisco.com/


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ACKNOWLEDGEMENTS

St. Louis County Officials

Charlie A. Dooley, County Executive

St. Louis County Planning Commission

Douglas Morgan, Chairman

Maureen Ramshaw, Vice-Chairman

William Ballard

Wayne Hilzinger

William Sneed

Arnold Crutchfield

Matthew Lampe

Charles Nicastro

Keith Taylor

St. Louis County Department of PlanningGlenn A. Powers, Director of Planning

Lori Fiegel, Comprehensive Planning Manager

Gail Choate, Current Planning Manager

Debi Salberg, Zoning Section Head

Solana Rice, Planner

Andrew Meyerkord, Planner

St. Louis County Economic Council

Jackie Wellington, Senior Vice President of

Real Estate and Community Development DivisionDaryl Cothran, North County Sector Specialist

Business Advisory Committee

Lou Clines

Anthony DiCarlo

Nick DiCarlo

Joseph S. DiCarlo

Dora R. Gianoulakis

Tonya M. Lloyd

Elveeta Macon

Steve McIntyre

Michelle and Mike Miller

William Stowers

James E. Williams, Jr.

Kip Williams


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PLAN CONTENTS

Section 1Introduction

Section 2

Existing Conditions and Analysis

Existing Conditions in Spanish Lake

Bellefontaine Road in Spanish Lake

Spanish Lake Bellefontaine Road Commercial Districts

North Study Area

South Study Area

Section 3Public Input Analysis

Community Design Workshops

Youth Design Workshops

Real Estate Professionals InterviewsBusiness Professionals Interviews

Business Organizations Interviews


Section 4Synthesis of Qualitative and Quantitative Input

Section 5Recommendations

General Recommendation

Node Specific Recommendations

Section 6Implementation

Implementation Chart and Timeline

Section 7Appendix

Recent Development and Zoning Petitions

Plan for Redevelopment for 1703-1829 Dunn Road

Zoning Petition for 1627 Dunn Road

Community and Youth Design Workshop Questions

Marketing Brochure Example

Frequently Asked Community Improvement District QuestionsGuide to Conducting Business Market Analysis

Designing and Executing a Buy Local Campaign Workshop Description

Organizational Support Resource Descriptions

Urban Land Institutes Ten Principles for Rebuilding Neighborhood Retail


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LIST OF MAPS

Map Number: Map Title:

1-1 Bellefontaine Road Corridor

2-1 Spanish Lake Area 2000 U.S. Census Tracts

2-2 Bellefontaine Road Traffic Counts

2-3 #36 Spanish Lake Bus Route

2-4 Bus Stops

2-5 Age of Structure (for all structures with data)

2-6 Parcel Land Use for North and South Nodes

2-7 North Node Land Use

2-8 North Node Aerial with Commercial Parcels

2-9 North Node Zoning

2-10 North Node with COGIS Areas

2-11 South Node Land Use

2-12 South Node Aerial with Commercial Parcels

2-13 South Node Zoning

2-14 South Node with COGIS Areas

3-1 South Node Workshop Input

3-2 North Node Workshop Input

5-1 Recommendation Areas for the North Node

5-2 Recommendation Areas for the South Node


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Introduction

Spanish Lake-Bellefontaine Road Commercial Improvement Plan 1-1

INTRODUCTION

The purpose of the following commercial improvement plan is to outline strategies for future

reinvestment and improvements in two specific areas along Bellefontaine Road in Spanish

Lake. The plan fulfills objectives identified in the 1999 Spanish Lake Community Area Study

and is intended as a reference and guide for future development. This document includes

data analysis, public input, and local practices research to support recommendations for an

action plan and to assess the feasibility of funding strategies.

Objectives:

o Analyze existing conditions and trendso Identify business-related goals and objectives from past plans and gathered

community input

o Develop short- and long-term priorities and implementation strategieso Design an implementation plan for business improvement

Project ParticipantsSt. Louis County Department of Planning:The department served as the project management

team. With the help of other County departments, the team gathered data, organized public

input, and prepared the plan. The Comprehensive Division of the Planning Department

chaired this team, and was responsible for managing time and information, gathering input

from the team, and compiling the final plan.

Community Representatives: The project management team collaborated with the Spanish

Lake Community Association (SLCA) to identify business community leaders and active

residents to serve as representatives on an advisory committee. The advisory business

committee provided input throughout plan development.

Background and ReferencesIn 1997, St. Louis County Department of Planning initiated a Community Area Study in

Spanish Lake. This study was largely in response to residents concerns that quality of life

issues in Spanish Lake needed to be maintained despite development pressures such as aging

infrastructure and decline of commercial services. The area study process resulted in a plan

that reflects substantial resident input and sets forth several goals and recommendations that

have been implemented over the last decade.

One of those goals was to create new commercial opportunities including improved retailchoice for residents and new businesses for job growth. The following planaddresses thisgoal by focusing on two commercial nodes along Bellefontaine Road, identifying needs,

gathering community input, and exploring potential use of economic development tools.

While the Spanish Lake Community Area Study is the basis for this plan, the Spanish Lake

Youth Needs Assessment, initiated in 2007 by St. Louis County staff, will provide much of the

necessary demographic data and some relevant qualitative community input as well.


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1-2Introduction

Spanish Lake-Bellefontaine Road Commercial Improvement Plan

The I-270/Highway 367 Corridor Study (2003) was created upon request from County

Councilman Michael OMara. This study will be used for reference to relevant transportationand development issues.

Geographic Focus Areas - Nodes

This plan concentrates on commercial properties along Bellefontaine Road between Scenic

Lake Drive (northern boundary) and Dunn Road (southern boundary). The map shows the

two business nodes: one centering around Belle-Parke Plaza at the intersection of Parker

Road and Bellefontaine Road, and the other node surrounds Sierra Vista Plaza at Dunn Road

and Bellefontaine Road. The existing conditions analysis includes much of the commercial

properties in these nodes. The map that follows highlights over 119 parcels totaling

approximately 155 acres of land. The nodes are significantly different in character, and the

plan presents both general and node-specific analysis and recommendations.


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Introduction

Spanish Lake-Bellefontaine Road Commercial Improvement Plan 1-3Map 1-1: Nodes along Bellefontaine Road


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1-4Introduction



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Existing Conditions

Spanish Lake-Bellefontaine Road Commercial improvement Plan 2-1

EXISTING CONDITIONS IN SPANISH LAKE

This section of the plan is a description of demographic trends and characteristics of SpanishLake. As Map 2-1 below shows, Spanish Lake is comprised of three census tracts labeled2101.00, 2107.01, and 2107.02. The U.S. Census data collected in the following sections refer tothese three census tracts. This plan focuses on the stretch of Bellefontaine Road that runsthrough census tracts 2107.01 and 2107.02.

Map 2-1: Spanish Lake Area 2000 US Census Tracts


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2-2Existing Conditions


Population

In 2000, the Spanish Lake population totaled 21,872 people; the 2005 estimated population was22,195. This change is an increase of 1.5 percent between 2000 and 2005. As of 2000, SpanishLake made up 6.8 percent of St. Louis Countys unincorporated population. As the table below

shows, the population growth in Spanish Lake outpaced the population growth in St. LouisCounty between 1990 and 2000.

Population Change 1990-2000

1990 2000 % Change, 1990-2000

Spanish Lake 20,801 21,872 +5.1

St. Louis County 993,508 1,016,300 +2.3%

SOURCE: 1990 & 2000 U.S. Census, Summary File 1

Age

As the graph below shows, between 1990 and 2000, there were significant increases in thenumber of people under 19 years of age. In 2000, 33 percent (7,248) of people living in SpanishLake were under 19.

SOURCE: 1990 and 2000 U.S. Census, STF 1

1920

2036

1729

1563 1560

1447 1432

1341 1329

1597

0

500

1000

1500

2000

2500

Under 5 years 5-9 years 10-14 years 15-19 years 20-24 Years

Population

Age

Comparison of Age Ranges in Spanish Lake, 1990-2000

1990

2000


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Existing Conditions


Race

Between 1990 and 2000, diversity increased across St. Louis County, but Spanish Lake has faroutpaced the County in growth of non-white populations. In 1990, the Spanish Lake populationwas 81 percent white and 17 percent African-American. By 2000, only 43 percent of thepopulation was white and 54 percent was African-American. This represents a 230 percentincrease in the African-American population in Spanish Lake. The African-American populationincreased by 39 percent in St. Louis County between 1990 and 2000.

Population by Race in Spanish Lake

1990 2000

Population

% of Total

Population Population

% of Total

Population % Change, 1990-2000

White 16,943 81% 9,448 43% -44%

African-American 3,574 17% 11,776 54% +229.5%

Asian 172 1% 148 1% -14%

Two or more

races/other112 .5% 351 2% +213.4%

SOURCE: 1990 and 2000 U.S. Census, STF 1

Household Type

In 2000, there were 8,559 households in Spanish Lake and nearly 40 percent of the householdshad children under 18 years of age. As the chart below shows, this share represents a 30 percentincrease from the number of households with children under 18 in 1990.

Households in Spanish Lake

1990 2000

Total

Households

% of

Households

Total

Households

% of

Households

% Change,

1990-2000

Total Households 8,232 8,559 +4%

Households with

children under 18

2,678 33% 3,574 42% +33%

Single parent

households with

children under 18

711 26.5% 1,851 51.8% 160%

SOURCE: 1990 and 2000 Census, STF 1, and Census data summarized on http://www.Dataplace.org

Between 1990 and 2000, there was a 20 percent decrease in married-couple households with

children under 18. In 2000, of households with children, half were single-parent headedhouseholds. Of the recent increase in households with children, most appear to be single-parentheaded. Female-headed households increased in number by 143 percent from 1990 to 2000.

Income

In 2000, the median household income for the three census tracts ranged from $33,246 to$39,394. This range is significantly lower than the St. Louis County median household income of


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$50,532. There was a tremendous increase in the percentage of people in families living inpoverty, from 5.3 percent in 1989 to 11.6 percent in 1999. The St. Louis County rate of povertyalso increased from 5.6 percent in 1989 to 6.9 percent in 1999. Despite the growing rates ofpoverty, the following chart shows that 46 percent of households earn more than $40,000.

SOURCE: U.S. Census, 2000

9%

11%

19%

15%

12%

10%

10%

8%

4%2%

Median Income Ranges for Households in Spanish Lake, 2000

Less than $10,000

$10,000-20,000

$20,000-30,000

$30,000-40,000

$40,000-50,000

$50-60,000

$60,000-75,000

$75,000-100,000

$100,000-150,000

More than $150,000


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Employment

Over 6 percent of the people in the labor force in Spanish Lake were unemployed in 2000. In1990, there were just over 11,000 people in the labor force and 5 percent unemployment.Comparatively, the St. Louis County unemployment rate for 1990 was 4.5 percent and 4.6percent in 2000.

Employment for residents 16 years and over

1990 Percent of

total

2000 Percent of

total

Percent

Change

In Labor force 11,368 10,838 -4.6%

In Armed Services 83 1 % 23 .2% -72%

Employed 10,708 94% 10,131 93.5% -5.4%

Unemployed 577 5% 684 6.3% 18.5%

SOURCE: 1990 & 2000 U.S. Census, Summary File 3 sample data

Housing

As of 2000, there were 8,559 occupied housing units, 56 percent of them were owner occupied.This percentage includes multi-family units as well as single family homes that are rented.Median values for owner-occupied units in the three tracts ranged from $69,000 to $80,000 in2000. Of the 5,238 single family homes in Spanish Lake in 2007, 87 percent were owner-occupied.

Housing Characteristics

1990 Percent of total 2000 Percent of total

Number of Housing Units 8,832 9,035

Occupied Housing Units 8,251 93.4% 8,559 94.7%

Owner-Occupied 4,839 58.6% (of occupied

units)

4,778 55.8% (of occupied

units)

Range for Median Housing

Value

$63,000-$77,000 $69,000-$80,000

SOURCE: 1990 & 2000 U.S. Census, STF 3

Transportation

Access to transportation is important for Spanish Lake households to meet basic service needs.Nearly 8 percent of occupied housing units (rental and owner) do not have access to a vehicle.This is compared with 6.4 percent of households in St. Louis County. The majority of renter-occupiedunits in Spanish Lake have one car available, while just over 40 percent of owner-occupiedunits have access to two cars.

Vehicles Available to Occupied Housing Units (2000)

No Vehicle Available 1 Vehicle 2 Vehicles 3-5 Vehicles

Owner- Occupied Units 122 1,594 1,968 1,094

Rental Units 523 2,224 899 135

Total 645 units (7.8%) 3,818 units (46%) 2,867 units (35%) 1,229 units (15%)

SOURCE: 1990 & 2000 U.S. Census, Summary File 3


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Existing Conditions


BELLEFONTAINE ROAD IN SPANISH LAKE

Street Maintenance and Traffic

The St. Louis County Department of Highways and Traffic maintains the 1.68 mile stretch of

Bellefontaine Road between I-270 and Parker Road. In 2007, Highways and Traffic completed a$7.3 million improvement project that created a new center turn lane, curbs, gutters andsidewalks from Larimore Parkway to Horizon Village Drive. The project helped relievecongestion for turning lanes and created a safer environment for pedestrians.

St. Louis Countys I-270/Hwy. 367 Corridor Study (2003) made several recommendations forBellefontaine Road based on a 2002 study of North County arterial roads conducted by Parsons,Brinckerhoff, Quade and Douglas. The following is an excerpt from the I-270/Hwy. 367 CorridorStudy.

Future projections to the year 2020 show traffic increases on Bellefontaine Road

north of I-270 as well as New Jamestown, Parker and Redman Roads, with thegreatest increases projected for Redman Road east of Highway 367 and Parker Roadwest of Highway 367. The St. Louis County Arterial Study suggests three potentialimprovement options for Bellefontaine Road near I-270, including: development ofone-way outer roads along I-270; realignment of Dunn Road to the north andconversion of the signalized Larimore Parkway intersection to a right-in, right-outconfiguration; and installation of adaptive signal controls to allow for real-timeadjusted signal timing and optimization. The study also recommends monitoringBellefontaine Road at Belgrove Drive and Parker Road, with possible signalization ofBelgrove Drive and intersection improvements at Parker Road. The St. Louis CountyDepartment of Highways and Traffic will continuously monitor Bellefontaine andParker Roads before, during and after construction of the Highway 367

improvements.

Map 2-2 shows average weekday traffic counts for several intersections. June 2005 traffic countsfor Bellefontaine Road show that the intersection of Larimore Road and Bellefontaine Road hasthe highest average weekday traffic and the average count decreases traveling north. Fridaybetween 5pm and 7pm are the peak hours for all of the intersections except those just south ofParker Road.

Segment Average Weekday Traffic Exiting Bellefontaine Road

A Larimore Road to Larimore Parkway 5,970

B Larimore Parkway to Redman Road 1,660

C Redman Road to Trampe Ave. 5,420

D Trampe Ave. to Parker Road 3,470

E Parker Road to Spanish Pond Road 1,920

SOURCE: St. Louis County Dept. of Highways and Traffic


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The previous table illustrates how many cars exit Bellefontaine Road along each segment basedon the average weekday counts shown in Map 4-2. A significant number of cars are exiting nearthe Sierra Vista Plaza and between Redman Road and Trampe Ave.

Map 2-2: Bellefontaine Road Traffic Counts

SOURCE: St. Louis County Highways and Traffic


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Existing Conditions


Public Transportation

Map 2-3 shows the Spanish Lake bus line (Number 36) that connects points along BellefontaineRoad with Jamestown Mall, Paddock Forest Shopping Center, the Mayfair Shopping Center andChristian Northeast Hospital. The #36 Spanish Lake bus line connects to 8 other bus lines notshown on the map. As shown on Map 4-4, the bus makes several stops along Bellefontaine Roadincluding near the shopping areas. The bus runs once an hour in this area.

Map 2-3: #36 Spanish Lake Bus Route

SOURCE: MetroBus St. Louis, http://www.metrostlouis.org/


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Map 2-4: Bus Stops

SOURCE: St. Louis County Planning Department


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Existing Conditions


SPANISH LAKE BELLEFONTAINE ROAD COMMERCIAL DISTRICTS

The study focuses on two nodes: one area is around the intersection of Bellefontaine Road andParker Road (north node), and the other area surrounds the intersection of Dunn Road andBellefontaine Road (south node). There are several similarities between the two study areas:they each have a multi-tenant retail strip center, are adjacent to large apartment complexes, andinclude approximately 60 parcels.

The following sections look at eachnode separately. The nodes aredifferent in many ways. While bothareas have the same number ofparcels, the south node is significantlylarger in area compared to the northnode. The northern node is composedof characteristically neighborhood-

scale retail uses, while the southernnode has larger lots with moreexposure to Interstate 270 traffic. As aresult, the North Node has smaller,locally-owned businesses, while theSouth Node has more national chains.

Map 2-5: Age of Structure (for all structures with data)



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Map 2-6: Parcel Land Use for North and South Nodes



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Existing Conditions


NORTH NODE

As the table above shows, of the 59 parcels in the node, 28 are currently used commercially orhave the potential for commercial use. Potential commercial uses include parcels currentlyzoned commercial but are vacant or have a vacant structure. Eleven parcels (18 acres) are eithervacant or have a vacant structure. While this is a significant portion of the study area, it shouldbe noted that 5 acres of this vacant land is an undeveloped greenfield.

The median year built for the 28 commercial structures is 1972. Building dates of structuresrange from 1917 to as recently as 2000. The median appraised value for the commercial parcelsis $194,000.

According to the St. Louis County Department of Revenue data, there are 2,546 residences withina quarter-mile radius of the north node.

Parcel Inventory: North and South Nodes

North Node South Node

Parcels 59 (60 acres) 60 (95 acres)

Commercial Parcels (current or potential use) 28 (33 acres) 34 (68 acres)

Vacant Commercial Parcels 4 (8 acres) 10 (40 acres)

Vacant Commercial Structures 7 (on 10 acres) 3 (on 2.8 acres)

Land Use

Residential 14 4

Institution 9 0

Industrial/Utility 4 4

SOURCE: Field Study, May 2007 and St. Louis County Revenue Data


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Existing Conditions

Spanish Lake-Bellefontaine Road Commercial improvement Plan 2-15Map 2-8: North Node Aerial with Commercial Parcels

SOURCE: St. Louis County Department of Planning


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Zoning

Most of the north node is zoned C-2 or C-3 Shopping District that allow for stores and facilitiesthat provide goods and services usually used, consumed, or needed in the home or byindividuals. In addition, some parcels are zoned C-8 Planned Commercial District, a designationthat permits a site-specific commercialuse. According to the St. Louis CountyZoning Ordinance (1003.145), a PlannedCommercial District facilitate[s] the

establishment of combinations ofdevelopments and uses for which noprovision is made in any other single C

Commercial District. Such approvedplans and conditions shall be consistentwith good planning practice andcompatible with permitted developmentsand uses in adjoining districts, so as to

protect the general welfare. In this node,C-8 zoning includes a storage facility, aTaco Bell, an insurance agency, a dentist, aday care and a vacant parcel.Since 1994, there have been ten petitionsrequesting a zoning change filed with thePlanning Department. Three petitions tochange from a residential to commercialuse were approved. Several were changesto an existing commercial designation and

two were conditional use permits. A listof recent petitions is included in theappendix.

Map 2-9: North Node Zoning



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Existing Conditions


Businesses

As previously mentioned, the north node is home to severallocally-owned businesses. Built in 1963, Belle-Parke Plaza isa multi-tenant retail shopping center, centrally located withthe node. Belle-Parke Plaza (12103 and 12145 BellefontaineRd.) has over 70,000 square feet of leasable space,approximately 30 percent of which is vacant. Availablespaces include retail, medical office, and administrative office.Lease rates are $12.00-$14.00 per square foot. Currentbusinesses include a laundromat, a pharmacy, a fewrestaurants, a discount store, an investment and taxpreparation services and a St. Louis County Police substation.As shown in the aerial map, all of the businesses have ampleparking; there are approximately 150 parking spacesavailable in Belle-Parke Plaza.

At 12100 Bellefontaine Road is a smaller retail strip thatincludes a clothing retailer, a bait & tackle shop, barber,tattoo parlor and a former bar. There is no prominentroadside signage. Farther north on Bellefontaine Road isanother small retail strip (pictured below) with taxpreparation services and a convenience store. Next to thisstrip center is a former banquet hall, and to the south is anautomotive repair shop.

Pattern Drive connects Parker and Bellefontaine Roads.A local bank, a self-serve car wash, an automotive repair

shop, a vacant ice cream shop and a vending machinecompany are all along this road.

Belle-Parke Plaza has prominent

signage along Bellefontaine Road

Rinderers Pharmacy is one of the

oldest tenants of theBelle-Parke Plaza

Businesses at 12310 Bellefontaine Road. There is no longer

florist at this location.

Strip center at 12100 Bellefontaine Rd.

Local bank at the corner of Bellefontaine and

Parker Roads. (1626 Pattern Dr.)


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Crime

The St. Louis County Police Departmentcategorizes crime into two types: Part Icrimes and Part II crimes. Part I crimes are

serious crimes , including criminal homicide,forcible rape, robbery, aggravated assault,burglary, larceny-theft, motor vehicle theftand arson. Most other crimes are classifiedas Part II. They are less severe and includedisorderly conduct, fraud, littering,trespassing and vandalism. The CountyPolice also collect data involving incidentsthat are often not considered criminal suchas vehicle accidents, suicide and accidentalinjury.

The crime statistics below show trends forthe areas surrounding the north nodepictured in the map to the right. Note thatthe geography is much larger than the focusarea. The important issue is that Part I andPart II crimes in this north area haveincreased between 2004 and 2006.

Map 2-10: North Node with COGIS areas


SOURCE: St. Louis

County Police

Department

374 384 403408

586

687 702

590

0

100

200

300

400

500

600

700

800

2004 2005 2006 2007

Number

Year

Part I and Part II Crimes in the Northern Node

2004-2007

Part I

Part II


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Existing Conditions

Spanish Lake-Bellefontaine Road Commercial improvement Plan 2-20Map 2-12: South Node Aerial with Commercial Parcels



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Existing ConditionsSpanish Lake-Bellefontaine Road Commercial improvement Plan 2-21

Zoning

Most of the commercial uses are zoned C-2, C-4 or C-8. As mentioned earlier, C-2 zoning allowsfor neighborhood scale commercial uses. The C-8 Planned Commercial District permits a site-specific commercial use. Highway Service Commercial Districts are zoned C-4. According to theSt. Louis County Zoning Ordinance (1003.137), they are areas adjacent to major or arterial

highways wherein certain commercial activities are regulated in such a manner that will reduceconflicts, congestion and other hazards related to high volume and high speed traffic on thehighways. It is the purpose of these regulations to encourage the establishment of certainhighway service commercial activities while prohibiting those uses which provide no importantservice to highway users. In the south node, uses such as fast food restaurants, gas stations anda hotel are in C-4 zoning. Also of note is the Flood Plain District (FP) that overlays part of thezoning in the west part of the node due to Watkins Creek. This overlay is meant to protecthuman life and health, to minimize damage to public facilities and utilities and to minimizeexpenditure of public money for costly flood control projects. Developing property in a FloodPlain District requires a series of plan approvals that demonstrate, among other things, thedevelopment will not increase flooding problems of other properties.

Map 2-13: South Node Zoning



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Businesses

Like the north node, the south node also features alarge, multi-tenant, retail shopping center. TheSierra Vista Plaza is 74,710 square feet, withapproximately 1,200 square feet vacant as ofJanuary 2008. Built in 1993, Sierra Vista includesa major local grocery store, a neighborhood bar,several beauty supply shops, a dry cleaner, taxpreparation services, a dentist, and a laundromat.There is signage along Bellefontaine and ampleparking.

A smaller, older retail strip center just south ofSierra Vista Plaza includes a liquor store, a formerpizza shop, and a laundromat.

As mentioned previously, the southern node hasbusinesses that cater to customers exiting orentering the interstate. The southern node has six fastfood restaurants, several auto-related services, and twomotels.

There are several significant pending developments in thesouth node. A former post office has been converted to alease-to-own furniture store. There are plans to redevelop1627 Dunn Road to office space (see appendix for details).At 1615 Dunn, there are tentative plans for additional

development. The largest new development is at 1829Dunn Road, just west of the study area. There are plans forthe construction of a military personnel records facility forthe National Archives and Records Administration. The St.Louis County Assessors Office has estimated thefuture appraised value of the 500,000 square footdevelopment to be $50 million. The new facility isprojected to bring 500 employees to the area. Toencourage additional development of adjacentvacant parcels, the Planning Department proposed(and the County Council approved) the

establishment of a redevelopment corporation for1703-1829 Dunn Road. The corporation would

take ownership and begin redeveloping with 100percent, ten-year property tax abatement underChapter 353 of the Missouri Revised Statutes. (See the Appendix for the redevelopment plandescribing blight and the corresponding ordinance.)

Sierra Vista Plaza

Smaller strip at 11040 Larimore Road

View along Dunn Road


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Qualitative Input

Spanish Lake-Bellefontaine Road Commercial Improvement Plan3-1

QUALITATIVE INPUT

The qualitative input for the Spanish Lake - Bellefontaine Road Commercial Improvement Plan

took place over the course of several months and included community residents, youth, business

leaders, property owners, business organizations, real estate professionals, and a business

advisory committee. Information was gathered from these community stakeholders and

professionals through surveys, design workshops, and interviews. Surveys were sent to all

business owners and property owners, the design workshops were open to all residents of

Spanish Lake, and interviews were conducted with businesses owners, business organizations,

and real estate professionals. Throughout these various means of qualitative research, planning

staff received input from about one-hundred individuals.Community Design Workshops

In mid-October 2007, over forty community members gathered at Hazelwood Southeast Middle

School to participate in a design workshop facilitated by St. Louis County Department of Planning

staff. After a brief background presentation, the attendants divided into groups of ten or more,

answered a series of discussion questions, and participated in an interactive mapping exercise.Questions concentrated on evaluating shopping preferences, perception of the existing

conditions, and visions for improvements or future development. A complete list of questions

can be found in the appendix.

Attendee Profile

While nearly fifty residents participated, thirty-eight participants filled out comment cards and

submitted their personal information. Of those participants, the average age was fifty and nearly

75 percent of the participants were women. The average length of residency in Spanish Lake

was twenty years.

Summary of Conversations

Shopping preferences

Many of the participants do most of their shopping outside of Spanish Lake. Residents cited lack

of choice, poor quality, and security as reasons they do not shop in Spanish Lake. Many

participants agreed that safety was not an issue during the day, but mostly in the evening. When

asked where they shop in Spanish Lake, participants mentioned Schnucks in the south node and

Rinderers Pharmacy in the north node and the stores along Highway 367.

Desire for new businesses:

While groups had varying ideas for additional businesses, all of the groups mentioned the need

for restaurants and a local grocer. All groups stated the need for commercial uses that attract

customers from outside of Spanish Lake, but also serve the residents of the area. Attracting new

business is important, but many recognized that big box type retail uses are not a necessary or

viable option given the locations and market of the two nodes.


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3-2Qualitative Input


Improving existing businesses:

Participants contributed several ideas about how to improve existing businesses and

infrastructure which suggests that many residents find value in existing businesses. They

perceive a need to make physical enhancements like faade improvements, landscaping, and

trash removal. Several participants suggested that residents and tourists should be encouragedto shop in Spanish Lake and that there is a need for more positive marketing of the Spanish Lake

area.

Although all of the questions were business-related, participants emphasized the need for

community services such as a library or a community center. (The Spanish Lake Community

Association is presently renovating the Twillman House as a community center. Located

between the north and south nodes at 11840 Bellefontaine Road, the community center will be

used to provide many services to the community.) There was also mention of the need for

businesses that cater to families and young people like recreation centers and sit down

restaurants and medical facilities. Everyone agreed that the vacant properties are an issue and

need to be addressed. Most groups felt that there was not a need for additional land to be zonedcommercial.

Mapping results

Participants also gave input by using large aerial maps

of the two shopping districts. They were asked to

mark areas that needed additional street lighting with

yellow stickers, places where they did not feel safe

with red stickers, and places that had a lot of trash

with green stickers. Lastly, they were asked to mark

places with a blue sticker where access (walking,driving, or riding a bike) was difficult because of

traffic, signals, signage, or road surface issues. Each

participant could use as many stickers as necessary.

The maps on the following two pages show the results of their input and include specific

improvement ideas or concerns for each node. The adult responses are the larger, darker dots.

By the quantity of stickers, participants across all the groups seemed most concerned with trash

and litter. Safety was the second most cited issue; it was more of a concern in the Sierra Vista

area than the Belle-Parke node. Lighting and access were the least concerns of the community

design workshop attendees.

Community Design Workshop at Southeast Middle School


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Qualitative Input


Map 3-1: Workshop Input for South Node


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Map 3-2: Workshop Input for North Node


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Qualitative Input


Youth Design Workshops

Similar to the Community Design Workshops, the Youth Design Workshops were

designed to understand the shopping preferences and issues related to commercial

development from the perspective of young people. Given that over thirty percent of

people living in Spanish Lake in 2000 were under the age of 19, gathering and includingthis populations perspectives was important to understanding this market.The youth

workshops took place at Hazelwood Southeast Middle School on two days at the end of

October and beginning of November 2007. The students were part of the Hazelwood

School Districts accelerated program designed for gifted students. After a brief

introduction to the project, the class split into two groups, with Planning Department

staff leading each group. Students first participated in a mapping exercise, followed by

a series of questions. A complete list of questions can be found in the appendix of this

document.

Attendee Profile:

The small groups consisted of 25 female and 18 male students. The median age of the

middle school respondents was nearly twelve years old and included 6th, 7th, and 8th

grade students. The median length of residency in Spanish Lake was 6.7 years.

Summary of Conversations

Shopping Preferences

The students offered a spectrum of responses when asked about shopping in Spanish

Lake and in the two business nodes. When asked about where the students families

shopped in Spanish Lake, two themes were prevalent. Students reported that their

families stay in Spanish Lake to do their grocery shopping and to dine at fast foodrestaurants. On the other hand, students said that their families leave Spanish Lake to

do their shopping at area malls and large multi-good retailers, like Target, Wal-Mart,

and St. Louis Mills. When asked what businesses they would like to see in Spanish Lake,

most students indicated a Boys and Girls club, followed by recreational opportunities

like a YMCA, racetrack, community center, park, or a skating rink.

Desire for new businesses

The students offered a multitude of responses when asked about new businesses they

would like to see in Spanish Lake. Though very few students had the same response,

the major theme was that there is a need for more recreational opportunities for youthin Spanish Lake. Frequent responses related to recreational activity, including a Boys

and Girls Club, a library, and a YMCA. Aside from a desire for more recreational

opportunities, students expressed a desire for a Target store in Spanish Lake.


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Improving existing businesses

The most pressing concerns of the students involved the aesthetics and the accessibility

of the south and north nodes. Students repeatedly noted that trash is a problem andsuggested that additional trashcans and penalties for littering could help improve the

look of the two commercial nodes. Secondly, students found the nodes to be difficult to

access without a car. Conditions, such as cracked sidewalks, or a lack of sidewalks,

make safe pedestrian or bike access difficult.

Mapping Results

Students were asked to place color coded stickers onto an aerial map, with each color

representing a different issue related to the two nodes on Bellefontaine Road. Similar

to the Community Design Workshop, students marked areas that needed additional

street lighting with yellow stickers, places where they did not feel safe with red stickers,places that had a lot of trash with a green dot, and places that were difficult to access

(either walking or bicycling), for reasons such as traffic, no crossing lights, or road

surfaces with a blue dot. Each student could place as many stickers on the map as

deemed necessary.

The preceding maps display the results of the students input and include specific

improvement ideas or concerns for each node.

The youth input is represented by the smaller,

lighter dots. Similar to the mapping results of

the Community Design Workshop, the students

placed the most green stickers (160) in the tworetail nodes, indicating that trash was their

greatest concern. Safety (129 red stickers),

followed closely by lighting (123 yellow

stickers), were the second and third most

significant concerns in the two nodes. The

concern that mattered least to the students was

accessibility in the two nodes, with 88 blue

stickers being placed on the maps.

Business Surveys

A business survey was distributed to all the businesses and property owners in both

commercial nodes. The survey asked the respondents to comment on a myriad of

business related issues including customer base, operations, and opinions about the

business climate. Of the nearly one-hundred surveys distributed, only eleven were

completed and returned. The following information highlights some of the re-occurring

themes of the survey responses.

Youth design workshop


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Qualitative Input


The survey respondents indicated that throughout their years of operation, they have

noticed many changes in the Spanish Lake business climate: businesses have closed,

leaving vacant buildings and storefronts; there are fewer customers and more crime in

the area.

Survey respondents disliked a couple of key aspects of operating in Spanish Lake.

Crime in the area, particularly perceptions of safety, was a concern for their customers

as well as their employees.

Business survey respondents would like to see additional businesses open on

Bellefontaine Road. About half of the responses indicated a desire to see more retail

stores open in the corridor, followed closely by more office space and restaurants. One

respondent suggested opening a small business incubation facility in Spanish Lake,

which could help provide assistance to entrepreneurs and start-up businesses.

Despite these changes in the business climate, businesses indicated that theircustomers are why they continue to operate in Spanish Lake, whether it is the

relationship with the customer or the steady business customers provide. Also,

businesses like the benefits that location provides, such as transportation access and

proximity to customers.

Survey respondents noted a number of ideas for improving the Bellefontaine Road

nodes. The majority of the respondents indicated that they would like to see an

improvement in the look of the nodes. Ideas offered by the respondents include finding

funding to revitalize the two nodes; adding lighting, community gardens, and

community projects; rehabbing commercial space; and increasing the overall charm of

the corridor. Two other respondents commented on improving the business corridorby increasing the number of businesses and the amount of security in the corridor.

Interviews with Real Estate Professionals

To better understand the condition of the real estate market in the Spanish Lake

Bellefontaine Road Commercial Corridor, representatives from Hilliker Corporation,

The Desco Group, and ND Consulting were interviewed. They provided their

professional observations and insight on the strengths, weakness, opportunities, and

threats to the north and south nodes of the corridor. An analysis of the qualitative data

received from these interviews follows and is organized by node and topic.


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North Node:

Vacancy

Most of the commercial real estate professionalscited vacancy as a priority concern for the

viability of the north node. To reduce vacancy,

commercial realtors suggested creating a

marketing document that could be given to

realtors or potential business highlighting the

positive attributes of relocating and doing

business in Spanish Lake. Information that would

be helpful to interested businesses includes a

listing of available commercial properties and

rental rates, traffic counts, number of

surrounding households, incentives available tobusinesses, ease of access, improved

transportation infrastructure, local attractions,

future business development, etc. The goal of creating a marketing document is to

make it as easy as possible for new or relocating businesses to decide to operate in

Spanish Lake. The marketing document would provide all of the information that a

realtor or business would need to know before making a decision to locate in Spanish

Lake.

Commercial real estate professionals recommended growing grass and adding

landscaping on vacant lots. Well maintained grass and landscaping helps a potential

developer or buyer to envision the possibilities better than if it is a vacant lot withcracked concrete and litter. Other ideas put forward to reduce vacancy included

encouraging more leasing occupants to own commercial buildings and encouraging

local entrepreneurs to lease commercial space, rather than operate out of their homes.

Improved Image

Real estate professionals expressed concern for the appearance of the north node.

Building faades, surrounding parking lots and grounds must be maintained to attract

customers and businesses to the area. Suggestions included stricter enforcement of St.

Louis County commercial building codes to prevent further deterioration and

encourage investment. Another professional suggested creating a special businessdistrict because it would bring property and business owners together in a forum

where they could discuss ways of improving the areas aesthetic appeal. This business

district could also raise funds, through membership dues and fundraising activities, to

help pay for district-wide improvements such as trash cans, landscaping, and Spanish

Lake-Bellefontaine Road banner signs.

Vacant lot in the north node (12090 Bellefontaine Rd.)


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Qualitative Input


South Node:

Access and Visibility

The south nodeslocation off of Interstate 270 provides it with unique benefits and

challenges that are different from the north node. Commercial realtors noted that thesouth node benefits from its proximity to Interstate 270 because of the traffic that stops

in to shop and its visibility from the

interstate. The interstate also presents

a challenge to the traffic pattern. The

network of interstate exits and on

ramps makes it challenging for

motorists to navigate along the south

part of the business area. This is

particularly noticeable in the area west

of Bellefontaine Road and north of

Dunn Road. Commercial real estateprofessionals noted that if Interstate

270 ingress and egress were corrected

and additional roadways constructed,

business along Dunn Road may

improve.Crime

Commercial realtors identified crime as an issue facing the south node. Security in

Sierra Vista Plaza is a concern especially for prospective tenants despite having an off-

duty St. Louis County police officer on patrol. These security issues have concernedpotential tenants and affected their decision to locate in Sierra Vista Plaza.

Interviews with Business Professionals

Planning Department staff interviewed business managers, business owners, and

property owners in the north and south nodes to supplement the input from the

business surveys. Five business representatives were asked questions about their

businesses, the issues facing their businesses, how business could improve, and about

the future of business in the Bellefontaine Road corridor.

Interstate 270 and Dunn Rd. visibility and access


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North Node:

Vacancy

All business owners in the north node identified that the amount of vacant space is a

serious concern. Empty storefronts in Belle Parke Plaza and other retail buildings aredetrimental to existing businesses. Vacant space means less shopping and fewer

customers spending their money in existing businesses. One business owner suggested

that property and business owners need to collaborate together to advertise the area to

relocating businesses and customers. He suggested making a document that could be

presented to interested businesses and owners seeking to relocate. This document

would highlight the positive aspects of conducting business in Spanish Lake. The same

business owner also suggested marketing the area to local residents and explaining to

them the benefits of shopping locally.

Improved Image

The north commercial node also needs to improve its image and appearance.

Interviewed business professionals commented that buildings and infrastructure in the

node needs to improve. Current conditions of many buildings and infrastructure is

dated and inadequate to modern

shopping standards and customer

desires. Of particular note, two of the

three business professionals stated that

Belle Parke Plaza needs to be

revitalized or completely redeveloped.

The size and location of Belle Parke

Plaza make it the default center ofcommercial life in the north node.

Businesses believed that if Belle Parke

Plaza is not maintained and updated as

necessary, then it would negatively

reflect on the smaller commercial

developments.

Crime

Crime in the north node is perceived to have increased over the last few years. Of the

three business professionals interviewed, only one stated it was a priority. While theyperceived police and fire protection adequately serve the north node, there was a

suggestion for increased nighttime street lighting.

Weeds growing from vacant property (12149 Bellefontaine Rd.)


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Qualitative Input


South Node:

Access and Visibility

Business professionals in the south node also identified access and visibility as one of

their largest concerns. They enjoy the access and visibility that Interstate 270 andDunn Road brings to the area. This proximity to major transportation routes has

brought steady business to the south node. Businesses expressed concern over

improving the visibility of the commercial area to more customers, particularly those

people travelling on Interstate 270, Dunn Road, and Bellefontaine Road. Business

professionals were pleased with the overall look of the commercial area, but felt that it

is important that property owners maintain their properties. Business professionals

also expressed concern over a private drive in the south node. This private drive is

located between many commercial properties and has a history of sporadic

maintenance. The private drive provides access to several businesses in the south

node. To provide ease of access to businesses, owners of the drive need to continue

routine maintenance of the road.

Crime

Crime is another concern of business managers in the south node. Over the last couple

of years, business managers perceive an increase in crime. Certain areas, such as

wooded and vacant lots, need to be addressed with improved lighting and security

measures. Identifying and addressing crime in the south node is important so that

customers feel safe and not threatened when shopping or using the commercial

services in the south node.

Interviews with Business Organizations

Two local business organizations, Downtown St. Louis Partnership and the South Grand

Community Improvement District, provided insight into their operation, challenges, and

successes. The Downtown St. Louis Partnership is a non-profit, private, membership-

based organization who represents businesses, community organizations, and other

interested parties in improving the economic life of downtown St. Louis. The

Partnership focuses its efforts on advocacy, planning, and development of initiatives in

Downtown St. Louis, as well as operating a community improvement district (CID).

South Grand Community Improvement District originally started as a business

organization called Grand South Grand, whose mission was to improve business along a

six block area on South Grand Boulevard in South St. Louis City. Consisting of property

owners and business owners, this group paid dues to help fund events and initiatives

that promoted the areas ethnic restaurants and unique retailers. Desiring more

improvements along South Grand Boulevard, the Grand South Grand business

association eventually formed into the South Grand Community Improvement District.


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These representatives provided in-depth descriptions of their business organizations

and input on the two business nodes of Bellefontaine Road. The summary of the

content of the interviews is classified into three categories: organizing, clean and safe,

and self-promotion.

Organizing

Both the Downtown St. Louis Partnership and Grand South Grand business

organizations are highly organized. Both operate with an active membership of

businesses and a core group of membership leaders that guide the progress of their

organizations. Without a devoted effort by membership and board members, both

organizations would have found it difficult to change their commercial districts.

Structure and planning helped to ensure the commercial districts success.

Clean & Safe

Both South Grand and Downtown St. Louis prioritize security and beautification in theirefforts to revitalize and maintain the commercial districts. South Grands initial efforts

to keep the district clean started with raising funds for trash cans through business

association membership dues. Both business organizations currently operate as

Community Improvement Districts (CIDs). A CID is a special benefit district created to

collect taxes and/or special assessments

within the district for community

improvements and services (similar to a

special business district). South Grand

and Downtown St. Louis partnership use

part of their collected funds to pay for

regular street and sidewalk trash pick-up. These organizations also use the CID

funds to have a security officer, or

guides, patrol the area. These guides

not only provide security to the districts

residents and customers, but also serve

as a source of information about the

districtsgoods and services.

Self-Promotion (Advertising)

Business organizations emphasized that commercial districts need to promotethemselves to customers and other businesses. A major reason why Downtown and

South Grand have been successful in their revitalization efforts is that they have made

concerted efforts to advertise their area. These organizations have used mostly print

and internet presence to advertise their districtsunique advantages. The Downtown

St. Louis Partnership has promoted its assets, such as downtowns residential lofts, its

successful business climate, and its great entertainment venues. South Grand has

Downtown St. Louis Partnership Clean Team

SOURCE: www.downtownstl.org


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Qualitative Input


promoted itself as a focal point for international restaurants, shops, and unique stores.

This self-promotion has helped these districts to attract new customers and grow

business. South Grand has been successful in promoting their commercial district by

partnering with local neighborhood organizations and attractions. An example of this

partnership can be seen in the South Grand restaurant and shopping district brochure

included in the Appendix. While listing the shops and restaurants along South Grand,the brochure also contains large sections highlighting Tower Grove Park and the

Missouri Botanical Garden. The South Grand CID encourages collaboration with local

attractions and neighborhood organizations to do cross-promotion as well as

coordinate fundraising opportunities.


The business advisory committee served as representatives of community interests

related to commercial improvement. The committee was made up of 12 business

owners and managers and active residents. Planning Department staff met with the

business advisory committee four times over five months to gather input, helporganize

community participation, and to help develop recommendations. The business

advisory committees feedback regarding the Spanish Lake/Bellefontaine Road

Commercial Improvement Plan focuses on three main areas: crime, improved image,

and attracting business and customers.Crime

Business advisory committee members identified crime as one of their largest concernsin the north and south nodes. In particular, the committee reported crimes such as

security related crimes, vandalism, and loitering in the area. Despite having an off-duty

police officer in the south node, and a St. Louis County Police substation in the north

node, committee members believe that the area needs an increased police presence.

Improved Image

Improving the image of the north and south nodes of Bellefontaine Road was a concern

because of its impact on how potential customers and potential businesses would view

the two commercial nodes. The committee shared that while some property owners

have taken steps to improve their buildings and infrastructure, others have let their

buildings slowly deteriorate. Committee members believe that efforts need to be takento encourage building owners to make improvements.

Attracting Business and Customers

A third concern of the business advisory committee was the importance of attracting

business and customers to the Bellefontaine Road business nodes. Ideas for attracting


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businesses to the area included using financial tools such as tax breaks, opening a small

business incubator, and marketing the area to franchises and small businesses. These

ideas, along with reducing crime, and improving the physical appearance of the nodes,

will help to attract customers and businesses to Spanish Lake.


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Synthesis of Input


SYNTHESIS OF INPUT

Many residents, business and property owners and real estate professionals shared their

opinions and perceptions of the two nodes. The following synthesizes the existing conditions

data with this qualitative input to illustrate the strengths, weaknesses, opportunities and threats

identified for each study area. This summary is the basis for subsequent recommendations.

North Node

This node is characterized by neighborhood scale retail that is dependent on local traffic and a

customer base of surrounding residents. Many businesses are in Belle-Parke Plaza, the anchor

multi-tenant strip center in the node.

Strengths

Observations and community input highlighted physical and historical assets of the north node.

These are attributes that should be acknowledged and capitalized in future efforts. For example,

Belle-Parke Plaza is a recognized retail node for local residents and who have a long history of

patronizing local establishments. This is a strength that business owners can advertise and

celebrate.

From an organizational perspective, the north node has existing businesses and property owners

that are local to the St. Louis region. Local owners are likely to have a vested interest in the

quality of the area and may be easier to contact, organize, and engage. The only national chains

are H&R Block, Taco Bell and Family Dollar. Regional businesses include Commerce Bank and

Midwest Petroleum.

While its location hinders exposure to large amounts of traffic, the north node is proximate to

many community institutions like day care centers, churches, and schools where peoplefrequently travel. Other strengths include the existing mix of retail and office space that helps

attract a diversity of customers and employee base.

Weaknesses

While the nodes strengths are assets to build from and promote, there are also weaknesses that

demand attention. From a business market perspective, the operating businesses must be in

communication with each other to tackle issues strategically and broadly. The perception of

crime and safety is an issue that affects all businesses in the node and should be addressed

collectively. Crime is a deterrent to both new businesses and customers. Regular property

maintenance, consistent trash removal and beautification elements are physical signs of businesshealth that positively influence consumer perceptions. These are important elements to

coordinate since the node has a wide diversity of architectural styles, setbacks, building types

and ages. Consistent visuals, like signs and street furniture, could help mitigate a disjointed

appearance and begin to better mark the node as a comfortable place to shop. Because the node

has limited exposure to high volume traffic, it is dependent on local traffic, which means that


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4-2 Synthesis of Input


businesses should acknowledge the socio-economic realities and potential of the surrounding

neighborhoods and consumers.

Opportunities

Input and observations also highlighted potential assets like the Spanish Lake Community

Association Business Members Group. The group is part of an established organization that can

support business development and collaboration. Opportunities abound with over 2,500 living

units within a quarter mile radius of the nodes boundary. Additional office or medical space

could provide needed services and also support existing retail. While vacancy is a problem,

undeveloped land and available leasing space also gives opportunity for a greater diversity of

new businesses and the potential for redevelopment. With ample promotion, businesses may

also be able to benefit from the local recreational and tourist sites that attract hundreds of

people throughout the summer months.

Threats

While opportunities are identified assets, there are developments that can threaten the vitality of

the north node as well. Increased lack of property maintenance is a threat that directly impactsbusiness health. Nearby shopping centers always present a threat as they split market share and

compete on retail and leasing prices. The development along Hwy. 367, especially on Parker

Road necessitates the north node businesses to organize and increase promotion. National

macroeconomic factors, specifically, recession and increasing foreclosures, are constant threats

to which businesses must adjust.

South Node

Because of its proximity to the interstate, the south node is characterized as a major entry point

to Spanish Lake. Businesses located in the south node are mostly national chain retailers, auto-related uses and restaurants. Sierra Vista Plaza is the largest multi-tenant strip center in the

node and Schnucks Supermarket is the anchor tenant.

Strengths

The south nodes greatest asset is visibility andaccess from the interstate. This is the gateway to

Spanish Lake neighborhoods and the first major exit for westbound traffic leaving Illinois. There

are not as many residences in the vicinity as the north node, but the constant traffic exiting the

highway translates into customers. There are few vacancies or unoccupied buildings in this node

which speaks to market demand and vitality. While safety remains a concern in this node, there

is a security presence in the Sierra Vista Plaza.

Weaknesses

There is also room for improvement in the south node. The businesses of this area could benefit

from collaboration, specifically on issues of beautification. National chain businesses may be

difficult to organize on a local level and could hinder possibilities of cross-promotion. As


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Synthesis of Input


mentioned earlier, security, perception of safety, as well as litter and improper trash disposal can

deter customers. Property maintenance and signage along Dunn Road were mentioned as areas

in need of improvement as well. While there is an existing Spanish Lake sign, it is not a

prominent marker or visual cue that creates a sense of place and alerts visitors and residents

that they have entered into a community.

OpportunitiesThe south node benefits tremendously from its location, but could capture more highway traffic

with additional signage near the exits. The vacant land in the node presents development

opportunity. The new National Archives and Records Center is estimated to bring 500

employees to the area, the vacant Burger King building at 1627 Dunn Road will be redeveloped

for office space, and there are pending development plans for the adjacent lot owned by DESCO.

The Chapter 353 redevelopment plan also provides real incentive for future development on

currently vacant property. Although organizing the national chains may be difficult, the Spanish

Lake Community Associations Business Members Groupis an underutilized asset.

Threats

The major threats to the south node are perceptions of crime and safety, competitive

development along Highway 367, and property maintenance of existing buildings. The fact that

the node is mostly national chains means that they may better adjust to macroeconomic shifts

and threats mentioned earlier as threats to the north node.


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4-4 Synthesis of Input



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General and Node Recommendations


RECOMMENDATIONS

From analysis of existing conditions, public input, interviews with real estate professionals,

and business owners, three goals emerged that are applicable to both commercial nodes.

The recommendations and strategies listed are based on achieving these goals. While the

shopping districts are different in character, the objectives and recommendations listed

below are for both nodes.

OBJECTIVE A:Maintain and improve business climate for current businesses.

OBJECTIVE B:Increase customer base.

OBJECTIVE C:Attract additional quality businesses that are tailored to existing and potential

market demands.

General Recommendation: Organize within the Spanish Lake Community Association

Grow the number of Spanish Lake Community Association Business Members andincrease capacity of the Business Members Group.

Develop an informational packet featuring the priorities and accomplishments of theBusiness Members Groupand perks of membership.

Gather and present market-related information and data

General Recommendation: Market to attract customers and businesses

Develop cohesive written and visual marketing tools (advertising, promotions, etc.). Encourage and implement physical improvements.

General Recommendation: Invest to propel further growth and development

Create opportunities for private investment. Encourage continued and new improvements through incentives. Develop resources within and without the coalition.


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5-2General and Node Recommendations


General Recommendation 1: Organize current Spanish Lake area businesses,

property owners and community groups interested in commercial revitalization.

The Spanish Lake Community Association and its Business Members Groupare valuable

assets in partnering with local entrepreneurs and property owners to develop a unified

commercial vision for both nodes. The current business members can expand or spin-off

coalitions to focus on the two nodes if necessary. Efforts to create a common vision,develop a branded image, and work collectively will support all three of the objectives

mentioned earlier.

Strategy 1a: Enhance the existing coalition of partners. Part of creating visual

and perceived unification for the shopping districts is organizing a group of

stakeholders that initiates and supports projects, gathers information, and promotes

the area. The business members groupprovides a forum for collective decision-

making and information-sharing, provide an outward representation of the

commercial interests of Spanish Lake.

Further develop the Spanish Lake Community Association BusinessMembers Groupby appointing or electing a chairperson and possibly

formalizing a committee structure. The group can still function as a part of

the charter of the Spanish Lake Community Association, and should begin to

widely publicize its mission, goals, and membership perks to actively recruit

new members. The group should have an opportunity to regularly report out

to SLCA board members and general members.

Expand the membership of the Spanish Lake Community AssociationBusiness MembersGroup. Through this planning process, several business

and property owners were contacted, as well as real estate professionals.

Continue their engagement by sharing these recommendations and inviting

them to future committee meetings and events.

Invite community organizations (churches, schools, residents, local industry)to participate in the business coalition, promotions, and events.

Task the committee with tangible short-term goals like contacting localbusinesses to share this planning document, or developing a newsletter, or

circular, or compiling a welcome packet for new businesses.

Eventually, the business members should consider hosting a SLCA event thatfeatures local businesses. Develop ways to showcase local businesses as an

additional component to existing SLCA events like the annual plant sale,general meetings, or youth events. In the past, the business members have

hosted a networking event. The business members could host a networking

event as a reception to a larger community-wide business fair.

Eventually, the Spanish Lake Community Association Business MembersGroup should actively collaborate and consult with North County Inc. and St.


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Louis County Economic Council to connect with developers, commercial real

estate professionals and other business associations.

Organizational support is also available through a partnership between theSt. Louis County Office of Community Development in the Planning

Department and the Regional Housing and Community Development Alliance(RHCDA). The program provides technical assistance to build organizational

capacity including leadership and community engagement, organizational

development, and planning, implementation and evaluation.

The Olin School of Business at Washington University in St. Louis alsoprovides limited technical assistance to not-for-profit organizations. The

Taylor Community Consulting Program pairs student teams with not-for-

profit organizations to focus on market research, brand audit, financial

assessment, operational assessment, and strategic planning. The consulting

team could be a valuable resource in expanding the business members groupand supporting the Spanish Lake Community Association. Connecting the

SLCA with a local business school could attract additional business members

as well as give the business members group a tangible project, with a

defined timeline and deliverables. More details about both the RHCDA

program and the Taylor Community Consulting program can be found in the

appendix.

Strategy 1b: Develop an informational packet for new business members and

prospective businesses. Once coalition partners have agreed to common goals and

a vision, create a packet that will present prospective business owners and

developers with a clear, consistent picture of the Spanish Lake businessenvironment and business members. The packet should showcase the strengths of

the market, present relevant information (vacancy rates, rents, available properties,

sales tax numbers, etc.),present a market position statement and all of the other

statistics and characteristics that highlight the nodes positive attributes. Thisconsolidated material should clearly demonstrate the interests and

accomplishments of the coalition and illustrate the potential that the Spanish Lake

real estate and business markets offer. Information can also be incorporated into a

welcome packet for new businesses. An excellent resource how to gather and

develop information can be found at the University of Wisconsin Extension website

athttp://www.uwex.edu/CES/cced/downtowns/dma/index.cfm. Excerpts are also

listed in the Appendix.

Strategy 1c: Conduct a market analysis to understand the markets capacity. A

market analysis can help generate the information included in a promotional packet.

There are several community assets that a typical market study may overlook or

underestimate using readily available data sources like the U.S. Census. A market

analysis that includes characteristics beyond the typical indicators could help reveal
http://www.uwex.edu/CES/cced/downtowns/dma/index.cfmhttp://www.uwex.edu/CES/cced/downtowns/dma/index.cfmhttp://www.uwex.edu/CES/cced/downtowns/dma/index.cfmhttp://www.uwex.edu/CES/cced/downtowns/dma/index.cfm


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a more optimistic market. A national non-profit organization, Social Compact,

analyzes data that uncover more information about possible informal economies.

(www.socialcompact.org) Consult with North County Inc. or Social Compact directly

to understand more about the type of data they collect, or may already have to

incorporate into a market study. Again, the University of Wisconsin Cooperative

Extension website is a good resource for types of data and how to collect it.http://www.uwex.edu/CES/cced/downtowns/dma/index.cfm

Performance Measures:

Increase in attendance at business group meetings over a one year period. Increase in business association membership over a one year period. Increase in completed business group projects or initiatives.

General Recommendation 2: Market Bellefontaine Road as a desirable place to

shop and visit for residents, visitors and tourists.

Strategy 2a: Attract consumers with cohesive written and visual marketing.

There is a need to present Spanish Lake as a great place for residents and visitors to

shop. Residents should be made aware of existing local businesses and the benefits

of shopping locally. The following strategies aim at welcoming, informing and

enticing customers.

Incorporate Spanish Lake Community Associations logo in marketingmaterials,

Develop way finding signage to local amenities for tourists/visitors, Design a community coupon book or calendar that includes business

advertisements and offers discounts or specials,

Consider opportunities for cross-promotion between businesses, Develop a page on the Spanish Lake Community Association website that

advertises local businesses and promotions,

Consider developing and distributing a customer survey to collectinformation about amenities, services, and products that patrons prefer,

Consider developing promotional material, newspaper articles, websitefeatures that highlight the benefits of shopping local. Refer to Build St. Louis

for research material.

Strategy 2b: Make physical improvements that welcome and attract

customers.Improving the physical appearance of the commercial nodes is
http://www.socialcompact.org/http://www.socialcompact.org/http://www.socialcompact.org/http://www.uwex.edu/CES/cced/downtowns/dma/index.cfmhttp://www.uwex.edu/CES/cced/downtowns/dma/index.cfmhttp://www.uwex.edu/CES/cced/downtowns/dma/index.cfmhttp://www.socialcompact.org/


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important for attracting and keeping patrons. Customers respond positively to

physical signs of investment such as:

faade improvements, landscape and streetscape improvements, lighting, establish and enforce sign requirements, establish vacant property policies for maintenance and signage, trash receptacles and dumpster shelters.

(See Node-Specific Recommendations for additional strategies for beautification.)


Customer surveys and website feedback can measure effectiveness of marketingefforts in increasing awareness and exposure,

Individual businesses may track increase in sales or customer traffic based on theirspecific marketing efforts

General Recommendation 3: Develop a sustainable pool of funds to support

reinvestment and redevelopment activities. As mentioned earlier, customers, prospective

businesses and residents respond positively to signs of investment.

Strategy 3a: InvestmentSeveral of the recommendations listed require

significant financial capital. Investment is important for maintenance and upkeep ofexisting buildings as well as implementing upgrades to facades, landscaping,

lighting, and infrastructure. While there are several ways to coordinate investment

among stakeholders, the Community Improvement District (CID) tool can facilitate

collective investment. A Community Improvement District can levy assessments

(property or sales tax) for improvements to public infrastructure, amenities and

programming. Property owners in the district develop a 5-year plan with a budget

and a maximum assessment rate. This plan is included in a petition that 51 percent

of the property owners (who own 51 percent of the assessed value) in the district

must sign to put the district on the ballot for a vote. The CID is governed by an

elected or appointed board and may be structured as a not-for-profit corporation or

a political subdivision. It is a flexible tool and depending on the amount collected, aCID could fund many of the above recommendations. Refer to the appendix for more

information on Community Improvement Districts.

Strategy 3b: Incentives Attracting new business owners and developers may

require developing a competitive advantage through incentives. As mentioned

earlier, conducting an in-depth market study could provide information to help


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determine the scale and extent of incentives necessary to compel growth and

development. Incentives can range from federal, to state, to local, to private

programs that encourage not only new business, but also improvements to existing

business. Tax abatement, tax credits, small business loans, and match programs are

a few options for incentives.

For both nodes, but especially the north node where vacancy is higher, property

owners may want to consider developing a leasing program that encourages

businesses to stay current with their rent and stay long-term. An offer like one

month of free rent per twelve months of on-time rent payment could encourage

businesses.

Strategy 3c: Resource Development Once organized, seeking additional

resources (time, money and general support) will be important for building and

sustaining projects, investments and incentives. Work with coalition partners to

identify potential investors, funders and grantors to support coalition activities and

goals.

One organization that offers technical assistance in business corridor development

is the Main Streets Program. The national Main Streets Program is designed to

assist business districts that have a concentration of older, historic buildings with a

pedestrian-oriented development pattern and fairly low vacancy rates. While the

Spanish Lake Bellefontaine Road nodes are more automobile oriented, with few

historic commercial buildings, there are several fundamental revitalization

approaches that are salient for the two nodes. The national and state Main Streets

Program agencies would be helpful partners and advisers once the nodes are well

organized to take advantage of the technical assistance and trainings that they offer.

(National Main Streets organization:www.mainstreet.orgor Missouri Main Streets:

www.momainstreets.org)
http://www.mainstreet.org/http://www.mainstreet.org/http://www.mainstreet.org/http://www.mainstreet.org/


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Increase in the number of operating businesses or decrease in vacancy squarefootage.

Increas

bellefontaine road commercial improvement plan

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