STRATEGIC FRAME WORK FOR COMMERCIAL REVITALIZATION
Part II of an Exploratory Study to Establish a Special Improvement
District on Springfield and South Orange Avenues, Newark, NJ
Report to the Corinthian Housing Development Corporation and New Community Corporation
May 11, 1998
CONCLUSION
There is no single approach that can revitalize the Springfield and South Orange Avenue corridors. Every Special Improvement District surveyed utilized several different programs and funding sources in order to supplement their budgets. The market for funds is competitive; an aggressive attitude is needed in order to
Whether the strategy adopted is establishing a Special Improvement District or making an ISTEA grant proposal, several factors must be in place before any approach can be successful. As discussed, community initiative and consensus are essential to begin and sustain any program. Our case studies show that a city agency, a non-profit, or a private entity can supplement this initiative; however, the motivation must come from the community itself. Each economic and community development expert interviewed during this investigation emphasized that the residents, businesses, and property owners must desire community change in order for it to occur.
The communities with the most successful revitalization efforts have made themselves a priority for municipal investment and effort. The establishment of a relationship with the political structure of the city is an essential step in the revitalization process. The community, organized with a specific agenda, will be much more effective than individual complaints. There are existing funding sources within Newark that have the potential to spur economic development in West Side Park; a cohesive group representing the community needs to get their attention. Political involvement is essential; resources such as the Neighborhood Preservation Program, that emphasize a community-city partnership, cannot be accessed without it.
Our research has shown that the community may need to see tangible results before it will begin to push for revitalization. As mentioned, there are several programs and funding sources that can help bring about more immediate physical improvement. A "bricks and mortar" strategy is not the solution to the neighborhood problems; however, it is a solid starting point. An enhanced streetscape can help the community see the possibility for positive change within the West Side Park; thus encouraging public involvement in the revitalization process.
The research included in this volume directs revitalization efforts toward programs that best apply to the economic development efforts on the Springfield and South Orange Avenue corridors. The starting point for this process is merchant organization; it must be an effort sustained by the community. Once this group establishes its agenda, a course of action can be determined. Whether their efforts lead to a SID, a merchant organization, or a Neighborhood Preservation Program, there are a variety of resources, both technical and financial, to help West Side Park achieve its goals.
