Downtown: The ‘Neighborhood' Solution | Jackson Free Press | Jackson, MS

Downtown: The ‘Neighborhood' Solution

On Thursday, July 3, 2003, real estate developer Mike Peters and his wife drove to Memphis to stay in the Peabody Hotel. After dinner, they were told in the lobby to check out the roof of the hotel, where a dance was going on. Peters tells us he was amazed when he got off the elevator. "There were 3,000 or 4,000 people up there," he said. "And most of them were 25- to 35-years-old. They probably thought I was some (sort of) chaperone!" Peters said that what surprised him was not that a party was going on, but that it happens every Thursday, not just the one prior to the Fourth of July.

He was impressed by the fact that the Peabody Hotel was such a center of life in Memphis that it could serve dinner to local couples, offer accommodations to tourists and host parties for young professionals. Although many of those people might not live in downtown Memphis, they still appreciate downtown Memphis as a neighborhood. It's that idea—neighborhood—that may be key to Jackson's downtown as well. Can a bunch of municipal projects, a ton of office space, an entertainment district, restaurants, retail and some artistic waystations ever coalesce into something we call a "neighborhood"?

The "Office Park" Problem
Downtown Jackson has a fundamental problem—it's essentially a municipal office park and government hub that turns into a ghost town after 5 p.m. and on the weekends, except for a few hours during church services. Because most people prefer not to work during those night and weekend hours, it's unlikely that the office-park mentality can make downtown vibrant.

Downtown office parks don't work. While Jackson enjoys a statisitcal 94-percent occupancy rate for offices downtown, it's expected that SkyTel will move from SkyTel Center this fall, as the WorldCom bankruptcy forces most SkyTel departments to move to Clinton. Likewise, some other large corporate and banking tenants have a great deal of sublet space available, sometimes for fairly low prices, thanks to their belt-tightening and acquisitions. The result may be a good bit of downtown office space on the market over the next few years as leases end.

With no prospects for another WorldCom anytime soon, smaller companies will need to fill that space. John Lawrence, president of Downtown Jackson Partners, says downtown has had good success with professionals, particularly attorneys, who are expanding their offices from New Orleans and elsewhere into Jackson. But all of that space will eventually open up in downtown, which will preclude building more anytime soon. The office park approach is likely a no-growth model.

That doesn't mean there's no business to do in supporting downtown's workers—indeed, some businesspeople, like Jeff Good of Mangia Bene, see golden opportunities in downtown. Good is working now to open his second Broad Street location, at 211 W. Capitol Street, only four blocks away from the Broad Street Express that Mangia Bene opened last year. This Broad Street will be a full-service outlet much like Broad Street's Banner Hall location, but with truncated hours—7:30-3:30—and only during the business week. Good says that Parkway Partners made them "a deal we couldn't refuse," and he plans to open by August. The restaurant will serve breakfast and lunch to downtown workers; it will also serve as a clearinghouse for downtown office catering.

A new business like a Broad Street is good news for downtown, but in a limited sense. In the past year, downtown has lost a popular evening coffee shop and venue (the Living Room) a gap filled somewhat by Ezra Brown's Seven* All-Arts Cafe. Many long-time customers lament the burning of the Iron Horse Grille, which often featured a packed parking lot. The limited breadth of the downtown economy—office workers and the people who love them—means limited growth opportunities for retail and services. In fact, the realities of the downtown market cut into the desires of restaurateurs, like Good, who would enjoy having longer hours.

"We want to be there (downtown) for 'tomorrow,'" Good said. "But opening a nighttime venue such as a Bravo downtown would be twiddling our thumbs."

The 'Neighborhood' Hypothesis
Downtown has to be an inviting place to work if it's going to keep business, and it's got to be a good place to play if it's going to stay open past 5. It needs, as John Lawrence puts it, "to be a neighborhood."

Locating your business downtown is theoretically always a good idea, because you're central for your city and suburban workers. With the new Union Station Transportation Center in downtown Jackson, for instance, bus travel may become a bit more efficient and effective for close-in city dwellers; as those buses will be headed right into downtown, workers can cut their transportation costs somewhat. That, in turn, enables people to take home more money from service and support jobs.

It helps if downtown is both central to your workforce and has a "cool" factor, which will encourage younger adults to look for work downtown. Under ideal circumstances, the CEO won't try to move the company closer to his or her home in the 'burbs when younger executives can nix the idea because they want to be closer to their homes and nightlife.

But that "cool" factor is going to come from increased retail, restaurant and nightlife in downtown, and that problem is one that conjures in the mind two things: a chicken and an egg. We're going to need people in that thriving downtown. They need a reason to come, whether as tourists or residents. One part of that formula is the municipal structure—the Telecommunications Training and Conference Center (construction begins soon) may be relatively unique in the region and invite business people and training seminars, but it isn't likely to be used for dances or parties. It'll look nice, but it's not all that cool.

Farish Street may one day be a very cool party spot, but its Phase One development—streets, sidewalks and basic services—is already six months behind its original schedule. According to Mayor Harvey Johnson, it'll be this fall before the streets, lights and services are flowing so that Phase Two, signing tenants and building venues, can happen.

Perhaps most exciting is the fact that the renovation of the King Edward Hotel is currently undergoing a sealed Request for Proposal process—the bids will be in by Aug. 5 and, presumably, we'll have some idea of the fate of the King Edward around that time or soon after. The rumblings on the street are that it will likely come back as a hotel for upper-end tourist and business travel, although Mayor Johnson and others have told us that at least one proposal could include a residential component.

Lawrence points out that it's the connectors between the municipal structures—the businesses and restaurants and shops between the convention center and the hotel—that make a town unique and that give it a sense of neighborhood. "When you go to Boston you don't remember their convention center and you don't remember the Hard Rock Café. You remember the places between those things," he said. Unique places in Jackson's downtown—the Mayflower, George Street Grocery, Peaches Café—are what make for personality and a neighborhood feel. Ironically, though, those are also the sorts of places that need considerable planning and management. While you can easily get the city to oversee a contractor who makes a large building go up, you need more personal management, services and mentoring to help small businesses thrive.

The arts are another important element. The Mississippi Commission for International Cultural Exchange, well known for bringing shows to Jackson such as the Majesty of Spain and next spring's Glory of Baroque Dresden, also spearheaded the Catfish on Parade arts promotion, which has encouraged some sightseers and families to go downtown on weekends. For the five or six months that each MCICE show is open, thousands of people visit per day. And, yet, during past shows, few downtown restaurants have stayed open to serve lunch on weekends, and almost no other services are available to those downtown visitors.

Jack Kyle, executive director of MCICE, notes that his group's shows and events such as the International Ballet Competition bring millions of dollars in economic impact to Jackson. But, he says, even large art shows or events, on their own, can't remake Jackson.

"Making the downtown a 'people place' is important. When you experience visitors walking about the streets from their hotels to the arts pavilion or to the Old Capitol Museum and to the Governor's Mansion … it certainly adds to the image that this is a very people-friendly downtown urban environment," he said. Kyle's goal is world-class exhibitions 365 days a year, preferably in a museum that, itself, is a work of art. But such a museum would only succeed along with effective small retail businesses and attractive streetscapes to thrive from increased tourism and cultural amenities.

Savvy business owners should welcome the opportunity. In particularly, those who are already downtown have the flexibility of making changes to meet demand. Jeff Good notes that any of their locations could easily change their hours and offerings whenever market demands dictate those changes. "You can't will it or coerce it or force it," he said. "It needs to be done through good solid business."

The "Vision" Thing
Mayor Johnson told the JFP that downtown will benefit from the excitement in Fondren and the renewal efforts in Belhaven and Belhaven Heights—including the recently announced status that Belhaven has gained in the national Urban Main Street Program. The program should help development initiatives along Fortification and North State streets. As those efforts move closer to downtown, they may help encourage residential living in downtown; in turn, those residents could support more downtown services.

Mike Peters says the Fondren model shows what an organization like Fondren Renaissance can do even without much grant money. But, he says, there probably is a need for more money from the government in order to make a Fondren-like success take place downtown. "We need some incentives to get retailers into those storefronts," said Peters, "And we need tremendous incentives to get a few people to do some cool residential (projects). Then you've got to promote, promote, promote." Peters points to Fondren, which offers regular art walks, outdoor programs and other promotions to help the businesses in its district.

The mayor seems to agree: "The government has a role and government has to provide incentives to make private investment attractive." He points to the façade grants that the city offers (the city will match up to $20,000 to improve the appearance of a businesses front) and equipment matching grants for certain types of businesses. However, towns like Memphis that have an entire population committed to renewal and small-business growth will often have comprehensive resources on the ground for entrepreneurs, particularly for helping to arrange financing or get sweetheart leases or mortgages for distressed city-owned property. Again, all of that takes planning and public-private partnership.

Actually, a master plan is underway in Jackson. In fact, two plans. While the King Edward proposals are coming in, the city is considering bids from planning organizations that, within the next year, will assess downtown Jackson's strengths, weaknesses and growth options and then lay out its recommendations. Meanwhile, another effort, spearheaded by the Convention and Visitor's Bureau, is looking into Jackson's image—finding its strengths, both obvious and hidden, and then turning that into a branding campaign along the lines of "I Love New York" or "Don't Mess with Texas." Janet Scott, director of ArtsAlliance of Jackson, feels such a program will bring many of Jackson's departments and businesses under "an umbrella for continuity," giving them a coherence, resonant message for their promotions and marketing.

Plans and proposals and grants and studies might be good ideas, but they're not the whole solution to the problem of how downtown Jackson will become an exciting urban neighborhood. What's needed is a grand vision. And we need enough citizens demanding that vibrant downtown, with leaders and cheerleaders helping to craft the solutions, building those partnerships and supporting those who take risks to make it happen.

In the past six months, some of the work has slowly begun, and interesting things are happening downtown. Perhaps in the next six months we'll start to get an idea of what the grand vision is, who the risk-takers are and how it will all take shape as something uniquely, well…Jackson.
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What's Up Downtown

The following is a list of projects and time
estimates according to the City of Jackson:

• Farish Street Entertainment
District—Infrastructure upgrades in progress
• Union Station Transportation
Center—Should be complete this fall
• King Edward Hotel—Requests for Proposals for redevelopment due in August
• Mill Street Viaduct Improvement
Project—(ETA not provided by press time)
• Metro Jackson Parkway—Phase I in progress / Phase II should begin this fall
• Telecommunications Training and Conference Center—construction should begin soon
• Fortification Street Improvements—Design Contract is being awarded this month
• Carver Library Renovation—Mid-Late fall of this year
• Renovation of Smith Robertson Museum to add studio space and other amenities to the upper floor—slated to begin mid-late fall of this year
• Renovations to City Hall—should be complete by February of 2004
• Renovations to Police Headquarters—Internal demolition has begun
• Federal Courthouse—should begin by the end of the year

Todd Stauffer is the publisher of the Jackson Free Press. This begins an occasional series looking at development and renewal in Jackson's downtown and surrounding areas.

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