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HomeMy WebLinkAbout1992-11-24 - AGENDA REPORTS - RFP NEWHALL NEIGHBOHOOD GROUP (2)NEW BUSINESS DATE: SUBJECT: AGENDA REPORT City Manager Approval_ Item to be presented by: M. November 24, 1992 Downtown Newhall Study: Request for Proposal to Select a Qualified Consultant to Conduct a Public Participation Process Among the Residents, Businesses, Service Organizations, and Neighborhood Groups in the Downtown Newhall Area. DEPARTMENT: Community Development BACKGROUND At Its meeting on June 23, 1992, the Council approved, with the annual budget, funds to design and implement a public participation program to better understand the needs and goals of the residents and businesses operating in the Downtown Newhall area. The General Plan, the Community Strategic Plan, and the Community Development Strategic Plan have all addressed the Downtown Newhall area, Including the existing resources and challenges, and the opportunities for the future. The concern that the City and staff have not fully appreciated the concerns and goals of the residents and business people in the area demonstrates the need for a public participation plan. By reaching out to the Downtown Newhall area, a plan for the future. can be developed that the diverse groups can support. If the neighborhood helps create the plan, the residents, merchants, property owners, service organizations and neighborhood groups will be committed to implement It. To help start this process, the following initial steps have been taken: 1. A draft Request for Proposal (RFP) to seek a well qualified consultant in neighborhood planning and public participation has been prepared. We are looking for a firm that has the capability and experience to reach within the neighborhood, create trust, generate enthusiasm, and facilitate participation with business, Hispanic, senior, County parks and other Interest groups. (RFP attached.) 2. A thumb nail sketch of the Issues and opportunities that are present in the area has been generated as a result of several brainstorming sessions. This is Just a starting point to help foster discussion and to provide a starting point for the consultant. [twill require considerable contributions from the neighborhood before it is completed. 3. A map identifying the potential study area for the Downtown Newhall study has been prepared. This Is a draft document, and will again.require additional public participation before it is finalized. 4. Staff has taken walking tours of the Downtown Newhall area to understand the pattern of land uses, and to note the strengths and opportunities that exist in the area. 5. Staff met with members of the Historical Society, who have expressed interest in the area and this particular project. They are especially concerned about design Issues, and would like to n APPROWED Agenda Item: -/-.1 see the City develop design guidelines for the area. This request can be considered during the public participation process, so that all the Interests In the neighborhood can contribute to the discussion regarding design guidelines. It is in the best Interest of all to select a consultant who understands and has sensitivity with the cultural diversity involved. RECOMMENDATION Staff recommends that the Council direct staff to proceed with RFP process and develop a well represented task force, such as the River Task Force, to work with the consultant and report results to City Council within ninety days. ATTACHMENTS 1) Draft RFP for consultant services 2) Map: Downtown Newhall Study Area (draft) 3) Issue Paper: Downtown Newhall: Issues and Opportunities 4) Photos: Downtown Newhall LMH:MAR coundRagn11-10.kjm CITY OF SANTA CLARITA DEPARTMENT OF COMMUNITY DEVELOPMENT REQUEST FOR PROPOSALS TO: Prospective Consultants DATE: December .1992 SUBJECT: Request for Proposal (RFP) consultant services to develop and Implement a citizen participation program for Downtown Newhall In Santa Ciarita, California. TABLE OF CONTENTS I. Introduction II. Explanation of the Study 111. Proposal Requirements IV. Attachments The City of Santa Clarita, located in the center of the Santa Clarita Valley, lies approximately 35 miles northwesterly of the Los Angeles Civic Center. Current municipal boundaries encompass approximately 42 square miles of land, situated primarily on the valley floor and lower reaches of the surrounding canyons. The official population for the City as established by the 1990 Census Is 117,773. The Newhall population Is approximately 15,500 persons. GOALS AND PURPOSES The City of Santa Clarita City Council has directed staff to retain the services of a qualified consultant to design and implement a public participation program to better understand the needs and goals of the residents and businesses operating in the Downtown Newhall area. This study would facilitate the development of community goals and the creation of a plan for the future of the Downtown Newhall area, using a participatory planning process. ,The consultant must work closelywith the Community Development Department. The consultant will be prlmarly responsiblle for Implementing the public participation process to facilitate a neighborhood planning process under the guidance of andin cooperation with the Community Development Department. Much change has occurred during the past 25 years in downtown Newhall, the oldest area in the City of Santa Clarita. Through the late 1960's, it was a thriving business location in the Santa Clarita Valley. Now, both its commercial and residential areas are In transition. Problems have resulted, such as Increased competition from other areas, lower business levels, a reduced Image as a viable business and shopping area, and a deteriorating, less desirable residential area. Solutions to these problems are difficult to identify. The commercial area is characterized by a half -mile strip commercial pattern of development, with buildings directly abutting the street and minimal off-street parking. Businesses are now mostly neighborhood -oriented, and appear to be patronized largely by those who live within walking distance. Only one national chain, a tire shop, remains. There are many auto -related uses and some Industrial as well. The residential areas are located to either side of the commercial core. Though much of the neighborhood consists of single-family residences, the community has the highest proportion of rental households In the City. An Increasingly Hispanic population is present and Is likely now a significant consumer base for the local merchants and businesses. A large portion of the City's low and moderate Income population reside In downtown Newhall. These residents face several social and economic hardships. There Is a lack of affordable housing opportunities for families and renters. There are Issues of overcrowding, substandard living conditions, and lack of Infrastructure and open space. A need exists to upgrade the quality of life and revitalize the area. Increased social services such as child care, health care, and recreation are needed. English as a second language; literacy, Job. training programs and employment opportunities are also In need. The area's main thoroughfare, San Fernando Road, provides a gathering place for local dayworkers. .2. The City envisions using a phased problem solving approach. This request for proposals is limited to the first phase: To create a comfortable and inviting atmosphere that will encourage the local residents and business owners to participate, express themselves, and develop a collective vision. This will help Identify the extent of the problems. Subsequent phases will deal with solutions to these problems and their Implementation. A complex array of Issues, problems, and opportunities appear to exist In the downtown Newhall area. Perhaps the declining conditions can be reversed through participatory planning programs. It will be essential, and may be challenging, to convince the local residents and business owners to openly share their feelings about problems that exist In the area, and what improvements are desired. It will be essential to have the local residents and business owners openly share their Ideas about what is working well, what opportunities exist, and what Improvements are desired In the Downtown Newhall area. Identification of the social networks is essential, including the participation of the local churches, schools, neighborhood stores and businesses, and social service agencies. The program must reach the non - English speaking segment of the population that resides In the area. The Consultant will have the following tasks and responsibilities, to be defined more fully In the contract: 1. Prepare a master mailing list of all property owners, businesses, social service organizations, churches, residents, non-profit organizations, merchants, etc. for the study area. This list should be a computerized database that can be sorted by various components. 2. Draft a public participation plan, using the format developed by the City's Public Information Officer, for the study area. The plan shall Include a timetable for meeting dates and a variety of strategies for reaching the various segments of the study area. All outreach strategies shall be in English and Spanish. The effort should Include public meetings, small group meetings, use of surveys, and other public participation tools. 3. The public participation plan shall develop strategies for addressing and assessing the following areas of concern: a. Boundary area for the study. b. Current City policies and regulations, Including the General Plan, Zoning, Code Enforcement, Design Regulations. C. Review and evaluate the existing land use patterns in the area. Determine the goals for the future. Evaluate what uses are needed, which ones should stay, and which ones should relocate. -3- d. Evaluate the existing housing opportunities and the quality of such housing. Detemiine what are the future housing needs of the area, where this housing should go, and at what densities. e. The provision of services, including, sheriff, fire, public works, flood control, parks and recreation, library, childcare, etc. Evaluate current services and determine future needs. f. Discuss and evaluate the Issue of daily laborers, childcare, english-as-a- second language programs, senior citizens and other social needs. Develop solutions and alternatives to address this Issue. g. Opportunities for economic development, employment, and job training. h. Strategies to foster and maintain citizen involvement and continuing interest In City and neighborhood Issues. The consultant shall meet with the City on a weekly basis and as requested by the City. The consultant shall provide bl-weekly work products, and a final report, to the satisfaction of the City. It. EXPLANATION OF THE STUDY AREA Downtown Newhall Is pan of an area often referred to as East Newhall, which is generally considered as shown on the attached map, and as follows: 14th Street on the north, the western border of the Metropolitan Water District easement on the east, San Fernando Road -Newhall Avenue on the west. (The east and west boundaries join, with no other distinction as a southerly boundary.) Downtown Newhall Is the spine of this area is characterized by sidewalk commercial development running the full north -south length of San Fernando Road (State Route 126.) The development of this corridor predates off-street parking requirements. The pattern of development Is primarily single -story offices, stores, restaurants, and auto -related uses that front directly on the sidewalk with no setback. The existing parking does not meet existing requirements. The area has the potential for significant pedestrian activity, as there are numerous multi -family units within the study area, and within close proximity to the study area. Residential areas are located to either side of the commercial core. Both to the east and west are a mixture of single and multiple family residences. Railroad tracks divide the commercial corridor and the residential area to the east. Mostly older, single family homes are located in this area, and many are in need of rehabilitation. Curbs, gutters, and sidewalks, are generally absent in this area. The residential area west of San Fernando has a greater percentage of newer, multiple family residences, and some dispersed nonresidential uses. This area appears to be In somewhat better physical condition than that on the east side. Prospective contractors are encouraged to examine other material available on the Downtown Newhall area at the Community Development Department. -4- Proposers are encouraged to contact Kevin Michel, Senior Planner, and Mike Rubin, Associate Planner at (805) 255-4330 to discuss particulars of study requirements. III. PROPOSAL REQUIREMENTS A. Criteria for Proposal Acceptance Primary consideration will be given to the general appropriateness of the proposal for the project, the technical competence and creative ability of the consultants (as described in the proposal) and the firm's willingness to work closely with City staff. The City reserves the right to reject all proposals that are Inappropriate or Inadequate. The Deputy City Manager/Community Development, with staff assistance, will evaluate all proposals for adequacy, technical competence, and the suitability of the consultant. Selection of a contractor will be based on the content of the written proposal received by the Contract Manager. (Additional materials maybe submitted, but will not be considered In the contractor selection process). The contract will be awarded only to a responsible consultant as an Independent contractor. in order to qualify as responsible consultant, a prospective contractor must meet the following standards as they pertain to this Request for Proposal: 1. The contractor must have adequate technical and financial resources for performance, as well as adequate equipment, or have the ability to obtain and to manage such resources and equipment as required during the performance period of the proposed contract. This Includes the ability to produce quality graphics and presentation materials. 2. The contractor must have the necessary experience, organization, technical qualifications, skills; and facilities, or have the ability to obtain and to manage them (Including any subcontractor arrangements). The contractor must be able to communicate In spanish fluently, Including conversation, translation, report writing, and technical writing. 3. The contractor must be able to comply with the proposed or required performance schedule for this project. 4. The contractor must have a satisfactory record of contractual performance. 5. The contractor must be an Equal Opportunity Employer. 6. The contractor must be otherwise qualified and eligible to receive an award under all applicable laws and regulations. 7. Contractor must covenant that the contractor has no conflict of Interest In the undertaking of this study. Such covenant would state that neither the contractor nor any officer thereof, has any Interest, nor shall acquire any Interest, directly or Indirectly, which will conflict in any manner with the performance of the study. Contractor must further covenant that contractor -5- has not contracted with nor Is .the contractor performing any services directly or Indirectly for, any developer and/or property owners (Individuals, firms, partnerships, etc.) owning property in the City, and must also covenant that contractor shall provide no service nor enter Into any contract with any such developers or property owners for the duration of this study without the written consent of the City. 8. Bids higher than $35,000 will not be considered. B. City Response to Proposal One original and four (4) copies of the completed proposal must be received by the City of Santa Clarita Community Development Department by The original must.be reproducible and submitted in loose-leaf, 8 1/2" x 11" format, with numbered pages. All proposals, as well as any modificatlons, received at this office after the hour and date specified above will not be considered unless they are sent by certified mail, for which an official, dated post office stamp has been obtained, and it is determined by the City's Project Manager that the late receipt was due solely to delay In the malls, for which the consultant was not responsible. C. Limitations All reports and pertinent data or materials shall be the sole property of the City of Santa Clarita, and may not be used or reproduced In any form without the explicit written permission of the City. 2. The City reserves the right to extend the time allotted for the proposal, to examine verbally the bidder In person, and to request a best and final offer; should the City deem that it Is in Its best Interests to do so. 3. This RFP does not commit the City to award a contract, or to pay any costs Incurred In the preparation of the proposal. The City reserves the right to accept or reject any or all proposals received as a result of this request, to negotiate with any qualified consultant, or to cancel this RFP In part or In its entirety. The City may require the selected consultant to participate in negotiations, and to submit such technical, price, or other revisions of their proposals as may result from negotiations. D. Organization of the Proposal The organization of the scope of work proposed Is described in this section of the RFP. This format must be followed by all potential consultants. 1. Introduction A general Introduction and description of the proposal shall be provided. The format of the Introduction is at the discretion of the consultant. -6- 2. Plan of Study/Scope of Work Describe the work program. Explain the proposed technical approach that addresses the specific Issues. identifled by the City. Provide a description of the relationships between these activities. Include an explanation of any division of work proposed between the consultant and the City, If relevant. The organization of the plan of study should be as follows. TASK: An overview of a related group of subtasks or activities. Normally only one or two sentences. SUBTASK: A detailed description of the work, Including the methodology to be performed. Generally one to ten paragraphs depending upon the complexity of the activities described in the subtask. OUTPUT: A description of what the result of this particular activity or subtask Is. Generally one or two sentences. The task, subtask, output format should be repeated throughout the plan of study until all the proposed work has been described. 3. Schedule Describe the time. schedule for each proposed task and subtask described above. Proposed work periods and completion dates, as well as the anticipated meeting dates, should also be Identified. 4. Program Management Indicate which method of program management will be used to Internally manage and direct this project. (PERT, CPM, etc.) Provide the proposed project schedule on a timeline chart according to the selected system. 5. Costs List the costs for all tasks and subtasks described In the plan of study. Include a budget describing total costs and/or billing rates for staff time and materials. 6. Personnel, Equipment and Facilities Describe the activities of the designated Project Manager, and lead and supporting personnel. Provide resumes for those named Including their qualifications (education and experience), and their relationship and cost to the proposed project activities. 7. Subcontractors List all subcontractors proposed for this project. Include their qualifications .7- and specific responsibilities. 8. Statement of Offer and Signature The proposal shall be signed by an individual authorized to bind the consultant, shall contain a statement to the effect that the proposal Is a firm offer for a 60 -day period, and shall contain a statement that the proposed work will be performed at the "not -to -exceed" price. 9. Prosect Reports The following list Indicates the number of proposals that the City will require for this project: a. Six (6) copies and one (1) reproducible master of the final offer approved for use by the City. b. Four (4) copies and one (1) reproducible master of the final appendices (if any) approved for use by the City. E. The Deputy City Manager/Community Development has designated to serve as the Contract Manager of this study. The Contract Manager may be contacted at (805) 255-4330, or by letter to the Department of Community Development, City of Santa Clarita, 23920 Valencia Blvd. Suite 300, Santa Clarita, California, 91355. IV. ATTACHMENTS ATTACHMENT A: Brief description of problems and Issues ATTACHMENT B: Photographs of the area ATTACHMENT C: Study Area Boundary Map cWmn"Aim -8- DOWNTOWN NEWHALL ISSUES AND OPPORTUNITIES PROBLEM DEFINITION: Much change has occurred during the past 25 years in downtown Newhall, the oldest area in the City of Santa Clarita. Through the late 1960's, it was a thriving business location in the Santa Clarita Valley. Now, both Its commercial and residential areas are in decline. Problems have resulted, such as Increased competition from other areas, lower business levels, higher occupancy rates, a reduced Image as a viable business and shopping area, and a deteriorating, less desirable residential area. Solutions to these problems are difficult to Identify. The commercial area is characterized by a half -mile strip commercial pattern of development, with buildings directly abutting the street and minimal off-street parking. Businesses are now mostly neighborhood -oriented, and appear to be patronized largely by those who live within walking distance. Only one national chain, a tire shop, remains. The residential areas are located to either side of the commercial core. Though much of the neighborhood consists of single-family residences, the community has the highest proportion of rental households in the City. An increasingly Hispanic population is present and is likely now a significant consumer base for the local merchants and businesses. A large portion of the City's low and moderate Income population reside In downtown Newhall. These residents face several social and economic hardships. There is a lack of affordable housing opportunities for families and renters. There are Issues of overcrowding, substandard living conditions, and lack of Infrastructure and open space. A need exists to upgrade the quality of life and revitalize the area. Increased social services such as child care, health care, and recreation are needed. English as a second language, literacy, job training programs and employment opportunities are also in need. The area's main thoroughfare, San Fernando Road, provides a gathering place for local dayworkers seeking work. The City envisions using a phased problem solving approach. This request for proposals Is limited to the first phase: To create a comfortable and inviting atmosphere that will encourage the local residents and business owners to participate, express themselves, and develop a collective vision. This will help Identify the extent of the problems. Subsequent phases will deal with solutions to these problems and their Implementation. A complex array of Issues, problems, and opportunities appear to exist In the downtown Newhall area. Perhaps the declining conditions can be reversed through participatory planning programs. It will be essential, and may be challenging, to convince the local residents and business owners to openly share their feelings about problems that exist In the area, and what Improvements are desired. A. CURRENT PHYSICAL SETTING Downtown Newhall is part of an area often referred to as East Newhall, which is generally considered as shown on the attached map, and as follows: 14th Street on the north, San Fernando Road -Newhall Creek -Race Street on the east, San Fernando Road -Newhall Avenue on the west. (The east and west boundaries join, with no other distinction as a southerly boundary.) Downtown Newhall Is the spine of. this area Is characterized by a strip commercial development running the full north -south length of the area described above. The development of this corridor predates off-street parking requirements. The pattern of development Is primarily strip commercial, and the dominant development feature Is single story offices and stores that front directly on the sidewalk without a setback. Residential areas are located to either side of the commercial core. Both to the east and west are a mixture of single and multiple family residences. Railroad.tracks divide the commercial corridor and the residential area to the east. Mostly older, single family homes are located In this area, and many are in need of rehabilitation. Curbs, gutters, and sidewalks, are generally absent in this area. The residential area west of San Fernando has a greater percentage of newer, multiple family residences, and some dispersed nonresidential uses. This area appears to be In somewhat better physical condition than that on the east side. The Community Development staff has prepared land use, zoning, and general plan exhibits for the area. B. HISTORICAL GROWTH OF RETAIL AREA 1. Late 1800's through the 1950's - Downtown Newhall (San Fernando Road) was the retail center of the Santa Clarita Valley (SCV) since its emergence In the late 19th century through the decade of the 1950's. 2. 1960's - A second phase of retail competition began to emerge nearby in Newhall on Lyons Ave, as well as on Soledad Canyon Road in Canyon Country, in the form of strip shopping centers. Downtown Newhall was no longer the retail center of valley. Shopping now was dispersed and available in more than one location In the Valley. 3. 1980's - Continued change and reaction a. The third phase In the retail evolution began as evidenced by emergence of modern neighborhood shopping centers in the SCV outside of downtown Newhall. Some examples are Granary Square In Valencia, Bouquet Center In Saugus, Canyon Square in Canyon Country, and the Von's center on Lyons's Ave. in Newhall. b. In part, a reaction to these changes was a "Plan for Community Business Revitalization In the (then) Unincorporated Community of Newhall" prepared for the County of Los Angeles Community Development Department. Several Improvements were recommended that Included housing rehabilitation, circulation and parking Improvements, and aesthetic improvements. Only some of the parking and aesthetic Improvements were completed: some street furniture; street trees, ornamental crosswalks, entry signs, and some minor on -street parking Improvements. No retail comeback resulted. New national retail investment chose to locate outside of the downtown Newhall area. 4. 1990 - Old Newhall customer base was changing as a result of: a. Loss of market share to new competition outside of downtown Newhall. b. Local customer base evolution has been Increasingly Hispanic. Significant numbers of multi -family housing have been constructed on San Fernando Road over the last several years, just east of the study area. C. No major retail anchor remained. No major market segment or niche Identified. d. By this time nearly all major national retail tenants relocated outside of downtown Newhall (e.g., Bank of America and Safeway had moved from San Fernando Rd. to Lyons Ave.) National chains have chosen to locate outside of downtown Newhall. 5. 1992 - a fourth phase of retailing began with the Price Club opening In Canyon Country, and the regional shopping center In Valencia. Additionally, a proposed power center Is planned in Newhall, just outside the City limits. These new commercial ventures will offer additional competition to the Newhall area. C. PROBLEM DEFINITION - GENERAL 1. Change has Occurred a. The Economic history of Newhall has evolved from the railroad, to agriculture, to the construction Industry, to the current phase of economic development, which Includes a variety of uses. b. As in much of California, the Hispanic population In the area has Increased. C. In addition to the customer base, retailing and merchandising approaches have changed. d. New housing has been added, but housing conditions In some of the older areas have deteriorated. e. Public and private Investment has not kept pace with the needs In the area. f. There are many families with young children In the neighborhood, plus many seniors. These changes are not unique to Newhall. Other places In the metropolitan Los Angeles area have experienced similar changes. Economic competition in other areas of the Valley impacted Downtown Newhall. 2. How may that Change be Dealt With? a. Attempt to restore the area as It once was, or at least retain some elements and some of the flavor of the area as It once was. If these changes are instituted, will the customer base change accordingly? b. Recognize the present day customer Is and the existing competition and orient change accordingly. Do a marketing study to determine the customer base and the needs of the customer. Assess the needs of the residents within and adjacent to the study area as well as the automotive traffic passing through the area. D. PROBLEM DEFINITION -- COMMERCIAL AREA Commercial -New efforts to market the area are required. Existing methods to market the area need to be re-examined. Newer, modern retail competition negatively Impacts the study area. A shift In the customer base has occurred, and the new market may not be fully understood. 2. Market Position Expectations - What Is the proper market niche for this area? What Is the proper mix of goods and services for the resident population and for the auto - traffic on San Fernando Road? 3. Design Elements: Can design standards and physical Improvements enhance the retail viability of the area. These elements can Include a streetscape program, a facade Improvement program, landscaping, historical themes, main street design elements, and redevelopment potential. E. PROBLEM DEFINITION -- RESIDENTIAL AREA 1. Historical Growth of Residential Area a. In addition to the railroad, people settled here because It was affordable and close to jobs. b. The downtown Newhall population grew because the railroad and agriculture were local Industries early In the area's history. C. Recent Immigrants, many of them Hispanic, settle here because of job opportunities in the service sector and the area Is affordable. There is a neighborhood network In place as well. d. Rapid middle and upper Income residential growth occurred around Downtown Newhall, but the connections between the different areas are limited. e. Public reinvestment In low and middle Income housing competes with basic, local, infrastructure needs, such as roads. 2. Pertinent Questions a. WIII the private market Invest In lowto moderate Income housing without public Incentive? b. Are there sufficient public resources (funding) to conduct housing/DIP code enforcement to have an Impact? C. How big Is the problem? Is it a public or private Investment decision problem? d. What Is percentage of home ownership? Is ownership a critical- Issue to stability? e. Is there a trend or projection of the potential consequences of Inaction? f. Who Is at risk? What Is the motivation to act? F. PHYSICAL REMEDIES: COMPLETED AND PROPOSED 1. Streetscaae - Some physical fix up landscape/streetscape Improvements were made in early 1980's using Los Angeles County CDBG Funds 2. Historic Preservation - Interest has been shown by the Santa Clarita Valley Historical Society In a restoration or preservation project. There Is an Interest Iles In depicting a particular period through architectural changes. There is an opportunity to relate the area to the historic preservation effort in Hart Park. 3. Aesthetics - Citywide design guidelines will be proposed by the City. A section Is due to be devoted to downtown Newhall. 4. Traffic - Traffic circulation changes have been discussed over the years,. but no consensus reached on the part of area merchants. G. KEY ISSUES 1. Identity - Does a common Identity exist among the residents and the business community. If not, can one be forged that focuses around a common vision for the neighborhood? 2. Needs - What are the areas' needs? What needs can the City meet? Property and business owners must decide how to collectively reposition their product offerings against new competition and against changing customer base. The customers' needs must be determined. 3. Customer base - What customer base should be targeted - tourist - Hispanic - regional - automotive traffic - all of the above - other? 4. Common Retail Customer Base - Is there a common retail customer base that can be cross -sold among the range of existing Individual retail stores? Is there an anchor draw? Why will people come to downtown Newhall? What competitive advantage differentiates Newhall? 5. Underserved Market - Is there an underserved market niche that can be developed to avoid direct competition with national retailers? 6. Retail Identity - Is it possible (or desirable) to package retail Identity in a collective theme for the area? Is there consensus? Is there financial capacity commitment.'. 7. 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