HomeMy WebLinkAbout1995-06-06 - AGENDA REPORTS - OLD TOWN NEWHALL IMPROVEMENT (2)CITY OF SANTA CLARITA
INTEROFFICE MEMORANDUM
TO; Honorable Mayor and Members of the City ouncil
FROM; George A. Caravalho, City Manager���
DATE: June 6, 1995 /
SUBJECT: Old Town Newhall Improvement Program
BACKGROUND
Four (4) community workshops have been conducted and facilitated by Michael Freedman of Freedman,
Tung and Bottomley (FTB), the City's downtown revitalization specialists, to gather community consensus
on issues to revitalize the core area of old town Newhall. The workshops have averaged approximately 150
participants and have been recorded on public access cable television. Spanish translation services have also
been provided at all workshops. Public outreach has included direct mail invitations, newspaper inserts, and
local radio spots.
The workshops have allowed the community to identify and reach consensus on the following revitalization
issues: (a) Development Standards and Guidelines for the old town core; (b) Market Assessment and
Revitalization Strategy for the core area; and (c) Streetscape and Design for San Fernando Road within the
core area. Initially, the community also identified the need for neighborhood infrastructure improvements and
a parking improvement program. Both were not included as part of FTB's Scope of Services because
neighborhood infrastructure improvements are separately underway through the City's CDBG program and
additional parking issues can most effectively be addressed once specific standards and streetscape designs
are implemented.
The purpose of this joint study session is to seek involvement and guidance from the City Council, Planning
Commission, and Parks and Recreation Commission regarding the above issues and the Newhall
Improvement Program generally. This session is intended to allow Council to become fully involved in the
process up to date and to direct staff to proceed as scheduled or with particular modifications. Michael
Freedman will facilitate this session and provide expert comments and suggestions.
RECOMMENDATION
It is recommended that the Council participate with its Commission Advisors in this old town Newhall
workshop and provide direction to staff.
DRD: A V:11
RECEi ED
community Recovery
DRAFT Agency
Downtown Newhall
Revitalization Strategy
Prepared by
Freedman Tung & Bottomley
Urban Design and Town Planning
47 Kearny Street, Suite 500
San Francisco, CA 94108
April 1995
Downtown Newhall Revitalization Strategy
Introduction
The Market Analysis identifies the economic trends that have affected Downtown Newhall in recent years,
and points to the area's future opportunities. If past treads were the only determinant of the district's future it
would probably stay what it is today.— an area dominated by auto -related sales and services, with a scattering
of offices and convenience and comparison commercial businesses. Vacancies would remain relatively low.
Auto services would continue to address the high levels of traffic and visibility along San Fernando Road, as
truck and auto traffic increase with City growth. Convenience and comparison stores would continue to be
supported by a limited local market, with sales per square foot remaining significantly lower than elsewhere
in Santa Clarity Neither grouping of businesses would thrive or support the other, yet both would manage to
survive and maintain a rough equilibrium.
Local residents and businesspeople have a different vision for the future of Downtown Newhall. They see an
area that is the heart of the community, where they can stroll, shop, and socialize, where visitors from
throughout the City of Santa Clarita and beyond come to enjoy an authentic main street commercial
environment and a sampling of Newhall's unique local history. Successful restaurants, cafes, and boutiques
would line San Fernando Road, and the district would be busy day and night. This future Downtown is an
attractive, memorable place, that supports investment and reinvestment and expresses Newhall's best
qualities. It reflects the past, yet is positioned to prosper in the future. It is a source of pride.
Creating the Downtown Newhall that the community envisions is a tall order, and the Revitalization Strategy
lays out a program of actions that need to be pursued aggressively if the effort is to be successful. A number
of elements of the Strategy — for example, building and streetscape renovations — have been obvious to the
local community for some time and are incorporated as part of the Newhall hnprovement program. In
addition, the Strategy requires concerted efforts by the City to reshape the mix of businesses in the area, so it
can compete effectively with other commercial destinations, and other forms of public sector assistance to
"jump start" private sector investment
Revitalization Goals
There are eight basic Revitalization Goals. The Goals are interrelated in the sense that fully achieving one
requires that others also be achieved
L Expand the Convenience and Comparison/Specialty Economic Nches.
2 Create an Attractive Main Street Environment on San Fernando Road to Attract New Shoppers
and Businesses.
3. Create an Attradiv4 Memorable Image that Expresses Newhall's History and Character.
4. Establish Programs to Promote Private Sector Investment
S Enhance the Role ofDowntown as a Community Center.
6. Maintain and Capitalize upon the Visibility and Access Associated with Through -Traffic
Z Improve the Parking Supply.
& Pursue Opportunities for Special Facilities that Attract a Wide Visitor Base
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Revitalization Strategy
L Expand the Convenience and Comparisonapeeialty Economic Niches»
In combination, these two niches form the backbone of most revitalized small downtowns. The combination
is essential. Targeting either niche alone is rarely successful because shopping centers and malls are too
strongly focused on their markets to compete with directly. In Newhall, for example, shopping centers along
Lyons Avenue address the convenience retail needs of most residents within the local trade area Town
Center mall addresses specialty and comparison needs. Neither competing area makes it a point to address
both niches. In Downtown Newhall, the convenience niche is supported by local residential areas and is
relatively solid, though some types of businesses, such as a drug store, are missing. However, the district
must expand its trade area for comparison and specialty businesses to Valencia and the other communities of
Santa Clarity
a. Relocate Auto Service Businesses Over Time. The City and/or Recovery Agency should assist auto
service business owners to relocate to new sites along the San Fernando Road corridor.. This is
essential in order to make way for investment in specialty and convenience -oriented businesses, and
to create the kind of main street environment envisioned by the community. Existing businesses are a
valuable community asset, however, and auto service businesses should only be relocated to sites
where conditions are equal to or superior to present locations in terms of visibility, access, site area
and configuration. The City should also assist with the special permitting needed to accommodate
auto services in other locations, and possibly the packaging of large as "auto service centers" for
multiple businesses.
b Attrad Anchor Businesses for the Convenience and Comparison/Specialty Nrches. A drug storeis
needed to provide a solid foundation for the locally -oriented convenience niche; Long's and Thrifty
Jr. are examples of the smaller size stores that would fit in Downtown NewhalL Anchors for the
specialty niche are more variable, ranging from a cinema or community theater, to a popular cafe or
restaurant, to "offbeat" types of home furnishings and building supplies. Anchor businesses can
expand Downtown Newhall's market beyond its current limits, and are worth employing City efforts
to attract and develop.
e Focus Convenience Businesses in the Southern Portion ofthe District and Specialty/Comparfson
Businesses in the North. Much of the current demand for convenience businesses comes from the
residents of East Newhall, which is located east and south of Market Street. Much of the potential
market for specialty and comparison businesses is associated with non -local through traffic, with the
greatest concentration adjacent to Lyons Avenue. "Billy's Surf Shop" and a number of the auto
services clustered adjacent to the intersection take advantage of its access and visibility. Locating
businesses to reflect the surrounding conditions will improve their chances of success.
d Target Distrid Entrances for Appropriate BusinessesBuildhgz The intersections of San
Fernando Road at Lyons Avenue and Newhall Avenue are the major entrances to Downtown
Newhall. Buildings and businesses at these locations have more visibility than others within the
district As such, they project an image both of the types of businesses within Downtown and its
overall physical character. Today, both entrances are occupied to a significant extent by auto
services. Over time, these businesses and buildings should be replaced and/or renovated to project
the district's convenience and comparison/specialty orientation.
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e- Revise Development Standards and Policies. The following elements should be addressed
■ Ground -Level Shops and Services: To promote an active Downtown street environment, life,
permitted ground -level uses along San Fernando Road should generally be limited to retail,
restaurant, entertainment, personal & business services, and small-scale commercial
recreation uses. Land uses should be more strictly defined and controlled to created the
desired mix of businesses.
■ Shared Parking Standards: To make the most efficient use of parking resources, new
parking requirements that reflect the shared nature of downtown parking should be
established Reduced requirements, lease options, and amnesties for existing parking
deficiencies should be considered
■ Signs: Sign design guidelines should be established that encourage merchants to reflect the
variety and color of Downtown shops and services, while reflecting the speed of passing
motorists.
2. Create an Attractive Main Street Environment on San Fernando Road to Attract
New Shoppers and Businesses
An attractive pedestrian environment is the medium that allows specialty and convenience businesses to
intermix, and it is the principal ingredient differentiating a successful commercial district from a shopping
center or mall. In many cases, the street is as much of an attraction as the businesses that line it Without a
high -amenity pedestrian environment commercial districts in low-density communities rarely flourish. In
Newhall, this kind of environment is essential if the primary trade area for convenience and specialty
businesses is to be expanded The nearest competing locations for this type of commercial environment are
Pasadena, Santa Barbara, and possibly downtown Ventura.
a. Improve the Streetscape. Two basic streetscape design issues must be addressed in order to
transform San Fernando Road from a highway to a main street The first issue is improving the
quality of the pedestrian space. Today, sidewalk areas along San Fernando Road are drab and
uninviting, with highway -scale lighting, scattered street trees, and minimal amenities, such as
benches and trash receptacles. Since the streetscape in a main street commercial district is as
important in terms of attracting a clientele as the businesses themselves, every effort needs to be
made to make the pedestrian space as inviting as possible. Ornamental street lights, attractive new
benches, planters, decorative paving and kiosks should be considered Trees should be deciduous to
allow for winter sun as well as summer shade, and to maintain visibility of adjacent storefronts.
The second issue is reducing the visual impact of the roadway relative to the sidewalks. At four
lanes, San Fernando Road is wide for a main street environment, and moving traffic dominates the
pedestrian experience. The sidewalks seem narrow, even though at almost 12 feet they are sufficient
for relatively high levels of foot traffic. Fast-moving traffic deters parallel parking, and sidewalk
areas have little in the way of other elements to separate them from the road There are a variety of
ways to address the situation, including narrowing the roadway. At a minimum, however, consistent
rows of new street trees and street lights should be installed to create a visual edge that buffers
pedestrians from the roadway.
b. Extend Streetscape Improvements Along Lyons Avenue Lyons Avenue has traffic and visibility
levels equal to or greater than San Fernando Road, and is the only portion of the overall Downtown
area that has seen significant new investment in recent years. Streetscape improvements along San
Fernando Road should be extended to incorporate the southerly frontage of Lyons Avenue between
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San Fernando Road and Newhall Avenue, effectively "claiming" this more successful area as part of
Downtown. The continuity of the improvements will encourage patrons of businesses on Lyons
Avenue to walk to San Fernando Road businesses and project a Downtown image to passersby.
c Require Main Street Building Forms. An attractive streetscape and continuous storefronts are the
most important physical elements of a successful main street shopping environment Continuous
storefronts maintain the interest of shoppers as they move down the sidewalk, encouraging them to
continue from one business to the next Attractive, interesting windows display the goods or services
to passing pedestrians and motorists, as well as their quality. A number of buildings in Downtown
Newhall, mostly auto services, are set back from the frontage, either behind parking or a paved
service area apron. This condition creates a hole in the frontage that dilutes the main street character
of the district and discourages strolling. Existing City policies are tailored to the visibility and
parking needs of a shopping center rather than a main street commercial district The City should
prepare development standards and/or zoning regulations that are tailored especially for Downtown
Newhall by requiring all buildings to form a continuous frontage adjacent to the right-of-way.
d Retain and Enhance Curbside Parking. Convenient curbside parking is essential for convenience -
oriented businesses. As noted above, it also helps to buffer pedestrians from moving traffic and
establish a visual edge to the street, which enhances the strolling environment for specialty- and
comparison -oriented shoppers. Today, traffic speeds make parallel parking along San Fernando seem
unsafe, in tum reducing the number of cars parked along the frontage, which in tum contributes to
the sense that parking is unsafe. Retaining curbside parking needs to be one of the City's top
priorities as plans for circulation improvements in the area are prepared Ways to slow traffic
throughout Downtown and protect the curbside parking should be considered, as well as comer curb
"bow -outs" at pedestrian crossings, "pocket parking" with trees or street lights located within the
parking zone, and timed traffic signals.
a Discourage Truck Traffic on San Fernando Road. Large trucks rumble along San Fernando Road
throughout the day. Though trucks are only approximately 14% of total traffic, the perceived level of
truck traffic is much higher. This is probably due to the fact that many of the trucks are related to
construction. They are larger and louder than trucks used for shipping and delivery, and often trail
sand and gravel as they travel up and down the street As a result, San Fernando Road is not
perceived as the kind of pedestrian -friendly environment that encourages strolling or sidewalk -
oriented cafes and restaurants. As plans are prepared for improving circulation throughout the
corridor, alternate routes and/or deterrents for heavy truck traffic during active business hours should
be explored
3. Create an Attractive, Memorable Image that Expresses Newhall's History and
Character.
This community goal is supportive of both the comparison/specialty and convenience businesses focus and a
main street pedestrian environment Historically -related elements that express the pride of local residents and
businesspeople, enhance the commercial environment, and integrate with other elements of the Revitalization
Strategy should be incorporated as part of public and private investment in the district
a. Prepare District -Based Design Guidelines. Development standards will ensure that the basics of a
main street commercial district are provided. However, they will not ensure that Downtown
expresses the particular character of Newhall. Design guidelines are needed to identify and promote
historic architectural styles as well as special architectural forms that not only add amenity, but in
tum create a unique district image that enhances the area's overall marketability. Design guidelines
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also clarify the City s goals for new development, and help to maintain a constant level of quality
throughout the district.
b. Establish a Facade Improvement Program. Facade improvements are some of the most visible
investments that can be made in a commercial district, and they dovetail well with streetscape
improvements. They can serve as models to illustrate application of district -based design guidelines,
and help to set the standard for a Newhall -based building character. This program is described in
more detail below, under Strategy Element 4, below.
a Create Landmarks) to Focus and Project the District's Image. Successful shopping centers and
commercial districts typically have a landmark that patrons refer to for directions and orientation and
is the central image used in marketing efforts. This can be a famous old building, such as a City Hall
or train station, a clocktower, a fountain, gateway sign, or other striking architectural feature. The
"Western Stars Walk of Fame" collection of paving plaques is a unique element that harkens back to
the district's past. However, the plaques are not visible unless one walks right next to them. They
should be maintained (many of the plaques are missing and need to be replaced) but more in the way
of landmarks is needed.
As noted previously, the intersections of San Fernando Road at Lyons and Newhall Avenues are the
most visible locations in Downtown. Gateway signs at these locations would project the message that
a major change is happening Downtown, and improve the image and character of these district
entrances as the City pursues the longer term goal of attracting new buildings and businesses. A
landmark clocktower, perhaps adjacent to the Market Street intersection, could also help to define
the district's image and be a strong, symbolic gesture of the City's commitment to revitalization of
the district
4. Establish Programs to Promote Private Sector Investment
Business hnprovement Programs have two objectives: attract new investment and encourage reinvestment
The City and/or Recovery Agency should assist with business development in Downtown Newhall in a
number of ways, including business recruitment and relocation, facade improvements, marketing, and other
related efforts. :
a Business Recruitment and Relocation Program. Two kinds of established businesses should be
attracted to fill vacancies that occur Downtown: a) existing businesses in less desirable locations
within the community that could be interested in relocating, and; b) successful existing businesses
within Newhall or other communities that could be recruited to open another store or branch. The
City should recruit these "catalyst" businesses through aggressive promotion efforts and financial
assistance. Low interest loans could be used as an inducement to help with relocation expenses, start-
up lease assistance, and/or renovation costs.
The City should also assist existing businesses in Downtown to move to other locations that offer
better access to their target market. This would open up frontage for the types of businesses targeted
by the Revitalization Strategy, such as restaurants and specialty and convenience retail.
b Facade Improvement Program Many of the buildings along San Fernando Road have not seen a
facade renovation (or new paint job) in over 20 years. The impression this makes on passersby is that
investment in the area is not worth making, and that exploring the area for shopping is not worth the
effort Unaided, the real estate market has not generated significant new investment in the area, and
some form of public sector investment is needed to break the cycle and start the reinvestment
process. The City should establish a program that promotes short-term, small-scale investment in
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existing buildings while promoting application of the Design Guidelines recommended by the
Revitalization Strategy.
The City should hire a single architectural firm to provide services for Downtown Newhall
businesses and buildings. Services would include meetings with building owners and tenants to
assess design needs; analysis of costs and benefits of alternative improvement approaches; drawings
indicating colors, materials, and details of the recommended approach, and; recommendations for
sign design. Program participants must demonstrate a willingness to establish a budget and set aside
matching funds for carrying out improvements.
c Downtown Marketing Program. Once revitalization efforts are underway — i.e. once a sigmfrcant
amount of visible change occurs in the district — a Marketing Program should be coordinated with
local business associations. Three general approaches are recommended to "get the word out." ...
1) Coordinate business promotion - This could include a coordinated advertising approach as well as
locally -oriented public events, such as a weekend sidewalk sale or farmers market. The City should
assist Downtown Newhall merchants by allowing sidewalk events and other atypical activities that
are part of a more aggressive retailing approach.
2) Promote Downtown Newhall to outside investors - This could include formal presentations by
City officials and staff to members of the development and business community, but should also
include informal networking by members of the Chamber of Commerce, Downtown Newhall
businesspeople, and others interested in promoting revitalization of the area.
Brochures and other graphic materials that can be handed to interested parties are especially
important They must reflect the City s new approach to revitalizing Downtown Newhall. Where
possible, images of renovations and new development projects should be used to portray a district -
"on the move."
3) Package and/or promote development ofspecific Downtown sites - The City should actively assist
development in priority locations as opportunities arise. (See Strategy 1, a through d.)
d Publicity and Special Events Program Once visible change in Downtown Newhall occurs, publicity
efforts should be coordinated to showcase progress and improvements. This could include
professional symposiums and tours by business and development associations, as well as parades,
and awards ceremonies.
e Business Development Program This program would provide access and/or financial support for
technical assistance in the areas of retailing, business promotion, and advertising. Assistance could
range from window displays to business plans, and could involve a retailing consultant on an as -
needed basis.
f Maintenance Program/Maintenance District An energetic maintenance program is essential to
project the land of quality image that attracts new businesses and patrons. Standards need to be as
high as they are for a successful shopping center or mall. Sidewalks, signs, and lighting need to be
clean and well-maintained at all times. Funding for this effort could come from the City, from local
businesses, or combination thereof.
g. A Full-TSme Revitalization Coordinator. All inquiries and proposals for Downtown development
would be referred to this City staff person, who then would be responsible for shepherding projects
through the City's various departments. The Revitalization Coordinator would communicate a pro-
business attitude to potential investors in Downtown Newhall, and also be responsible for
implementing the programs listed above on a day -today basis.
S. Enhance the Role of Downtown as a Community Center.
Downtown Newhall includes a branch post office, library, and a newly -established community center. It is in
relatively close proximity to local schools and parks. The day -today comings and goings associated with
these types of facilities establishes a base level of activity that is an essential element of a successful
downtown district. They are in a sense anchors for the convenience commercial niche.
a. Retain and Increase Public and/or Communit>,Serving Facilities Existing public facilities, such as
the Post Office and Library should be retained Downtown, and others should be located there as
opportunities arise. However, today both the Post Office and the Library are nondescript in terms of
their appearance and do not communicate a civic or a Newhall character. Should funding become
available, both facilities should be expanded and improved to be more attractive and visible elements
of the district.
A Maximize the Role of the New Community Center. The newly -acquired Community Center building
should be renovated to be consistent with the image desired for the district — i.e. it should exemplify
the district character expressed in the development standards and design guidelines. It should also be
programmed to accommodate a range of activities and programs that would attract residents and
visitors to the district. Possibilities include adult education classes, community theater productions,
and theme movie screenings, possibly incorporating a small cafe or juice/snack counter. Until the
district begins on its own to attract the kinds of uses that in tum bring in a new population of visitors
and patrons, the Community Center is the best facility in which to explore and demonstrate that these
kinds of activities can be successful in Newhall.
C. Improve Connections to Surrounding Districts Clearly -designated pedestrian and bicycle
connections to surrounding residential areas do not exist, and local residents have noted that this
deters many from visiting the area for "recreational shopping" on weekdays and weekends. Though
not likely to generate a significant market for Downtown, at least initially, these kinds of
improvements aro essential to link Downtown to its local trade area They will also help to extend
revitalization benefits out from Downtown to the surrounding residential properties. Lyons Avenue
and Newhall Avenue are high -traffic roads that act as barriers. Pedestrian -controlled signals, special
crosswalks, and lighting should be installed to facilitate movement to and from the district across
these streets.
6. Maintain and Capitalize upon the Vuiblity and Access Associated with Through -
Traffic.
One of Newhall's most important attractions as a business location is the level of existing and projected
through -traffic on San Fernando Road. The district needs all of the visibility it can get, and supporting local
businesses must be one of the principal criteria for designing strectscape and circulation improvements in the
area.
a. Maintain Through- and Two -Way Traffic Existing traffic on San Fernando Road is approximately
25,000 vehicles per day, and is projected to increase to up to 50,000 vehicles per day over the next
10 to 15 years. This is a significant population of potential patrons that are brought to the front door
of each business along the street. hnproving buildings and the streetscape to induce a portion of
these motorists to stop and patronize area businesses is fundamental to the revitalization effort. City
plans to facilitate traffic movement and ease traffic impacts in the area should not reduce either
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access or district visibility from current levels, and should maintain two-way traffic movements
wherever feasible; one-way streets constrain traffic movements, making access to individual
businesses more difficult and discouraging patronage.
b Reduce Traffic Speeds. Slow drive-by traffic, at speeds of 15-20 mile per hour or less, is best for a
main street commercial district Motorists see frontage businesses, curbside parking is safer, and the
overall environment seems balanced between vehicles and pedestrians. Today, traffic speeds of 45
miles per hour or more are not uncommon along San Fernando Road Though the posted speed limit
is 35 mph, the width of the street, the presence of only one traffic signal, and the low level of
business activity and associated curbside parking all encourage higher traffic speeds. Through -traffic
volumes will not benefit district revitalization unless traffic speeds are lowered considerably.
Circulation improvements along the corridor should accommodate increased volumes while
simultaneously reducing traffic speeds. Timed signals, streetscape improvements that attract the
attention of motorists, and expanded and more visible pedestrian crossings should all be elements of
a strategy to slow traffic in order to maximize its benefits.
7. Improve the Parking Supply.
here are two types of parking supply: real supply, or the actual number of parking spaces available, and
perceived supply, or the number of parking spaces that seem to be available to patrons. Both are needed for a
commercial district to be successful.
IL Enhance Fidsting Curbside Parking on San Fernando Road As noted above, curbside parking
along San Fernando Road is perceived to be hazardous. Even though parking spaces are available
many go unused Streetscape improvements should incorporate comer bow -outs for pedestrian
crossings and perhaps street trees or street lights located between parking spaces in the parking zone
to buffer parking spaces and help to slow passing traffic.
b Establish a Shared Off -Street Parking Program There are no public parking lots within Downtown
today. However, the number of spaces in existing, privately -owned off-street lots are sufficient to
serve near term parking demand, and the existing alleys provide good access to them. However,
these lots typically serve only the building/business they are associated with, are often signed to
discourage parking by patrons of other businesses, and have minimal amenities in terms of lighting,
trees, signs pedestrian walks, etc. This parking is an underused existing resource. The City should
facilitate a shared parking program wherein a voluntary association is established to coordinate and
install directional signage and other improvements that promote an open parking policy throughout
Downtown; i.e. merchants would share their lots, and the City would start a process of assembling
and improving shared district parking areas.
e Improve the Distribution of Off -Street Parking. Today, off street parking is concentrated on the
easterly side of the San Fernando Road corridor, between San Fernando Road and Railroad Avenue.
As new development occurs, and/or in conjunction with City -sponsored revitalization efforts in the
area, shared parking lots should be established behind buildings along the westerly frontage of San
Fernando Road
8. Pursue Opportunities for Special Facilities that Attract a Wide Visitor Base.
Facilities or businesses that would fit the character envisioned for Downtown Newhall and bring people who
would not otherwise come to the district should be zealously pursued Examples are listed below:
am
a Locate the Metrolink Station Downtown. This should be a top priority for the City. The Metrolink
commuter rail station could have both direct and indirect benefits for Downtown. Direct patronage
comes from commuters and/or those who drop them off combining the trip with a visit to a local
store or service business. Indirect benefits result when these visitors see businesses and return to
patronize them another time. To maximize the station's benefits, it should be located in as central a
location within the district as possible. This would put the maximum number of businesses within
walking distance of the station and provide the best visibility for commuter -related traffic.
b Explore Options for a Small Cinema or Community Theater. Cinemas are one of the best anchors
for a specialty -oriented commercial area They support restaurants, cafes, and specialty stores, and
establish an entertainment component to the overall mix of businesses. This in tum encourages other
entertainment uses, such as nightclubs and/or live music in cafes and restaurants. There are no sites
within the Downtown area large enough for a multiplex cinema and associated paridng (40,000 s.£
or more). Theaters in the Town Center area most likely address near tern demand for this kind of
facility. However, a smaller "art" theater that shows late fust- and second -run, foreign, and/or
specialty films could be possible. These types of theaters require as little as 10,000 s.£ of land area,
and could cater programming to local college students as well as segments of the community that
might drive to Pasadena or other cities in metropolitan Los Angeles for these types of films.
A community theater, similar to the Canyon Country Theater, is another option. Though these types
of facilities feature local productions, and therefore draw a mostly local audience, they add both a
community -service and entertainment element to the district. (As noted above, programming local
theatrical productions in the Community Center is a near term strategy that should be explored to
expand the district's visitor base.) Art theaters and community theaters typically make use of
renovated building spaces, such as a warehouse, church, or meeting hall. Because up front costs are
relatively low, these types of facilities are good candidates for Downtown Newhall, especially if the
City steps in to assist in initial development
C. Establish a Local FlistorylPisitor Center. The City of Santa Clarita and the Newhall area in
particular have a variety of points of local historical interest — western films, birthplace of the
California oil industry, etc. However, Hart Park and City Hall are the only places to go to find
brochures, maps, and other sources of information that tie local history together. With its traffic
volumes and high visibility, San Fernando Road is an excellent location for a Visitor Center that
provides directions to local points of interest, contains local memorabilia, and perhaps features
examples of unique local products and services. Though not a lucrative enterprise in and of itself,
Visitor Centers generate patrons for nearby businesses.
ApR�c21 co
gs
DRAFT`ca�
Downtown Newhall
Revitalization Strategy
Market Analysis
Prepared by
Mundie & Associates
Consultants in Economics and Land Use
3452 Sacramento Street
San Francisco, California 94118
April 1995
Table of Contents
Chanter pace
1. Recent Trends and Existing Conditions 1
Potential Market Support for Downtown Newhall
Has Grown During the Past Decade 3
Retail Sales in Downtown Newhall Have Declined
Even Though Potential Market Support Has Increased 7
Some Types of Downtown Newhall Retail Businesses
Continue to Attract Market Support 9
Downtown Newhall Today: An Amalgamation 14
2. Economic and Market Roles of
Smaller City Downtowns
16
The Roles of Downtown Areas
16
Characteristics of Successful
Smaller City Downtowns
18
3. Obstacles to Downtown Revitalization in Newhall
23
Citywide Saturation of Retail Markets
23
A Large Amount of Space Devoted to Activities that
Do Not Attract Frequent Customers or Pedestrians
23
Lack of a Focused Identity
24
Lack of a Core Retail Area
24
Lack of Parking
25
Small Parcels
25
Sound Condition of Existing Buildings and
Viability of Existing Businesses
26
4. Opportunities for Downtown Revitalization
27
High Traffic Volumes Mean the Core Area
is Familiar to Many People
27
Projected Increase in Traffic Volume
27
Potential Appeal to Both Regional and Local Market Demand
27
Diverse Population in the Primary and Secondary Market
Areas Offers Potential Support for a Variety of Uses,
28
William S. Hart Museum and Other Historic Sites
30
College -Age Population Within Market Range
31
Lack of Competing Main Street Shopping Districts
in Santa Clarita or Nearby Areas
30
Possibility of a Metrolink Station in Downtown Newhall
31
List of Tables
List of Figures
Title page
I. Primary and Secondary Market Areas 2
Title
pace
1.
Population and Households in the Newhall Market Area, 1990
4
2.
Population and Households in the Newhall Market Area, 1994
5
3:
Incomes in the Santa Clarita Communities, 1979
6
4.
Incomes in the Newhall Market Area, 1989 and 1994
6
5.
Total Taxable Retail Sales in Newhall, Santa Clarity and Los Angeles County,
1989 and 1993 (Nominal Dollars)
8
6.
Total Taxable Retail Sales in Newhall, Santa Clarity and Los Angeles County,
1989 and 1993 (Constant 1993 Dollars)
8
7.
Taxable Retail Sales per Capita in Newhall, Santa Clarita and Los Angeles County,
1989 and 1993 (Constant 1993 Dollars)
9
8.
Taxable Retail Sales, Newhall, by Type of Store,
1989 and 1993 (Constant 1993 Dollars)
10
9:
Taxable Retail Sales in Newhall as a Percent of Sales in Santa Clarita,
by Type of Store, 1989 and 1993 (Constant 1993 Dollars)
12
10.
Retail Sectors in Newhall that Serve a Larger Market Area
13
11.
Sales per Establishment: Newhall as a Percent of Santa Clarita,
by Type of Store, 1989 and 1993
14
12.
Sample Mix of Uses in Smaller City Downtowns
19
13.
Demographic Characteristics of Market Area and City Population
28
14.
Goods and Services Likely to be Demanded by
Demographic Groups in the Newhall Market Area
29
List of Figures
Title page
I. Primary and Secondary Market Areas 2
Chapter 1
Recent Trends and Existing Conditions
The City of Santa Clarita was formed in 1988, when four unincorporated communities Newhall, Can-
yon Country, Saugus -Bouquet Canyon and Valencia — joined together. The community of Newhall,
located in the southern part of the city, is the oldest of these communities. Henry Mayo Newhall purchased
the area in 1875 and named his holdings Newhall Ranch; he then sold rights-of-way and a townsite to the
Southern Pacific Railroad, which was completed through the area in 1876. According to the Santa Clarita
General Plan, Newhall evolved into "a typical western town of oil, mining, and railroad workers": Cali-
fornia's first commercial oil producing well began operation in Pico Canyon in 1876, and the state's first
oil refinery was built in Railroad Canyon in the same year. Later, the movie industry used the Santa
Clarity Valley as a backdrop for numerous westerns, and western fihn stars — including William S. Hart,
whose former home is now a museum operated by the Los Angeles County Museum of Natural History,
Tom Mix and Gene Autry — lived in the area.
Because the City of Santa Clarita was formed within the last decade, socioeconomic data that offer per-
spective on the changes that have occurred in the past are scarce. This report relies on pre -incorporation
data from the 1980 U.S. Census and the Santa Clarita General Plan, and more recent data from the 1990
U.S. Census and two private companies (Urban Decision Systems and CACI) that provide supplementary
census statistics. The information provided by Urban Decision Systems (UDS) describes selected census
tracts that include the community of Newhall, while information from CACI describes two areas not
defined by the census. The areas described by the CACI data are:
The area within a one -mile radius of the intersection of San Fernando Road and Lyons Avenue. This
area is the primary market area for downtown Newhall: all other things being equal, people who live in
this area are considered most likely to shop for goods and services in downtown Newhall. "Other
things being equal" covers a wide variety of conditions, however, such as availability of desired goods
and services in downtown Newhall, convenient transportation routes to the area, no competing
stores/outlets between the place of residence and downtown Newhall, equally -attractive atmosphere and
ambiance, and so on. If downtown Newhall is perceived as more attractive than competing areas, con-
sidering all of these types of factors, then people living in the primary market area will be more likely
to shop there and people from beyond the primary market area may do some or all of their shopping
there as well. If, in contrast, downtown Newhall is perceived as less attractive, then fewer people in the
primary market area and beyond will shop there, preferring to patronize other shopping areas instead.
The area within the one -mile ring extends west along Lyons Avenue to about Old Orchard City Park, at
the comer of Ave. Rotella and across from Peachland Avenue; northwest along Orchard Village Road
and San Fernando Road to about 16th Street; east along Placenta Canyon Road just past The Master's
College; southeast along San Fernando Road almost to Valle del Oro; and south along Pine Street to
the southern boundary of William S. Hart County Park. It also encompasses some of the area just
southwest of the end of Market Street. This area is shown in Figure 1.
Figure I
Primary and Secondary Market Areas
2
• The area within a three-mile radius of the intersection of San Fernando and Lyons. This area is the
secondary market area: people living within this distance are likely to do at least some shopping in
downtown Newhall, all other things being equal, for goods and services that are not available closer to,
home. A special, more attractive environment or unusual array of goods and service might attract a
greater proportion of these people.
The area encompassed by the three-mile radius extends west along Lyons Avenue and Pico Canyon
Road beyond Interstate 5, nearly to the intersection with McBean Parkway; northwest to the College of
the Canyons and the northern edge of the Valencia Town Center shopping mall; north along San Fer-
nando Road and Bouquet Canyon Road to Soledad Canyon Road; east along Soledad Canyon Road
almost to the Los Angeles Aqueduct; east along Sierra Highway and State Route 14 to the western
edge of the Friendly Valley community; east along Placenta Canyon Road almost to the western edge
of Placenta Canyon State and County Park; and south along State Route 14 and Sierra Highway
beyond the city limit. In the southwest, it lies beyond Interstate 5 and Ed Davis Park in Townley
Canyon, This area is also shown in Figure 1. As is clear in the figure, this area encompasses not only
the community of Newhall, but also virtually all of Valencia and much of the sparsely developed area
in the center of Santa Clarita.
To provide a basis of comparison to information provided by other data sources, such as the census and the
State Department of Finance, data for the entire city of Santa Clarita were also obtained from CACI.
Potential Market Support for Downtown Newhall
Has Grown During the Past Decade
Population Growth
The population of the Santa Clarita area increased by more than 90 percent during the 1980s, from 79,015
residents at the beginning of the decade to 151,055 at the end. (These figures are based on census tract -
level data, which do not necessarily coincide with city boundaries. The population within city limits was
121,163 in 1990, comprising 80 percent of the planning area population.) For comparison, the population
of Los Angeles County increased by 19 percent between 1980 and 1990.
The General Plan notes several reason for the rapid growth of Santa Clarita, including
• Easy access to Los Angeles County employment centers that resulted from the devel-
opment of the regional freeway system during the 1960s and 1970s.
• Limited opportunities for development in communities closer to the employment centers,
and especially for development of larger subdivision consisting of single family homes.
• The availability of attractive land for development in the valley areas of Santa Clarita.
This land availability enabled residential developers to produce a large amount of
housing at prices that were affordable to many Los Angeles County households.
• "Explosive" job growth in the Antelope Valley, especially in Lancaster and Palmdale.
3
The combination of these factors created an opportunity for Santa Clarita to attract a large increase in
population by providing affordable, attractive housing within a reasonable commute time and distance from
the county's employment centers, including locations in downtown Los Angeles as well as the San Fer-
nando and Antelope Valleys.
The population of the area around downtown Newhall probably has not grown as much as the rest of the
city. The two census tracts that encompass Newhall (Tracts 9203.11 and 9203.12) grew by 67 percent
between 1980 and 1990, compared to 91 percent for the city as a whole.
Population and household data for the one -mile ring, the three-mile ring and the City of Santa Clarity in
1990 are shown in Table 1. The population of the one -mile ring, which was 11,476, may be compared to
the 1980 population of Newhall, reported by the U.S. Census at 12,029. Depending on the boundaries of
the Newhall community as defined by the census, therefore, it is possible that the population of the primary
market area for the downtown core actually fell by about five percent during the decade of the 1980s..
Table 1
Population and Households in the Newhall Market Area, 1990
Source: CACI.
The California Department of Finance estimates that by January 1, 1994, the population of the City of
Santa Clarity had grown to 128,800. This change of 18,158 residents represents a gain of over 16 percent
in just less than four years, equal to a compound annual growth rate of just less than four percent. For
comparison, the population of Los Angeles County, in which Santa Clarity is located, fell by an estimated
367,400 residents, equal to four percent (a compound average change of about one percent per year), dur-
ing the same period.
According to CACI, the population of Santa Clarita had grown to 121,061 by 1994. Their estimate of
citywide population is equal to 94 percent of the state's figure. No attempt is made here to explain the dif-
ference between the city population estimates from Department of Finance vs. CACI; instead, both are
reported for comparison to other geographic areas throughout the remainder of this report.
The 1994 population and household estimates for the three study areas — that is, the one -mile ring, the
three-mile ring and the city — are presented in Table 2. According to the table, about 10 percent of Santa
Clarita's current population lives within one mile of downtown Newhall, and over 40 percent lives within
three miles. The population within one mile is approximately the same as the population of the community
of Newhall enumerated in the 1980 U.S. Census, suggesting that this area has regained some of the popu-
lation that it may have lost between 1980 and 1990 but has not shared in the more significant growth of the
city as a whole. Since Newhall is the oldest area of Santa Clarita, this lack of growth should not be
surprising. The population within the three-mile ring — nearly four times as large as the population of the
4
Population
Households
Area
Number
Percent
Number
Percent
One -mile ring
11,476
10.4%
3,641
9.5%
Three-mile ring
47,527
43.0%
16,820
43.7%
City
110,642
100.0%
38,474
100.0%
Source: CACI.
The California Department of Finance estimates that by January 1, 1994, the population of the City of
Santa Clarity had grown to 128,800. This change of 18,158 residents represents a gain of over 16 percent
in just less than four years, equal to a compound annual growth rate of just less than four percent. For
comparison, the population of Los Angeles County, in which Santa Clarity is located, fell by an estimated
367,400 residents, equal to four percent (a compound average change of about one percent per year), dur-
ing the same period.
According to CACI, the population of Santa Clarita had grown to 121,061 by 1994. Their estimate of
citywide population is equal to 94 percent of the state's figure. No attempt is made here to explain the dif-
ference between the city population estimates from Department of Finance vs. CACI; instead, both are
reported for comparison to other geographic areas throughout the remainder of this report.
The 1994 population and household estimates for the three study areas — that is, the one -mile ring, the
three-mile ring and the city — are presented in Table 2. According to the table, about 10 percent of Santa
Clarita's current population lives within one mile of downtown Newhall, and over 40 percent lives within
three miles. The population within one mile is approximately the same as the population of the community
of Newhall enumerated in the 1980 U.S. Census, suggesting that this area has regained some of the popu-
lation that it may have lost between 1980 and 1990 but has not shared in the more significant growth of the
city as a whole. Since Newhall is the oldest area of Santa Clarita, this lack of growth should not be
surprising. The population within the three-mile ring — nearly four times as large as the population of the
4
one -mile ring — is nearly large enough to qualify as a central city of a metropolitan area, according to U.S.
Census standards (the requirement is a population of 50,000). These population figures indicate that there
is substantial potential market support for a variety of retail and service businesses in downtown Newhall.
A population of 50,000 residents within a three-mile radius is sufficient to pique the interest of many
national retailers, depending on the other characteristics of the community.
Table 2
Population and Households in the Newhall Market Area, 1994
Area
One -mile ring
Three-mile ring
City
Incomes
Population
Households
Number
Percent
Number
Percent
12,510
10.3%
3,963
9.4%
49,429
40,8%
17,480
41.5%
121,061
100.0%
42,118
100.0%
Source: CACI.
Information gleaned from the 1980 and 1990 U.S. Censuses suggests that the median household income in
the Santa Clarita area tripled during the 1980s. This increase, combined with the population growth during
the same period, suggests that the amount of money available in the city to spend on goods and services has
grown substantially.
Income data from the 1980 census for the four Santa Clarita communities (Newhall, Canyon Country,
Saugus and Valencia) indicate that the area's median household income averaged over $23,900 per year in
1979, as shown in Table 3. This figure is based on the median shown in Table 3 for each of the component
communities, weighted to reflect the relative number of households in each community.
Compared to Los Angeles County, every one of the subareas individually had a higher median income. All
together, the median household income for the Santa Clarita area was approximately 36 percent higher than
the countywide median. This difference suggests that Santa Clarita could support substantially more retail
activity per capita than many other areas of the county.
By 1990, the U.S Census reported that the previous year's median household income in the City of Santa
Clarita had increased to nearly $53,000. This income level is more than double the median household
income reported for 1979 (shown in Table 3). It must be remembered that there were several years of high
inflation during the early part of the intervening decade: during the 1980s, the consumer price index
increased by a total of 80 percent. Santa Clarita incomes appear to have grown by much more than infla-
tion. At least part of the reason for the city's rapid increase could be that a high proportion of the house-
holds that moved into the city (and accounted for nearly half of the total households by 1990) had higher
incomes than the previous residents. This characteristic would not be unusual in an area, such as Santa
Clarita, that attracts a large number of new households to an older community. Estimates of median
income in 1989 (as reported in the 1990 census) and 1994 are reported in Table 4.
Table 3
Incomes in the Santa Clarita Communities, 1979
Median
Community
Income
Newhall
$21,485
Canyon Country
24,970
Saugus -Bouquet Canyon
27,583
Valencia
20,911
Total
$23,932
Los Angeles County
$17,551
Santa Clarity as a Pct.
of Los Angeles County
136%
Source: U.S. Census of Population, Characteristics of the
Population, General Social and Economic Character-
istics, California, 1980, Table 57.
Table 4
Incomes in the Newhall Market Area, 1989 and 1994
Area 1989 1994
One -mile ring $43,702 $53,559
Three-mile ring 55,726 63,518
City $52,970 60,471
Los Angeles County $34,965 n.a.
Santa Clarita as Pct.
of Los Angeles County 151% n.a.
n.a.: not available
Source: 1990 U.S. Census of Population and Housing, Sum-
mary Social, Economic, and Housing Characteris-
tics, California (Table 10); CACI.
For comparison, the median household income in Los Angeles County approximately doubled during the
decade. Its growth, therefore, was slightly greater than was needed to keep up with inflation, but signifi-
cantly less than the change experienced in the City of Santa Clarita.
The substantial income growth experienced in Santa Clarita, combined with population growth, yielded a
significant increase in the real purchasing power of the community and, therefore, in its ability to support
retail and service businesses.
0
Retail Sales in Downtown Newhall Have Declined
Even Though Potential Market Demand Has Increased
To evaluate retail sales trends in downtown Newhall requires an examination of retail activity not only in
Newhall, but also in Santa Clarita and the entire County of Los Angeles. Only by establishing a frame of
reference, such as the city and the county, is it possible to understand whether the direction and/or magni-
tude of change in the local area is meaningful. If sales volume in Newhall fell — which it did — did coun-
tywide or citywide sales also fall, or did they grow? If they fell, were their declines greater or less than the
decline in Newhall?
The following paragraphs examine retail sales trends in Newhall compared to those of Santa Clarita and
Los Angeles County, in an attempt to illuminate not only the trends but the roles that downtown Newhall
plays and the retail strengths and weaknesses of downtown Newhall. This examination is based on infor-
mation about taxable retail sales. Data for the city and the county are from reports published by the State
of California Board of Equalization, while data for downtown Newhall are from records provided by the
city's sales tax consultant, MRC. (Data from MRC are also used for the City of Santa Clarita where com-
parisons are made to downtown Newhall. This practice reduces the potential for analytical error that
would result from using different data sources.)
Information about retail sales in Santa Clarita and Newhall is available for the years beginning in 1988,
when Santa Clarita became a city. This report relies on information beginning in 1989, in order to avoid
any potential data problems that might relate to the incorporation year. The last year for which figures are
shown is 1993, which is the last full year for which information is available. During that period, the econ-
omy experienced a significant recession (from about 1990 through 1992 or later). The recession created a
period of analysis that may not be typical; at the same time, the same condition affected all three of the
areas of analysis (Newhall, Santa Clarita and Los Angeles County), so the data provide an accurate look at
how Newhall businesses performed in comparison to the other two areas.
Santa Clarita Sales Grew, but
Newhall Sales Declined Slightly
According to the State Board of Equalization, retail sales in Santa Clarita increased by about 18 percent
between 1989 and 1993, from nearly $871 million to over $1 billion. During the same period, retail sales
in Los Angeles County decreased by about six percent. According to MRC, citywide sales increased by
nearly four percent during this period, while sales in Newhall dropped by more than one-third. It is an
understatement, therefore, to say that Newhall did not share in the retail growth experienced by the rest of
the city during this five-year period. Sales volumes in 1989 and 1993 are reported in Table 5.
The retail sales volumes shown in Table 5 are expressed in "nominal dollars," which are not adjusted to
account for inflation. When inflation occurs, prices go up' and it takes more dollars to purchase the same
amount of merchandise. Therefore, "real" sales growth (that is, adjusted for inflation) is likely to be
smaller than nominal sales growth; "real" sales declines are likely to be greater than nominal sales declines.
Table 6 shows the change in retail sales in Santa Clarita, Los Angeles County and Newhall during the same
years in "constant" dollars (adjusted for inflation). This table shows that inflation ate up most of the sales
growth in Santa Clarita: the state data show only a three percent increase in citywide sales, while the MRC
data show a 9.5 percent decrease. For comparison, countywide sales dropped by more than 18 percent
during the six-year period, while sales in downtown Newhall dropped by over 42 percent.
Table 5
Total Taxable Retail Sales ($000s)
in Newhall, Santa Clarita and Los Angeles County
1989 and 1993 (Nominal Dollars)
1989
Data from State of California
Santa Clarita $870,950
Los Angeles County 77,706,166
Data from MRC
Average Annual
1993 Pet. Change Pct. Chanee
$1,028,077 18.0% 4.2%
73,000,967 -6.1% -1.5%
Santa Clarita 1,003,787 1,042,807 3.9% 1.0%
Downtown Newhall 32,652 21,564 -34.0% -9.9%
Source: State Board of Equalization, Taxable Sales in California (Sales & Use Tax), annual reports for 1988
through 1993; MRC.
Table 6
Total Taxable Retail Sales ($000s)
in Newhall, Santa Clarita and Los Angeles County
1989 and 1993 (Constant 1993 Dollars)
Average Annual
1989 1993 Pct. Change Pct. Change
Data from State of California
Santa Clarita $999,801 $1,028,077 2.8% 0.7%
Los Angeles County 89,202,252 73,000,967 -18.2% -4.9%
Data from MRC
Santa Clarita 1,152,290 1,042,807 -9.5% -2.5%
Downtown Newhall 37,482 21,564 42.5% -12.9%
Source: Table 5; Mundic & Associates.
To conclude the analysis of overall trends, it is important to examine changes in retail spending per capita.
If population grew by more than total spending, then an area's sales performance declined; if it grew by
less than total spending, then residents increased their local purchases of goods and services, or the area
captured more sales from visitors and other non-residents.
Table 7 compares sales per capita, in constant 1993 dollars, in Newhall, Santa Clarita and Los Angeles County.
It shows that sales per capita in Santa Clarita decreased between 1989 and 1993: the state data indicate a drop of
nearly nine percent per capita, while MRC data suggest a decrease of about 17 percent per capita. In contrast,
countywide sales per capita fell by more than 22 percent (more than 2.5 times as much as Santa Clarita, based on
a comparison of state data) and Newhall sales per capita (using the population of the one -mile ring) fell by nearly
one-half (about 2.7 times as much as the city, based on MRC data).
Table 7
Taxable Retail Sales Per Capita
in Newhall, Santa Clarita and Los Angeles County
1989 and 1993 (Constant 1993 Dollars)
Percent
Source: Table 6; State Department of Finance, Population Estimates for California Cities and Counties
(population of Santa Clarita and Los Angeles County for use with State sales data); CACI (population
of Santa Clarita and one -mile ring for use with MRC sales data).
Table 7 also offers other interesting perspectives on retail sales Vends in Santa Clarita and Newhall. Dur-
ing the period between 1989 and 1993, Santa Clarita increased its sales per capita from about 88 percent of
the countywide level to 104 percent. This change indicates that in 1989 sales were "leaking" out of the
local area, probably to places in the San Fernando Valley such as Burbank, Glendale and Sherman Oaks.
By 1993, with a substantially larger population than in 1988, Santa Clarita had managed to stop the leak-
age and recapture all of those purchases (or equivalent purchases) that had formerly been made elsewhere.
In fact, sales exceeding 100 percent of the countywide average indicate that Santa Clarita was attracting
more purchases from outside the city than it was losing to retail outlets beyond the city limits. The opening
of Valencia Town Center in 1992 no doubt helped achieve this change; other major stores, such as the Price
Club/Costco and Home Depot also contributed to Santa Clarita's drawing power.
Downtown Newhall did not share in this citywide growth. Sales per capita in Newhall declined from 32.4
percent of countywide sales per capita in 1989 to 22.1 percent in 193, and from 31.3 percent of citywide
sales in 1993 to 20 percent in 1993. These changes indicate that the growth in Santa Clarta's retail base
occurred substantially or entirely outside Newhall, and that the older Newhall commercial center could not
compete effectively with the newer stores that opened between 1989 and 1993.
Some Types of Downtown Newhall Retail Businesses
Continue to Attract Market Support
Despite its inability to maintain overall or per capita sales volumes during the six years examined in this
report, downtown Newhall did manage to maintain a steady market share for some types of retail goods and
services. Table 8 shows that downtown Newhall sales in constant dollars increased in second hand stores,
V]
1989
1993
Chante
Data from State of California
Santa Clarita
$9,077
$8,298
-8.6%
Los Angeles County
10,309
7,971
-22.7%
Santa Clarity as Pct. of County
88.0%
104.1%
Data from MRC
Santa Clarita
$10,652
$8,810
-17.3%
Downtown Newhall
3,338
1,761
47.2%
Newhall as Pct. of City
31.3%
20,0%
Newhall as Pct. of County
32.4%
22.1%
Source: Table 6; State Department of Finance, Population Estimates for California Cities and Counties
(population of Santa Clarita and Los Angeles County for use with State sales data); CACI (population
of Santa Clarita and one -mile ring for use with MRC sales data).
Table 7 also offers other interesting perspectives on retail sales Vends in Santa Clarita and Newhall. Dur-
ing the period between 1989 and 1993, Santa Clarita increased its sales per capita from about 88 percent of
the countywide level to 104 percent. This change indicates that in 1989 sales were "leaking" out of the
local area, probably to places in the San Fernando Valley such as Burbank, Glendale and Sherman Oaks.
By 1993, with a substantially larger population than in 1988, Santa Clarita had managed to stop the leak-
age and recapture all of those purchases (or equivalent purchases) that had formerly been made elsewhere.
In fact, sales exceeding 100 percent of the countywide average indicate that Santa Clarita was attracting
more purchases from outside the city than it was losing to retail outlets beyond the city limits. The opening
of Valencia Town Center in 1992 no doubt helped achieve this change; other major stores, such as the Price
Club/Costco and Home Depot also contributed to Santa Clarita's drawing power.
Downtown Newhall did not share in this citywide growth. Sales per capita in Newhall declined from 32.4
percent of countywide sales per capita in 1989 to 22.1 percent in 193, and from 31.3 percent of citywide
sales in 1993 to 20 percent in 1993. These changes indicate that the growth in Santa Clarta's retail base
occurred substantially or entirely outside Newhall, and that the older Newhall commercial center could not
compete effectively with the newer stores that opened between 1989 and 1993.
Some Types of Downtown Newhall Retail Businesses
Continue to Attract Market Support
Despite its inability to maintain overall or per capita sales volumes during the six years examined in this
report, downtown Newhall did manage to maintain a steady market share for some types of retail goods and
services. Table 8 shows that downtown Newhall sales in constant dollars increased in second hand stores,
V]
personal services and business services. These types of stores, however, comprised only a small share of
total area sales: only second hand stores accounted for more than one percent of downtown sales in 1989.
Tyne of Store
Apparel
General Merchandise
Drug Stores
Food Stores
Packaged Liquor
Eating and Drinking
Home Fum./Appliances
Bldg. Matt./Farm Impl.
Auto Dlrs./Auto Supplies
New Cars
Auto Supplies
Used Cars
Total Auto Dlrs./Supplies
Service Stations
Other Retail Stores
Specialty Stores
Second Hand Stores
Other
Total Other Retail
Total Retail Stores
Other Outlets
Auto Repair
Rental/Other Repair
Personal Services
Business Services
Other
Total Other Outlets
Total
Table 8
Taxable Retail Sales ($000s)
Newhall, by Type of Store
1989 and 1993 (Constant 1993 Dollars)
1989
1993
Pct. of
Pct. of
Percent
Dollars
Total
Dollars
Total
Chanee
$6,837
2.6%
$3,492
1.6%
48.9%
23,420
8.8%
9,204
4.3%
-60.7%
0
0.0%
0
0.0%
0.0%
24,171
9.0%
15,652
7.3%
-35.2%
n.a.
n.a.
n.a,
n.a.
n.a.
20,619
7.7%
20,069
9.3%
-2.7%
22,166
8.3%
579
0.3%
-97.4%
99,287
37.1%
35,529
16.5%
-64.2%
0
0.0%
0
0.0%
0.0%
13,863
5.2%
11,664
5,4%
-15.9%
28,342
10.6%
1,685
0.8%
-94.1%
42,204
15.8%
13,349
6.2%
-68.4%
31,110
11.6%
29,366
13.6%
-5.6%
34,112
12.7%
19,694
9.1%
-42.3%
4,478
1.7%
6,470
3.0%
44.5%
26,260
9.8%
24,801
11.5%
-5.6%
64,851
24.2%
50,965
23.6%
-21.4%
$334,666
125.1%
$178,205
82.6%
46.8%
$23,449
8.8%
$13,683
6.3%
41.6%
2,048
0.8%
1,583
0.7%
-22.7%
60
0.0%
487
0.2%
717.8%
391
0.1%
11,543
5.4%
2849.8%
6,636
2.5%
10,135
4.7%
52.7%
$32,584
12.2%
$37,431
17.4%
14.9%
$267,596 137.2% $215,636
Source: MRC.
10
100.0% -19.4%
Although some of the sectors that grew are small in relation to total Newhall sales, it is nevertheless signifi-
cant that they grew at all while total sales were declining and the newer retail opportunities were occurring
in other parts of Santa Clarita.
At the same time, sales declined in some of the area's most important retail sectors. Sales of home furnish-
ings/appliances declined by more than 97 percent, decreasing from more than eight percent of total sales to
less than one percent. Sales of used cars fell by nearly 95 percent, building materials by 64 percent, gen-
eral merchandise by 61 percent, apparel by 49 percent, and specialty stores and auto repairs by 42 percent.
By 1993, the most important retail sectors in downtown Newhall were building materials, with 16.5 percent
of total sales; service stations, with 13.6 percent; `other retail," which includes specialty stores and second-
hand stores, with 23.6 percent, and "other outlets" (that is, other than retail stores; examples include auto
repair, business services and professional services), with 17.4 percent.
The changes that occurred in downtown Newhall between 1989 and 1993 maybe placed in perspective by
comparing them to changes in the City of Santa Clarita during the same period. Table 9 shows the share of
citywide sales in each retail sector captured by Newhall in 1988 and 1993. Where the percentage
increased, Newhall did relatively better than the city as a whole; where it decreased, Newhall lost sales to
other areas of Santa Clarita or did not gain as much sales volume as other areas of the city.
Table 9 indicates that Newhall's share of citywide sales increased slightly in eating and drinking establish-
ments and auto supply stores, and by greater amounts in "other retail" stores, personal services, and busi-
ness services. The area experienced sharp declines, however, in apparel stores, general merchandise stores,
building materials, home fumishings/appliances, used cars, auto repair, specialty stores (a component of
"other retail'), food stores and packaged liquor. This pattern of changes indicates that downtown Newhall
was becoming more and more a neighborhood -serving commercial area, offering primarily convenience
goods (see discussion below) with some remaining auto repair activity, and less a community- or regional -
serving commercial area, which would draw comparison shoppers from greater distances.
Newhall Captures Regional Purchases of Some Types of Goods,
But Some Purchases that are Typically Made Locally "Leak" Away
Market analysts typically categorize retail goods into two groups: convenience goods and comparison
goods. Convenience goods include groceries, drug store items and other things that people buy frequently,
are relatively standard in style and price, and which, individually, are not so high priced that consumers
shop around to get the best deal. Comparison goods, in contrast, are items for which people do some com-
parison shopping before making a purchase. They are usually goods that are relatively higher priced, and
for which style and other non -price factors may contribute to the decisionmaking process. Examples
include clothing, furniture, home electronics and cars.
11
Table 9
Taxable Retail Sales ($000s) in Newhall
as a Percent of Sales in Santa Clarita,
by Type of Store
1989 and 1993 (Constant 1993 Dollars)
Type of Store
1989
1993
Apparel
2.0%
0.8%
General Merchandise
2.3%
0.6%
Drug Stores
0.0%
0.0%
Food Stores
2.5%
2.0%
Packaged Liquor
n.a.
n.a.
Eating and Drinking
2.2%
2.3%
Home Furn./Appliances
6.0%
0.3%
Bldg. Mad./Farm Impl,
17.9%
11.2%
Auto Dlrs./Auto Supplies
New Cars
0.0%
0.0%
Auto Supplies
6.7%
7.8%
Used Cars
10.4%
3.7%
Total Auto Dirs./Supplies
1.3%
0.5%
Service Stations
4.0%
3.6%
Other Retail Stores
Specialty Stores
4.6%
2.5%
Second Hand Stores
41.1%
36.6%
Other
7.8%
11.3%
Total Other Retail
6.0%
5.0%
Total Retail Stores
3.5%
2.0%
Other Outlets
Auto Repair
12.8%
8.5%
RentaUOther Repair
1.6%
1.5%
Personal Services
0.1%
0.9%
Business Services
0.3%
8.2%
Other
0.5%
1.0%
Total Other Outlets
1.7%
2.6%
Total
2.3%
2.1%
Source: MRC.
Downtown Newhall provides both convenience and comparison goods. The food stores and some of the
restaurants, as well as the bookstore and some of the business services (e.g., photocopiers) probably serve a
primarily local market and would be classified as selling convenience goods. Apparel stores, jewelry
stores, used car dealers, sporting goods stores and auto repairs would be classified as selling comparison
goods, and are more likely to serve a regional clientele.
12
Downtown Newhall also has some anomalies. For example, it has no drug store, which is a prime example
of a convenience store that is needed in every neighborhood. The hardware store, which is typically another
convenience outlet, has such an extensive inventory that it serves not only the local, convenience market but
also a regional clientele seeking hard -to -find items.
The data presented in Table 9 indicate which sectors are most likely to be capturing sales from beyond the
one -mile ring around the intersection of San Fernando and Lyons. In general, any sector that is capturing
more than about 10 percent of citywide sales is likely to include sales to people who live beyond the
Newhall area, because the population of the Newhall area comprises about 10 percent of citywide popula-
tion. Table 10, which summarizes the relevant figures from Table 9, indicates that Newhall does a regional
business in building materials and second hand merchandise, and used to attract a regional clientele for its
auto repair businesses but does not any more.
Table 10
Retail Sectors in Newhall That
Serve a Larger Market Area
Type of Store
1989
1993
Bldg. Matt./Farm Impl.
17.9%
11.2%
Second Hand Stores
41.1%
36.6%
Auto Repair
12.8%
8.5%
Source; Table 9
Newhall Retail Establishments Have Lower Sales per Store
Than Establishments in the Rest of the City
Newhall businesses tend to achieve lower average sales per outlet than do stores in the rest of Santa
Clarita, as shown in Table 11. For retail stores, the average for all types of stores declined from 39 percent
of the citywide average in 1988 to 27 percent in 1993. Some types of stores in Newhall — notably food,
building materials and "other retail" — gained in relation to the citywide average, but their gains were
overshadowed by declines in general merchandise, eating and drinking establishments (restaurants), home
furnishings and appliances, and automobiles/auto supplies.
In contrast, average sales per outlet in other outlets, such as repair businesses, personal services and busi-
ness services, improved in relation to outlets in the rest of the city. Detail is not available by type of busi-
ness for establishments outside of Newhall, so no detailed discussion of the types that are doing better and
the types that are doing worse may be offered here.
The comparison of sales per outlet suggests that, for the most part, stores in Newhall are smaller -scale
operations than those in the rest of the city. For example, even though the performance of Newhall's
apparel stores improved slightly compared to apparel stores elsewhere in the city, they achieved only 17
percent of the sales volume of the stores located elsewhere by 1993. Similarly, general merchandise stores
achieved only six percent of citywide average sales per outlet. The best -performing businesses sold build-
ing materials; they were the only sector to post higher sales per outlet than similar stores in the rest of
13
Santa Clarita in 1993. The home furnishings/appliances group had the steepest decline, from greater -than -
citywide -average sales per outlet to only 14 percent of the citywide total.
Table 11
Sales per Establishment:
Newhall as a Percent of Santa Clarita
by Type of Store
1989 and 1993
Newhall as Pct. of
Source: MRC.
The figures in Table 11 further suggest that Newhall used to serve as a regional destination for certain
types of comparison goods, such as home furnishings and appliances, but that it has lost its pull either
because newer, more attractive stores have opened elsewhere or customers are not interested, for whatever
reason, in coming to Newhall.
Downtown Newhall Today: An Amalgamation
To sununarize the discussion presented in this chapter, it is useful to consider what kind of a commercial
place downtown Newhall is today. As has been suggested, it does not fit neatly into any of the categories
that are usually used to describe commercial areas. It is not exactly a neighborhood shopping center, even
though it has some of the uses (such as grocery stores) that are typically found in such a center, because it
does not offer all of the convenience goods that a neighborhood center would be expected to have, and does
have some stores that attract people from beyond the local area. It is not exactly a community shopping
center, because it has only a few outlets that offer comparison goods, and does not attract people to shop
14
Santa Clarita
1989
1993
Apparel
16%
17%
General Merchandise
14%
6%
Drug Stores
n.a.
n.a.
Food Stores
13%
17%
Packaged Liquor
n.a.
n.a.
Eating and Drinking
39%
32%
Home Fum./Appliances
130%
14%
Bldg. Mad./Farm Impl.
82%
114%
Auto Dlrs./Auto Supplies
8%
3%
Service Stations
51%
43%
Other Retail Stores
43%
70%
Total Retail Stores
31%
27%
Other Outlets
91%
173%
Total
76%
74%
Source: MRC.
The figures in Table 11 further suggest that Newhall used to serve as a regional destination for certain
types of comparison goods, such as home furnishings and appliances, but that it has lost its pull either
because newer, more attractive stores have opened elsewhere or customers are not interested, for whatever
reason, in coming to Newhall.
Downtown Newhall Today: An Amalgamation
To sununarize the discussion presented in this chapter, it is useful to consider what kind of a commercial
place downtown Newhall is today. As has been suggested, it does not fit neatly into any of the categories
that are usually used to describe commercial areas. It is not exactly a neighborhood shopping center, even
though it has some of the uses (such as grocery stores) that are typically found in such a center, because it
does not offer all of the convenience goods that a neighborhood center would be expected to have, and does
have some stores that attract people from beyond the local area. It is not exactly a community shopping
center, because it has only a few outlets that offer comparison goods, and does not attract people to shop
14
and compare. It is not exactly a specialty shopping center: although it has a number of specialty stores,
the majority of establishments are convenience outlets and auto -related uses. Finally, it is not a "central
place," which is what downtowns are generally thought to be: it has no visual or functional focus, and has
no clear image or identity.
In marketing terms, it is probably most accurate to think of downtown Newhall today as a collection of
retail uses that serve a variety of customers: the immediate neighborhood (the one -mile ring), a larger
community (the three-mile ring) and the occasional customer from a larger area who comes to Newhall
specifically for auto repair or other auto -related services..
All of these uses are jumbled together as a result of the way Newhall evolved as a community and Santa
Clarita evolved as a city. As Santa Clarita's oldest community, Newhall was the most developed when
significant population growth came to the area in the 1970s and 1980s, and therefore was the most locked
in to the old development patterns. The neighborhood -serving uses have evolved over to address the
needs of the immediate vicinity, as newer stores have occupied the newer shopping centers along Lyons
Avenue. Community -serving uses have either retained their historic locations along San FernandoRoad,
perhaps expanding their clienteles from strictly neighborhood customers (such as the hardware store and
some of the restaurants), or have opportunistically moved into Lyons Avenue locations that were available
at the time they were seeking a store front. Auto -related uses that grew up along San Fernando Road when
it emerged as a major commute route were located there to take advantage of the through traffic, and
remained both to serve the ever-increasing traffic and because alternate locations were limited by environ-
mental permitting requirements and other regulations.
Although downtown Newhall has not been able to compete head-on with emerging newer retail areas in
what may be seen as an ongoing contest for new retail outlets and more sales, it has done a remarkably
good job of surviving as a viable retail location over time. It is true that sales have declined, but it is also
true that there are few vacant store fronts. It is true that the area has not supported much reinvestment in
the existing older buildings along San Fernando Road, but it is also true that there has been some new
investment along Lyons Avenue.. The number of outlets with taxable retail sales has increased since 1988,
indicating that the area is perceived by at least some segments of the market as an acceptable place in
which to do business, even while the average sales volume per outlet (and the total sales volume in the area)
has decreased, suggesting an evolution toward businesses that can survive on relatively lower profit mar-
gins and that might require lower-cost operating environments relative to the newer areas.
To attain its present condition, therefore, downtown Newhall has taken good advantage of the market
opportunities that were available to it through the years. Although retail sales tax records are not available
for years prior to 1988, it seems clear that as market support for some uses dwindled, other uses stepped in
to replace them. These newer uses may serve different purposes from the earlier ones — even since 1988,
for example, the number of eating and drinking places, used car dealers, auto repair establishments and
business service firms has increased, while the number of building materials outlets has decreased — and a
different clientele (the residents of the neighborhoods immediately cast and west of San Fernando Road).
Together, these new uses have kept downtown Newhall functioning as viable retail environment that has
few vacancies. As a result, downtown Newhall has successfully avoided becoming a ghost town of empty
buildings. The challenge today is to infuse new life not only into the businesses that occupy the commercial
core, but also into the streets and public places that surround them, to create a vital and attractive center of
the Newhall community.
15
Chapter 2
Economic and Market Roles
of Smaller City Downtowns
The information presented in Chapter l suggests that downtown Newhall is a functioning, if not growing,
economic part of Santa Clarita. With declining sales ever since Santa Clarita became a city (and possibly
before that), however, it will be difficult for the area to revitalize itself. It is therefore caught in a down-
ward spiral: declining sales leave businesses unable to reinvest in their operations or in the area, which
makes the area less attractive to potential customers, which leads to further declines in sales.
The situation of downtown Newhall is not unique: many smaller cities, or distinct communities within
larger cities, find that their commercial cores cannot maintain vitality — or even, in some cases, viability
— in the face of new and competing retail development in other locations, closer to the population growth
that is occurring in new areas, far from the existing stores. Recognizing that this pattern has occurred in
many places, it is useful to take a figurative step back to consider the potential roles that smaller city down-
towns in general and downtown Newhall in particular can play in the future. This look will provide a basis
for identifying the existing obstacles to as well as the opportunities that may present themselves for future
retail revitalization of downtown Newhall.
The Roles of Downtown Areas
Economic Roles
Downtowns of smaller cities fill a variety of economic roles. Perhaps primarily, they are convenience
shopping centers in a different spatial and architectural format from the typical neighborhood shopping
center. In this role, they typically include food, drug and hardware stores, office supplies, and services
such as banking, film developing, beauty parlors and photocopying.
Secondly, smaller city downtowns provide opportunities for "recreational shopping' that is, discretionary
shopping that is focused on comparison goods of all types and values. Recreational shoppers browse, with
various degrees of purpose, and often make at least one purchase during their downtown visit. They may
also eat in a restaurant while they are downtown, or stop for a cup of coffee with friends. They are
attracted by the interesting atmosphere, the eclectic mix of uses and visual elements, and the visual and
merchandising variety of many small stores. Recreational shoppers may return to an area as often as sev-
eral times a week, if it has a sufficient number and variety of stores to attract them.
A third significant group of downtown visitors is people who eat and drink out. People who work down-
town and people who shop there are likely lunchtime restaurant patrons. These people as well as other
local residents may eat dinner downtown. People who live outside the local area but within reasonable
driving distance may also patronize restaurants they know and like for lunch or dinner.
There are several other groups of downtown users that are not large as the first three but who neverthe-
less may be expected to patronize a friendly and attractive downtown. One of these groups is people who
visit downtown for specific events, which may or may not be related to holidays. Another is incidental visi-
tors, who come to the general vicinity for some activity unrelated to downtown and then stop in town for
16
convenience goods, -recreational shopping or dining. People visiting one of the local colleges, or visiting
students at one of the colleges, as well as museum visitors may fall into this category. A final group is
people who come to the area with no intention of shopping or dining out, but who want to see the town and
its people. These people may be attracted to the Western Walk of Fame or other historical sites, or they
may be visiting friends, or they may have come for no reason at all except that they have heard of Newhall
and want to see what it's like.
Other Roles
In addition to their economic roles, smaller city downtowns serve a variety of other functions. They can
provide a focus for community identity. The special character of small downtowns is the primary reason
people visit them in preference to shopping centers or larger cities. For recreational shoppers, atmosphere
is much of the attraction to the downtown area: they are looking for a pleasurable experience, a small
escape from the everyday routine.
Further, downtowns are often the traditional centers of their communities. They evoke strong, positive
images of the community and its distinct identity. If these images can be preserved (or recaptured) and
enhanced, they can help attract people to the downtown area. The identity created by downtown may be
conveyed in a critical mass of distinctively designed and arranged commercial and public buildings, but
may also be communicated by a particular public place or landmark.
The Roles of Downtown Newhall
Downtown Newhall serves some of the economic functions but few of the other roles described above. The
commercial core lacks some types of stores (e.g., a drug store) that are frequently the mainstays of more
conventional community shopping centers, however, while including a large number of others that are not
characteristic of convenience centers (e.g., auto repairs).
Newhall is not good at attracting recreational shoppers or occasional visitors, because it does not offer
enough of the types of stores within a concentrated, walkable area that would attract browsers or people
whose primary purpose is to spend an enjoyable hour or two with friends. Most non -retail attractions in
the area are dispersed, requiring an automobile trip from one to the next, so the downtown core is unlikely
to benefit from the tourist trade.
In Newhall, people who live and work nearby patronize the area's restaurants, which have grown in num-
ber from 6 in 1988 to 16 in 1993. In addition, people who have visited the William S. Hart Museum dur-
ing the day, or who attend concerts there at night, are potential restaurant customers as well. Because there
is little activity in the downtown area at night, however, there are few restaurants that serve dimer to an
other -than -casual clientele. Even with few complementary uses, however, the area's coffee house (which
also offers jazz performances) has had good success at attracting younger adults, including a college -aged
crowd, in the evenings. This use could be a catalyst for other evening activities in the area.
In the non -economic reahn, downtown Newhall is the traditional center of the community but today offers
little in the way of community identity. While it has entry signs on San Fernando Road that attempt to
establish its identity as a distinct place, those signs are easily missed. While it has both a library and a post
office, neither of those uses is on the main traffic routes, and so their contributions to community identity
are not as great as they could be in a more visible location. It has no unified architecture or design theme
17
that could distinguish it from other places. Lacking a separate identity, therefore, it does not capture its
potential to play the other types of roles described above.
Characteristics of Successful
Smaller City Downtowns
Downtowns Serve a Broad Range of Needs
In General. In their role as a convenience shopping destination, smaller city downtowns must compete
every day with more conventional suburban neighborhood shopping centers. In this competition, they will
increase their chances of success by serving as broad a range of needs as possible. Other things being
equal, shoppers will tend to combine convenience shopping trips whenever possible.. If they can satisfy
several shopping or errand needs in one location, they will visit that location in preference to one in which
they can meet only one objective. A variety of convenience goods is advantageous, because people shop
more frequently for them than for comparison goods, and consequently are likely to come downtown more
often.
The range of needs served by conventional shopping centers varies with the size of the center, but is gen-
erally limited to commercial functions. For example, a typical center may provide convenience shopping
and some comparison shopping opportunities, places to eat out, chances for socializing upon meeting
friends at the center, and occasional special events that are conceived as promotions for the center.
Table 12 compares the variety of uses currently offered in downtown Newhall to the uses in three success-
ful downtowns of smaller California cities, and to downtown community and neighborhood shopping cen-
ters surveyed by the Urban Land Institute. As the information in Table 12 indicates, smaller city down-
towns can offer all of the activities that shopping centers offer. While it is risky to draw generalized com-
parisons from the table because of the different units of measurement (number of outlets for the down-
towns, gross leasable area for the shopping centers), it appears that shopping centers may have a larger
emphasis on food (grocery stores and prepared foods). With that exception, the three smaller city down-
towns appear to bear strong resemblance, in terms of their mix of uses, to the characteristics of a neighbor-
hood shopping center.
Because they are not solely for-profit operations under single management, smaller city downtowns can
also provide some non-commercial uses that serve the needs of the community's residents. These needs
may have to do with community identity, recreation, the provision of non -retail goods and services, or other
aspects of community life. Such uses may include: -
• Public and government uses, such as City Hall, the post office and the library.
Community uses, such as meeting halls and community museums or "history rooms"
showing artifacts of local interest.
• Recreational uses, including plazas with benches and tables or parks with play equipment.
18
Table 12
Sample Mix of Uses in Smaller City Downtowns
Note: Detail and totals may not agree because of independent rounding.
unk.: unknown
In shopping centers, other services includes recreation/community space as well as uses that occupy offices
(other than banks and S&Ls).
■' Not tabulated; some of these uses could be included in other services.
Sources:. Downtown data from Mundie & Associates; shopping center data from Urban Land Institute, Dollars
and Cents of Downtown Shopping Centers: 1993.
• Landmarks and public works of art.
• Historic buildings.
• Theaters.
• Public festivals and ceremonial events that celebrate holidays (such as July 4) or com-
memorate the history of the city and its people.
A second reason for having a broad array of uses is that a greater variety increases the probability that the
visitor will include an unplanned errand or activity in the shopping trip. Acquaintances who meet by
chance may seek a place for coffee or lunch; a shopper passing by a book store or stationer may remember
19
Percent of Outlets
Percent of Leasable Area
Mill
Neighborhood
Community
Newhall
Danville
Valley
Saratoga
Centers
Centers
Hardware, Building Materials
3
3
4
2
3
3
Grocery Stores
i
5
1
3
1
}'34
13
Prepared Foods
f
1
5
5
Drug Stores
0
0
1
1
6
6
Eating/Drinking
8
19
14
19
14
9
Bars
3
1
0
1
0
0
Apparel
4
12
15
4
6
10
General Merchandise
2
0
1
0
2
22
Convenience Specialty
8
10
11
11
4
11
Comparison Specialty
16
15
15
24
4
3
Automotive
7
0
1
3
2
1
Other Retail
3
unk.
unk.
unk.
3
4
Banks, S&Ls
unk.
3
4
4
3
2
Subtotal
59
64
76
75
82
84
Personal Services
3
21
13
13
12
4
Business Services
7
9
3
6
••
••
Repair Services
18
1
5
2
••
••
Transportation Services
5
1
3
••
••
Other Services*
13
1
1
1
6
13
Subtotal
41
36
24
25
18
17
Total
100
100
100
100
100
100
Note: Detail and totals may not agree because of independent rounding.
unk.: unknown
In shopping centers, other services includes recreation/community space as well as uses that occupy offices
(other than banks and S&Ls).
■' Not tabulated; some of these uses could be included in other services.
Sources:. Downtown data from Mundie & Associates; shopping center data from Urban Land Institute, Dollars
and Cents of Downtown Shopping Centers: 1993.
• Landmarks and public works of art.
• Historic buildings.
• Theaters.
• Public festivals and ceremonial events that celebrate holidays (such as July 4) or com-
memorate the history of the city and its people.
A second reason for having a broad array of uses is that a greater variety increases the probability that the
visitor will include an unplanned errand or activity in the shopping trip. Acquaintances who meet by
chance may seek a place for coffee or lunch; a shopper passing by a book store or stationer may remember
19
an intended purchase and stop to buy. The more opportunities there are, the more chances there are that
people will patronize downtown.
In Newhall. As was noted earlier, Newhall provides some variety of retail goods and services, but lacks
some traditional mainstays such as a drug store and has other non -typical uses, such as auto repair shops.
According to Table 12, Newhall has a lower proportion of eating/drinking establishments than the other
three cities shown, but higher proportions of automotive uses and repair shops.
Newhall does have some non-commercial uses that broaden its function. The post office is located on 8th
Street between San Fernando and Walnut, and the library is located at the comer of 9th and Walnut. While
Santa Clarita City Hall is some miles away, in Valencia, the new community center on San Fernando Road
could serve some civic functions in addition to those it currently provides. William S. Had Park, located at
the southern end of downtown Newhall, is too remote from the commercial core to make a contribution to
the activity of the area.
Downtown Newhall has only modest landmarks — the entry signs on San Fernando Road that welcome
visitors to the Western Walk of Fame — but no larger or more eye-catching features contribute to its
identity.
According to the Santa Clarita General Plan, as many as 14 historic buildings are located in and around
the downtown area. They include:
Single family homes at 22521 13th Street, 24148 Pine Street, 24427 Chestnut Street,
22616 Ninth Street and 24287 Newhall Avenue.
Commercial buildings at 24522 Spruce Street (the old jail), 24311-24313 San Fernando
Road, 22502-22510 Fifth Street (Newhall Ice Company), 22506 Sixth Street, 24238
San Fernando Road (the second jail), 24307 Railroad Avenue ("Ye Old Courthouse')
and 24247-24251 San Fernando Road (Tom Mix Cottages).
A church at 24244 Walnut Street.
As is noted elsewhere in this report, however, these structures are not well documented in city guide mate-
rials, and so are unlikely to attract either residents or visitors to the downtown area at the present time.
Heritage Junction Historical Park, with seven additional historical structures, is located at the south end of
downtown.
Downtowns Have a Critical Mass of Uses
In General. Related to the requirement that downtown serve a broad range of needs is the requirement that
it offer a critical mass of activities. The people who visit one use increase the immediate market population
for other, neighboring uses. For this reason, it is important to locate as many activities as possible in the
downtown area, and that these uses be adjacent (or at least close to each other, within easy sight and walk-
ing distance) to promote cross -visitation. If downtown activity achieves a certain concentration and mass,
it catches on and becomes self sustaining. The visible presence of people themselves can be a key attrac-
tion: others, seeing the amount of activity, will perceive that downtown is an interesting and useful place to
shop, and will begin to shop there as well.
20
The location of public uses — e.g., post office, city hall, museum and library — downtown will increase both
the mass of downtown uses and the number of people likely to patronize downtown businesses on a regular
basis. As noted above, these uses would bring the people who use them into the downtown area, where
they might combine trips by visiting downtown businesses or other services. In addition, they would create
or retain a solid body of employees who are likely to patronize downtown businesses during the day, if
those businesses supply the types of goods and services they desire. These public uses must be situated
amid the businesses, or clearly connected to them via attractive routes, to confer the greatest benefit on
downtown.
In Newhall. Newhall has both a post office and library within two blocks of the intersection of San Fer-
nando Road and Lyons Avenue. The many historical buildings documented in the General Plan are not
included on the Historical Society map, nor are they publicized to a general audience, however, and do not
currently appear to bring visitors to the area. The museum, in William S. Hart Park, and the Heritage
function Historic Park are both too remote to contribute to the vitality of the commercial area. An in -town
visitors center for the museum, with additional direction to other downtown historic structures, would be a
positive addition to the downtown core. Its benefit would be maximized if it could sustain open hours
similar to those of the commercial enterprises.
Downtown Must Offer a Mix of Uses
That Serves its Particular Client Base
In General. The notions of serving a broad range of needs and offering a critical mass of stores are useful
only if the needs served and the stores offered meet the demand of the people who might be attracted to
downtown.
In Newhall. Newhall already has an abundant supply of well-cstablished neighborhood shopping centers
with grocery and drug stores, especially on Lyons Avenue outside the downtown area.
Downtowds primary client base is more likely to be a combination of (l) the small businesses on San Fer-
nando Road as well as 8th, 9th, Railroad, Spruce, Walnut and Chestnut Streets, (2) the residents living east
and west of San Fernando Road and (3) to a lesser degree, residents of the area north of Lyons Avenue and
west of Newhall Avenue. The needs of these first two groups are likely to include places to eat out
(including breakfast and lunch places for the workers to the north, and coffee houses and dinner restaurants
for the residents) and to purchase prepared foods (e.g., delicatessens and bakeries); a drug store; conven-
ience specialty stores such as gift and card shops, bookstores, and toy stores; business supplies and serv-
ices, such as photocopying and other printing, banking and related functions; and other services such as
photo finishing, repair services, beauty shops, real estate agents, medical and dental offices, dry cleaners
and health clubs. For the residents, grocery stores and other food outlets are also important. Many of
these types of stores are already represented by at least one establishment in the downtown core, but some
of them are not.
Downtowns Offer Non -Commercial
as Well as Commercial Attractions
In General. While the mix of businesses described above is a major and important attraction to the down-
town clientele of a city, non-commercial features are also important in persuading people to come down-
town.
21
In Newhall. The public library and the post office are located in the downtown area, and are considered
likely to bring people to the area on a regular basis. The new community center is located on San Fernando
Road. Other non-commercial features, described above, are considered unlikely to contribute to the area's
commercial vitality because they are too far away to bring people into serendipitous contact with Newhall's
retail area.
Downtowns Benefit from
Nearby Non -Retail Uses
In General. In their roles as convenience shopping centers and recreational shopping areas, downtowns
benefit from nearby residential and employment uses. As suggested earlier in this report, these uses supply
the most immediate base of market support for commercial activities in the downtown core.
Residential development is another potentially steady source of downtown support. If downtown supplies
the types of goods and services that households need, they are at least as likely to patronize its stores as
they are to drive to more remote locations. Conventional economic development wisdom holds that one of
the best ways to support downtown retailing is to build multi -family housing in or near the downtown area.
In Newhall. The collection of auto -related and construction -related businesses around San Fernando Road
(including on Railroad, 8th and 9th) supplies one base of support for downtown. These uses are not tied to
Newhall; their clientele is regional, and they could be located anywhere that serves their client region.
Because they are located within Newhall, they are likely to make some purchases within the city and – if
the right kinds of uses are there – within the downtown core, because it is so convenient. In addition, the
people who work in these businesses are likely to patronize other downtown stores for convenience shop-
ping needs as well as for some meals, including breakfast and lunch (and perhaps a drink after work).
The downtown area is surrounded by residential development — including a high proportion of multifam-
ily housing east and west of San Fernando Road — that houses a range of socioeconomic groups from
lower income to high income. The proximity of a residential population helps support downtown busi-
nesses, but the socioeconomic diversity of the population makes it difficult for Newhall to address the retail
and service needs of its entire market area population. Higher -income residents of the bills to the east and
west, as well as the area north of Lyons Avenue, are likely to drive a little farther to upscale shopping areas
such as Valencia rather than patronize Newhall's older, smaller, more modest stores except when those
stores offer specific, highly specialized goods.
22
Chapter 3
Obstacles to Downtown Revitalization in Newhall
With these potential roles of and requirements for smaller city downtowns in mind, the discussion now
turns to the existing conditions that appear to inhibit Santa Clarita's ability to achieve an economically vital
downtown Newhall.
Citywide Saturation of Retail Markets
The fact that Santa Clarita has achieved higher sales per capita than the rest of Los Angeles County indi-
cates the city's success not only in capturing all of the sales potential from within its own market area but
also some purchases made by people who live outside the city. This statement is true for all types of goods
except apparel, home furnishings/appliances, building materials and "other retail" (for which the State of
California provides no detail in the comparable data set). Ironically, Newhall used to outperform the rest
of Santa Clarita in per capita sales of home furnishings/appliances but now barely serves this sector; at the
same time, it continues to be a strong supplier of building materials. In all other sectors — in which the
City of Santa Clarita cannot expect to make any spectacular gains in per capita sales, and so must rely on
population growth for future retail growth — the city is already capturing all or almost all of its expected
demand, and therefore cannot expect new outlets to be successful unless they offer something new and
attractive, in an attractive environment.
As a result of this situation, the "untapped market" that Newhall could capture simply by attracting stores
that offer particular types of goods is tightly limited. In particular, drug store needs are probably served
just outside the downtown area, in one of the shopping centers on Lyons Avenue; comparison goods are
sold in Valencia; and general merchandise stores are located throughout Santa Clarita. Establishing a new
drug store within the area would probably require assistance with site acquisition (preferably near another,
existing convenience store), and perhaps help in providing parking as well.
To attract new stores selling home furnishings and appliances would require renovation of an existing
building with a large floor plate or construction of a new store in a desirable location, and possibly some
other measures to assure security and address similar concerns. One such store has recently opened in the
downtown area, indicating the private sector may still perceive downtown Newhall as a viable business
location to serve particular market niches.
A Large Amount of Space Devoted to Activities that
Do Not Attract Frequent Customers or Pedestrians
Although downtown Newhall is the historical commercial center of the Newhall community, its retail core
has evolved into an unusual and relatively specialized mix of uses. Typically, a smaller city downtown will
include among its businesses a number of restaurants, delicatessens, coffee houses and bars; one or more
banks; some specialty stores, such as stationers/office supplies, hardware stores and other outlets related to
the construction industry (paint, wallpaper, carpets, window coverings), bookstores, toy stores, craft stores,
hobby shops, sporting goods stores, photo shops and video rentals; some offices, such as lawyers, account-
ants and architects; repair shops, ranging from business machines to shoes; business services, such as copy
23
shops; and personal services, such as beauty and barber shops. As discussed in the previous chapter,
downtowns often serve as neighborhood shopping centers: they typically serve a combination of local resi-
dents, who use the area as one of their usual shopping places, and a more regional clientele, who come
there for special types of goods or services that may not be available elsewhere, or for a special outing once
in awhile.
Downtown Newhall has many of the uses identified above. It is different from other places, however, in
that it has a large proportion of building space and street frontage devoted to auto sales and auto repair
establishments. The auto -related uses take advantage both of the visibility afforded by high traffic volumes
and the easy access to a high volume of traffic that is afforded by San Fernando Road, a major thorough-
fare. Both the heavy traffic and the clustering of many similar or complementary activities make down-
town Newhall a good location for these uses. They do not, however, attract frequent visitors: people are
likely to require auto maintenance, such as tune-ups, no more than twice a year and repairs even less fre-
quently. They are therefore not particularly good uses for downtown Newhall, because they pre-empt
other, more conventional retail uses that could bring more frequent customer visits and stimulate more
pedestrian activity, two factors that would assist in revitalization of the area.
The auto -related businesses are unlikely to be willing to move without strong incentives from the public
sector, not only because of their visibility but also because they are likely to have special permits (which
are tied to their specific sites) for some of their industrial processes. As a result, downtown Newhall must
accommodate these uses, which do not contribute to revitalization and may inhibit it, for the foreseeable
future, unless the city is able to offer an attractive relocation package that addresses all of their locational,
access and permitting needs. (Provision of such a package should not be undertaken, however, until after
the business owners are contacted to determine whether they would support or opposed such a change, and,
if they would support it, to secure their cooperation.)
Lack of a Focused Identity
Despite the Wester Walk of Fame and the signs announcing entry to downtown Newhall, the downtown
area lacks a visual and functional focus. There are no public places that interrupt the facade of commercial
uses; there is no architectural theme that creates an identifiable place that is different from other places in
an attractive way; there is no single place that identifies itself as the functional or recognized center of the
Newhall.
One departure from this generalization is several of the buildings on Lyons Avenue, between San Fernando Road
and Newhall Avenue: their Victorian features are an inviting change from the flat stucco and masonry fronts that
line San Fernando Road. These buildings, however, are dispersed and are interspersed with parking lots, so that
their effect is diffused. Without physical continuity or public space to tie them together, they do not establish a
focus of downtown Newhall any better than do the plainer buildings on San Femando.
Lack of a Core Retail Area
As noted in the previous chapter, one of the ways that smaller city downtowns and community commercial
centers compete with convenience shopping centers is by providing an ambiance that is out of the ordinary
and attractive to the shopper. In downtown Newhall, the retail uses are dispersed, interrupted by non -retail
activities such as auto repairs. In addition, some of the retail outlets are not of the type that attract window
24
shoppers; for example, Newhall has a high proportion of construction -related outlets, such as hardware,
lumber and paint stores, that do not stimulate pedestrian traffic.
At least partly as a result of its peculiar mix of businesses, downtown Newhall does not convey a retail
atmosphere. This image is, perhaps, intensified by the presence of non -shoppers in the area. With a lack
of shopping -related pedestrian activity at many times of the day, the loiterers become more visible, and may
implicitly discourage visits by people who prefer that others in the area be there for the same reason they
are: to shop.
Also because of its mix of uses and, in addition, its age, downtown Newhall does not present an atmosphere that
is pleasant for pedestrians: San Fernando Road has unadorned sidewalks bordered by a high-volume traffic street
on one side and stark building facades on the other. The buildings do not create any special atmosphere (in fact,
the auto repair businesses lend an industrial character to the area); the sidewalks have no street furniture or trees,
sacrificing pedestrian amenity and ambiance for maximum visibility from the street to the businesses. As a result,
customers are likely to visit their destinations and then leave the area without lingering.
Although some of the buildings on Lyons Avenue are more attractive, as suggested in the discussion of a focused
identity (above), they are not continuous or extensive enough to create an attractive walking environment.
Lack of Parking
Complaints about insufficient parking abound throughout the cities of California, especially m older downtown
areas such as Newhall. In Newhall, however, there really is a parking problem at least in physical arrangement if
not in number of spaces available. Parking for businesses on San Fernando Avenue is limited to on -street spaces
and some rear lots, but the rear lots are hard to reach and are not conducive to spending time in the area. While
there may be sufficient on -street parking for the existing businesses, there is not enough for a revitalized core, and
the access arrangements discourage patronage of both existing and future uses.
Small Parcels
Beyond the conditions discussed above, the existing pattern of parcelization is another obstacle to retail
redevelopment and revitalization. The lots in downtown Newhall are almost uniformly 3,125 square feet,
and the blocks are almost uniformly two acres in size. Even if they were vacant, these parcels would be too
small for modem retail development. Larger -scale redevelopment projects, therefore, would require site
assembly, which because the lots are small — could require negotiations with and cooperation from a
multitude of owners. (For example, assembling a full acre could require the purchase of 14 separate par-
cels.)
While the existing partition of land into small parcels is likely to inhibit the potential for redevelopment into
larger stores, it does not necessarily restrict the types of specialty stores that could locate in downtown
Newhall within the existing urban fabric and building stock. In modem shopping malls (both covered
regional malls and open air community centers), many of the mall shops contain 1,000 to 1,500 square feet
of space. In festival market halls, the shops can be even smaller; some high-value uses occupy between
500 and 1,000 square feet. Stores of these sizes could easily fit within the existing buildings; in some
cases, several stores could share a building while they establish a clientele and reputation. Therefore, while
the potentially detrimental effect of smaller parcels should be carefully noted, it should not be overstated.
25
Sound Condition of Existing Buildings and
Viability of Existing Businesses
To be financially feasible, a redevelopment project (whether publicly or privately undertaken) must be able
to generate sufficient cash flow to pay for acquisition of the site — in this case, including both land and
building — and for construction of the new use. Where viable businesses and sound buildings exist, the
acquisition price is likely to be too high and new development will not be feasible.
Such is the case in downtown Newhall. Very little of the land is currently vacant. In most cases, the exist-
ing development is old but physically sound, and most of the buildings are occupied. Under these condi-
tions, the price of a site is likely to be too high, given currently obtainable rents, to make unassisted private
sector acquisition and redevelopment financially feasible. In the current condition, therefore, downtown
Newhall is hospitable to businesses that may be able to pay relatively low rents (such as grocery stores,
second hand stores, antique stores and outlets that need extensive floor area), which have sustained the area
to date, but not to large-scale redevelopment that would house higher -value activities.
26
Chapter 4
Opportunities for Downtown Revitalization
Despite the obstacles to downtown revitalization identified and discussed in Chapter 3, Newhall has several
opportunities that it can seize to improve its commercial core.
High Traffic Volumes Mean the Core Area
is Familiar to Many People
San Fernando Road carnes nearly 24,000 cars per day (13,000 southbound and 11,000 northbound)
through downtown Newhall. Lyons Avenue carnes nearly 40,000 cars per day (both directions) west of
Newhall Avenue and about 21,000 cars per day between Newhall Avenue and San Fernando Road. These
traffic volumes indicate that downtown Newhall is a place that is familiar to many people, rather than an
out-of-the-way location of which people are unaware. Therefore, if the area becomes more attractive
(either physically or in the variety of goods and services it offers, or both), many people will know how to
get there. The community will not face the additional hurdle of educating potential visitors about its loca-
tion.
The high traffic volumes also suggest that many people would be in a position to notice any changes that
are made in the appearance of downtown in the future. This high level of exposure will also be helpful in
spreading information about any changes that occur in the future.
Finally, the existing traffic volumes meet the locational criteria of numerous highway -related businesses,
making the area potentially attractive to new multi -outlet retail and service operations. Expected future
increases in traffic will strengthen this attraction, assuming that other physical changes can help the area
meet other locational criteria (which may include, for example, nearby parking, the presence of particular
other stores, a minimum population and certain threshold income levels within the market area, etc.).
Projected Increase in Traffic Volume
The current average daily traffic volume of 24,000 cars is projected to increase to as much as 50,000 cars
per day by the year 2010. As traffic increases, many more motorists will be exposed to downtown
Newhall, and the area's potential market support will be increased commensurately. If Newhall can capi-
talize on this traffic, it can gain critical support for existing and new retail uses and other activities.
Potential Appeal to Both
Regional and Local Market Demand
The nature of past and current goods and services offered by businesses in downtown Newhall provides
evidence that the area has the ability to attract both local and regional clienteles; that is, both convenience
and comparison shoppers. Today, the locally -oriented uses are more clustered toward the southern end of
the study area, primarily along San Fernando Road, while the regionally -oriented uses are more clustered
27
toward the intersection of San Fernando and Lyons. Filling in these clusters with similarly -oriented uses
would strengthen the attraction of each: the southern portion of the study area could emerge as a stronger
neighborhood/convenience retail and service cluster, while the northern portion could emerge as a regional
specialty shopping area.
Diverse Population in the
Primary and Secondary Market Areas
Offers Potential Support for a Variety of Uses
CACI, which is the source of some of the market information presented in Chapter 1, also provides some
information about the types of people who live within one mile and three miles of downtown Newhall.
CACI has defined nine major demographic groups, each with a number of subcategories, to characterize
the variety of neighborhoods throughout the United States. Seven of these major groups are represented in
Santa Clarita, and five of them are represented within Newhall's three-mile ring. Table 13 shows the dis-
tribution of Newhall and Santa Clarita population among groups that are represented within one mile and
three miles of downtown Newhall.
Table 13
Demographic Characteristics of Market Area and City Population
Socioeconomic Grout)
"Wealthy Seaboard Suburbs"
"Successful Suburbanites"
"Most Prosperous Baby Boomers"
"Urban Professional Couples"
"Enterprising Young Singles"
"Retirement Communities"
"West Coast Immigrants"
Total*
Percent of Population Within
I Mile
3 Miles
LI!X
15%
8%
4%
11%
24%*
21%
12%
36%
27%
12%"
4%
11%
29%
9%
12%
0%
15%
6%
21%
5%
2%
100%
100%
83%
* Total for city does not equal 100 percent because some categories, with no representa-
tion in the Newhall market areas, are omitted.
Source: CACI,
The CACI characterizations support the notion that Newhall is a diverse community: it has higher -than -
average proportions of such different groups as "wealthy seaboard suburbs," "enterprising young singles,"
"retirement communities" (in the secondary market area) and "west coast immigrants." Each of these
groups, according to CACI, has particular spending patterns. These patterns are related to a variety of
factors, including (but not limited to) income, presence or absence of children, age, type of housing occu-
pied (especially owner vs. renter), and urban vs. rural character of the neighborhood. Goods and services
that are particularly likely to be purchased by the groups that make up relatively high proportions of the
population in the primary and secondary market areas for Newhall are summarized in Table 14.
29
Table 14
Goods and Services Likely to be Demanded by
Demographic Groups in the Newhall Market Area
Source: CACI.
The information compiled in Table 14 strongly suggests that there is substantial potential support for a
health club offering court sports in the Newhall area: about 70 percent of both the primary and secondary
market area populations are in demographic groups that use these types of facilities more than average.
Other types of goods and services for which these groups exhibit strong demand are apparel, dining out,
home furnishings, sports equipment, children's clothes/furnishings and home electronics.
It is important to remember that the demand for these types of goods and services that resides in the
Newhall market area is not "there for the taking"; indeed, it is currently being captured by other stores in
other locations. To be successful, outlets offering any of these types of goods or services would have to
compete with other established and emerging outlets and'retail areas, including the Lyons Avenue com-
mercial strip, Valencia Town Center, and free-standing stores such as K -Mart, Price/Costco, Trader Joe's
and the planned WalMart. All or almost all of these locations are within the three-mile radius of downtown
Newhall, which means that they can compete strongly for the same demand that could support new stores
in Newhall. (In some cases, they are closer to the population and therefore have a built-in advantage.)
New outlets in Newhall would have to offer their merchandise/services at competitive prices in an attractive
environment, would have to provide high levels of service, and would have to advertise aggressively to
attract customers to their Newhall locations.
29
High -Demand
Group
Goods and Services
"Wealthy Seaboard Suburbs"
Court sports, health clubs, home improvements,
household furnishings, luxury cars
"Successful Suburbanites"
Apparel, electronics, home furnishings and
improvements, minivans, personal computers,
sports equipment
"Most Prosperous Baby Boomers"
Adult education, camcorders, court sports, home
electronics, home furnishings, kids' clothing,
men's apparel, minivans, sports equipment
"Urban Professional Couples"
Health clubs, home improvements, personal
computers, station wagons, home furnishings,
dining out
"Enterprising Young Singles"
Court sports, health clubs, subcompact cars,
dining out (including takeout), furniture,
appliances, apparel
"Retirement Communities"
Court sports, furniture, men's apparel,
subcompact and luxury cats, dining out, sports
equipment, VCRs
"West Coast Immigrants"
Baby products, groceries, two -door sedans
Source: CACI.
The information compiled in Table 14 strongly suggests that there is substantial potential support for a
health club offering court sports in the Newhall area: about 70 percent of both the primary and secondary
market area populations are in demographic groups that use these types of facilities more than average.
Other types of goods and services for which these groups exhibit strong demand are apparel, dining out,
home furnishings, sports equipment, children's clothes/furnishings and home electronics.
It is important to remember that the demand for these types of goods and services that resides in the
Newhall market area is not "there for the taking"; indeed, it is currently being captured by other stores in
other locations. To be successful, outlets offering any of these types of goods or services would have to
compete with other established and emerging outlets and'retail areas, including the Lyons Avenue com-
mercial strip, Valencia Town Center, and free-standing stores such as K -Mart, Price/Costco, Trader Joe's
and the planned WalMart. All or almost all of these locations are within the three-mile radius of downtown
Newhall, which means that they can compete strongly for the same demand that could support new stores
in Newhall. (In some cases, they are closer to the population and therefore have a built-in advantage.)
New outlets in Newhall would have to offer their merchandise/services at competitive prices in an attractive
environment, would have to provide high levels of service, and would have to advertise aggressively to
attract customers to their Newhall locations.
29
William S. Hart Museum
and Other Historic Sites
Downtown Newhall boasts a number of historic sites in addition to the Western Walk of Fame. The Wil-
liam S. Hart Museum, atop the hill in Hart Park, offers tours five days a week in the winter and every day
during the summer. It hosts an estimated 35,000 visitors per year; of whom 20,000 are school children on
field trips and 15,000 are individuals. The museum also offers some cultural events, such as chamber
music concerts in the evenings and an annual animal fair in the park. Other sites in and near the downtown
area are identified on page 20 of this report and in the Santa Clarita General Plan.
While additional visits to the historic sites would not translate directly into market support for existing and
prospective businesses, they would both strengthen Newhall's potential draw as a visitor destination by
presenting a critical mass of attractions that would make the trip to Newhall worth the travel time (e.g.,
from the Los Angeles basin and the San Fernando Valley), and, by keeping people in the area longer, would
increase the chances that they would shop at specialty stores and/or stay for a restaurant meal.
Although the historical sites are numerous, they are dispersed throughout the greater downtown area and its
periphery, and are not tied together by any visual clues. All of the sites, except perhaps the old jail, are too
far from the heart of downtown to invite pedestrians; conversely, visitors interested in the historic sites are
unlikely to linger downtown. A conscious effort to integrate the historic sites with downtown — for exam-
ple, with a visitor center that could include a history room, video room and gift shop — could help down-
town Newhall take advantage of these visitors. In Monterey, for example, the city has formulated a walk-
ing/driving tour of historic sites in the vicinity of the downtown area, tying the locations together with a
brick trail in the sidewalk and guiding visitors with a map and pamphlet.
College -Age Population Within Market Range
Santa Clarita is home to three colleges: Master's College, on Placerita Canyon Road about one mile east
of downtown Newhall; California Institute of the Arts (CalArts), at Interstate 5 and McBean Parkway,
about two miles away; and College of the Canyons, off Rockwell Canyon Road between McBean Parkway
and Valencia Boulevard. All together, enrollment at the three colleges typically totals between 7,500 and
8,000 students, with about 1,000 living on campus (at CalArts and The Master's College; College of the
Canyons has no campus housing). This population is likely to support different types of stores — from
clothing outlets to music to restaurants, bars and cafes —from those supported by the family households
of Santa Clarita. They are also potentially more experimental in their consumption patterns, willing to visit
and patronize locations and stores that are emerging as new retail places. New businesses that locate in
Newhall may be able to take advantage of this market. Thus, they diversify market demand in the area and
supplement other sources to strengthen market demand for some types of goods and services.
Lack of Competing Main Street Shopping Districts
in Santa Clarita or Nearby Areas
Although competition for retail sales is steep throughout Santa Clarita, no other commercial area in the city
offers the type of Main Street shopping experience that people are beginning to think about for downtown
Newhall. According to some people interviewed for this study, the closest comparable area is in Universal
30
City; others think that location is too much like an amusement park, and prefer old town Pasadena. In
either case, creating a Main Street ambiance in downtown Newhall would offer a genuinely alternative
shopping experience to the residents of the market area, and would potentially therefore give this area an
advantage over more common types of shopping environments in its attempt to attract new patrons.
Possibility of a Metrolink Station
in Downtown Newhall
The Metrolink commuter rail system currently provides service to Santa Clarita with a station off Soledad
Canyon Road, next to the Saugus Speedway, and another station off Via Princessa, near Sierra Highway.
The track passes through downtown Newhall en route from Los Angeles, Glendale and Burbank to these
two Santa Clarity stations and on to Palmdale and Lancaster. There are nine trains each day inbound to
Los Angeles, with the first leaving the Via Princessa station at 5:23 AM and the last at 7:25 PM; there are
also nine trains per day outbound from Los Angeles, with the first arriving in Santa Clarita at 7:27 AM and
the last arriving at 9:16 PM. The line carries an estimated 4,000 trips per day (between Lancaster and Los
Angeles); of those, about 1,000 are estimated to begin or end in Santa Clarita. _
If a new Metrolink station were to be added in downtown Newhall, it could bring additional visitors to the
commercial core each weekday. These visitors, in turn, may be induced to patronize Newhall retail outlets
if they offer appropriate goods and services at competitive prices in an attractive setting. Rail commuters
may be particularly likely to patronize such outlets as prepared food stores and take-out food outlets, drug
stores, shoe repairs, dry cleaners, bookstores/newsstands and other convenience outlets that save them time
on their way to or from work. A station could also help provide a focal point for activity in downtown
Newhall.
To have a positive effect on private business activity in the commercial core, a new Metrolink station
would have to be located within easy walking distance of existing retail stores. A site at the edge of the
district — say, at the intersection of San Fernando Road and Newhall Avenue, or north of Lyons Avenue
— would not have a beneficial impact, because there are no nearby stores to entice train riders who might
be willing to take a few extra steps for convenience shopping. The closer to the intersection of San Fer-
nando Road and Lyons Avenue that a station could be located, the more assistance it would give to the
downtown revitalization effort.
31