KAISER/MOSAICO NEIGHBORHOOD BUSINESS ANALYSIS

In 1977, Kaiser Aluminum left the Town of Bristol, Rhode Island, giving its manufacturing facility to Roger Williams College. Failing to gain zoning approval for a proposed educational/residential/industrial complex, the college sold the property to a private developer. While much of the former mill site was converted to an industrial park, other portions remained vacant and in disrepair. Recognizing the redevelopment potential of this facility, the Town of Bristol initiated a participatory process for the purpose of revitalizing and stabilizing the surrounding neighborhood. The Bristol Town Council adopted the Kaiser Mill Complex and Revitalization Plan as part of its Comprehensive Plan in 1992 to serve as a guide for the redevelopment of the mill and surrounding neighborhood. Since much of this plan has been completed, or is currently being implemented, the Town of Bristol and the Mosaic0 Community Development Corporation now wish to broaden its scope beyond physical planning and consider issues relative to economic development. This project will assist the town with their effort.


INTRODUCTION
As part of the Kaiser Mill Complex and Neighborhood Revitalization Plan update, this research project addresses some of the economic development issues of concern to the Town of Bristol, Rhode Island and the Mosaico Community Development Corporation (MCDC).

PROBLEM STATEMENT
The Town of Bristol, through the combined efforts of Kaiser Mill neighborhood residents, town officials and staff: and private consultants, developed the Kaiser Mill Complex and Neighborhood Revitalization Plan (Neighborhood Plan). On January 22, 1992, the Neighborhood Plan was adopted by the Bristol Town Council as part of the 1991 Bristol Comprehensive Plan and has since served as a guide for development of the area Since much of the original Neighborhood Plan has been completed, or is currently being implemented, the Town of Bristol and the MCDC now wish to broaden its scope beyond physical planning and consider issues relative to economic development. This project will assist the town with this effort.

JUSTIFICATION
Technological innovations, particularly in the areas of microelectronics,

1.4METHOD
This research project employs a methodology to describe existing business conditions in the Kaiser/Mosaico CDC neighborhood for purposes of applied action research. The Neighborhood Business District (NBD) assessment will utilize existing statistics as well as field research in determining existing conditions in the business district (e.g., types of businesses, historic characteristics, number of empty storefronts, etc.). The underlying assumption of this study is that the business community of the Mosaico neighborhood desires to improve its economic environment and that a survey of those proprietors is the most appropriate means of measuring this perceived sentiment.
Businesses located in the three Mosaico CDC low-moderate income sub-census tracts will be surveyed in two groups: those located at the Kaiser Mill (i.e., Bristol Industrial Park) and those located elsewhere in the study area. Although slightly different surveys will be drafted for each group, neither should take more than 20 minutes to complete. The manager of the Bristol Industrial Park will distribute a survey form to all businesses at the Kaiser complex along with a stamped, return-addressed envelope. The neighborhood business owners will be surveyed in person as this method generally produces the highest response rates (Neuman 1997, 253) and also allows for the clarification of poorly worded questions (Fowler 1993, 74). The surveys may also be selfadministered and will be left along with a stamped, return-addressed envelope at those establishments where proprietors are not available to be personally interviewed. This option allows time for more thoughtful responses. Several questions will be posed to determine merchant willingness to formally organize and to enhance business opportunities by sponsoring special events. Their responses will serve as indicators measuring their degree of proactive sentiment. The final chapter of this report will recommend economic development alternatives which comport with the survey analysis. It is important to point out that those recommendations may not be appropriate for all other communities.
In addition to the survey of local neighborhood businesses, this author will participate in the survey of neighborhood residents. This participation will include drafting several questions designed to measure the level of consumer satisfaction with the goods and services available in the neighborhood as well as actual door-to-door interviewing.
The neighborhood has experienced a significant increase in the number of seniors with the recent completion of the Eldercare apartments in two rehabilitated sections of the former Kaiser Mill complex. For this reason, a special survey will be prepared and distributed in order to properly assess the needs of this particular population.
The scope of this research project includes primary and secondary data collection, analysis, and the identification of development options and implementation strategies.
This structure is consistent with the manner in which the information is presented in the final report. The final document consists of six chapters: I. Introduction, II. Literature Review, ID. The Setting, IV. Neighborhood Business Analysis, V. Alternatives, and VI.
Future Direction.

OBJECTIVES
The Kaiser/Mosaico Neighborhood Business Analysis will achieve five mam objectives. The first objective is the assessment of conditions in the Mosaico NBD. This will entail compiling an inventory of the various types of existing businesses as well as vacant storefronts. Any historic characteristics associated with these commercial properties will also be noted. In addition, this assessment will identify goods and services that residents would like to have available for purchase in the NBD. The second objective is to determine the Kaiser/Mosaico NBD niche and the extent to which this niche may extend beyond the neighborhood market area. The third objective will be to gauge the level of business support for some form of formal organiz.ation, if provided with technical assistance. The forth objective is to identify any special events/promotional activities (e.g., festivals, shopping days, open-air farmers markets, etc.) which may positively contnbute to the revitalization of the NDB. The level of business interest in cosponsoring such special events will also be measured. The fifth objective is to locate any funding sources which may be available to implement desired actions. In addition, other issues that may arise during the course of this study will be addressed.

EXPECTED OUTCOME
The scope of activities included in this research project will improve the quality of life for area residents as well as prospects for local businesses. Information generated from this business district assessment will enable the business community to more effectively focus its limited resources on more fully developing its potential while meeting the needs of its customers.
There will be three major beneficiaries from this exercise. First, strengthening MCDC neighborhood businesses will assure residents of the continued convenience of an assortment of local shopping opportunities. Second, the programs inspired by this project

LITERATURE REVIEW
The literature which distinguishes the formal economy from the informal economy (Ross and Usher 1986) is interesting and of particular relevance to this study. The formal economy consists of large corporations and governments which require agglomerations of specialized skills to produce their final product. The informal economy, on the other hand, is comprised of lower order units (e.g., barter and skills exchanges, volunteerism, household work, illegal activities, self-help, etc.). Ross and Usher explain how during the last century the formal economy has grown to surpass the output of the informal economy with the transformation from agricultural to industrial production. However, they go on to speculate that this trend is not likely to continue.
Kaiser Aluminum moved to newer facilities in Portsmouth, R.I. in 1977; soon thereafter, this plant was also closed. This resulted in a diminished level of formal economic activity in Bristol and Newport counties and is problematic in that it is difficult for workers displaced from the formal economy to find alternative employment. They may lack the necessary skills and financing, or be overwhelmed by regulations. To me, this suggests that action is needed which will encourage and effectively enable a more broadbased participation in the informal economy. Identifying the local business district niche will be useful to MCDC residents interested in developing marketable skills which can be applied in their neighborhood. This research project will consider the suitability of several alternatives encountered during the course of research by which those remauung stakeholders in the Kaiser/Mosaico neighborhood may make this transition.
The rise of the infonnational mode of development and the restructuring of capitalism is generating "new social and spatial form and processes" (Castells 1996, 73).
Castells sees a rise in the infonnal economy consequent to these changes and is joined by others observing similar phenomena. The transfonnation to a global economy has brought about the decline of formerly significant manufacturing centers (Sassen 1996, 302) and there is evidence of a significant informal economy present in "world" cities (Knox 1994, 62).
The relevant literature on this subject suggests that the practice of contemporary planning will require deal making in an effort to create, attract, retain, and expand private employment-generating enterprises (Knox 1994, 401). Planners will have to struggle to maintain regulatory standards while striving to preserve the tax base within a conservative, postmodern context. The future of many communities will depend upon the success of negotiated outcomes shaped through public-private partnerships (Morgan and England 1996, 361).
Public-private partnerships involving various types of citizens groups and nongovernmental organizations can be effective in dealing with local problems (Habitat 1996, 427 (Blakely 1994, 230). CDCs :frequently have few staff persons; most of the work is done by the volunteer board members who assume an active role in everything from decision-making through project implementation. Appreciating the potential of a CDC is essential as the authority of the MCDC extends throughout our study area.
Public-private partnerships may also include quasi-public government authorities.
While these have the advantage of combining public powers with private flexibility, the composition of their boards rarely reflects that of the general public. Examples of such entities are local Economic Development Corporations and Downtown Development Authorities (Lyons and Hamlin 1991 , 66-8). Most commonly, Development Authorities direct the improvement of public infrastructure. Their boards, composed of property owners within their delineated areas of jurisdiction, may have the power to tax, issue bonds, or administer a Tax Increment Financing program. They may also realize a surplus from investments in private enterprise (Lyons and Hamlin 1991 , 68).
The public sector may also provide assistance to private entities with land acquisition, physical improvements, condemnation by eminent domain, zoning incentives, or the transferal of development rights. Governments have also taken an active role in providing job training and promoting energy conservation. Tax incentives negotiated in the public-private process are another important inducement to economic development (Lyons and Hamlin 1991, 72-108).
While there are a number of public-private partnerships available to assist budding entrepreneurs with producing products, relatively little attention is paid to distributing products (Spitzer and Baum 1995, 16). Getting the product to market and establishing a stream of revenue is critical in order for the start-up company to survive. Public markets provide a vehicle for local merchants and vendors to distribute their wares. They differ from other types of markets in that the sponsoring entity may not exclude.
Public markets serve public purposes such as the improved use of public space and attracting shoppers to other nearby businesses (Spitzer and Baum 1995, 2 ). Spitzer and Baum also note a function of public markets with particular applicability to the Kaiser/Mosaico neighborhood: the provision of affordable retail distribution space to small businesspersons. Thus, public markets serve to promote infonnal economic activity.
Centralized Retail Management (CRM) has also been employed to revitalize business districts that have been unsuccessful in attracting new shopping center developments (Cloar, Stabler, and DeVito 1990, 3). CRM emphasizes four principal elements: knowing the local market, bringing together business and property owners with financial institutions and public officials, coordination of leasing and retail promotion, and management of the surrounding retail environment (Cloar, Stabler, and De Vito 1990, 5).
The CRM concept has been encouraged by the federal government in partnership with the International Downtown Association (IDA) (Cloar, Stabler, and DeVito 1990, 4).
Business Improvement Districts (Bills) are another form of public-private partnership which have been shown to be successful in revitalizing commercial areas.
There are many variations in the administrative structure and authority of Bills as they must be consistent with the particular state enabling legislation under which they are formed (Houstoun 1997, 21). However, the concept generally involves a municipallycollected special tax based on assessed property valuations within a legally-specified geographic area to be used solely for the improvement of services and/or public amenities within the BID (Houstoun 1997, 8).
Here lies yet another available mechanism for supporting the infonnal economy.
As a consequence of losing its major employer, the Kaiser/Mosaico neighborhood economy is less formal today than it was earlier in this century. The former site of a major employer is now occupied by an ever-changing collection of small businesses. Although the neighborhood population has returned to the high levels of the 1960' s, the neighborhood businesses are still without the large, reliable market of nearby workers for their goods and services. Fortunately, there are many options available to assist small businesses in their effort to survive and prosper.
Surveys are appropriate tools for obtaining information concerning behavior, attitudes, characteristics, expectations, self-classification, and general knowledge (Neuman 1997, 228). They also afford respondents the opportunity to participate in a worthwhile cause (Fowler 1993, 134). This research project will offer suggestions for future action intended to improve business conditions in the Kaiser/Mosaico neighborhood. A survey of local merchants is useful for this purpose in assessing their support for prospective programs (Berk 1976, 8-13

DEMOGRAPHICS
Demographic data are important for defining the various groups within the market area of particular businesses (Jackson and Nichols 1995, 8). This study relies upon the local merchants of the Kaiser/Mosaico neighborhood to define their primary market areas.
Of the 24 respondents to the survey of local businesses, 21 of them (88%) described their primary market area as the Town of Bristol. Consequently, most of this section will discuss demographic data aggregated at that level of analysis. Of particular interest is the   Source: 1990 U.S. Census (5.8% of total) persons living below the poverty level. Per capita income was measured at $14,108. (RIEDC 1998).

Demographic Trends and Projections
The 1990 Bristol population of 21,625 persons represents an increase of 1,497 persons (7.4%) from the 1980 population of 20,128 persons (See Table 3   The purpose of a RPUD is to rehabilitate deteriorated, underutiliz.ed, or inefficient historic and/or non-conforming structures of conservation concern for their importance to the health, safety, welfare, and economic well-being of the citizens of Bristol (Town of Bristol 1996, 68). Permitted uses in a RPUD include residential, institutional and governmental services, office uses, service, retail and wholesale businesses, as well as some industrial and recreational uses (Town of Bristol 1996, 69). While two of the buildings belonging to the Kaiser Mill RPUD have already been converted to apartments for seniors, another is scheduled for conversion to assisted-living housing. Tourism is an important part of the Rhode Island economy. In 1993, Rhode Island had more people employed in tourism-related occupations than it had in manufacturing.
Over 25,000 Rhode Islanders in more than 4, 150 companies are currently employed in tourism. (RIEDC 1996). In 1994, total sales receipts for the travel and tourism industry amounted to a record $1.49 billion (Tyrrell 1995 The Bristol Economy

Land
The Town of Bristol has an adequate supply of commercially and industrially zoned land; it is classified as a sub-regional shopping area, having 4.9"/o of its land area in commercial use. This amount falls within the 4.5% to 5.5% range which is common in towns having regional shopping malls. Bristol has zoned 443 (7.3%) of its town total of 6,054 acres for industrial use; this compares to 5% on a statewide basis. Ahnost 15% (66 acres) of the land in town zoned for manufacturing remains undeveloped.

Labor Market Analysis
Employment in Bristol has followed state and national trends. From 1984 to 1994, goods producing sector employment in Bristol declined 28%, from 2,474 persons to 1,789 persons. This includes an almost 33% decline in manufacturing employment (702 jobs).

Other Considerations
Although the circulation pattern within Bristol is good, the town is at a competitive disadvantage with respect to interstate transportation access. However, offsetting this somewhat are the many natural and cultural amenities which make the town an attractive business location. The town offers a range of housing alternatives, an average school system, and should have ample sewer and water capacity for the foreseeable future (Town of Bristol 1990, 104-5 Survey. Some of the more interesting findings of these surveys are discussed in this section.

Kaiser Mill Business Survey
Of the 34 businesses located at the former Kaiser Mill facility, 9 responded to the survey. This amounted to an overall response rate of 26%. Of those respondents, 6 classified themselves as manufacturers and 3 as service providers. Their physical size ranges from 385-100,000 sq. ft., with a median of 1,750 sq. ft.. The average length of time at the mill among them is 6.5 years.
Several survey questions were designed to gauge their solidarity with the local business community and commitment to the neighborhood. When asked of their interest in working with neighborhood businesses to improve sales, 4 said ''yes" and 4 said ''no", with 1 deeming this question not applicable. Two of these firms were interested in attracting shoppers from outside the area by retailing their products in a local outlet; they were divided on the issue of whether to locate this outlet at the mill or out in the neighborhood. There was interest shown by three firms interested in co-sponsoring special events with neighborhood businesses. This survey suggests that there is a only a slight interest in activities outside the mill among the Kaiser Mill businesses. See Appendix A for complete survey results.

Kaiser/Mosaico Neighborhood Business Survey
Disregarding those located at the Kaiser Mill, there were 45 businesses identified within the bounds of the study area. The survey of these neighborhood businesses, conducted partly in person and partly self-administered, culminated in a collection of 24 completed forms, for an overall response rate of 53%. Of those responding, 8 classified themselves as retailers and 16 as service providers. They range in size from 325-40,000 sq. ft., with a median of 1,092 sq. ft.. Their average length of time in business in the neighborhood among them is 28 years.
The main purpose of surveying the business owners was to assess their sentiment regarding organizational and promotional activities. It was found that 54% (13) of the respondents would be interested in joining a merchant's association. There were also 25% ( 6) expressing no interest and 21 % ( 5) undecided; the lack of time was often mentioned as a reason. Better than two thirds (16) of those responding believed special events would be successful in attracting shoppers, with near equal support among them for festivals, shopping days, and a public market. Only 10 of those believing in the success of special events expressed an interest in co-sponsorship, with six of them joining the ranks of the undecided. See Appendix B for complete survey results.

Eldercare I and II Survey
There are a total of98 apartments located at the Eldercare complex. Survey forms and instructions were distributed to each of those households. The return of 74 thoughtfully completed forms enabled an excellent 76% response rate to be realized. As previously discussed, important knowledge was gleaned from this population concerning the assortment of goods and services available in the neighborhood. In addition, respondents candidly provided data concerning their shopping habits and neighborhood likes and dislikes.
Seniors tend to spend small amounts in stores and restaurants relative the rest of the population. On a weekly basis, approximately 57% (42) senior households at Eldercare spend less than $50 and 38% (28)  It was found that the average weekly amount spent in stores and restaurants was $103. Approximately 41% of that amount ($42) was spent in the Mosaico neighborhood.
Despite the abundance of grocery stores in the neighborhood, 10 residents expressed a need for at least one more of them. A total of 41 respondents said that they purchase most of their groceries outside the neighborhood. These results suggest that the neighborhood grocery stores are under-serving the local market.

BUSINESS INVENTORY
The focus of this research project is on businesses located within the bounds of the Mosaico CDC neighborhood. The following inventory of those businesses consists of two parts: ( 1) businesses which are located at the site of the former Kaiser Mill complex, and (2) businesses which are scattered throughout the remaining portion of the Mosaico CDC neighborhood. While both of these groups of businesses contnbute significantly to the local economy, it is important to discuss and analyz.e them separately as their roles and needs differ.

Kaiser Mill Businesses
That part of the fonner Kaiser Mill facility which is still devoted to allowable manufacturing uses is now more properly referred to as the Bristol Industrial Park (BIP).
It presently serves as home to a diverse collection of 34 businesses which are listed in Although the number of businesses located in the BIP has increased since 1991, there has also been a moderate amount of turnover there as well Indeed, 9 (37%) of the 24 businesses listed in the original Neighborhood Plan have been replaced by other finns.
Most of this change has occurred among the large number of small start-up businesses.
Virtually all of the goods and services produced at the BIP are exported beyond the Kaiser/Mosaico neighborhood. Neighborhood residents primarily rely on merchants and service providers outside the BIP for their consumer items. Despite the weak consumer relationship between the neighborhood and BIP businesses, there is a strong producer relationship as the neighborhood serves as an important source of labor.

Mosaico Neighborhood Businesses
The neighborhood surrounding the former Kaiser Mill complex contains a diverse mix of businesses capable of satisfying most of the needs of local residents. Table 4.2 contains a reasonably complete list of those establishments. Among them are several grocery stores and bakeries, two fish markets, two hardware stores, a credit union, florist, and a pharmacy. A variety of services are also available such as auto, boat, and shoe repair, hair cutting and styling, and saw blade sharpening.
Businesses are often located in groups or "clusters". These may consist of businesses which sell the same types of items or items which complement those sold by other businesses in the cluster. A cluster may also target a particular segment of the market. The identification and analysis of these patterns will enable a better understanding of the factors influencing business survival, guiding decision-makers in their economic development efforts. (Joncas 1995, 6).
Most of the Mosaico neighborhood businesses are located in a Limited Business (LB) zone along Wood, State, and Bradford streets within a comfortable walking distance from the homes of most neighborhood residents. Although this entire area is identified as a business cluster (Town of Bristol 1990, 78), most of the commercial activity is concentrated around Wood Street, between the entrance to the Kaiser Mill complex and State Street. The neighborhood-wide parking problem is attenuated in this area by a privately-owned parking lot which is shared among several of the businesses.
The businesses in this cluster serve overlapping markets. Workers from the Kaiser Mill complex can walk across Wood Street to the credit union, get a haircut, or pick up office supplies and hardware items. There are at least six alternatives within this cluster for lunch as well as several spots for an after-work drink. This business assortment is particularly well suited for the large, nearby senior population. There is a pharmacy, hairdresser, and speciahy markets for meat and fish. In addition, there is a local pub and gift shops catering to a younger market. This cluster also benefits from its close proximity to the Town Common.
There is another small cluster of businesses on Wood Street, north of Franklin.
This consists of a first quality infant's clothing store, photographer, florist, hairdresser, and two barber shops. A market and bar, located at the intersection of Wood and Franklin streets, are also part of this group. Unfortunately, this cluster benefits little from the higher volume of people who shop in the vicinity of the Wood/State street intersection, being isolated by an approximately 1,000 foot uninteresting walk. Another factor discouraging shoppers from this cluster is insufficient parking; there are only a small number of on-street parking spaces available. Consequently, these businesses end up being independent destinations rather than part of a more complete shopping experience.
There have been recent changes which may indicate the difficulty of doing business in this cluster: Mary's Dress Shop was replaced by a photographic studio and Dave's Variety was replaced by a first-quality infant clothing store.     properties appearing on the National Register. Church Brothers, a painting and paper hanging concern, uses 385 High Street as its business address. This is a small gable-roof Greek Revival cottage listed in the National Register as the Samuel Bradford-Nathaniel Street, is currently being remodeled and is scheduled to reopen in the near future.

Assortment of Goods/Services
As previously discussed in the business inventory section, there seems to be a good selection of products and services available for purchase in the Kaiser/Mosaico neighborhood. There is support for this conclusion found among the survey data Nevertheless, there were some suggestions for additional products and services made by 10 business owners. Three respondents expressed a desire for a clothing and shoe store. There were two suggestions for additional parking as well as singular requests for a discount department store, a convenience store, a "Five and Dime" store, fax/copying services and additional pay phones.
Respondents to the Eldercare survey provided additional insight regarding the assortment of goods and services. The most common request (24) was for a dry cleaning service. A clothing and shoe store was suggested by 20 respondents. A number of requests were expressed for a greeting card/gift shop (9) and a market for fruits and vegetables (4).
Respondents to the residents survey noted the lack of clothing stores. A total of 37 residents said they usually purchase their clothing outside the Mosaico neighborhood.
Twenty (20) respondents said they would like to have clothing available for purchase in the neighborhood.

MARKET SEGMENT ANALYSIS
illtimately, success in the marketplace is contingent upon realizing a sufficiently large amount of profitable sales. In order to maximiz.e their sales, it is important for businesses to know their customers. They must recognize who their customers are in order to develop a successful merchandising program. Many businesses fail in attempting to be everything to everybody rather than dedicating their limited resources toward developing and maintaining a base of repeat customers. The process of market segmentation involves identifying important blocks of potential consumers with similar characteristics and spending patterns (Jackson and Nichols 1995, 7). Businesses can use the results of such an analysis in devising their own unique strategies to convert these potential consumers into customers.

STRENGTHS/OPPORTUNITIES
The collection of businesses within the Kaiser/Mosaico neighborhood do not provide a complete shopping experience. There is virtually nothing offered in the areas of men's and women's clothing, shoes, toys, furniture, appliances, and consumer electronics.
However, this does not detract from its significance as a consumer resource by virtue of its prominence in several other categories.

Market Niche
The Kaiser/Mosaico neighborhood business district occupies an important niche in the area of food and spirits. Under this heading, there are four distinct categories in which it excels: (1) baked goods, (2) markets, (3) restaurants, and ( 4) bars. (See Table 4.

3).
Although there is a heavy emphasis on Portuguese fare, there is an overall wide selection of items to please a variety of tastes.
The Kaiser/Mosaico neighborhood possesses strength in other areas as well. For example, there are two hardware stores, two hairdressers, and three barbers on Wood St.
Although the neighborhood is amply served by these types of businesses, it is unlikely that they can attract a significant number of consumers from beyond the Town of Bristol.

Neighborhood Businesses
The best prospects for serving a broader market area belong to the food and spirit establishments. The quality, variety, and uniqueness of their offerings combine to provide an experience that is worth the trip. Properly focused, these businesses could easily improve sales by making their presence known to those visiting Downtown Hope Street.

CHAPTER FIVE ALTERNATIVES
Economic revitalization cannot be completed overnight. The process requires an ongoing commitment to achieve and sustain desirable results. Further, it is rarely successful in the absence of a reliable organization. The following section discusses several types of organizational structures which may be appropriate for businesses in the Mosaico neighborhood.

Collectives
Collectives are generally privately owned enterprises which employ traditional business practices in producing and/or distributing their goods and services. However, the collective' s motivation for profit is superseded by their adopted social agenda. Collectives use their profits to support a wide variety of valued community activities such as women' s shelters and food banks. Some collectives may go so far as to assimilate disadvantaged groups into their productive operations. (Ross and Usher 1986, 59).

Cooperatives
Cooperatives are similar to collectives in being composed of a broad-based membership which provides direction for the organization. However, an ambitious social program is not necessarily a part of their mission. There are several forms of cooperatives that may be applicable to the Mosaico neighborhood: marketing cooperatives, consumer cooperatives, and cooperative credit unions. A marketing cooperative sells the goods and services produced by its members. This type of organization may be useful for assimilating local farmers, home-based craftspersons, and other small-scale producers into the informal economy.
Local commercial establishments may also benefit from cooperative marketing ventures. A consumer cooperative purchases packages of goods and services in bulk and sells them to its members at reduced cost. This serves as an effective method by which small businesses can remain competitive. Cooperative credit unions provide a means for small businesses to acquire capital by lending the savings of its members to other members. (Ross and Usher 1986, 61) .

PUBLIC/PRIVATE PARTNERSHIPS
Increasingly, government and private businesses enter into partnerships to simulate economic development. The organizations developed through such partnership may take on a variety of forms, differing in terms of scope, duration, and funding sources. This section continues by presenting several of the more common forms of public/private partnerships.

Mixed Partnerships
Legally, municipalities are nonprofit corporations. As such, they may enter into partnerships with other nonprofit corporations and/or private for-profit businesses. This form of organization is called a mixed partnership. For-profit organizations can benefit from this type of arrangement by deducting certain partnership expenses from their other real estate profits. (Lyons and Hamlin 1991, 64).

Limited Partnerships
A limited partnership consists of a combination of general partners and special, or limited, partners. The limited partners generally only invest in a project and are limited in liability up to the level of this investment. The general partners direct the project development. Sometimes, government and private businesses act as general partners in development projects, selling shares to limited partners. (Lyons and Hamlin 1991, 65).

Condominiums
A condominium is a real estate development project in which parties have exclusive ownership of individual units and joint ownership of common areas. Residential condominiums are one example of this ownership structure. However, a public/private partnership may develop a multiple-use condominium project in which the residential and commercial components are owned by private businesses and the parking facilities are owned by some governmental entity. (Lyons and Hamlin 1991, 66).

Economic Development Corporations
Economic Development Corporations (EDCs) are quasi-public entities. While they are created by government, members of the business community occupy most board seats. Their funding may come from government sources, the sale of stock and the issuance of bonds, or private contributions. EDCs are often useful in the rehabilitation of abandoned factories as well as the construction of new office and industrial parks. (Lyons and Hamlin 1991 , 67).

Downtown Development Authorities
Downtown Development authorities are most commonly associated with the improvement of public infrastructure in declining urban areas. Created by government, their boards consist of a cross section of stakeholders from within their jurisdictional boundaries. In addition to having the powers of an EDC, they may also be empowered to tax and administer a Tax Increment Financing (TIF) program. (Lyons and Hamlin 1991, 68).

Nonprofit Corporations
Nonprofit corporations are designed to carry out functions deemed to be for the public good. While they are restricted from competing with for-profit enterprises, they may form for-profit subsidiaries which are subject to taxes. Examples of nonprofit corporations include governments, foundations, and Community Development Corporations (CDCs). With a 501(c)3 tax status, nonprofit corporations can accept tax.deductible donations which can be used to acquire funds from other sources. (Lyons and Hamlin 1991, 68).

Centralized Retail Management
Centralized Retail Management (CRM) is one approach that may be taken to revitalize an older shopping district such as found in the Mosaico neighborhood. CRM, arising as a response to the exodus of retailers from downtown locations throughout America in the 1950's, borrows heavily from the management practices found to be successful at suburban malls and regional shopping centers. Since 1985, the Federal government has legitimized CRM as a public/private initiative by providing funding through the Department of Housing and Urban Development and the Urban Mass Transportation AdminiStration for technical assistance to selected cities desiring to acquire the requisite management structure. (Cloar, Stabler, and DeVito 1990, 4).
The goal of CRM is to identify and attain common goals through collective action.
In order to accomplish this, some form of ongoing organizational structure is necessary.
This can be problematic in a business environment often consisting of fragmented property ownership and pre-existing tenants. The principles of CRM emphasize four key components: (1) the market, (2) enlistment, (3) coordination, and ( 4) the total retail environment. (Cloar, Stabler, and DeVito 1990, 5).

The Market
In order to maximize benefits, CRM must be sensitive to the markets of local businesses. (Cloar, Stabler, and DeVito 1990, 5). A professional consultant is often employed by organizations practicing CRM to conduct a market analysis. Once obtained, economic and demographic data for the market area are then used in deciding product mix, common business hours, and advertising strategies. (Cloar, Stabler, and DeVito 1990, 58).

Enlistment
The enlistment of all interested parties is critical for the successful implementation of CRM. While property owners and tenants are the most important actors, other parties include municipal planning and economic development officials, traffic engineers, financial institutions, major employers, and hotel managers. It is essential to assemble these participants in order to determine common objectives and keep them involved in the revitalization process on a continuing basis. (Cloar, Stabler, and DeVito 1990, 5).

Coordination
The coordination of leasing and retail practices is the most difficult challenge confronting CRM. Solutions range from informal agreements among stakeholders to follow a plan designed to achieve common goals to more formal arrangements involving the pooling of all property in exchange for a proportionate share of a collectively managed enterprise. (Cloar, Stabler, and De Vito 1990, 5).

Environment
CRM is also concerned with enhancing the total retail environment. Factors influencing the quality of the shopping experience include parking, traffic patterns, retail frontage continuity, and the condition of the streetscape and building facades. The managing organization works to ensure that design changes are beneficial to the interests of all retailers. (Cloar, Stabler, and DeVito 1990, 5).
Economic revitalization involves more than physical improvements to the commercial area. Reaching consensus and facilitating cooperation among stakeholders are requisites for successful economic development. Some form of organization possessing demonstrated skills and acceptable to all parties is needed to accomplish these tasks.
CRM is consistent with this philosophy and may be effectively administered by an established nonprofit corporation.
CRM is commonly funded by means of a special assessment district. Such is the case in Oak Park, Illinois, where the nonprofit Downtown Oak Park is allotted a portion of the assessed funds collected by the city. In addition, Downtown Oak Park receives revenues from membership dues. (Cloar, Stabler, and De Vito 1990, 12).
An organization administering CRM must have a staff familiar with retail operations. One part-time and three full-time employees staff Downtown Oak Park. This includes an executive director who formerly served as director of retail development for the downtown mall, a marketing director, an administrative assistant, and a maintenance person. (Cloar, Stabler, and DeVito 1990, 13).
A delicate balance must be maintained on the governing board of a CRM organization. This can be difficult to achieve in situations where funding is derived from special assessments, as property owners tend to hold more influence. As previously mentioned, Downtown Oak Park is a membership organization funded, in part, from special assessment district revenue. Not all property owners paying assessments belong to Downtown Oak Park. The nine member governing board consists of three owners, three merchants, one owner-merchant, the village manager, and the executive director. Thus, Downtown Oak Park achieves a satisfactory balance between owners and tenants. (Cloar, Stabler, and DeVito 1990, 13).
It is preferable that the governing body possess the authority to enforce policies that have been agreed upon. If possible, such agreements between property owners and the organization should be incorporated as restrictive covenants that run with the land.
This will provide the stability necessary for effective management. (Cloar, Stabler, and DeVito 1990, 60).

Business Improvement Districts
Business Improvement Districts (BIDs) provide another vehicle for commercial district revitalization. Bills are the generic term for areas which may be alternately referred to as special improvement districts, special assessment districts, business assistance districts, business improvement zones, or special services districts in various states (Houstoun 1997, 8). The BID concept represents a public/private partnership by cleverly combining public financing with private management.
In 1965, Alex Ling formed one of the first contemporary Bill' s in Ontario, Canada, responding to the threat posed by a large shopping mall. He requested that the government allow businesses to tax themselves, providing revenue for improvements needed to successfully compete. By 1975, there were over 150 such assessment-based improvement districts throughout the province. (Houstoun 1997, 7).
The first BID in the United States was established in New Orleans subsequent to a citywide referendum in 1975. The enabling legislation required that funds generated be used for services and improvements not normally provided by the city. In addition, all services must be provided by existing city departments. While this provision does allow some cost savings by avoiding duplication, it has not since been commonly required. (Houstoun 1997, 23-4).
Although various state and local legal requirements influence the structure of BIDs, they commonly serve as a mechanism for financing and managing improvements to the local business environment. This is accomplished by means of an assessment which is levied and collected by a municipality on property located within a geographically defined area. These funds are then used exclusively in that area for the benefit of contributors.
Bills must be established in accordance with the procedures set forth in state and local laws. Not all states have such enabling legislation; requirements vary in those that do. The adoption of a BID may require an affirmative vote; some states may require the approval of a certain number of property owners, or the approval of the ownership of a certain percent of assessed valuation. Other states may allow the creation of BIDs through governmental action based on a finding of need; in such cases, the public may be allowed to reject a BID by exercising a proviso for remonstrance. Some states mandate that Bills be managed by non-profit corporations, while others insist on governmental control. Many Bills are allowed to engage in any municipal activity allowed by law; others are precluded from issuing bonds. Some states afford their municipalities a degree of latitude in selecting assessment formula options whereas others offer little leeway. In addition, BID budgets receive varying degrees of governmental scrutiny. Although most municipalities collect assessments along with property taxes, some Bills are empowered to perform this function. States may differ with respect to BID boundary requirements.
For example, New Jersey allows individual parcels to be assembled in a BID; however, Wisconsin requires that all parcels in a BID be contiguous. Some states allow properties to forego that portion of their BID assessment which funds improvements from which they derive no significant benefit. Clearly, the BID serves as a flexible tool for economic revitalization. (Houstoun 1997, 27-36).
Large Bills tend to focus on improving and maintaining the public environment.
Some of them may have capital budgets of as much as $30 million and operating budgets of $1 million or more. Small Bills, with annual budgets of $40,000 to $250,000, are generally retail oriented. They may use these funds to organire promotions, special events, joint advertising campaigns, seasonal lighting displays, incentive financing, and business retention and attraction programs.
The primary advantage of the BID concept lies in being able to generate predictable revenues which are necessary to successfully implement planned improvements. Unlike an annual property assessment, revenue derived from governmental block grants and voluntary contributions cannot be relied upon to complete projects.
Moreover, managers of many other types of business improvement organizations often must devote an inordinate amount of time to fundraising.
Depending upon the direction taken by management, owners of property located within a BID receive certain benefits. Bills may provide supplemental government services such as additional security personnel and public space improvements. They may also engage in snow removal and sidewalk cleaning, services that are not normally provided by government. The BID management may also serve as an advocate in matters affecting their collective interest. Some BIDs may undertake streetscape improvements.
A BID may also participate in cooperative enterprises such as joint advertising and purchase of business services. A BID may also provide research and planning services as an aid in establishing goals and developing programs. (Houstoun 1997, 12).
BIDs also commonly engage in visioning, strategic planning, and the development of urban design guidelines. Implementing the results of such exercises often leads to their involvement in parking management and facade improvement. Increasingly, Bills are becoming involved in such programs as aiding the homeless, job training, and youth services, as part of their comprehensive economic development plans. (Houstoun 1997, 14).

ALTERNATIVES ASSESSMENT
Economic revitalization requires organization. In this respect, the Mosaico neighborhood is deficient. Presently, the neighborhood merchants have no formal organization to represent them in the revitalization process. This is primarily due to the fact that there is little free time available for many of these business owner-operators to actively participate in merchant associations. This issue must be addressed. were more than 600 communities in 31 states participating in the Main Street program. (Smith, Joncas, and Parrish 1996, 1,2).
Applied to small towns and cities with populations of over 50,000, the NMSC demonstration program has consistently revealed several factors as being important to downtown revita.liz.ation. Among them are a strong public/private partnership, a committed organization, a full-time program manager, quality design and promotional programs, and a coordinated, incremental approach (Smith, Joncas, and Parrish 1996, 1 ).
These findings form the basis of the Main Street strategy.
The Main Street program talces a comprehensive approach toward economic revitaliz.ation by emphasizing four key elements: (1) design, (2) organization, (3) promotion, and (4) economic restructuring. Design is concerned with enhancing the physical appearance of the overall retail environment. Organization facilitates the achievement of consensus and cooperation among the local residents and merchants.
Promotion is needed to market the distinctive offerings of an area to shoppers, visitors, and investors. Economic restructuring involves strengthening and diversifying the local economic base. (Smith, Joncas, and Parrish 1996, 3).
Neighborhood revitaliz.ation requires more than physical improvements. This seems to be the underlying theory driving the Mosaico Neighborhood Plan update, as it contrasts with the physical nature of the original plan by emphasizing economic development issues. A recurrent theme in the relevant literature is that a comprehensive approach be applied to economic revitaliz.ation as well. While it may not be possible for the Mosaico neighborhood to officially participate in the Main Street program, it would be worthwhile to use the Main Street approach as a model for revitaliz.ation.

Design
The image of a shopping district is affected by all of its associated visual elements.
These include buildings, public improvements, signs, parking areas, and graphics. A well conceived and implemented design plan that is sensitive to these elements helps to implant a positive image in the minds of shoppers.
Neighborhood residents chose the name "Mosaico" for their CDC. For them, it most closely describes a whole community which is greater than the sum of its diverse parts. The business community seems to hold this sentiment as well. When asked for his thoughts on a standard neighborhood sign design, a business owner stated that every business is different and he did not want his sign to look like the sign of other businesses.
It is clear that future development must respect and build upon this diversity. hopefully, other business owners will be similarly motivated upon seeing positive results.
In addition, the MCDC accepts and reviews nominations for their annual preservation View Avenue. This would allow for angle parking on the western side of Wood Street and also make crossing the street safer for pedestrians.

Organi7.ation
Neighborhood revitalization is a long-term process facilitated by organized effort.
Organizations are necessary for a community to build consensus and collaborative partnerships, develop and implement plans, and to secure funds. The following recommendations address the existing need for additional organizational resources.   (Lyons and Hamlin 1991, 127). In addition to benefiting the Town of Bristol, the University will reap enhanced stature in the community while it provides practical experience for its students.

Promotion
One local merchant commented in the survey that "the neighborhood has a good selection of businesses, but that people must come to know that we are here." One of the duties of the Mosaico merchant coordinator will be to market the positive attributes of the neighborhood on a regional basis. The following recommendations will increase public awareness and should be considered when developing a promotional strategy.

J. Attract Visitors
The neighborhood survey results suggest that the Mosaico neighborhood experiences a significant amount of "sales leakage". This expression refers to purchases made by residents outside the neighborhood. One way to neutralize the effects of this phenomenon is by bringing outside money into the neighborhood.

Economic Restructuring
Economic restructuring aims to identify and exploit emerging opportunities as it solidifies the existing economic base. Pursuing these goals means working hard to encourage existing businesses to remain and hopefully, expand their operations. It also involves attracting new businesses to the area which may either complement an existing niche or serve an entirely different market.
In today' s globally competitive marketplace, econmmc restructuring can be a complex process, employing a variety of skills as well as consuming significant amounts of time and capital. It requires an understanding of economic development strategies, the capacity to analyze the local market and constantly monitor it for change, and the ability to procure and allocate funds. The capability to effectively deal with such a broad scope of responsibilities is rarely found within a single organization at the local level.

Establish a public market
In 1693, the Town of Bristol had a regular market day for the sale of farm  (Spitzer and Baum 1995, 18).
Alternately, by virtue of its providing employment opportunities, a public market may qualify for CDBG funding.

CONCLUSION
This concludes the recommended plan of action for the economic revitalization of the Mosaico neighborhood. Developed after a thorough analysis of existing conditions and sensitive to the opinions gathered in surveys of local residents and business owners, the plan is designed to enhance the economic viability of the Mosaico neighborhood businesses and their ability to satisfy the needs of neighborhood residents.
Unfortunately, most Mosaico residents purchase the bulk of their weekly items in discount stores outside the neighborhood. Nevertheless, residents also enjoy having shopping opportunities closer to home. In order to survive and serve neighborhood residents, Mosaico merchants must bring in money from outlying areas. This might best be accomplished by promoting the neighborhood's strengths in eating and drinking establishments and specialty food markets.  (Neighborhood Plan) update. As part of my duties, the town has asked me to do a survey of the neighborhood businesses.
The original Neighborhood Plan was developed in 1991-92 through the joined efforts of neighborhood residents, town staff, and private consultants. Since the original Neighborhood Plan is 7 years old, the Town of Bristol and the Mosaico Community Development Corporation (CDC) would like to update it, broadening its scope beyond mere physical considerations to include economic development and social service/job training issues. The information gathered in this survey will contribute much to the success of this project.
The economic development portion of the Neighborhood Plan update will address several issues. Among them are: • Assessment of the Neighborhood Business District (NBD) • Determining the NBD niche • Evaluation of the NBD as a niche for consumers beyond the neighborhood • Assessing merchant support for formal organization • Attracting shoppers with special events/ Assessing merchant support for sponsorship • Identify funding sources to achieve any developed goals Business owners will benefit from participating in this survey by having their needs identified and addressed in the Neighborhood Plan update. Please take a few moments to respond. Your cooperation is entirely voluntary. While every effort was made to construct general questions, feel free to skip any that you do not wish to answer. Also, please add any comments you wish to make, either to identify problems or needs, or to suggest solutions.

Dear Business Owner,
Hello. My name is Jim Lamphere. I am a graduate student in the Department of Community Planning and Area Development at the University of Rhode Island and am privileged to serve as a consultant to the Town of Bristol on the Kaiser Mill Complex and Neighborhood Revitalization Plan (Neighborhood Plan) update. As part of my duties, the town has asked me to do a survey of the neighborhood businesses.
The original Neighborhood Plan was developed in 1991-92 through the joined efforts of neighborhood residents, town staff, and private consultants. Since the original Neighborhood Plan is 7 years old, the Town of Bristol and the Mosaico Community Development Corporation (CDC) would like to update it, broadening its scope beyond mere physical considerations to include economic development and social service/job training issues. The infonnation gathered in this survey will contribute much to the success of this project.
The economic development portion of the Neighborhood Plan update will address several issues. Among them are: • Assessment of the Neighborhood Business District (NBD) • Determining the NBD niche • Evaluation of the NBD as a niche for consumers beyond the neighborhood • Assessing merchant support for formal organization • Attracting shoppers with special events/ Assessing merchant support for sponsorship • Identify funding sources to achieve any developed goals Business owners will benefit from participating in this survey by having their needs identified and addressed in the Neighborhood Plan update. Please take a few moments to respond. Your cooperation is entirely voluntary. While every effort was made to construct general questions, feel free to skip any that you do not wish to answer. Also, please add any comments you wish to make, either to identify problems or needs, or to suggest solutions. In an average week, how much does your household spend in stores and restaurants?

Tax incentives for Enterprise Zone Member Businesses
Business Tax Credit: In order to be eligible for the state business tax credit, an Enterprise Zone Member Business must create a minimum of 5% new or additional jobs per year and increase total wages paid to employees over previous year's wages. The tax credit is equal to 50% of the wages paid to these new or additional employees with a maximum credit per employee of $10.000.
Resident Business Owner Credit: An Enterprise Zone Member Business owner who lives in the same Enterprise Zone as his/her business, is eligible for the Resident Business Owner Tax Credit. This tax credit is a three year modification of $50,000 from federal adjusted gross income when computing state tax liability. During years four and five, the Resident Business Owner Credit is $25,000.

Tax incentives for lenders
Interest Income Credit: Corporations or taxpayers that make new loans to Enterprise Zone Member Businesses are eligible to receive a 10% tax credit on interest earned from the new loan . The maximum credit per taxpayer is $10,000 per year. Donation Tax Credit: A taxpayer is eligible for a credit of 20% for any cash donation against the state tax imposed for a donation to a public supported improvement projects in an Enterprise Zone. The maximum cred it per taxpayer is $10,000 per year. ..