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ATTACHMENT
<br />TABLE 12. Consumer Expenditures and Retail Sales per Gross Leasable Commercial Floor Area (Gla)
<br />City of Santa Ana
<br />(2012 CA Taxable Sales)
<br />3,981,568
<br />$ 2,518,026,000
<br />$ 631
<br />$ 676,714,000
<br />$170
<br />Under any scenario, the contributions of both fixed location retailers and of Non -Store Retailers should
<br />be considered, recognizing the substantial market share of Non -Store Retailers in downtown and central
<br />Santa Ana. Specifically, the promotion of food vendors, pop -up markets, mercaditos, and other kinds
<br />of vendors could be examined as a way to rapidly augment existing offerings in the downtown, while
<br />supporting local livelihoods. A growing number of U.S. cities have demonstrated effective Non -Store
<br />Retail strategies and policies, including the establishment of licensing and fees regimes, resulting in a
<br />substantial contribution of the Non -Store sector to downtown area market awareness, retail foot traffic,
<br />and sales.
<br />Public policy makers substantially shape market opportunities through the use of regulations, taxation
<br />and special assessments, public finance, public investments in infrastructure, streetscapes, facilities
<br />and services; through the disposition of public lands, public and quasi - public development agencies
<br />and utilities, and public marketing and communications. Private property developers and investors
<br />substantially influence market opportunities through their choices between alternative business models
<br />(e.g., build -sell; build -hold- manage) and building types. In an economically vibrant region like southern
<br />California there is no single `market' or market opportunity. Market opportunities are crafted through
<br />coordinated government, civic, and private sector choices to pursue a common market opportunity.
<br />The preparation of development scenarios, as in this study, highlights the pros, cons, and challenges of
<br />different choices.
<br />The City of Santa Ana has in the past applied a number of public sector instruments to shape the
<br />market for downtown investment and re- development. It is noteworthy however that, unlike many lower
<br />income districts in California and beyond, there is no community development corporation in Santa
<br />Ana to work with local government, local retailers and residents, the real estate and construction sector,
<br />and investors to implement strategic development projects geared towards the established residential
<br />population of central Santa Ana. Pending the establishment of such an institutional capacity, the Santa
<br />Ana Building Healthy Communities initiative has developed concepts for some smaller commercial
<br />and property- related projects that would begin to address Wellness priorities of local residents. These
<br />concepts are presented below in Appendix A.
<br />TheINoxtpractice WS—A _24Ana Wellness District A study ofdemand and supply for wellness goods and services
<br />Core Downtown
<br />Central Santa Ana
<br />Central City of
<br />Orange county
<br />Santa Ana
<br />(Nielsen 2.0 ml
<br />Orange (Nielsen
<br />(Nielsen 12.0 mi
<br />(Nielsen 0.5.mi
<br />radius)
<br />2,Cmi radius)
<br />radius)
<br />radius)
<br />GROSS LEASEABLE COMMERCIAL FLOOR AREA (GLA)
<br />74,510
<br />2,198,185
<br />1,596,664
<br />44,218,780
<br />RETAIL MERCHANDISE SALES
<br />2014 Downtown Sales (2014
<br />$259,568,521
<br />$2,416,734,566
<br />$1,822,013,917
<br />$40,081,919,435
<br />(Ind Eating and Drinking Places)
<br />est)
<br />Sales /GLA
<br />$3,484
<br />$1,099
<br />$1,141
<br />$906
<br />WELLNESS MERCHANDISE RETAIL
<br />Downtown Sales (2014 est)
<br />$132,199,501
<br />$1,014,891,698
<br />$727,194,364
<br />$16,269,652,461
<br />Sales /GLA
<br />$1,114
<br />$462
<br />$455
<br />$368
<br />City of Santa Ana
<br />(2012 CA Taxable Sales)
<br />3,981,568
<br />$ 2,518,026,000
<br />$ 631
<br />$ 676,714,000
<br />$170
<br />Under any scenario, the contributions of both fixed location retailers and of Non -Store Retailers should
<br />be considered, recognizing the substantial market share of Non -Store Retailers in downtown and central
<br />Santa Ana. Specifically, the promotion of food vendors, pop -up markets, mercaditos, and other kinds
<br />of vendors could be examined as a way to rapidly augment existing offerings in the downtown, while
<br />supporting local livelihoods. A growing number of U.S. cities have demonstrated effective Non -Store
<br />Retail strategies and policies, including the establishment of licensing and fees regimes, resulting in a
<br />substantial contribution of the Non -Store sector to downtown area market awareness, retail foot traffic,
<br />and sales.
<br />Public policy makers substantially shape market opportunities through the use of regulations, taxation
<br />and special assessments, public finance, public investments in infrastructure, streetscapes, facilities
<br />and services; through the disposition of public lands, public and quasi - public development agencies
<br />and utilities, and public marketing and communications. Private property developers and investors
<br />substantially influence market opportunities through their choices between alternative business models
<br />(e.g., build -sell; build -hold- manage) and building types. In an economically vibrant region like southern
<br />California there is no single `market' or market opportunity. Market opportunities are crafted through
<br />coordinated government, civic, and private sector choices to pursue a common market opportunity.
<br />The preparation of development scenarios, as in this study, highlights the pros, cons, and challenges of
<br />different choices.
<br />The City of Santa Ana has in the past applied a number of public sector instruments to shape the
<br />market for downtown investment and re- development. It is noteworthy however that, unlike many lower
<br />income districts in California and beyond, there is no community development corporation in Santa
<br />Ana to work with local government, local retailers and residents, the real estate and construction sector,
<br />and investors to implement strategic development projects geared towards the established residential
<br />population of central Santa Ana. Pending the establishment of such an institutional capacity, the Santa
<br />Ana Building Healthy Communities initiative has developed concepts for some smaller commercial
<br />and property- related projects that would begin to address Wellness priorities of local residents. These
<br />concepts are presented below in Appendix A.
<br />TheINoxtpractice WS—A _24Ana Wellness District A study ofdemand and supply for wellness goods and services
<br />
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