Comprehensive Plan - Carbondale, IL

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Adopted June 22, 2010c. Work to encourage the launch of a “buy local” campaign with the CarbondaleMain Street.d. Highlight and recognize local businesses that choose to locate downtown.e. Identify buildings with under utilized upper floor space that could be convertedto apartments or other suitable uses and help owners understand the benefits.Strategy 3: Expand the size and visibility of the City’s arts, culture, and tourismmarkets.Rationale:The presence of SIU infuses the City with a cultural atmosphere that is unusualfor a City of its size. As the main talent center for the region, Carbondale has theopportunity to exploit the cultural vibe already present in the City to new businessand tourism opportunities. Building the City’s art and culture scene coincides witha focus on local entrepreneurship and is also an important piece of an overall talentattraction and retention strategy. A stronger arts presence would also stronglyposition Carbondale as the figurative “visitor center” for the region, supporting(and capitalizing on) its growing tourism and retiree markets.Comprehensive PlanActions and Initiatives:a. Work with Carbondale Community Arts and other local arts groups toestablish an arts guild. Determine interest in the formation of an arts co-op orarts incubator to be located in a visible downtown location.b. Work with Carbondale Main Street to sponsor an art walk and gallery nightevent, and special public art installations. A recent public art installation canbe found at Friendship Plaza, as depicted in Figure 5.5, Public Art Installation.c. Support and promote the efforts of the Southern Illinois Music Festivalin extending cultural music experiences to area residents of all ages andbackgrounds. Encourage the use of venues throughout Carbondale and expandthe tourism potential of this popular program.d. Encourage the small business development center to develop a specialentrepreneurship module specifically oriented to artist-run businesses.e. Encourage local businesses to sponsor or commission special arts projects. Seekfinancing through local foundations, corporate sponsors,and TIF/BID revenues.f. Solicit developer interest in creating affordable artist(live-work) housing downtown with ground-floor galleryspace.g. Consider public art displays to be exhibited on a rotatingbasis on the town square and other public places.Strategy 4: Improve the physical appearance of thestreetscape and infrastructure through adoption ofdevelopment standards that will lead to a consistentidentity.Rationale:The overall physical appearance of the downtown includingstreets, sidewalks, lighting and other public infrastructure isFigure 5.5 | PUBLIC ARTINSTALLATION5.15Economic Development
Adopted June 22, 2010City of Carbondalean important factor for businesses deciding on where to make investments. Thepresent appearance of the downtown infrastructure lacks uniformity.Actions and Initiatives:a. Develop design guidelines for new projects including uniform streetscapedesign standards.b. Prioritize streetscape improvements and seek funding programs to help coverthe costs.c. Continue to provide funding to businesses for façade improvements.Strategy 5: Continue to provide support to Carbondale Main Street in programsand services to market downtown for new business investments.Rationale:Carbondale Main Street (CMS) is an organization recognized by the City to promotedowntown redevelopment and revitalization. The organization receives fundingfrom the City along with tax revenue from a Special Service Area and membershipfees and donations. Besides recruiting businesses and promoting the downtownfor new investments CMS also hosts events to attract residents downtown.Actions and Initiatives:a. The City should continue annual financial support to maintain the operationsof Carbondale Main Street.b. Encourage City staff to participate by sitting on the Board of Directors andserve on active committees.c. Support the extension and expansion of the Special Service Area as a means tofinance the operations of CMS.d. Continue the bi-annual downtown walk with City staff to help identify areasthat require improvement.Focus Area 5.5 - Expand and customize the use of economicdevelopment tools and improve the business friendliness of thecity.Strategy 1: Reevaluate and retool the City’s economic development programs.Rationale:The City already offers a full compliment of economic development programsand incentives. The use of incentives seems to be limited, which could possiblybe the result of their limited funding, limited knowledge of their existence,onerous eligibility requirements and/or because of perceived “red tape” as hasbeen previously suggested. There may also be a mismatch between the particularorientation of the incentives (conventional industrial attraction) and where the City’sneeds and its competitive advantages actually lay (talent attraction, entrepreneurialdevelopment, downtown redevelopment, etc).5.16Actions and Initiatives:a. Create a Redevelopment Authority or Corporation to manage the revitalizationof Downtown. This could involve changing the mission and funding structureof the City’s existing Development Corporation, with initial capitalizationcoming from the sale of the remaining acreage in the Bicentennial IndustrialPark.Chapter Five
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Comprehensive Plan - Carbondale, IL

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