Let's take a look at some of the retail distribution issues in neighborhoods. Ideally, you would want to satisfy the daily shopping needs of everyone in the neighborhood. All neighborhoods should include certain amount of retail space. The amount of that depends on the size of the neighborhood, and the density, and the location relative to transportation options. Ideally, it would be by walking or biking. Generally, neighborhoods of 300 or more dwellings, the approach would be through viable corner stores at a minimum, and where there's more density, main street stores or groups of stores along the neighborhood center would meet this purpose. Generally, shops work best when they have flank each sides of the low-speed thoroughfare in the neighborhood. But there's a number of cities, Baltimore being one, where you can see the original corner store operation as it has evolved. In some areas, these retail and restaurant operations have been clustered in small square with a green space in the middle, very effective in providing services to the local neighborhood. These types of development also become a very cherished amenity to the community and become a great marketing device for further development enhancement of the neighborhoods. These kinds of operations are less likely to require financial assistance, for example, from the government or additional incentives because particularly when you combine these retail restaurant facilities with a cafe or next to a local or a neighborhood post-office, places where people would go every day to pick up their mail or to run an errand, provides the opportunity for conducting business in these locations. However, management of these types of local businesses is also important. There's certainly a preference for locally owned businesses to be anchored in these areas. These kinds of consideration should be undertaken when looking at neighborhood retail distribution, which is an important part of the neighborhood and the framework for a sustainable smart growth. Now, let's look at the workplace. Also an important aspect of smart growth strategies. Potentially, you'd like to provide jobs within each neighborhood. The ideal neighborhood is one that has about the same number of jobs as it does workers. The result is a jobs/housing balance where no one needs them to leave the community to go to work. This often is not possible, but it's the closer you get to that situation, that balance, the less congestion there is on the traffic in the area, particularly during peak hours. But if the neighborhood also has a good transit connection to major employment centers, essentially, the same result can be achieved. The majority of workspace in a neighborhood or community should be located, if possible, near the neighborhood center because that's where most of the support services are, where meals are available for that noon lunch, and where the connections to transit are located. If an employee needs to go to another region or another city center, transit is right there and easy to use. It's a real big plus to have your job right within a walking distance of your residents. The live work relationship is certainly a goal and a good goal for smart growth neighborhoods. Let's take a quick look at the civic site locations. Neat neighborhoods should have at least one designated civic site. Civic sites are buildings or facilities where the citizens and community can come together for various meetings. That may be where different club type activities are held. It does provide some employment, usually, for providing services to those who participate in activities at the civic center or civic site. This example here in the slide is a historic building that was either bought out or leased. You can do either. In this case, it was bought out by the citizens association with help from the local government. It's now used as a center of activity for the neighborhood, for meetings, for planning, they lease out some of the space to non-profits that also have a vested interest in the neighborhood and surrounding communities, and provide services back to the community. Often, in the civic buildings may not be immediately available when the need is identified, but unless that's planned in the early development of the neighborhood or community, it's often much more difficult to exercise those options later on. If a building isn't available, for example, a neighborhood could reserve a green space and use that as a park or a recreation area until the opportunity or the resources are present to construct a civic building on the site, or in this case, being able to take over ownership of the building and using it as a civic building. In review, first, we looked at how to plan for mixed use components: Housing, grocery stores, repair shops, general retail and so forth in the community. Second, we learned the importance of creating an environment where there are opportunities for activities throughout the day; creating a 24-hour day of activities in the neighborhood, a dynamic, engaging, and welcoming environment. Next, was the aspect of supporting diversity in housing, jobs, and opportunities, which translate to diversity in the neighborhood. Next, we looked at distribution of retail in the neighborhood so that folks can easily complete their grocery shopping, enjoy entertainment venues, and eat at restaurants, all within the neighborhood. Then also the importance of workplace opportunities where you can live and work in the same neighborhood. Lastly, the concept of having at least one civic site within the neighborhood that acts as a focal point for multiple activities, both club and organizational activities, as well as leasing to non-profits who also provide services and opportunities to the neighborhood.