1
Tremonton in Transition
Sustainable Design Assessment Team (SDAT)
2
Tremonton SDAT
• Mike Davis, FAIA, team leader
• Haley Blakeman, ASLA, AICP, landscape/connectivity
• Jason Claunch, Mar...
3
YOU told us: We love living here!
• Good hot dogs & ice cream (more please)
• Great quality of life
• It’s the people!
•...
4
YOU told us: Downtown
• Is part of our identity
• Is in long decline, but with good bones
• Not attracting people
• A ke...
5
YOU told us: Opportunities
• The west end is the new growth engine
• People want to shop in town
• Be modern, but simple...
6
Environment
Planet
Social Equity
People
Economy
Profit
BlissBliss
Economy
Environment
Equity
You can have it all,
mostly
7
market
analysis
8
Market Analysis
Analyze demographic and economic trends to
inform the Tremonton development strategy.
Estimate the pot...
9
Utah
9
5th
in Population Growth
1st
in Personal Income
8th
Best in Employment
10
Area Characteristics
10
Tremonton Utah
Population, 2012 estimate 7,790 2,855,287
Population change ( 2010 -2012) 1.90% ...
11
Age Characteristics
The population is concentrated between
25 & 54 years of age, and the largest
segment are “Millenial...
12
Reside
ntial
Workfor
ce
Visitor
Commu
ter
Sources of Demand
MARKET
13
Residential Spending
U.S. consumers spent $48 less per year on
dining out, $141 less on clothing and apparel, and
$126 ...
14
Tremonton Retail Trade Area
14
Over 18,400
Employees in
The Tremonton
Region
Over 18,400
Employees in
The Tremonton
Reg...
15
RETAIL GAP ANALYSIS
16
Major Area Workforce
16
Over 18,400
Employees in
The Tremonton
Region
Over 18,400
Employees in
The Tremonton
Region
17m...
17
Major Area Workforce
17
There are an
estimated
2,013
employees in
the Tremonton
Region
There are an
estimated
2,013
emp...
18
Major Area Workforce
18
2,013 Employees in
The Tremonton Region
Can support up to
2,363 sf downtown
2,013 Employees in
...
19
Major Employers & Workforce
Over 18,000 workers in the Tremonton
region
Average weekly retail expenditures of
$53
Annua...
20
Commuter Demand
.The average commuter spends $112 per week in
transportation related expenses
Catalyst study determined...
21
Study Area Daily Traffic Flow
21
22,010
6,725
3,645
2,605
6,300
4,920
1,075
9,960
Crossroads
DowntownInterstate
Frontag...
22
Visitor Generated Demand
1 visitor per day can generate
90 square feet of retail per year
Art Show Water Park
Parade Th...
23
Visitor Economy
23
24
Visitor Economy
24
Tremonton can
capture over 80,000
Visitors with a spend
over $6M
Tremonton can
capture over 80,000
V...
25
Supportable Retail in Study Area
The potential retail spending from residents,
commuters, visitors, and workforce, may
...
26
Person $22,000 $7,480 24.93
Worker $936 3.12
Visitor $27,375 91.25
Commuter $19,345 64.48
Total 183.79
26
Purchasing Po...
27
Purchasing Power
Box Elder County has a .10 Pull
Factor
This trade area overlaps other areas, and therefore may capture...
28
Benefits of Independent Retailers
28http://www.amiba.net/news/2012/slc-utah-study
29
Retail Incentives
While the fiscal condition of individual cities varies greatly depending on differences in local tax
...
30
Catalytic Projects
• “Catalytic” projects are those that stimulate
additional demand.
– Daytime employment, higher educ...
31
Financing Strategy
• Adopt policy for sales tax and property tax rebate
for retail
• Façade Improvement Grants (50% mat...
32
downtown
identity
33
The Tremonton brand
To thine own self be true…
34
Branding is……
• What someone else thinks of you, not what
you say you are.
• Obvious and pervasive throughout the
commu...
35
Community Branding
• Branding is the process of setting yourself
apart from everyone else.
• Successful brands create t...
36
A Brand = PROMISE
• Branding is promise you make to customers
(residents and visitors) about their experience in
Tremon...
37
Branding Recommendations
• Embrace your geography.
• Balance that your brand is regional, but it
should reflect your co...
38
TREMON
TON
The Old West is Alive
Here
TREMONTON
Gateway to the Great Outdoors
TREMONTON
A 21st
Century
Agricultural
Com...
39
TREMON
TON
The Old West is Alive
Here
TREMONTON
Gateway to the Great Outdoors
TREMONTON
A 21st
Century
Agricultural
Com...
40
Branding Recommendations
• Hire a professional to help your
community develop a brand.
• Remember: it’s a process - not...
41
42
43
Downtown is your most
important business and
industrial recruitment tool.
Your entire
community will be
judged based on...
44
45
46
47
48
49
50
51
52
53
Provo
Ogden
Moab
54
55
56
Downtown Recommendation
Create a downtown organization
for the 21st
century
57
Main Street Approach™
–Organization
–Design
Promotion
Economic
Restructuring
58
The Coordinator is key to a
successful downtown program
You need a
downtown champion
responsible for
building consensus...
59
Events build community
60
Use maps to tell people where they can find businesses, parks and other
attractions.
61
Pop-up Shops, kiosks and other
temporary retail are a great way to
activate downtown quickly.
62
Create an effective “Shop Local” program.
63
Farmer’s Markets can showcase
your agricultural heritage. They
also activate your downtown
streets and function as comm...
64
Food Trucks are trendy, fun and
entrepreneurial!
65
Tremonton has good
opportunities to
develop tourism as an
industry.
66
67
Funding: Collaborate.
Build Partnerships
• Utah Heritage Foundation
• BRAG
– Small Business Development Center
– Busine...
68
Funding:
the Oklahoma City model
• 1 cent sales tax for capital economic
development expenditures.
• Create a BID for m...
69
connections
gateways
&
70
71
Main Street AND Highway 102
• High truck mode share
• Low volume road (<7,000 AADT)
• Speeding (85th
percentile: 35-40 ...
72
Pedestrian Experience
73
Are those accidents or crashes?
• Moderate crash rates
– Pedestrian/vehicle crashes
– Personal injuries
74
75
Design principles
• Accommodate all vehicles
– Traffic will increase over time
• Divert some trucks
• Better safety
• B...
76
Divert some trucks to Route 30
• Truck Route sign
• Main St calming
• Mapping services
77
400 West St. (Arrival) to Tremont St.(Downtown)
Arrival
78
79
Arrival: 400 W St. to 200 W St.
80
200 West St. to 200 East St.(Downtown)
Downtown
81
Re-task real estate for pedestrians
• Crosswalk: was 56’ now 36’
• Was 19 seconds now 12 seconds
82
Downtown: Tremont to 200 W
Shorter crosswalks
Few large truck turns
EXCEPT Fire
83
Re-task for pedestrians and green
84
Curvilinear travel path
85
200 E to Malad River
86
Tree belt options
87
Drainage retrofits
88
Snow removal
• 20% less snow to be hauled away
89
Shorter-Term Options
90
Connectivity
• 2,000’ walking
• 600 N and 600 S as bicycle boulevards
91
design
92
SAMPLE STOREFRONT DESIGN GUIDELINES
93
94
95
96
CATALYST SITE opposite Fairgrounds: 100,000 GSF, mixed use
with hospitality. Max 40’ setback, one major curb cut, devel...
97
CATALYST SITE Main & 400W: 300,000 GSF +/-, mixed use with junior box
retail and entertainment. Max 60’ setback, sidewa...
98
WEST END MASTER PLAN: Up to 800,000 SF on multiple parcels. Small
parking fields between buildings and road, smaller pa...
99
Public Realm Improvement: redesigned Midland Square
100
101
102
Public Realm Improvement: Enhanced Streetscape
103
104
Public Realm Improvement: Enhanced Gateway at Malad River
105
106
Public Realm Improvement: Gateway at 400W
107
108
109
SEQUENCE OF RECOMMENDATIONS
110
SEQUENCE OF RECOMMENDATIONS
1.Organization is STEP ONE. Get residents, commercial
property owners, businesses and gove...
111
SEQUENCE OF RECOMMENDATIONS
•Organization is STEP ONE. Get residents, commercial
property owners, businesses and gover...
112
SEQUENCE OF RECOMMENDATIONS
•Organization is STEP ONE. Get residents, commercial
property owners, businesses and gover...
113
SEQUENCE OF RECOMMENDATIONS
•Organization is STEP ONE. Get residents, commercial
property owners, businesses and gover...
114
SEQUENCE OF RECOMMENDATIONS
•Organization is STEP ONE. Get residents, commercial
property owners, businesses and gover...
115
SEQUENCE OF RECOMMENDATIONS
•Organization is STEP ONE. Get residents, commercial
property owners, businesses and gover...
116
SEQUENCE OF RECOMMENDATIONS
•Organization is STEP ONE. Get residents, commercial
property owners, businesses and gover...
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Tremonton, UT Sustainability Project

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The Tremonton, Utah Sustainable Design Assessment Team final presentation to the community.

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  • Certain dimensions of the community image may be controllable or changeable whereas other dimensions may be fixed.
  • Customers are Most effective at promoting brand… Customers create the value of a brand and NO ONE OWNS the customers.! No media – advertising (controlled) or public relations (uncontrolled) can beat positive word of mouth. What do companies like Nordstrom, Jet Blue, Amazon and Dell have in common? They have built their brand value on providing a positive experience for their customers. User experience is not just a practice or a process – it is a philosophy. User experience should be: comfortable, intuitive, consistent and trustworthy.
  • Once you&apos;ve defined your brand, how do you get the word out? Here are a few simple, time-tested tips: Get a great logo. Place it everywhere. Write down your brand messaging. What are the key messages you want to communicate about your brand? Every employee should be aware of your brand attributes. Integrate your brand. Branding extends to every aspect of your business--how you answer your phones, what you or your salespeople wear on sales calls, your e-mail signature, everything. Create a &quot;voice&quot; for your company that reflects your brand. This voice should be applied to all written communication and incorporated in the visual imagery of all materials, online and off. Is your brand friendly? Be conversational. Is it ritzy? Be more formal. You get the gist. Develop a tagline. Write a memorable, meaningful and concise statement that captures the essence of your brand. Design templates and create brand standards for your marketing materials. Use the same color scheme, logo placement, look and feel throughout. You don&apos;t need to be fancy, just consistent. Be true to your brand. Customers won&apos;t return to you--or refer you to someone else--if you don&apos;t deliver on your brand promise. Be consistent. I placed this point last only because it involves all of the above and is the most important tip I can give you. If you can&apos;t do this, your attempts at establishing a brand will fail.
  • Tremonton, UT Sustainability Project

    1. 1. 1 Tremonton in Transition Sustainable Design Assessment Team (SDAT)
    2. 2. 2 Tremonton SDAT • Mike Davis, FAIA, team leader • Haley Blakeman, ASLA, AICP, landscape/connectivity • Jason Claunch, Market analysis • Wayne Feiden, FAICP, planning/land use • Jane Jenkins, Main St revitalization/branding • Joe Skibba, ASAI, urban design, illustration • Joel Mills, Director AIA Communities By Design • Erin Simmons, Director AIA Design Assistance
    3. 3. 3 YOU told us: We love living here! • Good hot dogs & ice cream (more please) • Great quality of life • It’s the people! • Strong sense of community • The setting and agricultural identity great • Connection to outdoors • Safe community • Good schools • Good place to raise children
    4. 4. 4 YOU told us: Downtown • Is part of our identity • Is in long decline, but with good bones • Not attracting people • A key economic engine • Focus on Western/agricultural history • In need of more restaurants • Needs to define its identity
    5. 5. 5 YOU told us: Opportunities • The west end is the new growth engine • People want to shop in town • Be modern, but simple and quiet • People care about downtown and the city • City Hall needs focus on economic development and jobs
    6. 6. 6 Environment Planet Social Equity People Economy Profit BlissBliss Economy Environment Equity You can have it all, mostly
    7. 7. 7 market analysis
    8. 8. 8 Market Analysis Analyze demographic and economic trends to inform the Tremonton development strategy. Estimate the potential demand for high density owner occupied and non-owner occupied housing to determine propensity for additional population growth. Estimate the potential absorption for additional commercial space in Tremonton and downtown. Develop Outline of a strategy for for retail in Downtown Tremonton. 8
    9. 9. 9 Utah 9 5th in Population Growth 1st in Personal Income 8th Best in Employment
    10. 10. 10 Area Characteristics 10 Tremonton Utah Population, 2012 estimate 7,790 2,855,287 Population change ( 2010 -2012) 1.90% 3.30% Housing units, 2010 2581 979,709 Median value of housing $150,400 $221,300.00 Median household income $50,917 $57,783.00 Retail sales per capita, 2007 $20,100 $13,730.00 Tremonton US Unemployment 6.80% 8.8% Future job growth over the next ten years is predicted to be 24.50%.
    11. 11. 11 Age Characteristics The population is concentrated between 25 & 54 years of age, and the largest segment are “Millenials” between the ages of 18 to 34 A recent survey by the Urban Land Institute found that 60% of “Millenials” prefer urban core living with a mix of housing choices in close proximity to shops, dining, offices, and transit Job growth is occurring the fastest in high paying jobs in the energy, manufacturing, and technology sectors, and the fastest growth is expected to occur in the top half of income earners 11 Age Distribution Persons < 5 years 12.70% Persons 6- 18 years 24.60% Persons 19-64 54.20% Persons 65+ 8.50% Total 100.00%
    12. 12. 12 Reside ntial Workfor ce Visitor Commu ter Sources of Demand MARKET
    13. 13. 13 Residential Spending U.S. consumers spent $48 less per year on dining out, $141 less on clothing and apparel, and $126 on entertainment.
    14. 14. 14 Tremonton Retail Trade Area 14 Over 18,400 Employees in The Tremonton Region Over 18,400 Employees in The Tremonton Region Primary Trade Area 20 minutes 2015 Population 22,647 2015 Households 6808 Per Capita $21,529 Aggregate Income $487,567,263 Retail Expenditures $170,648,542
    15. 15. 15 RETAIL GAP ANALYSIS
    16. 16. 16 Major Area Workforce 16 Over 18,400 Employees in The Tremonton Region Over 18,400 Employees in The Tremonton Region 17miles+/- Mean travel time to work 16.4 min for Tremonton 21.4 min for Utah US Census
    17. 17. 17 Major Area Workforce 17 There are an estimated 2,013 employees in the Tremonton Region There are an estimated 2,013 employees in the Tremonton Region
    18. 18. 18 Major Area Workforce 18 2,013 Employees in The Tremonton Region Can support up to 2,363 sf downtown 2,013 Employees in The Tremonton Region Can support up to 2,363 sf downtown
    19. 19. 19 Major Employers & Workforce Over 18,000 workers in the Tremonton region Average weekly retail expenditures of $53 Annual workforce retail expenditures of $5,334,848 Regional workforce expenditures supports 120,177 SF of retail annually The Study Area may reasonably capture ~10% of workforce equal to approximately 13,000 SF annually 19 The stronger the district the greater attraction of retail spending in the Study Area
    20. 20. 20 Commuter Demand .The average commuter spends $112 per week in transportation related expenses Catalyst study determined approximately 3% of commuters are likely available consumers.
    21. 21. 21 Study Area Daily Traffic Flow 21 22,010 6,725 3,645 2,605 6,300 4,920 1,075 9,960 Crossroads DowntownInterstate Frontage Vehicles Per Day 28,310 Vehicles Per Year 10,191,600 Capture 2% Avg. Retail Spending $10 Annual Retail Expenditures $2,038,320 Supportable SF 6,794
    22. 22. 22 Visitor Generated Demand 1 visitor per day can generate 90 square feet of retail per year Art Show Water Park Parade Theme Park State FairSportsConcert Farmers Market Multi-purpose
    23. 23. 23 Visitor Economy 23
    24. 24. 24 Visitor Economy 24 Tremonton can capture over 80,000 Visitors with a spend over $6M Tremonton can capture over 80,000 Visitors with a spend over $6M EDIT DATA
    25. 25. 25 Supportable Retail in Study Area The potential retail spending from residents, commuters, visitors, and workforce, may support 621,000 SF of retail 25 Annual Spending Total Spend Pot SF Residents in Primary Trade Area $170,648,542 568,828 Visitor Population $7,403,607 24,679 Workforce $6,301,160 21,004 Commuter $2,038,320 6,794 Total $184,353,309 621,305
    26. 26. 26 Person $22,000 $7,480 24.93 Worker $936 3.12 Visitor $27,375 91.25 Commuter $19,345 64.48 Total 183.79 26 Purchasing Power per Capita
    27. 27. 27 Purchasing Power Box Elder County has a .10 Pull Factor This trade area overlaps other areas, and therefore may capture less than 100%
    28. 28. 28 Benefits of Independent Retailers 28http://www.amiba.net/news/2012/slc-utah-study
    29. 29. 29 Retail Incentives While the fiscal condition of individual cities varies greatly depending on differences in local tax structure, an overwhelming majority of cities rely on local sales taxes for the lion’s share of revenue. Economic incentives have increased exponentially to attract retail projects since 2008. CATALYTIC POSITIVE RETURN ALIGNED ACCRETIVE PERFORMANCE BASED ACHIEVE HURDLE FINITE TIMEFRAME REQUIRED IRR REQUIRED NPV
    30. 30. 30 Catalytic Projects • “Catalytic” projects are those that stimulate additional demand. – Daytime employment, higher education, destination retail/entertainment, other high-traffic public sector, parks, etc. – Identification is relatively straightforward – challenge is to maximize benefits to the area • Key elements of maximizing benefits – Appropriate infrastructure investment – Workable regulatory environment – Viable incentive policy – Targeted marketing – Coordination with other economic development entities
    31. 31. 31 Financing Strategy • Adopt policy for sales tax and property tax rebate for retail • Façade Improvement Grants (50% match with max) • Create Business Improvement District Downtown • Explore CDA/TIF for Downtown • Low interest or forgivable loans for incubator business and/or gap financing • Sponsor public property to induce development Sequence • Strengthen Downtown prior to inducing regional retail
    32. 32. 32 downtown identity
    33. 33. 33 The Tremonton brand To thine own self be true…
    34. 34. 34 Branding is…… • What someone else thinks of you, not what you say you are. • Obvious and pervasive throughout the community. • A feeling. In this case a feeling that makes you want to go there. • Not a logo and/or a slogan. They simply reinforce the brand.
    35. 35. 35 Community Branding • Branding is the process of setting yourself apart from everyone else. • Successful brands create the perception that there’s no place quite like yours. • Branding revolves around product more than marketing. • Successful brands do not appeal to everyone.
    36. 36. 36 A Brand = PROMISE • Branding is promise you make to customers (residents and visitors) about their experience in Tremonton. • Your printed material, social media and online messaging must communicate this promise. • You make that promise in your communications, but you must support it with all your actions. • REMEMBER: No media – advertising (controlled) or public relations (uncontrolled) can beat positive word of mouth.
    37. 37. 37 Branding Recommendations • Embrace your geography. • Balance that your brand is regional, but it should reflect your competitive advantage. • Understand the challenges of a multilayered identity. • Debunk local negative perceptions – and non perceptions. • Know what your brand is NOT.
    38. 38. 38 TREMON TON The Old West is Alive Here TREMONTON Gateway to the Great Outdoors TREMONTON A 21st Century Agricultural Community TREMONTON A Friendly and Progressive Town
    39. 39. 39 TREMON TON The Old West is Alive Here TREMONTON Gateway to the Great Outdoors TREMONTON A 21st Century Agricultural Community TREMONTON A Friendly and Progressive Town DRAW UPON THEM ALL
    40. 40. 40 Branding Recommendations • Hire a professional to help your community develop a brand. • Remember: it’s a process - not a logo. • Be who you are. • Be bold vs. being shy. • Be consistent.
    41. 41. 41
    42. 42. 42
    43. 43. 43 Downtown is your most important business and industrial recruitment tool. Your entire community will be judged based on the quality and vitality of downtown.
    44. 44. 44
    45. 45. 45
    46. 46. 46
    47. 47. 47
    48. 48. 48
    49. 49. 49
    50. 50. 50
    51. 51. 51
    52. 52. 52
    53. 53. 53 Provo Ogden Moab
    54. 54. 54
    55. 55. 55
    56. 56. 56 Downtown Recommendation Create a downtown organization for the 21st century
    57. 57. 57 Main Street Approach™ –Organization –Design Promotion Economic Restructuring
    58. 58. 58 The Coordinator is key to a successful downtown program You need a downtown champion responsible for building consensus, engaging volunteers, implementing programs.
    59. 59. 59 Events build community
    60. 60. 60 Use maps to tell people where they can find businesses, parks and other attractions.
    61. 61. 61 Pop-up Shops, kiosks and other temporary retail are a great way to activate downtown quickly.
    62. 62. 62 Create an effective “Shop Local” program.
    63. 63. 63 Farmer’s Markets can showcase your agricultural heritage. They also activate your downtown streets and function as community social events.
    64. 64. 64 Food Trucks are trendy, fun and entrepreneurial!
    65. 65. 65 Tremonton has good opportunities to develop tourism as an industry.
    66. 66. 66
    67. 67. 67 Funding: Collaborate. Build Partnerships • Utah Heritage Foundation • BRAG – Small Business Development Center – Business Retention and Expansion (BEAR) • Box Elder Economic Development Alliance • Fairgrounds Board • State Tourism organization • Corporate Sponsorship
    68. 68. 68 Funding: the Oklahoma City model • 1 cent sales tax for capital economic development expenditures. • Create a BID for maintenance and management.
    69. 69. 69 connections gateways &
    70. 70. 70
    71. 71. 71 Main Street AND Highway 102 • High truck mode share • Low volume road (<7,000 AADT) • Speeding (85th percentile: 35-40 MPH)
    72. 72. 72 Pedestrian Experience
    73. 73. 73 Are those accidents or crashes? • Moderate crash rates – Pedestrian/vehicle crashes – Personal injuries
    74. 74. 74
    75. 75. 75 Design principles • Accommodate all vehicles – Traffic will increase over time • Divert some trucks • Better safety • Better pedestrian experience • Better sense of place and arrival • Slow downtown traffic • Improve ecologically sound drainage
    76. 76. 76 Divert some trucks to Route 30 • Truck Route sign • Main St calming • Mapping services
    77. 77. 77 400 West St. (Arrival) to Tremont St.(Downtown) Arrival
    78. 78. 78
    79. 79. 79 Arrival: 400 W St. to 200 W St.
    80. 80. 80 200 West St. to 200 East St.(Downtown) Downtown
    81. 81. 81 Re-task real estate for pedestrians • Crosswalk: was 56’ now 36’ • Was 19 seconds now 12 seconds
    82. 82. 82 Downtown: Tremont to 200 W Shorter crosswalks Few large truck turns EXCEPT Fire
    83. 83. 83 Re-task for pedestrians and green
    84. 84. 84 Curvilinear travel path
    85. 85. 85 200 E to Malad River
    86. 86. 86 Tree belt options
    87. 87. 87 Drainage retrofits
    88. 88. 88 Snow removal • 20% less snow to be hauled away
    89. 89. 89 Shorter-Term Options
    90. 90. 90 Connectivity • 2,000’ walking • 600 N and 600 S as bicycle boulevards
    91. 91. 91 design
    92. 92. 92 SAMPLE STOREFRONT DESIGN GUIDELINES
    93. 93. 93
    94. 94. 94
    95. 95. 95
    96. 96. 96 CATALYST SITE opposite Fairgrounds: 100,000 GSF, mixed use with hospitality. Max 40’ setback, one major curb cut, developed façade for 60% of frontage
    97. 97. 97 CATALYST SITE Main & 400W: 300,000 GSF +/-, mixed use with junior box retail and entertainment. Max 60’ setback, sidewalks behind canal, developed façade for 60% of frontage
    98. 98. 98 WEST END MASTER PLAN: Up to 800,000 SF on multiple parcels. Small parking fields between buildings and road, smaller pad sites (under 65KSF) not more than 100’ from lot line. FORM-BASED ZONING
    99. 99. 99 Public Realm Improvement: redesigned Midland Square
    100. 100. 100
    101. 101. 101
    102. 102. 102 Public Realm Improvement: Enhanced Streetscape
    103. 103. 103
    104. 104. 104 Public Realm Improvement: Enhanced Gateway at Malad River
    105. 105. 105
    106. 106. 106 Public Realm Improvement: Gateway at 400W
    107. 107. 107
    108. 108. 108
    109. 109. 109 SEQUENCE OF RECOMMENDATIONS
    110. 110. 110 SEQUENCE OF RECOMMENDATIONS 1.Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge
    111. 111. 111 SEQUENCE OF RECOMMENDATIONS •Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge 1.Do the “branding” thing right. Get “buy-in” from all stakeholders
    112. 112. 112 SEQUENCE OF RECOMMENDATIONS •Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge 1.Do the “branding” thing right. Get “buy-in” from all stakeholders 2.Create partnerships
    113. 113. 113 SEQUENCE OF RECOMMENDATIONS •Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge 1.Do the “branding” thing right. Get “buy-in” from all stakeholders 2.Create partnerships 3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events
    114. 114. 114 SEQUENCE OF RECOMMENDATIONS •Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge 1.Do the “branding” thing right. Get “buy-in” from all stakeholders 2.Create partnerships 3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events 4.Make public realm enhancements
    115. 115. 115 SEQUENCE OF RECOMMENDATIONS •Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge 1.Do the “branding” thing right. Get “buy-in” from all stakeholders 2.Create partnerships 3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events 4.Make public realm enhancements 5.Drive development on Main Street “catalyst” sites. DOWNTOWN COMES FIRST
    116. 116. 116 SEQUENCE OF RECOMMENDATIONS •Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge. 1.Do the “branding” thing right. Get “buy-in” from all stakeholders 2.Create partnerships 3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events 4.Make public realm enhancements 5.Drive development on Main Street “catalyst” sites. DOWNTOWN COMES FIRST. 6.Master-plan and re-zone the west end and crossroads sites. Make the VISITOR ECONOMY PLAY
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