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
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
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
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
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
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
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%
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
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
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
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
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
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
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
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
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
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
Purchasing Power
Box Elder County has a .10 Pull
Factor
This trade area overlaps other areas, and therefore may capture less than 100%
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
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
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
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
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
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
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
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
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
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.
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.
58. 58
The Coordinator is key to a
successful downtown program
You need a
downtown champion
responsible for
building consensus,
engaging volunteers,
implementing
programs.
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
Funding:
the Oklahoma City model
• 1 cent sales tax for capital economic
development expenditures.
• Create a BID for maintenance and
management.
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
Divert some trucks to Route 30
• Truck Route sign
• Main St calming
• Mapping services
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
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
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
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
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
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
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
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
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
Notes de l'éditeur
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'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 "voice" 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't need to be fancy, just consistent. Be true to your brand. Customers won't return to you--or refer you to someone else--if you don'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't do this, your attempts at establishing a brand will fail.