Helper sdat report final

Helper City, UT: The Little Town That Can
Helper City, UT SDAT Report

Table of Contents
THE SDAT PROGRAM 1
WHAT WE HEARD 2
HISTORIC PRESERVATION 7
MARKET ANALYSIS 14
COMMUNITY DESIGN 25
DAT CASE STUDIES 37
TEAM ROSTER 42
APPENDICES 45

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THE SDAT PROGRAM
The Sustainable Design Assessment Team (SDAT) program focuses on
the importance of developing sustainable communities through design.
The mission of the SDAT program is to provide technical assistance and
process expertise to help communities develop a vision and framework
for a sustainable future. The SDAT program brings together multidisci-
plinary teams of professionals to work with community stakeholders and
decision-makers in an intensive planning process. Teams are composed
of volunteer professionals representing a range of disciplines, including
architects, urban design professionals, economic development experts,
landuseattorneys,andothers.Today,communitiesfaceahostofchallenges
to long-term planning for sustainability, including limited resources and
technical capacity, ineffective public processes and poor participation. The
SDAT approach is designed to address many of the common challenges
communities face by producing long-term sustainability plans that are
realistic and reflect each community’s unique context. Key features of the
SDAT approach include the following:
• Customized Design Assistance. The SDAT is designed as a customized
approach which incorporates local realities and the unique challenges
and assets of each community.
• A Systems Approach to Sustainability. The SDAT applies a
systems-based approach to community sustainability, examining
cross-cutting issues and relationships between issues. The SDAT forms
multi- disciplinary teams that combine a range of disciplines and
professions in an integrated assessment and design process.
• Inclusive and Participatory Processes. Public participation is the
foundation of good community design. The SDAT involves a wide
range of stakeholders and utilizes short feedback loops, resulting
in sustainable decision-making that has broad public support and
ownership.
• ObjectiveTechnical Expertise.The SDATTeam is assembled to include
a range of technical experts from across the country.Team Members do
not accept payment for services in an SDAT. They serve in a volunteer
capacity on behalf of the AIA and the partner community. As a result,
the SDAT Team has enhanced credibility with local stakeholders and
can provide unencumbered technical advice.
• Cost Effectiveness. By employing the SDAT approach, communities
are able to take advantage of leveraged resources for their planning
efforts.The AIA contributes up to $15,000 in financial assistance for each
project. The SDAT team members volunteer their labor and expertise,
allowing communities to gain immediate access to the combined
technical knowledge of top- notch professionals from varied fields.
The SDAT program is modeled on the Regional and Urban Design Assistance Team (R/UDAT)
program, one of AIA’s longest-running success stories.While the R/UDAT program was developed
to provide communities with specific design solutions, the SDAT program provides broad
assessments to help frame future policies or design solutions in the context of sustainability
and help communities plan the first steps of implementation. Through the Design Assistance
Team (DAT) program, over 500 professionals from 30 disciplines have provided millions of dollars
in professional pro bono services to more than 200 communities across the country. The SDAT
program leverages the pivotal role of the architectural community in the creation and support of
sustainable livable communities.
The following report includes a narrative account of the Helper SDAT project recommendations,
with summary information concerning several principle areas of investigation. The
recommendations are made within the broad framework of sustainability, and are designed to
form an integrated approach to future sustainability efforts in the community. The Helper SDAT
team would like to express its great appreciation to the community at large for ensuring such
a rich and meangingful project, with particular thanks to Helper City, the Helper Revitalization
Committee, and to all of the residents and community members who worked side-by-side with
the team members to develop this vision.

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WHAT THE TEAM HEARD
Through its public process with the Helper community,
the SDAT team learned several key themes about
local identity, community values, and both fears and
aspirations for its future. These ideas have informed our
work to develop a series of strategies for the area, and
are summarized below.
The Northeast Neighborhood is…
The characteristics that make up the identity of Helper
are widely held community values. The community
told the team that their town is, above all else, home.
Helper’s character is historic and unique, two qualities
that lend to its overall peaceful/enchanting/amazing/
magical feel. It is a real place. The community is proud of
its multicultural and diverse population, and embraces
its reputation as an artsy enclave. Helper was also
described as “undiscovered” and “emerging,” and while
many are excited by the potential for growth and
development, others are also concerned about retaining
all of the aforementioned qualities.
Neighborhood‘Postcards’
The team asked community participants to share
some of their aspirations for the future by creating a
series of postcard images that expressed what kinds of
positive change people would like to see. When asked
to identify what qualities would best represent Helper
on a postcard, residents felt that imagery that conveyed
Helper’s vibrancy and historic character would best
illustrate their community’s assets. Participants also
wanted to convey economic prosperity, authenticity,
and a family-friendly focus Lastly, there was widespread
agreement that Helper should be portrayed as the
Gateway to Carbon County.
What Can YOU do in the next 90 days?
There was great agreement amongst the participants
that their continued involvement will be crucial in
realizing the future success of Helper. When asked

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what they could do individually to ensure that the momentum carries forward
following the SDAT, the unanimous response was to volunteer time. Tangible actions
included organizing clean-up days around town, planting trees, and supporting local
businesses through patronage and promotion. Many want to see a continued focus
on Main Street Investment, and everyone agreed that it was crucial to continue this
revitalization conversation into the future.
If I had 1,000 Volunteers...
If magically granted a thousand volunteers, most community members would
immediately organize a large-scale clean-up of the town. Others would expand that
effort to the river, focusing not only on cleaning and maintenance, but also engaging
in landscape and planting efforts. Some residents would utilize those volunteers by
handing them paintbrushes and engaging them in mural creation, facade face-lifts,
and infrastructure maintenance. Lastly, some suggested that those volunteers would
be best engaged by frequenting the existing downtown businesses and helping to
either tear-down or restore vacant and derelict buildings.
How Do You Define Success in the Next 5 Years?
The team asked participants to explain how they would define community success
in the next 5 years. Again, there was a clear community message that was consistent
with the preceding dialogue. The community wants to maintain its unique character
and authenticity, while building a more vibrant downtown with additional new
businesses. Many identify economic prosperity and job growth as key elements to
future success, and consider the establishment of a sustainable fiscal trajectory to be
crucial. Some suggested that by implementing the aforementioned changes, Helper
would build civic pride and change existing perceptions, ultimately becoming an
in-demand destination for visitors and new residents. Finally, it was suggested that
the successful implementation of the recommendations contained within this report
would represent true success for Helper.

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HISTORIC PRESERVATION AND MAIN STREET ISSUES IN HELPER
Helper has a fantastic history and a great collection of historic resources. Capitalizing
on these will leverage other efforts that Helper is undertaking to improve the
community. Learning the broader history is key to telling the full story of Helper and
its adjacent communities. Union history, the multitude of ethnic communities that
settled here, the notorious history of bars and brothels, and the industrial history of
mining and railroads were all critical to the development of Helper and its cultural
heritage.
Helper’s architectural heritage is also incredibly rich, and includes more than just
the brick and stone buildings in the historic district. There is a great collection of
historic homes, public works projects like the rock cribbing along the river, railroad
underpasses like the one at Janet Street, and various remnants of mining camps along
Canyon Road and in other locations.
But much of this cultural and architectural heritage is not easily accessible. The
Western Mining and Railroad Museum is a great resource, and they have an online
presence, but what is online is somewhat limited. It would be great not only for
visitors who might be contemplating a trip to Helper, but also for the locals to learn
much more about local history and how significant it truly is.
Another way to provide information is through the use of signage. Downtown has
done a good job of getting plaques up on many of the buildings in the historic district,
and these are very beneficial. As the Wedge project is finished, there will be metal
tiles installed that evoke the ethnic heritage of the community. But there are many
other opportunities to install signage at trail heads, at the train depot, and at other
significant locations in the community to help tell the story.
It’smostlikelythatthecommunitydoesn’treallyknowthefullextentofthesignificance
of Helper’s history and that of the surrounding mining camps. Along those lines
it would be very beneficial to prepare an overall historic context statement for the
greater Helper area, and to conduct a historic survey and inventory of architectural
resources inside and outside of town. This will help establish the historic significance
of the community and might open up additional opportunities for heritage tourism,
marketing, and grants for additional projects.
Recommendations:
Within 6 months: Develop internet friendly ways of telling the full story, adding pages
to existing websites related to Helper, or setting up Facebook or Pinterest pages.
6 - 18 months: Begin to include interpretive signage in all projects, including the
improvements along the river, along Main Street and any other public works or large
projects that are undertaken. Ideally it would be best to have a cohesive design or

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method for producing these so that they become familiarly
recognized. One good place to start would be the large panel at
MainStreetPark,wheretherearenumeroushistoricimages. The
existing polycarbonate cover should be replaced at a minimum,
but it would be even better to have a large panel designed and
professionally installed. There are reasonably priced options for
these panels from several national manufacturers.
2 - 3 years: Complete a historic context statement and a historic
survey and inventory for the area. It’s possible much of this
work has already been done, so check with the Utah State
Historical Society on how best to proceed. It’s also likely that the
work done to date has just been isolated locations or districts,
without any reference to a broader context. The state historical
society may also provide some financial assistance to help with
the development of the context statement.
PRESERVE AND MAINTAIN THE HISTORIC
BUILDING STOCK
Obviously, downtown Helper’s National Register historic
district is a huge asset to the community. The district has great
integrity, and it’s increasingly difficult to find such a large district
with such minimal intrusions. It will be critical to maintain this
existing building stock, and to work with property owners and
contractors to make sure they have access to the best resources
and information to do appropriate rehabilitations of the
buildings. It will also be important to make sure that any new
infill projects conform to the overall character of the district.
This includes not only making sure they have a compatible scale
with other buildings nearby, but that they also conform to the
historic pattern of setbacks. Most buildings were traditionally
builtrighttothesidewalk,andit’simportanttokeepthatpattern
going. Compatible materials, similar rhythms of fenestration,
and ground level transparency will also be important for new
construction.
There is a good collection of great signage in downtown Helper,
both new and old. When historic signs can be restored, they
shouldbe,butthepatinaoftheunrestoredsignslendscharacter
to Main Street. New signs should be creative ones, but should
still fit with the character of the building. If necessary, existing
sign codes can be modified to accept those creative sign
opportunities, and to discourage standard backlit aluminum
boxes with acrylic panels.
Currently there is an effort to expand the historic district further north along Main Street. This should
be encouraged, as there are significant historic resources within the expanded area, and it’s important
to recognize them as being significant, and to open up the potential for incentives. Those incentives
include a variety of things, but at the moment the most likely is getting grants through the city’s certified
local government (CLG) program. The grants aren’t a huge amount, around $10,000, but that can make
a significant difference to a property owner who is trying to stretch a small rehabilitation project budget.
The state does provide a historic tax credit for work done on residential properties, and that is another
good option. And the National Park Service also manages a federal rehabilitation tax credit program,
which can be used for commercial buildings in the historic district, although the future of that program is
currently being debated in Washington. One final incentive that occasionally pops up is one for energy
related improvements. Currently Utah has a tax credit for installing solar panels, but it sunsets at the end
of 2017. Other federal and state agencies, along with some utility companies occasionally offer incentives
to improve energy efficiency or install alternative energy sources. Provided these don’t have an impact on
the historic character of a historic building, it’s an opportunity to improve the long term viability of these
buildings.
Another good way to help preserve the historic building stock is to enhance the guidelines that have been
codified by the city for landmark buildings and districts. What is currently in the Helper City municipal

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code is a great start (HCMC 2.95.060 “Standards for rehabilitation and design
guidelines”), but having some illustrations to help further explain the standards and
guidelines would reduce any confusion on what is appropriate. One good example of
these types of guidelines is found in the city of Ashland, Oregon, another small city
with a downtown historic district.
The next critical piece is to make sure that everyone involved in the historic district
or a historic rehabilitation is familiar with exactly what it means when something
is historic. This means having access to the right information, understanding the
terminology, and providing appropriate information to property owners, contractors,
realtors, developers, and potential investors. Local historic district designation
generally has the most teeth, and is critical to protecting Helper’s valuable historic
resources. Listing on the state or national registers is generally just an honor, and
will occasionally provide an avenue for certain incentives, but it does not provide any
level of protection for a historic building or district. Amending your existing code to
provide a little more protection to the contributing buildings within the district will
help ensure long term stability of the downtown. It doesn’t have to be an extensive
amendment, as you don’t really want to control every aspect of a project (which door
knob is the right one?), you just want to make sure you don’t lose significant historic
resources or architectural elements.
Recommendations:
Within 6 months: If there are any current or imminent rehabilitation projects they
should explore all the financial incentives before the incentives are discontinued.
Provide to the public information about preservation and best practices, or at least
show them where to access the information – websites, flyers.
6 - 18 months: Move forward with the historic district expansion. Start training
members of the historic preservation committee - the state historical society often
provides free or inexpensive training opportunities around the state. The National
Alliance of Preservation Commissions (NAPC) offers information and training as well.
Develop simple 1-2 page pamphlets on common issues and how to deal with them.
Provide information to owners, contractors, realtors, potential investors, developers.
2 - 3 years: Research options for strengthening the local historic preservation
ordinance, and consider amending the municipal code to provide a minimal level of
protection.
MAKE SMALL IMPROVEMENTS FIRST
One of the best ways to reinforce what you have in the community and to draw
attention to the amazing downtown historic district is to start activating all of its
spaces. That can include encouraging physical human activity in a space, but it can
also be as simple as dressing up a storefront, or an upper story window.
DO:
• Maintain a largely transparent
ground floor in commercial
buildings
• Break awnings at pilasters
• Repoint masonry with a softer,
high-lime content mortar, not
modern mortar
• Maintain a good paint job
• Repair rather than replace historic
window frames
• Put new additions on the rear
• Use asphalt comp shingles as
replacements for wood shingles
• Fit signage to the building
DON’T:
• Remove architectural details
• Add features that were never there
• Use T1-11 and plywood as exterior
siding
• Use the front portion of a commercial
building’s first floor for residential use
• Sandblast to clean or remove paint
from brick or stone
• Use aluminum or vinyl siding
• Enlarge window openings or close
them off
BASIC PRESERVATION PRINCIPLES

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Upper Story Windows. If you take a look at some of the upper story windows in
Helper you’ll likely find dirty panes of glass, unpainted window frames, deteriorating
draperies, or boarded up windows. One of the simplest things you can do to make a
place look more alive is to clean the windows (replace any missing glass first) and put
a simple set of sheer curtains in the window, seductively pulled back to make people
think the space is occupied. If there are active electrical outlets in the upper floor you
can buy a cheap lamp and put it on a timer, so that at night it comes on for a while,
again giving the impression the space is in regular use. Some of the current owners
have already done this, like the figures in the upper floor of the historic brothel, and
that’s a good start, but you can also get a little more creative, and a little more subtle
in your upper floor window activation.
Passageways/Rear facades. Other critical areas that could use some activation are
the passageways between buildings. There is already a good example next to Balance
Rock Pub, where someone has put tables and chairs, planters, and artwork in the
narrow passageway between Main Street and the parking area in back. Other ways
to further activate these passageways include simple lighting to make it feel safer
and kinetic sculptures, to encourage folks to actively engage while they’re passing
through.
The rear façades of many buildings are quite visible along back streets or from the
railroad right of way. For visitors traveling through town on the California Zephyr,
their only impression of Helper is what they see on the back of the buildings along
the east side of Main Street. There are a number of ways to make improvements here,
but first and foremost, it should appear inviting. One opportunity could be a second
entrance for a business. Add signage, seating, landscaping and artwork. Another
opportunity might be to expand the retail space of the business into the rear with a
covered restaurant patio or open-air brewpub. If the rear façade is primarily a service
entry and there is no possibility for customers, at least provide interesting artwork and
landscaping, or enclosures for trash and recycling receptacles.
Finish Key Visible Projects. There are several projects which have begun, but seem
to be in limbo at the moment. One of these is the Wedge streetscaping project. It
sounds like that is about to keep moving, and that’s critical. The community was
promised this project, and the sooner it will be completed the more you can begin
focusing on other projects. Getting it done will also reinforce that you can finish a
project successfully. If it’s going to take a little while to complete it, at least provide
some temporary installations to activate the planting areas, with temporary seating,
landscaping material in pots, and temporary artwork. You could even design a holiday
sculpture competition between high schoolers and display them in the Wedge.
Another important project that is unfinished is the side access to the Strand Theater
building, currently covered in plywood. Whether the interior of it has been finished
or not, it is a good idea to get some siding and paint on this little shed addition to the
building, hopefully before winter hits.
Storefronts. Helper has some terrific storefronts and they provide great visual
diversity along Main Street. Even a few vacant buildings have some well-done

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displays, which make people think the spaces have viable businesses, even if they’re
never open. It’s important to continue encouraging storefronts to be activated.
Static displays should be changed periodically, especially if there is no activity in the
building. Businesses that are about to open, or buildings that are being rehabilitated
should find an alternative to just papering over the windows. Give your potential
customers or tenants a glimpse of what is going on behind the paper, or get them
excited about what is “Coming Soon.” If nothing else, use colorful paper or balloons
rather than brown paper.
Storefronts that are visible from multiple locations, like the Strand Theater building
or the New House building need special attention. Because both of these buildings
are the terminal point of view from the train tracks they act like focal nodes for Main
Street. For the Strand, it’s relatively easy to highlight that building façade and make
it interesting. It’s already interesting with the restored colorful marquee, but simply
adding some accent lighting in the storefronts, and making sure the neon of the
marquee comes on for a few hours every night, should provide a huge benefit in
terms of activating Main Street.
For the New House building it’s a little more challenging. The façade has two
storefronts, and one has been completely infilled with concrete block. Ideally a new
buyer will want to re-open that storefront, but for the short term it can be covered with
plywood or another material that would allow for the painting of a false storefront, or
artwork. The other storefront is just an open void, with a couple of lawn chairs and
some interesting clerestory windows above. Spend a little effort to repair and paint
the windows, and fill the void with lighting and a variety of interesting or artsy chairs.
Maybe even have everyone contribute to the chair collection and hang some of them
from the ceiling or put them on the wall, so folks can choose which chair they want
to sit in. Make it a gathering place by encouraging people to show up for a chat or to
watch people walk by.
The other simple way to activate storefronts is to do it with lighting. For anyone driving
through town after dark, having lighted storefronts generates additional interest in
what might actually be happening in the space. Lights can be set on timers so that
they’re not contributing to additional light pollution throughout the night. And for
any business that is open after dark it should be well-lighted from the inside, and the
storefront should be as transparent as possible so visitors can understand what the
business is about.
Recommendations:
Within 6 months: Find at least two buildings whose owners or occupants will activate
their upper floor windows. Finish the side addition to the Strand Theater. Provide
temporary installations in the new streetscape planting beds. Place new chairs at
New House.
6 - 18 months: Finish the Wedge project. Activate the rear façade of at least three
buildings, and the storefronts of three more. Develop conceptual ideas for specific
problematic storefronts like the concrete block front on New House. Activate the
passageway south of the Flaim Block.
2-3years: Complete the more difficult storefront projects like the concrete block front
on New House, or re-opening one of the storefronts on Gateway Lanes.

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MARKET OPPORTUNITIES
As a small rural community, Helper benefits from a loyal local customer base and
limited competition. However, the relatively small trade area also limits the type
of businesses that will be able to be sustainable in the community. Similarly, the
inexpensive real estate locally encourages entrepreneurs to locate in the community,
creating a diverse locally-owned business cluster. These businesses are designed to
meet the needs of the community but are often under-capitalized and therefore more
likely to fail, creating a perception for some residents that retail shops cannot succeed
in Helper.
While any poorly planned business venture can fail even in the best market, and an
excellent one can find a way to succeed anywhere, there are certainly businesses
that are more in demand locally and have a greater chance of success in the short
term. These represent potential recruitment targets for the community, either as an
opportunity for a new business to fill a vacant space, or for an existing business to offer
an additional product or service to grow their market share. The following section
explores the nature of demand for retail, service and hospitality-oriented businesses
in the community.
Retail and Business Development
The current business mix in Helper is fairly well diversified between retail, service,
entertainmentandcivicuses.The13firstfloorstorefrontvacanciescreateopportunities
to introduce complementary businesses that are missing within the community. A
rule of thumb for vibrant downtown districts is that 1/3 of businesses should offer
food and entertainment, 1/3 should offer something for sale (this can include service
businesses that have retail elements), and 1/3 should be open after 6 pm. There is
obviously overlap among these categories (many restaurants may fit into all three
categories), but this is a goal that Helper can strive for as they seek to fill vacant spaces
and create a more vibrant downtown throughout the weekday, evening and weekend
periods.
Using retail supply and demand data from ESRI, a nationally-recognized demographic
and consumer analysis firm, it is possible to determine which goods and services are
in demand by the local population but not available for purchase.While some of these
items may not be appropriate for Helper (such as a general merchandise store), other
categories may represent an opportunity locally, especially if significant demand
exists and there is limited or no competition in adjacent communities.
Based on interviews with local businesses, the convenience trade area (the area from
which Helper is the closest and most attractive retail destination), includes primarily
Helper and Spring Glen, along with adjacent rural areas. The regional trade area, from
which local businesses are able to attract customers seeking specific goods or quality
services, includes the western half of Carbon County, encompassing nearly 26,000
residents. Within the immediate helper market, local businesses are able to retain
approximately 34 percent of all retail spending while attracting some regional and
visitor spending, especially on gas, dining and entertainment.
Given the demographics of the local market, there is consumer demand for goods
and services in several categories where no local business exists to meet this demand.
In these instances, customers must either travel elsewhere for these goods, or pursue
alternate methods (i.e. online ordering, or packing a lunch rather than eating out).The
areas where the level of unmet consumer demand is greatest, reaching levels where
an additional business may be supported, include:
• Grocery ($5 million in local demand)
• Sporting goods and hobby ($1.2 million)
• Gifts and general merchandise ($1 million)
• Restaurants ($2.4 million)
• Clothing & Accessories ($1.4 million)

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Within these categories, the natural foods store and clothing store which are planned
in the community should help to meet some local needs. While these categories are
fairly broad in nature, specific areas of interest identified in community meetings
include women’s clothing and accessories, artisan and locally produced goods/hobby
shops, fast casual and to-go dining and ethnic food options. In addition to stand alone
store options, there is likely sufficient excess demand to allow existing retailers to offer
additional products or services in related areas. For instance, the pharmacy could
offer additional convenience retail items, the sporting goods store could also offer
(or partner with another entrepreneur to offer) technical clothing or provide repair
services. Similarly, multiple entrepreneurs could share a larger space and coordinate
marketing – for instance an artisan marketplace or a consignment rack within an
existing business.
Although much of the local dialogue focuses on increasing tourism spending in
order to attract retail, it is important to keep in mind that local and regional residents
will always represent the largest potential market for Helper businesses, and also
represent the most straightforward audience to reach via marketing.The graph shows
the relative spending potential of each of the customer groups available to Helper.
Unlike many communities aspiring to attract tourists, Helper has a good chance of
attracting this market due to its location along an existing tourist travel route. As
shown in the graph, the sales capture from this market could more than double with
an effective marketing program, although it will still remain smaller than the spending
pool created by existing local residents (of course, certain business types will benefit
more markedly than others with an increase in outside customers).
Hospitality
The lack of lodging and hospitality options significantly limits the potential for tourist
spending in the community. Not only does lodging revenue help the municipal
bottom line, but the more time a visitor spends in the community, the greater the
level of consumer spending. Many tourism studies show that overnight visitors
spend an average of twice as much during a visit as day trippers, including of course
dollars for lodging, but also increased spending on dining (breakfast and dinner)
and entertainment/drinking, both of which are significantly reduced if tourists are
anticipating the drive home following a visit. Based on lodging tax collections by
the City over the past several years, the hospitality market is growing at a rate of 30
percent annually, as both air bnb units are added to the markets and existing units
attract additional stays. Although it would be difficult to attract a full-scale hotel
(which would require 40-60 rooms) to the market, adding smaller boutique options
would be possible, with 20-30 total rooms available in the market.
Although this report does not specifically explore the residential market in Helper, the
hospitality market is closely linked with the residential property base, most closely
with the apartment market. This is especially true in Helper as multiple residential
homes have been converted into temporary rentals to provide much needed lodging
options for visitors on Hwy 6. Currently, just under half of local residents commute
fewer than 10 miles to work each day. However, 36 percent of local workers (and
residents) travel further than 50 miles daily. Ultimately, growing the local business
community will require opportunities for new business owners or their employees to
live in and near Helper. Similarly, it may be necessary to provide additional housing
typestohelpresidentsageinplaceand/ortoattractyoungerfamilies.Thismayinclude
the addition of single-floor accessible homes or assisted living options, the creation
of volunteer groups and/or funding pools to help older adults maintain their current
home (such as those available through USDA or HUD), or financial and/or technical
assistance for young families purchasing existing homes in need of renovation (i.e.
marketing rural housing down payment assistance available, streamlined permitting
for common repairs, example building plans for common floor plans, etc.).
Business Recruitment & Vacant Spaces
Althoughtherehasgenerallybeenasteadysupplyofbusinessesinterestedinopening
in Helper, at any given time there are also a number of vacant storefronts. These come
in all shapes and sizes, as illustrated in the map on the next page. In combination

17
with the concentration of businesses with limited hours, this reduces the pedestrian-
friendliness of the community and reinforces the perception that there is nothing to
do in downtown Helper.
One way to simultaneously utilize vacant spaces and support entrepreneurs while
enhancing the downtown experience is to implement a popup program. Popup
programs feature businesses or activities which open in previously vacant spaces for
a limited time only (usually a month or so), often at a discounted rate for the business
tenants. These programs achieve a number of objectives, including:
• Increase awareness of available storefronts by allowing visitors to experience the
spaces in a vibrant and active manner (also, spaces are cleaned up and painted to
be more presentable).
• Allow entrepreneurs and prospective tenants to test out the market with limited
risk and financial outlay for inventory.
• Provide tenants with the benefits which come from joint marketing and fear of
missing out among consumers, thus increasing the chances for business success.
Although popup programs most commonly feature retail tenants, they can be applied
to restaurants, civic uses such as museums or service uses depending on the spaces
available. Many popup programs which have operated seasonally over a period of
years (i.e. during the holiday shopping season or over summer tourism season)
have found that a significant number ultimately become permanent tenants in the
community, and have demonstrated that the presence of popup shops increases
pedestrian traffic downtown, thereby driving spending in adjacent businesses as well.
Marketing
Because many of the business recruitment and economic development initiatives
proposed in this plan are longer term, it is recommended that Helper combine these
efforts with a series of near-term efforts to create a unique and memorable visitor
experience that do not rely on retail spending activities. Fortunately, Helper has
an almost unlimited supply of this type of amenity. Everything from the Riverwalk
(formerly the Parkway) to the advertising murals, sculptures, historic architecture
and nearby trail network create opportunities to offer self-guided exploration and
introduce visitors to the community. A small amount of up front coordination can
pay off over the long term as visitors discover, and hopefully snap and share photos,
of Helper. Some potential opportunities for marketing initiatives to promote these
assets might include:
• Create sample itineraries on the website and social media highlighting afternoon
or full-day activities in and around Helper targeted to specific audiences: family-
friendly, adventure-seeking, history buff, etc. Visitors are more likely to plan Helper
into their trip when they can anticipate making more than a brief stop. One
relevant example from a small community inWisconsin (population 1,209) is www.
experienceshullsburg.com.
• Create social media campaigns highlighting photo-friendly destinations. A

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selfie-spot hit list, or most instagrammable locations scavenger hunt both appeal to younger
audiences, encourage exploration, and also result in free marketing buzz for the community.
• Publish one or more online self-guided tours. There are multiple app platforms that allow users
to create interactive or multi-media tours that users can access online or via app download. This
allows visitors to choose an area of interest to them and explore Helper on their own schedule.
Public art or history are obvious choices for initial tours. Grand Rapids Michigan has a public art
tour and several communities have a crowdsourced public art map such as www.theArtAround.
us.
• Create a searchable trail guide. Helper can serve as a home base for a number of biking, hiking
and ATV trails. However, limited information is available on any of these amenities online. The
information that does exist lacks data on distance and difficulty, as well as directions to parking
and trailhead facilities. Creating a print and/or digital publication or establishing a central
trailhead location in the community from which multiple routes depart can help market the area
to active visitors while also ensuring that these groups spend some time in town as part of the
visit. Vilas County, Wisconsin, has a popular regional trails app that includes multi-modal options
usable with or without cellular data service.
To address the concern that visitors will arrive in the community and find limited retail or restaurant
options open, the community may want to consider messaging that helps manage expectations for
visitors. Helping businesses to add their hours to google, yelp and other online sites is one way to
help visitors plan their visit (this is a great intern project). Taking it a step further, creating an online
business directory that is sortable according to visitor wishes with categories such as‘open Mondays’,
‘kid-friendly’ or ‘outdoor dining’ will help to ensure that visitors are able to identify businesses that
are appropriate for their needs and the time of their visit.
Placemaking
In addition to self-sustaining activities, Helper individuals and groups
can also share their own skills and interests publicly to create a more
vibrant and engaging community. This can be an extension of things
that are already happening, such as a youth dance or tumbling class
demonstration, pickup baseball league, pond fishing tournament, or
by creating formal or informal meet ups of like-minded individuals that
are open for others to join. Examples might include yoga or bocce in
the park, or a plein air painting group. Each of these activities increase
community connections and improve health while also creating an
inviting and active community experience for visitors.
Inexpensive or temporary physical infrastructure can also be added
to reinforce both of these types of activities. A temporary hammock
park by the river, beach umbrellas on the beach, painted squares on
the park with wooden disks to encourage pickup checkers games or
interactive sidewalk chalk art all allow for residents and visitors alike to
discover something new or engage with the community in a new way
without requiring substantial investment or planning.

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Kids & Pet Friendly
Twospecificareasofinterestidentifiedbyresidentsofhelperarefamily/kidfriendly
and pet-friendly environments. Fortunately, these demographics also represent
a common profile for Utah visitors, creating opportunities to accommodate local
needs while creating a marketable experience for visitor audiences. Not only are
these visitors plentiful in Utah, but they are also well-connected, with multiple
travel planning sites and blogs dedicated to family and pet travel planning,
making it possible for locations that provide a quality destination for these
markets to reach a broad audience quickly.
Helper has a substantial percent of family households (children make up nearly
25% of the population), with the potential to recruit more young families as
older homes turn over. While this is not enough population to support a purely
child-oriented business such as a toy store or children’s clothing store, there are
many ways to make the downtown (and businesses) more family-friendly, and
to promote that fact to a wider audience to attract a broader audience of young
families to Helper, with the potential for creating a dedicated market in the future.
Some opportunities might include:
• Marketing businesses as family-friendly. Criteria might include the availability
of a kids’ menu, diaper changing area and high chairs at a restaurant, or
retailers that feature an art or activity corner or offer children’s selections or
specials (including services such as curbside package loading for parents of
young children). Businesses might also distribute architectural scavenger
hunts to young visitors which can be completed and turned in for a treat.
• Creating amenities that entertain children of all ages. There are already more
than 10 geocaches located within walking distance of downtown. These can
be marketed as an activity for families during a stop in Helper, along with
the beach and downtown park which offer room to play. Children of all ages
also appreciate free and low cost activities that can be integrated to existing
public spaces. These can either be permanent, such as climbable boulders or
wooden pathways along the Riverwalk, or temporary/spontaneous, such as
yard games or bubble machines placed outdoors during nice weather.
• Of course, pets are even less discerning than kids, and having a pet-friendly
stopforroad-trippingtouristsiseveneasier.Ashadyspottopark,somegrassto
lie in and a trail to walk are sufficient for most. Going a step further, adding pet
friendly amenities such as bag dispensers, water bowls and even pet-friendly
outdoor dining patios at restaurants which accommodate well-behaved dogs
can ensure that visitors and their four legged friends can spend time and
money in the community. As outdoor dining is one of the most frequently
requested amenities (in community surveys and by restaurant operators),
this also adds a desirable destination amenity to the community. Pet-friendly
lodging is also a sought after commodity, and is well-suited to the type of
units most likely to be available in Helper, further reinforcing this market.

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For both of these strategies to be effective, visitors need to be confident that they are
welcome and encouraged to participate in these activities. Frequently, communities
tend to install signage indicating which activities are discouraged, rather than
welcoming people to utilize public spaces for uses which are encouraged. The
presence of multiple negative messages can create an unwelcoming environment
which discourages people from lingering, rather than encouraging desired uses.
Considering the removal of unnecessary prohibitive signage and/or replacement
with positive and welcoming ones can improve the perception of place by visitors
while achieving the same level of desired public behaviors. The images here show the
various negative messages displayed around Helper, as well as some positive ones, as
well as examples of more neutral messaging from other communities that achieves
the same goals.

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Organizational Development
The key to successful implementation of this plan is the ability to establish effective
and credible organizations that are responsible and accountable for carrying out
various aspects of the plan. Although substantial achievements can and have been
madebyvolunteerefforts,moreformalorganizationalstructuresprovideasustainable
way for initiatives to carry on in the face of individual transitions. Similarly, formal
organizations, especially not-for-profits, are able to secure additional funding streams
to help support the mission. Lastly, established organizations have the ability to point
to program successes as a measurable and intentional outcome of previous efforts.
Volunteer-led efforts may have similar results, but are less able to measure these
outcomes over time, and are less likely to leverage outcomes resulting from individual
actions for future growth to the degree possible when a singular organization can be
credited with success.
There are a wide variety of organizational structures that have been used
successfully to promote downtown revitalization around the country. In fact, no one
organization is superior to any other, and all can achieve equal results if implemented
effectively. Based on Helper’s existing committee and interest group structure, three
organizational options have been identified that may be suitable for the community.
These organizations are well-suited to carry out the recommendations included in this
plan, and can operate independently or jointly for the benefit of Helper.
Business Association: Typically incorporated as a 501c6, or membership based
organization, business associations can also take the form of merchants’ associations
or chambers, but are generally focused on improving the business climate in the
community for the benefit of locally-owned businesses. Initiatives recommended
within the plan that could be carried out by this organization include joint marketing
efforts between businesses, retail shopping events (such as First Friday), business
assistance and education programming, and even entrepreneurial support and
mentoring. Many businesses indicated that they had previously belonged to the
Carbon County Chamber, but did not feel they received sufficient benefit to continue
membership and would be interested in coordinating to promote business locally in
Helper.
ArtsAlliance:Also known as Arts Councils or Art Associations, this type of organization
are most often incorporated as 501c3 non-profits. While Helper has a substantial
arts presence, both in the form of live-work galleries, theaters and varied public
art installations, as well as its annual Arts Fest, there is no permanent central core
of the arts community. This makes it difficult for visitors to understand or engage
with the public art scene in the community outside of the annual festival. Creating
an organization which published lists of artists, stories behind public art installations
and publishes a calendar of arts activities such as show openings or classes would
dramatically increase the presence of the community as an arts destination. Beyond
the basics of promoting existing offerings, the group could also coordinate a public
art program, or strive to host a recurring series of arts related events seasonally, either
alone or in conjunction with the business association.
Redevelopment Organization: Redevelopment organizations can take a variety
of forms. Some are established as formal entities of municipal government, often
in charge of managing and marketing publicly owned properties and encouraging
desired real estate development. Others are public-private or completely private
entities which exist to promote real estate development by marketing available
opportunities, securing public grants and/or managing private loan pools to
incentivize available projects. Many are also tasked with collecting and distributing
local market information to attract qualified investors and businesses to the
community to meet local needs. In Helper, a majority of redevelopment to date has
been led by private investors with a passion for the community. However, moving
forward, it may be desirable or necessary to formalize this process to ensure local
control of key properties and to facilitate projects which may require collective effort
to achieve based either on scale or complexity.
As evident in the three models highlighted above, there are more than enough local
needs to occupy more than one group working on behalf of the community. Dividing
tasks according to interests not only increases the number of funding sources
available, but also reduces the potential for burnout by allowing individuals to focus
on areas of particular interest to them. Ideally, at least one of the organizations (most
likely the business association) would have at least a part time staff person to help
keep track of deadlines, coordinate marketing and attend meetings with potential
partners, all of which will help broaden the organizations’ reach and impact. On
average, similar organizations in smaller communities have part-time directors with
average operational budgets of $40,000-$50,000 annually.
Outcomes
There are a number of high level goals addressed through this plan within each of the
main topics. Identifying specific measurable objectives for each of these initiatives
will be an important first step in coordinating efforts. Not only do many government
grants require evidence that large scale initiatives are reflected in a community’s plan,
but any funding partner will want to understand the anticipated project outcomes
and processes that are in place to measure and report impact. By identifying specific
desired goals and the specific action items that are in place to achieve them, it is then
more credible for the organization to claim credit for the accomplishment.
These goals would likely include both quantitative and qualitative measures.
Qualitative measures would of course include things like storefront vacancy, daytime
employment, property value increases, private investment and retail activity, in
addition to non-financial measures such as volunteer hours and pedestrian traffic.
For instance, based on current employment, business income and taxation patterns,

24
filling the thirteen business vacancies and doubling the
number of tourists in the community each year would likely
result in an 11% increase in local employment (over the
current 308 Helper daytime workers), and boost City tax
revenues (sales, lodging and property) collected downtown
by 17% (additional $95,000 in combined receipts). Similarly,
adding 24 units of quality overnight lodging combined with
effective marketing could boost visitor activity by 111%,
resulting in an 18% increase in retail and restaurant spending
in Helper. In contrast, qualitative measures might include
visitor survey results, social media engagement, prospective
business interest, public space utilization and community
engagement.
In addition to satisfying funding partners, demonstrating
consistent efforts to complete near term objectives and
make progress toward longer-term initiatives is important for
maintaining community support and buy-in. Not only does
it motivate volunteers to keep working on initiatives, but it
helps to evaluate individual programs to ensure that time and
money is being spent wisely or if a change of course is needed.
The community can already work to establish outcomes from
projects that are currently underway. For example, there is
data available from the most recent Arts Fest which can be
compiled and used to demonstrate the impact that this event
has on the community, and to compare future year successes
against past performance. The adjacent infographic is one
example of a visual representation of local impact that
achieves this goal in a user-friendly way.

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DESIGN STRATEGY FOR HELPER CITY
Helper is in an enviable position many towns with historical resources would love to
be in. Communities in the early stages of significant transformation rarely have both
the change agents on hand and the historic buildings downtown still available for
reuse with new ideas. Because your community is so remarkably well preserved,
thankfully, the public realm enhancements needed do not require great investment
to make an impact. In fact, it may be preferable to experiment first with ideas rather
than trying things whole-cloth that may prove expensive but ineffective.We think you
can achieve start-up activations primarily with community sweat equity. No doubt,
development interests are rapidly arriving to Helper, and you will need to get ahead
of the advanced stages of this activity to help you leverage private investment in
small scale preservation. The opportunity now exists, therefore, for the community
to collaborate to frame the vision for holistic improvements through experimental
projects, which can help you determine an inventive vision for where you want to go.
The urban design strategies for Downtown Helper are optimal ways to achieve the
most impact with cost-effectiveness in mind. These are aimed to trigger rounds of
future investments in the public realm. While these strategies are mindful of urban
design solutions from other places that have gone through a similar transformation
(we will mention these), they are specifically adapted for the long-term and resilient
growth of Helper City, Utah. We will aim to catalyze, as the great urban theorist Jane
Jacobs described, “beneficent spirals” of co-development from the community that
exists. Every cycle of co-investment is intended to spark the next one by inviting local
revenue generation and a process for creating self-refueling feedback for successive
rounds (read more about this in Jane Jacobs’s The Nature of Economies, published in
2000).
This is the strategy we are proposing below. We will focus primarily on opportunities
you can realize in 90 days that will help you draft long-term economic development
objectives. In the process, you will learn more about the untapped talents in your
community and discover surprisingly viable ideas you would not have encountered
otherwise. The first section below describes“low hanging fruit”to get the ball rolling,
but adapt these recommendations as you collectively see fit. The second section
will describe some long-term strategies you may or may not employ, but we offer
them here because you may not receive them from someone else, and we want to
stick them into your thought processes. We are sticking with this open-ended game
plan because we realized early in our walk around Helper that we were dealing with
a special community of doers, a community that highly values the history of your
properties.
Collaborative Approach to Enhance the Public Realm
Because so much of the character of downtown is determined by how well buildings
address the streets and public spaces, efforts should first focus on reclaiming the
rail and river frontages, which includes addressing the rear lots and backsides of
Main Street buildings. These steps can be small and successive. They should remain
bite-sized and doable, but we recommend that owners take over and organize
collectively to address these past the initial pilot steps. See the “Savannah Paradigm
for Long-term Organization” at the end of this section for insights to organizational
approaches. These collective efforts among individual property owners need to be
supported by a concomitant effort to address the public realm. We’ve addressed how
existing storefronts along the Main Street need treatments for activation, which can be
short-term and creative to encourage a collective transition that catalyzes successive
efforts among building owners. The same approach applies to the public realm. The

27
following sections each describe how bite-size urban design
interventions can be implemented.
Enhance the Gateways to Main Street: Historically, Helper
celebrated its downtown with a gateway arch spanning over
Main Street at the Locust Street intersection. The welcoming
structure marked the first perspectival view of Main Street
from the south, so it is obvious why it existed here.The reason
is multidimensional, however, as it affords the first clear view
of Downtown for the public traveling northward in the trains,
a view easily missed without the landmark announcing the
view to draw passengers’ eyes. This structure needs to be
returned.
Another important Main Street gateway area to enhance and
mark with welcoming treatments is at the intersections of
Main Street with Janet Street and First West Street. Landmark
structures and pavement treatments introduced at these
intersections could help pedestrian navigation of the area by
defining the street edges better. These pavement treatments
can be painted on in the interim with colorful artwork and
stencil patterns. Such pavement decorations can help remind
motorists that the space is shared with ambulatory traffic.
Wayfinding signage should be added to orient traffic to
recreational destinations accessed from Janet Street. At the
First West & Main“Y”-intersection, signage definitely needs to
be added to direct traffic to the river park/multiuse trail and
RV parking.
For the first easy step to address a gateway area, paint a street
mural on the pavement for a street festival. We recommend
you cycle through different designs using water-based paint

28
at each festival. You could cycle through different
murals successively and have members of the public
vote for a final design for a long-term implementation
with traffic grade paint or special paving materials.
Improve the Trails and their Gateways: Currently,
Highway 6 poses many barriers to recreational trail
access which can be improved by enhanced trails
connections and better pedestrian signage. Frequent
signage and wayfinding kiosks with park and trail maps
should point visitors to the Fireplace Park (the former
ice rink park). Signage at all of the trail entrances and
“gateways” can introduce more recreational options
that visitors would not know about. We were not even
aware if the Fireplace Park had a name (and so this is
what we will call it here). Continue small scale efforts to
enhance the park and add active park features that can
be programmed for events.Think about creating a loop
for a Chinese lantern festival, for example, a botanical
garden walk of native plants, s'mores and storytelling
at the fireplace, rock climbing, and other such event
use resources. The view at the top of the stairs there
is well worth the climb. Improving the trail crossing
under Highway 6 and the aging river crossing to Hill
Street will create a more viable cycling route, which
could prove more convenient than car commuting to
fit and healthy western neighbors (obviously, they will
get really fit on the return journey).
Create East-West links and “Green Streets” tying
the River to Main Street and the Amtrak Station:
Currently, nothing invites or suggests to first time
visitors that a pleasant river walk and walking loop with
a view at the Fireplace Park hill can be enjoyed. Besides
wayfinding signage, this can be easily addressed right
away with decorative treatments that embellish the
pedestrian connections to the river. These treatments
are recommended to make the street space feel
continuous. For example, consider placing a row of
planters along both sides of the street on Hill, Ivy and
Poplar Streets.The row of planters can signal that there
is something worthy to walk to beyond.
For permanent long-term improvements, treat these
three streets as “extensions” of the park or “green
streets” that are treated like mini-signature streets every bit as important as Main Street. Instead of sidewalk and
curb separations, however, consider instead a “shared street” treatment (sometimes referred to as a “woonerf” by
designers). A shared street decorates all of the right of way as one continuous pedestrian space. Hill Street and Ivy
Street, in particular, are already traffic calmed enough to the point that they already operate as de facto shared
streets for strolling.When pedestrians feel safe stopping in the middle of the road for a chat, as we observed, that is a
signal that the street already belongs to the pedestrians, and drivers know it. Allow further treatments that implicitly
signal to traffic that pedestrians can continue“sharing the road”. Primarily, consider long-term designs that remove
the sidewalks and curbs. Removing the curb separation is a signal to drivers that they don't “own” the travelway in
the middle. You can protect the sides along the buildings with planters or decorative bollards if that is a worry, but,
truly, curb separations along Hill and Ivy are already not at all needed today, especially since their current sidewalks
are too narrow to be useful to begin with. FirstWest Street north of Poplar and the easternmost block of Poplar Street
are also street segments were a shared street treatment could be easily considered.

30
This brings up an interesting question that was posed
to our team during the urban design strategy meeting...
Should Main Street be converted into a pedestrian mall? Our
response is that we would not encourage such an approach.
Primarily, that treatment would remove the option for the
greater traveling public to scope out the options Main Street
has to offer, and it would kill your primary parking resource.
Today, current practice favors shared street (woonerf)
treatments as the better option to go with to accommodate
pedestrians first in the transportation hierarchy, but it does
require sophisticated design treatments few design firms
are currently experimenting with to handle the U.S. context.
The shared street approach needs to sensitively address the
traffic context and network and tie it to the place-making
strategy holistically. Currently on Main Street, you need to
separate traffic areas with curbs for many reasons. However,
you may consider raising the pavement at the intersections
(with decorative treatments), especially at Poplar and Main,
to help calm traffic and put emphasis on pedestrian safety at
the crosswalks.
The better options for“shared street”treatment are Hill Street
and Ivy Street, which do not interfere with as much defined
parking and high traffic needs. Decorative pavers on Poplar
Street, downtown Helper’s second most important street,
would be magnificent for traffic calming and would embellish
this important gateway. Consider a design that treats the pedestrian enjoyment of Poplar Street as primary,
but still separates the sidewalks from the travelway, either with color and texture changes or substantial
bollards, since it is tying in to a highway ramp that requires pedestrian protection. Textural changes and
vertical separations such as bollards and planters can help slow traffic down more substantially than curbs.
The New Park Connector: One of our recommendations is to implement a “Park Connector” connecting the
Main Street gazebo park with the river park. This is an idea to transform the old Wells Fargo drive-thru area
into a little park connector plaza for Main Street, which announces the walk to the river to visitors traveling
on Main Street. The gazebo park currently provides a natural place for first-time visitors to stop and get out
of their vehicles to explore, so our concept introduces an arch sign to capture further interest and bring
attention to the riverwalk. The Coca-Cola mural does a lot already to draw attention to this space. The plaza
space can be utilized to create a vendor space for the Arts Festival. It can even utilized as an outdoor market
area periodically.
AnexampleofasharedstreetinBatavia,Illinois.Notethelack
of continuous curb separations. This helps create a plaza-like
environment that drivers proceed through more cautiously.

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Wayfinding: Wayfinding signs, arches, kiosks, trail markers
and other devices need to be incorporated into all the
gateway areas (described previously) and the key nexus
points. See the map for these locations. Besides orienting
people to recreational destinations, a wayfinding scheme
should take into consideration the diversity of interests
among different kinds of people and family members. Think
about the different destination needs/interests of your
high-draw potential audiences - parents with young children,
nature lovers, youth sports participants, RV travelers, and such
others. A wayfinding signage strategy should address these.
The more members of a household you can appeal to, the
better the chances to capture their interests and create
additional decision points to visit your places or explore
further. Parents may be intrigued by mining history, for
example, but their children might be drawn to spooks. During
the Urban Design Strategy meeting, we heard about the
unique vantage of Helper to capitalize on its haunted history
to market and bring interest to your historic points of interest.
One community member pointed to Savannah, Georgia’s
strategic use of haunted history for tourism. Retelling
haunted history, e.g. ghost stories at the Fireplace, certainly
is a compelling topic for wayfinding and marketing purposes.
The same can be said about other points of interest, such as
the former speakeasies and brothels.
Volunteering for Public Realm Projects: Besides its haunted
past, Savannah was a frontier settlement whose history
provides great lessons for Helper, which could inform an
effective civic effort for cleaning and making improvements
to the public realm. As you can imagine, frontier settlers are a
hard-scrabble lot, the kind of independently-minded people
who remind us quite a lot of the folks who founded and
continue to settle in Helper City.The organization of Georgia’s
first colony, however, was quite strategic for long-term
collaboration, both militarily and economically, and it can
offer strong paradigms Helper residents can draw from to
improve your collaborative economy. See the section “The
Savannah Paradigm” for a paradigm that can serve useful
lessons going long-term with associations.
In your immediate situation, however, collaboration is needed
to implement the small improvements we have described
here that are needed primarily in the public realm. Most

33
projects in the public realm require a public entity to steward and maintain them,
but, increasingly today, grassroots community organizations are initiating this role,
especially to jump start improvements other budget constrained and risk averse
entities are unlikely to implement. This approach is often called “tactical urbanism”
or “grassroots place-making”, since it is employed to bootstrap an activation effort
using provisional means that demonstrate the benefits and viability of holistic
improvements to places. This approach is quite savvy, since it could demonstrate the
merit of a coordinated set of urban interventions, which are each in and of themselves
easy to achieve and therefore do not require much funding to initiate. Quite often,
the tactical approach is the most important step needed to bring in local champions,
associations and other stakeholders who can contribute significantly to the sustained
stewardship of the places activated. However, grassroots initiatives require a high
level of volunteer involvement up front and this can be a special challenge. A good
organizationtohelpyouwiththedesignandorganizationalsupportistheBetterBlock
Foundation (betterblock.org). Among other things, they have a resource inventory of
“wikiblocks”(such as the“Morris Column”, a Parisian style community board, being put
together in the photograph here) to suit all occasions and they can give you expert
advice for grassroots interventions based on their experiences around the country.
A step in the right direction is to form focused committees, as you are already doing.
Grassroots-driven interventions are ideally implemented around community events
and the committees can be short term commitments associated with the events.
These committees should meet for 8 weeks minimally before the first public space
makeover and activation. We recommend inaugurating the planning effort with a
volunteer recruitment event offering food and activities to invite volunteers.
Committees for effective stewardship should ideally be formed for the following topic
areas:
1. Materials (for creations)
2. Fundraising
3. Volunteers
4. Engagement (online included)
5. Marketing
6. Programming
7. Vendors
8. A City Strategy Team comprised of local officials (every major department
represented) who are focused on enabling the event
9. Plus, any special stakeholder committees, such as coworking partners, Airbnb
support/resources, brothel & speakeasy history-tellers or others...
Based on our current experience with a Better Block consulted event, you don't need
a committee for every topic, but you do need to address the above topic areas in a
focused way. You should also appoint design teams who can design the intervention
creations with the materials you have on hand. That probably won't be a difficult task
in your community of creators.
PROJECTS FOR THE LONG-TERM
Keep executing temporary public realm projects that implement small scale
interventions with volunteer driven events until associations and public bodies
can coordinate urban design interventions more permanently with professional
designers. First, before you design the streetscape whole-cloth, we encourage you
to experiment with temporary interventions and with provisional means so that you
don’t implement a long-term design that you will come to regret. Secondly, we also
recommend that you continue engaging with Soren Simonsen, FAIA, and the AIA for
advice and guidance in creating opportunities for professional engagement.
Main Street Streetscape Improvements: We realize that streetscape improvements
require a greater degree of public commitment and professional support. A design
challengetoovercomeinthis,forexample,willbehowtobalancesidewalkandplanting
improvements needed with parking needs.This goes especially for the sections where
the sidewalk is a narrow ten foot (10’-0”) width between the storefront and curb. You
can, however, try alternate approaches that replace conventional parking spaces with
planting areas and compact parking spaces. Some of these could designate special
parking spaces for motorbikes and ATVs, which would create preferential parking for
these vehicles. Word of mouth travels fast in biking communities, for instance, and

35
knowing that preferred parking spots are always available for them on Main Street
will do much to encourage local users and regular travelers to travel downtown using
compact vehicles, thus, making Main Street parking space more optimal for everyone.
It is important to understand that the preferred ATV/motorcycle parking strategy is
not taking away parking but opening up conventional spaces by redistributing small
vehicles to more compact spaces. At the same time, you are contributing to economic
development for tourism if these spaces are distributed everywhere along the street,
combined with planters that beautify the street cohesively. Where you locate a
preferred parking spot - there locate a planter also!
At the voluntary implementation stage, therefore, test these preferred parking
strategies with temporary parklets or box planters that take up half of a diagonal
parking space, leaving ten feet (10’-0”) of parking depth for ATVs. Be sure to mark the
“ATV/Motorcycle Parking”with stencils and water-soluble paint on the pavement and/
or put signage as such on a box planter. Decorate the box planters with the help of
your local artists and place greenery and seating in the parklets.
Just try it out! Experiment until you hit the magic layout, trying out a new parking spot
distribution every month. If the preferred parking strategy simply doesn't work, and
cyclists and ATV users still continue to park in conventional spaces, that is a strong
signal that Main Street currently has more parking than it really needs. In that case, you
should feel free to consider removing these parking spaces to put in curb extensions
with planters.You won’t be able to arrive at such conclusions without the experiment,
and you will be smarter for doing it, equipping future designers with vital information.
Placing bulb-out curb extensions at the block corners and replacing every fifth or
sixth diagonal parking space along Main Street with a planted curb extension can
create an attractive streetscape, especially when trees in the planting areas mature.
With this spacing, tree shaded and sunlit areas will balance each other very attractively
in time. The other benefit is that the vacuous areas of hardscape suddenly will not
dominate the visual field, and the sidewalks will feel more protected and comfortable.
An existing example to point you to, which does these things exceptionally well, is
Greenville, South Carolina’s Main Street. Their Main Street lanes were narrowed in the
late 1970s to add diagonal parking spaces and spaces for large street planters, much
like Helper has begun to implement lately. Greenville’s on-street parking, however,
usuallyclustersfourtofivediagonalspacesinarowonbothsidesofthestreet,creating
room for large planting zones in the spaces between. Exactly as in Helper, a midblock
pedestrian crossing occurs midblock at every block, the difference here being that
large tree planters are placed at all the crossings, somewhat like the one recently
built in front of Balance Rock Eatery. Greenville’s Main Street design thus exhibits
frequent bulb-out curb extensions that extend out to the travel way on both sides
of the street, granting spots for trees that cluster at the block corners and midblock
on every block. Helper’s potential Main Street planting zones, in contrast, are mostly
missing or insubstantial. Since its canopy matured, the dividends have kept paying off
exceedingly well for Greenville’s Main Street, regularly listed as one of the best main
streets in America.We don’t recommend using broad canopy trees in Helper, however,
because your sun-soaked climate and view to the mountain is critical to what makes
your Main Street memorable and special.

36
THE SAVANNAH PARADIGM
The history of Savannah is replete with lessons for smart collaborations. Maybe that's
why the spooks linger in Savannah: they still want to contribute to its upkeep. This
history, by the way, is quite congruent with similar lessons that can be drawn from
Utah’s settlement history. Savannah’s pluralistic and dynamic civil society was quite
spectacular (and would remain a rarity in the South).Today, Savannah is better known
for giving us the Girl Scouts, a volunteer-driven organization par excellence, but it is
also the city that founded the first orphanage in the American colonies, for instance,
attracting funds from the other colonies. Savannah, which was a frontier settlement,
knew how to leverage its position, for sure, but the first settlers of Savannah also knew
how to leverage each other’s enterprises for the collective good. Why was that?
Part of the reason was that Savannah's settlers were organized in troops comprised
of ten head of households. At the time that it was founded in 1733, Savannah was
Georgia's first settlement at the very southern frontier of the American Colonies, in
an area that the Spanish colony of St. Augustine had laid claim to. This meant that
Savannah had to serve as a bulwark against Spanish expansion, and, for military
reasons, the new colonists could not live independently on their homesteads. Instead,
they had to live near one another in a garrison-like settlement, which they could
guard and quickly mobilize from.
Their garrison town was thus subdivided in blocks of ten residential lots, called
“tythings”, each one designated for a troop led by a“tythingman”. Next to each tything
block was a“trust lot”belonging to the trustees funding the colony venture, which all
of the households of Savannah could steward together. Initially, these trust lots served
as common lots to provide public uses such as guest houses and communal ovens.
The trustees would also grant some of the trust lots to churches founded to serve
the settlers. Eventually, the trustees assigned trust lots to the assemblies, shops, and
associations that developed in due course in the colony, granting a huge incentive,
thus, for the creative formation of cooperatives, sanctuaries, and associations. There
were just so many trust lots to be granted for special collaborative causes. Plus, there
was also an open public square granted to every four tythings. These were there to
provide space for encampments for denizens of surrounding outposts and villages
during times of trouble. Each ten-acre “ward” of Savannah is comprised of four
residential tythings and four trust lots, organized around a central open square thus...

38
BUILDING MOMENTUM OVER TIME
There are a number of illustrative community stories that provide interesting
associations for Helper. While every community is unique, these accounts of what has
happened in other communities are instructive regarding what is possible with vision
and collaboration. These are places that have deep meaning to the people who call
them home or work in them or visit them. Their physical character is a representation
of their civic identity, and as a result they inspire remarkable pride from their citizens,
who work together to protect and enhance them.
The Barlow, Sebastopol, California
Sebastopol, California is a community of less than 8,000 residents that has
long-struggledwithcommunitydebatesovergrowthanddensity,placeandcharacter.
As one local history reports, “closure in 2004 of Sebastopol’s last major apple juice
and sauce processor, the Barlow Company, left 54 acres of outdated warehouses and
vacant land straddling Highway 12 along Sebastopol Avenue.” In this former industrial
neighborhood, a proposal emerged that built on the key characteristics of the existing
place to create an innovative new development that respects and honors the local
context. As the New York Times described it, “In Sebastopol, about an hour north of
San Francisco, a development called the Barlow has replaced a 12.5-acre industrial
site largely devoted to apple processing with an artisan-friendly commercial district.
It’s now home to wineries, a distillery, microbreweries and boutique producers of
everything from soap to furniture. Planters filled with herbs and vegetables edge
newly plotted streets separating buildings clad in corrugated metal. An outdoor
fire pit, bocce court and public lawns invite lingering on the campus, which also has
restaurants and tasting rooms. A hotel with rooftop pool is on the drawing board.”The
local perspective describes the evolution of the area as follows:
“AfterfivelongyearsoftheWestCountry’srenownedcivicandcommunitydeliberation
on what best to do with an antiquated, starting-to-be dilapidated apple packing
warehouse district, walking distance to the east of the small city of Sebastopol’s
quirky little downtown, all eyes are on the wine country’s most ambitious regional
development in recent years. The 12-acre former Barlow Apple Cannery is busting out
at the seams of a $23.5 million project touting itself as the first business community in
the U.S. to focus on connecting customers not only with products and the people who
make them, but also with the production itself. This bold, expansive new adaptation
of a warehouse district that provided work for generations is not just a marketplace
but a creative center for regional food, wine and art.”
Respect for place was honored through design, commemorating the heritage of the
district by preserving original signage and paying attention to architectural details.
Today,“you’ll find an area populated with artists, craftsmen, brew pubs, bakeries, wine
tasting rooms, cafes and restaurants. And more.”The character of place is honored and
celebrated while giving it new life.

39
The Pearl District, Portland, Oregon
InPortland,Oregon,aderelictwarehousedistrictwith
rampant vacancy and no identity was transformed
during the last two decades of the 20th century
into the “Pearl District,” a neighborhood known
worldwide for its vibrant life and unique character.
The city brought a R/UDAT team to examine the
area in the 1980s. At the time, the conventional
thinking was focused on demolition for the entire
district as a strategy to facilitate new development.
The public process changed the course of future
development. One local reflection captures the
area’s transformation:
“Ever squinted your eyes and tried to imagine
something that’s only in your head?That’s how it was
for those of us who looked over the rail yards and
abandoned warehouses of inner northwest Portland
some 20 years ago. Rundown and dilapidated, it was
a sight that even the best of us squinters had trouble
overcoming. And yet, slowly, a largely forgotten
part of Portland’s past became an urban icon of
living unlike anything the country had ever seen:
A unique blend of verve and vibrancy, with more
than a passing nod to Portland’s uncommon brand
of originality. Today, the Pearl District has earned a
worldwide reputation for urban renaissance.”
The components of the plan for the Pearl included
specific affordable housing strategies built into
new development, innovative parking strategies,
important investments in the public realm and
civic space – particularly Jamison Square – and an
emphasis on adaptive reuse of existing historic
buildings as well as preservation of the historic fabric
of the area. A creative community was nourished
and grew, and the Pearl today is known for its unique
sense of place and vibrancy.

40
Santa Fe Railyard Redevelopment, Santa Fe, New Mexico
In Santa Fe, a conventional development slated for a former rail yard was rejected by the community
in favor of a bold experiment that achieved an authentic community place celebrated by locals and
recognized as a national model for placemaking. As one local leader noted, “It was an experiment
in deep democracy which resulted in the Community Plan, approved by the City Council in 1997
as a conceptual Master Plan.”The plan was then developed through an innovative partnership that
produced a uniquely local district celebrated by citizens. As a local account notes, “The Santa Fe
Railyard Redevelopment is a testament to the power of community involvement in the realization
of great civic spaces. When the 40-acre rail yard was threatened by private development in the early
1990s, the city mobilized to purchase and protect the historic site for a local vision. With involvement
from over 6,000 community members, a master plan was developed and implemented over the next
decade through a unique partnership between a non-profit community corporation and the Trust
for Public Land. Today, Santa Fe enjoys a vibrant, multi-use civic space that preserves the industrial
heritage of the rail line while strengthening the city's future. The historic rail depot now serves as
the northern terminus of New Mexico's commuter rail, and the Railyard's cultural and commercial
amenities draw new visitors every year.” Locals in Santa Fe now refer to the area as the community’s
“family room,” as opposed to the central square downtown (the “living room”), a place where local
residents gather to experience community. It is a remarkable achievement. As local architect Gayla
Bechtol reflects, “People see it as a real community space. I’m most proud of the democracy that
happened. Helping someone have a voice who otherwise wouldn’t have a voice in the process, was
to me the most gratifying part. The greatest lesson is that we can work together.”
San Angelo, Texas
In 1992, San Angelo, Texas was suffering. As one account relates,
“Civic-minded residents fretted about the discouraging situation,
meeting informally but unable to pinpoint the necessary steps
toward progress. Above all, what was missing was a unified vision for
wrangling the disparate pieces of San Angelo into a cohesive working
whole.”The R/UDAT process was organized to work on that goal. What
happened as a result was noteworthy. By one estimate,“more than $70
million in public and private projects were successfully completed in
the decade that followed the R/UDAT. More recently, the $16 million
renovation of a former department store transformed the abandoned
building into a new public library. Other projects include a $11.2
million restoration and renovation of the historic San Angelo City Hall,
Meanwhile, ongoing discussions are taking place to create a master
plan for a 200-acre cultural district that will encompass the Museum
of Fine Arts, Fort Concho, the historic railroad depot, and other
properties on both sides of the river. On the 20th anniversary of the R/
UDAT process, the editor of the local newspaper published a letter to
the team. As he noted,“When I tell my younger friends about the part
you played in revitalizing our city, they think it's an urban fairy tale:
Once upon a time, a group of architects, planners and urban design
experts from around the nation volunteered to travel to San Angelo
and work day and night to find ways to change the future of the city.
You had help, of course. You carefully listened to our homegrown
ideas, hundreds of them. Everyone from children to civic leaders
stepped up to the microphone and shared dreams for San Angelo. It
was an exciting week, which ended with a strategy laying out short,
medium and long-term actions." Reflecting on all that had occurred
in the community, and its achievements to date, he observed that,
“Many San Angeloans worked many years to transform the Historic
City Center. But you affirmed our ideas, planted seeds and sketched a
possible map for our future. And you gave us hope. Back in 1992, your
ideas seemed like dreams. Now we are living those dreams”.
Port Angeles, Washington
Port Angeles, Washington hosted a process to catalyze urban
regeneration efforts in its downtown in 2009. At the time, it faced
rampantvacancyandadecliningretailexperience,andalong-standing
and beloved department store had just closed as a result. Some of the
immediate outcomes there included an implementation committee
and a public workshop to prioritize the first actions the community
would implement. The process generated considerable excitement,
and over the first 3 months, dozens of citizen volunteers joined an

41
effort to signal commitment to change. With donated supplies, they re-painted 43
buildings in their downtown, providing an instant sign of visual momentum. This
effort led to a façade improvement program, which sparked additional private
investment in new businesses.The community designed and completed construction
on the first phase of a new waterfront development within just 5 years, and that effort
created tremendous value in the public realm and attracted considerable private
investment, sparking a transformative wave of change in the downtown. As the City’s
Community Development Director reported, “A primary outcome has been that the
process awakened community pride and inspired a“together we can”attitude. Today
the inspiration remains and the elements and recommendations of the program
continue to be the driver for publicly endorsed capital projects and investments in
our community. More importantly this sustainable approach has tapped into the core
values and priorities of our citizens to ensure a better and more balanced future for
our City.”
Conclusion
The Helper community should investigate these and other successful models to
informitseffortsandfindinspirationforthechallengesahead.DuringtheHelperSDAT,
residents were asked to think ahead 5 years and imagine their future community and
the potential key changes that could occur to help achieve their aspirations. Now we
are asking you to join hands to pursue your collective aspirations. Great achievements
are not beyond your grasp if you choose to work together in the public interest. Come
together to take control of your future now, and you may have much to celebrate in
the subsequent years.

43
DARREL J. WILLIAMS, FAIA
Darrel Williams is a founding partner and the Owner of Neighboring Concepts, a mul-
tidisciplinary design firm established in Charlotte, North Carolina in 1996. Under his
leadership, the firm has successfully improved the quality of life in urban communities
through thoughtful urban planning, innovative architectural design, and responsible
real-estate development projects.
Williams is motivated by the desire to influence positive change and is driven to
help sustain and revitalize urban communities. For him, “transforming communities
through architecture”is not simply a firm tagline, it is a calling. An accomplished and
award-winning architect, in 2006 he was elevated to the College of Fellows for the
American Institute of Architects (AIA). The fellowship program was developed to
elevate those architects (less than 4% of the profession) who have made significant
contributions to architecture and society on a national level.
His firm, Neighboring Concepts, has been involved in the design of several
award-winning projects, including CATS Lynx Blue Line Light Rail Stations, Harvey
B. Gantt Center for African-American Arts and Culture, Stratford Richardson YMCA,
Romare Bearden Park and Revolution Park Sports Academy, Mecklenburg County Park
& Recreation’s first facility designed to LEED standards. The firm is currently involved
with The Renaissance, the redevelopment of former Boulevard Homes into a new
cutting edge educational village concept which will seek both LEED and EarthCraft
certifications. In 2012, the firm served on the Design and Construction Management
team selected to upfit Time Warner Cable Arena and Bank of America Stadium for the
2012 DNC. Neighboring Concepts designed Mosaic Village in 2013, a multi-million
dollar mixed-use project, which includes student apartments, retail space and a 400
car parking structure for Johnson C. Smith University. This project, led by the Griffin
family and Dr. Carter of JCSU, will be a catalyst to help transform the West Trade Street
/ Beatties Ford Road Corridor.
From 1994 to 2002, Williams was elected and served four terms as a County
Commissioner in Mecklenburg County, North Carolina. Among his many
accomplishments, Darrel encouraged his colleagues on the County Commission to
include a 220 million-dollar Land Purchase Bond on the ballot in 1999. The successful
passing of the bonds has allowed Mecklenburg County to acquire land for public
facilities such as schools; libraries, parks, greenways and open space; this included
land for Central Piedmont Community College to expand its Central Campus and land
for the County to develop Little Sugar Creek Greenway.
A proven leader, Williams has chaired several national committees for the National
Association of Counties (NACO) (i.e. smart growth, housing, community/economic
development, etc.). As an architect and former elected official, he has proven
successful in bridging the gap between the physical and social challenges facing
urban communities.
Williams is an active member of several professional organizations, including the
American Institute of Architects (AIA), AIA North Carolina, and AIA Charlotte, where he
formally served as president. He is a member of the National Council of Architectural
Registration Boards (NCARB) and licensed to practice in the states of NC, SC, GA, VA,
LA and AL. Williams currently serves on the boards of several civic organizations that
include Charlotte Mecklenburg Library Foundation Board, The Committee to Preserve
and Restore Third Ward, and North Carolina Nature Conservancy. Most recently, he is
serving on the Executive Committee of Charlotte Center City Partners. Williams also
co-chaired Crossroads Charlotte to help build trust among a growing and diverse
population in Charlotte-Mecklenburg and is past chair of Charlotte-Mecklenburg
Library Board of Trustees.
Williams, a recipient of numerous awards both professionally and for outstanding
community service, grew up in Baton Rouge, Louisiana and received his Bachelor of
Architecture degree from Southern University. He is married to District Court Judge
Karen Eady-Williams and has four sons.
ERIC OROZCO, AICP, LEED AP ND
Eric Orozco is an urban designer specializing in community design. He has experience
planning and designing for many infrastructure, neighborhood development and
transportation projects, including the Charlotte CityLYNX Gold Line (streetcar), the
Durham-Orange Counties Light Rail Project in North Carolina, and The Renaissance,
a 334-unit multi-generational and mixed income development that is now one of
the few affordable green neighborhood developments in Charlotte, N.C. Eric enjoys
participating in collaborative projects for economically regenerative community
initiatives geared to stop low income household displacement, and he is a board
member of the WestSide Community Land Trust. He also assists the Historic West
End Partners and the LATIBAH Collard Green Museum with their design needs
for community initiatives. As well as holding a history graduate degree in Jewish
Antiquity, he is a Master of Architecture graduate of the Massachusetts Institute of
Technology (MIT), a Jane Jacobs nerd, and an amateur scholar of the City of Savannah,
which includes as its backdrop the manifold and colorful history of new community
planning in North America.
ERRIN WELTY, CECD
Errin Welty currently serves as a downtown development account manager for the
Wisconsin Economic Development Corporation and Wisconsin Main Street program,
tasked with working with businesses, property owners, developers and community
groups on downtown revitalization projects. Errin has been involved in downtown
development for much of her career, starting as a marketing coordinator for the
Saint Cloud Downtown Council. From there, she spent several years working for the
Downtown Denver Partnership, was a founding member of Wheat Ridge 2020, and
went on to manage the marketing and research arm of a commercial brokerage firm.
Upon returning to Wisconsin, she worked as an economic development consultant

44
specializing in downtown and community development planning and real estate
development planning and finance. Errin has an undergraduate degree in Community
Development from St. Cloud State University and a Masters in Urban and Regional
Planning from the University of Colorado at Denver.
TODD SCOTT, AIA
Todd is a licensed architect who specializes in historic preservation and downtown
re¬vitalization. His preservation experience includes stints with Oklahoma City, as
historic preservation officer, and with King County, Washington, where he currently
provides assistance for historic properties in that county and sixteen suburban and
rural communities. He recently completed the intensive level survey of 175 historic
barnsontheEnumclawPlateauand200historicresidentialandcommercialproperties
in Kent, both in King County. He has been involved in the rehabilitation of hundreds
of structures in dozens of small downtowns as the state architect for Oklahoma Main
Street and for DesignWorks, an arts-based design charrette program.Todd also served
as community development director and assistant city manager for the city of Astoria,
Oregon. He has presented at numerous state, regional, and national conferences on
topics ranging from sustainability in design to mounting grass roots campaigns for
endangered structures. Todd has served on the boards of various non-profit agencies
including heritage organizations, community development corporations, urban
renewal authorities, and architectural foundations.
JOEL MILLS
Joel Mills is Senior Director of the American Institute of Architects’ Center for
Communities by Design. The Center is a leading provider of pro bono technical
assistance and democratic design for community success. Its programs have catalyzed
billions of dollars in sustainable development across the country, helping to create
some of the most vibrant places in America today. The Center’s design assistance
process has been recognized with numerous awards and has been replicated and
adapted across the world. Joel’s 24-year career has been focused on strengthening
civic capacity and civic institutions around the world. This work has helped millions
of people participate in democratic processes, visioning efforts, and community
planning initiatives across four continents. In the United States, Joel has worked with
over 100 communities, leading participatory processes that facilitated community-
generated strategies for success. His past work has been featured in over 1,000 media
stories, including ABC World News Tonight, Nightline, CNN, The Next American City,
The National Civic Review, The Washington Post, and dozens of other sources. He has
served on numerous expert working groups, boards, juries, and panels focused on
civic discourse and participation, sustainability, and design. He has also spoken at
dozens of national and international conferences and events, including the Remaking
Cities Congress, the World Eco-City Summit, the Global Democracy Conference, the
National Conference on Citizenship, and many others.
ERIN SIMMONS
ErinSimmonsistheSeniorDirectorofDesignAssistanceattheCenterforCommunities
by Design at the American Institute of Architects in Washington, DC. The Center is
a leading provider of pro bono technical assistance and participatory planning for
community revitalization.Through its design assistance programs, the AIA has worked
in over 250 communities across 47 states, and has been the recipient of numerous
awards including“Organization of theYear”by the International Association for Public
Participation (IAP2) and the “Outstanding Program Award” from the Community
Development Society. Erin is a leading practitioner of the design assistance process,
providing expertise, facilitation, and support for the Center’s Sustainable Design
Assistance Team (SDAT) and Regional and Urban Design Assistance Team (R/UDAT
) programs. In this capacity, she works with AIA components, members, partner
organizations and community leaders to provide technical design assistance to
communities across the country. Her portfolio includes work in over 100 communities
across the United States. A frequent lecturer on the subject of creating livable
communities and sustainability, Erin contributed to the recent publication“Assessing
Sustainability: A guide for Local Governments”. Prior to joining the AIA, Erin worked
as historic preservationist and architectural historian for an environmental and
engineering firm, where she practiced preservation planning, created historic district
design guidelines and zoning ordinances, and conducted historic resource surveys.
She holds a Bachelor of Arts degree in History from Florida State University and a
Master’s degree in Historic Preservation from the University of Georgia.

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