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Tremonton in TransitionSustainable Design Assessment Team (SDAT)

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Tremonton SDAT• Mike Davis, FAIA, team leader• Haley Blakeman, ASLA, AICP, landscape/connectivity• Jason Claunch, Market analysis• Wayne Feiden, FAICP, planning/land use• Jane Jenkins, Main St revitalization/branding• Joe Skibba, ASAI, urban design, illustration• Joel Mills, Director AIA Communities By Design• Erin Simmons, Director AIA Design Assistance

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YOU told us: We love living here!• Good hot dogs & ice cream (more please)

• Great quality of life

• It’s the people!

• Strong sense of community

• The setting and agricultural identity great

• Connection to outdoors

• Safe community

• Good schools

• Good place to raise children

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YOU told us: Downtown• Is part of our identity

• Is in long decline, but with good bones

• Not attracting people

• A key economic engine

• Focus on Western/agricultural history

• In need of more restaurants

• Needs to define its identity

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YOU told us: Opportunities• The west end is the new growth engine

• People want to shop in town

• Be modern, but simple and quiet

• People care about downtown and the city

• City Hall needs focus on economic development and jobs

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Environment Planet

Social EquityPeople

EconomyProfit

BlissBliss

Economy

Environment

Equity

You can have it all, mostly

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marketanalysis

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Market Analysis

Analyze demographic and economic trends to inform the Tremonton development strategy.

Estimate the potential demand for high density owner occupied and non-owner occupied housing to determine propensity for additional population growth.

Estimate the potential absorption for additional commercial space in Tremonton and downtown.

Develop Outline of a strategy for for retail in Downtown Tremonton.

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Utah

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5th in Population Growth1st in Personal Income8th Best in Employment

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Area Characteristics

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Tremonton UtahPopulation, 2012 estimate 7,790 2,855,287Population change ( 2010 -2012) 1.90% 3.30%Housing units, 2010 2581 979,709Median value of housing $150,400 $221,300.00Median household income $50,917 $57,783.00Retail sales per capita, 2007 $20,100 $13,730.00

Tremonton USUnemployment 6.80% 8.8%

Future job growth over the next ten years is predicted to be 24.50%.

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Age CharacteristicsThe population is concentrated between 25 & 54 years of age, and the largest segment are “Millenials” between the ages of 18 to 34

A recent survey by the Urban Land Institute found that 60% of “Millenials” prefer urban core living with a mix of housing choices in close proximity to shops, dining, offices, and transit

Job growth is occurring the fastest in high paying jobs in the energy, manufacturing, and technology sectors, and the fastest growth is expected to occur in the top half of income earners

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Age Distribution

Persons < 5 years 12.70%Persons 6- 18 years 24.60%Persons 19-64 54.20%Persons 65+ 8.50%Total 100.00%

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Residential

Workforce

Visitor

Commuter

Sources of Demand

MARKET

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Residential Spending

U.S. consumers spent $48 less per year on dining out, $141 less on clothing and apparel, and

$126 on entertainment.

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Tremonton Retail Trade Area

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Over 18,400 Employees inThe Tremonton Region

Over 18,400 Employees inThe Tremonton Region

Primary Trade Area 20 minutes

2015 Population 22,647 2015 Households 6808Per Capita $21,529 Aggregate Income $487,567,263

Retail Expenditures $170,648,542

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RETAIL GAP ANALYSIS

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Major Area Workforce

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Over 18,400 Employees inThe Tremonton Region

Over 18,400 Employees inThe Tremonton Region17

mile

s +/

-

Mean travel time to work 16.4 min for Tremonton21.4 min for UtahUS Census

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Major Area Workforce

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There are an estimated 2,013 employees inthe Tremonton Region

There are an estimated 2,013 employees inthe Tremonton Region

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Major Area Workforce

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2,013 Employees inThe Tremonton RegionCan support up to 2,363 sf downtown

2,013 Employees inThe Tremonton RegionCan support up to 2,363 sf downtown

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Major Employers & Workforce

Over 18,000 workers in the Tremonton region

Average weekly retail expenditures of $53

Annual workforce retail expenditures of $5,334,848 Regional workforce expenditures supports 120,177 SF of retail annually

The Study Area may reasonably capture ~10% of workforce equal to approximately 13,000 SF annually

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The stronger the district the greater attraction of retail spending in the Study Area

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Commuter Demand

.The average commuter spends $112 per week in transportation related expenses

Catalyst study determined approximately 3% of commuters are likely available consumers.

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Study Area Daily Traffic Flow

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22,010

6,725

3,645

2,605

6,300

4,920

1,075

9,960

Crossroads

DowntownInterstateFrontage

Vehicles Per Day 28,310

Vehicles Per Year 10,191,600

Capture 2%

Avg. Retail Spending $10

Annual Retail Expenditures $2,038,320

Supportable SF 6,794

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Visitor Generated Demand

1 visitor per day can generate 90 square feet of retail per year

Art Show Water Park

Parade Theme Park

State FairSportsConcert

Farmers Market

Multi-purpose

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Visitor Economy

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Visitor Economy

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Tremonton can capture over 80,000Visitors with a spend over $6M

Tremonton can capture over 80,000Visitors with a spend over $6M

EDIT DATA

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Supportable Retail in Study Area

The potential retail spending from residents, commuters, visitors, and workforce, may support 621,000 SF of retail

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Annual Spending Total Spend Pot SF

Residents in Primary Trade Area $170,648,542 568,828 Visitor Population $7,403,607 24,679 Workforce $6,301,160 21,004 Commuter $2,038,320 6,794 Total $184,353,309 621,305

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Person $22,000 $7,480 24.93

Worker $936 3.12

Visitor $27,375 91.25

Commuter $19,345 64.48

Total 183.79

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Purchasing Power per Capita

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Purchasing PowerBox Elder County has a .10 Pull Factor

This trade area overlaps other areas, and therefore may capture less than 100%

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Benefits of Independent Retailers

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http://www.amiba.net/news/2012/slc-utah-study

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Retail Incentives

While the fiscal condition of individual cities varies greatly depending on differences in local tax structure, an overwhelming majority of cities rely on local sales taxes for the lion’s share of

revenue. Economic incentives have increased exponentially to attract retail projects since 2008.

CATALYTIC

POSITIVE RETURN

ALIGNED

ACCRETIVE

PERFORMANCE BASED

ACHIEVE HURDLE

FINITE TIMEFRAME

REQUIRED IRR

REQUIRED NPV

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Catalytic Projects

• “Catalytic” projects are those that stimulate additional demand.

– Daytime employment, higher education, destination retail/entertainment, other high-traffic public sector, parks, etc.

– Identification is relatively straightforward – challenge is to maximize benefits to the area

• Key elements of maximizing benefits– Appropriate infrastructure investment– Workable regulatory environment– Viable incentive policy– Targeted marketing– Coordination with other economic development entities

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Financing Strategy

• Adopt policy for sales tax and property tax rebate for retail

• Façade Improvement Grants (50% match with max)

• Create Business Improvement District Downtown• Explore CDA/TIF for Downtown• Low interest or forgivable loans for incubator

business and/or gap financing• Sponsor public property to induce development

Sequence• Strengthen Downtown prior to inducing regional

retail

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downtownidentity

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The Tremonton brandTo thine own self be true…

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Branding is……

• What someone else thinks of you, not what you say you are.

• Obvious and pervasive throughout the community.

• A feeling. In this case a feeling that makes you want to go there.

• Not a logo and/or a slogan. They simply reinforce the brand.

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Community Branding

• Branding is the process of setting yourself apart from everyone else.

• Successful brands create the perception that there’s no place quite like yours.

• Branding revolves around product more than marketing.

• Successful brands do not appeal to everyone.

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A Brand = PROMISE• Branding is promise you make to customers

(residents and visitors) about their experience in Tremonton.

• Your printed material, social media and online messaging must communicate this promise.

• You make that promise in your communications, but you must support it with all your actions.

• REMEMBER: No media – advertising (controlled) or public relations (uncontrolled) can beat positive word of mouth.

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Branding Recommendations• Embrace your geography.

• Balance that your brand is regional, but it should reflect your competitive advantage.

• Understand the challenges of a multilayered identity.

• Debunk local negative perceptions – and non perceptions.

• Know what your brand is NOT.

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TREMONTON The Old West is Alive Here

TREMONTONGateway to the Great Outdoors

TREMONTONA 21st Century Agricultural Community

TREMONTON A Friendly and Progressive Town

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TREMONTON The Old West is Alive Here

TREMONTONGateway to the Great Outdoors

TREMONTONA 21st Century Agricultural Community

TREMONTON A Friendly and Progressive Town

DRAW UPON THEM

ALL

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Branding Recommendations

• Hire a professional to help your community develop a brand.

• Remember: it’s a process - not a logo.

• Be who you are.

• Be bold vs. being shy.

• Be consistent.

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Downtown is your most important business and industrial recruitment tool.

Your entire community will be judged based on the quality and vitality of downtown.

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Provo

OgdenMoab

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Downtown Recommendation

Create a downtown organization for the 21st century

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Main Street Approach™

–Organization

–Design

Promotion

Economic Restructuring

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The Coordinator is key to a successful downtown program

You need a downtown champion responsible for building consensus, engaging volunteers, implementing programs.

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Events build community

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Use maps to tell people where they can find businesses, parks and other attractions.

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Pop-up Shops, kiosks and other temporary retail are a great way to activate downtown quickly.

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Create an effective “Shop Local” program.

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Farmer’s Markets can showcase your agricultural heritage. They also activate your downtown streets and function as community social events.

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Food Trucks are trendy, fun and entrepreneurial!

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Tremonton has good opportunities to

develop tourism as an industry.

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Funding: Collaborate. Build Partnerships

• Utah Heritage Foundation• BRAG

– Small Business Development Center– Business Retention and Expansion (BEAR)

• Box Elder Economic Development Alliance• Fairgrounds Board• State Tourism organization• Corporate Sponsorship

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Funding: the Oklahoma City model

• 1 cent sales tax for capital economic development expenditures.

• Create a BID for maintenance and management.

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connections

gateways&

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Main Street AND Highway 102

• High truck mode share

• Low volume road (<7,000 AADT)

• Speeding (85th percentile: 35-40 MPH)

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Pedestrian Experience

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Are those accidents or crashes?

• Moderate crash rates– Pedestrian/vehicle crashes– Personal injuries

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Design principles• Accommodate all vehicles

– Traffic will increase over time

• Divert some trucks

• Better safety

• Better pedestrian experience

• Better sense of place and arrival

• Slow downtown traffic

• Improve ecologically sound drainage

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Divert some trucks to Route 30

• Truck Route sign• Main St calming• Mapping services

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400 West St. (Arrival) to Tremont St.(Downtown)

Arrival

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Arrival: 400 W St. to 200 W St.

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200 West St. to 200 East St.(Downtown)

Downtown

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Re-task real estate for pedestrians• Crosswalk: was 56’ now 36’• Was 19 seconds now 12 seconds

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Downtown: Tremont to 200 W

Shorter crosswalksFew large truck turns

EXCEPT Fire

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Re-task for pedestrians and green

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Curvilinear travel path

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200 E to Malad River

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Tree belt options

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Drainage retrofits

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Snow removal

• 20% less snow to be hauled away

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Shorter-Term Options

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Connectivity

• 2,000’ walking

• 600 N and 600 S as bicycle boulevards

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design

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SAMPLE STOREFRONT DESIGN GUIDELINES

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CATALYST SITE opposite Fairgrounds: 100,000 GSF, mixed use with hospitality. Max 40’ setback, one major curb cut, developed façade for 60% of frontage

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CATALYST SITE Main & 400W: 300,000 GSF +/-, mixed use with junior box retail and entertainment. Max 60’ setback, sidewalks behind canal, developed façade for 60% of frontage

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WEST END MASTER PLAN: Up to 800,000 SF on multiple parcels. Small parking fields between buildings and road, smaller pad sites (under 65KSF) not more than 100’ from lot line. FORM-BASED ZONING

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Public Realm Improvement: redesigned Midland Square

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Public Realm Improvement: Enhanced Streetscape

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Public Realm Improvement: Enhanced Gateway at Malad River

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Public Realm Improvement: Gateway at 400W

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SEQUENCE OF RECOMMENDATIONS

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SEQUENCE OF RECOMMENDATIONS

1.Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge

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SEQUENCE OF RECOMMENDATIONS

•Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge1.Do the “branding” thing right. Get “buy-in” from all stakeholders

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SEQUENCE OF RECOMMENDATIONS

•Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge1.Do the “branding” thing right. Get “buy-in” from all stakeholders2.Create partnerships

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SEQUENCE OF RECOMMENDATIONS

•Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge1.Do the “branding” thing right. Get “buy-in” from all stakeholders2.Create partnerships3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events

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SEQUENCE OF RECOMMENDATIONS

•Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge1.Do the “branding” thing right. Get “buy-in” from all stakeholders2.Create partnerships3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events4.Make public realm enhancements

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SEQUENCE OF RECOMMENDATIONS

•Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge1.Do the “branding” thing right. Get “buy-in” from all stakeholders2.Create partnerships3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events4.Make public realm enhancements5.Drive development on Main Street “catalyst” sites. DOWNTOWN COMES FIRST

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SEQUENCE OF RECOMMENDATIONS

•Organization is STEP ONE. Get residents, commercial property owners, businesses and government working TOGETHER. Put someone in charge.1.Do the “branding” thing right. Get “buy-in” from all stakeholders2.Create partnerships3.Look for easy “wins”: Storefront and signage improvements, programming, promotional events4.Make public realm enhancements5.Drive development on Main Street “catalyst” sites. DOWNTOWN COMES FIRST.6.Master-plan and re-zone the west end and crossroads sites. Make the VISITOR ECONOMY PLAY