the art of downtown revitalization - sehinc.com

The Art of Downtown Revitalization Beyond the Urban Fringe: A Multi-Disciplinary Approach for Sherwood, WI Andrew Dane, AICP

2012 Wisconsin Conference on Downtown Revitalization “The Art of Downtown Development” Appleton, Wisconsin October 9th, 2012

“Downtown is now viewed as a multifaceted organism of economic , physical, and social elements that must be addressed in a holistic, manner.” • Land Use • Parking • Design • Historic Buildings • Infrastructure • Market Analysis • Business Development • Implementation Mechanisms

Outline

• Background

• Market Analysis

• Strategies

• Implementation Recommendations

• Conclusion

Background: Project Team & Approach

• Multi-Disciplinary Team

• Partnered with DANTH, Inc.

1. Identify & Describe Market Potentials

2. Filter Results Using Site-Specific Criteria

3. Provide land use, economic development, transportation, and design recommendations

4. Implementation plan

Background: Regional Context

Background: Growth & Decline

837

1,550

2,713

0 500

1,000 1,500 2,000 2,500 3,000

1990 2000 2010

Population

Background: Growth & Decline

Background: Assets & Liabilities as a Business Location

• Strong population growth

• Desirable place to live • Favorable

demographics • High Cliff State Park

• Inadequate commercial spaces & nodes

• Strong competition • Unbalanced local

roadway network • Commuter/truck traffic

Sherwood’s Assets & Liabilities as a Business Location

Desirable Place to Live

.


Favorable Demographics

1. The mean $107,353 household income is 63% higher than those in the Appleton MSA

2. Percent age 25+ population with bachelor’s degree or higher, 46.5%, is 81% higher than in the Appleton MSA

3. Families with children under 18 account for 38.9% of Sherwood’s households, 20% higher than Appleton MSA and 37% higher than state figure

4. The percent of the population under 5 (8.1%) is 21% higher than Appleton MSA and 29% higher than state figure

.


Commuter Traffic

.

Number of Workers

Number % by Community

% of Commuters

Hilbert 535 264 49.35% 16.21%Stockbridge Town 655 254 38.78% 15.59%

Stockbridge village 325 113 34.77% 6.94%Woodville Town 477 180 37.74% 11.05%

Harrison 4,141 412 9.95% 25.29%Chilton 1,859 327 17.59% 20.07%

New Holstein 1,300 79 6.08% 4.85%Totals 9,292 1,629 17.53% 100.00%

Source: U.S. Census Bureau, On The Map, 2010 data, DANTH, Inc.

Jurisdiction

Prone by Location of Workplace to Commute Thru Sherwood


High Cliff State Park

.

CEX Category CEX $s/ Trip CEX $s/All HCSP Trips*

3% Cap Rate 5% Cap Rate

Groceries and Liquor $51.24 $6,607,705 $198,231 $330,385Restaurants and bars $32.66 $4,211,703 $126,351 $210,585Gasoline auto service $33.64 $4,338,080 $130,142 $216,904Lodging and hotels $25.48 $3,285,799 $98,574 $164,290recreational equip, bought $10.71 $1,381,119 $41,434 $69,056receational equip, rented $3.45 $444,898 $13,347 $22,245Gifts, toys , souvenirs $15.18 $1,957,552 $58,727 $97,878Bait and tackle $3.82 $492,612 $14,778 $24,631

Totals $176.18 $22,719,468 $681,584 $1,135,973

Source: Dave Marcouiller, Eric Olson and Jeff Prey, "State parks and their

gateway communities: Development and recreation planning issues in Wisconsin"

Reported TRIPS to HCSP in 2010 = 128,956


Few Workers in Town

.

Jurisdiction Populations Workers in Town

Pop/wrkr

Sherwood, village 2,713 104 26.1Wrightstown, village, all 2,827 1,984 1.4

Winneconne, village 2,383 506 4.7Mondovi, city 2,777 640 4.3Wales, village 2,549 869 2.9

Source: Census Bureau, OnTheMap, Work Area Profile Reports, 2010


Strong Competition

.

Distance

In Town All Stores within 10 Miles Size (S.F.) @ $450/SF @ $550/SF from Community

Piggly Wiggly, Kaukauna 42,000 18,900,000 23,100,000 6 miles N

Wal-Mart, Appleton 90,000 40,500,000 49,500,000 6 miles NW

Pick n Save, Appleton 58,000 26,100,000 31,900,000 6 miles NWAldi, Appleton (2) 15,000 6,750,000 8,250,000 6 miles NWLarry's Piggly Wiggly, Little Chute 45,000 20,250,000 24,750,000 7 miles NFestival Foods Appleton 29,000 13,050,000 15,950,000 7 miles NWPick n Save, Kimberly 59,000 26,550,000 32,450,000 7 miles NWSave-a-Lot, Little Chute 20,000 9,000,000 11,000,000 7miles NCoops, Appleton-W Calumet 65,000 29,250,000 35,750,000 9 miles NWPiggly Wiggly, Menasha 66,000 29,700,000 36,300,000 9 miles NWCoops, Appleton-N. Ballard 60,000 27,000,000 33,000,000 9 miles NWPiggly Wiggly, Appleton-Northland 33,000 14,850,000 18,150,000 10 miles NW

582,000 261,900,000 320,100,000 Average: 7.4 miles

Sales Assumptions:

TownGrocery Store

Sherwood

Competition Totals


Inadequate Commercial/Retail Spaces

.

Transportation Challenges

Heavy Truck Traffic

Pedestrian Safety

Limited ROW

Lack of Local Roadway System

Sherwood Roadway Grid

No Long-Term Transportation Vision

Market Analysis

• Retail

• Office space

• Housing

• Grocery

• Childcare

Market Analysis: Sherwood’s Customized Convenience Trade Area

Variables Influencing Configuration: • Location of Harrison HHs • Shopping Patterns • Commuting Patterns • High Cliff State Park • Lack of “Pull” • Proximity to MSA

Retail & Other Personal Services: CTA Market Share to Support 1 Store

Beauty Salons (6.8%)

Limited-service eating places (13%)

Full-service restaurants (15.9%)

Automotive repair (16.9%)

Personal goods (17.8%)

Other amusement (20.8%)

Nail salons (25.7%)

Other personal care (26.5%)

http://fyi.uwex.edu/downtown-market-analysis/analysis-of-opportunities-by-sector/retail-service-businesses/#Tool2

Market Analysis: Summary Matrix

.

Market Analysis: Prioritizing Retail & Other Personal Services

• Restaurants have strong drawing power BUT a lot of expenditures leaking out of TA

• Impression is Sherwood’s residents are not doing much dining locally. Why?

• Offerings? Supper Club Format?

• With so many families with children in both Sherwood and Harrison, there will be a strong demand for affordable family restaurants.

.

Tier One - Limited service eateries & full service restaurants

Mom & Pop Shop - “family play cafe” in Neenah with strong retail component. Parents with young children often yearn for places where they can get a bite to eat, or a cup of coffee, and chat with friends while their children play safely nearby. Family Pizzeria

• Small meat and cheese shops found in similar sized communities across WI

– Jacob’s, Appleton

– Louie’s Finer Meats, Cumberland

– Crescent Meats, Cadott & Lake Hallie

– Roehborn Meats, Brillion

• Often serve local populations & visitor traffic

.

Tier One - Specialty Food Stores

• 2nd most desired business (Election day survey)

• Pharmacies in smaller WI towns closing at increasing rate (Literature review)

• Successful drug stores meshed with other economic functions or belong to purchasing and marketing group

• Critical success factors – Combine membership in purchasing and

marketing group with high levels of customer service & special skills

– Unlikely to happen organically, require savvy landlord, experienced developer, pro-active Village officials

.

Tier Two – Drug Store

• The sporting goods market is increasingly dominated by large stores and online purchasing

• Need something special - relatively unique line of merchandise, or social connection to market segment

• Critical success factors include:

.

Tier Two – Sporting Goods

The operator is networked with local soccer and football teams

Tap into social networks active at High Cliff State Park around specific sports or recreational activities

Entry to the park is moved or way-finding program is implemented to increase awareness among park users of the shops in Sherwood

The sporting goods store operator joins with other Village firms in a niche marketing effort that can penetrate

.

Tier Three – “Having Fun” Niche

• Build off of successful convenience niche and restaurants, bars, bowling, and golf which draw from broader TA

• Leverage High Cliff State Park, Niagara Escarpment, Outdoor Recreation

• Band Sherwood’s eateries, salons, spas, sporting goods establishments (current & future) to create a strong marketing niche

• Tourism may or may not be compatible with Sherwood’s bedroom community character

Office Potentials

• Sherwood - few people employed within Village (108) • Owners of firms who live in or near Sherwood may have strong

interest – especially if operations internet intensive or don’t require a lot of face time

• Interest in office locations will increase as commercial sectors grow • Some professionals may want to focus on higher income HH’s b/w

Appleton and New Holstein - where may not be as many professional offices

Residential Potentials

Based on Office of Economic Advisors, WI DWD

March 2011 National Survey NAR

Residential Potentials

Grocery Potentials • Did both 5,10 mile ring gap analysis • CTA gap analysis with growth, commuter, park adjustments

Childcare Potentials

• Operator very interested in Sherwood

• Performed deeper analysis including interviews, commuter analysis, local/regional supply & demand

• Market research suggested that a childcare facility would be very difficult

• However experienced operator wanting to up in a facility trumps market research results

Target Market Segments - Downtown

Personal Services • Hair salons • Nail salons • Personal goods repair

Retail • Gift shop • Antique shop • Full service restaurants • Limited service restaurants • Jewelry store

“Wildflower Businesses” • Yoga/pilates • Music/dance studios Housing • Multi-unit

Offices • Real estate • Chiropractor • Counseling • Tutoring

Draft Concept for Downtown Development

• Downtown will be very challenging to develop commercially.

• Traffic generators needed such as additional residential development, community facilities & destination(s), to attract visitors and shoppers to the area.

• Strong civic component (library, civic center, recreation center) as anchor tenant for new development.

• Target tenants could include Post Office, a family style restaurant, a café, professional office space, a yoga/dance studio.

Land Use & Design Strategies

Transportation Strategies

• Involve and educate the public on issues/challenges • Preserve existing roadway • Enhance local roadway system • Improve safety and operations on existing roadway • Preserve long-term transportation options

Public Involvement and Education

Roadway Preservation Access Management

-Driveways

-Intersections

Roadway Preservation Access Management

-Cul-de-sacs

Official Map and Plan for

Enhanced Local Roadway System

Improve Safety and Operations on Existing Roadway

• Dedicated left turn lanes • Pedestrian bump-outs • No left turns

Preserve Long-Term Transportation “Option”

Park

Economic Development Strategies

Economic Development Strategies

• Build capacity to support downtown redevelopment efforts • Strengthen relationship between Village and existing businesses • Conduct a High Cliff Visitor Profile and Economic Impact Study • Develop and implement a recruitment program to attract desired

businesses to Wanick Park area. • Strategically plan for futureVillage investments in community facilities

to be located downtown

Implementation Recommendations

SHORT-TERM 1. Make targeted investments to improve image of DT

2. Downtown master planning (including neighborhoods)

3. Strengthen funding, leadership, and organization

4. Implement recruitment program & 3-click strategy

Implementation Recommendations MEDIUM-TERM 7. Create and begin to implement branding strategy

8. DT streetscape with signature “civic intersections” and gateways

9. Promote civic cluster concept DT

10. Promote roadside farmers market/stand in DT

Conclusion

• Sherwood poised for strong commercial growth, especially if grocery store materializes and housing market strengthens

• Channeling future development into historic downtown will be very challenging

• Key challenges include: – dispersed growth pattern, – underdeveloped road system, – lack of organization/funding, – lack of commercial identity

Conclusion • Pro-actively address critical transportation issues

– Pedestrian accommodation – Mobility within community – Long-term solutions

• Other critical factors for historic downtown include: – Additional consumers (housing development) in/near DT – Community facility as key anchor tenant for new development – Organizing & supporting businesses – Channeling financial support DT

Discussion

Because a Town has relatively small population does not mean its economic revitalization problems are simple.

Custom defined retail trade areas are often better suited than the oft used ring or drive-time approaches to defining a trade area.

Growth does not equal “development.” The failure of small towns to deal with issues of dispersion/sprawl can lead to very difficult and very hard to remediate problems.

Demographic, social trends suggest bedroom communities should pursue more diversified ED efforts

Thank You!

Andrew Dane

[email protected]

920 585 3593

mailto:[email protected]�

mailto:[email protected]�

the art of downtown revitalization - sehinc.com

Documents