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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
mileskm
35
Sherwood’s Assets & Liabilities as a Business Location
Desirable Place to Live
.
Sherwood’s Assets & Liabilities as a Business Location
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
.
Sherwood’s Assets & Liabilities as a Business Location
Commuter Traffic
.
Number of
WorkersNumber
% 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
Sherwood’s Assets & Liabilities as a Business Location
High Cliff State Park
.
CEX Category CEX $s/ TripCEX $s/All HCSP
Trips*3% Cap Rate 5% Cap Rate
Groceries and Liquor $51.24 $6,607,705 $198,231 $330,385
Restaurants and bars $32.66 $4,211,703 $126,351 $210,585
Gasoline auto service $33.64 $4,338,080 $130,142 $216,904
Lodging and hotels $25.48 $3,285,799 $98,574 $164,290
recreational equip, bought $10.71 $1,381,119 $41,434 $69,056
receational equip, rented $3.45 $444,898 $13,347 $22,245
Gifts, toys , souvenirs $15.18 $1,957,552 $58,727 $97,878
Bait 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
Sherwood’s Assets & Liabilities as a Business Location
Few Workers in Town
.
Jurisdiction PopulationsWorkers in
TownPop/wrkr
Sherwood, village 2,713 104 26.1
Wrightstown, village, all 2,827 1,984 1.4
Winneconne, village 2,383 506 4.7
Mondovi, city 2,777 640 4.3
Wales, village 2,549 869 2.9
Source: Census Bureau, OnTheMap, Work Area Profile Reports, 2010
Sherwood’s Assets & Liabilities as a Business Location
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 NW
Aldi, Appleton (2) 15,000 6,750,000 8,250,000 6 miles NW
Larry's Piggly Wiggly, Little Chute 45,000 20,250,000 24,750,000 7 miles N
Festival Foods Appleton 29,000 13,050,000 15,950,000 7 miles NW
Pick n Save, Kimberly 59,000 26,550,000 32,450,000 7 miles NW
Save-a-Lot, Little Chute 20,000 9,000,000 11,000,000 7miles N
Coops, Appleton-W Calumet 65,000 29,250,000 35,750,000 9 miles NW
Piggly Wiggly, Menasha 66,000 29,700,000 36,300,000 9 miles NW
Coops, Appleton-N. Ballard 60,000 27,000,000 33,000,000 9 miles NW
Piggly 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
Pick n Save 60,000 27,000,000 33,000,000 -
Wal-Mart, Delafield 90,000 40,500,000 49,500,000 4 miles north
Sentry, Delafield 55,000 24,750,000 30,250,000 4 miles north
Sentry, Waukesha Meadowbrook 55,000 24,750,000 30,250,000 5 miles east
Sentry, Waukesha St. Paul Ave 30,000 13,500,000 16,500,000 6 miles east
Supervalu, Waukesha 15,000 6,750,000 8,250,000 6 miles east
Pick n Save, Waukesha 55,000 24,750,000 30,250,000 6 miles east
Piggly Wiggly, Heartland 33,000 14,850,000 18,150,000 7 miles north
Wal-Mart, Waukesha 90,000 40,500,000 49,500,000 7 miles east
Aldi, Oconomowoc 16,000 7,200,000 8,800,000 7 miles northwest
Pick n Save, Pewaukee 50,000 22,500,000 27,500,000 7 miles northeast
Aldi, Waukesha 16,000 7,200,000 8,800,000 9 miles east
Piggly Wiggly, Oconomowoc 40,000 18,000,000 22,000,000 10 miles northwest
545,000 245,250,000 299,750,000 Average : 6.5 miles
Piggly Wiggly 28,000 12,600,000 15,400,000 -
Piggly Wiggly, Omro 22,000 9,900,000 12,100,000 8 miles south
Festival Foods, Oshkosh 70,000 31,500,000 38,500,000 8 miles southeast
Wal-Mart, Oshkosh 90,000 40,500,000 49,500,000 9 miles southeast
Pick n Save, Oshkosh 44,000 19,800,000 24,200,000 10 miles southeast
Piggly Wiggly, Oshkosh 25,000 11,250,000 13,750,000 10 miles southeast
Target, Oshkosh 60,000 27,000,000 33,000,000 10 miles southeast
Aldi, Oshkosh 16,000 7,200,000 8,800,000 10 miles southeast
327,000 147,150,000 179,850,000 Average: 9.3
Dick's Family Foods 14,000 6,300,000 7,700,000 -
Piggly Wiggly, Kaukauna 38,000 17,100,000 20,900,000 7 miles southwest
Larry's Piggly Wiggly, Little Chute 36,000 16,200,000 19,800,000 7 miles southwest
Wal-Mart, De Pere 90,000 40,500,000 49,500,000 8 miles northwest
Save a Lot, Little Chute 20,000 9,000,000 11,000,000 8 miles southwest
Freedon Foods, Kaukauna 10,000 4,500,000 5,500,000 8 miles northwest
Festival Foods, De Pere 63,000 28,350,000 34,650,000 9 miles northeast
Pick n Save, Kimberly 46,000 20,700,000 25,300,000 9 miles southwest
Festival Foods, Appleton 70,000 31,500,000 38,500,000 10 miles southwest
Piggly Wiggly, DePere 30,000 13,500,000 16,500,000 10 miles northeast
403,000 181,350,000 221,650,000 Average: 8.4 miles
SuperValu 15,000 6,750,000 8,250,000 -
Wal-Mart, Eau Claire 90,000 40,500,000 49,500,000 22 miles northeast
Festival Foods, Eau Claire 76,000 34,200,000 41,800,000 22 miles northeast
166,000 74,700,000 91,300,000 Average: 22 miles
166,000 74,700,000 91,300,000
Source: Google Map and industry research
Sales Assumptions:
Wales
Competition Totals
Winneconne
Competition Totals
Town
Grocery Store
Sherwood
Competition Totals
Wrightstown
Competition Totals
Mondovi
Competition Totals
Totals
Sherwood’s Assets & Liabilities as a Business Location
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: Summary Matrix
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
feet
meters
2000
700
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
920 585 3593
