Ruston-Point Defiance Business District

Analysis and Recommendations

Maya Hallstein, Dan DeRosa, and Matt Matysik May 1st, 2015

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Table of Contents

PURPOSE

BUSINESS DISTRICT……………………………………………..……………………………4 CONSULTING GROUP…………………………………………………………...……...…….5 CURRENT STATE OF THE DISTRICT

LOCAL DEMOGRAPHICS……………………………………..………….……….………….5 Tourists to Point Defiance Park & Zoo

Tapestry Mapping VRIO ANALYSIS………………………………………………………………….…………….9 Community Pride Proximity to Point Defiance Zoo & Aquarium Volunteer Time Commitment Current Budget Current Mix of Businesses

Fundraiser Events Conclusion to VRIO Analysis

SWOT ANALYSIS…………………………………………………………..………................11 Strengths Weaknesses Opportunities Threats Conclusion to SWOT Analysis STRATEGIC RECOMMENDATIONS

VISION & DIRECTION………………………………………………………….……………13 FILLING VACANCIES WITH COMPLEMENTARY BUSINESSES………….…........…14 Aggressive Outreach Business Mix Recommendations

Bakery Bike Shop Breakfast-Oriented Restaurant Dance and Yoga Studio Smoothie Shop STREETSCAPE AND STOREFRONT IMPROVEMENTS……………………………..…19 Goals Grid

Preserve Acquire Eliminate Avoid Conclusion MAXIMIZE BUDGET EFFICIENCY…………………………………………………..……21

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FUNDRAISER EVENTS………………………………………………………………………24 Existing & Past Fundraiser Events

Car Show Pancake Breakfast Family Fair Baking Contest

Recommended Fundraiser Events Running Races Farmers’ Market/ Food Fair Sunday Funday Music Festival Conclusion

ACTION STEPS

PORTRAIT OF INITIATIVES……..…………………………………………………………31 May 7 First 6 Months First Year Five Year Goal

CONCLUSION APPENDICES

Parks and Rec Golden Years In Style Bright Young Professionals Urban Chic ESRI Tapestry Segmentation Area Profile ESRI Demographic and Income Profile ESRI Demographic and Income Comparison Profile

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PURPOSE

BUSINESS DISTRICT The Ruston-Point Defiance Business District lines the entrance to the nation’s second largest municipal park and is unique in that it hosts both the City of Tacoma and the Town of Ruston. The business district was founded in 2004 and there are currently twenty members in the business district with a wide range of businesses. John Trueman was appointed the President in December of 2013 and he volunteers alongside the other elected leaders of the Business District Association: Vice President Joe Atkinson, Secretary Karen Pickett, Treasurer Jerry Clearley, and Board Director and former President Beth Torbet. In addition to these five members, recognition must also be given to City of Tacoma Economic Development Specialist Shari Hart for being the cross district delegate, Ruston Police Chief Victor Celis for his monthly reports on the crime within Ruston, and LILT Principals Juel Lugo and Bethany Maines for their work on developing the business district website and banners. The mission and objectives of the business district for which these members have worked to establish and provide for their community are written below. MISSION OF THE BUSINESS DISTRICT The business district mission is “to promote, beautify, develop, and advocate for businesses within the District Boundaries.”1 OBJECTIVES OF THE BUSINESS DISTRICT Although not explicitly stated, our team identified four business district objectives:

1. Make the core of the business district recognizable and appealing through streetscape improvements.

2. Foster communal pride by organizing annual events to be held within the business district.

3. Provide a means for members to interconnect by means of monthly meetings, newsletters, emails, events, and/ or a business district website.

4. Attract new businesses in order to fill vacancies and diversify the business mix.

1 By-Laws of the Ruston Point Defiance Business District

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CONSULTING GROUP Our team, consisting of Maya Hallstein, Daniel DeRosa and Matt Matysik are seniors at the University of Puget Sound enrolled in the senior research seminar titled Strategic Management and Consulting. Paired with the Ruston-Point Defiance Business District by our professor Lynnette Claire, our team was tasked with analyzing the internal and external environments of the organization, formulating resource-based strategic recommendations, and providing plans of implementation for the business district. Upon first meeting John Trueman in January, the needs of the business district were presented to us and our mission and objectives for how to best aid the business district were established and are written below. MISSION OF THE CONSULTING TEAM Our mission is to make recommendations on vision and direction that will inspire and aid the Ruston-Point Defiance Business District to establish their community’s niche of serving local residents and visitors to Point Defiance Park. OBJECTIVES OF THE CONSULTING TEAM In order to fulfill our mission for the business district, we have three objectives:

1. Create buy-in by the residents, business owners, and property owners to a central vision and direction for the business district, empowering them to initiate a district wide revitalization.

2. Present strategies to decrease vacancies and attract retailers consistent with the district vision that would attract additional customers, offer new jobs, increase community revenue, and diversify the retail mix of the district.

3. Provide recommendations consistent with the available resources to be implemented in order to fulfill these strategies.

CURRENT STATE OF THE DISTRICT

LOCAL DEMOGRAPHICS The Environmental Systems Research Institute (ESRI) gathers buyer trend data by analyzing credit card purchases, loyalty programs, and federal census data on all US citizens. ESRI then couples this data with residencies in order to create buyer profiles based on location, income, age, buying power, and trends. By doing this, the institute provides psychographic and purchasing trends that would help the district determine which new businesses would attract the local residency. The following demographics were collected from the 98407 zip code, which encompasses the City of Ruston, Point Defiance Park, Ruston Way and the peninsula north of 26th street. The

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total population of the region was 4,106 in 2014 and with a 1.46% growth rate; the population is estimated to grow to 4,418 by 2019.2 The median age of this population was 47.6 in 2014 and is estimated to rise to 49.2 by 2019, roughly 10 years older than the national average.

This is a highly educated region: 24.2% of the population have bachelor’s degree and 14.9% have MBA or PhD degrees. This education rate helps explain the median household income of $61,032 (estimated to increase to $69,884 by 2019) as well as the white-collar employment percentage of 60.3% and the low unemployment rate of 4.1%. For comparison, the unemployment rate in Pierce County is currently 6.5%,3 5.9% in Washington and 5.5% nationwide.4 The median household income is about $10,000 higher than the national average, which allows for greater purchasing power. According to psychographic data many couples spend their money on high-end, suburban homes and families are often

paying for education, entertainment, and retirement and insurance.5 In summary, the demographics of the region consists of an older and highly educated population with greater than average buying power. Our group recommends catering to specific demographics in the area rather than copying the themes of other business districts. Tourists to Point Defiance Zoo & Aquarium Point Defiance Park and Zoo attracts three million visitors a year, which is significant, because the Ruston-Point Defiance Business District is the final potential stop before entering the park through the North Pearl entrance. A survey conducted in August 2014 found that 69% of Point Defiance Zoo and Aquarium visitors were accompanied by children. The average age of these

2U.S. Census Bureau, Census 2010 Summary File 1. ESRI forecasts for 2014 and 2019. 3"Map of County Unemployment Rates." Map of County Unemployment Rates. Employment Security Department, Mar. 2015. 4"Washington Unemployment." Washington State Unemployment Rate and Total Unemployed. Department of Numbers, Mar. 2015 5 U.S. Census Bureau, Census 2010 Summary File 1. ESRI Household Budget Expenditures- Spending Indexes (111, 118. 109, 108, and 110 respectively)

The region consists of an older and highly

educated population with greater than average buying

power.

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adults was roughly 40 years of age, and the average age of the children accompanying them was 6.6 years old.6 Tapestry Mapping Tapestry Mapping is a psychographic tool that portrays the buying trends of residents within a region. Data collected from credit card sales and loyalty programs allows the business district insight into the buying preferences of its residents. ESRI uses over 60 Tapestry Segments; listed below are the top five segments that make up 78.1% of the Ruston and Tacoma residency immediately surrounding the business district (within the boundaries of Vassault Street, 46th Street and the North Pearl and Ruston Way entrances to Point Defiance Park). ● Parks and Rec: 24.1%

A majority of this segment is college educated with professional jobs in healthcare, retail trade and education. With a median household income of $55,000, Parks and Rec residents choose to dine at family-style restaurants and attend movies. They take advantage of local amenities like parks and recreational centers in order to remain active.7

● Golden Years: 19.7%

This segment earns much of their median household income ($61,000) from investments, Social Security benefits and retirement income. Golden Year residents are avid readers as well as generous supporters of the arts and charitable organizations.8 ● In Style: 15.2%

This segment puts a strong emphasis on homeownership but are also financially frugal and diverse. In Style residents spend much of their $66,000 median household income on home remodeling/maintenance and savings. Additionally, these residents place an emphasis on organic food, supporting various charities and attending cultural events like concerts, plays and museums.9 6 According to Whitney DalBalcon- Marketing and Public Relations Manager for Point Defiance Zoo and Aquarium on February 20, 2015 7 “Tapestry Segmentation 5C Parks and Rec”. ESRI. 2014. esri.com/tapestry 8 “Tapestry Segmentation 9B Golden Years”. ESRI. 2014. 9 “Tapestry Segmentation 5B In Style”. ESRI. 2014.

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● Bright Young Professionals: 9.9%

Bright Young Professionals are typically 20-34 in age, own the newest technologies and have more than two TVs per household. This segment spends much of their $50,000 median household income going to bars and clubs, attending concerts, participating in organized sports and exercise programs, and eating out at fast food and family restaurants.10 ● Urban Chic: 9.2%

This is the regions wealthiest segment with a median household income of $98,000. Urban Chic residents are employed in managerial, technical, and legal positions. They are environmentally conscientious and enjoy eating organic foods as well as activities like skiing, hiking, yoga, and tennis. They also travel extensively domestically and internationally.11

By analyzing the demographics within the 98407 zip code and the five main tapestry segments of the immediate residency, we can determine what new businesses would be consistent with the buying trends of the local market. Determining unfulfilled market desires sheds light on potential niches that could be filled by incoming businesses. Suggestions for new potential businesses are proposed in the Business Mix Recommendations section. Full tapestry segments for the region are located in the Appendix.

10 “Tapestry Segmentation 8C Bright Young Professionals”. ESRI. 2014. 11 “Tapestry Segmentation 2A Urban Chic”. ESRI. 2014.

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VRIO ANALYSIS A VRIO Analysis examines the value, rarity, inimitability, and organization of individual resources within an organization. The goal of a VRIO Analysis is to determine which resources produce or could produce the strongest and most sustainable, competitive advantages and which resources are failing to produce parity or competitive advantage. Understanding the strengths of specific resources allows the business district to prioritize resources and implement strategies to capitalize on these resources.

Value Rare Inimitable Organized Competitive Advantage

Community Pride Yes Yes Yes No Sustained Advantage

Proximity to Point Defiance Park and Zoo

Yes Yes Yes No Sustained Advantage

Volunteer Time Commitment

Yes No No Yes Parity

Current Budget Yes No No Yes Parity

Current Business Mix No No No Yes Sustained Disadvantage

Fundraiser Events No No No Yes Sustained Disadvantage

Community Pride Communal pride is an intangible resource that is unique and strong within the business district and the City of Ruston. Volunteer firefighters, a city council, and historical artwork are evidence of their cohesive district. Community support will be a valuable resource when implementing change to revitalize the business district. Local events and fundraisers will capitalize on and strengthen this resource. Our recommendations for new events are provided in the Fundraiser Events section. Proximity to Point Defiance Park and Zoo Point Defiance Park is a valuable resource for the business district as it is the main attraction in the region. The geographic advantage of being located on the North Pearl entrance into the park is both a rare and inimitable asset. While the proximity to the park is valuable, the district could

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further exploit this resource by finding ways to slow down the traffic and catering to the specific demographic, which were elaborated on in the Local Demographics section. Volunteer Time Commitment There is significant value to the time that the district members contribute to the business district. Monthly meetings and assigned tasks keep the volunteers well organized. While their energy and support is critical to the survival of the business district and highly valued, it is not rare or inimitable as all business districts rely on volunteer support. Current Budget The budget is easy to imitate and is therefore not rare, however the current budget has value because it allows the business district to make improvements and add amenities throughout the business district. Thus far the budget has been organized; it has been used for beautification projects like the octopus benches, district banner (which will be installed soon), murals, and the Mr. Rust Bust. While the budget has allowed for improvements within the district, there are multiple ways to increase the district’s incoming cash flow, which are elaborated in the Maximize Budget Efficiency section. The increased budget could be used for additional beautification projects that tie the district together and draw the attention of passing visitors.

Current Business Mix Tatanka Take-Out and Indochine are both located blocks away from the majority of the shops. The Antique Sandwich Company and Point Defiance Tap & Grill face each other across on the 51st and North Pearl Street intersection, recognized as the center of the business district for daily visitors. In terms of shopping and activities there is a painting studio, a custom motorcycle apparel store, a clothing and accessories shop, an art gallery and an exotic plant retailer. Services include a remodeling and home design shop, a spa, a gas station, a wedding chapel, and an investment firm. The businesses provide value to the district as individual entities, however the mix of business is less valuable. While the district provides a wide range of services the shops are not connected by a central theme and are relatively spread out along Pearl Street. The lack of a town

center makes attracting visitors a challenge, because there is no central location for people to

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congregate, meaning they come for a specific service and have little opportunity to linger or explore other options. The business mix as a resource is relatively organized as the Business District Association serves the numerous members through events and beautification projects. Fundraiser Events The business district has hosted multiple fundraisers in order to finance projects within the district. The events have ranged from a Pancake Breakfast to a Classic Car Show and include the Kidical Mass Bike Ride and Children’s Parade. The fundraiser events are listed as a sustained disadvantage because while they may have been organized and contribute to community pride, they were not rare nor do they support the district’s budget. Conclusion The VRIO Analysis indicates opportunity for improvement regarding the district's fundraiser events and mix of businesses. Our strategic recommendations will assist in creating a unified vision that is relevant to customers and complements the current sustained competitive advantages of community pride and proximity to popular destination locations. The business district’s resources provide both sustained advantages and disadvantages and improving the disadvantages could significantly improve the success of the business district. SWOT ANALYSIS A SWOT Analysis is used to organize the internal and external environments of an organization. By analyzing the positive and negative aspects of the business district, our group can help build the strengths, minimize the weaknesses, seize opportunities, and counteract threats.

Strengths ● Community Pride ● Proximity to Point Defiance Park and Zoo ● Volunteer Time Commitment

Please refer to the VRIO for the explanations of Community Pride, Proximity to Point Defiance Park and Zoo, and Volunteer Time Commitment. Weaknesses ● Current Business Mix

○ lacks immediate vision ● Minimal Budget ● Fundraiser Events ● Storefront Conditions ● Having to coordinate with both Ruston and Tacoma

Please refer to the VRIO for more explanation of Current Business Mix, Fundraiser Events and Current Budget. Another weakness of the business district is that it lacks immediate vision for the future. Rob White developed a comprehensive plan for the City of Ruston that advocates for

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vision several decades away,12 but our goal is to provide recommendations that will assist in more immediate revitalization of the business district. Opportunities ● Current Vacancies ● Niche Demographics

Please refer to the Proximity to Point Defiance Park and Zoo section in the VRIO. Once direction and vision are established the district can take advantage of the vacancies by recruiting businesses that are relevant to the demographics (potential new businesses are recommended later in Business Mix Recommendations).

Being located in two cities requires the business district to comply and coordinate with two sets of laws, which requires more paperwork and dual approvals.

Threats ● The Highway

○ Promotes through traffic that is not conducive to window shopping ○ Pearl Street cannot be closed for events

● Point Ruston commercial core Having the district line the state highway of Pearl Street makes it challenging to cultivate a walkable district. Unlike other districts, the Ruston-Point Defiance Business District cannot close down its main street for events and its only option is to use a side street like Winnifred which is less centrally located than Pearl. Another threat is the Point Ruston commercial core which will be established over the next few years. Although Point Ruston will be hosting many new tenants in its soon to be built apartments, condominiums, and three hundred private homes, it is also establishing a large commercial retail core which has the potential to pull visitors away from the business district.

Conclusion The SWOT Analysis provided a simple but comprehensive overview of the positive and negative aspects within and influencing the business district. Understanding SWOT allows the business district to counter weaknesses and threats with strengths and opportunities. It also aided our group in determining effective recommendations, which are presented next.

12 White, Rob. Comprehensive Plan Update. Presentation on Winnifred Street/ Town Square Concept. 2015.

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STRATEGIC RECOMMENDATIONS VISION & DIRECTION Our goal is to create a thriving business core for the Ruston-Point Defiance Business District by transforming it into a cohesive, attractive, and engaging community for tourists and locals. Our fundamental vision for the Ruston-Point Defiance Business District is a thriving business core of occupied retail storefronts that cater to the existing demographics. Based on conversations with various members of the community, the general consensus seems to be that the biggest problem is that the high traffic area is passed, or seen as a stop on the way to the park. In essence, what the district needs to become is a destination. In order to best serve the local community and Point Defiance visitors, our group developed four recommendations to achieve this vision. These recommendations are based on the demographic and psychographic data presented earlier as well as suggestions proposed by the Business District Revitalization Guide that were relevant to the needs of the district. The VRIO and SWOT Analyses also contributed to the recommendations, as both tools indicated opportunity for improvements in filling vacancies, beautification projects, increasing the budget, and fundraiser events. The four recommendations are broken into the following categories:

1. Filling vacancies with complementary businesses 2. Streetscape and storefront improvements 3. Maximize budget efficiency by implementing new cash flows for budget 4. Fundraiser events

In order to maximize what the district has to offer for visitors and the local demographic, the business district should focus on attracting new businesses that complement the existing mix. As stated in the revitalization guide, “working with brokers to address existing commercial vacancies”13 is one of the most efficient ways of doing this. Other urban districts have promoted their vacancies by sending out brochures to all local business owners. Identifying and contacting specific retailers that would best serve prominent customer needs is more efficient. The Main Street Model encourages business districts to enhance and restore, “public and private buildings, storefronts, signs, public spaces, parking areas, street furniture, public art, landscaping, merchandising, window displays, and promotional materials.”14 The Business District Revitalization Guide supports this recommendation by encouraging districts to invest in streetscape improvements.15 Revitalization programs often “define program budget and fundraising sources,”16 and our group therefore provided recommendations on improving budget efficiency by implementing a new budget plans and suggesting profitable and inexpensive fundraiser events. 13 Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. LISC Center for Commercial Revitalization, 2006. Page 10. Feb. 2015. 14 "The Main Street Four Point Approach®." Preservationnation.org. National Main Street Center, 2015. Web. 15 Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 9, 12, and 13 16 Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 82

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Community events attract both neighborhood locals and out of area visitors. They allow the district to highlight positive changes within the area, promote local business, and raise money for future events and projects.17 FILLING VACANCIES WITH COMPLEMENTARY BUSINESSES Our team’s first strategic recommendation is that the district focus on filling vacant spaces with businesses that meet the needs of the target market and complement the current business mix to form a differentiated and appealing system that actively engages customers. Filling current vacancies by actively reaching out to potential tenants alongside property owners would assist in street beautification in removing vacancy signs and empty lots to visually portray a business district revitalization as well as complement current businesses and add members to the Business District Association. Aggressive Outreach In order to attract potential businesses and fill vacancies the business district’s current method is to prioritize streetscape improvements such as the murals on Don’s Ruston Market and Deli and the Antique Sandwich Company, the four octopus benches and the soon to be installed street light banners. Our team’s recommendation is that these projects be continued as they portray district unity and prosperity18, but that they follow in importance to the community events and fundraisers which will be discussed in the Fundraiser Event section. Furthermore, the beautification projects must be in relation, not in opposition, to an aggressive outreach strategy. According to Beth Torbet19 the business district does not engage in business outreach programs and CBRE remains passive in their outreach. Currently they do no advertising and do not even have a Ruston property listed on their website. The CBRE represented space is only one of the five vacancies in the business district, which currently has 30 storefronts total.20 This demonstrates that an active strategy is needed because these property owners have been struggling to attract tenants without help. Implementation of the aggressive outreach strategy is a four-step process:

17 Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 8 18 Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 50 19 Torbet, Don and Beth. Personal interview. 5 Mar. 2015. 20 Trueman, John. Verification during interview. 29 April 2015

The beautification projects must be in relation, not in

opposition, to an aggressive outreach strategy.

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1. Create a list of business types that the business district would want to see at a particular vacancy site 2. Get permission from that site’s property owner to conduct outreach on their behalf 3. Contact Spaceworks for assistance and recommendations 4. Contact potential tenants.

Creating a list of business types to be contacted would assist the business district in outreach by narrowing the focus on a site-by-site basis. For example, a bakery is desirable in the CBRE vacancy due to its being located on Pearl Street, proximity to the center of the business district (51st and Pearl intersection), and size of building. A dance studio, bike repair/ rental shop, or breakfast-oriented restaurant would not be optimal for that location due to the size of the lot. Making these distinctions on a site by site basis narrows the search and scope of outreach. Second, members of the business district would need to contact the current property owner, if not already an active member of the Business District Association, and discuss the specific goal of outreach. If the property owner is in agreement with the business district vision and goal for the site, business district members would then begin aggressively reaching out to potential tenants. If, however, the property owner does not agree with the business district vision for their site, or is searching for alternative tenants, business district members would not pursue further outreach for that location. Trueman mentioned that Spaceworks was able to fill the vacancy in his building. Based on this past success Spaceworks has proven itself to be a valuable resource for filling empty spaces and should therefore be employed again. Spaceworks Tacoma works with the City of Tacoma Art Commission to match creative enterprises with vacant spaces. The program allows start-up businesses to implement their business model by offering significantly reduced rent for six months as well as a business boot camp with courses in marketing, merchandising, technology, and accounting. It launched in 2010 and currently has forty projects. Tinkertopia, a Spaceworks project located in downtown Tacoma, is a creative, reuse center that has one of the most dynamic and engaging storefront displays on the block. Another Spaceworks success story currently resides in Ruston. Kelly Cole, nationally recognized artist and owner of the Blue Octopus, transformed a vacant space into an attractive painting studio and art gallery that frequently hosts painting parties. The concept has been very rewarding for both the property owners who donate the vacancies and the program participants who rejuvenate the spaces with their creative business

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ideas. Implementing Spaceworks in the two vacant spaces next to Pearl Street Grill & Brewery could improve the look of the empty storefronts and attract creative new businesses to the area.21 If Spaceworks is unable to help the district fill vacancies with new businesses, an additional approach would be to contact potential tenants individually. Contacting either currently established businesses located elsewhere or assisting a start-up desiring its initial storefront, the business district members would begin by sharing the benefits of locating in the business district. These would include the demographic and psychographic data showing a residency consistent with the business’s target market, the business district’s vision for the future and further developments within the immediate region, current and complementary businesses, the business district’s proximity to Point Defiance Park as a natural amenity attracting three million active tourists per year, and the communal pride and business district annual activities. If the potential tenant is interested in hearing more, the business district member would then invite them to attend a business district meeting as well as connecting them with the property owner. Business Mix Recommendations Pulling from surveyed responses gathered within the business district22 and gathering evidence including regional demographics, proximity of competitors, ability to complement the current business mix, and ability to support the five-year vision of a differentiated, window shopping-oriented business district, our team ended with four business types to be potential additions to the district. These recommendations include a bakery, bike shop, dance and yoga studio, and a breakfast-oriented restaurant. It is our team’s recommendation that the members of the business district refrain from attempting to attract each of these business types at once but rather determine which of the following recommendations the district should go after initially. These initial businesses should be chosen based upon member consensus. The businesses not chosen would be reserve options in case the initial businesses prove too hard to instigate. Focusing on a smaller number of business types at first would result in a better chance of success and inspire the continuation of business outreach as opposed to any failures potentially leading to discouragement and abandonment of the outreach strategy. Bakery Our team believes a bakery would find immediate success in the business district, would require the fewest complementary businesses to assist in attracting customers, and would act as a seed business signaling to other potential businesses the success to be had by locating in the district. Our recommendation of a bakery began when surveying attendees at the April business district 21Hagerty, Patrick. Blue Octopus and owner Kerry Cole at 5013 N. Pearl in Ruston. Digital image. Creative Enterprise. Spaceworks Tacoma, 12 Sept. 2014. Web. 22Hallstein, Maya. Survey conducted at Business District Association Monthly Meeting. 2 Apr. 2015. Raw data. Antique Sandwich Company, Tacoma, Washington.

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meeting as well as members of our campus community, many of whom desired a bakery located in the current CBPR vacancy location (5105 N. Pearl) next to the Ruston Tap and Grill. We envision onlookers peering into the windows attracted by the smell of freshly baked bread as well as customers store hopping after satisfied with their purchases of pies or pastries. Beyond surveyed suggestions, the demographic evidence of the local Ruston and Tacoma region supports the opening of a bakery. With the help of “Tapestry Mapping” our team was able to analyze the buying trends of residents within the region. Data collected by credit card sales and loyalty programs allows the business district insight as to the demographics and buying preferences of its residents. Descriptions of the five tapestry segments can be found earlier in the Tapestry Mapping section and full evaluations of these tapestry segments for the region are located in Appendix. Of the five tapestry segments that make up 78.1% of the region’s residency described earlier in the Tapestry Mapping section, four of the tapestry segments (Golden Years, In Style, Bright Young Professionals, and Urban Chic collectively making up 54% of the region’s population) evidence the desirability within the local residency of a bakery in the business district. The closest competition to a bakery in the business district would be large grocery stores such as Safeway on the corner of 30th Street and Pearl (1.8 miles away) as well as Safeway and the Metropolitan Market in the Proctor District (3.2 miles away). The closest bakeries are Gluten- Free Baking Co LLC (2.7 miles away near the Ruston Way Marine Park) and Corina Bakery (5.4 miles away near Tacoma General Hospital). If the members of the Business District Association were to aggressively search and contact bakeries as potential renters of the CBRE owned building (5105 N. Pearl) or fill any other desired vacancies, a bakery in the district would help promote window shopping, attract local residents, and differentiate the current business mix.23 Bike Shop In addition to actively searching for a bakery, our team recommends that the business district searches for a potential bike repair and/ or rental shops as it would find success in attracting a large customer base consisting of the local demographics and active tourists entering Point Defiance Park as well as complement the current business mix. The closest competition would be Old Town Bicycles (3.7 miles away between Ruston Way and 30th Street) and Tacoma Bikes (4.9 miles away located in the 6th Avenue Business District). The tapestry segments that provide supporting evidence for this option include Golden Years, Bright Young Professionals, and Urban Chic collectively accounting for 38.8% of the local residency. An additional 24.1% of the residency falls under the tapestry segment titled Parks and

23 Commercial Revitalization Planning Guide: A Toolkit for Community Based Organizations. Page 28.

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“I guarantee people will be lining the streets trying to get into a solid breakfast place.” –Laureen Skrivan

Rec which describes individuals who take advantage of local amenities such as parks and recreational centers in order to remain active. Attracting 62.9% of the region’s residency in addition to providing assistance to the high volume of bike traffic currently not incentivized to leave Point Defiance or Ruston Way, a bike repair/rental shop would find success within the business district as well as promote window shopping, fill a vacant lot, attract additional businesses to the region, and complement the current business mix. Additionally, having a bike shop in the business district would incentivize the installation of additional bike racks similar to 6th Avenue furthering the walkable decor paralleling the Main Street Model. Breakfast-Oriented Restaurant Complemented by the bike shop in targeting active tourists to Point Defiance Park would be a breakfast-oriented restaurant currently desired by several survey participants to fill the vacancy (5105 North Pearl) across from Wren and Willow next to the current CBRE vacancy. Shakabrah Java on 6th Avenue, and Knapp’s Restaurant on Proctor District are popular breakfast-oriented restaurants currently overflowing with business with long wait times.24 25 Members of the community are searching for another restaurant to open. Laureen Skrivan from Wren and Willow stated, “I guarantee people will be lining the streets trying to get into a solid breakfast place.” The local residency as well as visitors to Point Defiance Park would take advantage of a breakfast-oriented restaurant and potentially remain in the business district window shopping. This restaurant would also strongly complement the bike shop for those preparing to enter Point Defiance Park as 69% of Point Defiance Park visitors are families26 and 46% of female brunch eaters and 36% of male brunch eaters chose these restaurants for the ability to spend time with family and friends.27 Dance & Yoga Studio A studio would differentiate the business district and promote window shopping while catering to the Golden Years, Urban Chic, Parks and Rec and Bright Young Professionals tapestry segments, which is 62.9% of the local residents. Such a storefront would complement the current restaurant mix as well as attract business for a breakfast-oriented restaurant if these were located in the district. Yoga studio competition includes an agglomeration on Pacific Avenue as well as Yoga Palace (2.9 miles away near Mason Middle School), Studio 6 Ballroom (5.2 miles away on 6th Avenue), Backstreet Tango, and Bill Foster Ballroom Dance Studio LLC (located 6.1 and 5.0

24 "Shakabrah Java." - Vegetarian. Yelp, 11 Apr. 2015. Web. 25 "Knapp's Restaurant." - Dive Bars. Yelp, 9 Apr. 2015. Web. 26Hart, Shari, and Beth Torbet. 2012 Residential Profile Summary. Ruston Point Defiance Business District. May. 2013. 27 "Appealing Factors about Brunch at Restaurants to U.S. American Express Consumers 2013 | Survey." Statista.

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miles away respectively and both located in Central Tacoma) offering the closest competition to a dance studio. The popularity of the yoga industry is steadily growing with 9.5% of the US population using yoga, a significant increase from 6.1% in 2007 and 5.1% in 2002.28 Additionally, of these 21 million users, “More than 30 percent of Yoga Journal’s readership has a household income of over $100,000”29 a significant statistic in light of the higher than average income of the region’s demographics as described earlier in the Demographics section. STREETSCAPE & STOREFRONT IMPROVEMENTS The business district has focused the majority of its budget on beautification projects. Our group recommends preserving the previous projects and continuing to fund new ones. Providing aesthetic appeal unique to this business district such as the octopus benches and colorful murals on the walls have been a first step in a five year vision of a revitalized business district. Goals Grid A Goals Table is a tool used to describe the desirability of current and potential resources. The table organizes resources by whether the organization currently has the resource and if it is desired. Our team analyzes the resources specifically pertaining to streetscape and storefront conditions.

Preserve

28 "9.5% of U.S. Adults (21 Million) Used Yoga | NCCIH." NCCIH. National Institutes of Health, 15 Feb. 2012. Web. 30 Apr. 2015. 29 Gregoire, Carolyn. "How Yoga Became A $27 Billion Industry -- And Reinvented American Spirituality." The Huffington Post. TheHuffingtonPost.com, 16 Dec. 2013. Web. 30 Apr. 2015.

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Both John Trueman and Kendall Bell, the President of the Klamath County Downtown Association in Oregon, spoke to the benefits of built amenities that mark the boundaries of the business district. Existing projects such as the octopus benches with bike racks and murals on the walls of the Antique Sandwich Company and Don’s Ruston Market are attractive additions that set a precedent for future projects. Acquire The business district is currently pursuing multiple projects including light poles for the Tacoma side of Pearl Street and banners lining both sides of Pearl Street. Banners have already been designed by LILT and purchased by the business district; they must simply be installed this summer. The installation of these streetlight banners will assist in business district recognition, Trueman says, “Banners tell people they are entering a business district.” To complete the banner project, the business district is currently in discussion with the City of Tacoma to obtain solar-powered street lights on the Tacoma side of Pearl Street.30 Some of the projects we envision to take place over the next five years includes flower pots hanging from shade awnings and sidewalk bumps with trees draped in Christmas lights. Installing tree bump-outs as well as decorating the business district throughout the year following holidays are two amenities that promote a walkable, window shopping district.31 Eliminate Providing the property owners with vision for the future of the district could persuade them to invest in small-scale storefront improvements such as window curtains, chalkboard signs detailing restaurant specials, or retail sales. More costly storefront improvements could include shade awnings, refurbishing walls, or fixing visible sections of roofs. These examples would be implemented on a store-by-store basis as each property owner and each storefront would require unique improvements. Storefront improvement projects convey a sense of communal pride, improves the aesthetic appeal, and portrays a vibrant business community. Our chart also references eliminating graffiti, however the only graffiti seen by our team within the business district was located on the octopus bench in front of Urban Oasis Salon. Repainting the bench would be a small action to preserve the integrity of the artwork. 30 Trueman, John. Meeting. 2 April 2015 31 Festival of Lights to Brighten Historic Main Street Tonight Comments. Mountain Democrat, 28 Nov. 2014. Web.

“Banners tell people they are entering a business

district.” –John Trueman

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Avoid Additional characteristics of urban life that the business district has done well to avoid have been trash on the streets, high levels of crime, and vagrant populations all of which detract from the aesthetic value of the region. Continuing to avoid these will aid in maintaining safety and enjoying for customers, residents, and property owners. Conclusion The Goals Grid provides an overlap between what the business district currently has and what they would like to acquire in terms of amenities and beautification projects. It acknowledges the progress already made, provides suggestions for improvements, and focuses on aspects of the business district that should be eliminated or avoided. MAXIMIZING BUDGET EFFICIENCY Our third goal is to improve the efficiency of the current organizational structure. Our team acknowledges that the members have outside responsibilities and that their time is valuable, so rather than demanding increased involvement, we recommend improving the efficiency of what already exists, specifically focusing on the budget and cash flows. On the next page there is a list of current funding strategies with a brief explanation. Following this is the new recommended budget. Current Budget Sources: (Last Year’s Budget) ● Dues = $50/year/member ● Funding from City of Tacoma = $4000.00 ● Donation Fundraising32

○ Total Estimated Budget Last Year = $4450.00 before Donation Fundraising33

Dues from the district members are a good source of income and it reminds owners that the district’s prosperity is intricately tied to their business’s success. Funding from the City of Tacoma is the largest source of income for the district and donation fundraising is the final form of revenue. One example of donation fundraising is purchasing a $200 bricks (essentially a donation) for the base of the new Rust Bust. Donation fundraising is effective because local patrons have an opportunity to support the district, however outsiders have little incentive to donate because they are not invested in the community. The district would be able to benefit from both parties by promoting a fundraiser that incentivizes visitors and patrons to give to the community. While this is a simple recommendation, it can have a powerful outcome if implemented properly.

32 Term coined by Matt Matysik, University of Puget Sound, 2015. 33 Trueman, John. Meeting. 12 February 2015

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New Budget Sources: ● Dues - $50/year/member ● Funding from City of Tacoma - $4000.00 ● Donation Fundraising ● Community Events � Needs to eventually Increase Budget, Not Reduce It

The only addition from the previous budget is community events, which currently exists as an expenditure, rather than a means of revenue. The budget is being utilized to further the district, but not to its full extent. It funds community events as well as beautification projects, however if the district focused the entire budget on profitable events, the returns could be spent on infrastructure developments and beautification projects like historical monuments, street art, and

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banners. The idea behind this is that development of the district itself attracts more visitors and expedites growth in relation to the rise in consumer demand.34 Using the “The Current Map of Cash Flows” chart for reference, we can visualize the current cash flow trends. The large arrows represent a cash flow that positively supplement the district’s appeal to visitors. The smaller arrows represent the same idea, but are not sustained sources of funding.

The district spends money on community events as well as additions and improvements to the area. There is more traffic during the community events and while retention of new visitors is challenging to measure, current reports from district business owners suggest that it is minimal because no businesses have seen a rise in business after an event.35 Our recommendation for the district is to focus on events that are frequently recurring and generate revenue. Examples and specific recommendations that achieve this are listed below in the Improving Fundraiser Events section. This diagram also shows how the cash flows could be more efficiently utilized by holding events that create income because the capital can be used to beautify the district and make it more appealing for tourists and locals. The community pride and participation is amplified and the district can use the profits to promote, develop, and beautify the community.

34 HANANIA, JOSEPH. "Making BIDs on the Future." Los Angeles Times. Los Angeles Times, 07 Jan. 1997. Web. 29 Apr. 2015. <http://articles.latimes.com/1997-01-07/local/me-16201_1_business-district>. 35Hallstein, Maya. Survey conducted at Business District Association Monthly Meeting. 2 Apr. 2015. Raw data. Antique Sandwich Company, Tacoma, Washington.

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Though these events will require some facilitating to get started the “income generated from district and organization fundraiser events can be substantial” and is therefore worth the effort.36 However, it is important to recognize that the following event recommendations would not be a large source of revenue in the first few years. As they become established and gain recognition, popularity and participation, these events will generate proportionally higher returns while cost remains relatively constant. FUNDRAISER EVENTS To further the district’s vision, time and energy should be put into revenue generating events. Given the realistic time constraints on the board members, energy should be spent on low impact, high traffic events.37 Existing & Past Fundraiser Events ● Car Show ● Pancake Breakfast ● Family Fair ● Baking Contest

New Additions ● Partner with a Running Event ● Farmer’s Market and Food Truck

Meet-up Car Show Recommendation: While the show could be reworked and more heavily marketed, analysis points to terminating this event so that time and energy can be spent elsewhere. Car Show Cost Income 2015 Cost 8 Entries $120.00 Door Prize $50.00 DP tickets $25.00 Walt $750.00 request free service next year Plaques $123.19 most reusable Trophies $131.40 2 reusable TOTALS: $1,054.59 $145.00 -$1.40 GRAND TOTAL: -$909.59

Revenue from the event generated only 13.76% of the cost of the event and reports from various members of the district indicated that attendance was staggeringly low. Because this event did

36 Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 86 37 Quote on Right: Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 10

“A well-organized event can help craft a new

identity for the district and help change overall

perceptions of the area.”

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not succeed in high attendance or income it does not meet the criteria for a sustainable festival and should be put aside either indefinitely or at least until other events are established. Pancake Breakfast Recommendation: The Pancake breakfast has huge potential. It is cheap, easy, and has a small base of loyal patrons. With an increased marketing campaign the breakfast could do very well and should be continued.

Pancake Breakfast Donations $269.00 Club $250.00 Supplies $140.31 most reusable Health permit $45.00 TOTALS: $435.31 $269.00 -$26.00 GRAND TOTAL: -$166.31

The breakfast lost only 4.3% of the overall budget last year. This may be a loss but in light of its potential as an event the low Grand Total is encouraging. It caters to both the Parks and Rec and Golden Years segments, which is 43.8% of the local residents and if the breakfast grows even marginally has the potential to begin producing income. Family Fair Recommendation: Continue event but rethink possibilities for acquiring items listed below. Family Fair Ponies $400.00 Vendors $460.00 Ruston licenses/permit $200.00 Wagon $650.00 Sponsorship $650.00 TOTALS: $1,250.00 $1,110.00 -$140.00 GRAND TOTAL: -$140.00

The Family Fair as an annual event is popular with the local community. The event should continue but only as a profitable event. The chart indicates that the ponies were not profitable, however simply charging for the pony rides would help balance the budget. As seen in the chart the vendors generated income and should be continued in upcoming events. Country Wagon Carriages of Graham Washington began doing horse drawn carriage rides in downtown Tacoma just over 8 years ago. They would be a good vendor to contact because they would charge individuals for carriage rides rather than charge the District a bulk fee. The sponsorship covered a large portion of the cost but we recommend that the business district be as self-sustaining as possible so the event can still occur if there is not always a donation. Baking Contest Recommendation: Continue event as is, increase marketing presence.

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Baking Contest Entry fees $60.00 Taste donations $77.70 Supplies, ty gifts $25.71 most reusable Prizes $155.95 Printing $17.25 TOTALS: $198.91 $137.70 -$35.50 GRAND TOTAL: -$61.21

The Baking Contest is a great addition to the events hosted by the district. Appealing to the In-Style, Golden Years and Parks and Rec tapestry segments the event appeals to a large portion of the Ruston Demographic. Marketing should be done through local newspapers and fliers at local Boy and Girl Scout troops, senior centers, and church groups. Recommended Fundraiser Events Running Races Recommendation: Get involved with an existing local running event. Running USA provides an overall summary of all the running events in the US over the past two and a half decades: ● The number of US race finishers has increased nearly 300% since 1990 ● Female representation has grown from 25% to 57% in 2013 ● There has been a 7% increase in running events since 201438

38 "2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport - Part III: U.S. Race Trends | Running USA. Running USA. Web. 12 Apr. 2015.

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This growing trend is forecasted to rise and even more promising is that Washington was ranked 4th in the nation for highest attendance at large running festivals last year.39 According to a study conducted in 2014 by Running USA, 5 Kilometers are the most popular form of running events hosted in the US.

“5K [running events] maintained the #1 position of all race distances with 8.3 million finishers (another record number), claiming 43% of all finishers [of official road races] in the U.S.”40

Point Ruston already hosts multiple running events each year that the district could participate in and hosting a reception or block party afterwards could be popular and profitable. The Waterwalk has not been connected all the way to Point Defiance for very long, meaning the running events are still in infancy. Now is the ideal time to contact Point Ruston’s Director of Marketing Chris Murphy as well as contact representatives from Metro Parks and the Tacoma City Marathon Association. This sort of partnership would be beneficial, because existing marketing efforts for the event would promote Ruston’s involvement at no cost to the district. The running event and subsequent block party are more frequently held in the spring and summer months so outdoor seating and activities can be utilized. Involvement could be as simple as a live band and cooperation from the businesses for some sort of discount, deal or promotional event. Taking a vote to incorporate the opinions of the business owners will be beneficial for getting them involved from the start as well as determining the most feasible course of action in terms of deals and discounts. Food Fair Recommendation: Develop a weekly to bi-weekly food truck meetup and family fair. Farmer’s markets are a great way to offer a wider variety of foods and attract crowds. Initially, the goal is to generate a large crowd. Revenue can become the priority once the event has been established. The event should be low impact in terms of facilitation and expense so the goal is to begin with as little cost as possible. As the market grows a percentage of revenue can be put towards developing the theme, attractions and marketing. For now the goal is to create a return customer base that is constant; growth will come later. According to the organization Project for Public Spaces:

“In a 2002 survey of over 800 customers from a variety of indoor and open-air markets around the country, PPS discovered that 60% of market shoppers also visited nearby stores on the same day; of those, 60% said that they visited those additional stores only on days that they visit the market.”41

Markets bring in a population that is otherwise not interested, some who only attend once and some who remain loyal customers after. Fortunately, the district would benefit from both. The local competition is demonstrated in the chart on the next page: (Red are categories not offered by the given market)42 43 44 39 USA, Running. "2014 State of the Sport – Part IV: Largest Road Races."Runningusa.org. Running USA, 27 Aug. 2014. Web. 40 "2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport - Part III: U.S. Race Trends | Running USA. Running USA. Web. 12 Apr. 2015. 41 "Measuring the Impact of Public Markets and Farmers Markets on Local Economies." Project for Public Spaces. Web. 11 Apr. 2015. 42 "Proctor Farmers Market." Proctor Farmers Market. 28 Mar. 2015. Web.

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43 "6th Ave Farmers Market." Tacoma Farmers Markets. 2014. Web. 44 Herold, John. "Welcome to the Gig Harbor Farmers Market." Welcome to the Gig Harbor Farmers Market. 2015. Web.

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There are currently no markets on Mondays or Wednesday’s but the two on Sunday are far enough away that this is a potential opportunity. In addition, traffic to Point Defiance is heaviest on weekends and could be a strategic time to stage the festivities.45

Produce is extremely common and seems to be a bit of an oversaturated trend. Instead, we recommend a prepared foods farmers market that capitalizes on food trucks. In relation to the food truck industry, Nation's Restaurant News articulates “the road-tested trend continues to demonstrate it has long-

haul potential.”46 The food trucks have proven year after year that there is a niche for the low cost, often gourmet street food. Even more compelling is the implementation of a “food truck meetup.” These are hugely popular during the summer months in San Francisco, Portland, and many other California and Oregon cities, however there are no meetups in Washington. Off the Grid is one meetup event in San Francisco, owner Matt Cohen said that food truck meetups are “a welcomed addition to the local community.”47 Combining a food truck meet-up with a farmer’s market and family fair will make the event unique. The Department of Energy and Environmental Affairs provides specific instructions for the organization, procedures, requirements and permitting necessary to start such an event. These can be found under their instructional page: “How to Organize and Run a Successful Farmers' Market”48 Sunday Funday Food Trucks, Family Events, Music, Beer Potential Food Trucks: Revenue would be generated as a percentage of sales profits. ● Jay Dogs - Tacoma Style Hot Dogs ● Buddha Bear Bagels & Cafe ● Metropolitan Market Food Truck ● Kerry’s Caribbean Takeout ● Gibson’s Frozen Yogurt ● Pit Stop Deli ● Barrel No. 51 BBQ ● Taqueria El Corral49

45 Trueman, John. Meeting. 12 February 2015 46"Food Truck Trend." Nation's Restaurant News. Penton, 13 June 2011. Web. 47Wilkey, Robin. "Off The Grid Lawsuit Dismissed: Food Trucks Win Battle Against Restaurants (PHOTOS)." The Huffington Post. TheHuffingtonPost.com, 27 July 2012. Web. 48"How to Organize and Run a Successful Farmers' Market O Organize and Run a Successful Farmers' Market." Energy and Environmental Affairs. Commonwealth of Massachusetts, 2015. Web. 49Food Trucks Tacoma, WA. Yelp, 2015. Web. http://www.yelp.com/search?cflt=foodtrucks&find_loc=Tacoma%2C+WA

Food truck meetups are a welcomed addition to the local community. –Matt Cohen

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Potential Family Fun: Revenue could either be generated by splitting sales profit or by charging for space. (Revenue split or % charged for space) ● Ranger Talks: Partnership with the zoo ● Farmer’s Market Petting Zoo

Additional Events: ● Monthly Brew Fests ● Home-Brew Contests50

○ Kendall Bell, president of the Klamath County Downtown Association of Klamath Oregon, said the Brewery Contests were extremely popular in her district and generated revenues.

Music Festival Recommendation: Bring back in full force, as it was. History: The Music Festival has not been hosted for seven years. In its prime, the event still cost about $1500 after revenues. This is a somewhat large strain on our tight budget but the event pulled in upwards of 800 people.51 This would make the event the single largest function within the district. Its past popularity is a good indicator of the potential for this event. Ceasing the continuation of the event seven years ago was not a decision based on the vision of the district, rather it was the outcome of a high impact event on a staff that was not positioned to easily host the function. With the focus taken off of streetscape projects until after events, this allows the re-prioritization of the music festival making it a larger center of focus for more volunteers, taking stress off the few that were responsible before. Implementation of this event is easy; it simply requires the use of past strategy, procedure, and organization.

ACTION STEPS

PORTRAIT OF INITIATIVES

Our team recommends that the members of the business district refrain from attempting to complete all of these recommendations at once. Below is a graph called a Portrait of Initiative created in order to display the relationships between current capacity, time commitment, and impact of our recommendations. The size of the circles conveys projected impact within the business district; the larger the circle the more influential the recommendation will be for the district. The recommendations with the highest current capacity will be the easiest to implement and are therefore in the six months section. Recommendations reserved for one to five years from now are those which the business district has a lower capacity to currently implement, however, in five years the business district will be highly capable. Example: As of right now there is not enough money to fund streetscape improvements, therefore its current capacity is very low. However, five years from now, once funding has increased, the capacity will be higher and streetscape improvements can be pursued.

50 Bell, Kendall. Interview on 28, Feb. 2015. 51 Phone conversation between Matt Matysik and Karen Pickett, 4/29/15.

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May 7 and June 4 The first task for the business district members is to reflect on the vision and recommendations provided by our team. Whether or not members support our recommendations for new businesses, streetscape improvements, and fundraiser events, it is imperative everyone is in agreement before the district takes action. Therefore, our team recommends devoting the next two monthly meetings (May 7 and June 4) to finding consensus and generating buy-in. Although the main focus for the following two meetings is to generate buy-in, members should also put effort into installing the banners along the Ruston side of the business district. Hanging the banners will symbolize the beginning of the revitalization effort. Additionally, the district should submit its grant proposal to the City of Tacoma for the installation of poles with solar light fixtures along the Tacoma side of North Pearl. Within the First 6 Months – 1 year An open ended timeline exists for the installation of the poles and solar light fixtures on the Tacoma side of the district because the City of Tacoma must first accept the grant proposal. If the grant proposal is rejected, this recommendation would be delayed until additional funding is presented through either a different grant or successful fundraiser events. Implementing the aggressive business outreach recommendation within the next 6 months will yield great benefit to the business district. After vision and direction is agreed upon, members must decide which businesses they wish to attract: a bakery, bike shop, breakfast-oriented restaurant, dance and yoga studio, or other options. From there it is recommended that an individual member be in charge of each business outreach.

Example: One member takes lead in contacting CBRE about the business district’s desire to fill the vacancy with a bakery. That member is in charge of fulfilling the entire implementation process as detailed in the Aggressive Outreach section. A different business district member would be in charge of reaching out to other business types as voted upon by the members.

Within Five Years In the next few months, business district members should begin reaching out to potential bands for the Music Festival as well as food trucks and farmers market vendors for the Food Fair. Further action steps for the Food Fair can be found at mass.gov under How to Organize and Run a Successful Farmer’s Market. Finally, a district member should contact Point Ruston’s Marketing Director Chris Murphy about getting involved with the Tacoma City Marathon Association.

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CONCLUSION Our recommendations are intended to cultivate a thriving community-oriented district with high pedestrian traffic and a business mix that is relevant to the local demographics. Currently, the majority of people who drive down North Pearl overlook the district, however our analysis and recommendations recognize the potential value of the district. The goal of our recommendations is to attract both locals and outside visitors to the business district. With the implementation of additional retail tenants, revenue generating events, a new spending pattern of the budget, and beautification projects, the district will be revitalized.

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WORK CITED

"2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport - Part III: U.S. Race Trends | Running USA. Running USA. Web. 12 Apr. 2015.

"2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport - Part III: U.S. Race Trends | Running USA. Running USA. Web. 12 Apr. 2015.

"6th Ave Farmers Market." Tacoma Farmers Markets. 2014. Web. "9.5% of U.S. Adults (21 Million) Used Yoga | NCCIH." NCCIH. National Institutes of Health,

15 Feb. 2012. Web. 30 Apr. 2015. "Appealing Factors about Brunch at Restaurants to U.S. American Express Consumers 2013 |

Survey." Statista. "Food Truck Trend." Nation's Restaurant News. Penton, 13 June 2011. Web. "How to Organize and Run a Successful Farmers' Market O Organize and Run a Successful

Farmers' Market." Energy and Environmental Affairs. Commonwealth of Massachusetts, 2015. Web.

"Knapp's Restaurant." - Dive Bars. Yelp, 9 Apr. 2015. Web. "Map of County Unemployment Rates." Map of County Unemployment Rates. Employment

Security Department, Mar. 2015. "Measuring the Impact of Public Markets and Farmers Markets on Local Economies." Project for

Public Spaces. Web. 11 Apr. 2015. "Proctor Farmers Market." Proctor Farmers Market. 28 Mar. 2015. Web. "Shakabrah Java." - Vegetarian. Yelp, 11 Apr. 2015. Web. "The Main Street Four Point Approach®." Preservationnation.org. National Main Street

Center, 2015. Web. "Washington Unemployment." Washington State Unemployment Rate and Total Unemployed.

Department of Numbers, Mar. 2015. “Tapestry Segmentation 2A Urban Chic”. ESRI. 2014. “Tapestry Segmentation 5B In Style”. ESRI. 2014. “Tapestry Segmentation 5C Parks and Rec”. ESRI. 2014. “Tapestry Segmentation 8C Bright Young Professionals”. ESRI. 2014. “Tapestry Segmentation 9B Golden Years”. ESRI. 2014. Bell, Kendall. Interview on 28, Feb. 2015. By-Laws of the Ruston Point Defiance Business District Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. LISC

Center for Commercial Revitalization, 2006. Feb. 2015. DalBalcon, Whitley. E-mail interview. 20 Feb. 2015. Festival of Lights to Brighten Historic Main Street Tonight Comments. Mountain Democrat, 28

Nov. 2014. Web. Food Trucks Tacoma, WA. Yelp, 2015. Web.

http://www.yelp.com/search?cflt=foodtrucks&find_loc=Tacoma%2C+WA Gregoire, Carolyn. "How Yoga Became A $27 Billion Industry -- And Reinvented American

Spirituality." The Huffington Post. TheHuffingtonPost.com, 16 Dec. 2013. Web. 30 Apr. 2015.

Hagerty, Patrick. Blue Octopus and owner Kerry Cole at 5013 N. Pearl in Ruston. Digital image. Creative Enterprise. Spaceworks Tacoma, 12 Sept. 2014. Web.

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Hallstein, Maya. Survey conducted at Business District Association Monthly Meeting. 2 Apr. 2015. Raw data. Antique Sandwich Company, Tacoma, Washington.

HANANIA, JOSEPH. "Making BIDs on the Future." Los Angeles Times. Los Angeles Times, 07 Jan. 1997. Web. 29 Apr. 2015. <http://articles.latimes.com/1997-01-07/local/me-16201_1_business-district>.

Hart, Shari, and Beth Torbet. 2012 Residential Profile Summary. Ruston-Point Defiance Business District. May. 2013.

Herold, John. "Welcome to the Gig Harbor Farmers Market." Welcome to the Gig Harbor Farmers Market. 2015. Web.

Nagle, Matt. "Horse-drawn Carriage Rides Offered Downtown." Tacoma Weekly. 13 June 2013. Web.

Torbet, Don and Beth. Personal interview. 5 Mar. 2015. U.S. Census Bureau, Census 2010 Summary File 1. ESRI forecasts for 2014 and 2019. U.S. Census Bureau, Census 2010 Summary File 1. ESRI Household Budget Expenditures-

Spending Indexes (111, 118. 109, 108, and 110 respectively) USA, Running. "2014 State of the Sport – Part IV: Largest Road Races."Runningusa.org.

Running USA, 27 Aug. 2014. Web. White, Rob. Comprehensive Plan Update. Presentation on Winnifred Street/ Town Square

Concept. 2015. Print. Wilkey, Robin. "Off The Grid Lawsuit Dismissed: Food Trucks Win Battle Against Restaurants

(PHOTOS)." The Huffington Post. TheHuffingtonPost.com, 27 July 2012. Web.

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APPENDIX

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