Branding, Development, & Marketing Action Plan

Stockton, California July 2008

Downtown Stockton is the destination of choice when you want to celebrate life, art, food, music, sports, theater, and recreation. What would you like to celebrate this weekend?

Branding, Development, & Marketing Action Plan 2 Stockton, California July 2008 Contents

The Stockton brand...... 5 Executive Summary & brand direction...... 9 Summary Charts...... 20 Introduction and scope of work...... 27 Strengths, weaknesses, opportunities & threats...... 31

RECOMMENDATIONS #1. Commit to the brand...... 36 #2. Create and empower the brand development committee...... 41 #3. Persuade and educate other essential partners to adopt the plans...... 43 #4. Start improving consumer perceptions of downtown Stockton through initiatives...... 46 #5. Use the waterfront redevelopment to add opportunities for visitor experiences downtown...... 52 #6. Develop a comprehensive wayfinding system for the city with a focus on downtown and the miracle mile...... 54 #7. Redevelop all city and local promotional agency materials with a focus on events and entertainment...... 56 #8. Adopt ordinances for the entertainment district...... 65 #9. Create an events commission to develop and recruit activities in support of the brand...... 67 #10. Hire urban planning expertise to create detailed and comprehensive events and entertainment districts in downtown Stockton...... 71 #11. Make public restrooms easy to find, available at night and maintained...... 75 #12. Begin to use the logos for the new brand...... 76 #13. Develop and place kiosks around Stockton to drive business downtown...... 83 #14. Repurpose the blocks along center street...... 84 #15. Hire recruitment expertise for the entertainment district...... 87 #16. Develop free internet wireless zones in the downtown and Miracle Mile...... 89 #17. Create and adopt a brand standards & practices guide...... 90 #18. Obtain periodic facilitation services to assist with plan implementation...... 91 #19. Update the plan every three years...... 92 Downtown Stockton idea book...... 93

SUPPORTING DOCUMENTATION “Event idea” meeting attendees...... 113 “Event idea” meeting summary...... 114 Stockton “tapestry” segmentation...... 115 Claritas demographics [immediate market, visitor markets] and maps...... 135 Stockton residents survey news...... 138 Interview summary & list of interviewees...... 142 Sample case histories (other downtowns)...... 149 Sample ordinances...... 161 The Art of Branding a Community...... 169 Destination Development contact information...... 183

Stockton, California July 2008 3 4 Stockton, California July 2008 The Stockton brand

Stockton, California July 2008 5 THE BRAND PROMISE CONCEPT

Branding is a perception people have of you, or your product. When people mention “Stockton,” what’s the first thing that comes to mind? What is their perception? What is the feeling they have when they hear the name of the city – both locally, in California, and throughout the west?

The branding portion of this Stockton Branding, Development & Marketing Action Plan is built around creating a unique view of Stockton, illustrated on the next page.

Everything Stockton does, in terms of downtown development, marketing, and community development, should reinforce the perception, or brand, you are trying to create in the minds of your residents and visitors.

Look at your websites, your marketing materials. Do they reinforce this statement? Do they say “upscale, urban, modern” – “ a place to celebrate” - some of the core values behind this brand? If not, then redevelop those marketing efforts and showcase the activities, the businesses, the photographs and other elements so that you “deliver on the promise.”

The recommendations in this plan have been carefully developed to reinforce this primary brand message and include the product that is necessary to deliver on that message. It’s important to note that a brand must be “earned.” You never “roll-out” a brand. It’s also important that you deliver on the promise. This brand promise is the perception we hope Stockton will earn over the next five to seven years as this plan is implemented.

6 Stockton, California July 2008 STOCKTON’S BRAND PROMISE

Stockton, a vibrant and compelling community, is brimming with celebrations of all kinds throughout the year. From the engaging waterfront, where parks are filled with laughter and the weekly farmer’s markets, to the lively entertainment district nearby, Stockton is a place where locals and visitors alike can’t wait to meet their friends or family to celebrate all year long. As the colorful banners along the main streets dance to the gentle breezes, people flock to an assortment of events involving sports, food, the arts, and special interests of all kinds. The beautiful areas of downtown, Weber Point, the Marina Promenade, DeCarli Square, and the Sports, Convention and Entertainment Districts, include appealing restaurants, attractive shops and galleries, energetic nightlife, and places where everyone can safely stroll through the wide-open parks, pathways, and lovely gardens while enjoying street performers and other entertainment.

Over time, Stockton becomes known as a delightful place to spend time enjoying the many festivals, events, sports, and entertainment any time of the year. Drawing first from the nearby population of a half a million, then, as the word spreads, to the millions of potential visitors living 50 miles or more from downtown, Stockton becomes a dynamic and lively center that continually attracts residents and visitors, and that fills its residents with pride.

THE BRAND STATEMENT Downtown Stockton is the destination of choice when you want to celebrate life, art, food, music, sports, theater, and recreation. What would you like to celebrate this weekend?

Stockton, California July 2008 7 8 Stockton, California July 2008 Executive summary & brand direction

Stockton, California July 2008 9 Executive Summary

Executive Summary It cannot be emphasized enough how critical these two elements are when it comes to the development of a sustainable economic engine in the down- This Stockton, California Branding, Development and Marketing Plan outlines town area. Together the “lure”, or primary reason for a visit, and the critical a specific course of interrelated actions to brand downtown Stockton as the mass of diversions form the backbone of any downtown development that Events Center for Stockton and the Central Valley and as a vibrant entertain- hopes to attract significant spending from residents and visitors. ment district for residents and visitors alike. The plan was developed by reviewing current facilities, products and marketing efforts, gauging the com- The Solution munity need for a gathering place, and evaluating the downtown’s potential Creating downtown Stockton as a destination, and creating new spending, to become a vibrant community center with the right mix of events, venues, requires an understanding of certain principles of place-making, leveraging retail tenants, and other needed amenities to attract locals and tourists. It re- the assets that the downtown already has, and creating new assets. flects an analysis of Stockton’s regional competitors, as well as its marketing strengths, weaknesses, opportunities and threats. Numerous community resi- First and foremost, downtowns must appeal to the locals. It is locals who dents, civic leaders and business people were interviewed and they provided will sustain the economic viability of downtown businesses when visitor traf- valuable comments during the course of this planning effort. fic is slow. Visitors are not attracted to downtowns where the local residents won’t hang out. Creating a place that attracts Stockton residents takes prece- The Focus of the Planning Effort dence over attracting visitors from out of town. The best scenario is to attract Destination Development was contracted to consult with the DSA (DSA) urban dwellers who actually live right in the downtown. and to assist DSA in creating a distinctive, branded vision for creating within downtown Stockton a compelling reason for local residents and visitors to The “lure” or branded concept that is used to attract people downtown will reanimate the downtown, revitalize the downtown retail industry and to account for only 20% of consumer spending. The Sports Arena and Ballpark establish a safe, comfortable and exciting gathering place as the “heart of the are good examples of lures that currently bring people into downtown city”. The ultimate goal of our efforts is to improve the economics of the Stockton. Diversions are needed to capture the other 80% of potential con- downtown by attracting new consumer spending from residents and visitors. sumer spending. The potential economic influence of the primary “lures,” Every recommendation directly or indirectly supports this goal. Our intention such as the Sports Arena and Ballpark, are not realized because too few is to leverage the redevelopment efforts that have already been completed diversions exist in the downtown or near these facilities. and to propose actions that are compatible with parallel planning efforts for housing, transportation, commercial retail, the harbor and other elements of The more downtown has to offer, the greater the draw and the more spend- the urban setting. ing will take place. Consumers travel farther to a destination, stay longer and spend more if the there is a large variety of things to see and do. This The Main Issue is where the four-times rule applies: if a visitor travels 30 minutes to visit Downtown Stockton presently lacks two critical key elements necessary to downtown, then they need four-times the amount of travel time, or two attract residents and visitors and their consumer spending. These missing ele- hours worth of activities to keep them busy or two hours of things to do. (30 ments are: minutes x 4 = 2 hours.) If there are not two hours of activity, they generally won’t come at all. A “lure” that offers a downtown experience that is active and ever changing. In other words, a reason to visit downtown multiple times. Visitor experiences must be concentrated into a critical mass that is pedes- A critical mass of diversions where consumers can spend money and that trian friendly. At all times the entertainment area must be safe, walkable, and will keep them in the downtown for a period of time.

10 Stockton, California July 2008 Executive Summary

visible from attraction to attraction. Districts must begin small and concen- 3. The “Icon” is the photographic opportunity in the destination. When you trated, and then expand, rather than spread out with sporadic developments take your picture in front of the single object that represents the downtown, and blank spots in-between. it says, “I was here!” An example of an icon is the castle at Disneyland and Disney World. The lure is the experience of the park and the icon is the Downtown Stockton needs a “lure” to attract people downtown and diver- castle. We recommend that one or two tall water geysers lit at night be lo- sions to keep them downtown spending money. One will not work efficient- cated at the head of the Stockton Channel, next to DeCarli Square. (Geneva, ly without the other. Swtizerland has the Jet d’Eau – a water geyser fed by natural pressure that is the icon for that city. Everyone gets their picture taken with it in the It will not be enough to attract people to come downtown once or even background.). infrequently. The lure needs to be grounded in experiences that actively engage them. That is why static attractions like the Haggin Museum don’t draw 4. “Amenities” are the things in the destination that make the experience visitors back frequently. Museums are passive in nature and often don’t have comfortable and easy. Great hotel rooms and good dining options are ameni- interpretative methods that interact with the visitor. Visitor experiences that ties. Good signage & wayfinding is an amenity. So are convenient public are interactive are the “product” of successful tourism. restrooms, benches, free wi-fi, parking, gathering places and shade trees. We recommend that these amenities be added to the downtown. The elements needed in downtown Stockton include the following: 5. “Ambience” is another visitor attractor. Ambience is the overall environ- 1. The “Lure” is the thing that brings visitors from their home to the destina- ment in which visitor experiences take place. Historic downtown buildings, tion. It is usually the best of something or totally unique – something the public art, landscaping and flowers and water fountains are all ambience. We visitor cannot get closer to home. It must be compelling enough for visitors recommend that the architectural character of the downtown be preserved to make the trip. The recommended lure for downtown Stockton is an an- with retention and restoration of its most important buildings and that new nual series of entertaining events located primarily at Weber Point, DeCarli architecture is compatible. Square and the Miracle Mile, and secondarily at other locations such as the Arena, Bob Hope Theater and city parks. Events offer visitor experiences that All of these are important, but none so important as the lure – that brings the are distinctive and engaging. Stockton should adopt an events brand for the visitor, and diversions – that keep them spending in the destination. downtown and Miracle Mile, including new logo, and tag line. Concentrate promotion on local and regional markets around events that attract local resi- The Events Brand and Diversions in Summary dents within 15 miles of the downtown and regional visitors up to 50 miles Here are the basic principles of destination creation: from downtown. Distinguish between and promote three dayparts – day- •Local residents are the first market time, evening, and late night. •A compelling lure must be developed •Sufficient diversions must be developed 2. “Diversions” are the visitor experiences in the downtown that the con- •Concentration of attractions is required sumer might find closer to home but choose to do in the destination because •The lure and diversions must work together they are already there. For example, retail shopping, dining out, attending the movies, barhopping, and hanging out with friends. The most common diver- The necessary elements for downtown Stockton include: sions include shopping and dining – the activity done by more visitors than •The lure – events all year long anything else. •Diversions – an entertainment district •The photographic Icon – water geysers

Stockton, California July 2008 11 Executive Summary

•Amenities – signage, restrooms, wi-fi, shade trees, places to sit, parking Next to the Sports District is an emerging “Conference District” anchored by •Ambience – preserving the character of downtown Stockton the new Sheraton Hotel and conference center. This area is positioned to be another lure to the downtown area. Each of these elements supports the others because of their locations and connectivity. Supporting these three districts with diversionary activities is the 12- block section of the downtown that is poised to become the “Entertainment Create Easily Identifiable Districts in the Downtown Area District”. Recent development of the Cinema complex and new Coy parking Downtown Stockton has an unparalleled waterfront location for events in the structure within this district has already begun the process. 9-acre Weber Point Event Center and the 2-acre DeCarli Waterfront Square. These together create a recommended “Events District” that constitutes the The development of a new marina and waterfront promenade on the south primary place for the lure – events. While events will also take place else- side of Stockton Channel will create a “Marina District,” a special niche lure where, this would be the most important venue. for the Delta sport boating population.

Immediately to the south of the Entertainment District is the well-established “Government and Financial district”. The new courts administration building, the new city hall, major banking centers and the judicial courts anchor this district.

2 Adjacent to the Entertainment District on the east side is the newly created

3 8 transit center, providing public transportation connections to all of these districts and from the greater metropolitan area.

4 The Events Brand 1 While building the events brand it is essential to keep building on the exist- 8 5 ing sports brand – as a key part of the overall events brand. Events should 1 Entertainment District

2 Conference District 7 7 move beyond the arena and ballpark. Create local public events: 5k Runs,

3 Sports District fun runs, biking events, BMX events, water-based sporting events, and a

4 Events District number of other competitions (taking place downtown), including portable 6 5 Marina District rock climbing walls, velodrome events, etc.

6 Government/Financial District

7 Fountains/Geysers Brands are promises: Fulfilling the brand promise is of critical importance in 8 Mixed-use market residential building credibility. In Stockton’s case, the promise is that there is something interesting to see and do in the downtown any given day. This will require a variety of events, large and small, indoors and out, all year long. The focus The Sport Arena and Ballpark form a “Sports District” that is also a major lure needs to be on downtown venues – the Arena, Weber Point, DeCarli Square, bringing consumers into the downtown. The Bob Hope Theater, the Miracle Mile – close to the entertainment district where there are additional opportunities to hang out and spend money.

12 Stockton, California July 2008 Executive Summary

Large Festivals: Big outdoor festivals like the Asparagus Festival are the cen- recruitment of events and overall management, a sponsorship recruiter, event terpieces of the events brand, but only a few festivals of that size and scope marketing professional, and an operations manager. can be developed locally each year. They attract a huge crowd, but take time and money to execute. Large festivals will give downtown Stockton the high- It would be impossible for the non-profit corporation to create and put on est awareness and introduce the most people to the downtown. Making the all of the events needed to fill the calendar. The role of Stockton Events is to link between the festival events and other downtown activities is key to fully convince event planners to hold their events in downtown Stockton because leveraging these festivals. of its superior venue, facilities, operations, management and marketing.

Sporting Events: Stockton’s professional sports teams are important com- Success of events lies in nine areas, and the Event Director will need to be ponents in the event mix for the downtown. Thunder hockey plays about mindful of each of them when recruiting events into the downtown. 37 home games each year. The Cougars indoor soccer have about 17 home games. Lightning arena football has eight home games. Stockton Ports base- The product: The event should be of high quality, regardless of its size. Old ball has about 70 home games. These events attract people to the downtown events need to be rethought and refreshed. Events should be unique or have area but not necessarily into the entertainment district prior to or after the a unique feature, so that it’s not a “been there, done that” experience. The games. This connection must be made. events should have a local appeal. “Will it attract a good local crowd?”

Other Arena Events: About 30 other event days are used in the arena. The price: Take into consideration the financial demographics of the target Providing the arena is available, additional arena event days should be added audience. Will there be an entry fee? Is the cost of food, rides, and entertain- to the calendar each year. This will not only maximize the use of the arena, ment in line with expectations? How many attendees are needed to “break but also keep the downtown animated more often. even” on the cost of the event?

Mid-size and small festivals and events: Not every event has to be large, but The place: This is where Stockton’s downtown can really shine. The Weber there should be a focus on events that will attract between 3,000 and 6,000 Point venue alone is a fabulous site on the water, in the midst of downtown, attendees. This is the size and scope that will draw the attention of most for any outdoor event. Better signage for parking, a working trolley, and Stocktonians to the downtown. diversions in the entertainment district are all-important to making the place attractive to event planners. Events currently held elsewhere that can suitably be accommodated downtown should be moved to the downtown. For example, the Certified Farmers Public Relations: Stockton Events should be prepared to offer superior public Markets should be moved to Weber Point, which was initially designed just relations results for events it attracts. Better than advertising, public relations for this purpose. is how others perceive of your events, not what you say about them, and can make or break the success of any event. Event Development The lure for downtown Stockton will be events all year long. This will re- Positioning: Stockton Events can help any event planner make a success of quire ongoing planning and administration by a newly created non-profit their event by providing advice on how best to position it. Local research, corporation -“Stockton Events”, with a staff of three professionals and an ad- intuition, evaluation of pervious events, and just knowing the needs of the ministrative assistant. Additional part time employees will be required during target market can help position an event in the best way to attract attendees. larger events. The Staff should include an event director – responsible for the

Stockton, California July 2008 13 Executive Summary

Partnerships: Stockton Events will need to partner with sponsors and other the right attendees, demonstrating or differentiating their products, or general organizations within the city to create enough events each year. They could sales and merchandising. not possibly do it on their own. Savvy event directors take the time to learn about their potential sponsors, People: The events brand is a welcoming invitation to Stockton and in some their company culture, their immediate needs, and their hot buttons. Creating respects visitors will be guests of the city. People are needed to provide a a win-win for both the sponsor and the event requires developing a sponsor- large workforce to handle events and hospitality training will be an important ship proposal filled with added value and benefits to the sponsor, descrip- component of event production. tions about the event’s audience, exclusivity, and creative ways to deliver exposure. This will be a critical advantage of Stockton Events. Packaging: The further away you draw visitors from the more likely they are to want a package deal which combines access to the events plus hotel stays, The Entertainment District coupon books, group discounts etc. Stockton’s Entertainment District needs to be adjacent to the three primary event locations in downtown Stockton – the Arena/Ballpark, Weber Point, Programming: Stockton Events will be the lead programmer of what events and DeCarli Square. Development of the Entertainment District is already are scheduled when, and within each event, what activities will be a part of well underway with the construction of the Cineplex, Stockton Hotel, Coy the experience: classes, demonstrations, vendors, meeting the artists, etc. Parking Garage and the adjacent Transit Station. The 12 blocks bounded by Center, Fremont, San Joaquin and Webber Streets form the Entertainment Stockton Events will want to develop a good understanding of competitive District, with initial development focused on the western six blocks. regional destinations and their events, so they can do it differently or be better. Connecting the Entertainment District to Weber Point, the Meetings and Conventions District and the Sports District is imperative. Narrowing Center Event Sponsors Street and calming traffic on El Dorado Street and Miner Avenue to make it The events themselves are not the source of economic benefit for downtown safer and easier for pedestrians to traverse can do this. Stockton. They are the lure and visitors spend only 20% of their money on the lure. The lure brings them into the downtown, where they can spend the Concentrating the attractions in the Entertainment District is very important other 80% of their money on being entertained, shopping and dining in the so that pedestrians have the impression of choices and alternatives from the entertainment district. Linking the diversions to the lure is very important, very beginning stages of development, and are drawn from one retail store- both physically – like getting them to cross Center Street from Weber Point to front or restaurant or nightclub to another. For this reason, initial efforts to the Cineplex, and psychologically – by making the transition from the event recruit and locate new venues should be focused on a “demonstration block” to the district seem effortless. – two sides of one block. This “critical mass” of diversion will lure in visitors and show the way for the rest of the district. Because events are not moneymakers, they generally require subsidies to augment admission charges and fees from participating vendors. This is the The retail mix within the Entertainment District needs to offer several choices role of sponsorships. Today’s sponsorships are more likely to come from the for each category – retail stores, art galleries, nightclubs, restaurants, coffee hardheaded marketing department than from the community relations de- shops, etc. Preferably, they are unique or at least at the higher end of chain partment of a company. Today’s sponsors demand concrete returns on their stores and restaurants. While significant portions of the target market are at investments in the form of heightened visibility for their product, the reshap- the middle and lower end of the economic scale, the establishments in the ing of consumer attitudes about their product or company, targeted sales to district should trend toward upscale. Consumers at every economic level are

14 Stockton, California July 2008 Executive Summary

attracted to quality and avail themselves of it when circumstances allow. No sell their wares from about 5pm to 9pm – even in the winter in the pouring one will be attracted to the Entertainment District if it offers the same stores rain. This is the kind of event that occurs once a month February - December found in strip malls. and utilizes the existing galleries PLUS artisans. In the winter people set up stands to sell hot wine, etc. and the area is made festive with decorative The mix should include dining, entertainment, arts or music, and shopping. lighting. Almost all successful downtown districts we’ve looked at fit into one of these categories. This would include the Magnificent Mile in Chicago (shopping); Changing Perceptions Bricktown in Oklahoma City (entertainment); Gastown in Vancouver, BC An article in the January 10, 2008, The Record newspaper discussed the (dining and entertainment); Gaslamp District in San Diego (entertainment); results of a survey of Stockton residents’ attitudes about their city. They Reston Town Square in Reston, Virginia (shopping and dining). think it ranks poorly in quality of life. Firmly held beliefs die hard. Most of the respondents probably have not been downtown recently to see the new For shopping, downtown will need an anchor tenant. Given the amount of ballpark, arena, hotel, Cineplex, Bob Hope Theater, parking garages, or other sports in Stockton perhaps that anchor would be Scheels - the Bass Pro Shop recent improvements, or noticed the drop in homeless, drug users or down- of sporting goods. Following Scheels would be another sports store - com- town crime statistics. There is a job to do in changing the perceptions of the plete with climbing wall. If all the sports facilities were pulling people into metro residents. Stockton, this would be a good incentive for sports fans to cross from the arena to the entertainment district. A good start would be to remove the fencing around Weber Point, the Arena and other downtown areas that reinforce the perception that it’s dangerous In this case there would be a need for a supporting cast - sports bars, sports and public areas need to be locked up. The message is unmistakable – don’t memorabilia, sports-oriented public art, and “street-sports” – e.g. bocce ball come here, it’s not safe. courts right downtown. Many other cities have addressed similar issues and turned around their For dining, Stockton will require a couple of anchor restaurants such as downtowns. A place that was riddled with crime and vandalism, was Paragary’s, and then another 15 restaurants and culinary experiences, includ- locked up at night, and was the “scary place to be” was the Riverwalk ing a culinary school right downtown. in San Antonio, now one of the best destinations in the entire country. Others? Gaslamp District - San Diego, 3rd Street Promenade - Santa Monica, For entertainment, Stockton needs to develop plaza areas wrapped with din- Bricktown - Oklahoma City, and others. This is not theory. It can be done ing. Some “plaza” areas exist but they are not wrapped with many business- and Stockton has as much potential as any community in the U.S. to become es open after 6:00. Plazas need to have an engaging live-entertainment theme a vibrant destination for both locals and visitors. with street performers and sidewalk cafes. A change of perception also requires a change in opinion in city planning. Adding art as a draw to downtown would require development of intimate Taking the position that downtown Stockton needs to accept just about any spaces – closed off streets for example, and the creation of artist live/work type of business or investment because “beggers can’t be choosers” is not space, which could provide the springboard into a number of arts events, simply a depressing philosophy, it’s bad business. Placing a wide-ranging mix arts education, and would also attract downtown residents. The art galleries of incongruent and possibly incompatible businesses side by side simply to in Pioneer Square in Seattle sponsor an art walk on the first Thursday night fill the spaces is a losing formula for developing a branded, cohesive dis- of every month all year long. The galleries are open late and in the various trict of symbiotic attractions. Consumers in a pedestrian environment want squares and open spaces in Pioneer Square area artisans set up booths and to shop and dine in a concentration of choices, where at every turn, there

Stockton, California July 2008 15 Executive Summary

is an attractive alternative. This is why upscale malls don’t lease out space Light up the District: Create a year-round display of white lights outlining to manufacturing firms, wholesalers, medical facilities, and services like at- buildings in the downtown area to give the district a festive look that sup- torneys, dentists, and insurance providers. These are incompatible with the ports the entertainment brand. entertainment environment of shopping and dining. Create a plan for lighting downtown buildings with white lights and criss- The Supporting Cast crossing the streets with white lights. Downtown buildings should be out- Other elements will support the downtown events and entertainment brand lined in rope lights. in important ways. Beautify the District with Plants: The heart and soul of any community is its Downtown Living: Attracting residential condominium and apartment proj- downtown. It needs to be beautiful, creating an ambiance that attracts people ects downtown will establish an active, pedestrian-oriented group of resi- and makes them want to linger. Replace drab corners with colorful splashes dents to support dining and retail businesses that are open during evening of annual flowering plants. Encourage merchants to display flowers as exten- hours. A residential presence downtown is essential to create a vibrant and sions of their window fronts. lively town center. Urban residential living is gaining in popularity across the country. An important aspect of downtown living that is not offered in the Street Performances: Street performers provide a valuable public service suburbs is the charm of older, often refurbished historical settings. Rustic loft that can enhance the character of any downtown and provide an immediate conversions satisfy only a portion of the demand. Downtown renters and jump-start to help establish its entertainment arts brand. Street performance purchasers are looking for urban ambiance combined with the amenities may include acting, singing, playing musical instruments, pantomime, jug- associated with suburban settings: up-to-date layouts, convenient parking, gling, magic acts, dancing, reading, puppetry, and other activities that attract telecommunications, and a sense of safety and security. Despite skepticism the attention of the public. The City should encourage such performances. of real estate professionals, there is strong demand for housing above retail shops and offices. Logos and Tag Lines The graphics developed to support the Events Brand for Stockton began with There may be some challenges associated with the mix of residential apart- the development of a number of designs that were tested in the market. We ments and retail establishments open at night. Some noise will be generated used the results of tests combined with our own experience in logo develop- as a result of having created a bustling and vibrant gathering place down- ment to select the one we felt best reflects the exuberance and celebratory town. In all the cities we’ve researched, this was not a major problem. effect that the brand will create within the downtown, and to a lesser extent, the Miracle Mile. After additional adaptations, the primary brand logo we rec- People are moving back into downtowns like never before. This move is ommend is the following one. Its vibrant colors and the energy of its lines being fueled by a baby-boom generation in the peak of its earning period. project a swirl of activity – just the perception we wish to project about the These people are downsizing and expect a very high quality residential living events and entertainment available downtown and on the Miracle Mile. The environment. Loft apartments and condos are bringing downtowns back to slogan or “tag line” that distills the central idea of the brand is “Celebrate!” life across the country. Today’s retiree is less interested in locating in remote This can be applied to any number of event or activity concepts: “Celebrate rural areas, and more interested in engaging in social urban environments. Music!,” “Celebrate Sports!.” “Celebrate Art!,” and so on. Condos meet the needs of today’s seniors as well as young singles. The three primary colors of the logo will be supported by a palette of complementary colors as follows. (See page 27)

16 Stockton, California July 2008 Executive Summary

Once the basic brand logo is developed, it’s important to get every organization that markets the destination to embrace the brand, and present themselves as a part of the brand. You are far more powerful as one loud voice than a number of small individual voices. This is the entire purpose of developing a destination brand in the first place. When everyone is singing from the same songbook the effort becomes both powerful and fun.

When individual marketing organizations that are pieces of the same visitor destination use separate marketing messages and identities, it creates confu- In summary, when you can get people and organizations pulling in the same sion in the minds of your prospects. Can you imagine what would happen if direction, the branding and marketing effort becomes a fun, rather than com- every Coca-Cola bottling plant designed its own cans, developed its own ads petitive, process, and the results in terms of increased tax base can be simply for Coke, and had its own logo for the product in that area? Coke would not phenomenal. exist as a brand. This is what is happening in Stockton. The Miracle Mile has one look, the Downtown Stockton Alliance (here forward to be referred to as The next section of this document provides the steps for how to implement DSA) another, and the Conference & Visitors Bureau still another. this brand direction through product and market development.

People don’t care about the organizations - they care about the visitor experi- Happy reading. ence. Yes, each entity should have their own identity or “point of distinction”, but when it comes to marketing to the outside world, it should be a unified voice cementing your brand to the people in your market area as THE place to go in the Central Valley for events and entertainment. Using a single tag line among all marketing organizations will create stronger brand awareness.

The logos: The primary, Stokton logo (below) is the foundation of all its derivatives. It will receive the most exposure and can be used in common by all organizations marketing the Events brand. The City government will want to support the brand but with a version of the brand logo that is suitable to application on municipal stationary, signage, vehicles and other official applications. (right) The various organizations that promote the Brand will retain a specific identity within the overall branded graphic “family” (Next page)

Stockton, California July 2008 17 Executive Summary

18 Stockton, California July 2008 Executive Summary

Stockton, California July 2008 19 Executive Summary

Summary Charts

20 Stockton, California July 2008 Executive Summary

2008 2009 2010 2011 Recomm. JASONDJFMAMJJASONDJFMAMJJA SONDJFMAMJJASOND # 2 Mayor/DSA - Appt & Empower the Brand Develop. Committee 1 COS/Chamber/CVB/DSA/MMID - Committ to Brand 1 ALL - Adopt the logo and slogan "Celebrate" 1 COS - Adopt the City logo 1 Sports Commission - keep building up sports events 17 DSA/CVB - Create Style Guide 9 COS - Create & Operate an Events Commission 12 BDC - Begin to use Logos 12 Brand Logo, pormotional logo, banners Only when the city can can consistently deliver on the brand promise. 12 CVB logo 12 DSA logo 12 Chamber logo 12 StocktonEvents logo Only when the city can can consistently deliver on the brand promise. 12 City logo Only when the city can can consistently deliver on the brand promise. 3 BDC - Educate & Persuade Essential Partners 3 BDC - Organize Field Trips to Other Downtowns 4 Initial Downtown Initiatives 4 COS - Remove Fencing 4 DSA - Make Downtown Festive 4 COS - Façade Program When more funding become available 4 COS - Home for Farmers Market (DeCarli Square) (Weber Point) 4 DSA - Public Relations Effort 4 COS - Music System at Weber Point, DeCarli Square, etc. 16 COS - Wi-fi System in Events, Entertainment, Marina Districts 5 COS - Geyser Installation 5 COS - Pedestrian Bridge 6 COS - Wayfinding System - Design (design) 6 COS - Fabrication/Installation (installation) 13 Chamber - Kiosks (initial) (additional) (additional) 7 Redevelop all Promotional Materials 7 CVB - Activity Guide 7 StocktonEvents - Events Website 7 CVB - "Best of Stockton" collateral 7 StocktonEvents - E-marketing program 7 StocktonEvents - Online Events Press Room 7 CVB - Onlline Stockton Press Room 7 CVB - Videos and Slide Shows 8 COS - Adopt Street Performers Ordinance 8 COS - Add Peer-driven procedure to Retail Sign Ord. 8 COS - Review existing Sidewalk Dining Ordinance 10 COS - Create Urban Plan for Downtown Districts 1 1 COS - Public Restrooms in the Entertainment District (initial) (additional) (additional) 14 COS - Highest and best use study for City Hall Bldg. 14 COS - repurpose City Annex block to mult-use/residential 14 COS - when/if possible acquire the State of California block (to be determined) 14 COS - acquire Post Office Block. Build multi-unit residential 14 COS - Coy Parking Bldg. retail space. Use for private retail 15 BDC - Retain Real Estate Recruiter 18 BDC - Use periodic plan facilitation services 19 BDC - Update the Plan

Stockton, California July 2008 21 Executive Summary

Recommendations Summary

# Title Responsibility Approx. Cost Funding Sources Timing The Brand Development Committee, Stockton Conference & Visitors Bureau, 1 Commit to the Brand None None required 2009 DSA, City of Stockton, Miracle Mile Improvement Association. Create & Empower the Stockton City Mayor, Stockton 2 Brand Development None None required Mid 2008 DSA Committee Persuade and educate Brand Development 2008: $10,000, 2009-2012: 3 other essential partners DSA 2008-2012 Committee $5,000 to adopt the plan

Use the waterfront Geyser installation: redevelopment to add 1. Geyser Installation: $30,000 Corporate Donation Geyser: 2009 5 City of Stockton opportunities for visitor 2. Pedestrian Bridge: TBD Pedestrian Bridge: Bridge:2010 experiences downtown Federal/State Grants

22 Stockton, California July 2008 Executive Summary

Recommendations Summary

# Title Responsibility Approx. Cost Funding Sources Timing The Brand Development 1. $125,000 for design of the Wayfinding Committee, Stockton system 1. Wayfinding System System plan Conference & Visitors Bureau, 2. Approximately $175,000 for 1 CommitDevelop toa the Brand None Nonedesign required and fabrication – –2009 2008/2009 DSA, City of Stockton, Miracle fabrication and installation of the comprehensive Federal CDBG, City Fabrication/in Mile Improvement wayfinding system, depending wayfinding system for general funds stallation – 6 CityAssociation. of Stockton on design the city with a focus on 2. Kiosks – Lodging tax 2009/2010 Create & Empower the 3. $72,000 for construction of downtown and the Stockton City Mayor, Stockton funds, Chamber of Kiosk 2 Brand Development Nonekiosks ($6,000 per kiosk) None required Mid 2008 Miracle Mile DSA Commerce/CVB construction Committee 4. $10,000 annually for ongoing – 2009 Persuade and educate maintenance of kiosks Brand Development 2008: $10,000, 2009-2012: 3 other essential partners DSA 2008-2012 Committee $5,000 to adopt the plan 1. Activity Guide: $30,000 first year, $20,000 annually thereafter 1. Remove fencing: Public Facilities 1.2. RemoveEvents Website: fencing: Up$30,000 to budget: 2008 $50,0002. Banners: $30,000 2. Banners: DSA/sponsors: 2008 3. FaçadeBest of Improvement:Stockton promotional 3.Stockton Façade Conference Improvement: & Façade Redevelop all city and unknownpiece: Depends on private VisitorsImprovement Bureau Program: ASAP localStart promotionalimproving Stockton Events, Stockton 4.participation Farmers Market structures: DSA4. Farmers Market structures: Pubic 7 agencyconsumer materials perceptions with aof City of Stockton Department 2008 forward 4 CVB, DSA 4.$750,000 E-marketing: Part of the FacilitiesPublic grants CIP: 2009 focusdowntown on events through and of Parks & Recreation, DSA 5.website Public cost Relations: $100,000 5. Public Relations: Conference & Visitors entertainmentinitiatives 5.6. OnlineMusic System: Event Pressroom: $150,000 Part Bureau: 2009 forward of7. theWifi: website $75,000 cost 6. Music System: DSA: 2010 6.8. Pressroom:Restrooms: Part$150,000 of the each 7. Wifi: DSA: 2010 website cost 8. Restrooms: Public Facilities CIP: 2009 7. Videos & Slideshows: $30,000 forward Use the waterfront Geyser installation: Adoptredevelopment Ordinances to addfor 1. Geyser Installation: $30,000 Corporate Donation Geyser: 2009 5 City of Stockton 8 opportunitiesthe Entertainment for visitor City of Stockton None2. Pedestrian Bridge: TBD PedestrianNone required Bridge: Bridge:20102009 Districtexperiences downtown Federal/State Grants Contributions from the City of Stockton, DSA, Create an Events 1. Staff funding: $385,000 per City of Stockton, DSA, Stockton Chamber of Commission to Develop y e a r . Chamber, CVB, Miracle 9 Commerce/Conference & 2009 and Recruit Activities in 2. Operating Budget: $200,000 Mile BID, Private Visitors Bureau, Miracle Mile Support of the Brand per year contributions, fees, sale of Association retail logo items.

Stockton, California July 2008 23 Executive Summary

Recommendations Summary

# Title Responsibility Approx. Cost Funding Sources Timing Hire urban planning The Brand Development expertise to create a Committee, Stockton A S A P , detailed ConferenceCity of Stockton, & Visitors Downtown Bureau, Stockton Redevelopment possibly as 101 Commit to the Brand None $150,000 None required 2009 Entertainment/Event StrategicDSA, City Allianceof Stockton, Miracle funds. late as District in downtown Mile Improvement 2011/2012 Stockton Association. Create & Empower the Make public restrooms Stockton City Mayor, Stockton 2 Brand Development None None required Mid 2008 11 easy to find, available at DSACity of Stockton To be determined City of Stockton CIP 2009 Committee night and maintained. Persuade and educate Brand Development 2008: $10,000, 2009-2012: 3 other essential partners DSA 2008,2008-2012 and as Begin to use the Logo Committee $5,000 12 to adopt the plan Each specific prganization None None required noted in for the new brand description Develop and place $3,000 to $4,000 each. The 1. Remove fencing: Public Facilities Stockton Chamber of kiosks around Stockton number1. Remove of kiosksfencing: to $30,000be budget:Stockton 2008 Chamber of 13 Commerce/Conference & 2010 to drive business determined2. Banners: as$30,000 part of the Commerce2. Banners: DSA/sponsors: 2008 Visitors Bureau. downtown. 3.wayfinding Façade Improvement: system program. 3. Façade Improvement: Façade unknown Improvement Program: ASAP StartRepurpose improving the Blocks 14 City of Stockton 4.to Farmersbe determined Market structures: 4.City Farmers of Stockton Market structures:begin Pubic 2008 consumeralong Center perceptions Street of City of Stockton Department 4 $750,000 Facilities CIP: 2009 downtown through ofCity Parks of Stockton, & Recreation, Brand DSA Hire recruitment $90,0005. Public toRelations: $120,000 $100,000 annually 5. Public Relations: Conference & Visitors initiatives Development Committee, DSA DSA 15 expertise for the for6. Music up to System:three years. $150,000 This would Bureau: 2009 forward 2009-2012 City of Stockton entertainment district be7. Wifi:a full-time $75,000 job. 6. Music System: DSA: 2010 8. Restrooms: $150,000 each 7. Wifi: DSA: 2010 Obtain periodic 8. Restrooms: Public Facilities CIP: 2009 First facilitation meeting: $7,500 facilitation services to Brand Development forward 2009/2010/ 16 Subsequent visits: $5,000 each DSA assist with plan Committee 2011 Use the waterfront Geyser installation: implementation redevelopment to add 1. Geyser Installation: $30,000 Corporate Donation Geyser: 2009 5 Develop free Internet City of Stockton opportunities for visitor City of Stockton, Miracle Mile 2. Pedestrian Bridge: TBD Pedestrian Bridge: Bridge:2010 wireless zones in the Miracle Mile, DSA, City of 17 experiences downtown Property Owners Association, Unknown Federal/State Grants 2010 downtown and Miracle Stockton DSA Mile. The City of Stockton, Stockton Chamber of Commerce, Create and adopt a Stockton CVB, Downtown Stockton Conference & 18 Brand Standards & $15,000 2008 24 Stockton, California July 2008 Alliance, Events Commission, Visitors Bureau Practices Guide Asparagus Festival and the Sports Commission. Update the plan every Brand Development 2011/2014/ 19 $25,000 DSA three years. Committee 2017 Hire urban planning expertise to create a A S A P , detailed City of Stockton, Downtown Stockton Redevelopment possibly as 10 $150,000 Entertainment/Event Strategic Alliance funds. late as District in downtown 2011/2012 Stockton Make public restrooms 11 easy to find, available at City of Stockton To be determined City of Stockton CIP 2009 night and maintained. 2008, and as Begin to use the Logo 12 Each specific prganization None None required noted in for the new brand description Develop and place $3,000 to $4,000 each. The Stockton Chamber of kiosks around Stockton number of kiosks to be Stockton Chamber of 13 Commerce/Conference & 2010 to drive business determined as part of the Commerce Visitors Bureau. downtown. wayfinding system program. Repurpose the Blocks 14 City of Stockton to be determined City of Stockton begin 2008 along Center Street City of Stockton, Brand Hire recruitment $90,000 to $120,000 annually Development Committee, DSA DSA 15 expertise for the for up to three years. This would 2009-2012 City of Stockton entertainment district be a full-time job. Executive Summary Obtain periodic First facilitation meeting: $7,500 facilitation services to Brand Development 2009/2010/ 16 Subsequent visits: $5,000 each DSA assist with plan Committee 2011 implementation Develop free Internet City of Stockton, Miracle Mile wireless zones in the Miracle Mile, DSA, City of Recommendations17 SummaryProperty Owners Association, Unknown 2010 downtown and Miracle Stockton DSA # Mile. Title Responsibility Approx. Cost Funding Sources Timing The CityBrand of DevelopmentStockton, Stockton Committee,Chamber of StocktonCommerce, Create and adopt a ConferenceStockton CVB, & Visitors Downtown Bureau, Stockton Conference & 181 BrandCommit Standards to the Brand & None $15,000 None required 20082009 DSA,Alliance, City Events of Stockton, Commission, Miracle Visitors Bureau Practices Guide AsparagusMile Improvement Festival and the SportsAssociation. Commission. Create & Empower the Stockton City Mayor, Stockton 2 UpdateBrand Development the plan every Brand Development None None required 2011/2014/Mid 2008 19 DSA $25,000 DSA Committeethree years. Committee 2017 Persuade and educate Brand Development 2008: $10,000, 2009-2012: 3 other essential partners DSA 2008-2012 Committee $5,000 to adopt the plan

1. Remove fencing: Public Facilities 1. Remove fencing: $30,000 budget: 2008 2. Banners: $30,000 2. Banners: DSA/sponsors: 2008 3. Façade Improvement: 3. Façade Improvement: Façade unknown Improvement Program: ASAP Notes:Start improving 4. Farmers Market structures: 4. Farmers Market structures: Pubic Miracleconsumer Mile perceptions Business of City of Stockton Department 4 2008 Assessment: $235,000 Activity:$750,000 Facilities CIP: 2009 Improvementdowntown through District of Parks & Recreation, DSA 5. Public Relations: $100,000 5. Public Relations: Conference & Visitors initiatives Clean & Safe $125,000 6. Music System: $150,000 Bureau: 2009 forward Marketing & Promotions $25,000 7. Wifi: $75,000 6. Music System: DSA: 2010 Admin $75,000 8. Restrooms: $150,000 each 7. Wifi: DSA: 2010 Reserve $10,000 8. Restrooms: Public Facilities CIP: 2009 Downtown Stockton 2008 Assessment: Activity: forward Management District $1,249,829 Use the waterfront Business/Investor Attraction: Geyser installation:$147,055 redevelopment to add Breakdown: Visitor/Guest1. Geyser Installation: Attraction: $30,000 Corporate Donation$212,032 Geyser: 2009 5 City of Stockton opportunities for visitor Private: $544,336 Community2. Pedestrian Outreach/Hospitality Bridge: TBD Pedestrian Bridge:$206,870 Bridge:2010 experiences downtown Public: $489,896 Guide: Federal/State Grants Other: $215,597 Clean/Maintenance: $345,347 Advocacy/Public Policy: $304,025

Stockton, California July 2008 25 26 Stockton, California July 2008 Introduction and scope of work

Stockton, California July 2008 27 Introduction and Scope

As the plan title implies, it includes the brand direction - what you want to INTRODUCTION AND SCOPE OF WORK be known for; development - what you need to build or do so you “own” the brand; and marketing - how to tell the world. An action plan is a to-do list The City of Stockton is located in San Joaquin County, California in that involves many organizations since it “takes a village” to implement a suc- the Central Valley region of California an hour from the state capital of cessful effort. For each recommendation you’ll find: Sacramento and adjacent to the Sacramento River and Delta. Stockton is working hard to grow economically as the region’s most important urban • A description of the recommendation center, while maintaining its historical seaport character. The local economy • Who would be charged with implementation is comprised of an industry mix that includes farming, Port of Stockton com- • The associated cost (if any) merce, sports-related tourism, and serves as the commercial core for the • Possible funding sources surrounding area. Tourism is considered an important contributor to the city • When the recommendation would be implemented economy, with the potential for ever greater contributions resulting from • The rationale for making the recommendation recently developed community assets – a new professional sports arena, a revitalized baseball park, upgraded public places like Weber Point and DeCarli In order to meet the objectives and goals as specified by the DSA, DDI pro- Square, a new cinema multiplex and the refurbished beautiful Bob Hope duced this Branding, Development and Marketing Action Plan. The develop- Theater. ment of this plan was accomplished through the following scope of work. The DSA (DSA) contracted with Destination Development, Inc. (DDI) in the Assessment spring of 2007 to provide Stockton with a Stockton Branding, Development The Assessment was a look at Stockton from the eyes of a first-time visitor, and Marketing Action Plan, concentrating on the downtown Core area and and from four people who planned a trip to Stockton using the Internet, links to the Miracle Mile. It is the DSA’s desire to increase both local and visi- travel guides, brochures, and in-person calls to Stockton’s Chamber of tor spending in the downtown districts and to enhance the product so that Commerce. The assessment looked at signage, wayfinding, things to see and downtown becomes the central gathering place – the destination of choice do, critical mass, shopping and dining options, visitor information, public - for the half-million residents that the city serves. This planning effort is an restrooms, lodging and entertainment. An Assessment Findings & Suggestions opportunity for the city to augment its current activities and cultural offer- Workshop and follow-up report were issued as a pre-curser to this plan. The ings, maximize the potential of downtown investment, formulate new pro- assessment process is the conversation starter – a look at where Stockton is grams and develop an “action plan” that will increase spending in Stockton. today, from the eyes of a customer. DSA’s intent is to develop a comprehensive vision or “brand” for downtown Stakeholder Interviews and Outreach Stockton that maximizes its current assets and amenities, identifies hidden The DSA provided DDI with a preliminary list of stakeholders and interested opportunities, and provides a road map to a sustainable and vibrant econo- individuals for in-person interviews and/or by phone and e-mail. DDI inter- my through branding, product development and marketing. viewed nearly 30 individuals in person and contacted many others by e-mail and telephone to solicit their ideas and vision for Stockton, and to obtain The primary goal of this effort has been to develop a detailed Action Plan information and data supporting the recommendations made herein. These that will ultimately bring local residents into downtown during evening stakeholders were interviewed to help DDI understand and determine priori- and weekend hours, and will increase tourism spending in the community, ties, community visions, opportunities, challenges, funding issues, market- specifically overnight stays. Overnight visitors spend three times that of day ing, signage, development, zoning and land use issues, etc. These interviews visitors. helped answer the question, “Where do you want to go?” and summary of

28 Stockton, California July 2008 Introduction and Scope

these interviews is included in the Supporting Documentation section of this public and educated the community about the process of branding a plan. community.

DDI also created avenues for Stockton citizens and interested groups to Brand Recommendation Presentation express their thoughts and ideas about downtown development, and DDI DDI collected a variety of information from Stockton citizens and organiza- hosted educational and informational workshops and distributed informa- tions, formulated branding concepts and processed them through a twelve- tion about the planning effort, as a means of building support for the rec- step feasibility process to determine which brand concepts met the criteria ommendations. This included a branding workshop in the community, and for success. DDI then developed and presented its recommendation for the solicitation of comments to DDI. Education has been an important part of the brand for Stockton in a community presentation at the Bob Hope Theater outreach effort. In addition to an initial branding workshop, the presentation on January 29, 2008. The presentation included the rationale for the recom- of our recommended brand, and presentation of the draft plan included edu- mended brand, noted niche and sub-brands, and showcased graphic repre- cational components on the nature of destination branding. Input from the sentations of the brand: logos, marketing tag lines, pole banners, and key community is included in the Supporting Documentation section of the plan. marketing messages.

Research Recommendations Development DDI conducted demographic research of Stockton and the region and DDI accumulated the findings from research, assessments, interviews and reviewed existing local and visitor research of the community to determine comments received, and applied its expertise to develop recommendations the target markets, both primary and secondary. Previous studies and re- for Stockton’s visitor brand. The recommendations include development of ports such as strategic plans, comprehensive plans, downtown plans and brand identities, logos, slogans and other graphics, various product develop- transportation plans were reviewed, as well as the City budget, revenues ments that are required to support and extend the brand, marketing tech- and expenditures, lodging tax receipts, expenditures over the last several niques to tell the world about the brand, organizational recommendations for years and possible funding sources for implementation of plan recommenda- executing the plan in an orderly fashion, and funding recommendations for tions. Besides providing background about the community and its goals, the each recommendation. research helped DDI avoid duplication of effort and enabled DDI to develop recommendations that dovetail with the community’s other planning efforts.

Market Analysis DDI examined Stockton’s current resident and visitor profiles: demographics, psychographics, trends, geographic market areas, transportation, marketing reach and themes, continuity between organizational efforts, branding and image development, occupancy rates, seasonality, and private and public sector investment. We examined cooperative marketing efforts, the potential of niche markets, competitive destination brands and their marketing efforts.

Branding Workshop DDI conducted a half-day branding workshop in Stockton that included “The Art of Branding A Community” and “Seven Rules to Developing an Outstanding Downtown.” The workshop was well attended, open to the

Stockton, California July 2008 29 30 Stockton, California July 2008 Strengths, weaknesses, opportunities & threats

Stockton, California July 2008 31 S/W/O/T Analysis

Stockton is conveniently located between Freeway approaches and exits are well placed STRENGTHS, WEAKNESSES, Interstate 5 and Highway 99, and the east/west to deliver travelers right into the heart of the OPPORTUNITIES AND THREATS route of Highway 4, linking the Bay area to the downtown. Sierra Nevada mountains to the east. From our reconnaissance of Stockton, California, The number of available parking spaces in the research and personal interviews, we have sum- Downtown Stockton has seen marked improve- evenings benefits growth in downtown visitors. marized the specific strengths, weaknesses, oppor- ment in recent years and is home to new ame- tunities and threats for the community to develop nities including the Stockton Arena, Ballparks, Weaknesses a stronger tourism industry. Sheraton hotel, Cineplex and Bob Hope Theatre. Household income and education levels in Stockton are, on average, lower than the State’s When a city has strengths that can become the Stockton is home to two major universities with averages. foundation for a particular brand, those are given more than 20,000 students. strong consideration. Likewise, opportunities pre- The Stockton Chamber’s CVB division (the city’s viously undeveloped often inspire strong branding New retail and dining businesses are locating in Destination Marketing Organization) is underfund- ideas. Weaknesses are sometimes fatal to brand- and near the downtown Cineplex. ed for a city of this size. ing efforts, but oftentimes they can be overcome. Threats are potentialities, factors to be considered Downtown is home to some outstanding architec- Many of Stockton’s cultural events are attended by for the future of the brand. tural gems including the historic Hotel Stockton a small cadre of the same people, under the radar (now home to Paragary’s Restaurant), and other and under-appreciated. Strengths high-rise structures that present potential for resi- Stockton is a major metropolitan city with a popu- dential, commercial office, and retail development. Current wayfinding signs are inadequate, diffi- lation of 1.2 million residents within a 30-mile cult to read, and are only available once you are radius as a close-in market. Downtown is in the process of a major meta- already downtown. morphosis with new “clustering” of government Stockton has the potential to become a major offices, dining and entertainment, sports, and Not only does downtown Stockton lack visitor destination city with a population within a 50 mile professional offices. experiences, it lacks appeal for residents as well. radius of 5.1 million, 12.1 million within 100 miles, Residents avoid going downtown because of the and nearly 14.5 million within 150 miles of the city The Miracle Mile is home to a terrific “neighbor- lack of evening activity and the long held belief of center. hood” feel, with small shops, nicely beautified safety issues in the downtown. streetscapes, and a good mix of retail businesses. Downtown Stockton has a large improved open Security requirements for downtown events are space (Weber Point) linking the downtown com- Weber Point can easily be a major drawing card rigorous and expensive and dampen the number mercial district with the sports complex. for both locals and visitors, and also creates an of events held downtown. outstanding view corridor for future downtown Downtown Stockton has the appeal of open multi-family residential development. Planned Seventy percent of all consumer spending takes water. and new downtown hotel accommodations are place after 6:00 pm, yet for the most part, down- located conveniently for access to the entertain- town closes at the end of the business day. ment district.

32 Stockton, California July 2008 S/W/O/T Analysis

Downtown Stockton continues to have a reputa- Threats Everything Stockton does, in terms of downtown tion as a dangerous place for pedestrians, particu- Stockton must compete with other central valley development, marketing and community devel- larly at night. This perception is perpetuated by a destinations like Sacramento and Modesto, which opment should reinforce this new perception, “locked down” policy in downtown are further along on reinventing their downtowns. or brand you are trying to create in the minds of your residents and visitors. The fencing at Weber Point gives visual cues to The group tour business, which is a focus of the consumers that the Park is off limits. CVB, is a declining component of the travel indus- Look at your websites, your marketing materials. try, and will have to be replaced. Does it reinforce this statement? Does it say, “up- The current perception that Stockton is the center scale, urban, exciting” – some of the core values of the mortgage crisis in California may lead con- The presence of the Court System, legal commu- behind this brand? If not, then redevelop those sumers to the conclusion that downtown Stockton nity, soclal services and low-end residential hotels marketing efforts and showcase the activities, the suffers from this and that there is little to see or in downtown Stockton will continue to attract a businesses, the photographs and other elements do. This is a short term issue. threatening element to the downtown pedestrian so that you deliver on the promise. mix. Opportunities Everything in this plan has been carefully devel- The waterfront near Weber Point lacks new ma- Downtown Stockton loses retail spending to the oped to reinforce this primary brand message and rina facilities and a good “promenade” between shopping centers to the north and to surrounding includes the product that must deliver on that the warehouse area and the downtown but these towns like Lodi, Manteca and Modesto. message. are being planned. Water-based events will be improved with new facilities. Stockton Arena competes with Sacramento and Fresno for major sporting events. The Arena is ex- The Weber Point open space has potential as a pensive to use, and many dates are not available citizen’s gathering place and for frequent and ma- due to professional team schedules. jor outdoor events. City of Stockton’s bureaucratic systems make The blocks surrounding the Cineplex are in both change difficult. ownership and development transition, making this a good time to master plan this area as a Destination Branding Defined vibrant downtown. Branding is the perception people have of you, or your product. When people mention “Stockton”, California is the most visited state in the U.S. and what’s the first thing that comes to mind? What is tourism produces more than $85 billion annually their perception? The feeling they have when they in visitor spending. hear that name?

Stockton population growth forecast for the next 5 The branding portion of this Stockton Branding, years is almost 12%. Development and Marketing Action Plan is built around creating a perception of Stockton, as outlined in the Brand Promise.

Stockton, California July 2008 33 34 Stockton, California July 2008 Recommendations

Stockton, California July 2008 35 Recommendations 1COMMIT TO THE BRAND

Description 3. The third component is to build diversionary entertainment that will keep The brand promise is the CORE of this entire branding, product development consumers downtown before and after the events, spending more money on and marketing program. It is what you want people to think of Stockton retail shopping and dining. Eighty percent of visitor spending is on diversions when they hear the name. and only twenty percent is on the lure.

Because a brand is a “promise,” foremost to the effort is making sure the In order to deliver on this promise, much work has to be done, and specific community delivers on that promise. You never just roll out a brand, but tasks are addressed in the numbered recommendations. In committing to the must earn it. brand, the following should happen:

If we dissect the brand promise, there are three primary components in it: 1. Adopt an events brand for downtown Stockton and the Miracle Mile, including committing to the brand promise, and using new logos and tag lines. 1. Positioning Stockton as THE place in the Central Valley for events and entertainment. Events and entertainment will have to be developed far beyond 2. The recommended logo for the Events and Entertainment Districts and the what is currently available. slogan “Celebrate” reflect the festive nature of the brand. (Below) Tested in the marketplace, this logo and slogan represent the brand in all graphics and 2. The second component is to position downtown Stockton as the center- media used to promote Stockton as piece where the majority of these events and entertainment take place. This THE place for events and entertain- means leveraging the locations and facilities already present downtown and ment in the Central Valley. populating them with hundreds of events of all types. The events are the lure that will draw local residents and visitors both downtown and to the Miracle 3. A citywide logo (below) should Mile. be adopted and used for all other municipal graphics and media: The focus of the brand promise states that Stockton is: Building signs, vehicle decals, stationary, documents, etc. The • A lively and fun place to visit citywide logo is in keeping with • Culturally rich the tone of the events brand, but is • Modern, urban, metropolitan suitable for municipal and non- • Possesses Central Valley’s best waterfront venue event use.

And is home to: • Stunning settings for events • A vibrant arts community • Exceptional eateries • Exciting nightlife • Signature specialty shops • Something always interesting going on

36 Stockton, California July 2008 Recommendations

This map shows 20, 40 and 60 minute drive times.

Stockton, California July 2008 37 Recommendations

4. Concentrate promotion of the events and entertainment on the local and 8. Keep building up sports events as an essential component of the Events regional market. The residents of Stockton’s metropolitan area are the es- Brand. sential core audience of Stockton’s events. Locals must be attracted to the a. Promote the local professional sports games as events (perhaps cre- downtown for the brand to succeed. The first available markets are those ate tie-ins with the Entertainment District – i.e. go to a pub or restaurant within 20, 40 or 60 minutes driving time of the downtown. and show your event ticket and the first beer is free). b. Create additional, local public sporting events: 5k runs and fun runs. 5. Develop events that will appeal to your core market. Within a 15-mile Recruit biking events around town. At Weber Point recruit demonstration radius of Stockton, there are a variety of incomes and lifestyles, with signifi- or competitive BMX, cyclo-cross and motocross events. cant middle and upper-middle class families with children. Study the profiles c. Sponsor a Dragon Boat team and host regional races in Stockton of your local socioeconomic groups, and develop events that will appeal to Channel, Install in Weber Point a permanent, vendor-operated outdoor them. (Specific profiles of the populations in and near Stockton are described climbing wall. in detail in the Supporting Documents section of this report.) d. Build an outdoor velodrome for bicycle racing as a spectator sport. There are very few velodromes in the country and this would be a 6. Focus events and diversionary entertainment on all three important day unique draw to the city. parts for activities. Each of these day parts will attract a different segment of the population and all of them are important to the economic sustainability 9. Promote specific businesses and event organizers that deliver on the prom- of the downtown merchants: ise - “exceptional eateries,” high quality lodging (any place that is four stars a. Daytime – concentrate on outdoor activities, festivals and concerts, or better), “signature” specialty shops - your anchor businesses - and ele- and on family activities ments that “prove” that Stockton is modern, upscale, urban, and metropolitan. b. Evening – concentrate on outdoor music events, arts, places to dine, Always lead with your best products, not lists of everything. and on couples c. Late night – concentrate on indoor music, bistros and pubs, and on 10. Property owners and merchants MUST make downtown stunningly singles and couples. beautiful. We have included ten pages of photos, taken from all over North America, showing ideas on how to make downtown a true destination in 7. Define the downtown by districts and over time, populate these districts terms of gathering places, beautification, and merchants that portray upscale, with businesses and activities that support their district designation. This will “worth a special trip” curb appeal - something currently lacking in many sec- require some rearranging of businesses throughout the downtown. tions of downtown. With the exception of a few shops, downtown does not a. The Sports District – Stockton Arena, Banner Island Ballpark live up to the brand promise and before you begin to promote this brand, b. The Conference District – Stockton Sheraton Hotel, and the proposed this must be remedied. new conference center across Fremont Street from the Sheraton. c. The Events District – Weber Point and DeCarli Square, and the 11. Every marketing organization associated with the downtown should start Stockton Civic Auditorium using third-party quotes - the “two thumbs up” accolades that reinforce and d. The Entertainment District – the 12 blocks east of Weber Point and substantiate the brand. Brands are what people think of you, not what you DeCarli Square say you are. Success depends on these third-party endorsements. e. The Marina District – location of the waterfront promenade and the commercial marina on the south side of Stockton Channel 12. You build your brand using public relations, while advertising is used to f. The Financial/Civic Center District – focused on Main Street cement your ownership position. A region-wide exceptional, professional

38 Stockton, California July 2008 Recommendations

PR effort is front and center to the brand, but this must be rolled out as the and can spawn incredible brand awareness, just as in the case of Las Vegas, product to support it is developed. You cannot sell an empty promise. which at one point, when 48 of 50 states legalized some form of gambling, decided to become a family destination with something for everyone. When 13. There MUST be activities after 6:00 pm. This includes shopping until 9:00 that became an unfulfilled promise, they finally went back to what they were pm, restaurants open until at least 10:00 pm, and entertainment that lasts known for: Sin City and the “playground for adults.” This narrow focus was until after midnight. And not just on weekends. Successful downtowns don’t delivered with the most successful tag line in American history “What hap- close at 6:00 pm. This task is difficult but absolutely necessary that it begin to pens here, stays here.” be addressed at once. Seventy percent of visitor spending occurs after 6 pm. But, just like every other town, they still needed to deliver on the promise. Implementation They did that by developing a theater and selling out 740 Celine Dion shows, The Brand Development Committee, Stockton Conference & Visitors Bureau, producing five Cirque d’Soleil shows, and creating memorable ads and pro- DSA, City of Stockton, Miracle Mile Improvement Association. motions that solidified the brand.

Timeline for implementation Side note: Logos and slogans are NOT brands. They are just graphic images 2008-2009, gradually building over the next several years and tag lines used to support the brand. Do not get hung up on these. In everything you do: advertising, websites, brochures, guides, billboards, press re- Approximate cost leases, etc., ask yourself each time: “Does this promote the brand perception None, except in time - what we want people to know of us and do we deliver on that promise?”

Possible funding source None required

Rationale for the recommendation Brands are perceptions - what people think of you as a region and as a city. But brands are built on product, while marketing is used to create awareness and prove you own the brand. Without a product to back it, the brand will die a quick death. That’s why a great deal of this plan is built around downtown initiatives and a downtown branding effort. As the heart and soul of the city, the downtown branding effort is what puts Stockton on the world stage, and then once there, Stockton must deliver on the promise of a steady stream of events, nightlife, entertainment, signature shops, exceptional eateries, performing art, all in a stunning and very metropolitan downtown setting.

It takes a village to develop a strong, winning brand. While the DSA has taken a leadership role in this effort, ultimately it will require every organization on the same page and pulling in the same direction. Once this happens, the process becomes fun and the effort will stick in the minds of visitors

Stockton, California July 2008 39 Recommendations

3 8

8 5 1 Entertainment District

2 Conference District 7 7

3 Sports District

4 Events District 6 5 Marina District

6 Government/Financial District

7 Fountains/Geysers

8 Mixed-use market residential

40 Stockton, California July 2008 Recommendations 2CREATE AND EMPOWER THE BRAND DEVELOPMENT COMMITTEE

Description have no status as an organization, other than that of an advisory committee. Once the Action Plan is adopted the Brand Development Committee should They will help set direction, will work with the city on various aspects of the be formed, consisting of no more than seven to nine individuals. The pur- program, but most importantly, they will be the voice of change: to make pose of this Committee is to implement the Action Plan by championing the something happen. brand vision, overseeing the efforts to make it succeed. The members of this committee will be the “voice of the brand,” working in a hands-on capac- You cannot build a brand without investment, and the initiatives in the plan ity as advocates for the brand vision, being instrumental in fulfilling all of require both public and private investment, and so this committee must be the recommendations set forth in the Action Plan. The Brand Development willing to take a stand and be the voice of reason. Once the BDC has been Committee should include key “speakers” from the DSA, the Stockton selected, they would decide among themselves, working with the Mayor, on CVB, the Chamber, property owners and/or business owners within the length of time sitting on the committee. The Mayor (or council representative Entertainment, Sports, Conferences and Marina districts, the City Council or if assigned to another council member) would appoint new members to the staff and others who are good communicators and committed to the brand committee as needed. vision. The Mayor, working with the DSA should appoint the committee members. While we recommend that the committee be limited to between seven to nine individuals, this is not set in stone. The point is to have a small enough In developing this plan DDI, working with the DSA developed an interim committee that things can actually get done, since this is about implementa- Project Review Committee to work through this process. That committee, as it tion. There may need to be additional people on the committee, or perhaps now stands, will sunset at the delivery of the final Action Plan, except for one two or three different small committees within the BDC. For example, one final task: naming the individuals that will serve as the Brand Development group might be charged with “brand management,” watching over the use of Committee. Each person on the interim committee should read through this identities, marketing messages, tag lines, creation of a Standards and Practices plan, and then decide whether or not they feel passionate about the objec- Guide (more on this later) and would work with graphic design and market- tives and projects detailed herein. Those that are willing to invest time, in ing professionals, as well as other local and regional organizations tapping some cases money, are willing to take a few hits along the way, are good into the brand. This group is often referred to as the “brand cop” to make speakers, are enthusiastic, those that have something to gain with the imple- sure the brand stays on point. A second committee could be charged with mentation of the plan, and are willing to be doers, not just directors, should the product development initiatives, all of which have a downtown focus. be appointed to the BDC. This entire effort will rest on their shoulders. And the third committee would be charged with the outreach and market- Without champions, the branding and product development process cannot ing effort. Getting publicity, recruiting events that help deliver on the brand succeed and nothing will come of this plan. This is the most important deci- promise. They would be charged with finding and promoting the businesses sion of this entire program and often the most controversial. that most exemplify the brand in terms of quality and image, and that are your “anchor businesses.” They would also work to bring local organizations Once the interim committee has selected the members of the BDC, they into the brand direction. After all, you will be far more effective as one loud should present those names to the Mayor and ask that he appoint them, with voice than as a number of small individual voices. Additionally, the more council approval, as the Brand Development Committee. It would be their you have to offer, collectively, the further people will come and the longer job to implement this plan, with the city’s assistance and support, where they will stay. If you can develop a larger BDC without letting politics and appropriate. They will typically report to the City Council twice a year, let- personal agendas get in the way of making something happen, then more ting the city know how progress is coming along, and where they need people on the ground singing from the same hymnal, the more effective the support for specific projects. The committee will act much like a Planning effort will be. Commission. They would report directly to the City Manager and Mayor, and

Stockton, California July 2008 41 Recommendations

Each person on the committee should be assigned a recommendation or marketing is simply the way to tell the world who you are and why you are given an assignment that best suits them that they are willing to take on. If different than everyone else. That’s what makes you worth a special trip. they have something, personally or professionally, to gain from it, then by all means put them in charge of that item. Once again, this is the most important The Brand Development Committee will be charged with implementing this decision in this entire plan. Read it, adopt it, then become active pioneers plan, including the marketing elements, the overall brand direction, and the in bringing it to life. If you ever want to create a lasting legacy, this is the product that supports the brand. It will be their job to foster partnerships perfect vehicle. with the City of Stockton, local and regional marketing organizations, auxilia- ry organizations, downtown businesses and property owners, financial insti- Implementation tutions (who will need to invest in the brand), Department of Transportation, Stockton City Mayor, DSA the county, educational institutions, etc. This group of people is the voice of the brand. They will speak at Kiwanis, Rotary, Chamber of Commerce Approximate Costs luncheons, at City Council meetings, at other organizational annual banquets, None always promoting the brand. As Ralph Waldo Emerson once said, “Nothing great was ever accomplished without enthusiasm.” Possible Funding Sources None required This group of champions must “sell” the concepts in this plan while educating the community on why these recommendations are important. You will Timeline for implementation NEVER get everyone to agree, and so this committee will also need to take Mid-2008, after review, discussion, and adoption of the Action Plan. the hits associated with developing the brand and the product to support it. This is not about winning popularity contests; it’s about importing new cash Rationale for the recommendation into downtown Stockton and making it a desirable place to spend both time Every branding effort requires pioneers and those who will tirelessly cham- and money. And that means standing for something specific. We all want to pion the cause. These champions should be primarily made up of people in get along, but the “group hug” mentality will get you right back to generic the business community - those who are willing to spend time and money in offerings that could fit any community virtually anywhere. bringing the plan to fruition. The Brand Development Committee members will be the essential cham- We surveyed 400 well-branded towns in North America and in 396 of those pions who reach out to sell the brand concept to all the organizations who communities, the brand was a grass roots effort. Rarely will a “top down” are so necessary to its implementation. These individuals will do the work effort ever yield success. Why? Elected officials are voted into office to be all to see that the product is developed that will bring the brand to life, fulfill- things to all people, yet brands are about being known for something specif- ing the brand promise. The concerted effort by these individuals will be ic. The days of “we have something for everyone” are over and politics is the the force of the entire branding effort, keeping the brand image in focus, killer of any branding product. In this age of specialization you simply must keeping the plan on track, and overseeing the successful development of jettison the generic, which only yields a watered down, mediocre, ineffective Stockton’s downtown events and entertainment brand. They are doers, not brand. You can never develop an effective branding effort by public consent. administrators. The City of Anaheim never asked Walt Disney to develop a theme park in the heart of their city. In fact, they tried to kill the project, thinking he was out of his mind. But he and some others tirelessly championed the cause, locals got used to the idea, and the rest is history. Brands are built on product, while

42 Stockton, California July 2008 Recommendations 3PERSUADE AND EDUCATE OTHER ESSENTIAL PARTNERS TO ADOPT THE PLAN. Description b. Gaslamp Quarter, San Diego. Known as the Historic Heart of San Learning from the success of others will help to get all the essential orga- Diego, the Gaslamp Quarter of San Diego is an eclectic 16.5-block neigh- nizations to adopt the plan, get on board with taking on assignments to borhood listed on the National Register of Historic Places. Its 94 histori- implement the Action Plan, and learn to work together to make a success cally or architecturally significant structures house more than 100 of the of the Stockton Brand. The initial and most important project the Brand city’s finest restaurants, 35 pubs and nightclubs and 100 retails shops, as Development Committee will undertake will include bringing other organiza- well as theaters, art galleries, offices and residential/work lofts. tions to the table. Implementing the brand and the product development rec- c. Larimer Square, Denver. The Larimer Square project became Denver’s ommendations needed to support the brand requires a community effort. It first major historic preservation effort as well as the first revitalization takes a village. An important way of convincing them that a downtown brand of a historic neighborhood in America. The last champion of Denver’s can work is to see one that is successful and find out how they did it. historic past was kept intact between 14th and 15th streets on Larimer Street. All 16 of the block’s commercial buildings, constructed in the 1. Determine which organizations and individuals in Stockton are essential in 1870s and 1880s, were renovated, providing space for street-level retail making the brand a success. Approach all partnering organizations and those shops, restaurants and nightclubs, in addition to upper-story offices. that can contribute to success to join forces as one loud voice, and have Larimer Square became the symbol of historic preservation and the un- them accompany the Brand Development Committee to other cities that have disputed focal point of downtown Denver for the decades to follow. successful downtowns. These organizations include: d. Pearl District, Portland, OR. What was once an area of abandoned a. City of Stockton – Mayor, City Manager, and Council as well as the warehouses and railroad yards along the Willamette River has been trans- Economic Development Director and Redevelopment Director and the formed into a nationally renowned shopping, dining, cultural and urban Director of Parks & Recreation living district--The Pearl District of Portland, Oregon. Its historic industrial b. The Stockton Chamber of Commerce leadership and particularly the buildings now house fashionable retail storefronts, restaurants, galleries, Conference and Visitors Bureau. lofts and spas in what is called “Portland’s premier shopping and arts c. The DSA Board and Staff district.” d. The Miracle Mile Improvement Association e. The Stockton Chief of Police Greenville, South Carolina and Covington, Kentucky also have revitalized f. The San Joaquin Board of Supervisors their downtowns and are worth a trip. g. The San Joaquin RTD (Rapid Transit District) h. The Athletic and Fine Arts Departments at San Joaquin Delta College Arrange to meet with the local “Champions” of each district, find out i. The Athletic Department and Conservatory of Music of University of how they did it. Walk the streets and experience the essential elements – the Pacific the lure, diversions, amenities and ambiance of each place. Gather ideas j. The Banks on how to transform Stockton into the Events and Entertainment Center k. Downtown Property Owners that it can be.

2. Organize “best practices missions” to the following downtowns: A critical concept of this recommendation is that the plan be adopted in its a. Bricktown, Oklahoma City. Located in the heart of downtown entirety. Like a puzzle, if you toss out some pieces and reshape other pieces, Oklahoma City, Bricktown, as it now stands, was once a warehouse you end up with less than a complete vision. It will be far better to redevelop neighborhood that has been magnificently restored into one of the plan until you get one that everyone can buy into (without becoming Oklahoma City’s major entertainment and dining districts with a turn a of generic) so that the message doesn’t get lost, and so that everyone agrees on the century charm. the basic direction. A tremendous amount of time, money and research went

Stockton, California July 2008 43 Recommendations

into developing this plan and each piece intertwines with others so that ele- 4. BDC members should decide then who would be best suited to speak to ments cannot be simply tossed aside. In many cases it may not be a formal each of the organizations. It can even be a tag-team delivery. adoption, but a “yes, we’re on board and will help where we can” will be sufficient. The concept is to gain support for the plan. 5. Make up a list of when the organizations meet, and ask to be a featured speaker at their annual conferences, dinners, or banquets, or at meetings It is necessary, however to have the city adopt the plan, formally, since they where they will have high attendance. play a large role in many of the recommendations, such as the development of a wayfinding system, downtown infrastructure initiatives, zoning, park- In many cases you may need to send advance copies so that committees ing, and transportation. In fact, the BDC should start with the City since the or organizational boards have time to review the plan prior to the pre- BDC is such an important partner in the process and since the Mayor, with sentation. You may need to make a second appearance, one to present it Council approval, appoints the BDC. Once the City is on board, getting ad- and one to answer questions or to be on hand when it comes to a vote or ditional support will be much easier. recommendation.

The second most important player to this effort is the DSA (DSA) It is You may have members of the organization ask to play a role or become through the DSA that you will reach the downtown property owners, who a member of the BDC. This is fine as long as they understand that this is a are critical to this effort since they will be required to spend both time and group of doers geared to making things happen, as opposed to simply sitting money to see this plan implemented. As noted in the Executive Summary, on a committee giving direction. the number one activity of visitors is shopping, dining and entertainment in a pedestrian-friendly, intimate setting, and this is where 80% of all visitors’ Option: the BDC will require something in the way of funding; to make spending takes place. This group has the most to gain through this effort copies or CD’s of the plan, or even hiring professional assistance to develop but also are the ones who will be required to pony up most of the funding, top-notch presentations. Likewise, heading across the country to arrange or using “patient money” until the return on investment begins to materialize, conduct field trips will incur expense. Consider asking the City or one of the sometimes taking as long a five to seven years. organizations for start up funding, of perhaps $10,000 to help get the plan off the ground. Because the BDC is only a committee it needs a parent organiza- The BDC should begin this adoption effort as follows: tion. We recommend that the DSA take on that role.

1. Make up a list of state, regional, county and local organizations, that can Once the plan has been widely accepted, adopted and implementation play a role in the process. begins, then the role shifts to keeping the enthusiasm up, and keeping the players on the same page so that the plan, which is very fluid doesn’t begin 2. Then create a PowerPoint or multi-media presentation lasting no longer to move off-track, a problem that often occurs, as people want to make ev- than 20 minutes, illustrating how the organization will benefit from imple- eryone happy instead of sticking to specific recommendations. mentation of this effort. It must be fun, exciting and able to get them en- thused. The graphics shown throughout this plan will be provided on a CD Implementation for inclusion in your presentation. Brand Development Committee

3. Make copies of this plan for distribution, or provide it on CD or in PDF format (also included with this plan) so that people in attendance can look at it, read through it and become familiar with the ideas and rationale.

44 Stockton, California July 2008 Recommendations

Approximate costs Additional copies of the plan, assistance in creating an outstanding presentation, travel and other costs. $10,000 for the first year of implementation. $5,000 a year thereafter.

Possible funding sources DSA

The three organizations that would lead this branding effort would be the Stockton Conference & Visitors Bureau, the DSA (and property owners), and the City. DSA already receives funds from the City through the Redevelopment Department.

Timeline for implementation Beginning in June of 2008 and extending through 2009, then ongoing as needed.

Rationale for the recommendation Stockton has great potential for success with an events and entertainment brand. Now is the time to put a plan into action that will draw residents downtown first, then visitors. It will take the coordinated efforts of all these organizations to achieve success, and so it’s critical to have the support and buy-in from key organizations both throughout the city and particularly in the downtown and in the Miracle Mile.

When a plan of this nature is developed, territorial issues often arise creating a lobbying effort to discourage parts of the plan from being adopted. This plan is tightly integrated and will not be nearly as successful if it is dissected or dismantled into various elements, or if any of these important organizations are not supportive. It takes the whole village to create a successful brand, and that means everyone working together. As the plan is implemented, many of the recommendations will require approval by the City of Stockton, particularly those that include financial support or capital projects. The DSA, Chamber of Commerce, Conference and Visitor Bureau, and the City all have vital roles to play in the successful positioning, branding, and development of the events brand.

Stockton, California July 2008 45 Recommendations START IMPROVING CONSUMER PERCEPTIONS OF 4DOWNTOWN Stockton THROUGH INITIATIVES

Description It is particularly bad for use in high profile and event venues such as its use As pointed out in the “Hospitality Zone Assessment” report by Responsible around the ice skating rink at DeCarli Square. Hospitality Institute, downtown Stockton is between “no longer and not yet.” It is not the crime-ridden downtown of a few years ago, but it is not yet the Presently the fence around Weber Point means this large area does not have entertainment center for the city that it strives to become. In order to do that to be patrolled at night. Removing the fence will require additional security it must traverse the growing pains of attracting the right mix of businesses measures: electronic surveillance, police patrols on bike, foot or segway, or into the entertainment district and consumers to support these businesses. patrols by park employees. This is a balancing act of sustainability until the tipping point is reached and everyone accepts the downtown as the new entertainment center of 2. Make Downtown look festive Stockton. There are several factors, real and perceived that need to be con- Install light pole banners throughout the event and entertainment districts veyed to consumers. with the colorful “celebrate!” theme. Use similar banners in other designated • Safety is high and crime is low in the downtown. districts of the downtown, both to add a festive feel to the downtown and to • There is a critical mass of shopping, dining and entertainment available designate the different districts. (See Next 2 pages) • There is ample parking • There is consistency of open establishments when “I” want to go there Use empty storefronts for the display of art to fill in the “gaps” in retail store- • There is something to “lure” consumers downtown fronts and draw consumers down the streets.

1. Remove the Fencing Downtown 3. Identify and recruit candidates for the Façade Improvement Remove the fencing around Weber Point Event Center, the Howard Johnson Program and technical assistance hotel, the Sheraton hotel and parking lot, and throughout public places Stockton’s Façade Improvement Forgivable Loan Program designed to downtown. Downtown may be safer than ever, but one would not know it enhance the exterior of commercial properties should proactively identify from the amount of fencing downtown. downtown buildings where improvements would substantially raise appearance of the surrounding block, and work with the property owner to access First impressions are lasting impressions, and the presence of these fences the available fund. Special attention should be given to the Miracle Mile and in an urban, vital downtown convey the impression that these areas needed the downtown. to be locked up and protected. Access is not the issue, since the gates do remain open each day. The impression imparted by the fences is the issue. Beyond the Façade Program, additional technical assistance to downtown Particularly at Weber Point, the fences need to be removed. If the case is retailers, whether they own the building or not, should be provided: made that ticketed events need fencing, then the fencing can be portable and available to be placed temporarily as needed in special permanent recepta- • Hire a specialist to work with the Downtown Strategic Alliance to educate cals in the ground. These foundations for the portable fence sections do not property and business owners, and put together a technical assistance pro- necessarily need to be where the current fence is located. In fact, during the gram for downtown businesses – businesses that will be in the entertainment Asparagus Festival, the fenced perimeter is larger than the existing fence, district. requiring different, temporary fencing. The technical assistance program will address the following: • Blade signs, sign ordinance, sign redevelopment incentives Ban the use of chain link fencing downtown for any but the most temporary • Façade improvements of uses. Chain link fencing gives a negative, downbeat feeling to city blocks. • Extension of window displays to exterior spaces • Window treatments

46 Stockton, California July 2008 Recommendations

Downtown banners

Marina banners

Stockton, California July 2008 47 Recommendations

Miracle Mile banners

Sponsored banners

48 Stockton, California July 2008 Recommendations

• Extended operating hours • Shared worker for extended hours programs • Merchant-drive design review board • Curb appeal and beautification

Curb appeal and beautification are essential to the success of the downtown district. Some possible improvements are: • Replace drab corners with colorful splashes of annual flowers. • Create landscape buffers between sidewalks and traffic. • Hang baskets of flowers. • Create a buying cooperative for flowers, shrubs, pots. • Provide a watering tractor for downtown plantings. • Solve the “dumpster” placement issue which causes an unsanitary and unsightly situation.

4. Create a permanent home for the farmers market. Create a permanent location for a Farmers Market at Weber Point as a long- Existing events that happen on a regular schedule like the Farmers Markets term solution. In the short term the markets should be relocated to DeCarli need to be located permanently near the entertainment district. This is part Square until permanent structure can be built at Weber Point and the haz- of the consistency needed to provide consumers interesting activities when- ards presented by crossing El Dorado and Center Streets can be mitigated. ever they decide to come downtown. In fact, during the design stage of Weber Point, it was the intention to place the Farmers Market there. The City should build attractive, permanent cover for the Farmers Market at Weber Point. There are several Farmers Markets and they are all run by the Stockton Certified Farmers Markets Organization, except the DSA market that the DSA holds in front of the Bob Hope Theater. Another option would be to repurpose a large downtown historic building by creating a “shell” or open air market facility with a great, historic facade.

The schedule of the Certified Markets is as follows: Saturdays-Located under the Cross-town Freeway, between El Dorado & San Joaquin. Open from 7:00 am - 11:00 am. *Or when sold out. Open Year Round! This one should move to Weber Point

Sundays- Located in the Dillards Parking Lot at the Weberstown Mall. (Pacific & March) Open from 8:30 am - 1:00 pm. Opening April 6th 2008.

Stockton, California July 2008 49 Recommendations

Video. This is a great way to reach the young crowd that is so important Tuesdays- Located at Kaiser Permanente West Lane and Tommydon to the vibrancy of the entertainment district. Open from 8:00 am - 1:30 pm Opening May 6th 2008. 6. Fix the music system in Weber Point, extend it to DeCarli Square and parts of the Entertainment District Wednesdays- Time and Location To Be Announced Music can add a whole new level of experience for visitors, and the music Opening May 7th 2008. This one should move to Weber Point. selection can change depending on the time of day, season of the year, and needs of the moment. It can be used to promote peace of mind and calm- Thursdays- Located in the Dillards Parking Lot at the Weberstown Mall. ness for visitors who might be trying to get away from big city hustle and (Pacific & March) bustle. It can be chosen to fit a specific event. Several communities have Open from 8:30 am - 1:00 pm. even found that broadcasting classical music can help prevent loitering, drug Opening April 10th 2008. trafficking and vandalism.

The Stockton Certified Farmer’s Market Organization is non-profit and as- 7. Install a Wi-fi system in the all the Events, Entertainment and sociated with the California-wide parent organizations that sets the rules and Marina Districts (boaters will want this too!) certifies the markets. Anything grown in California can be sold, but must be Free Wi-fi is becoming increasingly common, and expected, in cities across sold by the producer. This includes wine (which they don’t now sell), olive the country. Cities have found that free Wi-fi is a good way to attract new oil, dried flowers, etc. The California Certification is going to be changed business, and a wireless zone allows downtown workers to work outdoors, soon to ban any non-agricultural products from the market. (A separate non spurring the development of sidewalk cares and coffee shops. It also facili- food market should be established in a different part of Weber Point, and tates city functions such as parking enforcement with the use of hand-held they could operate either simultaneously or on different days, to stretch out devices. Our Supporting Documentation Section contains more information the event days.) on setting up Wi-fi in the downtown.

The Downtown Stockton Alliance also conducts a Friday market in the 8. Provide public restrooms in the Entertainment District and include downtown. It is not a Certified Farmer’s Market. them in wayfinding signs One of the most important visitor amenities is adequate restroom facilities - 5. Work with local media in a public relations effort either private facilities available to the public or public facilities. These can Work with the local media to help build a sense of acceptance of the down- make the difference between allowing visitors to stay several more hours town by metropolitan residents, and eventually a sense of community pride downtown, or leave before they’re done spending money. When restrooms in the downtown. A number of initiatives could be started: are located near shopping and dining, visitors who stop primarily to use the a. Take local newspaper columnists and radio personalities on “un- restrooms are much more likely to spend money and linger in the area. The scheduled” walking tours of the downtown. Let them observe the real Events and Entertainment Districts are designed to be a major gathering place situation of safety at a pedestrian scale. Take them out to dinner, or bar- and lure for visitors, so public restrooms are vitally important to include. hopping before or after events at the Bob Hope Theater, or the Arena or Some public restroom experiments have ended in failure because they at the Cineplex. became sanctuaries for illegal activities. (E.g. Seattle’s high-tech lavatories). b. Produce and run small videos of consumers having a great time in Others do better because they are more “open.” They should be designed in the Miracle Mile and in downtown Stockton on YouTube and Google an architectural style that complements existing downtown buildings. An al-

50 Stockton, California July 2008 Recommendations

ternative is to work with the private sector to make bathrooms in established Rationale for the recommendation businesses more accessible to the public during business hours. Residents of the metropolitan area of Stockton have lost the notion that downtown is the center of gravity for their entertainment, shopping and dining needs. Instead they gravitate to the local malls or to other downtowns Implementation like Sacramento or Modesto. Their current feeling about downtown Stockton City of Stockton Department of Parks & Recreation, DSA is embedded from years of personal experience or stories about the dete- rioration of the physical buildings, parks, streets and sidewalks, the lack Approximate cost of interesting things to see and do, and safety concerns about drug deal- 1. Remove fencing: $30,000 ers, muggers, pan handlers, vagrants, gangs, and other nefarious elements 2. Banners: $30,000 in the downtown. Even with significant improvements in pedestrian safety, 3. Façade Improvement: unknown their long-standing perceptions remain, and simply telling them that it’s safe, 4. Farmers Market structures: $750,000 or that there are things to do, will not get them to come down and see for 5. Public Relations: $100,000 themselves. Rather than trying to correct these fast-held beliefs, it is more ef- 6. Music System: $150,000 fective to approach them from a different angle. Provide them with a positive 7. Wifi: $75,000 reason to come downtown so that they can see for themselves the improve- 8. Restrooms: $150,000 each ments that have been made. This can be done by removing the physical signs of a “lockdown,” such as the fencing, by moving a popular event, such Possible funding sources as the Farmers Market to a central venue, by creating new evidence of safety 1. Remove fencing: Public Facilities budget like outdoor dining, and by creating testimonials by their peers through 2. Banners: DSA/sponsors video clips. 3. Façade Improvement: Façade Improvement Program 4. Farmers Market structures: Public Facilities CIP The heart and soul of any community is its downtown. It needs to be beauti- 5. Public Relations: Conference & Visitors Bureau ful, creating an ambiance that attracts people and makes them want to linger. 6. Music System: DSA Consistently, studies show that downtowns with street trees, flowers, hang- 7. Wifi: DSA ing baskets, and other beautification efforts are more successful than other 8. Restrooms: Public Facilities CIP downtowns. Retail spending is higher, pedestrian traffic is greater, and downtown has more life and vibrancy. Timing for implementation 1. Remove fencing: Public Facilities budget: 2008 The downtown entertainment district will be most successful if the property 2. Banners: DSA/sponsors: 2008 and business owners work together, coordinating their efforts with beautifica- 3. Façade Improvement: Façade Improvement Program: When more money tion, signage, operating hours, façade improvements, etc. This is considered can be added to this program. a “mall mentality” – where businesses recognize they are part of a larger 4. Farmers Market structures: Public Facilities CIP: by 2010 latest. district, and they work together for everyone’s benefit. Hiring a specialist to 5. Public Relations: Conference & Visitors Bureau: 2009 forward provide education and technical assistance to get the program off the ground 6. Music System: DSA: 2010 7. Wifi: DSA: 2010 8. Restrooms: Public Facilities CIP: 2009 forward

Stockton, California July 2008 51 Recommendations

USE THE WATERFRONT REDEVELOPMENT TO ADD OPPORTUNITIES 5FOR VISITOR EXPERIENCES DOWNTOWN will help ensure its success, addressing issues and concerns with solutions with access to the marina develop a rental business for kayaks, paddleboats, based on experience. canoes and other water-related, active visitor opportunities. 3. The city should make available mooring for a Dragon Boat club, sup- Description port the club in setting up temporary buoys for a race course, and have the Construction plans for the marina and the waterfront promenade are well Events Committee attract competitive events with other clubs throughout the underway. The City has selected a contractor for design/build this year, land- western states, the nation and eventually internationally. side work and new pilings. It will be developed as a turnkey operation for a contracted operator and is scheduled to be ready by the summer of 2009. Dry stack boat storage will be completed under the freeway overpass at the Geneva Switzerland’s iconic geyser. west end of Stockton Channel in eight months. Reconstruction of public boat ramps will be done in this May 2008. All the funding is in place from the State department of Waterways and State grants.

It is critical that sufficient visitor boating docks (for both day and overnight transient moorage) be included in the overall plan. The boating market includes over 23,000 families belonging to over 100 yacht clubs in the greater Bay Area. Stockton needs to focus on motor boating rather than sailing because of difficult wind conditions in the delta. The market is easily identifiable and reachable for marketing purposes because of affinity memberships. Ninety-two percent of boaters say that marina facilities are important in de- ciding where to temporarily moor for the night, however, 84% make the final decision based on upland attractions, amenities and activities, so product development in the Entertainment District is very important.

Connecting the Marina District to the rest of downtown in a well lit, convenient and attractive way should be a priority. In addition, increasing opportunities for both visiting boaters to explore the other downtown districts and visitors to Stockton to interact with the Marina District should be developed. Ways to do this include: 4. Encourage the owner of the Warehouse building to work with the recom- 1. Development of a wayfinding system between the districts. This would in- mended retail recruiter to use the improvements of the new marina to bring clude: the promenade from the marina to Center Street, creating a pedestrian new tenants into the Warehouse that create more diversionary visitor oppor- wayfinding system, and installing visitor information kiosks at each marina tunities such as dining and shopping. bay. 5. Install one or two large geysers at least 80 feet tall at the east end of the 2. While just viewing water and watching boats come and go is interest- Stockton Channel and across Center Street next to DeCarli Square. These ing to some, it’s passive, not the active participatory experience that visitors fountains should be lit at night, with the opportunity to use colored lights on seek. The city should make sure that the Marina operator or another vendor certain occasions, such as during significant events (green for the Asparagus

52 Stockton, California July 2008 Recommendations

Festival) and on holidays. These fountains would not only augment the cur- in a water-based activity. The Stockton Channel in the midst of downtown rent efforts to aerate the Channel water, but create a photographic opportu- is unique among cities within the Central Valley and is one of Stockton’s nity, and a permanent icon for the downtown. most important tourism assets. Everything should be done to integrate the waterfront into the event brand and the diversions where Stocktonians and 6. In the longer term, serious consideration should be given for a pedes- visitors can spend money. Weber Point is designated as the central venue for trian bridge from the north end of the Warehouse to the North Seawall events that support the brand in large part because it is located on the water Park. This would provide a needed shortcut from the Sports District to the and provides viewing corridors across vast tracts of the downtown from the Marina District and allow walkers and joggers to have a circuit all around the Marina District to the Sports District. The Marina will become a valuable Districts unifying them in an important way. Studies have been done on a bridge design for a different location and length of span, but we believe this location is the best alternative.

7. Until the pedestrian bridge across Stockton Channel becomes a reality, the City should permit a vendor to provide water taxi service within Stockton Channel, and provide strategically placed landing sites in several spots. The vendor will have to make a profit, but the city should consider this venture as a loss-leader attraction, not a revenue source. The City should grant the permit but waive permit fees.

Implementation City of Stockton

Approximate costs Water rental vendor – not a cost, but a revenue source Geyser installation: $30,000 Pedestrian Bridge: TBD

Possible source of funds Geyser installation: Corporate Donation. Pedestrian Bridge: Federal/State grants Implementation timeline Geyser installation: 2009 Pedestrian Bridge: 2010

Rationale Water is one of the major attractors for visitors worldwide. Just think of your favorite visitor destinations and chances are that most of them are oriented to a body of water, to gaze at, walk nearby or actually participate

Stockton, California July 2008 53 Recommendations DEVELOP A COMPREHENSIVE WAYFINDING SYSTEM FOR THE 6CITY WITH A FOCUS ON DOWNTOWN AND THE MIRACLE MILE. draw for Bay Area motor boaters, but they will ultimately return because of The Cineplex the upland events, entertainment, dining and shopping that are available to The Bob Hope Theater them. Making the Marina District exciting, attractive and animated is impor- The RTD Transit Center tant because it is the boater’s gateway to the downtown. The Miracle Mile Description New City Hall Once the Events Brand and the city and Entertainment District logos have The new southside Marina been adopted, the City should contract for a professional Wayfinding System Plan. The Plan should incorporate graphics, imagery, and colors that portray We also recommend that Stockton have a brochure exchange program with the Events Brand for Stockton. Lodi, Modesto, and other neighboring towns. The plan should include the following: • Design and locations of gateways for the city and for the various down- Implementation: town districts City of Stockton • Design and location analysis of directional signage • Wayfinding system: inventory of attractions, amenities, services; the place- Approximate Cost: ment on each sign; testing for readability at speed; fit; design $125,000 for design of the system • Signage specifications for bidding purposes, cost estimates, phasing and Approximately $175,000 for fabrication and installation of the wayfinding bid documentation system, depending on design • Decorative pole banner designs $72,000 for construction of kiosks ($6,000 per kiosk) • Coordination with city, county and state for setbacks, restrictions, and con- $10,000 annually for ongoing maintenance of kiosks struction standards • Design and placement recommendations for visitor information kiosks Possible Funding Sources: The Wayfinding Plan should stipulate the precise wording and exact location Wayfinding System design and fabrication – Federal CDBG, City general for each new sign, as well as mounting options, so it can be used to obtain funds fabrication and installation bids from regional sign manufacturers. Kiosks – Lodging tax funds, Chamber of Commerce/CVB Visitor information kiosks should be designed to complement local archi- Timeline for implementation: tecture, as well as to enhance the Event brand. The kiosks should provide Wayfinding System plan – 2008/2009 weather-proof brochure holders for 24/7 visitor information, as well as dis- Fabrication/installation – 2009/2010 play maps, a calendar of events, visitor attractions, local services and ame- Kiosk construction – 2009 nities, lodging and dining options, and cross-sell regional attractions. They should have adequate lighting and include prominent signs indicating “Visitor Rationale for the recommendation: Information.” Signage is critically important for any community, particularly one looking to bring residents into the downtown after significant improvements in new We recommend kiosks at the following locations: buildings and new attractions and events not to mention boaters and visitors Banner Island Ballpark to the downtown. Stockton Arena Stockton Sheraton Hotel The easier it is for people to find attractions and amenities, the longer Weber Point (2 locations) they will stay, and the more they will spend. It can be difficult for locals, DeCarli Square who already know how to get from “point A” to “point B,” to see gaps and

54 Stockton, California July 2008 Recommendations

omissions in existing signage, so it’s best to use the services of a professional wayfinding firm. Gateway signs are a key component of the plan, and they need to make a powerful impression. Gateways create a sense of arrival and awareness of “place.” A beautiful gateway can elevate the appeal of the community, increasing its perceived value and instilling pride in the community.

Providing plenty of well-marked visitor information kiosks makes it easy for travelers to learn all that your community has to offer. Only about 5% of

Stockton, California July 2008 55 Recommendations REDEVELOP ALL CITY AND LOCAL PROMOTIONAL AGENCY MATERIALS 7WITH A FOCUS ON EVENTS AND ENTERTAINMENT travelers stop at Visitor Information Centers, so placing kiosks with visitor promote the one thing that sets you apart from everyone else and makes information near major attractions and amenities makes it easy to cross-sell you worth a special trip. activities and help travelers find more to do. Description c. Consistent. Brands take time to develop. Remember, brands are If the Stockton brand is to revolve around the place for events, then it needs what others think about you, not what you say you are. That is why to be communicated as the primary draw or lure to the city for visitors, and branding is based on product that delivers on the promise, not just a new as the compelling reason for residents to come downtown. This can be ac- marketing message. Once you have the product, you use marketing to tell complished through a unified, specific, consistent set of communications to the world – and the message must be consistent, because it will take time the public and potential event organizers. for it to sink in with consumers. The message must be consistent across all marketing efforts (unified) but also consistent over time. You may get a. Unified. One loud voice in the marketplace is more effective than tired of the logo, the slogan or the message, but your consumers will not. a number of small independent voices. Every organization that promotes Instead they find comfort in the fact that your lure is still there, and when Stockton and the downtown needs to embrace the Events Brand and they are ready to check out your brand, it will deliver on the promise. incorporate it front and center into their marketing materials. This would Some consumers are early adapters while others have a “wait and see” include “Stockton Events, Inc” the City of Stockton, the DSA, the Miracle attitude and want validation from their friends first. Consistent communi- Mile, the Chamber of Commerce and their Conference & Visitors Bureau, cation of the brand means the information is there when they are ready to The City Arts Commission, the Parks and Recreation Department, as act. well as others. The Farmer’s Market group for example would promote themselves, but as “part of Stockton Events”. Consumers are confused Stockton wants to cement its position regionally that it is THE place to go when there are too many different messages or ways of communicating for events of every kind, and that there is always something interesting and the same thing. Every one of these organizations needs to use the same engaging available. The Brand Development Committee should work with Events promotional logo in their marketing so that there is strength to the all the marketing organizations that promote Stockton to attract visitors to message that Stockton is the place for events – where something is always Stockton through the shared Events Brand. These include: going on! • Stockton Chamber of Commerce • Stockton Conference & Visitors Bureau b. Specific. The days of listing everything you have to offer and hop- • DSA ing that visitors will come are over. Brands must be specific so that your • Stockton Sports Commission destination stands for something, becomes known for something special. • IFG Facilities Management Let’s look at a good example, Branson, Missouri. While Branson, like the • Miracle Mile Improvement Association Stockton area, is home to world-class fishing, water recreation, outlet • RTD (Rapid Transit District) malls, shopping, dining, golf, city parks, and the usual plethora of outdoor recreation, the primary lure are the 49 theaters there, making Branson the 1. Activity Guide. “live music capital of the world.” They promote the theaters and their sig- Develop a “partnership driven” Activities Guide. Stockton should shift its nature entertainers, and everything else is a diversionary activity. They are Visitors Guide to an Activities Guide (people are here for the activities) that things we can do closer to home but will do them while we’re in Branson. is formatted to concentrate on the real treasures of Stockton – those visitor But we come to Branson for the music. The good news is that 80% of visi- experiences that will make them want to go there. Only the best in events, tor spending takes place with these diversionary activities. But, you MUST attractions, activities, dining, and shopping will be invited to participate. These should be those activities and experiences that are unique to Stockton

56 Stockton, California July 2008 Recommendations

or the very best that Stockton has to offer. Updated each year, the Guide should be formatted as follows: a. Cover b. Welcome to Stockton c. One page about downtown d. One page about the Miracle Mile e. One page about the Seasons – what visitors can expect at different times of the year. f. Several pages: “Pick your passion”. This is where the events and attractions are listed by category i. Major annual events and festivals (e.g. Asparagus Festival, Bass Tournament) ii. Regularly scheduled events (e.g. Farmers Markets, museums) iii. Kids and Family events iv. Sports (a. professional and b. recreational) v. Shopping (downtown and on the Miracle Mile) vi. Dining (the best, independent, not fast food) vii. The Delta and water-related events viii. The Arts (events, public art, Haggin Museum, etc.) g. Maps – including a street map of the Miracle Mile, of the Downtown Districts and of the larger city. A public transportation map. h. Lodging

Instead of “advertising” throughout the brochure, the advertisers should be included as “partners”. Their pages, or portions of pages shouldn’t look like Celebrate! advertising, but should appear as information. Be sure not to just provide lists – each lodging, dining or shopping option should include a brief description, focused on what makes them special. 2009 Activities Guide Plenty of professional photography should be included – not just of scenic vistas, but of people enjoying themselves doing different activities throughout Stockton. Creating a cooperative Activities Guide that showcases the best Stockton attractions and activities will be a far more effective marketing piece than simply listing and including everything there is. This piece will provide specific information to visitors about what they can see and do in Stockton that they can’t see or do closer to home. Highlighting specifics gives visitors the detailed information they’re looking for that will close the sale. If a restaurant bakes the best cheesecake ever, describe it. If a retail shop sells

Stockton, California July 2008 57 Recommendations

the only summer dresses hand-embroidered to your specifications, let visi- v. Where to shop – start with the best shops, unique shops, down- tors know. People like to find the unusual, the special, and experience it for town and Miracle Mile, provide details such as unique items for sale, themselves. The brochure will show visitors that Stockton has those unique interesting displays. Include where to park nearby. attractions that they’re looking for. Each attraction should have it’s own page vi. Getting here – Start from the freeways and give specific direc- with photos and text that sells the experience in an advertorial formation tions, and again, where to park. rather than as an ad. The brochure should be full color and glossy. It should vii. Photos and videos – include both professionally created and be included on the website, where it can be viewed online or downloaded as amateur 3 minute or shorter videos of visitors’ experiences in the a PDF for printing. It should be distributed at visitor information centers and downtown, and events, dining outdoors, on the water, etc. kiosks throughout the region as well as mailed to potential visitors who call viii. Maps and Guides – Connecting to Google maps for guidance is to request information. good but not enough. Include custom made maps, like a good 3D map of the core downtown area with street names, labels of specific 2. Events Website. sites, etc. The Stockton Events organization should develop a website specific to the ix. Media and Trade – sooner or later the media will pick up on what brand. The Stockton Conference & Visitors Bureau has a very comprehen- is going on and want to write about it. Be sure you have prepared the sive website, with special sections dedicated to Events, Lodging, Shopping, photography and written stories that they will be looking for. Public Dining, Arts, Sports, etc. however much of the information is in list format. relations IS the most important form of communication in building a Just as the Activities Guide is designed more as a motivational sales piece brand. You cannot buy that kind of exposure. than as an inventory of what Stockton has to offer, so must there be a com- c. The “What to Do” link should lead you to a page where you can pelling website that provides all the details that will close the sale with the “Pick Your Season”. Provide six seasons as follows: consumer. i. Dec/Jan: The holidays a. Just like designing and building a home, it takes a team to develop ii. Feb/Mar: Winter events an effective tourism website: iii. Apr/May: Spring fling i. The architect – the site map and how it flows, what the content iv. Jun/Jul: First half of summer includes v. Aug/Sep: Second half of summer ii. The engineer – the person that develops the backbone of the site, vi. Oct/Nov: Fall events chooses the right software and writes the code. vii. Once a visitor picks their season, they can “Pick Your Passion” iii. The designer – the agency that makes it graphically pleasing which leads them to a variety of experiences available that time of iv. The maintenance crew and builder – the people that keep the con- year. Some may be featured in every season, but some will only be tent updated, fresh and always add new content. showcased in their primary season, such as the Asparagus Festival. b. Home page links should include the following: Focus on families, kids and singles groups. Give them specific ideas i. Home – with compelling large photographs and clear links. as to how to create a great social experience downtown and on the ii. What to do – visitor experiences, not just passive attractions Miracle Mile. Provide specific itineraries - don’t just list the events. iii. Where to eat – focus on the best Stockton has to offer downtown Give details; how to get group tickets, when and where to make res- and on the Miracle Mile. taurant reservations, how to transition between events and dining and iv. Where to stay – begin with the best hotels, write about them, then shopping. And don’t forget to tell them where to park. list the others d. With “Pick Your Passion,” there should be the following categories: i. The Arts (performing, visual, public art) ii. History (museums, walking tourism landmarks)

58 Stockton, California July 2008 Recommendations

iii. Events (do not include local events that only residents would be there is public parking. Include the hours of parking operations and cost. interested in. Each event should reinforce the brand perception and Indicate if validated parking applies. Also include a “road conditions” be worth a special trip.) section that is updated often so people can find trouble spots, construc- iv. Recreation (fishing, boating, golf, hiking, biking etc. Recreation that tion areas, and seasonal considerations for driving. is a special event should be listed under Events or Sports, such as h. The “Guides & Information” section includes: competitive recreation) • The new Activities Guide, a “Best of” Brochure, Hidden Treasures, v. Entertainment (Any professional entertainment should also be listed printable event calendars. All online brochures should be download- under Events. Others that would be included here would be movies, able PDF files as well. nightlife, street musicians or artisans, local theater productions, for • Reciprocal links to other organizations, local communities, attrac- example.) tions, and activity vendors, the state tourism site, airport, downtown, vi. Sports (professional sports games or exhibitions should also be etc. listed under Events.) • Local and regional contact information, including locations of visitor vii. Signature Shops (Best of downtown and Miracle Mile retail shops information centers, phone numbers, and operating hours. – shops unique to Stockton or with specialty items. You can link to i. The “Media & Trade” section would be home to: the CVB’s shopping page for local malls and run of the mill stores.) • Online Press room (one of the best in the country can be found at viii. Signature dining (the best dining experiences in Stockton only. www.exploreasheville.com and a good one to emulate) No national chains or fast food restaurants) • Meeting and event planning resources ix. Kids & Family (children’s entertainment, educational recreation, • Local media contacts and links etc.) • Tour operators x. Hidden Treasures (this would include unusual, off the beaten path • Resources for local partners (the business community, local organiza- places, or activities. Neat little places known by the locals. tions, regional marketing partners) e. In the “Where to eat,” where to stay, where to shop sections ALWAYS j. On the home page, focus on the highlights. Make a statement about promote the top-rated FIRST, once again, to support the brand percep- the things you have that are the biggest, the best (by third party endorse- tion first identified in this plan. If need be, have a third party help deter- ment, and use quotes), and truly unique to the city. mine these ratings. Do NOT just provide lists. For each there should be k. Each category should offer sample events or activities that can be an interior photo, a paragraph telling the visitor what’s so special about experienced all or most of the time. each and then details: pricing ($$$), meals open for, specialties, hotel l. Write the website focusing on specifics, not the generic. features, etc. m. Include “Did you know” online post-it notes. f. The photos and videos section should feature amateur videos as well n. Post the “Best of Stockton” brochure on the website. (See item 3. as professionally produced videos, and slide shows, by type of activity. below) Nothing sells like video clips and photos. o. Promote the best hotels first. g. “Getting Here” is one of the most important sections of the site. Show p. Work to reinforce the image of Stockton as an upscale, modern, Stockton in relationship to other major cities in Northern California and urban city with all the luxury and amenities a person would want. primary freeways. Its fine to link to Mapquest or Google maps but there q. Develop pod casts (both video and voice). Let visitors chose from should also be a regional map that shows features that Mapquest won’t many than might provide examples of what specific events or attractions have: drive times from various cities, distance in miles, the nearest com- have to offer. Pod cast could be developed for a score of attractions, mercial airports, train or bus connections to the Bay Area, etc. Include shops or restaurants and would feature one to two minute segments a good Downtown and Miracle Mile area map that shows clearly where about each of your anchor businesses downtown. An example of an

Stockton, California July 2008 59 Recommendations

excellent tourism website is the one produced by the Ashville, North Carolina CVB – www.exploreasheville.com. Read through the website to The Stockton CVB will handle the layout and design of the piece, and cover see some very good ideas; in particular the pressroom, the visitors guide, that cost. The printing cost should be divided among the participants. 70,000 and the way the site portrays the city’s brand image. should be printed, plus the brochure should be posted on the website as a PDF downloadable file, as well as be viewable online. 3. Best of Stockton. Create a “ Best of Stockton” promotional piece. Develop a new marketing 4. E-marketing. brochure that promotes specific businesses and attractions in Stockton. Using Once residents and visitors get a taste of Stockton’s great events, they’ll want strict criteria, select approximately twenty unique attractions, shops, and more. Make it easy to keep them informed about upcoming festivals, shows, restaurants in Stockton – the real gems of visitor experiences – and create music concerts, art exhibits, etc. by giving them a way to get advanced a “Best of Stockton” brochure. These would be selected on their merits, not notice (and maybe even advanced access to tickets) via email. Create on the democratically, and would be included by invitation only. The businesses Stockton Events website an e-newsletter that comes to them bi-monthly with and attractions invited to participate should be regionally recognized for their news about upcoming events, and special deals just for them. This will re- uniqueness or excellence, have been written about in a third party publica- quire state of the art website software that presents them with an online form tion, like Sunset Magazine, Midwest Living, AAA, or Travel & Leisure. They to fill out, keeps a database of names, email addresses, residential addresses, should also be open at least six days a week, including weekends, and be and interest categories that they can check, so you can deliver to them open until at least 7:00 p.m. They should have good curb appeal and be dif- exactly what it is they are looking for. You can even send them follow up ferent from what the major market can find closer to home. Lodging would surveys so you can gauge how well a certain event was received and what not be included in this publication, but retail shops, visitor adventures, dining you can change to make it even better than before. Place someone in charge and premium attractions within the city would be included by invitation. of managing the database, removing prank and bad addresses, and sorting the forms by interests, sections of the city, or other criteria. Choosing the “best” to promote can be a challenge for any local group. If there are “political” issues that make it impossible to make the selections, The application should include the following: then we recommend hiring an outside firm to come into the city to offer an a. Email Address objective selection process. You want to promote the very best in this publi- b. First Name cation. An outside firm would need to spend several weeks on site, sampling c. Last Name all the restaurants, shops, attractions, as well as doing research. d. Address (optional) e. City These brochures would be given away at Visitor Information Centers and f. State given to every hotel guest. When visitors check into the hotel, they’re provid- g. Zip ed with a copy. This publication would be a true public/private partnership. h. Country Each business that is included would be responsible for their page, both in i. Phone (optional) terms of cost and content. They would need to help with writing about their j. Fax (optional) business and providing professional photography. Each page should promote k. Would like to receive newsletter? Yes/no one business, and they need to provide specific details about what makes l. Interest Categories them unique – what do they offer that is the best? They need to include loca- i. Arts & Crafts tions, operating hours, and anything else a visitor would need to know. The ii. Performing Arts photography should be stunning. iii. Music/Concerts

60 Stockton, California July 2008 Recommendations

Bestof Bestof

Best places to dine, see, stay #17 and celebrate

Lorem ipsum dolor sit amet, consectetuer IPSUM DOLOR SIT: adipiscing elit. In vehicula. Nunc orci leo, LOREM IPSUM DOLOR SIT AMET, fermentum sed, hendrerit tincidunt, fermentum quis, neque. Proin sit amet tortor id dolor molestie sodales. Proin vehicula suscipit arcu. Morbi pretium. Ut Dipiscing elit. In vehicula. Nunc orci leo, justo. Aenean porta augue at nisi. Aliquam fermentum sed, hendrerit tincidunt, sed quam aliquet tellus ornare viverra. fermentum quis, neque. Proin sit amet Suspendisse tincidunt dignissim ante. Duis tortor id dolor molestie sodales. Proin aliquam sapien in massa commodo blan- vehicula suscipit arcu. dit. Proin et est sed turpis dapibus semper.

Nam facilisis leo ut enim ultricies viverra. Phasellus varius massa id lorem venenatis convallis. Duis a est. Fusce non tellus sit amet urna aliquam pharetra. Sed risus dui, vestibulum nec, bibendum at, sagittis sit

“Best of” Guide: cover and interior spread.

Stockton, California July 2008 61 Recommendations

iv. Professional Sports 1. Baseball 5. Online Event Pressroom. 2. Indoor Football The Stockton Events website is also an important place to recruit outside 3. Hockey events. It would be impossible to have enough staff or money to internally 4. Soccer put on all the events needed to make Stockton the event capital of the v. Events/Festivals Central Valley. Instead, by providing superior locations, facilities, opera- vi.Attractions tional support, management, marketing assistance and permitting assistance, vii. Nightlife & Entertainment Stockton can attract outside event producers to bring their events to the viii. Dining/Restaurants downtown and Miracle Mile. The Online Event Pressroom is where Stockton ix. Shopping makes that pitch to event organizers. Rather than just listing all the facilities x. Lodging that are available, with a price list, Stockton must “sell” the whole package: xi. Special Deals/Packages Why the locations are great, how flexible the facilities are (including what m. Want to receive information from other providers. Yes/no you are prepared to do or not do, power supplies, water, movable equipment you can offer, garbage detail, union or non-union help, police/traffic Be sure to make clear that you have a privacy policy that will protect them participation, security requirements, etc). How you will help market the event from receiving other emails, unless they indicate otherwise. will also be a big item of interest to event organizers. You should be prepared to help them obtain sponsors, link them up with hotels for packaging, The Stockton Newsletter needs to be professionally produced, and made and give them a temporary local office to work from during the event. available on the websites of Stockton Events, the DSA, the Chamber of Commerce, the Conference and Visitor’s Bureau and the City website. The The Online Event Pressroom should include the following: newsletter content must be engaging, keeping the reader browsing through it a) Several good photographs of the location, the facilities both during as long as possible. In addition to listing events by date for the next several its use for other events, and as empty space. months on an Events Calendar, engage the reader with contests they can en- b) Diagrams and measurements showing the size of the space, and the ter, information about event partners like hotels that are offering special rates locations for power, water, sewage, restrooms, etc., like a plat map or for event-goers, stories about the next rock band that is coming to town, and blueprint. the like. Each newsletter should have links to the site’s What to Do, Where to c) Capacity numbers for event locations, including seating capacity. Eat, Where to Stay and Packages & Deals sections. d) A description of the kinds of assistance Stockton Events is capable of providing For each event listed in the Calendar, devote a single page to the details. Include a photo or photos of the last version of the event, the date, the time 6. Press Room and the exact location with a link to a map that shows the location. Show Stockton needs to develop a first-class “press-room” online. This is the place them where to park and what it will cost. Not knowing how convenient the that contains resources, news, and assistance for the media. Cultivating the event is can be a big deterrent to going at all. Be sure to link to the spe- media is an important task, as you want them on your side in communicat- cific event’s own website if it has one, and make the page printer friendly. ing the brand. The press can be cynical, particularly the local press, which Another good thing to add are testimonial statements of previous event at- will have covered all the bombastic pronouncements previously made that tendees, or even short video clips of people at the event. Nothing sells like things in Stockton are going to get better, only to see that nothing changed. video, and third party endorsements. Delivering on the promise is as important for the media as it is for the consumer.

62 Stockton, California July 2008 Recommendations

5. Other interesting information. The pressroom should have several pages, each of which are devoted to spe- e) News release page – include a running log of all news released that cific items that will make it easier for the press: you develop in PDF format so they can be downloaded. Be sure to show the date of the release. a) Public Relations contact page – list several contacts and include their photo. The press is generally under deadline, and if they cannot reach f) Full Fact Sheet page – more extensive than the “interesting facts” in one person instantly, they need access to another. It may be your only the Press Kit, this page would contain an extended list of facts about ev- chance to weigh in on an article they are writing, or to get free publicity ery facet of Stockton, Downtown Stockton, the Miracle Mile and other lo- for an upcoming event. cal subjects. Here is where you list historical facts about the community.

b) Story ideas page – don’t wait on the press, write up your own story g) Press Trip page – some out of town writers will want assistance ideas as “prompts” for the press to pick up on. These can be about the in making arrangements to visit and write about Stockton or a special music scene, art, food and special cuisine, visitor interactive experiences, subject in Stockton. This page allows prospective writers to request help for example. Makes sure they know where to go on the website to from Stockton Events or the CVB or DSA in planning their trip, making download photos that go with each story idea. the right connections with local stakeholders, or gaining access to particular events. They may also be looking for financial assistance or some c) Photo gallery page - a picture IS worth a thousand words, and proin-kind consideration. This is the mechanism for them to make their viding great photography is extremely important. Don’t just gather up requests. amateur photos from all the agencies in town and post them. Think carefully about how you want to position each subject. You will need even- h) Media coverage page – this is where Stockton gets to post the media tually to script a number of photos and hire professional photographers coverage they receive from the press. It allows the press to see what’s to go shoot them. Some photos should have “models” in them relevant been covered and in what manner. List the stories by year and month to your target market. Others can be candid shots of events and visitors and if possible include links to the actual story source, and photos. having fun, but shot by a professional who knows how to frame them. All of them should be available in high-resolution digital format. Present 7. Videos and Slide Shows. the photos online in low-resolution and then have them register online Consumer expectations have gone beyond flash-driven slide shows on for the high-resolution versions. This way you know who is receiving destination websites. Their experience with YouTube and Google video has them, and they will agree to use them for editorial purposes only, assign created an expectation of cool videos covering a range of subjects about proper credit and not be sold or used commercially elsewhere. The same the destination. They want to see professionally produced vignettes of their should be done for your logo graphics. Be sure to group your photos by special topics of interest, but they also want to see amateur videos which subject so they can be researched easily. have greater credibility because they represent third-party assessment of what Stockton really has to offer. A combination of the good amateur videos and d) Press Kit page – this page should contain background materials that your own professional efforts is needed. Photos are also welcome, and some can be inserted into any story or article viewer-produced photos should be included. Be sure to get written permis- 1. Interesting facts about Stockton sion from the authors of both video and photos. Creating a supply of videos 2. History and Statistics and photos from which to chose can be done through local contests, where 3. Climate and weather the winner’s efforts are acknowledged and featured on your website. 4 Six season variations information

Stockton, California July 2008 63 Recommendations

Implementation: Stockton Events, Stockton CVB, DSA

Approximate Cost: 1. Activity Guide: $30,000 first year, $20,000 annually thereafter 2. Events Website: Up to $50,000 3. Best of Stockton promotional piece: Depends on private participation 4. E-marketing: Part of the website cost 5. Online Event Pressroom: Part of the website cost 6. Pressroom: Part of the website cost 7. Videos & Slideshows: $30,000

Possible sources of funds: Stockton Conference & Visitors Bureau DSA Public grants

Timeline for implementation: 2008

Rationale for the recommendation: Stockton needs to put its best foot forward in attracting visitors, by promoting the best it has to offer. Promoting specific attractions and businesses is far more effective than promoting general “unique shops, great restaurants, and fun attractions.”

When you let the visitor know about specifics, it’s much easier for them to “catch the vision” and imagine themselves in your city. Specific places to see and things to do give the visitor a compelling reason to come. Those attractions that are “best in class” and set the bar for performance should be included. Remember the “brand promise” that promotes Stockton as a modern, upscale, urban city with all the quality events and amenities you’d find in other major urban markets. To earn this brand, you must promote those things that elevate the perception of Stockton.

64 Stockton, California July 2008 Recommendations 8ADOPT ORDINANCES FOR THE ENTERTAINMENT DISTRICT

Description Implementation timing We recommend that the City adopt or review ordinances that would apply to 2008 the Events and Entertainment Districts: Rationale for the recommendation 1. An ordinance for sidewalk dining already exists. Sidewalk dining adds Sidewalk Dining Ordinance: The ordinance provides standards and control considerable character to the assortment of any community’s restaurants. of outside dining on public property. Only temporary structures are allowed Sidewalk cafés provide open-area dining on public sidewalks. Sidewalk cafés in sidewalk rights-of-way. The City should adopt an ordinance permitting res- are not permanent installations. Virtually every popular downtown pedestrian taurants to operate sidewalk cafés in the downtown district, thereby improv- destination provides for the ambiance of outside dining. Stockton has the ing it’s downtown dining ambience. climate that allows outside dining for a good part of the year and needs to encourage it. We’ve included a comprehensive sidewalk ordinance that may See the Supporting Documents section for “Sidewalk Café Design Guidelines contain useful ideas that could be applied to the existing ordinance. and Standards”, Street Performers Guidelines” and a “Peer-driven Retail Sign Ordinance” 2. An ordinance allowing and regulating street performers. Street performers provide a valuable public service that can enhance the character of any downtown and provide an immediate jump-start to help establish its events and entertainment brand. Street performance may include acting, singing, playing musical instruments, pantomime, juggling, magic acts, dancing, reading, puppetry, and other activities that attract the attention of the public.

3. Peer-driven retail sign ordinance. Establish a retail signage and outdoor display review board comprised of downtown property and retail shop owners. A Sign Review Board should be created to protect the aesthetic integrity and maintain a consistent and complimentary design scheme for commercial signs within the downtown district. This board would be charged with reviewing and approving sign design, providing display guidance for other businesses, and enforcement.

Implementation City of Stockton – City Council

Approximate cost No specific costs

Possible funding sources No funding required

Stockton, California July 2008 65 Recommendations

66 Stockton, California July 2008 Recommendations

CREATE AN EVENTS COMMISSION TO DEVELOP AND RECRUIT 9ACTIVITIES IN SUPPORT OF THE BRAND

Description The second role is to change the municipal culture to a “can do” attitude The Events Brand is a promise that must be delivered. In fact, Stockton about staging events downtown. This will require reducing permitting fees, should not even use the brand logo and slogan when the first few events are relaxing rules for private or public security personnel at events, having a developed and executed. A succession of events must be in place in order one-stop shop for permits, removing facility rental fees (something the city for the brand to be considered legitimate. The Events Brand is not what YOU already does for some events by co-sponsoring the event,) clean-up fees and say it is, it’s what the consumer says it is, so delivering a consistent stream of generally figuring out ways to make the events possible. There is no cohesive events of all types is essential. Making this happen is not a part-time exercise event application that outside promoters can use when applying to hold an or for amateurs. Here is what needs to happen: event downtown. Until now, the DSA has been the facilitator to work event producers through the process. The Events Commission is going to have to 1. Stockton needs to create an Events Commission, fund it, staff it with expand the capacity of facilitating additional events. The City of Stockton professionals, and give them a free hand to use the stellar city venues for needs to make the process much easier to navigate. This means having the event locations. The Commission needs the freedom to move fast, dream big, same standard answer to similar questions. Currently the answers are often creatively negotiate, and partnership when possible. This means it should be different depending on which department is asked. Events in the downtown a separate, non-profit corporation unfettered by city government regulations should not be considered as a revenue source. Rather, they are the lure to at- about money, unions, employment, and other factors that don’t exist in the tract diversionary spending. City revenue will be generated through taxes on private sector. This does not mean they don’t keep financial records or get the consumer’s retail expenditures. audited, but it does mean they keep as free from bureaucracy and politics as possible and that their decisions are based on what works, not sentimentality 4. The Events Commission should be comprised of no more than seven com- or political pressure. missioners, and should have representatives from the City Parks & Recreation Department, the Stockton Sports Commission, the Miracle Mile Association, 2. The Events Commission, or even the city at large, cannot hope to finance Stockton Tourism Business Improvement District, and Stockton citizens with and create from scratch all of the events that will be needed, both large and experience in the events and festivals industry. Staff members need to have small. They should concentrate on directly producing only one or two huge, multiple skills. They should have experience in creating unique festivals, signature festivals or events each year. Their primary goal is to create a physi- raising funds, marketing events, and event operations. Especially critical is cal and operating environment within Stockton that allows them to invite and experience and a talent for developing sponsorships for events. Learn about attract outside event producers to bring their events to Stockton because it is potential sponsors, their company culture, their immediate needs, and their the best place to hold them. Essentially, this is leveraging Stockton’s existing hot buttons. Creating a win-win for both the sponsor and the event requires facilities to their highest and best use. developing a sponsorship proposal filled with added value and benefits to the sponsor, descriptions about the event’s audience, exclusivity, and creative 3. The City government’s big role in the brand is twofold: Making Weber ways to deliver exposure. Point, DeCarli Square, Banner Island Ballpark, Stockton Arena, Miracle Mile, the new Marina, Stockton Channel, downtown streets, and the Bob 5. A wide variety of events are required so that there is something for every- Hope Theater all available to the Event Commission for scheduling. Right one in the downtown over the course of a month or two. Most of the events now there is no coordination between calendars – the Arena, the Ports, the should attract between three and six thousand people. This is an optimum Sheraton – all maintain their own events calendars and there are major infra- size for creating enough excitement while maintaining manageability. structure management challenges with parking and facility booking.

Stockton, California July 2008 67 Recommendations

Examples of the types of events that should be recruited include: 37. Outdoor chess tournament 38. Hunting/fishing expo 1. Running events – 5k, 10k, half marathon, marathon 39. Art walk 2. Triathlon 40. Street fairs 3. Cycling races/events 41. Renaissance Fair 4. Outdoor movies 42. Cinco de Mayo festival 5. Golf tournaments 43. Film festivals 6. Rodeo 44. Jazz/Bluegrass Festivals 7. Charity auctions 45. Auto shows 8. Skateboarding shows/competition 46. Motocross 9. 4th of July fireworks show 47. Classical music/symphony in the park 10. Christmas Tree lighting, Nativity scene, Christmas lights show 48. Book Fair 11. Circus 49. Ethnic festivals 12. Baseball/softball tournaments 50. Holiday parades 13. Soccer tournaments 51. Green living/Earth day expo 14. Tennis tournaments 52. Horse show 15. Antique show 53. Family expo/kids day 16. Poetry readings 54. Shakespeare Festival 17. Health and wellness fair 55. Flea markets 18. Sports and fitness expo 56. Annual Easter egg hunt 19. Storytime in the park 57. Winterfest 20. Flower and garden show 58. Collectors and hobby festivals/shows – scrapbooking, quilting, knit 21. Home show ting, painting, doll collectors, etc. 22. Boat show 59. Kite festival 23. Home buyers expo 60. Oktoberfest/Harvestfest 24. Children’s theater 61. Industry-specific conferences/tradeshows – medical, technology, 25. Puppet shows manufacturing, industrial, agricultural, etc. 26. Chinese New Year celebration 62. Sci-Fi/Star Trek/etc. conventions 27. RV show 28. Stand up comedy/improv show 6. In addition to calendared events, the Events Commission needs to create a 29. Bridal shows festive environment when specific events are not happening. Bring street mu- 30. Travel expo sicians, vendors, and artisans downtown every weekend of the year. Create 31. Kids day camps special gathering places at Weber Point and throughout the Entertainment 32. Fashion shows District where small groups can congregate to watch musicians or artisans at 33. Halloween haunted house, trick or treating work. Create sections of Weber Point that have permanent or semi-permanent 34. Job fairs structures for vendors selling art, or books, or handicrafts. Set up vendors 35. Book signings along the shoreline of the Marina or Weber Point that will rent paddleboats, 36. Karaoke and open mic canoes or kayaks. Support the organization of a dragon boat club or a

68 Stockton, California July 2008 Recommendations

rowing club, provide them with a place to keep their equipment, and help large and small, indoors and out, all year long. The focus needs to be on them recruit regional and national competitions in Stockton Channel. downtown venues – the Arena, Weber Point, DeCarli Square, The Bob Hope Theater, the Miracle Mile – close to the entertainment district where there are 7. Make the Farmers Market move to Weber Point (see Recommendation #5) additional opportunities to hang out and spend money. happen. Event production will require ongoing planning and administration by a 8. Work with a major concert company to produce concerts in Weber Point, newly created non-profit corporation -“Stockton Events”, with a staff of four the arena and other areas in Stockton. Create a database of clubs and orga- professionals and an administrative assistant. Additional part time employ- nizations in Northern California that can be recruited to hold their events in ees will be required during larger events. The Staff should include an event Stockton. director – responsible for the recruitment of events and overall management, a sponsorship recruiter, event marketing professional, and an operations Implementation manager. City of Stockton, DSA, Stockton Chamber of Commerce/Conference & Visitors Bureau It would be impossible for the non-profit corporation to create and put on all of the events needed to fill the calendar. The role of Stockton Events is to Approximate cost convince event planners to hold their events in downtown Stockton because Staff funding - $385,000 per year of its superior venue, facilities, operations, management and marketing. Operating Budget - $200,000 per year Success of events lies in nine areas, and the Event Director will need to be Possible funding sources mindful of each of them when recruiting events into the downtown Contributions from the City of Stockton, DSA, Chamber, CVB, Miracle Mile BID, Private contributions, fees, sale of retail logo items. The product: The event should be of high quality, regardless of its size. Old events need to be rethought and refreshed. Events should be unique or have Implementation Timing a unique feature, so that it’s not a “been there, done that” experience. The Spring, 2009 events should have a local appeal. “Will it attract a good local crowd?”

Rationale The price: Take into consideration the financial demographics of the target Downtown Stockton presently lacks key elements necessary to attract resi- audience. Will there be an entry fee? Is the cost of food, rides, and entertain- dents and visitors and their consumer spending. The central missing element in line with expectations? How many attendees are needed to ‘break ment is a “lure” that offers a downtown experience that is active and ever even” on the cost of the event? changing: in other words, a reason to visit downtown multiple times. The recommended lure for downtown Stockton is an annual series of entertaining The place: This is where Stockton’s downtown can really shine. The Weber events located primarily at Weber Point, DeCarli Square and the Miracle Mile, Point venue alone is a fabulous site on the water, in the midst of downtown and secondarily at other locations such as the Arena, Bob Hope Theater and for any outdoor event. Better signage for parking, a working trolley, and city parks. Events offer visitor experiences that are distinctive and engaging. diversions in the entertainment district are all-important to making the place Fulfilling the brand promise is of critical importance in building credibility. attractive to event planners. In Stockton’s case, the promise is that there is something interesting to see and do in the downtown any given day. This will require a variety of events,

Stockton, California July 2008 69 Recommendations

Public relations: Stockton Events should be prepared to offer superior public relations results for events it attracts. Better than advertising, public relations is how others perceive of your events, not what you say about them, and can make or break the success of any event.

Positioning: Stockton Events can help any event planner make a success of their event by providing advice on how best to position it. Local research, intuition, evaluation of pervious events, and just knowing the needs of the target market can help position an event in the best way to attract attendees.

Partnership: Stockton Events should strive to develop long-term partners whose brands are compatible with the events they are helping to sponsor.

People: The quality of the front line people will be noticed and interactions with event attendees can be the difference between a successful event and a mediocre one.

Packaging; If the value of packages makes sense to the consumer, they will bring additional people and could be the margin that makes an event profitable.

Programming & Planning: Planning really shows at events. Are schedules maintained? Is there enough food for sale? Does the music meet the crowd’s expectations? Are there enough activities? Is there a contingency for bad weather? Successfully addressing these issues only comes from good planning.

Stockton Events will want to develop a good understanding of competitive regional destinations and their events, so they can do it differently or be better.

70 Stockton, California July 2008 Recommendations HIRE URBAN PLANNING EXPERTISE TO CREATE A DETAILED AND COMPREHENSIVE 10EVENTS AND ENTERTAINMENT DISTRICTS IN DOWNTOWN STOCKTON

Description the Entertainment District. Recent development of the Cinema complex and Downtown Stockton has an unparalleled waterfront location for events in the the Coy parking structure within this district has already begun the process. 9-acre Weber Point Event Center and the 2-acre DeCarli Waterfront Square. These create a recommended event district that constitutes the primary place • Marina District – The development of a new marina and waterfront prom- for the lure – events. While events will take place elsewhere, this would be enade on the south side of Stockton Channel will create a Marina District, a the most important venue. As important, adjacent to the event district is a special niche lure for the Delta sport-boating population. 12-block section of the downtown that is poised to become the entertainment district. This district would house the bulk of the diversions where • Government and Financial District – Immediately to the south of the enter- event-goers would spend additional time and money. tainment district is the well-established government and financial district. The new courts administration building, the new city hall, major banking centers The City of Stockton should hire an urban planning firm to assist them in and the judicial courts anchor this district. The Bob Hope Theater is located detailing the development of the several districts we’ve identified, with a in this district, which is just fine. It’s restored magnificence alone is enough concentration on the build-out of the Events District and the Entertainment to draw the entertainment crowd to events even though it is outside the core District. entertainment district.

The identified districts and their boundaries are indicated on the next page. Adjacent to the Entertainment District on the east side is the newly created transit center, providing public transportation connections to all of these dis- The districts planning project should address the following: tricts and from the greater metropolitan area.

1. Refine and define the boundaries of each district, and specifically where 2. Specify for each district the application of recommended ordinances: any “gateway” identifiers of each district should be located, as follows: Sidewalk Dining, Street Performers, Retail Sign Standards.

• Events District – Downtown Stockton has an unparalleled waterfront loca- 3. Specify in some detail the retail business mix that is desirable in each dis- tion for events in the 9-acre Weber Point Event Center and the 2-acre DeCarli trict to support that area’s primary purpose, and the events brand overall. Waterfront Square. These together create a recommended “Events District” that constitutes the primary place for the lure – events. While events will 4. Identify the location of and the design of pedestrian walkways within each take place elsewhere, this would be the most important venue. district and especially connecting all the districts that promote visitors to explore all of the downtown. • Sports District - The Sports Arena and Ballpark form a Sports District that is also a major lure bringing consumers into the downtown. 5. Identify and locate types of beautification – street trees, planter boxes, street benches, fountains, public art, public gathering places and venues for • Conference District – Next to the Sports District is an emerging Conference street performers. District anchored by the new Sheraton Hotel and conference center. This area is positioned to be another lure to the downtown area. 6. Create an initial demonstration area for the remix of destination retail, dining and entertainment. One or two blocks on both sides of the street should • Entertainment District – Supporting these three districts with diversionary be identified for early conversion to destination retail. This will focus a criti- activities is the 12-block section of the downtown that is poised to become cal mass of diversions that will attract consumers and be an object lesson for other property owners within the district. The demonstration area should

Stockton, California July 2008 71 Recommendations

be selected based on the willingness of the property owners to invest in Seawall Park. This location will help to bind the downtown districts their own buildings with physical improvements and the right kind of tenant together at the pedestrian scale. It provides for pedestrian traffic flow di- leases. rectly between the sports complex and the Marina District with its hotels and shops, and it allows a circular route connecting the north and south 7. Identify the feasibility of converting Channel Street between Hunter and waterfront promenades and Weber Point. San Joaquin Streets into a pedestrian only entertainment block. Retail and dining would dominate on this block in the Coy Parking Garage retail space 11. Design permanent, aesthetically pleasing structures at Weber Point for the and the small buildings to the north. Farmers Market and semi permanent stalls for art, books, and crafts.

8. Conduct a “highest and best use” analysis of the Delta Station Post Office 12. Locate the placement of iconic geysers in Stockton Channel near DeCarli block. Rather than keep this property on the public rolls through a transfer Square. Floating, anchored fountains with submerged pumps and monitors from the federal government to the city, this strategic location should be for wind, can shoot geysers 92 feet into the air, lit at night by up to nine 500 placed back on the tax rolls with urban condo units, parking and first floor watt spot lights. retail and office space. Providing market priced urban housing for the retired boomers that can help sustain the entertainment district will be important. 13. Consider developing additional fountains accompanied by fire, choreo- graphed music and lights for nightly shows during the peak summer season 9. Work with Wells Fargo Bank to explore a public private partnership for and during special events. converting the block bounded by Center, Miner, El Dorado and Lindsay Streets into a mixed-use complex with first floor dining and retail, parking 14. Add a floating stage in Stockton Channel with upland seating at Weber and market-priced condos or apartments above. Point.

10. Develop a traffic and street plan that considers a significantly higher daily 15. Reconfigure the stage at Weber Point into a true amphitheater. volume of pedestrian traffic in the downtown corridor, and creates safe passage for pedestrians traversing major streets and moving between and within Implementation the districts. For example: City of Stockton, Downtown Strategic Alliance a. Narrowing Center Street and El Dorado between Oak Street and Weber Avenue. This would be essential in accommodating large crowds Approximate cost traversing from Weber Point to the Entertainment District and DeCarli $150,000 for the plan Square, pedestrian traffic from the Marina promenade to the Hotel Stockton, fans from Stockton Arena and the Sheraton Hotel to the Potential source of funding Entertainment District. City of Stockton Redevelopment funds - contingent on the creation of a b. Consider narrowing Miner Avenue between Center and Sutter Streets Merged Waterfront Redevelopment Project Area. to more safely accommodate pedestrian traffic from the north side of the DSA funds Entertainment District to the south side. I c. Providing for a left-hand vehicle turn from eastbound Weber Avenue Implementation timing onto Hunter Street for the Downtown Trolley. 2009 d. Develop a feasibility and cost proposal for construction of a pedestrian bridge across Stockton Channel from Van Buren Street to the North

72 Stockton, California July 2008 Recommendations

3 8

8 5 1 Entertainment District

2 Conference District 7 7

3 Sports District

4 Events District 6 5 Marina District

6 Government/Financial District

7 Fountains/Geysers

8 Mixed-use market residential

Stockton, California July 2008 73 Recommendations

Rationale for the recommendation Stockton has too little to offer residents and visitors in the downtown for entertainment, dining and destination shopping, particularly at night when most spending takes place. Stockton needs to create a gathering place downtown, filled with shopping, dining, and entertainment throughout the day, and particularly, in the evening. With its growing inventory of downtown hotel rooms, providing entertainment and things to do in the evenings would give a real reason for people to choose to stay in the downtown, as opposed to near the freeway, where they can quickly access Lodi, Manteca, or the local shopping malls.

Downtown has good “bones” with its new Cineplex, Arena, Sheraton hotel, and planned Marina and promenade development, but so far the city has not been able to create a pedestrian-based critical mass of retail shops, entertainment, and dining. Visitors won’t be lured downtown until there is a good reason for them to go there, and providing things to do in the evening will remedy that.

This Phase of the Master Plan for downtown will begin the process for transforming the downtown core and creating an entertainment district. This phase will begin the two-block demonstration project – the small-scale area – to concentrate the efforts, and show visible results quickly. In order to create the downtown entertainment district, there needs to be a rearranging of the retail mix. This requires making street front retail space available to build the critical mass of destination retail, not local services. Other areas of the downtown need district designations so that services and activities of a similar nature begin to gather together. Planning of this process is required. The planning firm would take the lead in doing this preliminary work.

74 Stockton, California July 2008 Recommendations 11MAKE PUBLIC RESTROOMS EASY TO FIND, AVAILABLE AT NIGHT AND MAINTAINED.

Description good impression. This alone could determine whether or not a visitor thinks Many establishments in the downtown districts or on the Miracle Mile will downtown Stockton is ready for “prime time.” provide restroom facilities for their clients. Not only is this a legal require- Implementation ment in some cases, but also it makes good business sense. Keeping clients City of Stockton present and spending money is the goal, and providing clean restrooms helps make that happen. However, the downtown Events district is primar- Approximate costs ily a public space, and the Entertainment, Sports and Marina districts are all To be determined based on a pedestrian scale. That means a lot of pedestrian traffic is in public areas within and between these districts. The Miracle Mile strip also relies Possible funding sources on pedestrians strolling the avenue once they are parked. Public restrooms City of Stockton CIP are essential because visitors are not necessarily in private establishments that have restroom facilities. In spite of interest and intention on the part of Timeline for implementation visitors, if they must get in their car and leave the area to find a restroom, the 2009 odds are great that they will not come back, and may not bother to return at another time as well. Public restrooms need to meet the following criteria: Rationale for recommendation One of the most fundamental visitor amenities is the availability of clean 1. Ultimately, restrooms should be spaced no more than three blocks apart. public restrooms. They are particularly important in pedestrian-oriented Visitors should not have to walk more than a block and a half to get to a downtown areas. We recommend that the City develop new restrooms as restroom. needed as a part of its downtown revitalization project. The restrooms should be identified by prominent pedestrian scale street signage. 2. Restrooms need to be clearly marked and there should be frequent signs directing visitors toward accessible restrooms. If freestanding, the restrooms should be developed in an architectural style that is complementary to the existing downtown architecture. They should be 3. Restrooms must be available most of the 24-hour period, and especially ADA compliant, include multiple private stalls, infant changing tables, exte- between the hours of 6pm and 1 am. The evening period is a critical one for rior lighting, and landscaping. expenditures on entertainment and will make or break the economic success of the downtown. Maintenance of these facilities is one of the litmus tests of how visitors will think about your community. These restrooms need to be well maintained at 4. Restrooms need to be maintained in a sanitary manner. The only thing all times, and if necessary, patrolled to keep vagrants from “adopting” them worse than no restroom is a badly maintained one. for their own purposes.

5. Restrooms need to be safe. Police need to frequently patrol the areas to prevent them from becoming places of crime.

The public events area of Weber Point is its own special case when it comes to restrooms. There are no other options than what the city provides onsite. It will be important that the “restroom experience” leaves visitors with a

Stockton, California July 2008 75 Recommendations 12Begin to use the Logos for the new brand.

Description DSA Here are our recommendations regarding the use When: When the Events Brand is developed of the different logos for the organizations in- enough to deliver on the promise volved in the marketing of Stockton as the Events Who: DSA City. Where: on stationary, business cards, website, and organization collateral, press releases, etc. Primary Stockton (marketing) Logo: When: at a point when you can deliver on the StocktonEvents, Inc. promise of events When: When the Events Brand is developed Who: All marketing organizations concerned with enough to deliver on the promise the downtown or Miracle Mile Who: StocktonEvents, Inc. Where: on websites, in collateral, in advertis- Where: on stationary, business cards, website, and ing, outdoor media and banners, and wayfinding organization collateral, press releases, etc. signage. Wayfinding Application: City of Stockton (municipal) Logo: (see image, next page) When: phased in as the Events Brand becomes a When: as wayfinding signage is designed, fabri- reality cated and installed. Who: City of Stockton municipal use only Who: The City of Stockton Where: on municipal signs, stationary, vehicles Where: around the city as provided for in the and other public property applications. Wayfinding System plan

Stockton Chamber of Commerce: Implementation When: When the Events Brand is developed Each specific organization enough to deliver on the promise Who: The Stockton Chamber of Commerce Approximate Cost Where: on stationary, business cards, website, and None organization collateral, press releases, etc. Possible Funding Sources Stockton Conference & Visitors Bureau None required When: When the Events Brand is developed enough to deliver on the promise Timeline for Implementation Who: The Stockton Conference & Visitors Bureau 2008, and as noted in description Where: on stationary, business cards, website, and organization collateral, press releases, etc. Rationale for the Recommendation Every credible book on the process of branding will always tout the fact that you never build brands, develop identities, and marketing tag lines

76 Stockton, California July 2008 Recommendations

Wayfinding Concept

Stockton, California July 2008 77 Recommendations

Downtown Pole Banners using focus groups. A focus group consists of a number of people sequestered in a single room and they discuss and look at identities and concepts as a group. When people “discuss” concepts and creative types “sell” the concept to those in the room, you end up with a watered down, generic, all things to all people identity and tag line, which often needs explaining.

Yet when these marketing messages end up in ads in Smithsonian or Sunset Magazine, how are you going to explain what the logo means? How are you going to discuss or explain to, potentially, millions of readers, what it means?

This is an ineffective process since readers, viewers and others will size up the perception of the logo and tag line in mere seconds. The first impression, the first glance has to “close the sale.”

Instead of using a sequestered focus group, the DDI CommunityBrand™ process uses a group of 65 to 100 people from around the country who are asked for their first impression - which identity says something about the community, and which one best portrays the message we are trying to get out there, and finally, which identity would most make them want to visit the city. This is done via e-mail so there is no discussion or focus group effort.

Our testing panel is made up of the following people: Geographic: The testing group resides in 18 different states across the country.

Demographic: The group includes people in their 20’s (single and mar- ried), 30’s (young families), 40’s & 50’s (couples, families, empty nesters) and people in their 60s and 70s.

Psychographic: About half the group is professionals in the branding, advertising, and marketing industry, or hold management positions in destination marketing organizations.

The other half includes travelers: people not working in the travel industry, but who like to travel. Some include “girls weekends out,” those who travel with friends and/or family, family-travel, couples, and even include fliers, private auto travelers, and RV’ers.

78 Stockton, California July 2008 Recommendations

Events Website

Local group: We use a local group of stakeholders that we test the identities with as well. This way we can gauge how locals see the concepts compared to those outside the community. Because identities are created to attract visitors, Celebrate! Search we weight the visitor selections higher than the local selections. HOME VISITING LIVING HISTORY SPECIAL EVENTS DOWNLOADS RESOURCES GETTING HERE HOWEVER, if the locals overwhelmingly “vote” in one direction, then we take another look at the overall messages, since we do need local buy-in.

It is VERY important to remember that logos and tag lines are NOT brands and it’s very easy for people to get hung up on graphic images Here, there is always a and text. Brands are built on product, not logos reason to celebrate! and slogans. Logos and slogans (or tag lines) Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Mauris placerat are simply marketing tools used to support the imperdiet ligula. Sed eleifend massa luctus est. Morbi porta lectus non sapien. Donec justo. Ut vitae sapien quis neque sollicitudin commodo. Proin sed tortor. brand. Additionally, brands must be earned. You Cras mattis, velit adipiscing consectetuer pellentesque, never roll out a brand until you can deliver on the Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Mauris placerat promise. imperdiet ligula. Sed eleifend massa luctus est. Morbi porta lectus non sapien. Donec justo. Ut vitae sapien quis neque sollicitudin

It is nearly impossible to develop logos and slo- Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Mauris placerat gans and get even 70% local buy-in, and so this imperdiet ligula. Sed eleifend massa luctus est. Morbi porta lectus non sapien. method provides a way to get a consensus based on a variety of demographic, geographic, and SPECIAL DEALS AND PACKAGES TRAVEL ARTICLES psychographic cross-section of people - weighted Donec justo. Ut vitae sapien Family friendly lodging qui sUt vitae sapien to your customers - the whole reason for develop- Lorem ipsum dolor sit amet, consectetuer adipiscing elit. ing this plan. Mauris placerat imperdiet ligula. Sed eleifend massa CDonec justo. Ut vitae sapien FEATURED EVENTS qui sUt vitae sapien This recommendation clarifies how the various Performing Arts Exhibition to commence July 6th. Donec justo. Ut vitae sapien logos and slogans should be used, when they qui sUt vitae sapien Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Mauris plac- should begin being used and by whom. erat imperdiet ligula. Sed eleifend massa luctus est. Morbi porta lectus non sapien. Donec justo. Ut vitae sapien quis neque sollicitudin com- CDonec justo. Ut vitae sapien modo. Proin sed tortor. Cras mattis, velit adipiscing consectetuer qui sUt vitae sapien pellentesque,

Stockton, California July 2008 79 Recommendations

Advertising concepts

Celebrate Celebrate MUSIC SPORTS

For the complete list of ways toCelebrate in Stockton For the complete list of ways toCelebrate in Stockton this weekend, log onto www.CelebrateStockton.com this weekend, log onto www.CelebrateStockton.com

80 Stockton, California July 2008 Recommendations

Advertising concepts

Celebrate DINING

Celebrate

For the complete list of ways to Celebrate in Stockton this weekend, LIFE log onto www.CelebrateStockton.com For the complete list of ways toCelebrate in Stockton this weekend, log onto www.CelebrateStockton.com

Stockton, California July 2008 81 Recommendations

Municipal logo applications

82 Stockton, California July 2008 Recommendations DEVELOP AND PLACE KIOSKS AROUND STOCKTON 13TO DRIVE BUSINESS DOWNTOWN.

Description Implementation Next to wayfinding, the second most important “connecting the dots” initia- Stockton Chamber of Commerce/Conference & Visitors Bureau. Approximate tive is to develop freestanding and wall-mounted visitor information kiosks at cost various places throughout Stockton. $3,000 to $4,000 each. The number of kiosks to be determined as part of the There should be a single design, so visitors will easily recognize them, and wayfinding system program. each would showcase activities near the kiosk, and then cross-sell other activities and attractions throughout the city, with an emphasis on Miracle Mile Possible funding sources and downtown. Stockton Chamber of Commerce

For instance, a kiosk at the Sports Arena would promote the Marina, DeCarli Timeline for implementation Square and Weber Point, the Entertainment District and the Miracle Mile 2010 giving visitors a reason to go there. Meanwhile, Miracle Mile kiosks would promote downtown attractions sports arena and ballpark, the entertainment Rationale for the recommendation district, events district, as well as other area attractions. Cross-selling is one of the most important things you can do. Nationally, only five percent of visitors will stop at a visitor information center IF they can Each kiosk would be the same in terms of design, but would have differ- find it and if it happens to be open. This is a great way to reach the other ent information on it. Every kiosk should have a weather resistant brochure 95% of visitors. holder so that visitors can take a guide or map with them as they discover the various activities in the area. Kiosks encourage repeat visits, keep people in the area longer, and create a stronger connection with the visitor by providing convenient information. The kiosk would be designed as part of the Wayfinding System plan and would include specific locations and content.

Samples of kiosks are included on the pages of the “Idea Book” included in this planning document. Stockton should have a kiosk at every attraction, and perhaps six or seven downtown, at every parking facility, and in every park. All in all, Stockton would ultimately have perhaps 20 kiosks throughout the city. Kiosks could be phased in by installing three or four a year over a period of perhaps five years.

Consideration should be given to a “manned” visitor information booth at Weber Point or in the Entertainment District that would be open 361 days of the year (except for major holidays: New Year’s Day, Christmas, Easter, Thanksgiving.)

Stockton, California July 2008 83 Recommendations 14REPURPOSE THE BLOCKS ALONG CENTER STREET

Description Second, an engineering study to determine what it will cost to repurpose the Stockton’s proposed Entertainment District is comprised of the 12 blocks to building and meet any code requirements that may come into play. the east of Webber Point and DeCarli Square. It’s important that the entertainment diversions be located within walking distance of the major lures – the City Annex Block Stockton Sports Arena, Banner Island Ballpark, the Stockton Sheraton Hotel The block bounded by Lindsey, Center, Miner and El Dorado Streets is and Conference Center, Weber Point, DeCarli Square and the Marina. The partially owned by the city and partially by Wells Fargo Bank. None of the Entertainment District must be pedestrian friendly and make pedestrian ac- buildings on this block have redeeming characteristics that would demand cess from these other areas of town safe and compelling. their preservation. This block’s location makes it strategically important because it is the only block on Center Street that in the near-term can be the Presently, these other areas are separated from the Entertainment District by retail “gateway” between Weber Point and the Entertainment District. two large barriers. The first barrier is Center Street, which is wide and daunt- ing to the person on foot. The second is that government buildings or park- City Hall will remain devoted to civic uses, The block south, which contains ing lots take up virtually all the frontage on Center across from Weber Point a State of California office building and parking lot, may or may not become – a less than ideal gateway into the district. Fortunately, unrelated dynamics available for other uses, but in any case, not in the near future. South of that of downtown planning have opened a window of opportunity to transi- is the end of Stockton Channel. Therefore the City Annex Block will uniquely tion these prime sites back onto the tax rolls, and into a mixed use of retail, fulfill an essential role in providing to the event attendees at Weber Point the attractions, urban residential and other visitor destination amenities that the “face” of the Entertainment District. This visible and tangible connection to district needs. Each block has its special issues that need to be addressed: the other nine blocks behind it is critical.

City Hall Block We recommend that the City of Stockton approach Wells Fargo Bank and The entire block bounded by Fremont, Center, Lindsey and El Dorado Streets work with them to design a mixed-use solution for this block, where Wells is taken up by the beautiful City Hall structure built in the 1920’s. City Hall Fargo retains a banking presence in the final configuration. The ground level will be moving into the government/commercial district of Stockton in the should contain retail, dining and entertainment, while above should be park- near future and a new purpose must be determined for this building. We rec- ing, offices and urban residential. The commanding views from this block ommend that it be kept on the roster of public buildings and converted for overlooking the Stockton Channel view corridor should fetch a premium multi- use as an art museum, art and artisan center, and as a unique location lease price for space. for special events, dinners, smaller music performances and black-tie affairs. Closest of the entertainment blocks to the proposed Conference & Meetings State of California Office Block District, the City Hall building is ideally placed for pedestrian access from the The block bounded by Miner, Center, Channel and El Dorado Streets is Sheraton hotel, the proposed new conference center and the existing civic owned by the State of California and contains a government office build- auditorium – all venues similarly purposed to accommodate groups. ing and parking lot. The State is poised to make a decision in the near to mid-term about remaining on this block and reconditioning their building, Reconditioning existing buildings to new purposes can be expensive, but the or moving to a different location. It would seem reasonable that the City architectural and historical value of City Hall precludes any notion of tear- of Stockton would have an early opportunity to acquire the block from the ing it down and replacing it with a new structure. Two studies should be State, and perhaps under favorable circumstances and without restrictions on conducted on City Hall. First, a “highest & best use” study of the building, its final disposition. given its strategic location relative to the newly defined downtown districts.

84 Stockton, California July 2008 Recommendations

Several of the downtown blocks, particularly in the proposed Entertainment District contain businesses that do not fulfill the retail and dining needs of an entertainment destination. Eventually, these businesses should be relocated, perhaps even nearby. A successful entertainment district will command higher rents for entertainment-related ground level space as market demand increases.

– situated as it is between the Event District/Weber Point and the new City Center Cineplex. Placing this block back on the tax rolls and weaving it back into the fabric of a revitalized destination downtown should be a goal of the city. Like the City Annex block, it should be redesigned for multi-use and as a transition block from Weber Point to the rest of the Entertainment District. This block is the “sweet spot” of redevelopment. Coming online later on, when much of the retail, dining and entertainment attractions are in place, will allow the city to maximize the potential value of developing and selling off this block.

We recommend that the City of Stockton pursue this avenue, and obtain Other blocks in the Entertainment District the block if and when it becomes available. This block is in the very heart Many of the other blocks in the Entertainment District are fragmented by of Stockton, and should play an important role in the brand development different owners and do not lend themselves to an overall strategy. Changes

Stockton, California July 2008 85 Recommendations

in these blocks will occur on a case-by-case basis as determined by the Implementation Timing retail recruiter and the property owners. However, there are a couple of Begin in 2009 exceptions: Rationale for the recommendation a) The federal government is vacating the Delta Station Post Office block. Downtown Stockton has little to offer the visitor in the downtown except There are several public and non-profit groups interested in this block for during the rare occasions when a large special event is taking place, par- a variety of uses. Some of these proposals are opportunistic – the public ticularly at night. In order for the city to attract more residents of the greater property became available so a public use is proposed to fill the vacuum. We metro area, Stockton needs to create a lure or lures to draw them downtown, believe that within the context of the overall strategy for this district, that a and then keep them occupied with shopping, dining, and entertainment par- highest and best use of the block needs to be considered in light of the sur- ticularly, in the evening. rounding environment that will be created. We recommend that this block be converted into urban residential. All successful destination downtowns (those Downtown has good “bones” with its existing architecture and superior pub- that remain active and commercially prosperous at night) have a healthy, lic venues for events, but so far the city has not been able to create a pedes- urban population of middle and higher socio-economic residents that are at- trian-based critical mass of retail shops, entertainment, and dining. Visitors tracted to the urban lifestyle and help sustain the businesses in the district. won’t be lured downtown until there is a good reason for them to go there. Providing things to do in the evening will remedy that. b) The Coy Parking Garage has retail space on the north side of the block bounded by Channel, San Joaquin, Weber and Sutter Streets. Our understand- These specific ideas for individual blocks begin the process for transforming ing is that the U. S. Post Office is scheduled to move into the retail ground- the downtown core and creating an entertainment district. level space in Coy Garage facing Channel Street. We envision a different use for this space and recommend that it be converted into boutique retail space In order to create the downtown events and entertainment districts, there and dining –fitting into a larger strategy of converting that block of Channel needs to be a rearranging of the retail mix. This requires making street front Street into a walking mall, with both sides of the street devoted to destination retail space available to build the critical mass of destination retail, not local retail, art galleries, outdoor dining, places for street performances and coffee services. Other areas of the downtown need district designations so that ser- shops. Intimate streets that more thoroughly attract and envelop the pedes- vices and activities of a similar nature begin to gather together. Planning of trian visitor are common and essential “oases” in downtowns from Rome to this process is required. The planning firm would take the lead in doing this San Francisco. preliminary work.

Implementation City of Stockton and its consultants

Approximate Cost To be determined

Potential Funding Source To be determined

86 Stockton, California July 2008 Recommendations 15H ire recruitment expertise for the entertainment district

Description • Experience dealing and negotiating with small businesses and property To diversify the mix of retail businesses, promote residential development, owners and establish new dining options, purveyors of entertainment and visitor ex- • Has a strong understanding of local real estate, development industries and periences in downtown Stockton, a business recruitment specialist needs to markets be hired to focus on the most important task of the plan – creating the right • Has extensive contacts in the development and business industry retail mix primarily in the Entertainment District and to a lesser extent in the • Understands public/private finance, land use, zoning, leasing, covenants other downtown districts. This person would be hired by and report to the and other issues that need addressing during the recruitment process. Brand Development Committee. • Is self-motivated, a strong leader, and results oriented. • Understands commercial finance, TIF, BID and incentive programs, etc. The recruitment specialist will spend all of his or her time initially soliciting • Is independent of local politics and entanglements or “baggage” that might and recruiting specific retail businesses and later on, residential development inhibit their performance. into downtown Stockton. The job would be a contracted full-time position • Has the ability to help implement business location changes, working with and the individual selected must have a business license and be responsible property owners to rearrange the business mix. for his or her own taxes, benefits, and overhead. The recruitment specialist would not be a city employee, but should report to the Brand Development The recruitment specialist will be responsible for rearranging the busi- Committee administered by the DSA or the City. ness mix downtown, working with property owners on incentives for a change in business mix, and recruiting destination retail and dining to the This position is primarily an “outside sales” effort, but would have access Entertainment District which currently lacks the retail mix that satisfies the to DSA or city facilities for meetings and related activities. The recruitment needs of most residents and the expectations of overnight visitors. To make specialist would be hired on a two-year contract, with a renewable exten- room for the needed businesses, it may be necessary for local service busi- sion if necessary. A quality recruitment effort should sunset after two to three nesses (such as attorneys, insurance, laundromats, tire shops, dentists, etc) to years, at which time Stockton should reach critical mass in its Entertainment relocate. District. By using a sub-contractor, the Brand Development Committee will be able to find the individual best suited to the job. This task is not suitable The specialist will also recruit missing businesses to the Entertainment for an existing city, DSA or CVB employee who might devote a fraction if District. Some of them may be already operating in Stockton, and simply their time and not be singularly focused. need to be encouraged to move into downtown. Others will need to be recruited from the outside. Established restaurants outside the downtown core The following are desirable traits to look for in selecting a business recruit- should be recruited to set up ancillary facilities downtown, particularly those ment specialist: offering evening entertainment. There should be a minimum of 20 places in • Excellent track record in commercial real estate sale. This is a sales posi- the Entertainment District that feature evening dining, with ten offering late tion with three priorities: night dining. a) retaining downtown businesses within the Entertainment District, the Marina District, the Conference & Meetings District and the Sports Business recruitment District that support the overall goals of that district; • International cuisine (Italian, French, Mexican, Chinese, Japanese, etc.) b) relocating businesses throughout Stockton into these districts to cre- • Coffee shops with evening hours ate a critical mass of the right mix; • Bakery/pastry shops (open evenings) c) recruiting new businesses into the different districts as needed. • Ice cream/candy shops (open evenings) • Well-spoken with excellent writing skills • A culinary arts institute/restaurants featuring cooking demonstrations

Stockton, California July 2008 87 Recommendations

• Brewpubs and bistros, serving lunch and dinner, with a liquor license and Implementation live music. City of Stockton, Brand Development Committee, DSA

We also recommend recruiting the following types of businesses serving both Approximate Cost locals and visitors: $90,000 to $120,000 annually for up to three years. This would be a full-time • Dance halls with live music, open Thursday, Friday, Saturday nights job. • Upscale wine store/wine bar • Computer repair store Possible funding sources • Magazine and newspaper stand DSA • Bookstore • Music store Timeline for implementation • Antiques/home furnishings store (at least 2) 2009-2012 • Gift and card shop • Fine art gallery (at least 4) Rationale for the recommendation To create a vibrant, active, prosperous downtown that attracts visitors, it’s These retail shops should be local-type shops, unique mom-and-pop estab- necessary to offer a “critical mass” of the types of retail shops, dining, and lishments that offer goods and services not found in shopping malls. entertainment that people want. For critical mass, the minimum in a two- block area would be ten destination retail shops, ten places to eat, and ten Residential recruitment businesses open after 6:00 p.m., including entertainment. This creates a A residential presence downtown is essential for a vibrant town center. very walkable, concentrated district with a lot of appeal, and a lot going on. Attracting condominium and apartment projects will establish an active, Often, however, this mix of businesses doesn’t just happen on its own – it pedestrian-oriented group of residents to help support dining and retail needs help from a recruitment specialist. The recruitment specialist will be businesses that are open during evening hours. Urban residential living is able to work with the local businesses and property owners to help rear- becoming more popular across the country. Downtown residents are look- range the business mix, as well as recruit the other pieces so necessary for a ing for urban ambiance with modern amenities. There is, in general, a strong vibrant downtown. demand for housing above retail shops and offices.

Hotel recruitment Additional quality accommodations are needed in downtown Stockton to satisfy the expectations of upscale tourists and visiting business people. The more people spending the night in downtown, the more successful its redevelopment efforts will be. The hotel to be recruited should be approximately 150 rooms and have a three star or better rating. It should include about 20,000 square feet of meeting space. The type of hotel that would fit well in downtown Stockton would be a Marriott, Hampton Inn or similar. It’s very important that the hotel be developed within the Nighttime Entertainment district. Overnight visitors could represent the primary driving force of a vibrant nightlife in downtown.

88 Stockton, California July 2008 Recommendations 16DEVELOP FREE INTERNET WIRELESS ZONES IN THE DOWNTOWN AND MIRACLE MILE

Description available for users who need more time on a regular basis. The system in Install a Wifi system in the downtown Events and Entertainment districts and Spokane cost approximately $75,000 to install. Miracle Mile district with either the city or a non-profit corporation installing, operating, and maintaining the network. In the second model, the city or a non-profit corporation coordinates and manages the network, while individual venues pay for their own equipment Implementation and monthly fees. In this model, the city does not own the entire system per City of Stockton, Miracle Mile Property Owners Association, DSA se, but acts as a centralized channel to promote and coordinate the free Wifi network. Approximate costs Unknown Austin, Texas is an example of a city successfully using this model. Austin Wireless, Inc. is a non-profit corporation set up to improve the quality and Possible funding sources availability of free public Wifi in the area. It promotes the managed network, Miracle Mile Association, DSA, City of Stockton coordinates the installation of hot spots, monitors the network, and provides support to venues and users. The venues, such as restaurants and coffee Implementation timeline shops, pay for installation of the necessary equipment and pay a monthly fee 2010 for broadband access. In turn, they provide free Wifi to their customers. The cost for equipment and installation is around $385 for each business, and Rationale for recommendation they also pay about $30 per month for Internet access. Some Austin business- Free Wifi is becoming increasingly common in communities across the coun- es that were able to demonstrate financial need were eligible for free installa- try. Cities wanting to bring more business downtown are finding that offering tion and equipment donations. free Wifi is a good incentive. In addition to attracting new business, a wireless zone also allows downtown workers to work outside, spurs the develop- Since starting the Wifi program in downtown Austin, business at cafes and ment of sidewalk cafes and coffee shops, and facilitates city functions such as restaurants has increased during off-peak hours. Presuming that one hour parking enforcement with the use of hand-held devices. of Internet use translates roughly into one cup of coffee and a bagel, or one beer and a sandwich, and then the 115,500 hours of Austin’s free Wifi service There are two basic Wifi models to consider. One model involves the city in 2004 represents $500,000 of additional revenue pumped into those busi- buying, setting up, and maintaining the wireless network, then providing free nesses that offered the service. service within a specific area. Anyone in the vicinity can pick up the signal and have free Internet access, whether from a park bench, in a coffee shop, Whichever model is used, people appreciate easy access to the Internet and or even at home if they live within the hot spot. In this model, the city owns their email. Providing free Wifi is a great way to add value for locals and visi- and operates the system, and pays for the equipment and monthly Internet tors alike and is guaranteed to make your downtown more appealing. access fees. Many cities are utilizing a portal site, which loads automatically when a user logs onto the network. Some cities – like Long Beach, California – sell advertising on their portal site to help offset costs.

One city that uses this model is Spokane WA. The city set up a wireless network over a 100-block area, creating a hot zone where any user can log onto the network free for up to two hours each day. Subscription plans are

Stockton, California July 2008 89 Recommendations 17CREATE AND ADOPT A BRAND STANDARDS & PRACTICES GUIDE

Description Timeline for Implementation Develop a “Standards and Practices” Guide for your Stockton logo and 2008 forward for beginning to implement the strategy of the City logo and downtown district identities. The City of Stockton, Stockton Chamber the downtown district identities. Use the district identities when the product of Commerce, Stockton CVB, Downtown Alliance, Events Commission, is developed. Asparagus Festival and the Sports Commission should adopt the logos and the Guide. Rationale for the Recommendation Logo and branding design should give a community an easily recognizable The Stockton CVB currently promotes all the city attractions without distinc- identity – a symbol and message that represents the community and the tion as to the newly designated downtown districts. Stockton needs to dis- experience it has to offer. Whenever the logo is used, it should bring to mind tinguish these districts with different logos/slogans and group them by these images of enjoying that community. Repetition helps to reinforce the viewer’s districts. This Guide should outline the uses of the City of Stockton logo, perception, but consistency is the only way to ensure logo and brand rec- the uses for each district and variations on new logos for local organizations ognition. The Standards & Practices Guide contains a system of coordinated involved in the events, entertainment, downtown and Miracle Mile. visual elements that make up the community’s graphic identity. It provides specific rules about proper use of the logo and brand to help maintain the The Guide will contain graphic design standards for logo and slogan usage; integrity of the design. templates for website development and the production of printed sales and marketing materials; as well as the proper use of key marketing, advertising, Examples of approved logo and brand use should be provided in the Guide. and promotional messages. This includes dimensions and minimum sizes, fonts, and colors. Logo colors must be identified as specific Pantone colors and/or as percentages of the The Stockton wayfinding system, a separate recommendation, will com- four process colors: cyan, magenta, yellow, and black (CMYK). Guidelines for plement the Guide with standards for wayfinding and gateway signage, reproducing the logo in black and white and in one color need to be includ- streetscape enhancements, public art, pole banners, and other specific ed. Wrong usage of the logo (in structure, color, or fonts) needs to be spelled directional applications. Continuity is critical in developing a strong branding out. Combining the logo with other logos or branding elements should never program. The City departments, Chamber of Commerce, CVB, local organi- be permitted. Web design templates should be illustrated showing the use of zations, and all other parties that represent Stockton’s identity to the public the logo, color palette, and structure. RGB and HTML colors should be listed. should use the Guide. This will ensure a strong branding effort that creates top-of-mind awareness. Examples of PowerPoint presentations with the logo should be incorporated. Examples of logo use on business cards, letterheads, envelopes, and business Implementation forms should also be provided. Key to proper use of the logo and brand is City of Stockton, Stockton Chamber of Commerce and CVB, DSA the responsibility of the Brand Manager, who monitors the use and prevents unauthorized use. Community buy-in for the brand is essential if it is to be- Approximate Cost come successful. All kinds of organizations will need to adopt the brand: $25,000 • Those that create and develop product, infrastructure, assets, and amenities • Those that conduct marketing and public relations to attract visitors Possible Funding Sources • Those that offer secondary activities not directly associated with the brand Stockton Convention & Visitors Bureau • Even local residents need to embrace the brand.

90 Stockton, California July 2008 Recommendations 18OBTAIN PERIODIC FACILITATION SERVICES TO ASSIST WITH PLAN IMPLEMENTATION

Description Contract with an outside firm to provide facilitation services to assist with implementation of the plan every four months (three times a year) for the first three years. The facilitator should meet with the Brand Development Committee, and representatives from all the organizations that are responsible for implementation of the different parts of the plan. During this meeting/workshop, everyone would go through their list of tasks and give status reports. They would discuss the next steps, determine if changes need to be made, and talk about their progress. These meetings would help the community keep on track. If all is going well after three meetings the first year, it might be necessary to only do this once or twice the following two years. At the end of the third year, the plan should be reviewed and updated.

Implementation Brand Development Committee

Approximate cost First facilitation meeting: $7,500 Subsequent visits: $5,000 each

Possible funding sources DSA

Timeline for implementation 2009/2010/2011

Rationale for the recommendation With any long-term plan that involves several different organizations, keeping on track can have challenges. Engaging an outside facilitator periodically throughout implementation will help keep the goals in focus and tasks on track.

Stockton, California July 2008 91 Recommendations 19UPDATE THE PLAN EVERY THREE YEARS

Description Because a successful brand is built on product – what a visitor can experience – branding a community can take years. Implementation of this plan is estimated to take between three and five years. Throughout that process, it’s important for the brand champions to keep on track, keep motivated, and keep working towards the goal. Every three years, we recommend that the entire plan be revisited to analyze the progress to date, determine if any unforeseen developments have arisen that affect the plan, and to refocus and reenergize all those working on implementation.

Implementation Brand Development Committee

Timeline for implementation Every three years

Approximate cost $25,000

Possible funding sources

Rationale for the recommendation Regardless of everyone’s best efforts to implement the plan, as time goes on difficulties may arise, unforeseen circumstances can complicate the process, and the big picture can become clouded as people work on their individual tasks. Updating the plan every three years will help keep the plan true to its core principles, yet flexible to deal with future contingencies that may arise.

92 Stockton, California July 2008 The Stockton Downtown Idea Book The samples on these pages are designed to provide an “idea book” of concepts that downtown property owners and merchants can adopt. Nothing sells like beautiful places. Studies prove that beautification increases retail sales and property values. Shown on this page, clockwise from top left: Banff, Alberta; Carmel, California; York, Pennsylvania (taken in November); Victoria, British Columbia; Turlock, California; Whistler Resort, British Columbia; Battle Creek, Michigan. Tip for street trees: every 30’, use shade canopy trees (bottom center). Shown clockwise from top left: Storm Lake, Iowa; Solvang, California (three photos); Sisters, Oregon; Wickford, Rhode Island. The Peach Blossom in Storm Lake spent only $100 on outdoor potted plants and the hanging elements. This modest investment increased the store’s sales by nearly a third. These types of landscape enhancements do not need to be seasonal. The local garden club in Sisters, Oregon (bottom center) has adopted their downtown, which is now one of the most popular towns in Oregon even though it’s situated in the Cascade Mountains several hours from Portland. Shown clockwise from top left corner: Pittsburg, California (garden structures and water features are growing in popularity and create a sense of intimacy); The Pearl District in Portland, Oregon; downtown Oxnard, California; a retail shop in Pendleton, Oregon; a restaurant in Newport, Rhode Island; median landscaping (changed three times annually) including trees, annual color, decorative street lighting, and pole banners in North Adams, Massachusetts; a retail shop in Ottawa, Illinois. Shown clockwise from top left corner: Nevada City, California where deer come into downtown and so the beautification is made up of non-food items; Nantucket Island, Massachusetts (taken during the winter months - both right photos); A downtown B&B in Marshall, Michigan; shops in rural Lancaster, New Hampshire. All of these examples show that, for little cost, merchants can make their shops inviting, while easily increasing the “perceived value” of not only the shops, but the entire downtown area. Shown clockwise from top left: Marshall, Texas (in October); Manteca, California (top center and right); Lodi, California (center and bottom right); Marshall, Texas; Leavenworth, Washington. Shown clockwise from top left corner: Jonesborough, Tennessee (in October); Keystone, South Dakota; Jonesborough; Jackson, Texas (center and bottom right); Owen Sound, Ontario; Jonesborough (the oldest town in Tennessee). In every one of these examples the business took the lead in the beautification efforts you see. All have stated that the effort pays for itself in increased sales. Clockwise from top left corner: Greenville, South Carolina showing the buffer between parking and sidewalks; Grass Valley, California (is this inviting or what?); Fredericksburg, Texas (next four photos - Fredericksburg is one of the most popular destination communities in Texas); a restaurant in Gatlinburg, Tennessee. Once again, in each of these cases, the businesses took the lead in the beautification efforts, which are year-round programs. Clockwise from top left: Fallbrook, California; Fredericksburg, Texas; Fallbrook; Door County, Wisconsin; Ellensburg, Washington; Fredericksburg (bottom center and left). Ellicottville, New York; Carmel, California; Cannon Beach, Oregon; Asheville, South Carolina (center and bottom right - showing the power of outdoor seating and dining areas); Blaine, Washington; Cambria, California. All of these places “look” upscale and inviting, and all are exceptionally successful and have a strong year round tourism industry. Their beautification efforts are also year round, not just seasonal. Clockwise from top left corner: Asheville, North Carolina (top three photos and center right - showcasing outdoor dining areas); Cannon Beach, Oregon; Battle Creek, Michigan (bottom center and left); Banff, Alberta. In life we have a “First Place” which is our home, a “Second Place,” which is where we work, and the “Third Place” is where we go to hang out or to meet friends or family. Third Places are gathering places, frequently downtowns, and have key elements: after hours entertainment and activities, destination retail shopping, and beautiful surroundings. Clockwise from top left corner: Carmel, California (top left and center. Even though Carmel is home to one of America’s most spectacular shore- lines, for every person on the beach, there are an average of 150 people shopping downtown.) Covington, Kentucky (just over the river from Cincinnati, and an entertainment district - all three photos, right, and bottom center); Modesto, California; Cannon Beach, Oregon. Clockwise from top left corner: The city of Fallbrook, California removed a dilapidated building and in its place (on a corner in downtown) developed a permanent home for a Farmers Market (top three photos); ambiance street lighting in Florence, Italy (center and bottom right), Greenville, South Carolina (last three photos showcasing buffer areas, photo opportunities, and plaza area dining. Whenever possible convert parks into public plazas, then bring them to life with activities and events. Clockwise from top left corner: The Walking Mall in Helena, Montana; a plaza and stage in Kalamazoo, Michigan; Arcadia Creek Festival Place also in Kalamazoo (both photos right and center bottom); Lodi, California showing wrought iron dining area, attractive pole banners, street trees and decorative low-level street lighting. The top left and large (lower left) photo showcase a small gathering area and stage in Lethbridge, Alberta. Stockton should have two or three places like this downtown. Modesto, California (top center and right) uses planters as a barrier between retail shops and restaurants and the street, without the use of curbs. Muskogee, Oklahoma (bottom right). Clockwise from top left: Nelson, British Columbia where merchants put out temporary eating decks during the six month peak season, which are then removed and stored to make snow removal easier. Newport, Rhode Island (top center); Ojai, California; Olympia, Washington; Oxnard, California (bottom center and left); Pendleton, Oregon showing a small staging area downtown. Clockwise from top left corner: Pittsburg, California; the use of bollards in Santa Monica and Modesto, California. The bollards in Santa Monica (top center) are remote activated and drop down to provide emergency or delivery access. Deliveries are limited to certain hours each day. In Modesto (top right) the bollards are manu- ally removed for access to the plaza area. Sisters, Oregon; Solvang, California; shade cover seating in Stockton, California; outdoor dining in Santa Barbara, California and in Salem, Massachusetts. The bottom left photo was taken in Turlock, California, while the other three are in downtown Stockton. The plaza area (top left) balls are actually fountains. The tented area is used for large concerts and events. The use of arbors, trellis and garden structures in downtowns is increasing and creates an exceptional environment and “sense of place.” Clockwise from top left: Actual street in Stockton, with a conceptual drawing of how this street could be reconfigured. A restaurant in Whistler, BC; dining in Turlock, California; the gateway into downtown Lodi, California (bottom center and left); a village gateway in Woodlands, Texas approximately 30 miles north of Houston. 112 Stockton, California July 2008 Supporting Documentation Supporting Documentation

“Event Idea” Meeting- Attendees

Name Organization Phone E-mail Ian Hill 209 Vibe/Record 209-943-8571 [email protected] Tom Moccia American Lung Assoc. 209-602-1482 [email protected] Tim Cook Comeback Club 209-464-3090 [email protected] Nick Elliott COS 209-937-8099 [email protected] Jackie Garcia COS 209-937-8119 [email protected] Emily Baime DSA 209-464-5246 [email protected] Jennifer Plassmeyer DSA 209-464-5246 [email protected] Kathy Miller DSA 209-464-5246 [email protected] Mimi Nguyen DSA 209-464-5246 [email protected] Tim Viall Emerg. Food Bank 209-464-7369 [email protected] Emily Ballus Miracle Mile Imp. Dist. 209-948-6453 [email protected] Robert Rojas P.L.A.Y. 209-298-8591 [email protected] Paul Rapp San Joaquin RTD 209-993-6233 [email protected] Barbara Zaruba SJ Law Library 209-468-3920 [email protected] Timm Quinn Stockton Chamber 209-547-2960 [email protected] Heidi Altamirano Stockton Chamber 209-547-2770 [email protected] Knute Momberg SUSD 209-933-7331 ext7905 [email protected] Dean Gorby SUSD Fine Arts 209-933-7030 ext2304 [email protected]

114 Stockton, California July 2008 Supporting Documentation

Parks & Rec, 209Vibe and DSA are assisting pro- Need the city to adopt a city wide “How can we “Event Idea” Meeting- Summary moters with holding events downtown help you?” mentality to become more pro-active & customer friendly Brand: What is your understanding of the Brand? Provide special services, promotional material & Economic Development is the goal maps similar to other agencies Need to provide opportunities to incubate local talent and promoters to reduce leakage and Creating a destination city for events and attracting SUSD & community working to partner together, ensure our community members prosper here as a events that promote tourism result of the new brand Civic theater & Bob Hope Theater doing the same Rallying community support Taking inventory of City resources Is there a will to welcome change in our community? Changing perception of Stockton as a city Future: What hurdles will we have to overcome in Raise the level & quality of cultural life in Stockton launching the brand?

Resources: What ideas & resources can you offer Resources for CVB and Sports Commission staff to implement the brand? to be more pro-active in recruiting new events to Stockton Regional transit service is available Changing the content of news coverage Venues and locations: Arena, Auditoriums, School sites, Waterfront Eliminating silos between City departments and local agencies so that everyone is using the same Local budding artist community – young and old look, same messages and so there’s not so many Large potential audience with Stockton being so event calendars culturally diverse Negative perception of Stockton Several agencies exist that can promote to membership – Miracle Mile, DSA, Greater Stockton Transportation linkage between hubs in Stockton: Chamber North Stockton, Lincoln Center, Miracle Mile, Downtown Stockton Current: What are you currently doing to contribute to the brand? Need a simple “Step by Step” venue guide and event process that include simple meetings to get Hosting events such as Art Walk and Jazz on the approval from all stakeholders and measurable Mile goals and objectives to encourage stakeholders to contribute to making events happen in the City 209 Vibe is working to engage youth without adding more bureaucracy

Stockton, California July 2008 115 116 Stockton, California July2008 Stockton, California Tapestry Segmentation Area Proﬁle Supporting Documentation Ranked by Households Prepared by

Downtown Stockton Latitude: 37.953772 Longitude: -121.289514 Site Type: Radius Radius: 5.0 mile

Top Twenty Tapestry Segments Tapestry segment descriptions can be found at http://www.esri.com/library/whitepapers/pdfs/community-tapestry.pdf

Households U.S. Households

Cumulative Cumulative Rank Tapestry Segment Percent Percent Percent Percent Index

1 38. Industrious Urban Fringe 22.3% 22.3% 1.5% 1.5% 1469 2 24. Main Street, USA 13.5% 35.8% 2.6% 4.1% 515 3 12. Up and Coming Families 7.0% 42.8% 3.3% 7.4% 215 4 52. Inner City Tenants 5.7% 48.5% 1.5% 8.9% 368 5 58. NeWest Residents 5.3% 53.8% 0.9% 9.8% 595 Subtotal 53.8% 9.8%

6 13. In Style 4.9% 58.7% 2.5% 12.3% 197 7 59. Southwestern Families 4.8% 63.5% 1.0% 13.3% 496 8 41. Crossroads 4.0% 67.5% 1.5% 14.8% 270 9 47. Las Casas 3.9% 71.4% 0.8% 15.6% 519 10 65. Social Security Set 3.1% 74.5% 0.7% 16.3% 469 Subtotal 20.7% 6.5%

11 60. City Dimensions 2.0% 76.5% 0.9% 17.2% 224 12 57. Simple Living 2.0% 78.5% 1.4% 18.6% 136 13 03. Connoisseurs 1.7% 80.2% 1.4% 20.0% 119 14 10. Pleasant-Ville 1.6% 81.8% 1.7% 21.7% 94 15 14. Prosperous Empty Nesters 1.4% 83.2% 1.8% 23.5% 77 Subtotal 8.7% 7.2%

16 64. City Commons 1.4% 84.6% 0.7% 24.2% 196 17 22. Metropolitans 1.4% 86.0% 1.2% 25.4% 114 18 04. Boomburbs 1.2% 87.2% 2.2% 27.6% 56 19 30. Retirement Communities 1.2% 88.4% 1.5% 29.1% 80 20 36. Old and Newcomers 1.1% 89.5% 2.0% 31.1% 57 Subtotal 6.3% 7.6%

Total 89.5% 31.1% 289

Top Ten Tapestry Segments Site vs. U.S. 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 24.0 65. Social Security Set

47. Las Casas

41. Crossroads

59. Southwestern Families

13. In Style Site U.S. 58. NeWest Residents

52. Inner City Tenants

12. Up and Coming Families

24. Main Street, USA

38. Industrious Urban Fringe

Percent of Households by Tapestry Segment

Source: ESRI

Stockton, California July 2008 117 Supporting Documentation

118 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 119 Supporting Documentation

120 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 121 Supporting Documentation

122 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 123 Supporting Documentation

124 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 125 Supporting Documentation

126 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 127 Supporting Documentation

128 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 129 Supporting Documentation

130 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 131 Supporting Documentation

132 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 133 Supporting Documentation

134 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 135 Supporting Documentation

iXPRESS Page 1 Claritas, Inc Project # 2809776 - Prepared For Destination Development 50, 100 & 150 Mile Radii

136 Stockton, California July 2008 Supporting Documentation

Stockton, California July 2008 137 Supporting Documentation

138 Stockton, California July 2008 Supporting Documentation

The results, issued recently by the Colorado-based "Obviously, we have work to do," Stockton Mayor SURVEY SAYS Stockton RANKS National Research Center Inc., aren't favorable, Ed Chavez said. POORLY IN QUALITY OF LIFE and citizens such as Neil Sharma, owner of downtown's Sharma's Market, couldn't agree more. Half of Stockton residents believe the overall qual- IN A SURVEY OF Stockton RESIDENTS, THE CITY ity of city services is fair, and 51 percent of those RANKS NO. 230 OF 231 POLLED IN RATING THE "It's a lousy city," the 50-year-old said. "It's the who interacted with a city employee in the past QUALITY OF LIFE lousiest city in the United States." year had a good or excellent impression of the employee, according to the poll. By David Siders City Councilwoman Susan Eggman called the Record Staff Writer report "a call to action." She said residents are in But residents elsewhere feel better about their city January 10, 2008 6:00 AM part correct in their assessment of Stockton as a halls. Stockton ranked No. 203 out of 209 cities "rough and tumble" city with a gritty reputation in the positiveness of residents' feelings about CORRECTION: Jan. 10, 2008 and a high crime rate. services provided by the city, and it ranked last of The cost of the study was incorrectly reported as 200 cities in the positiveness of residents' overall in the print edition. It has been corrected online. But Eggman said the poll might tell as much about impression of city employees, according to the the city's psyche as it does about its physical state. poll. Stockton - It's depressing here. "Stockton's one of those towns that people like to feel bad about," she said. "Stockton has kind of a "It's a little disappointing," City Manager Gordon In a survey of Stocktonians' perceptions of life in low self-esteem and likes to beat itself up." Palmer said. Fat City - from concerns about crime and development to the overall quality of life - residents have Robynn Suko, a Lodi resident who was in down- He said he plans to hire a firm to train employees a drearier view than do people in hundreds of town Stockton on Wednesday for jury duty, didn't in customer service. cities similarly polled. know why they would. Suko, 49, said Stockton On the Web has improved, particularly in the reconstruction of Last summer, when it was announced the city its once-dilapidated downtown. would have the survey done, officials said the ini- Complete results of the survey can be found tial result would not be as important as the com- online at www.Stocktongov.com/Auditor/ docu- "It's really not a bad place to be anymore," she parison of it to subsequent polls. Palmer said the ments/SEA2007-08.pdf. said. city will likely pay to do the survey annually, and the goal each year will be to improve on the last. Stockton ranked No. 230 of 231 cities in its rat- Still, in comparison with other cities, in none of ing of the local quality of life: 70 percent believe the more than 80 measures taken by the poll are In this year's study, the research center compared it is fair or poor, and 30 percent find it good or Stocktonians as positive about their city as the av- Stockton to cities in which similar questions were excellent, according to the Stockton 2007 Citizen erage person elsewhere is. Stockton's high points asked. Survey, likely the city's first attempt ever to acquire - residents like the city's shopping opportunities a statistically significant measure of what residents and the timing of traffic signals, for example - Of 113 cities in which people were asked about think about Stockton. scored near but still below the average, the survey their city's image and reputation, just one city felt found. worse about itself than did Stockton. And of 146 cities in which residents were asked about violent

Stockton, California July 2008 139 Supporting Documentation

crime, residents of just one city felt less safe than Bryan Duff, 47, of Stockton said his car has been Festival and likes that event and other goings-on here. broken into and he recently had to install a downtown. security system at his house. Duff, a printer, said The National Research Center, which was paid Stockton is like San Jose was 15 years ago, and he Neil Sharma, 50, owner of downtown’s Sharma’s $8,900 by the city to conduct the survey, declined supports the city’s effort to renovate its downtown. Market, said Stockton erred when it closed low- to identify cities that outdid even Stockton's The city, he said - “It’s trying to be something.” income hotels downtown, driving residents out. abundance of gloom, though the center's Heather The Sacramento man said the code enforcement Locke said that in her experience, other cities have Kelly Jack, 50, of Stockton said the city has sweeps that shuttered the hotels hurt his busi- scored far lower overall than Stockton. changed since she was a child, that crime has be- ness and others. “It’s a lousy city,” he said. “It’s the come a greater concern. Jack, who lives at down- lousiest city in the United States.” One Stocktonian who does not like to beat up on town’s renovated Hotel Stockton and works at City Stockton is Douglass Wilhoit, head of the Greater Centre Cinemas 16, said, “It’s gone from bad to Stockton Chamber of Commerce. worse. Now it’s getting a little better down here (in downtown). ... They’re sprucing it up down "First of all, I think polls are a bunch of bunk," here.” he said. "I'm a fifth-generation Stocktonian, and I wouldn't live anyplace else." Robynn Suko, 49, of Lodi was in downtown Stockton on Wednesday for jury duty. The depart- He said anyone who knows Stockton knows it's ment manager at a Wal-Mart store said Stockton better than the survey reports. He wondered if has improved, particularly in the reconstruction poll respondents had spent any time at the sym- of its once-dilapidated downtown. “They’ve made phony or at new restaurants in central Stockton or some great changes,” she said. “It’s really not a at the arena or ballpark or anywhere else in the bad place to be anymore.” renovated downtown. Joel Matutis, 25, of Stockton said Stockton is "Perception is not always reality," he said. "It's “pretty cool” and has changed for the better since what you read in the newspaper, see in the news." he was a child. “It used to be small,” said Matutis, who is unemployed. He said the entertainment Surveys were mailed to a random sample of 1,200 venues that have accompanied Stockton’s growth homes; 294 completed surveys were returned, a - the downtown movie theater, for example - have typical response rate, according to the survey's ad- improved life in Stockton. ministrators. The results have a margin of error of plus or minus 5 percentage points, the poll said. Efren Olivas, 38, of Stockton said he likes Stockton because the people are friendly. Olivas, who is Contact reporter David Siders at (209) 943-8580 or unemployed and a recovering drug addict, said [email protected]. he’s found social services in the city to be help- ful. He has volunteered at the Stockton Asparagus

140 Stockton, California July 2008 Supporting Documentation

Such transformations are entirely possible. Some of the downtowns we rave California’s Best And Worst Mid-Sized City Downtowns about today were districts that excited no one outside of the vice squad dur- Published September 10, 2007 ing the 1970s and 1980s. When people think of downtowns, they often think of huge cities like San Of course, a number of the 94 mid-sized cities have no identifiable down- Francisco and Los Angeles. But anybody familiar with California knows that town. By and large, these are cities that have grown rapidly since the 1960s, the big city downtowns are the exceptions. By and large, California is a a period when creating a downtown with a messy mix of uses and ex- state of mid-sized cities, and some of the most delightful urban places are tended hours was legally prohibited. You can find a number of these cities the smaller downtowns. Often in older cities, these districts are manageable, in Orange County and the Inland Empire. It’s a shame because any city of pleasant and, very often these days, in the midst of a strong renaissance. 75,000 people should have a core area that provides a sense of place. That’s why we at California Planning & Development Report are expand- Indeed, a sense of place and a feeling of vibrancy were critical in our rank- ing our “best and worst downtowns” compilation beyond only the largest ings. We also considered land use mixes, public spaces, architecture, pedes- cities. Back in July, CP&DR selected San Francisco and San Diego as the top trian friendliness, cultural facilities and activities, and other amenities. But we big-city downtowns in California, and we placed Fresno at the bottom. Now, always get back to how a place feels — and how it makes you feel. it’s time to look at the state’s 94 cities with populations of 75,000 to 290,000 people — what we at CP&DR consider “mid-sized” cities. If you were to visit any of the downtowns in our top 5, you would find a very strong sense of place. What all five cities have in common is that they These cities couldn’t be much more diverse. They range from old regional are grounded in a history in which their downtowns served as significant centers (Riverside, Modesto) to inner-ring suburbs (Lakewood, Daly City) to regional commercial centers for a broad area. This factor helps account for fast-growing bedroom communities (Temecula, Elk Grove). Some of these their magnificent public realm and architecture, which almost all of them cities have visions of grandeur (Irvine, Roseville), and some are blue-collar have. Three of the five are college towns, which tend to have good down- factory towns struggling to regain their footing (Fontana, Richmond). Some towns, and a fourth (Pasadena) has strong educational institutions. All five are California icons (Santa Barbara), while others are icons of post-war plan- work well for residents, business people and tourists. ning practices (Thousand Oaks, Sunnyvale). Enough of the introduction. Here is our list of the best and worst mid-sized The downtowns of many of these cities are great — the sorts of places that city downtowns, along with a few special awards. locals and visitors enjoy whether or not they care anything about planning, architecture, social systems or transit boarding statistics. Best Mid-Sized City (population 75,000 to 300,000) Downtowns in Other downtowns, unfortunately, are grim places where nobody is enjoying California: much of anything. Some of these districts have been distressed for decades. Some have been the scene of failed revitalization plans, while others have 1. Pasadena. One of the country’s biggest planning success stories of the last simply been ignored. We name some names here, but with a caveat: We’re 30 years, downtown Pasadena was not always a happy place. In the 1970s, pulling for every one the cities on our “most disappointing” list. We’d be very the only people who went to Old Pasadena after dark were probably up to pleased to return in a few years to write about a downtown transformation. no good. The city began an urban renewal program that, thankfully, the local citizenry halted. They wanted a real place with a real sense of history.

Stockton, California July 2008 141 Supporting Documentation

What has made Pasadena the most magnificent example for other cities is 4. Berkeley. Not a whole lot of new development has happened in down- the way it is being transformed during what is now the second generation of town Berkeley recently, but the place is a dense, rich, diverse district with downtown revitalization. What began during the 1980s as an attempt to le- fabulous transit, including a BART station in just the right place, thus provid- verage retail revitalization on Colorado Boulevard off of strategically located ing immediate access to most of the Bay Area. Believe it or not, many chain parking garages has evolved, believe it not, into a transit-oriented housing stores are doing quite well (although, in Berkeley fashion, the run-down, strategy thanks to the Gold Line. Who would have believed you could blow no-public-bathroom Starbucks feels more like an urban McDonalds catering out the middle of a shopping mall and put housing on top — and make it to the near-homeless). Despite the chains, local businesses thrive, including one of the hottest residential properties in L.A. Who would have believed nationally renowned restaurants. There is a great deal of housing on upper you could build housing on top of not one but two light-rail stations within floors and in the immediate vicinity, the UC campus is close by, and every- walking distance of each other? Believe it. It’s a cliché to say Pasadena is the thing is walkable, if a bit spread out. Patrick Kennedy’s Gaia Building, the best, but nothing else is even close. It’s the gold standard. first new high-rise in 30 years, and Shattuck Lofts are excellent urban projects, even if the locals hate them. 2. Santa Barbara. If you can afford it, this historic coastal city is about as close to paradise as you can get. Downtown, however, is not for only the wealthy. 5. Santa Rosa. Maybe the biggest surprise on our list, downtown Santa Rosa is There is famously hip nightlife that caters both to UC college students and big and strong with many different features: shopping, offices, some fabulous tourists. Shopping consists of everything from high-brow boutiques and de- public spaces, a smattering of housing, a touch of the arts, and an overall partment stores to thrift shops. Restaurants range from steakhouses to organic flavor that says “Sonoma County.” The enclosed shopping mall could be vegan take-out. Mixed in are professional offices of all stripes. problematic, but it relates pretty well to downtown. The 101 freeway is something of a dividing line; however, as Railroad Square continues to develop, State Street provides the heart, but the downtown vibe extends well beyond the freeway will likely become little more than a minor annoyance. This is a to take in some historic neighborhoods, grand civic structures, lush gardens downtown that’s only going to get better. and the well-maintained Alameda and Chase Palm parks. And it’s all reachable without a car, thanks to a pedestrian- and bicycle-friendly atmosphere and electric trolley rides that cost only two bits. Honorable Mentions:

3. Chico. This Sacramento Valley city may be California’s ultimate college Visalia town, and that is reflected in the downtown, which lies just across Second San Mateo Street from the third-oldest campus in the CSU system. Like any good college Ventura town, Chico is replete with nightclubs, sports bars, coffee houses, eateries, Riverside bookstores and even shops that sell vinyl records. The place literally pulses Santa Monica with energy well into the night. But you’ll also find stores and services that clearly appeal to the college kids’ parents, upper-floor professional offices, artist studios and civic institutions. A carefully revamped downtown plaza is Best Manufactured New Downtown: only going to get better as it matures, and new housing is on the way. The edge of Bidwell Park — a 4,000-acre jewel that extends for miles from the Valencia Town Center in Santa Clarita. Forty years ago, Valencia was first valley floor into the foothills — is only a couple blocks away. developed as a planned suburb – pleasant and walkable, though it did not exactly have a downtown. In the late ’90s, however, developer Newhall Land and the city of Santa Clarita began a serious effort to manufacture a

142 Stockton, California July 2008 Supporting Documentation

Stockton, CA Interviewees Don Miller Don Smallie Director Tanya Watters City Manager’s Office Sports Commission Proprietor, Architectural Amenities City of Stockton City of Stockton Board Member, Miracle Mile Management District Paul Blumberg Paula Sheil Judith Buethe Redevelopment Program Manager Stockton Arts Commissioner Owner City of Stockton City of Stockton Buethe Public Relations Shelly Burcham Jeroen Gerrese Connie Cochran Vice President – Client Services General Manager Public Information Officer San Joaquin Partnership Stockton Sheraton at Regent Pointe City of Stockton Kathy Miller Alex Munro Ted Leland Executive Director Director of Sales & Marketing VP – External Affairs DSA Stockton Sheraton at Regent Pointe University of the Pacific Mimi Mguyen Randy Paragary Kathy Tomura Events Coordinator Owner Department of Public Works DSA Paragary’s Restaurant City of Stockton Robyn Burror Dino Leonardi Wes Rhea Manager Stockton Cultural Affairs Director Stockton Public Arts City of Stockton Stockton Conference & Visitors Bureau City of Stockton Deputy Chief David Cole Steve Carrigan Larry Ruhstaler Stockton Police Department Director County Supervisor Economic Development San Joaquin County Paul Rapp City of Stockton Director of Marketing Darcy Koster RTD Kevin Dougherty Director President Bank of Agriculture & Commerce Brad Koster Miracle Mile Improvement Association Owner Susan Eggman Bradley’s Bar & Restaurant Duane Isette Councilmember Stockton Sports Commissioner City of Stockton City of Stockton

Stockton, California July 2008 143 Supporting Documentation

DSA – Mission is to develop and promote down- have conference facilities: the new Sheraton, the Stockton Interview Summary town as a regional business, cultural and en- Grand hotel and the Holiday Inn. tertainment destination (maintain sidewalks, Stockton Arts Commission – a non-profit, 32 years Basic Facts streetscape maintenance, trees, weeding wash old, now under the city and partially funded by Stockton is a city of about 300,000 people located sidewalks, marketing and special events, concert the city. Project costs are paid through fundrais- in San Joaquin County in the central valley of series, art walk, and paid marketing.) ing. The Board is appointed by the City Council. California. The resident population is comprised City of Stockton’s Action Team – a committee in Major projects are the Annual Arts Awards for of a mix of races and ethnicities: about 33% the Dept. of Economic Development. Achievement, and an Artist Studio Tour. They Hispanic, 33% White Non-Hispanic, and smaller Downtown PBID – A property tax financed district coordinate with a similar Lodi, CA event. The percentages of African-Americans, Asians, Filipinos of the downtown for improvement. publicly funded Arts Manager reports to the Arts and other ethnic groups. The median age is Miracle Mile Public Business Improvement District Commission. The SAC has an endowment that somewhat lower than for the State, and household Board – property assessment for maintenance and generates about $50,000 per year in grant money. income is also lower than for the State as a whole. promotion. Educational levels in Stockton are lower than for Stockton Sports Commission – 25 volunteer mem- Potential Stockton Attractions the entire State. Agriculture is still one of the most ber Board and one paid staff. They raise about Stockton Arena – home to several pro sports important industries in the area. $100,000 and also get half of the TBIT lodging teams. The Arena has a private management tax. Oversees the Arena, ball field and Bob Hope contract with IFG Group (International Facilities Located on the Sacramento River, Stockton has a Theater. One day athletic events do not fill the Group). Many consider use of the facility expen- deepwater port accessible from the Pacific Ocean. hotels. sive, with union contracts for food, security and Summers can be hot and dry, spring and fall Tourism Business Improvement District (TBIT) staging. Professional Hockey (Thunder), Indoor mild with some precipitation, and winters cool. committee – seven members, including four hote- Football (Lightning), Soccer (Cougars), Volleyball Sunshine is prevalent year-round. A metropolitan liers in charge of the local 2% lodging tax that gets use most of the dates available. airport, Amtrak, Interstate 5 and Highway 99, serve divided between the Sports Commission and the Stockton Ballpark – newly upgraded, this baseball Stockton. Stockton is home to the University of CVB. park is considered one of the best in the region the Pacific, with an enrollment of about ten thou- The Stockton Chamber of Commerce contains the (home of the Ports). sand students, and San Joaquin Delta College with Convention & Visitors Bureau as a division. The University of the Pacific Arena – seats 6,000 on another ten thousand students. A new Stockton CVB has no separate Board, but is managed by a campus to the north of downtown and the Miracle Arena for multi-sport indoor activity is located tourism committee. The CVB gets hotel tax funds Mile. near the downtown and waterfront and a new and funds from the City general fund. The CVB Bob Hope Theater – 2,000 seats. This carefully multiplex cinema has been built in the downtown. promotes everyone, not just Chamber members. restored Bob Hope Theater is a crown jewel of The refurbished “Bob Hope” Bob Hope Theater in Of the CVB’s $372,000 budget, $80,000 is spent Stockton, with capabilities for live theater, music the center of town is a major entertainment and on advertising and $25,000 on tradeshow partici- performances and movies. The restored organ is a historic amenity. pation. Goals include group bus travel with a goal unique feature. Run by IFG. to filling hotel rooms. Average hotel occupancy Weber Point Event Center – a new outdoor pavil- It is estimated that 60,000 residents commute is about 60% although the top three hotels are ion type venue downtown on the water. Use for to work in the Bay Area every day. Many local mostly full all the time. The majority of hotels are significant events. students leave town for “greener pastures” upon on March Lane or next to the two freeways, with Miracle Mile Shopping Street – although not even graduation. the exception of the Holiday Inn. Three hotels close to a mile long, this street, surrounded by Organizations

144 Stockton, California July 2008 Supporting Documentation

older neighborhoods has long been a secondary Bass fishing tournament each year brings over ten even though currently is its not that attractive. The retail shopping and dining area for Stockton. thousand people to the downtown. Seven-eights industrial area TIF can generate funds for redevel- Haggin Museum – Although small, the collections of participants are from out of town. opment of the waterfront, even though the down- of the museum, which is both fine arts and local town redevelopment area has few funds. history are considered very good with works of some of the masters. Local Opinions Regarding Stockton One view is that Stockton’s Ironworks buildings Stockton Civic Theater - a 300 seat facility in the There is the opinion that professional sports do (north of the water) would be a marketplace, Venetian Bridges area near March Lane, it has con- not generate visitor dollars but amateur sports do tinually produced live performing arts since 1951. when it attracts regional spectators. Signage was developed for the town but most Stockton Memorial Civic Auditorium – 2,000 seats, people are not happy with the results. this imposing edifice facing a city park block is Some believe the Sports Arena is not well man- out of date, has poor acoustics, HVAC, is badly aged - lack of advance notice on events, too many Brands that have been proposed: configured and appointed for performers. sports dates that don’t allow other activities to Bass Fishing on the Delta Warren Averton Theater – seats 1,456, on San come in, too expensive to use. Nighttime entertainment district in the downtown Joaquin Delta College campus Sports – professional and otherwise Tillie Lewis Theater – seats 400, on San Joaquin There is the opinion that the downtown needs Waterfront/marina activities Delta College campus nightclubs and jazz, but must be comfortable for Downtown residential living April Dave Brubeck Jazz Festival – (graduate of blue-collar types. UP) The Downtown Stockton Symphony, Opera and Chorale One plan is to build shopping centers on all Downtown planned focus is for entertainment and Planned Paragary Restaurant (a Sacramento hot four corners of the city, but this has met with housing. The downtown has improved signifi- spot) opposition. cantly over the past several years, but it still has University of the Pacific (schools of international not achieved success as a nighttime destination for studies, education, music, business, engineering, Some believe the sales tax schedule needs to be either locals or visitors with a couple of excep- pharmacy, dental and liberal arts). 70% live on revisited. tions: The Bob Hope Theater brings large crowds campus. Private. in for events, but these do not translate into much Pixy Woods – a children’s’ place Some believe downtown residential (of a medium shopping and dining in the downtown, partially Children’s Museum – a children’s’ place or upper scale) needs to be developed to make because there are currently few choices, and par- Magnolia Historic Homes District – not in good the downtown work. tially because the downtown content is largely un- condition known to residents, particularly to those neighbor- Festivals for ethnic groups: Cambodians, Japanese, Many of the cultural aspects of the community are hoods to the north and gated communities. A few Filipinos, Greeks below the radar and under appreciated. restaurants have stayed open and done business Tour California Bike Race comes through Stockton on the nights when events at the Fox take place. Dragon Boat racing on the river. The waterfront, although improved with Weber Power boat racing did exist but not now Point, is still in need of new marina facilites, Many Stocktonians do not come downtown unless State wrestling tournaments were held at UP but a good “promenade”, connection between the they work there or are called up for Jury duty. got too big. warehouse area and the downtown and the arena. The county courthouse is downtown. The other Some consider the water the city’s best feature, attraction is the new Cinema multiplex across

Stockton, California July 2008 145 Supporting Documentation

from Weber Point Event Center. This was to be has been reconditioned as a low-income housing It was scheduled to house upscale shops but cur- an exclusive cinema district in the city but now venue with retail scheduled for the ground floor, rently there is a range of businesses, schools, hair there will probably be an additional multiplex in a including a Paragary Restaurant. This restaurant design, and a restaurant located there. The retail shopping mall to the north. concept is being imported from Sacramento, mix is not right and it is disconnected from the where it has been successful. downtown by long emply lots along the water that There are significant graffiti problems in town. are to become urban condos. The city purchased a dozen or so residential hotel Rehabilitation of old buildings is an issue as it is buildings in the downtown in order to shut them everywhere, with building code standards and Miracle Mile. This stretch of Pacific Avenue north down and mitigate a drug and criminal element the expense of bringing buildings up to par being of Harding Way is a long-time retail shopping and that is present in the downtown. The police de- stumbling blocks. dining area that has gone through a number of partment is aggressively addressing this issue with cycles as a full neighborhood services area, and higher visibility, bicycle cops in the downtown The southern part of the downtown, just south of most recently is struggling with an identity deci- in the day and in cars at night. The incidence of the crosstown freeway linking I-5 and Highway sion. It is disconnected from the downtown core crime is dropping, but it takes time to change 99 is seen as a blighted area where perhaps a by some ten blocks. The property owners recently peoples’ perceptions. There are 32 security/traffic Hispanic motif community could be developed approved a new PBID for maintenance and pro- cameras installed in the downtown as well. and improve the area. motion of the street. The Miracle Mile Board of Directors manages these. Many of the property The police provide services to downtown events, The downtown experiences retail “leakage” to the owners on the Miracle Mile are absentee owners at no charge for non-profit events and a charge for shopping centers of the north and to other towns. and refuse to put any money into their properties. profit-making events. Some indicate that the extent Also to Lodi, Manteca and Modesto for nightlife. Some students go to the brewery in this area but of police presence required at for-profit events most go to Sacramento for entertainment. is way too extensive and expensive. Planning for There are only a few art galleries in the down- events is time consuming and restrictive – 90 day town, the Tidewater Gallery being the prime Pacific University. About 70% of students live on advance notice, private security is required, there example. There is an Artist Coop on the Miracle campus and most are told to avoid the down- are security fees and city service fees, fencing, traf- Mile. The college campuses have art galleries. town altogether. Stockton has two universities, fic control, liability insurance, food vending restric- but is not considered a “university town”. Pacific tions and fees. The entire process makes it difficult Other Parts of Town University is religious affiliated and the students at best. Arena area. A new Sheraton Hotel is being fin- are conservative. ished right across the street from the Arena. The Because the courts are downtown, a criminal Sheraton will be managing the Arena parking lot The Morada area is planned for 8-10 soccer fields. element circulates in the downtown. This makes that is about half a block from the Sheraton build- Scheduled for 2 lighted fields, restrooms, and other residents uncomfortable. There are also ing. Three freestanding restaurants are scheduled snack bar. This is located on the eastern outskirts halfway houses, social services, and a few remain- to go in between the Arena and the waterfront. of Stockton. ing residential hotels with low-income residents. A There is discussion of a new hotel and parking ga- new courthouse is being built downtown so this rage across the water by the warehouse building. mix is not going anywhere else. There is also talk about a pedestrian bridge across The old Stockton Hotel, located downtown on the water from the arena to the Warehouse area. Competitive Towns Weber Avenue – a wide street with a median strip, The Warehouse has never achieved its potential.

146 Stockton, California July 2008 Supporting Documentation

Lodi, California – nighttime entertainment, safe has 42 public art pieces with some in the down- downtown, Hutchen Street Theater. town – sculpture, medallions, sidewalk inserts, Manteca - nightlife and shopping. Bass Pro Shops tree grates. is coming to Manteca. Sacramento - sports events, shopping, Safe Neighborhood Initiative Bonds entertainment. Modesto –Performing Arts Center and nightclubs, $125 million bond issue for neighborhood although the nightclubs will probably change in development. character from their current “hip-hop” to more main stream to reduce gang related street inci- dences and because the Gallo Family won’t want this type of thing around their new Performing Arts Center. Tracy – for performing arts Livermore – performing arts

Funding Resources Tourism Business Improvement District (brand new) is made up of existing 2,000 hotel and motel rooms that pay a local hotel tax of 2% - split between a CVB and the Sports Commission. Another 8% hotel tax goes to the Stockton City general fund. The City of Stockton gives an additional $112,000 to the CVB. The CVB budget for 2007-8 is $372,000.

City of Stockton pays the salary of the Sports Director, but funds must be raised to attract sporting events. The Sports Commission Board raises $100,000 to recruit sports.

Measure K – one-half cent sales tax for transportation

2% of public capital expenditures is supposed to go to art, but there is never a single line item for it so the net effect is that it rarely happens. The City

Stockton, California July 2008 147 established a wharf at the south end of Fifth In 1972, then-mayor, and former California Case History Research: Avenue in 1869. From that point on, Fifth Avenue Governor, Pete Wilson, outlined an aggressive Gaslamp Quarter, San Diego has served as the commercial backbone of the program for revitalizing the physically and eco- Gaslamp Quarter. In the 1880’s San Diego be- nomically blighted downtown. His goals included Known as the Historic Heart of San Diego, the came a boomtown, and by the time of the Gold drawing retail and commercial business and resi- Gaslamp Quarter of San Diego is an eclectic Rush the population swelled to 40,000. During the dents back to the area, and creating a strong job 16.5-block neighborhood listed on the National same era, a strong community of Asian businesses base and regional government hub. California’s Register of Historic Places. Its 94 historically or began to grow in the area bound by Market Street, Community Redevelopment Law provided the architecturally significant structures house more J Street, Third Avenue and Fifth Avenue. The major tools. than 100 of the city’s finest restaurants, 35 pubs defining character of he Gaslamp Quarter was and nightclubs and 100 retails shops, as well as established by the Victorian, Italian Renaissance In 1974, the Gaslamp Quarter Association was theaters, art galleries, offices and residential/work and Spanish Revival buildings built between 1880 formed, to protect San Diego’s historic district and lofts. and 1910. Because the town was a busy military unite area business and property owners. port, the original district south of Market became The ornate light ornaments, replicas of the original a red-light district commonly referred to as the In 1976, the first Gaslamp Quarter Urban Design gas lamps that once lined San Diego’s first com- Stingaree. Illicit businesses, catering to both min- and Development Manual was adopted by the mercial and business center, serve as beacons for ers and sailors, flourished throughout the turn of City Council. The area bound by Fourth and Sixth those who visit the district. The Gaslamp Quarter the century. Avenues, Broadway and Harbor Drive was listed is located in the heart of Downtown San Diego. on the National Register of Historic Places in 1980. It is eight blocks long (from Broadway to Harbor The Gaslamp Quarter experienced its first renais- The Gaslamp Quarter Planned District features Drive) and two blocks wide (between Fourth and sance in 1912 when citizens pressured police the highest concentration of historically significant Sixth Avenues linking to the original waterfront at into raiding the red-light district, in what were commercial buildings in San Diego. the southern end of 5th Avenue.). The Gaslamp called the Stingaree Raids. With the red lights of Quarter is across the street from Westfield Horton the Stingaree officially turned off, the Gaslamp Wilson and the City Council created Centre City Plaza, a six-block historic open-air shopping Quarter continued to grow at a steady pace Development Corporation (CCDC) in 1975. This mall and entertainment complex; the San Diego through the 1920s to around 1930 when the Great public, nonprofit corporation staffs and imple- Convention Center; Petco Park, a new 42,000-seat Depression slowed development nationwide. ments downtown’s redevelopment, including ball park for the San Diego Padres, and San the facilitation of retail, residential, office, hotel, Diego’s core business district. During the 1950s, 60s and 70s, major commerce cultural, educational and public improvement continued to abandon the smaller scaled build- projects. CCDC began with 325 acres in four What was once one of San Diego’s seedier sec- ings of the Gaslamp Quarter in favor of larger sites redevelopment projects -- Horton Plaza, Marina, tions, today, the Gaslamp Quarter is where San in the north end of downtown. The area was in Columbia and Gaslamp Quarter. On behalf of the Diego’s colorful past comes alive and exists hand disrepair and became a low rent district until the City and Redevelopment Agency, CCDC facilitated in hand with modern development and commerce 1970s when a period of preservation began as the public/private partnerships necessary to turn in an active urban setting. public opinion shifted to support restoring many the area around. (In the past 30 years, there has of downtown San Diego’s historic buildings. been more than $6 billion dollars of investment Downtown San Diego began in the Gaslamp in downtown’s 1,500 acres, resulting in roughly Quarter. New Town founder Alonzo Horton 10,000 new homes, 6,000 new hotel rooms, 6

148 Stockton, California July 2008 million square feet of office space, and more than Hotel San Diego, San Diego’s first condo-hotel, 50,000 new jobs.) with 420 luxury rooms and suites; the 344-room PETCO Park, home of the San Diego Padres since Renaissance Marriott Hotel that will offer a 6,400 2004, brought new life to one of San Diego’s most In 1982, the Gaslamp Quarter became a major re- sq. ft. ballroom, 3,900 sq. ft. of meeting space, and blighted neighborhoods. Development investment development project area of the City of San Diego. 7,000 sq. ft. of retail space and the Residence Inn within the 60-block area surrounding the ballpark Several developers and restoration experts were by Marriott Gaslamp that will be built around a is expected to exceed $4 billion, more than four encouraged to continue restoring the Gaslamp’s historic 1900s building and include 185 extended- times the amount required to support the public Victorian buildings. This led to one of the most stay rooms. investment made by the Centre City Development profound joint urban preservation efforts in San Corporation (CCDC), the City of San Diego and Diego history and capped a downtown revitaliza- Restaurants in the Quarter include Croce’s its Redevelopment Agency. Projects completed, tion effort which successfully transformed a once Restaurants & Bars, established more than 20 underway and planned will result in 8,300 new troubled area. years ago by Ingrid Croce as a tribute to her late homes, 1.3 million square feet of commercial husband ‘70s singer/songwriter Jim Croce and space, 1,200 hotel rooms, 3,000+ parking spaces, Today, Gaslamp Quarter has emerged as San George’s on Fifth housed in one of the most and the Park-to-Bay Link, all in an area well Diego’s prime entertainment and celebration photographed historical buildings in the Gaslamp served by public transportation. destination. Conventioneers, baseball fans and Quarter. International cuisines can be savored in- weekend diners congregate here for its lively mix- cluding Afghan, Brazilian, Chinese, Indian, Italian, Adjacent to downtown’s popular Gaslamp Quarter, ture of restaurants, cafés, nightclubs and bars in Mexican, Persian, Spanish and Thai at more than the East Village neighborhood had declined physi- addition to the shops and accommodations. New 100 restaurants. cally and economically to a point that crime and residential dwellings have crowded the downtown other health and safety issues were major con- area including many historic lofts. The Gaslamp The Nightlife in the Gaslamp District features hip cerns. A strong project was needed to attract the Quarter continues to serve downtown residents lounges, flamenco dinner shows, an authentic necessary private sector resources that could and employees and the region at large, as well as Irish pub, a dueling-piano bar and the Horton cause serious change. That project was the ball- downtown’s significant numbers of tourists. The Grand Theater, home to the long running “Triple park, uniquely financed with revenues to be de- Gaslamp Quarter’s success has served as a cata- Espresso—a highly caffeinated comedy.” rived from future private development in the area. lyst for the redevelopment of other downtown neighborhoods. Shops and galleries of every variety are scattered INFORMATION SOURCES: throughout the 16 square block district. http://www.gaslampquarter.org The Gaslamp Quarter features a mix of unique Shoppers can expand their wardrobe and decorate http://www.sandiego.org/article/Visitors/803 lodging accommodations from the Victorian-style their homes with unique pieces found at shops http://www.sandiegodowntown.org/ 132-room Horton Grand Hotel, which is com- such as Villa Moda, Kurios, Splash Wearable Art, http://www.gaslamp.org prised of two hotels of the 1880s and was once Highlights Lighting, Kita Ceramics & Glassware, http://www.sandiego.gov/ home to Wyatt Earp, to the 282-room Hilton San Avitatt and Opium Gallery among others. http://gothere.com/sandiego/gaslamp.htm Diego Gaslamp Quarter with its 30 residential- style lofts and The Keating Hotel, from the same The Gaslamp Quarter is home to many popular designers of the luxurious Ferrari automobiles. events including Mardi Gras, the largest Mardi There are 22 lodging choices in the Quarter. Gras party on the U.S. West Coast, Taste of The newest additions include the Hard Rock Gaslamp and ShamROCK (St. Patrick’s Day)

Stockton, California July 2008 149 Plans had been made to tear these structures for strolling, seating and dining so restaurants Case History Research: down, when a group of investors lead by Dana could expand with outdoor seating in the summer Larimer Square, Denver Crawford purchased the entire block in 1965. months. In 1991, The Hahn Company sold Larimer The Larimer Square project became Denver’s first Square to the Larimer Management Group. In the heart of Downtown Denver along the major historic preservation effort as well as the Today, Larimer Square thrives and brands itself Cherry Creek River and between 14th and 15th first revitalization of a historic neighborhood in as the trendiest area in downtown Denver. It is Streets, is Larimer Square. Larimer Square’s history America. During a time when many of the histori- part of the LoDo (short for “Lower Downtown”) is the history of Denver. cally significant areas of downtown Denver were District, which consists of 25 square blocks north replaced with skyscrapers and high-rises, the last of Larimer Street between 14th and 22nd. There As the Mile High City’s oldest and most historic champion of Denver’s historic past was kept intact are 125 designated historic buildings in the LoDo block, its buildings tell vividly the story of the between 14th and 15th streets on Larimer Street. area, making it one of the largest concentrations birth and early years of Denver. In 1858, news All 16 of the block’s commercial buildings, con- of Victorian and turn-of-the-century architecture in of gold in the pike streams of Pike’s Peak spread structed in the 1870s and 1880s, were renovated, the nation. Since the opening of 50,000-seat Coors east, groups of settlers headed to this area to stake providing space for street-level retail shops, restau- Field in 1995, the neighborhood has undergone a their claim. After arriving from Kansas, General rants and nightclubs, in addition to upper-story of- transformation. Many of the 12,000 new housing William H. Larimer Jr. liked what he found and fices. A series of courtyards and open spaces were units in downtown Denver are located in this area immediately staked out a town for himself (jump- created, and in 1973 it was added to the National and offer a mixture of eclectic new buildings and ing another group’s claim who went east for the Register of Historic Places, the first in Denver’s his- restored warehouse loft projects. winter) renaming the town site Denver City after tory. Larimer Square became the symbol of historic James Denver, the territorial governor of Kansas. preservation and the undisputed focal point of LoDo is also a transportation center for Denver. downtown Denver for the decades to follow. AMTRAK, the Ski Train, Light Rail and the free Soon false-fronted stores, hotels and saloons served gold-seekers and other pioneers. In 1860, The Hahn Company of San Diego the name of “Denver” was agreed upon to bring purchased Larimer Square in 1987 together Denver City and its rival Auraria (where and moved forward with the Speer Boulevard crosses Larimer Street today) in a substantial repairs and upgrades torch lit ceremony on Larimer Street Bridge. that were needed to enhance the district. Revitalization began with In the mid-1870s, Larimer Street was the main a master planning phase com- street of the city. The city block of Larimer Square pleted by Semple Brown Design. housed Denver’s first bank, bookstore, photogra- In 1989, the entire right-of-way of pher and dry goods store. The block was also the Larimer Street was reconstructed site of Denver’s first post office as well as the site between 14th and 15th Streets. The of the first theater. four lane state highway was nar- rowed to provide two local traffic By the 1930s, however, this part of Larimer Street lanes with parking on both sides. had deteriorated so much that it had become a Sidewalks were widened to create skid row of pawnshops, gin mills and flophouses. a pedestrian atmosphere suitable

150 Stockton, California July 2008 16th Street Mall shuttle bus all come together at to the unusual, the discerning shopper will enjoy the region and leading the charge to establish LoDo’s Union Station, which will also be the hub Larimer Square. Denver as a culinary mainstay. From Ted Turner’s for Denver’s new $4 billion, 120-mile Light Rail classic American grill, Ted’s Montana Grill, to network, set to be completed in 2018. With 10 full-service restaurants, Larimer Square the Mediterranean-inspired Rioja and French is “staking its claim” as the dining destination of Larimer Square is just three blocks from the Colorado Convention Center, two blocks from the Denver Performing Arts Complex, a short walk to the 16th Street Mall shuttle, across the street from the Pepsi Center and two minutes from Coors Field.

Larimer Square, with its historic buildings and cobble sidewalks, is Denver’s urban shopping and dining district. Its Victorian buildings house specialty boutiques, salons and unique chef-driven restaurants. The one-of-a-kind stores feature distinctive fashion and exclusive offerings. Special events make it a vibrant atmosphere year-round. Larimer Square’s shops pride themselves by lend- ing an individualized and consultative hand to every customer. The 18 shops carry more than 200 discerning men and women fashion lines from the runways of New York, London, Paris and Milan making this a hip and trendy place to shop. Brands include Ted Baker, J. Lindeberg, True Religion, Morphine Generation, Tracy Reese and Vivienne Tam. Among the collection of clothing, jewelry and home stores are anchor store, Z Gallerie, known as a unique lifestyle retailer—one that is most attractive to urban loft dwellers, as well as Crybaby Ranch, known for its eclectic array of Western and Asian-influenced items.

The original Larimer Square tenant, Gusterman Silversmiths has been creating precious-metal jewelry and objects since 1964. From the exclusive

Stockton, California July 2008 151 Bistro Vendome, Larimer Square has a variety of honored tradition of German heritage. The festival an award-winning chalk festival that features the restaurants with the best reputations in Denver. with German food, beer and entertainment covers chalk and pastel work of 200 professional, ama- the entire block, and is one of the city’s longest teur and student artists. 150,000 festival attendees The Market Deli and Restaurant at Larimer Square, running festivals—one of the largest of its kind in enjoy Italian food and entertainment as they watch has not only been in the center of Denver’s most the nation. beautiful chalk pieces come to life. notable block, it has served as the quintessen- tial meeting place for dignitaries, students, artist, Over the course of two summer days, Larimer “The best block in Denver for shopping (and late- businessmen and locals alike. Since 1983 Mark Square’s expanse of asphalt is transformed into a 19th-century architecture) is Larimer Square.” and Gary Greenberg have transformed a fledgling colorful street museum during La Piazza dell’Arte, --The New York Times grocery into Denver’s most recognizable deli and espresso bar. The Market was the first espresso Information sources: bar between New York and Los Angeles, eighteen http://www.larimersquare.com/ years before it became trendy to open a coffee http://www.denver.org/ house on every corner and several years before http://www.frommers.com/destinations/denver/ the fashionable Starbucks chain. A22152.html http://www.denvergov.org/TabId/37910/ The clubs and lounges of Larimer Square feature TopicId/957/default.aspx scenes ripped from the latest lifestyle magazines http://www.sbdesign-pc.com/lsquare.htm and are gathering spots for hip and chic urbanites. There’s Comedy Works, where such national com- ics as Rosanne Barr and Josh Blue got their start. Other spots include Cru - A Wine Bar, Corridor 44 and Martini Ranch. Larimer Square has become a serious late-night party district thanks to spill- over from the expanded LoDo neighborhood and Rockies fans flowing from the nearby baseball stadium.

Most shops in Larimer Square are open Monday- Friday 10 a.m. to 7 p.m.; Saturday 10a.m. to 6 p.m.; Sunday noon to 5p.m. Restaurant and nightclub hours vary (some stay open as late as 5 a.m.), and hours are slightly shorter during the winter.

Larimer Square hosts numerous special events including Oktoberfest in September. Modeled after Oktoberfest in Munich, Germany, Oktoberfest commemorates this world-famous and time-

152 Stockton, California July 2008 attracted a diverse range of new Case History Research: tenants and users. The district Pearl District, Portland, Oregon became an “incubator” for start- up businesses, primarily for artists What was once an area of abandoned warehouses seeking inexpensive space with and railroad yards along the Willamette River has close proximity to the downtown been transformed into a nationally renowned and a casual environment. shopping, dining, cultural and urban living district- -The Pearl District of Portland, Oregon. Its historic In the early 1980s, the Pearl industrial buildings now house fashionable retail District became the focus of plan- storefronts, restaurants, galleries, lofts and spas in ning efforts to convert under-uti- what is called “Portland’s premier shopping and lized warehouses and abandoned arts district.” rail yards into a mixed use neighborhood. It started with an urban The Pearl District is located in Northwest cor- design study in the early 1980s, ner of Portland adjacent to the downtown core followed by the 1988 Central City and encompasses more than 100 city blocks. Its Plan, which laid the foundation. boundaries are West Burnside Road to the south; The 1992 River District Vision N.W. Naito Parkway to the north; N.W. Broadway Plan and 1994 River District to the east and N.W. 16th to the west. Starting Development Plan added more the warehouse buildings to “pearls inside crusty with Burnside the street names are in alphabetical details. The efforts culminated in the River District oysters.” While not poplar at first, an Alaskan order moving north through the district. Urban Renewal Plan, which was adopted in 1998 Airlines writer borrowed Augustine’s phrase, and and provides tax increment financing for improve- the rest as they say is history. HISTORY ments within the district over the next 20 years. TODAY This part of Portland adjacent to the downtown Today the Pearl District is a marriage of modern was once a marshland along the Willamette River, WHAT’S IN A NAME culture and historic preservation. Art and design north of the emerging town. During the early During the mid 1990s as redevelopment plans remain at its heart. The district contains nearly 30 1900s the area was a transportation hub for the were being formulated for the growing area, local art galleries; more than 50 restaurants, cafes, bars, city with railroad yards and associated warehous- business owners wanted to find a name for the brew pubs and coffee houses; nearly 60 home ing and storage facilities. Manufacturing and emerging district. Many artists had already called furnishing stores and antique shops; more than ancillary uses boomed, and the district prospered the area home as they lived and worked in the 60 boutiques, jewelers and specialty realtors and through the first half of the 20th century. low cost lofts inside the warehouses. Names like three public parks with two more being planned. “warehouse district” and “brewery district” were Since 1994 when the first residential unit was Starting in the 1950s, this area of Portland reflected considered but the name that stuck helped tell erected in the Pearl District, more than 3500 lofts, the dynamics affecting central urban areas nation- the story of what was happening in the neigh- condos and apartments have sprung up in the wide. As water and rail transportation patterns borhood. The story credits local gallery owner area. shifted to highways, interstates and air, the dis- Thomas Augustine for the name when he com- trict was left vacant and marginalized. Low rents pared the artists’ lofts and galleries “hidden” inside

Stockton, California July 2008 153 eight listings in the Salons and member galleries. Many of the district’s retail- Spas category; eight listings in the ers offer in-store events and extended hours. Services category (i.e. travel agent, Restaurants, bars and lounges also offer specials to video rental and dry cleaner); four entice gallery goers. listings in the Shopping Centers category and a one toy store. Art in the Pearl—Art in the Pearl is the name There are three universities listed: of the annual arts festival held every Labor Day The Arts Institute of Portland, weekend in early September. The three-day event Pacific Northwest College of Art fills the Pearl District’s North Park blocks with art, and Willamette University. A quick theater, music and hands-on activities for people survey of the retail shops showed of all ages. Over one hundred artists show and sell most are open 7 days a week work ranging from fine wooden furniture to beau- with hours of operation: Monday tiful paintings to photography, glass, clay, metal through Saturday, 10 am to 6 pm; and jewelry. In 2008, the festival will celebrate its Sundays, 11 am to 5 pm. A major- 12th year. ity of the restaurants serve dinner until 10 pm and offer Sunday Pearl Jam Concert Series—Sponsored by the Pearl hours. District’s largest development company Hoyt Street Properties, the “Pearl Jam Concert Series” is held A breakdown of the Walking Map of the Pearl This dynamic neighborhood is during the summer in Jamison Square Park. The District yielded the following information. There known for its restored brick buildings, cobble- events are typically held once a month and attract are eight listings in the Active Wear category; 19 stone streets, historic water towers in addition to families and music lovers of all ages who spread listings in the Art Galleries and Services category; numerous special events held throughout the year out picnic blankets to enjoy the events. six listings in the Banks category; eleven listings including monthly gallery walks, an annual arts in the Bars and Brew Pubs category; five listings festival, a summer concert series and a farmer’s in the Books, Music and Paper category; 26 list- market. It is home to the Portland Center Stage, ings in the Clothing, Jewelry and Specialty Retail the Portland’s premier professional theater com- category; 21 listings in the Condos and Apartments pany. Portland Center Stage presents a blend of category; four listings in the Cooking Schools and classic and contemporary theater to an audience Markets category; two listings in the Exercise and of more than 100,000 annually at its 599-seat main Fitness category; two listings in the Florists cat- stage, The Gerding Theater, and a 200-seat black egory; seven listings in the Health Care Providers box theater. category; 38 listings in the Home Furnishings category; two listings in the Hotel category; two EVENTS listings in the Knittings and Fabrics category; First Thursdays—Sponsored by the Portland Arts four listings in the Mortage and Title Companies Dealers Association, First Thursday, held during category; four listings in the Non-profit Cultural the evenings on the First Thursday of each month, category; 33 listings in the Restaurants category; is an art walk showcasing the Pearl District’s

154 Stockton, California July 2008 Portland Farmer’s Market—Held in the Pearl District’s EcoTrust Building, the Portland Farmer’s Market is open each Thursday from June through September. Hours of the Market are 3:30 pm to 7:30 pm. The market features a wide variety of locally grown fruits and vegetables, cut flowers, grass-fed beef and lamb, seasonal fruits, baked goods, artisan foods and more.

Many of the activities are promoted by the Pearl District Business Association, a not-for-profit membership based organization. The organization produces the Pearl District Walking Map, a website—explorethepearl.com—and “Explore the Pearl” magazine, which is produced in coopera- tion with the Oregonian.

Transportation access is available through the Portland Streetcar and Tri-Met bus lines. The City of Portland maintain a fleet of seven electric Streetcars which run on a 4.8 continuous loop on a unique shallow 12-inch deep track slab design and accommodates curbside parking and loading. Public parking is available along the streets and in several parking garages located throughout the district.

The Pearl District has become an attractive tourist destination, a great place to live and a popular area to shop, dine and become immersed in art. It is one of Portland’s true gems.

INFORMATION SOURCES: http://www.pearldistrict.org/ http://www.explorethepearl.com/ http://www.pdc.us/ http://www.travelportland.com/ http://www.tndwest.com/pearldistrict.html

Stockton, California July 2008 155 156 Stockton, California July 2008 signs. The common thread holding all together ever undertaken in the U.S. The amount spent in Case History Research: was the use of red brick. this public/private partnership exceeds $3 billion. Bricktown, Oklahoma City After years of prosperity, several factors con- MAPS was a visionary capital improvement Located in the heart of downtown Oklahoma City, tributed to the decline of the Bricktown area in program that included a series of nine public Bricktown, as it now stands, was once a ware- the 1930s to 1950s. First, the Great Depression projects focusing on sports, recreation, enter- house neighborhood that has been magnificently brought a sudden halt to new construction and tainment, cultural and convention facilities. The restored into one of Oklahoma City’s major enter- delayed needed repairs to older buildings. Then, projects included renovations to the Convention tainment and dining districts with a turn a of the World War II came. New resources and invest- Center, Civic Center Music Hall and Oklahoma century charm. ments were needed in the war effort. Finally, City fairgrounds, as well as construction of the post-war suburban sprawl followed along with the 15,000-seat AT&T Bricktown Ballpark, the mile- Bricktown is located on the eastern border of development of new industrial parks away from long Bricktown Canal, the 20,000 seat Ford Center, downtown and is accessible from I-40, I-35 and the old commercial centers. the state-of-the-art Ronald J. Norick Downtown I-235. Bricktown’s boundaries are E.K. Gaylord Library, the Oklahoma Spirit trolley system and a Avenue on the west, Stiles Avenue on the east, By 1980, this area known as the crossroads of stretch of water transformed into river lakes with Reno Avenue on the south and Main Street on commerce was a graveyard of abandoned and un- trails and recreational facilities known as The the north. It encompasses approximately 15 city der utilized buildings in desperate need of revital- Oklahoma River. blocks. ization. Efforts at urban revitalization in the 1960s and 1970s largely ignored the area. However, Neal MAPS was funded by a temporary one-cent sales HISTORY Horton, a developer who bucked the trends, saw tax approved by city voters in December 1993. For Oklahoma City, the railroad was the engine new opportunities for the historic area. While his The tax expired on July 1, 1999. During the 66 that provided the lifeblood of early economic plan was unrealized due to the oil and bank crash months it was in effect, more than $309 mil- development. From 1889 to 1904, four railroad of 1982 he was responsible for coining the name lion was collected. In addition, the deposited tax companies—Santa Fe, Rock Island, Frisco and “Bricktown” that gave the old commercial district revenue earned about $54 million in interest. The Katy—connected the land-locked prairie commu- an identity. tax was extended by a vote of the people for six nity to the rest of the world. Each of these railroad months to cover cost increases during construc- companies focused their freight operations east TURNING POINT tion. The tax is now complete, and the projects of the Santa Fe tracks in what is now Bricktown. In the early 1990s, Mayor Ron Norick and an army are all debt-free. As the industry developed, three generations of of leaders formulated a plan to resurrect the area. unique brick buildings were constructed. The The city had lost a bid for a United Airlines main- MAPS PROJECTS first generation from 1898 and 1903, were typi- tenance facility and saw an opportunity to make The 12,000-seat AT&T Bricktown Ballpark, current- cally one or two stories tall with arched windows their city competitive and attractive for future ef- ly leased by the Oklahoma Redhawks, a Triple A and embellished door ways. The next generation, forts. A visionary project was launched, one that team for the Texas Rangers, is constructed of brick constructed between 1903 and 1911, were usually forever changed the face of Oklahoma City. That and features a natural grass playing field that has a multi-storied with less ornamentation and fewer plan was Metropolitan Area Projects (MAPS), an vintage appearance. The Redhawks season normal arches. The third wave of construction, from 1911 ambitious program that’s one of the most aggres- runs from March through September. The facility to 1930, was marked by even taller buildings with sive and successful public-private partnerships includes shops, luxury suites and a year-round, rows of rectangular windows and large graphics

Stockton, California July 2008 157 sports-themed restaurant. The Park was completed built between 1999 and 2002 and is designed for million in 1998 to more than 8 million in 2004. It in the spring of 1998 at a cost of $34 million. major sporting events and can be quickly re- estimates nearly 10 million people will visit the configured for concerts, shows and exhibitions. district this year. The Civic Center Music Hall is operated by the Major events for 2007 include the Big 12 Men’s Oklahoma City Parks and Recreation Department. Basketball Tournament and concerts by Martina In Bricktown you can stroll along the mile-long A complete interior renovation of the historic McBride, Alan Jackson and Eric Clapton. The pedestrian canal, dine at some of Oklahoma City’s Civic Center included accommodations for major MAPS Sports Arena became the Ford Center in best restaurants (over 4,000 dining seats available), theatrical, dance and musical groups; a multi- an April 2002 naming agreement with Oklahoma take in a game or concert and dance to live music. story atrium; balconies, box seats and suites; Ford Dealers. That agreement produced $8.5 mil- Bricktown also includes rides in horse drawn car- excellent acoustics; and a hydraulic orchestra pit. lion in revenue for the arena over 15 years, with riages or relaxing views from the Water Taxi on Construction and renovation began in November an option to extend the agreement even further. the canal. The district is known for its diverse and 1998 and finished in September 2001 at a cost of Total cost for the project was $87.7 million. often varied entertainment options. $53 million. The mile-long Bricktown Canal links downtown, Private investments in attractions of the Bricktown Renovation and expansion added more than Bricktown and the river. The north segment ex- District include Bass Pro Shops, a visually ap- 100,000 square feet to the former Myriad tends east from the Santa Fe railroad, past restau- pealing, high quality outdoor store with indoor Convention Center, now the Cox Convention rants and entertainment venues to the Bricktown aquariums and an extensive collection of outdoor Center. A new 25,000-square-foot ballroom and a Ballpark. As the canal turns south toward the river, equipment and clothing, and Harkin Bricktown sandstone-and-glass grand staircase were added. it is highlighted by hiking and bicycle trails, water 16, a 16-screen cinema with comfortable seating, A new convention hotel was adjoined. The grand features and landscaped park areas. Water Taxi complete food service and childcare facilities for opening was held in August 1999. Additional roof offers rides down the canal. The Canal is main- patrons. The theatre features the largest movie replacement, exterior refurbishing and roof truss tained by the Oklahoma City Parks & Recreation screen in Oklahoma, the Ciné-Capri, measuring 70 work was completed in August 2000. The cost was Department. It opened in July 1999 with improve- feet wide. Bass Pro Shops opened in November $60 million. ments completed in Phase 2 and 3, 2003-2004. 2003, and the Harkins Theatre opened in October Total cost was $23 million. 2004. The four-story, 112,000-square-foot Ronald J. Norick Downtown Library was built by the City for Oklahoma has also invested $5 million in Trolley The dining and nightlife categories are anchored the Metropolitan Library System and replaced the stop shelters that have been built along the routes. by Mickey Mantle’s Steakhouse, Toby Keith’s I previous library that opened in 1953. Its comple- The Oklahoma Spirit Trolleys are part of the City’s Love This Bar and Grill and Abuelos Mexican tion in 2004 after 4 years of construction signaled mass transit system and are administered by the Food Embassy in addition to Biting Sow, Bourbon the end of the MAPS construction program. The Central Oklahoma Parking and Transportation Street Café, Brew Ha Ha, Bricktown Brewery facility includes state-of-the-art information ser- Authority. Restaurant, City Walk, Coach’s Restaurant, Daiquiri vices and equipment, classroom space for students Zone Sports Bar & Grill, Falcone’s, Hooter’s, of all ages and traditional library resources. The TODAY Lit-Bar, Gallery and Rooftop, Maker’s Cigar and cost was $21.5 million The number of visitors to Bricktown is increas- Piano Lounge, Nonna’s Euro-American Ristorante ing every year as new developments continue to and Bar, Raw, Skkybar Ultra Lounge, Tawerks Ale The 20,000-seat Ford Center, located south of the open. According to the Bricktown Association, the House & Café among others. Cox Business Services Convention Center, was number of Bricktown visitors went from about 4

158 Stockton, California July 2008 Hotels in Bricktown include the Colcord Hotel, along with 27 kiosks for more detailed visitor Courtyard by Marriott, Marriot Renaissance, information. Resident Inn by Marriott, the Sheraton Oklahoma City and The Skirvin Hilton. A 10-story Hampton INFORMATION SOURCES: Inn & Suites with a price tag of $20 million is set to open in the summer of 2008. http://www.bricktownokc.org http://www.bricktownokc.com INTERESTING FACTS ABOUT BRICKTOWN http://www.okc.gov/maps/index.html (OKC Chamber of Commerce) http://www.downtownokc.com http://www.okcchamber.com • Public and private capital investment in Oklahoma City’s urban core since 1995 exceeds 3 billion dollars.

• Southern Living Magazine ranks downtown Oklahoma City as one of 5 best downtowns in the south.

• 231% increase in Bricktown (entertainment district) property values since 2001.

• 409% increase in downtown hotel capacity since 2000.

• 11% increase in downtown residents since 2000- and poised to grow another 13% by 2008.

• There were more than 8 million visitors to Downtown’s attractions in 2006.

The Bricktown Urban Design Committee is implementing a new comprehensive wayfinding system, funded by a City General Obligation Bond Issue, to provide consistent, clear directions to various destinations, attractions and landmarks in the Downtown area. The system will eventually consist of 45 vehicular signs and 22 pedestrian signs

Stockton, California July 2008 159 of the community. By 1776, Georgetown was one Case History Research: of the largest communities in Maryland. During Georgetown’s treasured institution is Georgetown Georgetown, DC the Revolution, Georgetown served as a great University, which owes its existence to Fr. John As one of Washington D.C.’s oldest neighbor- depot for the collection and shipment of military Carroll, superior of the American Mission and a fu- hoods, Georgetown has been a center of com- supplies. The town was finally incorporated in ture bishop of Baltimore, who began planning for merce since the 18th century. Located along the 1789, and in 1791 Georgetown’s character was an academy in 1786. Its official founding is listed Potomac River, Georgetown served as a major profoundly affected by the establishment of the as 1789. Today, the oldest Catholic university in port during colonial times and today is a charming nation’s capital to the east. While it was included America, Georgetown University is a major inter- historic area lined with Federal-style row houses, in the new Federal District, Georgetown retained national research university with a student popu- cobblestone streets, high-end shopping and fine- its own character. lation of 11,515. Famous alumni include former dining establishments. It is home to Georgetown President William J. Clinton, Supreme Court Justice University, the oldest Catholic university in the Congress incorporated Georgetown as part of Antonin Scalia, broadcast journalist Maria Shriver United States, historic attractions, picturesque Washington City in 1871. After the Civil War, large and basketball star Patrick Ewing. parks, trails and the Chesapeake and Ohio (C & numbers of freed slaves migrated to Georgetown, O) Canal. Georgetown’s reputation as a center of and the African American community flourished. GEORGETOWN BUSINESS IMPROVEMENT style and affluence make it an attractive place for With the bankruptcy of the C & O Canal Company DISTRICT (BID) visitors and residents of our nation’s capitol. in the 1890s due to severe flood damage of the C & O Canal, the area went into an economic de- The Georgetown Business Improvement District The Georgetown neighborhood is located in the cline. In a period after World War I, Georgetown (BID) was established in 1999 as a not-for-profit Northwest quadrant of Washington, D.C., along gained a reputation as one of Washington’s organization by the property owners and busi- the Potomac River waterfront. As outlined by the worst slums. With the New Deal in the 1930s the nesses of historic Georgetown to protect and National Park Service, the Georgetown Historic area began to rebound. Georgetown’s reputa- enhance its unique character and public spaces. It District is roughly bounded by Reservoir Rd., NW tion reached a high point when Senator John F. is governed by a board of directors elected by its and Dumbarton Oaks Park on the north; Rock Kennedy resided in the neighborhood during the membership of approximately 1,000 businesses. Creek Park on the east; the Potomac River on the 1950s. BID programs include transportation, streetscape, south; and Glover-Archbold Park on the west. marketing and special events. The Georgetown Georgetown’s primary corridors are M Street and Most of Georgetown is occupied by residential BID has played an important role in attracting ex- Wisconsin Avenue. areas whose regular streets and Victorian row ceptional retailers and restaurateurs to the area as houses set the tone for the entire neighborhood. A well as ensuring residents experience a superior HISTORY majority of the building stock was constructed af- quality of life. ter 1870. Various styles illustrate the national trend Georgetown was formally established in 1751 of architectural development from Georgian man- The area of the BID is bounded by Rock Creek when the Maryland Assembly authorized a town sions and town houses through early Federal and Park on the East, Key Bridge on the West, the on the Potomac River on 60 acres of land belong- Classical Revival houses to the ornate structures of Waterfront on the South and Reservoir Road on ing to George Beall and George Gordon. George the ante and post-bellum periods. The commercial the North. Town was named in honor of King George II and corridors of Wisconsin Avenue and M Street as flourished as a shipping center with European well as the waterfront areas are characterized by and West Indian trade. Tobacco was the lifeblood development from every era. TODAY

160 Stockton, California July 2008 website, a search of the dining options yielded http://www.georgetowndc.com/ Today, Georgetown is a popular place to walk, eat 140 results. and shop. Visitors can enjoy dinner on the water- http://www.culturaltourismdc.org/ front at an outdoor bar or restaurant, peruse over The Georgetown area is known for its legend- 300 stores, walk, jog or bike along 180 miles of ary hotels, specializing in the best services in the http://www.georgetown.edu/ trails, take a tour boat or barge ride along the C & Washington D.C. area. There are 8 hotels includ- O canal, visit a historic home, garden, gallery or ing The Ritz-Carlton, Four Seasons Hotel and museum or stroll through Georgetown University’s Georgetown Inn among others. magnificent campus. The backdrop of historic architecture, shady streets and brick sidewalks along Georgetown also celebrates its wide array of with the celebrated waterfront create an historic salons and spas. In fact, 52 businesses are listed ambience with a European feel. under this category on the GeorgetownDC.com website. From high-fashion national retailers to charming local merchants, Georgetown offers over 300 With over 49 listed attractions, visitors can enjoy places to shop for the best in antiques, furniture, a tour of a historic home or garden, visit a gal- original art and handcrafted accessories. lery or museum or stroll through the Georgetown At the center of Georgetown’s retail experience University campus. There are 15 places of worship is The Shops at Georgetown Park. This four- and 10 embassies that call Georgetown home. level urban shopping mall features anchor ten- As the oldest building standing in Georgetown, ants Anthropologie, H&M, J. Crew, Ann Taylor, the Old Stone House at 3051 M Street is owned Victoria’s Secret, Dean & DeLuca and Talbot’s and operated by the National Park Service and is among others. The mall, made up of 75 retail open to the public. Georgetown is also home to stores and 317,000 square feet of leasable space, Washington, D.C.’s oldest commercial structure, opened in 1981 and has been expanded and the City Tavern, at 3206 M Street. It was built in renovated twice. The mall’s hours of operation 1796. are Monday through Saturday, 10 am to 9 pm and Sundays 12 pm to 6 pm. Georgetown with its remarkable history and appealing shopping, dining and cultural amenities Georgetown is home to over a hundred of restau- remains one of Washington’s most prestigious rants, cafes and nightlife venues. Serving cuisine and lively neighborhoods and a popular tourist ranging from authentic Italian and traditional destination. Japanese to the finest French and new American, there is someplace to enjoy at any price level. For those on the go, there are also dozens of locally-owned cafes. For late night entertainment, Georgetown has a wide variety of clubs, bars INFORMATION SOURCES and music venues. On the GeorgetownDC.com

Stockton, California July 2008 161 Physical barriers are required if liquor is sold at a sidewalk café. No signs Sidewalk Cafe Design Guidelines and Standards shall be placed on barricades. Paper products for the consumption of food or 1. Space and Clearance beverages are not permitted. Sidewalk cafés are permitted only on sidewalks with a minimum width of 3. Overhead Structures 10 feet from the property line to the curb face. The area designated for the Umbrellas and other temporary overhead structures are subject to approval sidewalk café shall be considered an extension of the franchise, therefore during the sidewalk café permitting process. No portion of any umbrella the location of the sidewalk café must be directly in front of the franchise. In shall be less than seven feet above the sidewalk. Umbrellas and overhead the interest of public safety, if a traffic lane occurs adjacent to the sidewalk, structures cannot interfere with street trees, must be weather resistant, and a sidewalk café will be permitted only if the minimum sidewalk width is 15 designed to be secure during windy conditions. feet. Awnings, either permanent or temporary, are subject to approval during Sidewalk cafés must maintain a clear pedestrian path of at least five feet at the sidewalk café permitting process. Awnings shall have no support posts all times. On sidewalks with an adjacent traffic lane, the clear pedestrian located within the public right-of-way, and no portion of an awning shall be path must be 10 feet wide. This clear area must be free of any obstructions less than eight feet above the sidewalk. such as trees, parking meters, and utility poles to allow adequate pedestrian 4. Signage passage. Sidewalk cafés shall not interfere with any utilities or other facilities Signs advertising the sale of goods or services at a sidewalk café are prohib- such as telephone poles, fire hydrants, parking meters, mailboxes, or signs ited. This includes sandwich boards, banners, and signs on furniture or um- located on the sidewalk and in the public right-of-way. brellas. Menus are restricted to a maximum size of 9x12 inches. A sign must Sidewalk cafés may not impinge on required clear distances for maneuver- be posted in a visible location at every sidewalk café that states: “It is un- ing around entrances or exits. The outdoor dining area must be accessible lawful to consume alcoholic beverages not purchased at the permit holder’s to disabled patrons and employees. When a sidewalk café is located at a establishment or sidewalk café or to remove alcoholic beverages from the street corner, vision clearance requirements shall be in accordance with city sidewalk café.” ordinance. These regulations may also apply if a sidewalk café is adjacent to 5. Lighting an alley or driveway. Lighting for sidewalk cafés is subject to approval during the sidewalk café 2. Furniture and Other Elements permitting process. Lighting must complement the existing building and Tables, chairs, umbrellas, awnings, and any other elements associated with a sidewalk café design and shall not cause a glare to passing pedestrians or ve- sidewalk café must be of quality design, workmanship, and materials to en- hicles. Electrical wires are not permitted within the sidewalk café. Acceptable sure the safety and convenience of patrons as well as to enhance the visual tabletop lighting includes candles and low-wattage battery-operated fixtures. and aesthetic character of the streetscape and adjacent neighborhood. Additional lighting may be attached to the adjacent franchise provided that All sidewalk café elements will be reviewed as part of the sidewalk café approval is obtained from the city. permitting process. Sidewalk café tables and chairs must be placed inside 6. Outdoor Heaters the area designated for sidewalk dining only. Table size should be kept to a Outdoor heaters for sidewalk cafés are subject to approval during the side- minimum to avoid crowding. Appropriate density of tables and chairs will be walk café permitting process. reviewed. Permanent structures are not permitted in sidewalk cafés. Elements 7. Vending Machines, Cars cannot be attached permanently to sidewalks or public rights-of-way. The Vending machines, carts, or other objects for sale are prohibited. permit holder is responsible for the restoration of the sidewalk or public 8. Service and Use right-of-way if any damage is caused by the sidewalk café. All services provided to sidewalk café patrons as well as all patron activ- Temporary physical barricades to separate sidewalk cafés from pedestrian ity (waiting, sitting, dining, etc.) must occur within the designated sidewalk traffic are allowed if they are constructed of finished quality materials in- café area and not impinge on pedestrian traffic at any time. No alcoholic cluding wrought iron chains, rope stanchions, picket fencing, planters, etc.

162 Stockton, California July 2008 Supporting Documentation

beverages may be stored or mixed in the sidewalk café. Equipment necessary 4. All areas within and surrounding a sidewalk café must be maintained in a for dispensing any other items is subject to review during the sidewalk café clean, neat, and sanitary condition and policed routinely by permit holder to permitting process. The franchise must provide supervision of the sidewalk ensure removal of all wrappings, litter, and debris. Daily sanitary cleaning is café to ensure that operations and the conduct of patrons are in compliance required. Sidewalks within and adjacent to a sidewalk café must be washed with this document at all times. down on a daily basis. The permit holder shall not wash garbage cans or 9. Insurance Requirements other containers on the sidewalks. All cleaning must be performed in accor- Every sidewalk café permit holder must furnish a certificate of insurance dance with city regulations. proving commercial insurance coverage of at least $1,000,000 for bodily 5. Sidewalk cafés are prohibited from playing amplified music, whether live injury, death, disability, and property damage liability. The policy shall pro- or recorded. No speakers, microphones, televisions, or other audio or video vide for 30 days’ prior written notice to the city if coverage is substantially devices are permitted. changed, cancelled, or not renewed. The city shall be named as an additional 6. The operation of the sidewalk café must be clearly incidental to the associ- insured on a primary, noncontributory basis for any liability arising directly or ated franchise. The seating capacity of the sidewalk café cannot exceed 50 indirectly from the operation of a sidewalk café. The permit holder shall in- percent of the establishment’s interior seating capacity. demnify, defend, and hold the city harmless from any loss that results directly 7. Sidewalk café tables, chairs, and other elements must be removed immedi- or indirectly from the permit issuance or operation of the sidewalk café. If ately after the close of daily operations. Stacking or storing of tables, chairs, alcoholic beverages are served at the sidewalk café, the permit holder shall heaters, or any other element in the public right-of-way is prohibited. provide proof of liquor liability insurance for the sidewalk café with limits 8. City code enforcement officers will monitor sidewalk cafés after permits not less than $1,000,000 in such type as shall be acceptable to the city. have been issued and cafés are in operation. Any violations of the provisions Each permit holder shall maintain the insurance coverage required during the of these rules and regulations, or any deviation from approved plans will permit period. The certificate(s) of insurance shall be presented to the zoning result in citations being issued and/or permit being revoked. administrator prior to the issuance of a permit. Failure of the permit holder to 9. Any permit holder, or his or her employees, who violate or resist enforce- maintain the insurance required by this document shall result in the revoca- ment of any provisions of this document may be subject to immediate permit tion of the sidewalk café permit. revocation by the city and subject to a fine provided that each day that such Rules and Regulations violation continues shall be deemed a separate and distinct offense. The fines 1. A sidewalk café permit is valid for one year from the date of issuance. shall be in addition to any expenses incurred for restoration or repair of the 2. Sidewalk cafés shall not operate earlier than 7:00 a.m. or later than 11:00 public right-of-way, which shall be the responsibility of the permit holder. p.m. unless the hours of the franchise are more restricted, in which case the 10. Permit holders shall be required to maintain a current city business more restrictive hours apply. license. 3. All sidewalk café employees must comply with all requirements and stan- 11. Permit holders shall be required to abide by all federal, state, and local dards for a retail food establishment. laws. a) Patrons must wear shoes and shirts at all times. 12. If a permit is issued, the permit holder is required to pay an annual rental b) All sidewalk cafés must have an opening for ingress and egress at all fee in the form of certified funds in the amount of $______per square times. foot. c) At all times, sidewalk cafés must adhere to size, design, and other require- Permit ments approved by the city. In order to receive a permit for a sidewalk café on a public right-of-way, the d) Strict adherence to hours of operation, approved layout, and clear space applicant must demonstrate that the provisions of these guidelines will be for pedestrians is mandatory. met. Documentation demonstrating compliance with these guidelines must accompany the application in order to receive a permit. A sidewalk café

Stockton, California July 2008 163 Supporting Documentation

permit will not be issued until the zoning administrator and fire marshal have conducted a site inspection of the proposed sidewalk café and all elements to be placed therein to ensure that the sidewalk café is in compliance. The city will send an invoice to renew the sidewalk café permit annually. If the permit is not renewed or does not conform to the original conditions of the permit, a new permit may be required. Sidewalk Café Application Form Name of Franchise ______Address ______Owner/Proprietor ______Owner/Proprietor Address ______Owner/Proprietor Phone ______Mobile ______Anticipated period of use each year ______Proposed hours of operation ______Total area of public right-of-way to be used for sidewalk café (in square feet) ______Will liquor be sold or consumed in the sidewalk café? __ Yes __ No Application must include both a site plan and seating plan with the following information:

SITE PLAN SEATING PLAN ____ 3 copies (8.5x11) ____ 3 copies (8.5x11) ____ Legible ____ Legible ____ Scale ____ Scale ____ North arrow ____ North arrow ____ Name, address of franchise ______Width of sidewalk adjacent to café ____ Name of adjoining streets, alley ____ Size of area proposed for café ____ Width of sidewalk adjacent to café ____ Shows building entries and exits ____ Location of existing improvements ____ Location, number of tables and chairs (utility poles, parking meters, etc.) ____ Location and dimensions of sidewalk area proposed for café and sidewalk width remaining for public access (min. 5 feet) ____ Location and dimensions of any proposed improvements associated with sidewalk café (awnings, planters, barricades, etc.)

164 Stockton, California July 2008 Supporting Documentation

Street Performers Ordinance LOCATION: The City should encourage such performances, while at the same time recog- Performances may take place in the following locations: nizing that they draw crowds that may create safety problems. An ordinance a) On private property, with the written permission of the owner or other should be adopted by the City that stipulates rules and regulations govern- person in control of such property. ing street performance, so the safety of performers, their audiences, and the b) In public areas designated by the city. general public is ensured. All street performers should be required to obtain a permit. Street performers add a cosmopolitan flair to a community and en- TIME: tertain residents and visitors alike. The following Street Performer Guidelines Hours during which performances may occur are determined by the city. stipulate rules and regulations governing this activity. This is a compilation of documents from several cities that recognize the value of street performance. CONTRIBUTIONS: A sample application is included at the end of the guidelines. Performers may accept, but not verbally solicit, contributions from audience members. Street Performer Guidelines No person shall perform in a public area without a permit from the city. The PROHIBITIONS: permit must include the name and address of the performer, term of the No performer shall: permit, and the type and location(s) of the performance. A performer shall a) Perform without first obtaining a permit issued by the city. clearly display his or her permit while performing and allow inspection of b) Perform outside areas indicated on the map that accompanies this the permit by any city official or police officer. All performances must com- document or off the private property for which the performer has ply with this document, state and local laws, and conditions of the permit. obtained written permission. Permits are not transferable and each member of a group who perform c) Perform within 10 feet of any bus stop, street corner, pedestrian cross- together is required to obtain an individual permit. walk, or the entrance to any business (during hours the business is open to the public). Every person wanting to engage in street performance is required to make a d) Block or obstruct the free and safe movement of pedestrians. If a written application for a Street Performer Permit from the city clerk accom- sufficient crowd gathers to observe a performer and interferes with public panied by a fee established by the city. The application form requires the passage, a city police officer may disperse that portion of the crowd that is following information: blocking passage. • Applicant’s name, address, and phone number. e) Use any knife, sword, axe, saw, torch, flame, or other object that can • Birth date of applicant. cause serious bodily injury; any amplification device; any generator, battery, • Applicant’s driver’s license or personal identification number. or power source that poses a fire or public safety hazard; any electrical con- • A description of the subject matter and method of performance. nection to an adjacent building or city power source. • The period for which the permit applies. f) Leave litter at his or her performance site. • The location of areas in which the performance will be conducted. g) Utilize or prevent the public from using any public benches, waste re- • A statement as to whether the applicant has ever been convicted of a ceptacles, or other street furnishings during his or her performance. felony. h) Place any object on a public sidewalk that leaves less than a five foot • A 2x2 inch color photo of the applicant’s head and shoulders. passage for pedestrian traffic. • A signed permission slip from the property owner, if performance is to i) Place his or her instruments, props, equipment, or other items unattend- occur on private property. ed on a public sidewalk or right-of-way. Rules & Regulations

Stockton, California July 2008 165 Supporting Documentation

j) Offer any items for sale. Performers who wish to sell items must first Phone ______obtain a city peddler’s license. k) Display any sign other than the name of the performer(s) and the Street Birth date ______Performer Permit. l) Include a minor under the age of 16 in the performance unless accom- Driver’s License or ID Number ______panied at all times by a responsible adult 18 years of age or older. Proposed hours of performance ______REVOCATION OF PERMIT: A Street Performer Permit may be revoked by the city if the city clerk has Proposed location(s) of performance ______reason to believe that a performer has: (note: written permission of property owner required if on private property) a) Violated any provisions of this document or any city or state laws. b) Made a false statement in the application. Describe the subject matter and method of performance ______c) Conducted a performance adverse to public safety or prevailing community standards of public decency. ______

______COMPLAINTS AND APPEALS: If a written complaint is filed with the city alleging that a performer has violated any provisions of this document, the city clerk shall promptly send a Have you ever been convicted of a felony? ______Yes ______No copy of the written complaint to the performer, together with a notice that an investigation will be made regarding the truthfulness of the complaint. The Applicant must include the following: performer will be invited to respond to the complaint, present evidence in his or her behalf, and respond to evidence produced by the investigation. If, ____ 2x2 inch color photo of head and shoulders after reviewing all relevant material, the city clerk finds the complaint to be valid, the complaint shall be certified. If a permit is denied or revoked by the ____ Driver’s license or other photo ID city clerk, or if a written complaint is certified, the permit holder may appeal to a hearing before the city manager. After presentation by the permit holder ____ Written permission of property owner if performing on private property and investigation by the city clerk, the city manager shall make a final written determination. If the city manager decides in favor of the city clerk, the action of the city clerk will be sustained and the applicant may appeal the decision to a court of jurisdiction.

STREET PERFORMANCE APPLICATION

Name of Applicant ______

Address ______Peer-driven Retail Sign Ordinance

166 Stockton, California July 2008 Supporting Documentation

A downtown district is an economic asset. Signage consistency will help receipt of the Board’s recommended findings and conclusions. This decision maintain the value of this asset. Following is a recommended framework for shall incorporate any Board recommendations, except for any condition that the establishment of Sign Review Board. The Mayor will appoint the Sign is contrary to law or the applicable design standards. Any aggrieved party Review Board, with confirmation by the City Council. It will consist of five to the City Planner’s decision may appeal. For item 4, any person or entity voting members and one ex officio member. Voting members will be two alleging that a sign within the Main Street district does not comply with the commercial property owners and three representatives of commercial tenants design standards can submit a complaint form. The sign owner will be noti- from within the district. The Ex officio member will be a City Planner. Voting fied of the complaint and if the sign is not removed, the Board will render a members will be appointed for a term of three years with the terms of initial determination. appointment as follows: One commercial property owner appointed for two years and one commercial property owner appointed for three years. One Suggested Design Guidelines commercial tenant representative appointed for one year, one commercial A. Permissible Sign Types tenant representative appointed for two years, and one commercial tenant 1. Wall signs representative appointed for three years. Thereafter, all appointments shall a. Wall signs may be located near the primary entrance of a retail storefront be for a term of three years. Any person appointed to fill an unexpired term as a secondary identity, menu board or thematic message or tag line. shall serve for the remainder of that term. The board shall elect a chairman b. They should be well integrated with the existing or proposed building and other officers it deems necessary. Each officer’s term will be for one architectural features. year. A City Planner shall serve as executive secretary of the Board and be c. The size and form must follow the guidelines illustrated in Figure responsible for all records, keeping minutes, and providing public notice of 1.1 meetings and sign permit applications. The City shall provide the Board with 2. Projecting Signs necessary administrative support and expense budget to perform its func- a. Projecting signs may hang from a canopy frame or incorporated with an tions. The Mayor, with the concurrence of a majority of the City Council, ornamental metal bracket secured to a storefront wall. shall have the authority to remove, replace or terminate any Board members. b. The size and form must follow the guidelines illustrated in Figure Meeting times shall be established by the City Council with the provision that 2.1 special meetings may be scheduled to accommodate workload or ensure that 3. Sandwich Boards the cost to applicants and the City are as low as possible. a. Double sided sandwich may be located directly in front of a storefront, within 10 feet of the primary storefront entrance. The Sign Review Board reviews the following: b. They may include a branded logo, theme graphics, tag line, products/services list and menu items (for restaurants and 1. Changes required for compliance of existing signs foodservice retailers). 2. Alternations to previously approved signs c. They may not project more than 42” from the storefront into the 3. Design and installation of new signs sidewalk or more than 42” from the street curb into the sidewalk. 4. Allegations concerning signs in violation of the design standards d. The size and form follow the guidelines illustrated in figure 3.1 4. Window Signs For items 1, 2, or 3, after the pre-application process is completed, mem- a. Window signs may be applied directly to the inside surface of a bers of the Board will perform initial review of a sign permit application. window as a vinyl or screen printed application. If a majority of Board members finds that the proposed sign is consistent b. It may include a branded logo, thematic message or tag line. with the design standards, no further review by the Board is necessary. The c. Hours of operation, and credit card logos may be placed directly City Planner shall issue a written administrative decision within ten days of to the inside surface of a glass entrance door.

Stockton, California July 2008 167 Supporting Documentation

d. The size and placement must follow the guidelines illustrated in h. Letter from property owner giving permission for installation and detailing figures below and next page. square footage allotment B. Materials i. If projecting over public right-of-way, signed and recorded Restrictive 1. Durable, high quality materials should be employed, compatible with Covenant, Agreement, and Right of Way Use Permit the design and materials of the building. j. SITE PLAN (scale 20’ = 1”, minimum size 8 ½ x 11) Indicate the following 2. Carved or dimensional wood signs are strongly recommended a. Proposed sign locations 3. Plastic materials may be employed if used in combination with higher b. Property lines, streets, north arrow quality materials, or as part of individual internally lit letters or symbols. c. Lineal footage of building façade containing a public entrance 4. Live potted around the base of a sign is recommended to enhance the sign d. Indication that the sign does not create a sight obstruction and the image of the business. Reviewer: C. Colors a. Existing easements 1. Signs should employ materials, colors and typefaces that complement the b. Total square footage of ALL SIGNS on the property primary architectural style of the building. c. Location of existing buildings, structures and all existing signs 2. Signs utilizing light-colored letters against a dark background are d. Building signs: show that signs do not extend higher than allowed encouraged. e. Building signs: calculate and indicate sign-face area D. Illumination. Directly illuminated signage should be from a series of f. Blade signs: calculate size and extension from building gooseneck or similar extended arm fixtures, which direct light to the façade g. Free-standing signs: required plans for ground-supported signs and are compatible with the design of the building. h. Free-standing signs: distances from the proposed sign(s) to property lines E. Form Guidelines and buildings on the site 1. (Scaled drawings of various suggested sign forms go here). i. Free-standing signs: foundation plan 2. (Sample photographs of existing desirable signs). j. Pole signs: measurement from grade to all portions of sign for vehicle clearance k. Hanging or Projecting signs: distance from curb SEE ADD FIGURES 1.1 to 4.1 on next page) l. Hanging or Projecting signs: measure from grade to all portions of the sign

Sign Design Approval and Permit Application Form Checklist

Site Address: ______Applicant: a. Completed Sign Permit Application b. Application Fee c. Sketch or photograph of sign (3 copies) d. Paint chips or color rendering of proposed colors e. Description of sign construction f. Description of type of attachment, if not free standing g. Description of sign materials

168 Stockton, California July 2008 Supporting Documentation

6" Sign depth must not exceed 6" from 7'-0" Maximum sign height outter edge of sign to building facade. Maximum total square feet for Graphics on windows wall signage is .5 square feet shall not exceed 60% for every linear foot of store of the total window area. frontage.

2'-0" Minimum distance from bottom of sign to sidewalk

Fig. 1.1 Fig. 4.1

Sandwich board Sandwich board shall measure shall be placed 2’ x 4’ and be placed 4’ from perpendicular to the building facad allowing for the primary store two-way pedestian traffic and to entrance comply with ADA accessibility regulations.

2'-0" 4'-0" Fig. 3.1

Hanging sign Hanging sign from 2'-0" Maximum size for a from canopy wall bracket hanging sign is 3’-6” x 2’-0”. The bottom of the sign may not hang below 7’ from the 7'-0" Minimum 3'-6" clearance sidewalk. The sign and/or sign bracket may not extend beyond 5’-0” from the building facad.

Fig. 2.1

Stockton, California July 2008 169 The Art of Branding

The art of branding a community Introduction The Five C’s of tourism are: •Tourism is an economic development activity. •The goal is to import more cash into your Convenience: Easy to find information, easy to plan, easy to get to. community than you export. •Tourism is the fastest growing and one of the Control: Control and flexibility with itineraries, places to stay, etc. top three industries in 49 of 50 states and in every Canadian province. Comfort: The top 15 percent of lodging facilities command 80 percent of the market. That’s why •Tourism diversifies the local economy. comfortable beds are such a big selling point. •Tourism creates jobs and business opportunities: entry level and entrepreneurs. It is the Cost: Because of the internet, pricing is transparent. Travelers expect the very best at a bargain number one industry for small businesses. basement price. •Tourism promotes new business development, particularly in well-branded communities. Connection: More than ever before, travelers are looking to connect with their roots, each other, •The industry boosts community pride. family, and the environment. •Tourism is your front door to your non-tourism economic development efforts. Anyone contemplating a new business or a move to educational travel (colleges, universities) and the 2. Becoming the hub for area attractions and ac- your community will first arrive as a visitor. like. If you do nothing, you will still have tourism tivities. Becoming a hub makes you the overnight •The number one reason for travel is to visit from this segment as well. But do your front-line destination. Overnight visitors spend three times friends and family. employees do a good job of providing these visi- that of day visitors. But during the day, you may •The number one activity of visitors is shop- tors with things to do in their down time? have to send them “out” to area attractions. ping and dining in a pedestrian setting. •Overnight visitors spend three times that of 3. The leisure traveler. This group spends the most 3. Becoming the destination. This is the best of all day visitors. amount of money and travels to you specifically worlds. People come, stay with you, and spend all •If you can’t get passers-by to stop, you’ll have for things that cater to them that they cannot get their time in your community - and that is where a tough time becoming the destination. closer to home. Every true “destination commu- they spend nearly all of their money. The ultimate nity” caters to this group of travelers. goal of any tourism program is to work towards The three primary reasons for travel are: becoming “the destination.” The three phases of tourism are: 1. Visiting friends and family. If you do noth- Know your audience ing, you will have tourism. But when friends and 1. Getting passers-by to stop. If you can not get family come to visit, is the dining room table a them to stop, you won’t become a destination •The baby boom generation accounts for 80 concierge desk? Do your residents know what you community. What do you have that will get people percent of all travel spending. This generation have to offer and where it’s located? to stop? (born between 1946 and 1964) includes 85 million residents. 2. Business travel. This includes corporate travel, conventions, conferences and meetings,

170 Stockton, California July 2008 Supporting Documentation

downtown – and so far it’s the best of all of the new downtowns created restoration of the Fox Fullerton Theatre appears to be gaining traction finally, from scratch. A retail Main Street was constructed at one end of the Valencia and there is civic and developer interest in making more things happen. Town Center mall, complete with multiplex theater. If it seems a little mall- esque, that’s OK; the scale is great and there is some diversity in the form Most Overrated: of office buildings housing the headquarters of (believe it or not) Princess Cruise Lines. Across McBean Parkway, the Main Street continues toward a Santa Monica. We concede that many people like downtown Santa Monica. hotel, some nice mixed-use projects, and pretty high-density housing. Narrow Heck, we even gave it an honorable mention above. The Third Street the eight-lane McBean and throw in some kind of arts or college component, Promenade is magnificent urbanism in just the right place. But take away and you’ve got a real downtown. Third Street, and what do you have? Not much besides a mix of uses and pretty good bus transit. Big chunks of land are poorly utilized, a freeway The Next Big Thing: divides things up and there is little architecture of note. Part of the reason there’s something missing here is due to Santa Monica’s historic lack of Redwood City. This Peninsula city is in its third round of redevelopment after regional significance as a commercial center, something that the best down- two earlier efforts failed to produce much. But this time, it’s taking. Want towns all have; hence, the lack of magnificent architecture. Yes, some of the evidence? You now have to pay to park downtown on weekends — un- coolest, modernist-style mixed-use and residential buildings anywhere in thinkable only a few years ago. Downtown has a new multi-plex and the Southern California are in close proximity to downtown. But it doesn’t hang restored Fox Theatre, alfresco dining aplenty, watering holes, an invigorat- together as an urban district. There are too many things pulling people away ing blend of old and new architecture, and hundreds of new housing units. from the downtown, including the beach, the funkiness of the Ocean Park Anchoring downtown is the refurbished San Mateo County courthouse (now neighborhood, and the civic center, which is on the other side of the free- a museum), which is one of the state’s most handsome public buildings. A way. Underneath, this is only a small-city, pre-war downtown. Santa Monica, public square in front of the courthouse provides a great view. And all of you’re not Pasadena. You’re not even Chico. this is within walking distance of a Caltrain station. As it matures, downtown Redwood City could well become one of the Bay Area’s most interesting urban places. Most Disappointing Mid-Sized City Downtowns in California:

1. San Bernardino. Where to begin? Downtown San Berdoo has been a de- Most Underrated (even by us): pressing and dangerous place for a long time. The Carousel Mall (originally called the Central City Mall) opened during the early 1970s, helping kill off Fullerton. While much of Fullerton offers up Orange County’s suburban mom-and-pop businesses. Before long, the mall itself started to decline and blandness, the small downtown almost makes you wonder if you’re still for two decades it has been a white elephant surrounded by empty parking south of the Orange Curtain. Harbor Boulevard is lined with a nice mix of lots in the midst of downtown. For years, developers have been interested services, retail, restaurants and comfortable bars. New multi-story housing mostly in freeway frontage elsewhere in town. During the last 10 years, the has brought people to the neighborhood ’round the clock. Plus, only one city and developers have cooked up numerous schemes to revive downtown, block off Harbor is Fullerton High School (an inviting Mission-style campus ranging from wiping out part of downtown with a series of lakes and canals, with no obnoxious fence on the perimeter). Just beyond the high school is to re-using the mall for housing. But it has been little more than talk. Fullerton College. Thus, downtown is full of young people on foot. Yes, the place could be better. There’s too much through traffic, for one thing. But 2. Redding. Downtown Redding started to die in the early 1970s, when the city transformed four blocks on either side of Market Street — the heart of

Stockton, California July 2008 171 Supporting Documentation

downtown — into an enclosed mall. In a city with 110-degree summers, air-conditioned retail comfort seemed like the right thing. It wasn’t. The mall began to fail almost immediately (a “real” mall opened across town a year later) and most of the forlorn downtown mall still stands, a glum collection of offices, struggling shops and vacant space. There are signs of life downtown today. A new Shasta College health sciences center is replacing part of the old mall, the art deco Cascade Theatre has been refurbished into a performing arts center (full disclosure:CP&DR Editor Paul Shigley served on the Cascade Theatre restoration committee) and there is a bit of genuine investment by the private market. Reasons for optimism? Maybe. Check back in 10 years.

3. Antioch. A forgotten district in a city of commuter housing tracts and big- box centers. Even under the tightest definition of redevelopment, this quali- fies as urban blight.

4. Costa Mesa. Massive Harbor Boulevard and its glut of traffic chops things in half. The poorly situated Triangle Plaza has never worked right. A bunch of run-down stores matches the run-down neighborhoods nearby. This should all be so much better.

5. Richmond. It’s probably unfair to call this San Bernardino North, but downtown Richmond may be equally unsafe. Even during the recent real estate boom that juiced most of the region, downtown Richmond continued to stagnate.

172 Stockton, California July 2008 The Art of Branding

•There are 350,000 Americans turning 50 every •Web-enabled boomers use the internet 94 month. And this trend will continue for an- percent of the time in planning trips. other seven years. The oldest boomers turned •70 percent of all regional trips are now 60 in 2006. planned less than three weeks before •Boomers control 70 percent of North departure. America’s wealth. •Echo Boomers (kids of the baby boom gen- •They are becoming the “inheritance boom” - eration born between 1977 and 1985) are driv- the boom generation will inherit $10.4 trillion ing places like Las Vegas. They like gathering from their parents, the greatest transfer of places, entertainment, excitement, nightlife. wealth in history. Where are they spending •There are 80 million echo-boomers, nearly as the money? Second homes and travel. numerous as their folks. •Boomers want quality and are in their peak •Hot tourism trends include “culinary adven- earning years. They want things that are truly ture,” learning experiences, artists in ac- unique and exciting. tion, event tourism, public markets, cultural •Currencies embraced: Time, comfort, easy experiences. access. The mindset: Emphasis on youth, self •Music and entertainment are major draws for absorption (what is in it for me). echo-boomers. •“Downshifting” is a trend where itineraries, •Echo boomers want extreme adventure. Rock entire trips are planned or all-inclusive resorts climbing is the fastest growing sport among are booked. this age group. Extreme biking is also popular. •The peak travel months for empty-nesters is April, May, September and October. What to do? Extend your seasons. Get out of the “summer vacation” mode. Those days are gone. •The boomers mantra, “We may be aging, but we are NOT growing old.”

Top boomer travel trends: •Culinary tourism and education •Artists in action, learning various forms of art •Gardening is the fastest growing hobby: education is huge, tours of gardens, arboretums, beautiful homes •Open air markets: farm fresh, arts and crafts, entertainment •Experiential-based activities, albeit cushy adventure •Genealogy is another fast-growing hobby

Stockton, California July 2008 173 The Art of Branding

WHY BRANDING? In order to be successful, you must be worth a special trip, and that means being different or the 4S pecific marketing Your brand is a marketing tool, and the goal is best. What sets you apart from your competition? Avoid the following words and phrases in your to bring more cash into the community. As a Why should I travel to your community, if I can marketing efforts: resident, there are times you spend your earned enjoy the same things closer to home? •Discover income outside the community. This is commonly •Explore referred to as “leakage,” and every community has The specialists have the biggest successes: •We have it all it. The most successful communities import more •The Limited: Upscale clothing for •Something for everyone cash than they export, usually through tourism. working women •Best kept secret Competition is fierce, as every community is trying •The Gap: Casual clothing for the young at •The four-season destination to import new cash. But to become a destination, heart •Outdoor recreation you must offer something the visitor cannot get •Victoria’s Secret: Famous undergarments •Center of it all closer to home; something that helps you stand •Foot Locker: Athletic shoes •Historic downtown out from all other competing communities. This •Branson, MO - The music theater capital of •So much to see and do is where branding comes into play. It is the art of the world •Experience differentiation. •Las Vegas, NV - The adult entertainment •Gateway playground •Nashville, TN - The country music capital of There are 425 counties in the 11 Western states. the world Almost every one promotes “outdoor recreation,” Marketing overkill 1 •Memphis, TN - Home of Elvis Presley and which can mean almost anything. Just about ev- The average person is exposed to 3,000 market- Graceland eryone can find recreation close to home. Three ing messages a day – far more than the mind can •Orlando, FL - Kids and family (DisneyWorld) hundred and eighty of these communities promote absorb, so we filter out everything not specifi- •Williamsburg, VA - Colonial America outdoor recreation as the primary draw. How far cally appealing to us. “We have something for •Victoria, BC - The world’s garden city would you travel for generic outdoor recreation? everyone” doesn’t work any longer. “We want You wouldn’t. You travel for a specific type of rec- something that appeals to us.” The days of generic reation, something that caters to you. We do not marketing are over. 3R epositioning may be necessary go places where there is something for everyone. If perceptions of your community are negative, We go places where there is something for me. you may need to develop a repositioning pro- None of the words listed above are a brand. 2 Abundant choices gram. Frequently that starts with curb appeal – the Our purchasing choices have multiplied. Every visual impressions of the community or business. Because communities are so generic in their year another 2,000 communities in North America If visitors expect one thing and see something marketing, is it any wonder that 97 percent of all are diversifying into tourism. With so many op- else, it changes their perceptions, repositioning community-based advertising is ineffective? tions available, the only way to stand out from your community in their minds. the crowd is to specialize. This is the age of niche The more variations you attach to a brand, the marketing. more the customer loses focus. Gradually, the brand comes to mean nothing at all. The specialist, however, can focus on one thing, one message.

174 Stockton, California July 2008 The Art of Branding

This focus enables the community to put a sharp •Geography (unless you are the Grand Canyon or are totally matchless) point on the marketing effort that quickly drives it A brand is a perception 5 •Gateway (something you pass through to go into the mind. This is the most important, most talked about, somewhere else) and most misunderstood rule in the tourism and •Unique (the most overused word in tourism Take a look at the following opening paragraph downtown redevelopment industry. A brand is that has come to mean nothing at all) to a typical Visitor’s Guide. Could it fit your what people think of you - NOT what you say you •Fruits and vegetables are not a brand. They community? are. It is a perception. are part of the ambiance, but not a sustainable “Discover the wide open spaces, gracious people, In a society that is information rich and time poor, brand. Have you ever gone anywhere because and picturesque landscapes that characterize people value feeling more than information. A they were the capital of a fruit or vegetable? [insert your town here]. Each season holds the brand is the “feeling” a potential visitor has about • Scenic vistas are not a brand. They are part of promise of a new adventure and an incredible you. When someone mentions Disneyland, what is the ambiance. memory. Come join us in [your town] and discover the perception ( the feeling ) that comes to mind? the scenic and recreational opportunities that Your brand should evoke emotion or an image. await you.” When you hear the words Napa County and then Napa Valley, which one brings an image to your To succeed you must jettison the generic. 8I cons are not brands mind? A picture of what it is like there? Welcome to the “Era of the Brand”; the art of set- An icon is the photo opportunity that (hopefully) ting yourself apart from everyone else. reinforces your brand. How far would you travel WHAT IS NOT A BRAND? to see the world’s biggest lava lamp (Soap Lake, Washington), Gas Kan (Gas, Kansas), Catsup Logos and slogans are WHAT IS A BRAND? Bottle (Collinsville, Ohio), or the world’s biggest A brand is specific and experiential: 6 not a brand. garden hoe (Dog River, Saskatchewan)? Would They are just tools used to promote the brand. you go to Seattle to see the Space Needle, then •Las Vegas, Nevada - America’s Adult They are exclamation points on your key mes- head back home? Of course not. The primary lure, Playground exults, “What happens here, stays sage. Do you go to Disneyland or Disneyworld or another reason such as visiting friends and here” because its slogan is “The Happiest Place on family, would bring you to Seattle, and the Space •Ashland, Oregon - Home of the Oregon Earth”? No, you go there because of your percep- Needle would be a must-see diversion while visit- Shakespeare Festival with 460,000 annual visi- tion of Disneyworld and what you know or have ing the city. tors, who stay an average of six nights heard about it. The slogan simply reinforces what you have come to believe is true about a trip to •Oatman, Arizona - Home of wild burros and WHAT MAKES A Western shoot-outs on Main Street with a Orlando or Anaheim. population of 200 that hosts 500,000 visitors a SUCCESSFUL BRAND? year •Mt. Airy, N. Carolina - Calls itself Mayberry, 9 Be worthy of a standing ovation USA and allows visitors to get arrested by a 7T hese are NOT brands •Historic downtowns (brands are activity- You have two choices: You can be different, or Barney Fife impersonator you can be the best. If you are the best at some- •Asheville, N. Carolina -Where fine culture based) •Slogans and logos (they just reinforce and thing, people will skip over the same activity meets counter culture in an “Unscripted” closer to home to experience the best. Think funky arts and entertainment town promote the brand)

Stockton, California July 2008 175 The Art of Branding

skiing and Vail, Colorado or Whistler Resort in A brand must have continuity with everyone British Columbia. contributing. Once you get local organizations on Find your niche 11 board, the process becomes fun. You must define •Leavenworth, Washington: the roles, and everyone plays a role. This is not a The challenge with being the best is that people Washington’s Bavarian Village top-down effort. are always gunning for you, trying to topple you •Battle Creek, Michigan: The competitive off your throne. Being different is a much better biking capital of the midwest road to travel, if you can come up with something •Carson City, Nevada: Product development totally unique to you. Home of the famous “Divine Nine” (golf) 13never ends You can never rest on your laurels. Product de- Branding requires Be known for something: velopment must be a major part of your brand- 10third-party endorsements •Hershey, Pennsylvania - Chocolate ing effort. Branson, Missouri, the “Music Theater Being the best in your category cannot be •Gettysburg, Pennsylvania - Civil War Capital of the World” now has 49 theaters, and this self-proclaimed. Brands are built around word •Lancaster, Pennsylvania - Amish, town of just 6,500 residents hosts some 7.5 million of mouth and perceptions, not advertising. Pennsylvania Dutch visitors Advertising is used to maintain your position, once •Washington, DC - Government annually. The more you have to offer in your you own the brand. Just like a slogan, advertising •Salem, Massachusetts - The 1692 brand, the further people will come and the longer reinforces the brand. witch trials they will stay. •Tombstone, Arizona - Shootout at the In Victoria, British Columbia, “The World’s Garden Self-proclaimed brands are rarely effective unless OK Corral City,” the beautification budget is $4.5 million you have a bottomless pocketbook and you can This applies to businesses as much annually. One million is spent annually to make saturate the market with your brand message until (if not more so) than communities: it even better (capital projects). The city hangs people come to believe it. •Stew Leonards groceries:Farm fresh more than 1,000 baskets a year. It has the highest Use third-party quotes appearing in guide books produce and dairy ratio of parkland per capita of any city in North and magazine articles to elevate your status as •The Ventana Inn, CA: “No kids, be kids” America. being the best. •Westin Hotels: Heavenly beds (they now sell them) •Okanogan County, Washington:“Rocky Mountain powder in the Northwest? Go 14 Promote the primary lure ahead, pinch yourself, you’re in the Methow What are you known for? Always promote the primary lure, not the diver- Valley.” -Gorp.com •What sets you apart from everyone else? sions. Diversions are things I can do closer to •Door County, Wisconsin “One of the top •What do you have that I can’t get home, and not what brings me to your town. ten vacation destinations in North America.” closer to home? However, I will do them while visiting you. -Money Magazine •What makes you worth a special trip Diversions include golf, shopping and dining, vis- •Kootenay Rockies, British Columbia: and an extended stay? iting local museums, attending community events, “The hot springs capital of the Rockies.” recreational activities, visiting historic downtowns, etc. - British Columbia Magazine Everyone must be on • 12the same page

176 Stockton, California July 2008 The Art of Branding

The lure can not succeed BRANDING GONE BAD 15without diversions 21D on’t copy others The average overnight visitor is active 14 hours Kellogg, Idaho worked hard to develop a Bavarian Politics is the killer of a day, yet spends just four to six hours with the or Alpine theme for its downtown, but its primary primary lure. Visitors then will spend eight to ten 18a branding effort market includes Vancouver, BC, Seattle, WA, and hours a day with diversionary activities. 80 percent Once you have the brand determined, then bring Portland, OR – a population base of approximately of all visitor spending takes place with diversions. the public on board. It takes a village to develop seven million people. The problem? Leavenworth, the brand, but only a pioneer and champions to Washington, “Washington’s Bavarian Village,” is determine the brand. far closer and already complete. So why drive to It is tough to maintain Kellogg? your position 16 Never copy another brand unless you are in an People are always gunning for number one. entirely different market. Leavenworth got the Just say no to focus groups Wine has become the most oversaturated tourism 19 Bavarian idea from Solvang, California, a Danish Never use a focus group to decide on a brand. branding effort in North America, yet Napa Valley town along the central California coast, located in Ask your customers, because they are better at still “owns” the title “Wine Capital of America.” an entirely different market. However, Napa has to always work hard to main- telling it like it is. tain its position as dozens of other “wine coun- Washington State - “Say WA” campaign tries” have entered the fray. •Died after only six months and HOW TO BUILD A BRAND wasted $400,000 The five major steps •No buy-in from the industry or even 22to branding local residents and businesses •Determine the brand (who are we?) 17A brand does not have to be sexy •It was the sixth slogan in just ten years A brand doesn’t have to be sexy to be effective. •Create the icon (the photo opportunity) Take the case of Bullhead City, Arizona. It can’t •Create the activities and facilities that will rein- compete with its neighbor, Laughlin, Nevada just force and grow the brand experience •Create the identity and key marketing across the Colorado River. What Bullhead City has, Don’t sell it until you can deliver 20 messages (logo and slogan) that Laughlin does not have is a Wal-Mart. So, “For Resist the urge to market the brand until you can •Develop the publicity machine (brand all your personal needs, head to Bullhead City, just deliver on the promise. Hawthorne, Nevada was building) across the bridge.” When visitors head to Bullhead so gung ho on their brand as “America’s Patriotic Notice that the logo and slogan were number four City for toothpaste or other personal items, those Home” that the community rented and posted on the list. Most communities put this first, and visitors see restaurants, antique shops, river tours, billboards along major interstates promoting the most of their efforts fail because they can’t de- and the like. Wal-Mart may not be sexy, but in this brand. The problem? The community had little to liver on the promise: they don’t have the icon, the case, it is the primary lure. show for it. A brand must be obvious to everyone facilities, and the experiences that cement a brand who lives there and visits. If it is an empty shell, position. people won’t come back, and they will tell people there was nothing to do or see in your town that See The 25 steps to branding a community on the supported the effort. next page.

Stockton, California July 2008 177 The Art of Branding

8. Once you have the idea that passes the feasibility test, develop the brand 23T he 25 steps to branding a community perceptions and vision statement Here are the individual steps, in order: 9. Create the key marketing messages 10. Develop identity concepts 1. Get professional help 11. Work to obtain public buy-in (Note: everyone will not buy in) 2. Determine your primary and secondary markets 12. Test identities and slogans with customers, not locals. If you are going 3. Inventory your activities (attractions) for a team sports brand, then test the key messages and logos with sports 4. Inventory similar activities in your major and secondary markets organizations - the “customers” you hope to attract. 5. Educate the community about branding 13. Develop a niche-market plan, and then an expansion plan (in sports you 6. Ask the community. What is our brand or what should it be? might start with softball, then expand to soccer, then basketball, etc.) 7. Run the ideas through the feasibility test 14. Develop the “Graphics System:” - Is this something the primary and secondary markets can’t get (or - Gateways do) closer to home? - Wayfinding system - That no one else in the market is already working on? - Monument signs - Will it extend our seasons? - Interpretive signs and displays - Can it be developed to a nine-month plus season? - Information kiosks - Is it experiential? - Pole banners - If it were in a community 150 miles away, would you go there for it? - Streetscapes, plaza areas, façade improvements - How much money will it take to develop and “own” the brand? - Naming of downtown districts, other facilities to reinforce the - Where will the money come from? And how long will it brand take to see a return on investment? - Marketing materials - Can the community buy into it over time? You will never get - Crosswalks everyone to agree. Not many cities could easily buy into becoming 15. Create the product development plan t he next Las Vegas, or Sin City. While the public doesn’t decide on 16. Define the roles of local organizations t he brand, they are important to developing it and telling the world. 17. Get the brand champions and pioneers on board - Will and can the private sector invest in the brand? (Your Brand Development Committee) - How wide an audience will it attract? 18. Incorporate the brand into the fabric of the community - Is the brand expandable? Does it have legs? Can you attach “brand 19. Sell the community (do not ask for permission, sell them) extensions” to it? For instance, you may decide to become the 20. Keep the focus narrow mountain biking capital - can you add street biking? A velodrome? 21. Recruit and promote specific supporting businesses BMX courses? Cyclo-cross? Then can you add cross-participation 22. “Rearrange the furniture” - the business mix to develop the critical mass sports like rock climbing? 23. Implement the PR program - Do we have those who will tirelessly champion the cause? (Every 24. Review and revisit the plan every year or two so the brand does not stray branding effort requires pioneers) 25. Never give up - Can we make it obvious and pervasive throughout the community?

178 Stockton, California July 2008 The Art of Branding

Brand feasibility is (then increase the size of the pond), than to be a Create the “Brand small fish in a big pond. You wouldn’t be noticed. 24what counts 29D evelopment Committee” To succeed you must promote businesses and Narrow your focus. Then narrow it some more. 1. Develop a small “brand development attractions that support and help the brand grow. Take the case of Kellogg, Idaho where visitors will committee.” If culinary tourism is your primary lure, you must find hundreds of miles of pristine biking trails. This small group should include both public and promote the dining experiences that deliver on Unfortunately, there are thousands of places with private sector stakeholders who want to make the promise (Sorry Arby’s, you are the diversion, hundreds of miles of pristine biking trails. But something happen for the community and who not the lure). there is no place in North America where you will not let politics kill the effort. Typically this This is why creating a successful brand is never will find the “Route of the Hiawatha,” a 15-mile committee should have no more than seven or so a public process. Feasibility is what determines a trail that passes through ten tunnels and over “players.” successful brand, not sentiment, not memberships, seven high trestles, and is best known for the not political clout, and not trying to make every- Taft Tunnel, which burrows 1.66 miles under 2. This committee would act as a steering com- one happy. This is a critical distinction that sepa- the Idaho/Montana state line. This trail has no mittee in hiring outside expertise to develop the rates emotion from the fact. This is about revenues competitors and is a national attraction drawing Action Plan. Select your consulting firm using a - importing cash into the community or business. visitors from all over North America. While there, Statement of Qualifications (SOQ), as opposed to visitors shop, dine, visit historic Wallace, partici- a Request for Proposals (RFP) process. Hire the pate in other recreational activities, visit nearby best, then negotiate the fees and scope of work. If

Coeur d’Alene, and other bike trails. Narrow your you can’t reach an agreement, go to number two 25E ducation is imperative focus and then narrow it some more. on your list of finalists. Hire a team that under- Educate locals on the difference between the lure stands what it takes to develop a community or (what you have that no one else has, and makes downtown brand. Don’t get hung up on the sex you worth a special trip), the diversions (second- Branding requires a pioneer appeal of logos and slogans. These are merely a ary activities once the visitor is there), the icon 27 Every branding effort requires a tireless pioneer. minor part of the branding effort, not the brand (the photo opportunity, but not the reason to go Who is your pioneer? Who will work with the itself. there), amenities (supporting infrastructure like pioneer (or pioneers) to champion the cause? parking, visitor information, restrooms, etc.), and Pioneers are those that invest in the brand. Ninety- 3. You will work with your Brand Development ambiance (scenic vistas, historic downtowns, five percent of the time the pioneers are from the Consultant through the process - educating locals beautification, etc.) Historic downtowns are not private sector, not the public sector. (See Point as to what branding is, requesting ideas and op- a draw, they are part of the ambiance. What is in #28) tions from the public. Then, the consultant team the buildings creates the draw. Eventually, every- will take these ideas and will run them through one needs to be a spokesperson for the brand. the feasibility analysis, as described earlier. Once a Support is imperative to maintaining a strong, suc- Branding is a bottom-up brand emerges, the Action Plan will be developed. cessful brand. 28exercise It should include: Branding is very, very rarely a top-down effort. •The overall brand and any sub-brands Start small. Narrow The business community must take the lead. •Product development that will grow and 26your focus The local government is there to assist, wherever support the brand It is far better to be a big fish in a small pond possible. •Roles of various local organizations

Stockton, California July 2008 179 The Art of Branding

•Private investment roles and supporting have to “earn” a brand. In this case, logos, slogans, that need to be developed or enhanced in order businesses and key marketing messages were designed, but to capture a successful brand. •Funding of every recommendation the final four options were sent to customers – •Benchmarks and timelines competitive biking organizations, race organizers, 8. The Brand Champions will stay involved for •Brand identities, sub-brand identities, sports marketing professionals, and event planners years. Branding is a process and not a one-time graphic standards, brand style guide, – people they want to attract to Battle Creek. They event. It needs to be nurtured, promoted, and wayfinding and gateway design, key were sent the various options (no group meetings grown. Members may come and go, but all need marketing messages, and slogans. or focus groups - they were tested individually) to be active in the process, not just in advisory •Public relations plan (brands are and asked, “Which would most appeal to you as roles. Typically this committee would be indepen- built through PR, not advertising) a destination?” This is marketing, so why not ask dent of any organization, but sometimes may be a •Community-outreach planning the customers to make the final decision? This also committee of the city (or county), or work under takes the politics out of the process. a destination marketing organization, downtown 4. During this process the “brand development (Main Street), or Chamber of Commerce. The con- committee” may change to a new group or ad- 6. Once the brand has been set and a draft plan sulting firm would determine this as part of their ditional members that will be champions for the developed, the committee and consulting team process. brand. If the brand revolves around team sports, need to “sell” it to local leaders, and participating the champions would be those that are profes- organizations. Make sure that whoever you hire Branding often sionals in the sports industry: coaches, sporting or- has some top-notch sales ability. They will be your requires recruitment ganizations, sports retailers and businesses, sports initial voice in promoting the brand. 30 Recruit supporting businesses that can help the marketing organizations, etc. This brings credibility brand grow and cement your position so you own and private investment to the branding effort and 7. Let your local leaders, particularly elected lead- it. The Route of the Hiawatha could not succeed gives the brand a voice in the community. This ers, take ownership of the brand. It is okay if it without supporting businesses - hotels, restau- group will be charged with promoting the brand is their idea - ownership is not an issue; getting rants, bike rentals, tour operators, bike repair locally, getting buy-in from the community, and something done is. Do whatever it takes to make shops, and transportation to and from the trail. overseeing implementation of the action plan. things happen. There may end up being revisions to the draft plan as a result, but that may be nec- 5. Locals should not make the final decision on essary to get total buy-in for the final plan. the logo(s), slogans and key marketing messages. 31S tart with a plan You will never reach a consensus using public NOTE: Cities or counties are often the lead orga- Every community should create a community input, which usually results in a watered down, nization in getting the plan developed. Once it (or downtown) Branding, Development and generic brand and messages. Instead, the “custom- has been developed, it’s not up to the governing Marketing Action Plan. This is not a strategic plan, ers” are used to decide the outcome of this effort. agency to implement it. They are the conduit in which offers general strategies, goals, and objec- developing the plan, which will be handed over to tives. This is a to-do list for just about every local For instance, Battle Creek, Michigan is begin- the business community and other local organiza- organization. Everyone participates in the brand- ning the work of becoming the “Competitive tions for implementation. The city, after that point, ing process. Start with a plan that will help define Sports Capital of the Midwest.” They will start acts in a supporting role, particularly when it the roles for each organization. This way people with competitive biking as the initial brand (The comes to infrastructure or publicly-owned facilities are pulling in the same direction. That makes it Competitive Biking Capital of the Midwest). You fun. Each key organization should have a member

180 Stockton, California July 2008 The Art of Branding

sitting on the Brand Development Committee. To win the name game in the marketing world, verify information about the benefits your pros- Each has a to-do list, and every time they meet the you must make sure your prospects and customers pects and customers expect to realize when they discussion revolves around “how are your doing do more than recall your slogan – they have to as- use your product or service. on your list?” sociate it with your community, not your competi- 3. Include your community name Yes, you can develop tor’s. To make sure your slogan or tag line hits Evidence suggests slogans fare better when it 32sub -brands home, follow these four tips: comes to customer recall, if they incorporate the Chevrolet doesn’t run ads stating “Buy a Chevy. company or product name. Wolf Group New York, We have cars for everyone.” Instead they mar- 1. Evoke your key benefit an ad agency with such clients as Häagen-Dazs ket the Geo Metro to a specific audience, the Great slogans not only are built around a brand’s and Miracle-Gro, tested consumer recognition of Suburban to a different audience, and the Corvette core promise—they also establish an exclusive 19 tag lines that were part of successful, long-run- to yet another niche audience. connection in customer’s minds. You and your ning advertising campaigns backed by hundreds marketing staff or advertising agency must create of millions of dollars. Each of the top-five brands in the survey included the product or advertiser’s THE BRAND MESSAGE: a slogan that evokes your key benefits and reflects the unique experience your community (or busi- name, while none of the bottom ten did. For SLOGANS AND LOGOS ness) delivers. example, Visa’s slogan, “It’s everywhere you want Four rules to creating For example, back when Burger King introduced to be,” was familiar to 70 percent of respondents, but only 15 percent could correctly identify who a great slogan its “Have it your way” slogan in 1974, the compa- 33 the advertiser was. On the other hand, the tag line A slogan is simply an exclamation point on your ny was battling the cookie-cutter image of assem- “Like a good neighbor, State Farm is there,” expe- key message. It is not the brand; it just bly-line fast-food burger restaurants. It positioned rienced practically universal recognition. reinforces it. The following was adapted by an ar- itself as the chain where burgers were made to ticle written by Kim T. Gordon, author of Bringing order and focused on diner’s ability to customize Home the Business. their burgers by asking counter staff to “hold the 4. Stick with it Finish the following phrase: pickle, hold the lettuce.” Burger King’s focus on Never adopt a new slogan as a quick fix or as “You’re in good hands with...” that flexibility was directly reflected in this memo- part of a temporary campaign. Success requires rable slogan. committing to a slogan or tag line for several If you immediately recognized this motto as be- years, perhaps even decades, and incorporating it longing to Allstate Insurance, then all the market- 2. Test with prospects and customers into all your marketing materials as a part of the ing muscle and millions of dollars the company Qualitative research is essential before putting company logo. If you want to protect your busi- has invested in the slogan are paying off by firmly your marketing resources squarely behind a newly ness’s marketing investment in the new slogan, establishing its brand name. developed slogan. It is important to speak to po- you should consider trademarking it. At the U.S. tential customers, as well as existing ones to avoid Patent and Trademark Office Web site, you can fill Now try to identify the company that uses this skewing the outcome. If you only query your out a trademark application, search the trademark phrase: “It’s everywhere you want to be.” current customers, you may never figure out how database and research general information about to appeal to those who never considered your trademarks. Did you instantly think of Visa, or did you wonder previous marketing messages compelling. Phone whether the slogan might belong to MasterCard? surveys and customer focus groups can be used to Whatever you do, just remember that a great slo- test proposed slogans. They can also uncover or gan is like a partner in a happy marriage—it will

Stockton, California July 2008 181 The Art of Branding

share your company’s name and be your market- THE FINAL WORD Perhaps Marty Neumeier summed it up best in ing partner for many years to come. So please The Brand Gap when he provided the five keys to It takes a village to create a successful brand, but consider your options carefully. a successful brand: it starts with just one person, one event, one business. Remember that branding takes time; you can not build a brand overnight. 34N otes about brand identities Use one simple graphic. Don’t try to be all things LOCAL POLITICS IS THE KILLER to all people. Pictures, instead of graphics, are OF THE TOURISM INDUSTRY. Differentiate too hard to identify as a “brand mark.” The most Visitors spend more money on diversions than overused community identities include mountains, the primary draw, which is often a “loss leader.” Collaborate water, trees and sun. Just about every community Trying to please everyone is a recipe for an inef- has these. So what makes you special? fective branding and marketing program. Develop a Branding Style Guide so that you have Innovate continuity in all your marketing materials even from Finally, implementation of nearly every rule other local organizations. Everyone should adopt outlined in the book The 25 Immutable Rules Validate the brand and design standards. What would hap- of Successful Tourism should take place after pen to Coca Cola, if every bottling plant developed the brand has been developed. Your wayfind- Cultivate its own Coke cans and bottles? It would be a dead ing signage, gateways, visitor information kiosks, company. downtowns, business mix, critical mass, marketing materials, should all reflect the brand. Build the Your logo should look good in full color, two foundation first, and that will foster a successful colors, in black and white, on signs, banners, and branding effort. when reduced to about 3/4” in the corner of an ad or on a business card. 35S uggested reading The simpler the logo, the better it looks on “logo While these books are geared more to products gear” - things you sell to promote the brand than communities, they will provide you with and have it promote itself. Also, can the logo be clear insights as to what it takes to develop a win- stitched on shirts and jackets? ning brand.

The most memorable logos are the simplest logos. •The 22 Immutable Laws of Branding by Do you know what Nike’s logo looks like? The Al Ries and Laura Ries “swoosh” is one of the world’s most recognized •The Brand Gap by Marty Neumeier brand marks. It is not, by the way, a picture of a •The Tipping Point by Malcolm Gladwell tennis shoe. •Positioning: The Battle For Your Mind by Al Ries and Jack Trout

182 Stockton, California July 2008 Stockton, California July 2008 183 Contact

Riverview Plaza Suite 310 16000 Christensen Road • Seattle, WA 98188 (206) 241-4770 voice (206) 241-470 fax www.destinationdevelopment.com TheTeam@destinationdevelopmentcom

Prepared by the Team at Destination Development, Inc.