Ruston-Point Defiance Business

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

Table of Contents
PURPOSE
BUSINESS DISTRICT..4
CONSULTING GROUP.......5

CURRENT STATE OF THE DISTRICT

LOCAL DEMOGRAPHICS.....5
Tourists to Point Defiance Park & Zoo
Tapestry Mapping
VRIO ANALYSIS..9
Community Pride
Proximity to Point Defiance Zoo & Aquarium
Volunteer Time Commitment
Current Budget
Current Mix of Businesses
Fundraiser Events
Conclusion to VRIO Analysis
SWOT ANALYSIS..................11
Strengths
Weaknesses
Opportunities
Threats
Conclusion to SWOT Analysis

STRATEGIC RECOMMENDATIONS
VISION & DIRECTION.13
FILLING VACANCIES WITH COMPLEMENTARY BUSINESSES.........14
Aggressive Outreach
Business Mix Recommendations
Bakery
Bike Shop
Breakfast-Oriented Restaurant
Dance and Yoga Studio
Smoothie Shop
STREETSCAPE AND STOREFRONT IMPROVEMENTS..19
Goals Grid
Preserve
Acquire
Eliminate
Avoid
Conclusion
MAXIMIZE BUDGET EFFICIENCY..21
2

FUNDRAISER EVENTS24
Existing & Past Fundraiser Events
Car Show
Pancake Breakfast
Family Fair
Baking Contest
Recommended Fundraiser Events
Running Races
Farmers Market/ Food Fair
Sunday Funday
Music Festival
Conclusion

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

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

PURPOSE
BUSINESS DISTRICT
The Ruston-Point Defiance Business District lines the entrance
to the nations second largest municipal park and is unique in
that it hosts both the City of Tacoma and the Town of Ruston.
The business district was founded in 2004 and there are
currently twenty members in the business district with a wide
range of businesses. John Trueman was appointed the President
in December of 2013 and he volunteers alongside the other
elected leaders of the Business District Association: Vice
President Joe Atkinson, Secretary Karen Pickett, Treasurer Jerry
Clearley, and Board Director and former President Beth Torbet.
In addition to these five members, recognition must also be
given to City of Tacoma Economic Development Specialist
Shari Hart for being the cross district delegate, Ruston Police
Chief Victor Celis for his monthly reports on the crime within
Ruston, and LILT Principals Juel Lugo and Bethany Maines for
their work on developing the business district website and
banners. The mission and objectives of the business district for
which these members have worked to establish and provide for
their community are written below.
MISSION OF THE BUSINESS DISTRICT
The business district mission is to promote, beautify, develop, and advocate for businesses
within the District Boundaries.1
OBJECTIVES OF THE BUSINESS DISTRICT
Although not explicitly stated, our team identified four business district objectives:
1. Make the core of the business district recognizable and appealing through streetscape
improvements.
2. Foster communal pride by organizing annual events to be held within the business
district.
3. Provide a means for members to interconnect by means of monthly meetings, newsletters,
emails, events, and/ or a business district website.
4. Attract new businesses in order to fill vacancies and diversify the business mix.

By-Laws of the Ruston Point Defiance Business District

CONSULTING GROUP
Our team, consisting of Maya Hallstein, Daniel DeRosa and Matt Matysik are seniors at the
University of Puget Sound enrolled in the senior research seminar titled Strategic Management
and Consulting. Paired with the Ruston-Point Defiance Business District by our professor
Lynnette Claire, our team was tasked with analyzing the internal and external environments of
the organization, formulating resource-based strategic recommendations, and providing plans of
implementation for the business district. Upon first meeting John Trueman in January, the needs
of the business district were presented to us and our mission and objectives for how to best aid
the business district were established and are written below.
MISSION OF THE CONSULTING TEAM
Our mission is to make recommendations on vision and direction that will inspire and aid the
Ruston-Point Defiance Business District to establish their communitys niche of serving local
residents and visitors to Point Defiance Park.
OBJECTIVES OF THE CONSULTING TEAM
In order to fulfill our mission for the business district, we have three objectives:
1. Create buy-in by the residents, business owners, and property owners to a central vision
and direction for the business district, empowering them to initiate a district wide
revitalization.
2. Present strategies to decrease vacancies and attract retailers consistent with the district
vision that would attract additional customers, offer new jobs, increase community
revenue, and diversify the retail mix of the district.
3. Provide recommendations consistent with the available resources to be implemented in
order to fulfill these strategies.

CURRENT STATE OF THE DISTRICT

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

total population of the region was 4,106 in 2014 and with a 1.46% growth rate; the population is
estimated to grow to 4,418 by 2019.2 The median age of this population was 47.6 in 2014 and is
estimated to rise to 49.2 by 2019, roughly 10 years older than the national average.
This is a highly educated region: 24.2% of
the population have bachelors degree and
14.9% have MBA or PhD degrees. This
education rate helps explain the median
household income of $61,032 (estimated to
increase to $69,884 by 2019) as well as the
white-collar employment percentage of
60.3% and the low unemployment rate of
4.1%. For comparison, the unemployment
rate in Pierce County is currently 6.5%,3
5.9% in Washington and 5.5% nationwide.4
The median household income is about
$10,000 higher than the national average,
which allows for greater purchasing power.
According to psychographic data many
couples spend their money on high-end,
suburban homes and families are often
paying for education, entertainment, and retirement
and insurance.5
In summary, the demographics of the region consists
of an older and highly educated population with
greater than average buying power. Our group
recommends catering to specific demographics in the
area rather than copying the themes of other business
districts.

Tourists to Point Defiance Zoo & Aquarium

The region consists of

an older and highly
educated population
with greater than
average buying
power.

Point Defiance Park and Zoo attracts three million visitors a year, which is significant, because
the Ruston-Point Defiance Business District is the final potential stop before entering the park
through the North Pearl entrance. A survey conducted in August 2014 found that 69% of Point
Defiance Zoo and Aquarium visitors were accompanied by children. The average age of these

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

adults was roughly 40 years of age, and the average age of the children accompanying them was
6.6 years old.6

Tapestry Mapping
Tapestry Mapping is a psychographic tool that portrays the buying trends of residents within a
region. Data collected from credit card sales and loyalty programs allows the business district
insight into the buying preferences of its residents. ESRI uses over 60 Tapestry Segments; listed
below are the top five segments that make up 78.1% of the Ruston and Tacoma residency
immediately surrounding the business district (within the boundaries of Vassault Street, 46th
Street and the North Pearl and Ruston Way entrances to Point Defiance Park).
Parks and Rec: 24.1%
A majority of this segment is college educated with
professional jobs in healthcare, retail trade and
education. With a median household income of
$55,000, Parks and Rec residents choose to dine at
family-style restaurants and attend movies. They take
advantage of local amenities like parks and
recreational centers in order to remain active.7
Golden Years: 19.7%
This segment earns much of their median household income ($61,000) from investments, Social
Security benefits and retirement income. Golden Year residents are avid readers as well as
generous supporters of the arts and charitable organizations.8
In Style: 15.2%
This segment puts a strong emphasis on homeownership but are also financially frugal and
diverse. In Style residents spend much of their $66,000 median household income on home
remodeling/maintenance and savings. Additionally, these residents place an emphasis on organic
food, supporting various charities and attending cultural events like concerts, plays and
museums.9

According to Whitney DalBalcon- Marketing and Public Relations Manager for Point Defiance Zoo and Aquarium
on February 20, 2015
7
Tapestry Segmentation 5C Parks and Rec. ESRI. 2014. esri.com/tapestry
8
Tapestry Segmentation 9B Golden Years. ESRI. 2014.
9
Tapestry Segmentation 5B In Style. ESRI. 2014.

 Bright Young Professionals: 9.9%

Bright Young Professionals are typically 20-34 in age, own the newest technologies and have
more than two TVs per household. This segment spends much of their $50,000 median
household income going to bars and clubs, attending concerts, participating in organized sports
and exercise programs, and eating out at fast food and family restaurants.10
Urban Chic: 9.2%
This is the regions wealthiest segment with a median household income of $98,000. Urban Chic
residents are employed in managerial, technical, and legal positions. They are environmentally
conscientious and enjoy eating organic foods as well as activities like skiing, hiking, yoga, and
tennis. They also travel extensively domestically and internationally.11
By analyzing the demographics within the 98407 zip code and the five main tapestry segments of the
immediate residency, we can determine what new businesses would be consistent with the buying
trends of the local market. Determining unfulfilled market desires sheds light on potential niches that
could be filled by incoming businesses. Suggestions for new potential businesses are proposed in the
Business Mix Recommendations section. Full tapestry segments for the region are located in the
Appendix.

10
11

Tapestry Segmentation 8C Bright Young Professionals. ESRI. 2014.

Tapestry Segmentation 2A Urban Chic. ESRI. 2014.

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

Value

Rare

Inimitable Organized

Competitive
Advantage

Community Pride

Yes

Yes

Yes

No

Sustained
Advantage

Proximity to Point
Defiance Park and Zoo

Yes

Yes

Yes

No

Sustained
Advantage

Volunteer Time
Commitment

Yes

No

No

Yes

Parity

Current Budget

Yes

No

No

Yes

Parity

Current Business Mix

No

No

No

Yes

Sustained
Disadvantage

Fundraiser Events

No

No

No

Yes

Sustained
Disadvantage

Community Pride
Communal pride is an intangible resource that is unique and strong within the business district
and the City of Ruston. Volunteer firefighters, a city council, and historical artwork are evidence
of their cohesive district. Community support will be a valuable resource when implementing
change to revitalize the business district. Local events and fundraisers will capitalize on and
strengthen this resource. Our recommendations for new events are provided in the Fundraiser
Events section.

Proximity to Point Defiance Park and Zoo

Point Defiance Park is a valuable resource for the business district as it is the main attraction in
the region. The geographic advantage of being located on the North Pearl entrance into the park
is both a rare and inimitable asset. While the proximity to the park is valuable, the district could

further exploit this resource by finding ways to slow down the traffic and catering to the specific
demographic, which were elaborated on in the Local Demographics section.

Volunteer Time Commitment

There is significant value to the time that the district members contribute to the business district.
Monthly meetings and assigned tasks keep the volunteers well organized. While their energy and
support is critical to the survival of the business district and highly valued, it is not rare or
inimitable as all business districts rely on volunteer support.

Current Budget
The budget is easy to imitate and is therefore not rare, however the current budget has value
because it allows the business district to make improvements and add amenities throughout the
business district. Thus far the budget has been organized; it has been used for beautification
projects like the octopus benches, district banner (which will be installed soon), murals, and the
Mr. Rust Bust. While the budget has allowed for improvements within the district, there are
multiple ways to increase the districts incoming cash flow, which are elaborated in the
Maximize Budget Efficiency section. The increased budget could be used for additional
beautification projects that tie the district together and draw the attention of passing visitors.

Current Business Mix

Tatanka Take-Out and Indochine are
both located blocks away from the
majority of the shops. The Antique
Sandwich Company and Point
Defiance Tap & Grill face each other
across on the 51st and North Pearl
Street intersection, recognized as the
center of the business district for
daily visitors. In terms of shopping
and activities there is a painting
studio, a custom motorcycle apparel
store, a clothing and accessories
shop, an art gallery and an exotic
plant retailer. Services include a
remodeling and home design shop, a
spa, a gas station, a wedding chapel,
and an investment firm. The
businesses provide value to the
district as individual entities,
however the mix of business is less
valuable. While the district provides
a wide range of services the shops
are not connected by a central theme
and are relatively spread out along
Pearl Street. The lack of a town
center makes attracting visitors a challenge, because there is no central location for people to
10

congregate, meaning they come for a specific service and have little opportunity to linger or
explore other options. The business mix as a resource is relatively organized as the Business
District Association serves the numerous members through events and beautification projects.

Fundraiser Events
The business district has hosted multiple fundraisers in order to finance projects within the
district. The events have ranged from a Pancake Breakfast to a Classic Car Show and include the
Kidical Mass Bike Ride and Childrens Parade. The fundraiser events are listed as a sustained
disadvantage because while they may have been organized and contribute to community pride,
they were not rare nor do they support the districts budget.

Conclusion
The VRIO Analysis indicates opportunity for improvement regarding the district's fundraiser
events and mix of businesses. Our strategic recommendations will assist in creating a unified
vision that is relevant to customers and complements the current sustained competitive
advantages of community pride and proximity to popular destination locations. The business
districts resources provide both sustained advantages and disadvantages and improving the
disadvantages could significantly improve the success of the business district.

SWOT ANALYSIS
A SWOT Analysis is used to organize the internal and external environments of an organization.
By analyzing the positive and negative aspects of the business district, our group can help build
the strengths, minimize the weaknesses, seize opportunities, and counteract threats.

Strengths
Community Pride
Proximity to Point Defiance Park and Zoo
Volunteer Time Commitment
Please refer to the VRIO for the explanations of Community Pride, Proximity to Point Defiance
Park and Zoo, and Volunteer Time Commitment.

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

11

vision several decades away,12 but our goal is to provide recommendations that will assist in
more immediate revitalization of the business district.
Opportunities
Current Vacancies
Niche Demographics
Please refer to the Proximity to Point Defiance Park and Zoo section in the VRIO. Once
direction and vision are established the district can take advantage of the vacancies by recruiting
businesses that are relevant to the demographics (potential new businesses are recommended
later in Business Mix Recommendations).
Being located in two cities requires the business district to comply and coordinate with two sets
of laws, which requires more paperwork and dual approvals.

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

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

12

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

12

STRATEGIC RECOMMENDATIONS
VISION & DIRECTION
Our goal is to create a thriving business core for the Ruston-Point Defiance Business District by
transforming it into a cohesive, attractive, and engaging community for tourists and locals.
Our fundamental vision for the Ruston-Point Defiance Business District is a thriving business
core of occupied retail storefronts that cater to the existing demographics. Based on
conversations with various members of the community, the general consensus seems to be that
the biggest problem is that the high traffic area is passed, or seen as a stop on the way to the
park. In essence, what the district needs to become is a destination. In order to best serve the
local community and Point Defiance visitors, our group developed four recommendations to
achieve this vision. These recommendations are based on the demographic and psychographic
data presented earlier as well as suggestions proposed by the Business District Revitalization
Guide that were relevant to the needs of the district. The VRIO and SWOT Analyses also
contributed to the recommendations, as both tools indicated opportunity for improvements in
filling vacancies, beautification projects, increasing the budget, and fundraiser events. The four
recommendations are broken into the following categories:
1.
2.
3.
4.

Filling vacancies with complementary businesses

Streetscape and storefront improvements
Maximize budget efficiency by implementing new cash flows for budget
Fundraiser events

In order to maximize what the district has to offer for visitors and the local demographic, the
business district should focus on attracting new businesses that complement the existing mix. As
stated in the revitalization guide, working with brokers to address existing commercial
vacancies13 is one of the most efficient ways of doing this. Other urban districts have promoted
their vacancies by sending out brochures to all local business owners. Identifying and contacting
specific retailers that would best serve prominent customer needs is more efficient.
The Main Street Model encourages business districts to enhance and restore, public and private
buildings, storefronts, signs, public spaces, parking areas, street furniture, public art,
landscaping, merchandising, window displays, and promotional materials.14 The Business
District Revitalization Guide supports this recommendation by encouraging districts to invest in
streetscape improvements.15
Revitalization programs often define program budget and fundraising sources,16 and our group
therefore provided recommendations on improving budget efficiency by implementing a new
budget plans and suggesting profitable and inexpensive fundraiser events.
13

Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. LISC Center for
Commercial Revitalization, 2006. Page 10. Feb. 2015.
14
"The Main Street Four Point Approach." Preservationnation.org. National Main Street Center, 2015. Web.
15
Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 9, 12, and 13
16
Commercial Revitalization Planning Guide A Toolkit for Community Based Organizations. Page 82

13

Community events attract both neighborhood locals and out of area visitors. They allow the
district to highlight positive changes within the area, promote local business, and raise money for
future events and projects.17

FILLING VACANCIES WITH COMPLEMENTARY BUSINESSES

Our teams first strategic recommendation is that the district focus on filling vacant spaces with
businesses that meet the needs of the target market and complement the current business mix to
form a differentiated and appealing system that actively engages customers. Filling current
vacancies by actively reaching out to potential tenants alongside property owners would assist in
street beautification in removing vacancy signs and empty lots to visually portray a business
district revitalization as well as complement current businesses and add members to the Business
District Association.

Aggressive Outreach
In order to attract potential businesses and fill
The beautification projects
vacancies the business districts current method is
to prioritize streetscape improvements such as the
must be in relation, not in
murals on Dons Ruston Market and Deli and the
opposition, to an aggressive
Antique Sandwich Company, the four octopus
outreach strategy.
benches and the soon to be installed street light
banners. Our teams recommendation is that these
projects be continued as they portray district unity
and prosperity18, but that they follow in
importance to the community events and fundraisers which will be discussed in the Fundraiser
Event section. Furthermore, the beautification projects must be in relation, not in opposition, to
an aggressive outreach strategy. According to Beth Torbet19 the business district does not engage
in business outreach programs and CBRE remains passive in their outreach. Currently they do no
advertising and do not even have a Ruston property listed on their website. The CBRE
represented space is only one of the five vacancies in the business district, which currently has
30 storefronts total.20 This demonstrates that an active strategy is needed because these property
owners have been struggling to attract tenants without help.
Implementation of the aggressive outreach strategy is a four-step process:

17

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

14

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

15

ideas. Implementing Spaceworks in the two vacant spaces next to Pearl Street Grill & Brewery
could improve the look of the empty storefronts and attract creative new businesses to the area.21
If Spaceworks is unable to help the district fill vacancies with new businesses, an additional
approach would be to contact potential tenants individually. Contacting either currently
established businesses located elsewhere or assisting a start-up desiring its initial storefront, the
business district members would begin by sharing the benefits of locating in the business district.
These would include the demographic and psychographic data showing a residency consistent
with the businesss target market, the business districts vision for the future and further
developments within the immediate region, current and complementary businesses, the business
districts proximity to Point Defiance Park as a natural amenity attracting three million active
tourists per year, and the communal pride and business district annual activities. If the potential
tenant is interested in hearing more, the business district member would then invite them to
attend a business district meeting as well as connecting them with the property owner.

Business Mix Recommendations

Pulling from surveyed responses gathered within the business district22 and gathering evidence
including regional demographics, proximity of competitors, ability to complement the current
business mix, and ability to support the five-year vision of a differentiated, window shoppingoriented business district, our team ended with four business types to be potential additions to the
district. These recommendations include a bakery, bike shop, dance and yoga studio, and a
breakfast-oriented restaurant.
It is our teams recommendation that the members of the business district refrain from attempting
to attract each of these business types at once but rather determine which of the following
recommendations the district should go after initially. These initial businesses should be chosen
based upon member consensus. The businesses not chosen would be reserve options in case the
initial businesses prove too hard to instigate. Focusing on a smaller number of business types at
first would result in a better chance of success and inspire the continuation of business outreach
as opposed to any failures potentially leading to discouragement and abandonment of the
outreach strategy.
Bakery
Our team believes a bakery would find immediate success in the business district, would require
the fewest complementary businesses to assist in attracting customers, and would act as a seed
business signaling to other potential businesses the success to be had by locating in the district.
Our recommendation of a bakery began when surveying attendees at the April business district
21

Hagerty, Patrick. Blue Octopus and owner Kerry Cole at 5013 N. Pearl in Ruston. Digital image. Creative
Enterprise. Spaceworks Tacoma, 12 Sept. 2014. Web.
22
Hallstein, Maya. Survey conducted at Business District Association Monthly Meeting. 2 Apr. 2015. Raw data.
Antique Sandwich Company, Tacoma, Washington.

16

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

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

17

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

24

"Shakabrah Java." - Vegetarian. Yelp, 11 Apr. 2015. Web.

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

18

miles away respectively and both located in Central Tacoma) offering the closest competition to
a dance studio.
The popularity of the yoga industry is steadily growing with 9.5% of the US population using
yoga, a significant increase from 6.1% in 2007 and 5.1% in 2002.28 Additionally, of these 21
million users, More than 30 percent of Yoga Journals readership has a household income of over
$100,00029 a significant statistic in light of the higher than average income of the regions demographics
as described earlier in the Demographics section.

STREETSCAPE & STOREFRONT IMPROVEMENTS

The business district has focused the majority of its budget on beautification projects. Our group
recommends preserving the previous projects and continuing to fund new ones. Providing
aesthetic appeal unique to this business district such as the octopus benches and colorful murals
on the walls have been a first step in a five year vision of a revitalized business district.

Goals Grid
A Goals Table is a tool used to describe the desirability of current and potential resources. The
table organizes resources by whether the organization currently has the resource and if it is
desired. Our team analyzes the resources specifically pertaining to streetscape and storefront
conditions.

Preserve
28

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

19

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

30
31

Trueman, John. Meeting. 2 April 2015

Festival of Lights to Brighten Historic Main Street Tonight Comments. Mountain Democrat, 28 Nov. 2014. Web.

20

Avoid
Additional characteristics of urban life that the business district has done well to avoid have been
trash on the streets, high levels of crime, and vagrant populations all of which detract from the
aesthetic value of the region. Continuing to avoid these will aid in maintaining safety and
enjoying for customers, residents, and property owners.
Conclusion
The Goals Grid provides an overlap between what the business district currently has and what
they would like to acquire in terms of amenities and beautification projects. It acknowledges the
progress already made, provides suggestions for improvements, and focuses on aspects of the
business district that should be eliminated or avoided.

MAXIMIZING BUDGET EFFICIENCY

Our third goal is to improve the efficiency of the current organizational structure. Our team
acknowledges that the members have outside responsibilities and that their time is valuable, so
rather than demanding increased involvement, we recommend improving the efficiency of what
already exists, specifically focusing on the budget and cash flows. On the next page there is a list
of current funding strategies with a brief explanation. Following this is the new recommended
budget.
Current Budget Sources: (Last Years Budget)
Dues = $50/year/member
Funding from City of Tacoma = $4000.00
Donation Fundraising32
Total Estimated Budget Last Year = $4450.00 before Donation Fundraising33
Dues from the district members are a good source of income and it reminds owners that the
districts prosperity is intricately tied to their businesss success. Funding from the City of
Tacoma is the largest source of income for the district and donation fundraising is the final form
of revenue. One example of donation fundraising is purchasing a $200 bricks (essentially a
donation) for the base of the new Rust Bust.
Donation fundraising is effective because local patrons have an opportunity to support the
district, however outsiders have little incentive to donate because they are not invested in the
community. The district would be able to benefit from both parties by promoting a fundraiser
that incentivizes visitors and patrons to give to the community. While this is a simple
recommendation, it can have a powerful outcome if implemented properly.

32
33

Term coined by Matt Matysik, University of Puget Sound, 2015.

Trueman, John. Meeting. 12 February 2015

21

New Budget Sources:

Dues - $50/year/member
Funding from City of Tacoma - $4000.00
Donation Fundraising
Community Events
Needs to eventually Increase Budget, Not Reduce It
The only addition from the previous budget is community events, which currently exists as an
expenditure, rather than a means of revenue. The budget is being utilized to further the district,
but not to its full extent. It funds community events as well as beautification projects, however if
the district focused the entire budget on profitable events, the returns could be spent on
infrastructure developments and beautification projects like historical monuments, street art, and

22

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

The district spends money on community events as well as additions and improvements to the
area. There is more traffic during the community events and while retention of new visitors is
challenging to measure, current reports from district business owners suggest that it is minimal
because no businesses have seen a rise in business after an event.35 Our recommendation for the
district is to focus on events that are frequently recurring and generate revenue. Examples and
specific recommendations that achieve this are listed below in the Improving Fundraiser Events
section.
This diagram also shows how the cash flows could be more efficiently utilized by holding events
that create income because the capital can be used to beautify the district and make it more
appealing for tourists and locals. The community pride and participation is amplified and the
district can use the profits to promote, develop, and beautify the community.
34

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

23

Though these events will require some facilitating to get started the income generated from
district and organization fundraiser events can be substantial and is therefore worth the effort.36
However, it is important to recognize that the following event recommendations would not be a
large source of revenue in the first few years. As they become established and gain recognition,
popularity and participation, these events will generate proportionally higher returns while cost
remains relatively constant.

FUNDRAISER EVENTS
To further the districts vision, time and energy should be put into revenue generating events.
Given the realistic time constraints on the board members, energy should be spent on low
impact, high traffic events.37

Existing & Past Fundraiser Events

Car Show
Pancake Breakfast
Family Fair
Baking Contest

New Additions
Partner with a Running Event
Farmers Market and Food Truck
Meet-up

A well-organized event
can help craft a new
identity for the district and
help change overall
perceptions of the area.

Car Show
Recommendation: While the show could be reworked and more heavily marketed, analysis
points to terminating this event so that time and energy can be spent elsewhere.
Car Show
8 Entries
Door Prize
DP tickets
Walt
Plaques
Trophies
TOTALS:
GRAND TOTAL:

Cost

Income
$120.00

2015 Cost

$50.00
$25.00
$750.00
$123.19
$131.40
$1,054.59
-$909.59

request free service next year

most reusable
2 reusable
$145.00

-$1.40

Revenue from the event generated only 13.76% of the cost of the event and reports from various
members of the district indicated that attendance was staggeringly low. Because this event did
36

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

24

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

$269.00
$250.00
$140.31
$45.00
$435.31
-$166.31

most reusable
$269.00

-$26.00

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

$400.00
$460.00
$200.00
$650.00
$1,250.00
-$140.00

$650.00
$1,110.00

-$140.00

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

25

Baking Contest
Entry fees
Taste donations
Supplies, ty gifts
Prizes
Printing
TOTALS:
GRAND TOTAL:

$60.00
$77.70
$25.71
$155.95
$17.25
$198.91
-$61.21

most reusable

$137.70

-$35.50

The Baking Contest is a great addition to the events hosted by the district. Appealing to the InStyle, Golden Years and Parks and Rec tapestry segments the event appeals to a large portion of
the Ruston Demographic. Marketing should be done through local newspapers and fliers at local
Boy and Girl Scout troops, senior centers, and church groups.

Recommended Fundraiser Events

Running Races
Recommendation: Get involved with an existing local running event.
Running USA provides an overall summary of all the running events in the US over the past two
and a half decades:
The number of US race finishers has increased nearly 300% since 1990
Female representation has grown from 25% to 57% in 2013
There has been a 7% increase in running events since 201438

38

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

26

This growing trend is forecasted to rise and even more promising is that Washington was ranked
4th in the nation for highest attendance at large running festivals last year.39 According to a study
conducted in 2014 by Running USA, 5 Kilometers are the most popular form of running events
hosted in the US.
5K [running events] maintained the #1 position of all race distances with 8.3 million
finishers (another record number), claiming 43% of all finishers [of official road races] in
the U.S.40
Point Ruston already hosts multiple running events each year that the district could participate in
and hosting a reception or block party afterwards could be popular and profitable. The
Waterwalk has not been connected all the way to Point Defiance for very long, meaning the
running events are still in infancy. Now is the ideal time to contact Point Rustons Director of
Marketing Chris Murphy as well as contact representatives from Metro Parks and the Tacoma
City Marathon Association. This sort of partnership would be beneficial, because existing
marketing efforts for the event would promote Rustons involvement at no cost to the district.
The running event and subsequent block party are more frequently held in the spring and
summer months so outdoor seating and activities can be utilized. Involvement could be as
simple as a live band and cooperation from the businesses for some sort of discount, deal or
promotional event. Taking a vote to incorporate the opinions of the business owners will be
beneficial for getting them involved from the start as well as determining the most feasible
course of action in terms of deals and discounts.
Food Fair
Recommendation: Develop a weekly to bi-weekly food truck meetup and family fair.
Farmers markets are a great way to offer a wider variety of foods and attract crowds. Initially,
the goal is to generate a large crowd. Revenue can become the priority once the event has been
established. The event should be low impact in terms of facilitation and expense so the goal is to
begin with as little cost as possible. As the market grows a percentage of revenue can be put
towards developing the theme, attractions and marketing. For now the goal is to create a return
customer base that is constant; growth will come later.
According to the organization Project for Public Spaces:
In a 2002 survey of over 800 customers from a variety of indoor and openair markets around the country, PPS discovered that 60% of market shoppers
also visited nearby stores on the same day; of those, 60% said that they
visited those additional stores only on days that they visit the market.41
Markets bring in a population that is otherwise not interested, some who only attend once and
some who remain loyal customers after. Fortunately, the district would benefit from both.
The local competition is demonstrated in the chart on the next page: (Red are categories not offered
by the given market)

42 43 44

39

USA, Running. "2014 State of the Sport Part IV: Largest Road Races."Runningusa.org. Running USA, 27 Aug.
2014. Web.
40
"2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport - Part III: U.S. Race
Trends | Running USA. Running USA. Web. 12 Apr. 2015.
41
"Measuring the Impact of Public Markets and Farmers Markets on Local Economies." Project for Public Spaces.
Web. 11 Apr. 2015.
42
"Proctor Farmers Market." Proctor Farmers Market. 28 Mar. 2015. Web.

27

43

"6th Ave Farmers Market." Tacoma Farmers Markets. 2014. Web.

Herold, John. "Welcome to the Gig Harbor Farmers Market." Welcome to the Gig Harbor Farmers Market. 2015.
Web.
44

28

There are currently no markets on Mondays or Wednesdays but the two on Sunday are far
enough away that this is a potential opportunity. In addition, traffic to Point Defiance is heaviest
on weekends and could be a strategic time to stage the festivities.45
Produce is extremely common and seems to
be a bit of an oversaturated trend. Instead,
we recommend a prepared foods farmers
market that capitalizes on food trucks. In
relation to the food truck industry, Nation's
Restaurant News articulates the road-tested
trend continues to demonstrate it has long46
haul potential. The food trucks have proven year after year that there is a niche for the low
cost, often gourmet street food. Even more compelling is the implementation of a food truck
meetup. These are hugely popular during the summer months in San Francisco, Portland, and
many other California and Oregon cities, however there are no meetups in Washington. Off the
Grid is one meetup event in San Francisco, owner Matt Cohen said that food truck meetups are
a welcomed addition to the local community.47

Food truck meetups are a

welcomed addition to the local
community. Matt Cohen

Combining a food truck meet-up with a farmers market and family fair will make the event
unique. The Department of Energy and Environmental Affairs provides specific instructions for
the organization, procedures, requirements and permitting necessary to start such an event. These
can be found under their instructional page: How to Organize and Run a Successful Farmers'
Market48
Sunday Funday
Food Trucks, Family Events, Music, Beer
Potential Food Trucks: Revenue would be generated as a percentage of sales profits.
Jay Dogs - Tacoma Style Hot Dogs
Buddha Bear Bagels & Cafe
Metropolitan Market Food Truck
Kerrys Caribbean Takeout
Gibsons Frozen Yogurt
Pit Stop Deli
Barrel No. 51 BBQ
Taqueria El Corral49

45

Trueman, John. Meeting. 12 February 2015

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

29

Potential Family Fun: Revenue could either be generated by splitting sales profit or by charging
for space.
(Revenue split or % charged for space)
Ranger Talks: Partnership with the zoo
Farmers Market Petting Zoo
Additional Events:
Monthly Brew Fests
Home-Brew Contests50
Kendall Bell, president of the Klamath County Downtown Association of
Klamath Oregon, said the Brewery Contests were extremely popular in her district
and generated revenues.
Music Festival
Recommendation: Bring back in full force, as it was.
History: The Music Festival has not been hosted for seven years. In its prime, the event
still cost about $1500 after revenues. This is a somewhat large strain on our tight budget but the
event pulled in upwards of 800 people.51 This would make the event the single largest function
within the district. Its past popularity is a good indicator of the potential for this event. Ceasing
the continuation of the event seven years ago was not a decision based on the vision of the
district, rather it was the outcome of a high impact event on a staff that was not positioned to
easily host the function. With the focus taken off of streetscape projects until after events, this
allows the re-prioritization of the music festival making it a larger center of focus for more
volunteers, taking stress off the few that were responsible before.
Implementation of this event is easy; it simply requires the use of past strategy,
procedure, and organization.

ACTION STEPS
PORTRAIT OF INITIATIVES
Our team recommends that the members of the business district refrain from attempting to
complete all of these recommendations at once. Below is a graph called a Portrait of Initiative
created in order to display the relationships between current capacity, time commitment, and
impact of our recommendations. The size of the circles conveys projected impact within the
business district; the larger the circle the more influential the recommendation will be for the
district. The recommendations with the highest current capacity will be the easiest to implement
and are therefore in the six months section. Recommendations reserved for one to five years
from now are those which the business district has a lower capacity to currently implement,
however, in five years the business district will be highly capable.
Example: As of right now there is not enough money to fund streetscape improvements,
therefore its current capacity is very low. However, five years from now, once funding has
increased, the capacity will be higher and streetscape improvements can be pursued.
50
51

Bell, Kendall. Interview on 28, Feb. 2015.

Phone conversation between Matt Matysik and Karen Pickett, 4/29/15.

30

31

May 7 and June 4

The first task for the business district members is to reflect on the vision and recommendations
provided by our team. Whether or not members support our recommendations for new
businesses, streetscape improvements, and fundraiser events, it is imperative everyone is in
agreement before the district takes action. Therefore, our team recommends devoting the next
two monthly meetings (May 7 and June 4) to finding consensus and generating buy-in.
Although the main focus for the following two meetings is to generate buy-in, members should
also put effort into installing the banners along the Ruston side of the business district. Hanging
the banners will symbolize the beginning of the revitalization effort. Additionally, the district
should submit its grant proposal to the City of Tacoma for the installation of poles with solar
light fixtures along the Tacoma side of North Pearl.
Within the First 6 Months 1 year
An open ended timeline exists for the installation of the poles and solar light fixtures on the
Tacoma side of the district because the City of Tacoma must first accept the grant proposal. If
the grant proposal is rejected, this recommendation would be delayed until additional funding is
presented through either a different grant or successful fundraiser events.
Implementing the aggressive business outreach recommendation within the next 6 months will
yield great benefit to the business district. After vision and direction is agreed upon, members
must decide which businesses they wish to attract: a bakery, bike shop, breakfast-oriented
restaurant, dance and yoga studio, or other options. From there it is recommended that an
individual member be in charge of each business outreach.
Example: One member takes lead in contacting CBRE about
the business districts desire to fill the vacancy with a bakery.
That member is in charge of fulfilling the entire
implementation process as detailed in the Aggressive
Outreach section. A different business district member would
be in charge of reaching out to other business types as voted
upon by the members.
Within Five Years
In the next few months, business district members should begin reaching out to potential bands
for the Music Festival as well as food trucks and farmers market vendors for the Food Fair.
Further action steps for the Food Fair can be found at mass.gov under How to Organize and Run
a Successful Farmers Market. Finally, a district member should contact Point Rustons
Marketing Director Chris Murphy about getting involved with the Tacoma City Marathon
Association.

32

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

33

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"2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport Part III: U.S. Race Trends | Running USA. Running USA. Web. 12 Apr. 2015.
"2014 State of the Sport - Part III: U.S. Race Trends | Running USA." 2014 State of the Sport Part III: U.S. Race Trends | Running USA. Running USA. Web. 12 Apr. 2015.
"6th Ave Farmers Market." Tacoma Farmers Markets. 2014. Web.
"9.5% of U.S. Adults (21 Million) Used Yoga | NCCIH." NCCIH. National Institutes of Health,
15 Feb. 2012. Web. 30 Apr. 2015.
"Appealing Factors about Brunch at Restaurants to U.S. American Express Consumers 2013 |
Survey." Statista.
"Food Truck Trend." Nation's Restaurant News. Penton, 13 June 2011. Web.
"How to Organize and Run a Successful Farmers' Market O Organize and Run a Successful
Farmers' Market." Energy and Environmental Affairs. Commonwealth of Massachusetts,
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"Knapp's Restaurant." - Dive Bars. Yelp, 9 Apr. 2015. Web.
"Map of County Unemployment Rates." Map of County Unemployment Rates. Employment
Security Department, Mar. 2015.
"Measuring the Impact of Public Markets and Farmers Markets on Local Economies." Project for
Public Spaces. Web. 11 Apr. 2015.
"Proctor Farmers Market." Proctor Farmers Market. 28 Mar. 2015. Web.
"Shakabrah Java." - Vegetarian. Yelp, 11 Apr. 2015. Web.
"The Main Street Four Point Approach." Preservationnation.org. National Main Street
Center, 2015. Web.
"Washington Unemployment." Washington State Unemployment Rate and Total Unemployed.
Department of Numbers, Mar. 2015.
Tapestry Segmentation 2A Urban Chic. ESRI. 2014.
Tapestry Segmentation 5B In Style. ESRI. 2014.
Tapestry Segmentation 5C Parks and Rec. ESRI. 2014.
Tapestry Segmentation 8C Bright Young Professionals. ESRI. 2014.
Tapestry Segmentation 9B Golden Years. ESRI. 2014.
Bell, Kendall. Interview on 28, Feb. 2015.
By-Laws of the Ruston Point Defiance Business District
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Center for Commercial Revitalization, 2006. Feb. 2015.
DalBalcon, Whitley. E-mail interview. 20 Feb. 2015.
Festival of Lights to Brighten Historic Main Street Tonight Comments. Mountain Democrat, 28
Nov. 2014. Web.
Food Trucks Tacoma, WA. Yelp, 2015. Web.
http://www.yelp.com/search?cflt=foodtrucks&find_loc=Tacoma%2C+WA
Gregoire, Carolyn. "How Yoga Became A $27 Billion Industry -- And Reinvented American
Spirituality." The Huffington Post. TheHuffingtonPost.com, 16 Dec. 2013. Web. 30 Apr.
2015.
Hagerty, Patrick. Blue Octopus and owner Kerry Cole at 5013 N. Pearl in Ruston. Digital image.
Creative Enterprise. Spaceworks Tacoma, 12 Sept. 2014. Web.

34

Hallstein, Maya. Survey conducted at Business District Association Monthly Meeting. 2 Apr.
2015. Raw data. Antique Sandwich Company, Tacoma, Washington.
HANANIA, JOSEPH. "Making BIDs on the Future." Los Angeles Times. Los Angeles Times,
07 Jan. 1997. Web. 29 Apr. 2015. <http://articles.latimes.com/1997-01-07/local/me16201_1_business-district>.
Hart, Shari, and Beth Torbet. 2012 Residential Profile Summary. Ruston-Point Defiance
Business District. May. 2013.
Herold, John. "Welcome to the Gig Harbor Farmers Market." Welcome to the Gig Harbor
Farmers Market. 2015. Web.
Nagle, Matt. "Horse-drawn Carriage Rides Offered Downtown." Tacoma Weekly. 13 June 2013.
Web.
Torbet, Don and Beth. Personal interview. 5 Mar. 2015.
U.S. Census Bureau, Census 2010 Summary File 1. ESRI forecasts for 2014 and 2019.
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USA, Running. "2014 State of the Sport Part IV: Largest Road Races."Runningusa.org.
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White, Rob. Comprehensive Plan Update. Presentation on Winnifred Street/ Town Square
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Wilkey, Robin. "Off The Grid Lawsuit Dismissed: Food Trucks Win Battle Against Restaurants
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