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GROUP ONE
Matthew DentonColin PearcyColin PhelanNitesh Singh
Bryan JacksonDominique KingRita Benbrahim
Table of ContentsExecutive Summary...................................................................................................................................... i
Company Overview.....................................................................................................................................1
Vision Statement.....................................................................................................................................1
History and Current Status......................................................................................................................1
Objectives................................................................................................................................................2
Product/Service.......................................................................................................................................2
Market and Industry Analysis......................................................................................................................4
Identifiable Trends in the Industry..........................................................................................................4
Target Market..........................................................................................................................................5
Customer Description..............................................................................................................................5
Consumer Market....................................................................................................................................5
Business Market......................................................................................................................................6
Customer Research..................................................................................................................................6
Industry Structure and Competitive Environment...................................................................................7
Opportunities..........................................................................................................................................8
Marketing Plan............................................................................................................................................8
Positioning...............................................................................................................................................9
Product Service Strategy..........................................................................................................................9
Communications Strategy........................................................................................................................9
Business District Website......................................................................................................................10
Social Media Presence...........................................................................................................................10
Traditional Marketing Tactics................................................................................................................11
Operations Plan.........................................................................................................................................12
Phase One, Part 1: Settler’s Park Enhancement....................................................................................12
Phase One, Part 2: Establishment of Rockton River District Association...............................................13
Phase Two, Year 2: Downtown Facelift and Additional Settler’s Park Enhancements...........................14
Phase Three, Year 3: Settler’s Park Statue and Focal Gardens...............................................................15
Development Plan.....................................................................................................................................15
Management Plan.....................................................................................................................................16
Downtown Committee..........................................................................................................................16
Elected Village Officials..........................................................................................................................17
Community Residents............................................................................................................................17
Competitive Advantage.............................................................................................................................17
Funding......................................................................................................................................................18
Village Support......................................................................................................................................18
Stakeholder Support..............................................................................................................................19
Financial Plan.............................................................................................................................................19
Revenue Model.....................................................................................................................................19
Cost Estimates.......................................................................................................................................20
Risk Assessment....................................................................................................................................20
References.................................................................................................................................................21
Appendix A: Consumer Intercept Survey...............................................................................................22
Appendix B: Consumer Intercept Survey Results...................................................................................24
Appendix C: Phase One Design Concepts..............................................................................................27
Appendix D: Phase Two Design Concepts..............................................................................................28
Appendix E: Phase Three Design Concepts............................................................................................29
Appendix F: Financial Analysis...............................................................................................................30
Appendix G: Implementation Cost Estimates........................................................................................31
Executive SummaryRockton, Illinois has withstood the test of time as a small community nestled in the midst of
Winnebago County. Founded in the early 1800s, this historic Village has developed a rich and unique
history that deserves to be showcased for all to see. Over the years, the town has lost much of its luster
and is seeking to restore its historic charm in order to increase foot traffic and enhance the economic
activity within the downtown area.
The Village has a unique opportunity to showcase its rich history over a series of improvements
that highlight the riverfront property parallel to the downtown business district. Through responsible
investments over the upcoming years, the Village stands to capitalize on the favorable upward trends in
tourist spending throughout the region. We propose that Rockton exploits these upward trends in
offering a truly unique destination to shop, dine, work, live, and play.
In order for the Village to achieve its desires to mirror an image similar to that of Galena and/or
St. Charles and exploit increased tourist spending, Rockton should rebrand itself as a tribute to its rich
history. This revitalization initiative seeks to create a dynamic and equally prosperous downtown area
that captures the attention of local and community residents and area tourists for years to come.
The proposed revitalization initiative is divided into three phases over the next three years.
These phases are in place to highlight what we feel are severely underutilized areas throughout
downtown to preserve its local character. Phase one calls for multiple Settler’s Park enhancements that
are designed to link the park to the downtown business district. Phase two is focused entirely around
the proposed facelift along Main Street to create an aesthetically pleasing, uniform theme amongst its
many historic buildings. Lastly, phase three introduces an additional focal point within Settler’s Park that
serves to promote the Village’s unique beginnings.
Through an aggressive marketing plan encompassing an online web presence, social media
campaigning, and traditional print media, the Village should adopt the proposed events calendar to
attract and retain area visitors. Comparative benchmarks of the surrounding communities and market
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research suggest that these events will succeed if promoted accordingly by the Village. The proposed
marketing plan stands to increase the awareness of the Village through a variety of different mediums.
In order for this initiative to succeed, the creation of a voluntary River District Association is
recommended. This organization composed of downtown business owners and area stakeholders shall
spearhead the initiative serving as a representative body to the downtown area. The Village Mayor and
Board should be actively involved in the planning and implementation phases acting as a support agency
to the revitalization.
The rebranding initiative is estimated to generate a positive return on investment by phase
three and from then on into the future. Predictions also suggest that the initiative will increase
downtown business revenues by approximately $77,000 in the same year provided funding is made
available.
Ultimately, this rebranded tribute stands to designate the Village of Rockton as one of the most
unique and historical places in the surrounding area. The favorable attention generated throughout and
subsequent to implementation will aid in fostering the desired economic activity enhancements within
the target downtown area.
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Company OverviewThe Village of Rockton, a quaint northern Illinois community, has stood firmly at the intersection
of the Rock and Pecatonica Rivers for over 150 years. With a deep tradition surrounding family and
fellowship, Rockton has continuously produced generations of proud and successful citizens. Rockton
today looks to reaffirm its honor and reverence for those who came before by rejuvenating its historic
downtown in order to remind the people of Winnebago County the beauty and success of its beginnings.
Mission Statement
“The Village of Rockton is committed to provide leadership, services, and direction for growth while
preserving its unique community.”
Vision Statement
Keeping in mind Rockton’s mission statement and its desire to establish a downtown culture
similar to that of Galena and St. Charles, our vision is to create an equally prosperous and dynamic
downtown area. This business friendly area will be defined by its unique small town history, public
spaces, special events, improved landscapes, and promotion of its riverfront property.
History and Current Status
Originally established as a fur trading post by Stephen Mack and his Indian wife, Hononegah, in
the mid-1830s, Rockton, or ‘Pekatonic’ as it was called then, was the first settlement in Winnebago
County. Though the original settlement did not survive Stephen Mack’s Death, Rockton went on to
flourish. In 1936, Walt Williamson began the construction of a small resort in Rockton that would
eventually become widely known. In its heyday, the Wagon Wheel featured a hotel, several bars, two
swimming pools, a miniature train, a ski lift, an air field, a bowling alley, and an ice skating rink. The
Wagon Wheel fell into disrepair after Walt passed, suffered several fires, and eventually was torn down.
Rockton is currently home to almost 7,700 residents and boasts several athletic fields, public
parks, an outdoor pool, and is also home to a top tier public high school that serves Rockton and three
other surrounding communities. Nonetheless, the current downtown area has somewhat of a
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disheveled appearance and lacks the uniformity one would expect from a town with such a historic
beginning.
Objectives
A number of project objectives were developed to aid in identifying the strategic direction of the
proposed revitalization initiative. These objectives are statements of intent that describe the desired
outcome/direction of future improvements, growth, and the redevelopment of the target area (OHM,
2012). The development objectives are as follows: (1) distinguish the river as a compelling downtown
attraction via further development of the park, (2) improve accessibility to, and between, regional trails,
the riverfront, public parks, parking, and eventually the athletic fields, (3) promote the redevelopment
of underutilized areas; preserve sites and structures that add to, and reflect, the local character, (4)
create new and improved opportunities to shop, dine, work, live, and play, and (5) promote economic
stability and sustainability through increased consumer activity.
Product/Service
The Rockton that we envision is not just a small town but a rebranded tribute to its character
and history where people of all ages can visit and have a lasting experience. As visitors travel east on
Main Street and enter Rockton’s River District, he or she will notice the odd assortment of new, old, and
refurbished buildings woven strategically together through a unified design and continuous theme. The
majority of renovations to the downtown area are designed around streetscape improvements. We
recommend that the sidewalks be routinely maintained and cleaned within the Village’s Annual Budget.
We also recommend replacing the current trash repositories with newly decorated garbage receptacles
equipped with cigarette depositories spaced equally on each side of the street. All of the current lamp
posts will be spruced up with decorative seasonal flags and small hanging flower pots that link the
downtown blocks together from a distance. The four non-matching benches throughout downtown
should also be replaced along the sidewalks in order to remain consistent in the appearance. It is further
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recommended that enhancements be made to the existing way finding signage along Main Street that
serves to better link the downtown to the riverfront. This design scheme combined with a welcome
gateway sign to the Downtown River Corridor will provide the quaint and historic vibe the visitors to the
area so desire. Additional flower arrangements spaced strategically along the existing sidewalks will
welcome visitors to explore the venues that Rockton has to offer along Main Street.
Settler’s Park is equally important to the experience within the Village of Rockton as is the
downtown area along Main Street. The park should serve to represent and remind those of a history
that many do not know or have long forgotten. As visitors stroll blissfully around the park’s recently
extended bike path, one will be able to find historical tributes to those of Stephen Mack, Princess
Hononegah, and several other significant individuals that outline the relevant points in history
throughout Rockton’s unique upbringing. Our revitalization initiative seeks to establish Settler’s Park as a
social gathering spot for those to learn, laugh, live, and play along the banks of the river in distinguishing
Rockton from that of any other.
More so than just the beauty and history of Rockton, we recognize its potential in creating a
venue capable of hosting events large and small. A small community such as Rockton thrives off
fellowship amongst both locals and visitors. We aim to put Rockton back on the map by making it the
ideal place to hold fun, family orientated events for the surrounding region. With OSD (Old Settler’s
Days) setting the example, we believe the park would be an ideal location for many other area events.
We propose that the Village host events along the lines of fishing derbies, hot rod shows,
bicyclist/running relays, picnics in the park, movie nights, summer concert series, and Village cook-offs.
Also, because the path that extends the length of the park is now connected to the Main Street footpath
and Hononegah Road, the park becomes an ideal location to develop a series of diverse, yet
complimentary spaces to the downtown area. This rebranded identity surrounding the heritage and
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relationship of the community will aid in providing a unique and unforgettable experience that will likely
lead to the retention of customers.
Market and Industry AnalysisAccording to information compiled by the Chicago & Beyond Regional Tourism Office, the
Winnebago County tourism and entertainment industry generated travel expenditures of approximately
$312 million in 2011. This growth marks an 11.5 percent increase in related spending over 2010
exceeding the statewide growth rate. As the economic condition of the recession continues to improve,
these expenditures are expected to increase 7 percent compounded annually, much like the years
leading up to 2007. These expenditures include money spent by travelers on such things as public
transportation, food service, auto transportation, lodging, retail, and entertainment/recreation that all
serve to generate beneficial tax revenues that aid in supporting the maintenance of travel
infrastructures and/or public programs in local communities. Winnebago County includes but is not
limited to the local communities of Rockton, South Beloit, Roscoe, Rockford, Machesney Park, and Loves
Park boasting a population of 295,266 persons as of the 2010 census. Winnebago County is the 7th most
populated county in Illinois and was ranked the 18th fastest growing county after its 6 percent growth
from 2000 (U.S. Census Bureau, 2010).
Identifiable Trends in the Industry
The Winnebago County region has experienced many of the effects of urban sprawl over the
past decade as many fast food chains and discount retail stores have expanded to the smaller parts of
the County. The subsequent economic downturn and shift in shopping and entertainment preferences
have decreased much of the foot traffic in the downtown communities which have historically been the
heart and soul of local tourism. The industry is also facing a growing elderly population within the region
as many retirees from Wisconsin opt to move south of the border to take advantage of Illinois’
exemption on state income taxes for retirees. Nonetheless, the small town charm still provides a
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favorable platform to capitalize on the increased tourist spending through responsible upgrades that
enhance the local tourist attractions.
Target Market
The most plausible target strategy is to focus first on capturing the local community to drive the
economic activity in the downtown area. Therefore, the initial target market will be residents within the
Village of Rockton. According to the 2010 census data, the population of Rockton was approximately
7,685 persons, an increase of 2,389 over the 2000 census data. According to conversations with Mayor
Adams, approximately 200 new homes have been built from 2005 through 2010 and conservative
estimates would indicate another 10 percent growth over the next five years. The low cost of living, high
income per capita, high graduation rate and stable housing market make this target an ideal candidate
to serve as the catalyst for further regional economic growth and development.
Customer Description
The community revitalization initiative has a dual focus surrounding both consumer and
business markets. This dual focus serves to both maximize revenue dollars in the downtown region as
well as the attractiveness of further business development as a result of increased foot traffic. The
initiative is built around generating the interest of reputable businesses that are willing to buy into what
Rockton has to offer through expansion into the area.
Consumer Market
The majority of the consumer market, identified as the residents to the Village of Rockton, falls
within the upper to mid older class without kids and/or the upper to mid older class with kids. According
to market segmentations performed by Nielsen, this suggests that the target consumers are well
educated and active throughout the region. Nielson also reports the median household income of the
Village to be $62,600 (PRIZM). Based on in person consumer interaction(s), the regional market favors
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the quaint and historic feel of the downtown but is not entirely opposed to significant area
improvements.
Business Market
The current business market in the downtown region driving most of the tourist activity in the
region is comprised of an overwhelmingly large percentage of independently owned businesses. The
majority of these businesses are over 10 years old and many exceed 20 years of operations. Aside from
the long standing issues between current businesses and the local government, the owners recognize
the importance of a revitalization effort in order to enhance the value added services available to its
visitors. Therefore, most businesses are not opposed to any drastic changes and have indicated a
willingness to participate in such activities.
Customer Research
In order to target the current residents and visitors of the downtown area, we utilized a
consumer intercept survey. We came across an existing survey (Appendix A) that was utilized by the
Village of Medina in 2009 during a revitalization initiative similar to the one that we propose. One of the
goals of this methodology was to develop an existing profile of downtown Rockton’s current visitors in
order to gather data on the likes and dislikes of our respondents (Genese/Finger Lakes Regional Planning
Council, 2009).
To obtain the most accurate results, a goal of 80 completed surveys was established. Despite
this target number, only 58 surveys were completed for the Village of Rockton. A number of factors
contributed to this shortfall, including the lack of volunteers, poor weather conditions, and limited foot
traffic in the area.
It is important to note that many of the surveys were not entirely completed, therefore the
percentages discussed are based upon the response rate for each particular question rather than the
total surveys received. The customer intercept survey results are shown in Appendix B. Of the total
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respondents: 55% are male; 26% are aged 36-45; 39% lived in the Village of Rockton. The two largest
household income groups are: (1) 21% with $50,000-$74,999 and (2) 17% with $75,000-$99,999. This
information provides some local demographic background and aids in putting survey results into
perspective.
Additional survey results provide a more detailed look into the routines of those surveyed.
Approximately 72% of respondents drove to the downtown target area. Excluding the choice of “other,”
the top reason for visits is: “Dining” (42%) and “Shopping/Retail” (15%). Approximately 31% of those
surveyed visited the downtown area less than once a month and 34% reported visits to the area
between 1 and 5 times per month. Surveys indicated that most of consumer shopping outside of the
downtown area, approximately 48 %, has shifted towards discount super centers, i.e. Wal-Mart.
The last set of survey questions addressed the respondents’ opinions on the adequacy of the
targeted development area. Respondents reported the most wanted improvements to the downtown
area should be the improved selection of retail/services (24%); appearance of streets and buildings
(20%); and parking (34%). Although this methodology was mainly statistically based, open ended
questions surrounding the likes and dislikes of the area generated recurring themes. Most respondents
indicated that the most desirable attribute in the area is the small town vibe while the most disliked was
the appearance and selection along Main Street.
Industry Structure and Competitive Environment
The Winnebago County tourism and entertainment industry is structured around each
participating town’s downtown area. The areas compete directly in terms of the breadth and depth of
products/services available in the downtown area, ultimately a result of the size and location of each
destination. Highly populated areas benefit from the built in accessibility to consumers in the area.
Therefore, Rockford reigns over all of the other competing towns in the County with the financial
capacity to spur rapid growth and development with relative ease.
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Opportunities
Given the success of urban waterfront walkways in other communities across the country and
the preexisting riverfront property in Rockton, the Village stands to benefit in revitalizing the downtown
area thereby enhancing its exposure towards increasing the economic value of nearby properties
(Hitchcock Design Group, 2012). The available open space properties in the downtown area provide the
Village with viable opportunities to increase the economic activity by creating a lively downtown
riverfront environment that becomes the centerpiece of the community for years to come. Servicing the
available opportunity to enhance the downtown area will serve to capitalize on the estimated 7 percent
annual increase in tourist and entertainment spending in the region over the next few years. Survey
results gathered suggest that focusing on area improvements along the riverfront will drive consumer
traffic to and in-between the target area.
Marketing PlanAs previously mentioned, the target market for our strategy will focus first on the citizens of
Rockton before expanding to the surrounding local communities. The demographic has a broad range of
ages, however much of our focus will be placed on the middle aged and above adults. Downtown
Rockton has many antique shops with the potential to attract visitors from all over Winnebago County.
Data collected from consumer surveys suggest that the antique shops in Rockton make up for a strong
portion of the downtown area traffic. The survival of several antique shops in the past and current
economy also stands to prove the value of the shops to the area.
Downtown Rockton features several different restaurants and bars many of which are hosts to
live music on certain nights. These establishments seem to attract a balance of young, middle aged, and
older adults. Our plan will be to continue to attract local residents and increase the amount of traffic
from younger adults in the community.
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Positioning
The revitalization of downtown Rockton and Settler’s Park will increase the Village’s appeal
allowing it to be marketed as a fresh and clean historical district. The Village will be properly maintained
in order to offer a historical and charming small town vibe. The renovation throughout Settler’s Park will
provide complimentary spaces allowing Main Street to host a variety of town events. Through active
promotion of the Village and its events we look to significantly increase foot traffic in the downtown and
surrounding area, in turn increasing the overall economic activity throughout the area.
Product Service Strategy
The revitalization of downtown and the development of Settler’s Park will significantly increase
the appeal of Rockton and its businesses. Extending the walkway and adding a garden will transform an
underdeveloped and aesthetically unpleasing area into a destination spot. Residents and visitors will
come to see the garden resulting in increased traffic to local restaurants and shops.
According to our research findings, many people would like to see the downtown Main Street
updated with a uniform display. We want to keep the cozy small town charm of the downtown section,
but increase the emphasis on the historical aspects of the Village. The goal is to tie the region together
nicely and emphasize the history all while maintaining its small town charm.
Communications Strategy
We will use a multitude of communication platforms to promote Village events. Once the
development and revitalization of the downtown area is complete, we will utilize the newly maintained
space for car shows, concerts, and local bar/restaurant beer garden type concepts. Many different
mediums will be used to promote these events.
The largest portion of our marketing plan will be focused around the implementation of a
Downtown Rockton Business District website. The website will feature a page for the general town
history and information, a page showing the progression of the Downtown/Settler’s Park area
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development, and a page providing information for all of the local businesses in town. The content and
promotion of this website will be crucial to the success of our marketing campaign.
Business District Website
The website will focus exclusively on Downtown Rockton. This website will detail the master
plan of the Rockton revitalization allowing citizens, business owners and investors a chance to
understand the developmental plans, construction designs, as well as important information about
fundraising and contribution donations. This website will feature conceptual designs of what the
finished result of the revitalization will look like. This will include sketches of a revitalized and vibrant
downtown Main Street, an extended walkway circling Settler’s Park and a magnificent fountain
surrounded by a lush garden of floral arrangements.
The downtown Rockton website will also feature a directory providing contact and general
information for the local businesses. Furthermore, the directory page will also offer a
review/commentary section which will be a great source of information for consumers contemplating
the idea of coming to Rockton for their shopping and dining needs.
The website will also feature an events page which will provide the downtown area with an
internet platform to promote upcoming town events. Digital flyers can be posted on this page alongside
the event details. Examples of some events could be family picnic days, classic hot rod shows, various
town festivals and concerts. The options are vast and the potential for success is much greater if online
promotion tactics are utilized. All events will be linked to various social media platforms.
Social Media Presence
Social Media platforms will also be significant portion of our marketing strategy. The Village of
Rockton has a very low internet presence with very few Facebook pages for local business. The Chamber
of Commerce has a Facebook page; however it receives very little traffic. The largest amount of internet
traffic for the area seems to flow through The Dairy Haus Facebook page. Through the establishment of
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a Downtown Rockton Facebook page we will promote the community’s recent developments, future
events, and even offer deals with participating local businesses. Another popular online media platform
to utilize will be Twitter. Twitter has rapidly become an excellent tool for businesses and municipalities
alike to promote and attract customers. Social Media Management Tools such as Hoot Suite make the
maintenance of a Facebook, Twitter and many other media platforms manageable and highly effective.
The aforementioned downtown webpage will have direct link icons at the bottom of the page
connecting to the Downtown Rockton Facebook and Twitter page(s). Linking the website to the social
media platforms will help generate cyber traffic to and from the page, potentially enticing possible
investors to join the community. A strong social media presence has been proven to positively impact
brand identity and awareness, both factors that that help to initiate growth throughout Rockton.
Through the use of Google analytics, the page administrator will be able to monitor all website
traffic. This will aid in identifying how much traffic is coming from Google vs. how much is coming from
Facebook. Tools like these will make it easier to understand what features of the page are drawing the
most attention and thus most important to keep maintained as well as point out which features need
work.
Traditional Marketing Tactics
In addition to our online and social media strategies, we will also enlist the help of local radio
stations in Rockford and Beloit to promote upcoming events. Alongside our radio campaign will be print
advertisements in the Daily Herald, the Rockford Register Star and the Beloit Daily news. The radio and
print advertisements will help create awareness for the downtown hosted events, increasing the
Village’s credibility overtime.
This multi-angle marketing approach utilizing radio, print media, online social media and word of
mouth lobbying will be the quickest and most cost effective way to ensure an increase in foot traffic to
the Village of Rockton. As the downtown and Settler’s Park appearances continue to improve and the
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athletic fields continue to grow and develop, we believe the overall attractiveness of downtown Rockton
will increase at a proportional rate.
Operations PlanWe have strategically divided the revitalization initiative into three distinct phases that will be
completed over the next three years. The reason for this division is to ensure that each phase receives
the required attention and focus while also diffusing the total required financial expenditures somewhat
evenly over each year.
Phase One, Part 1: Settler’s Park Enhancement
We believe that Settler’s Park is a beautiful space that is severely underutilized and Phase One is
intended to change that. The first thing that we recommend is extending the foot path all the way
around the park. By encircling the entire park, this not only provides runners, walkers, and bicyclists
additional trails, but it also provides ideal spaces to position additional value added enhancements. We
recommend placing four replica boulders with bronze plaques at various points along the path. These
boulders will serve as focal points throughout the park, but our intention is to utilize the plaques as a
means for sharing bits of Rockton’s unique history with those traveling the path. The four famous
Rockton residents that we recommend highlighting on these plaques are Stephen Mack, his wife
Princess Hononegah, Civil War hero Brigadier General Elon J. Farnsworth, and Wagon Wheel founder
Walt Williamson (Appendix C).
In addition to these memorials we recommend adding four additional benches, a pull-up bar, a
back stretcher, a leg stretcher, push-up bars, and a sit up station to complement the use of the path
(JoGo Equipment). These public workout stations promote fitness and allow runners and bicyclists to
expand their routines while increasing the duration of time spent in the park. We believe the best part
of these additions is the fact they take up a very minimal amount of space allowing for the continual
scheduling of large events like Old Settler’s Days. The goal of Phase One is to increase the amount of
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foot/bicycle/stroller traffic through Settler’s Park and is estimated to be completed in approximately
eight to twelve months. Phase One is projected to cost approximately $58,972.
Phase One, Part 2: Establishment of Rockton River District Association
As the physical enhancements to the park are being installed, we also propose that Rockton
simultaneously creates a business association comprised of businesses located within the Rockton River
District (RRD) and actively involved residents. In order to develop a successful and economically strong
downtown area like that of Galena or St, Charles, Rockton’s River District needs an agreed upon set of
visual and physical guidelines that will tie all of the downtown area together. We believe that the most
effective way to create a truly ‘Rockton’ born brand is to allow the people of Rockton voice their
opinions on what that brand should look like.
Upon inception, we recommend that Rockton’s River District Association (RRA) serve as an
opportunity for those with active interests to have an input towards the visual specifics of our
recommended improvements. Over time, we plan for the RRA to be a lasting resource to the Village. We
recommend that it partner with the Chamber of Commerce, the Mayor, and the Council acting as one
voice while bringing attention to the specific needs of the River District. This in turn provides a useful
platform to express any issues and/or concerns that business owners may have amongst its common
stakeholders. The association’s authority grants decision making power over business stakeholders in
the river district, however falls inferior to that of the Village and the board. Membership to this
association will be on a voluntary basis accessible to area businesses and local residents. It is
recommended that the association have a leadership board of six members; either four RRD business
owners and two residents, or three and three. The business owners should be selected by the rest of the
participating RRD business owners while the residents should be selected by the rest of the town. All
association positions will be volunteer-based and any funds raised or procured will go specifically
towards investment into Rockton’s River District.
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Phase Two, Year 2: Downtown Facelift and Additional Settler’s Park Enhancements
Phase Two will focus mainly on updating downtown Rockton’s visual appearance to coincide
with people’s expectations of what a quaint, historic town should look like. The downtown area needs to
have a unified, organized, and welcoming appearance that leaves lasting impressions on all visitors.
The three main items that foot traffic in the downtown area visually demands are benches,
garbage receptacles, and planters. Currently, there are differing numbers of all three and are placed
randomly along the three blocks of downtown Main Street. There are twenty-four benches currently but
four are different from the other twenty. We recommend replacing the non-uniform benches with those
of the same kind. There are fourteen garbage receptacles of three different variations. We believe the
number is appropriate but recommend that all of the garbage cans bear the same design. Finally, we
recommend replacing the current planters with sixteen new planters that line the sidewalks adding to
the visual appeal of Main Street.
There are a total of forty lamp posts that line Main Street along the three blocks downtown.
While the existing posts themselves are relatively new, like Settler’s Park we believe they are being
underutilized. We recommend purchasing forty custom-made banners, hanging equipment included,
and forty hanging flower pots to embellish upon the appearance of each lamp post. The banners should
display the Village of Rockton as well as the date it was established and simple graphic art. These two
enhancements to the lamp posts will work in conjunction to provide a visually pleasing experience as
well as aid in the uniformity of the downtown area.
The last aspect of Phase Two will be the improvement of the downtown signage. Since we
propose the branded identity of a downtown district, we recommend constructing a large gateway sign
facing west on Main Street that welcomes visitors to the area. We also recommend placing three new
way finding signs that will serve to direct visitors towards Settler’s Park, the museum, parking, and other
area destinations in the downtown area (Appendix D).
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The downtown facelift is the main focus in Phase Two but we also propose adding several
additional pieces of public exercise equipment to the park. To complement the Phase One pieces, we
recommend placing a multi-use stand, a twirl ladder, and balance beams along the path (JoGo
Equipment). We estimate Phase Two taking approximately six to eight months to complete. Phase Two
is projected to cost approximately $58,613 including $3,000 in marketing expenditures.
Phase Three, Year 3: Settler’s Park Statue and Focal Gardens
Phase Three refocuses on the park in proposing the creation of a new focal point and attraction
in the park; a bronze statue surrounded by decorative pavements and a beautiful garden. We
recommend the demolition of the existing baseball diamond in the park to be replaced with this value
added enhancement. There are already several baseball fields at the athletic park and two at the high
school so we feel that there is no need for one in the park. This focal point will serve to attract local
residents and area tourists once again highlighting the Village’s unique history with a bronze statue of
one of the founders. We also recommend the plaza be surrounded by a variety of native flowers, shrubs,
and trees creating a tranquil place of beauty within the park (Appendix E).
Phase Three will also initiate the bulk of our marketing plan encompassing the promotion aspect
of the aforementioned area events. We believe that the compilation of the phased enhancements made
throughout the target area will serve as a favorable draw to local tourists and area residents of all kinds
serving as the location of many events, large and small. We estimate Phase Three taking approximately
six months to complete projected to cost $46,500 including $15,000 of marketing expenditures. The
increase in marketing expenditures serves to enhance public awareness and drive additional foot traffic.
Development PlanThe successful implementation of the proposed revitalization initiative is contingent upon the
phased implementation of several key events. In order to maximize the economic activities surrounding
the target downtown area, the Village will need to develop and initiate the following major events over
the course of the next 2-3 out years:
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Secure funding for the extended bike path(s) and land improvements throughout Settler’s Park;
Establish a Rockton River District Association option for all the businesses within the targeted downtown area to join;
Create and adopt a uniform identity in relation to the streetscape and façade design along Main Street;
Increase public awareness surrounding the proposed revitalization initiatives to encourage local support;
Create and link businesses to a newly designed social media website surrounding the Rockton River District to foster effective promotional campaigns;
Proactively work with businesses in the area in order to retain and/or attract new businesses;
Create and adopt an annual events calendar that seeks to highlight the newly renovated riverfront property and green space throughout Settler’s Park;
Buy in to the potential of increased economic activity in the downtown area through responsible area improvements as a compliment to highlight the small town charm
Management Plan The proposed revitalization initiative’s success is reliant upon the collaborative efforts of various
stakeholders throughout the community, especially within the target area (ELAN, 2006). Although the
plan may seem ambitious, we do believe that with ample community support and strong management
groups the implementation will be a large success. The following plan outlines each of the various
stakeholder roles throughout the initiative’s implementation.
Downtown Committee
The downtown committee, also referred to as the newly created Rockton River District
Association, comprised of business owners, property owners, local residents, village employees, and/or
community leaders will be responsible for spearheading the initiative. This committee shall meet
monthly to discuss the status of the implementation phases, challenges facing the district, identifiable
opportunities available to the district, upcoming community events, budget figures, and any recent
communications held with the Village Board. Formed by an authorizing resolution of the Village Board,
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this committee should be organized around a separate elected board that represents the downtown
business district.
Elected Village Officials
Although separate from the downtown committee, the Mayor and Village Board are crucial to
the success of the proposed initiative. The existing planning and development administrator should
engage in frequent conversation with the downtown committee board acting as the point of contact
within the Mayor’s office. The Village itself will act as an oversight committee to ensure specific bylaws
and regulations are followed before official decisions are adopted for approval. This provides an
opportunity for public and private groups to partner in facilitating participation amongst activities
concerning marketing, promotion, and outreach initiatives.
Community Residents
Although community residents are not acting in a managerial role, the interests of this
stakeholder group is at the heart of the decision making process. The community buy in of such an
initiative is critical to the ongoing success of the revitalization since this group stands to be affected the
most. Through a cooperative effort and open communications between area residents, this group stands
to be well represented within the downtown steering committee.
Competitive AdvantageRockton is not only a small community nestled alongside the Rock River but an experience, a
jaunt back through time that brings to light the excitement and sacrifice of life on the frontier. Rockton’s
number one sustainable competitive advantage is found in its history. Stephen Mack and Princess
Hononegah did not settle Roscoe, South Beloit, Rockford, or Beloit. The pair instead, settled where the
Rock and Pecatonica Rivers meet and began building the community that eventually became known as
Rockton. Therefore, the identified rich heritage and tradition of the Village is inimitable by its
surrounding competitors that bear their own history and beginnings.
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Rockton’s geographical location is also a competitive advantage. Most compelling to its
residents and many potential visitors, Rockton is far enough removed from urban centers allowing the
destination to retain its small town charm and feel. However, located approximately fifteen minutes
from Rockford and less than half that from Beloit, Rockton is within miles of thousands of potential
visitors. The riverfront property also provides the Village with a viable opportunity to capture the
natural environment as a focal point in order to attract and retain local businesses.
The proposed uniform design of the downtown area and the statues and/or historical tributes
throughout the park are significant value adding contributors to the existing conditions in the Village,
bringing to life a self-designed concept by the residents of Rockton. By emphasizing and promoting its
history, additional inherent value is created in all of Rockton’s other existing value added contributors
such as the existing athletic fields, footpaths, public spaces, shops, and restaurants. Ultimately,
Rockton’s redefined brand, “where new meets old,” will contribute to a newfound identity as a viable
downtown destination for antique goers and those that enjoy the outdoors for years to come.
Funding The funding for the proposed revitalization initiative has the potential to be obtained from the
following two sources; Village and/or stakeholder support.
Village Support
As a result of the recent commercial developments in Rockton, the Village has significantly
benefited from additional sales tax revenues, an increase of approximately $800,000 annually. With the
desire to mirror the Village atmospheres comparable to that of St. Charles and Galena, Illinois, the
Village has earmarked approximately 10 percent, or $80,000, per year towards downtown development
along the riverfront. This allocation is the major source of funding for the proposed area improvements
included in the Village revitalization plan.
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Stakeholder Support
The establishment of the Rockton River District Association and the co-branded social media
website will provide an outlet for area stakeholders to make donations in order to contribute to the
initiative. These stakeholders may include residents, local business owners, investors, lenders, and/or
friends and family. These donations serve to reduce the amount of Village support necessary.
Financial Plan The revitalization initiative seeks to maximize the economic activity throughout the Village’s
downtown area in turn increasing the annual revenues of local businesses. The following discussion
outlines the financial assumptions and/or projections that we have made over the next three years
(Appendix F).
Revenue Model
Based on our research, consumer foot traffic throughout the targeted development area has
been identified as the major revenue driver of economic spending. Therefore, our revenue projections
are based on the estimated increase in foot traffic that we believe our initiative will provide.
The increase in consumer foot traffic has been estimated to improve incrementally over the life
of our proposed initiative. Broken down to take into account the effects of each individual growth stage,
we believe that approximately 100, 150, and 200 additional consumers will visit the area per week based
on conservative estimates in the first three out years. These projections have been made by estimating
comparable traffic in like communities hosting several of the proposed events. This is assuming that our
phased enhancements will compound to increase traffic substantially.
The increased foot traffic per month translates into additional visitors of approximately 4,800;
7,200; and 9,600 visitors annually. Based on the different opportunities to spend money in the target
area, we estimate that each additional consumer will contribute an additional $8.00 in revenue, on
average, per visit (Appendix F). The additional $8.00 in revenue spent per visit will contribute directly to
the increase in Rockton’s local area business revenues over the course of the proposed initiative.
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Cost Estimates
The projected implementation costs, (Appendix G), have been gathered based on quotes
obtained from experts in their field and comparable projects in scope and size to the proposed plan. As
the aforementioned operations plan indicated, the total initiative’s cost will be approximately $164,085
allocated over a three-year period.
Risk Assessment
Rockton is situated in a competitive environment that seeks to capitalize on the projected
increases to tourist and entertainment spending throughout the region. The proposal seeks to make
improvements and expose the Village as a more viable destination for area tourists over that of its
competitors.
The failure of the Village to address the underlying issues and/or concerns raised in our survey
results may lead to the continual decrease in area traffic throughout the upcoming years. Due to the
nature of such a revitalization initiative, the implementation costs required do not warrant a legitimate
contingency plan other than the liquidation of purchased assets. However, area improvements do aid in
maximizing stakeholder value throughout the community. We do believe that following the suggested
framework, the Village of Rockton will be able to successfully increase the economic activity in the
downtown area.
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ReferencesELAN. (2006). Downtown & waterfront revitalization plan for the Village of Rouses Point. Clinton
County, NY.
Genese/Finger Lakes Regional Planning Council. (2009). Downtown revitalization plan: Village of Medina. Rochester, NY.
Hitchcock Design Group. (2012). St. Charles river corridor master plan. St Charles, IL.
JoGo Equipment. (n.d.). Fitness Equipment for Outdoors. Retrieved July 15, 2013, from www.jogoequipment.com/outdoor-fitness-equipment
OHM. (2012). Village of Oak Harbor: downtown revitalization plan. Oak Harbor, Ohio.
PRIZM > Market Segmentation Research, Tools, Market Segment Research, - Market Segments, Consumer Markets, Customer Segmentation Profiling. (n.d.).My Best Segments. Retrieved June 28, 2013, from http://www.claritas.com/MyBestSegments/
U.S. Census Bureau. (2010). State & County Quickfacts: Rockton, IL. Retrieved June 28, 2013, from http://www.censusviewer.com/city/IL/Rockton
Winnebago County tourism statistics 10-year history. Chicago & Beyond Regional Tourism Office. (2012). Retrieved June 28, 2013, from http://chicagoandbeyond.com
Wolf, Lisa. Phone interview. 15 July 2013.
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Appendix A: Consumer Intercept Survey
The Village of Rockton has recently partnered with groups of MBA students from Northern Illinois University. Our focus is around developing a comprehensive plan in order to maximize the economic
activity in the downtown area. Part of this plan relies on input from citizens like you! We ask that you take a few moments to complete the following survey – you are helping to develop ideas for your
community! Your survey answers are strictly confidential and anonymous.
1. How did you get here today? (Circle one)
I drove I biked I took a bus I walked Someone drove me Other: _______
2. What are the primary reasons for your visit today? (Check as many as apply.)
Dining Personal care (barber, nail salon) Shopping/retail
I work here Legal services Village hall
I live here Medical office/health services Post office
Tourism Banking/financial services Other: ___________
3. If you answered “Shopping/retail,” what types of items? (Circle as many as apply.)
Groceries Dry cleaning/tailoring Home furnishings Clothing–Men’s
Books Hardware Pharmacy Clothing–Women’s
Electronics Jewelry Automobile Other: __________
4. On average, how often do you shop in the Village downtown? (Circle one)
Less than once a month 1-5 times per month More than 15 times per month
6-10 times per month 11-15 times per month I don’t shop in the downtown
5. Where do you shop more frequently other than the Village downtown? (Check as many as apply.)
Regional mall Next town over Discount super center
Mail order Internet Other: __________
Next big city (Please circle one— South Beloit/Rockford/Roscoe/Machesney Park/Loves Park)
6. Do you feel that the store hours in the Village downtown are adequate? (Circle one) Yes No
7. Is parking a problem in the Village downtown? (Circle one) Yes No
8. Do you feel that signage is adequate within the Village downtown? (Circle one) Yes No
9. Do you feel safe walking/crossing the street in the Village downtown? (Circle one) Yes No
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10. Do you feel the Village downtown is properly maintained and clean? (Circle one) Yes No
11. What, if any, would you like to see improve in the Village downtown? (Check as many as apply.)
Signage Selection of retail/services Parking Prices of goods/services
Safety Appearance of streets/buildings Store hours Other: ______________
12. Age? (Circle one)
Under 18 18-25 26-35 36-45 46-55 56-65 Over 65
13. Gender? (Circle one) Female Male
14. Zip code where you live? ______________
15. Zip code where you work? ______________
16. Which of these broad categories best describes your household income for all sources
last year? (Circle one)
Less than $30,000 $50,000 to $74,999 100,000 to $149,000
$35,000 to $49,000 $75,000 to $99,999 $150,000 or more
17. What is your favorite thing about the Village downtown? __________________________
______________________________________________________________________________
18. What do you dislike most about the Village downtown? ___________________________
______________________________________________________________________________
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Appendix B: Consumer Intercept Survey Results
1. How did you get here today? (Circle one) I drove 72%I biked 0%I took a bus 0%I walked 14%Someone drove me 14%Other 0%
2. What are the primary reasons for your visit today? (Check as many as apply.)Dining 42%Personal care (barber, nail salon) 0%Shopping/retail 15%I work here 6%Legal services 0%Village hall 4%I live here 9%Medical office/health services 0%Post office 0% Tourism 6%Banking/financial services 0%Other 18%
3. If you answered “Shopping/retail,” what types of items? (Circle as many as apply.) Groceries 12%Dry cleaning/tailoring 0%Home furnishings 25%Clothing–Men’s 0%Books 0%Hardware 13%Pharmacy 0%Clothing–Women’s 0%Electronics 0%Jewelry 12%Automobile 0%Other 38%
4. On average, how often do you shop in the Village downtown? (Circle one)Less than once a month 31%1-5 times per month 34%6-10 times per month 3%11-15 times per month 0%More than 15 times per month 3%I don’t shop in the downtown 17%Every day 10%
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5. Where do you shop more frequently other than the Village downtown? (Check as many as apply.) Regional mall 6%Next town over 27%Discount super center 48%Mail order 0%Internet 12%Other 7%
6. Do you feel that the store hours in the Village downtown are adequate? (Circle one)Yes 67%No 33%
7. Is parking a problem in the Village downtown? (Circle one)Yes 52%No 48% 8. Do you feel that signage is adequate within the Village downtown? (Circle one)Yes 83%No 17% 9. Do you feel safe walking/crossing the street in the Village downtown? (Circle one) Yes 100%No 0%
10. Do you feel the Village downtown is properly maintained and clean? (Circle one)Yes 83%No 17% 11. What, if any, would you like to see improve in the Village downtown? (Check as many as apply.)Signage 7%Selection of retail/services 24%Parking 34%Prices of goods/services 7%Safety 0%Appearance of streets/buildings 20%Store hours 7%Other 1%
12. Age? (Circle one)Under 18 0%18-25 10%26-35 17%36-45 26%46-55 22%56-65 14%Over 65 11%
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13. Gender? (Circle one)Male 55%Female 45%
14. Zip code where you live? Rockton 39%Other 61%
15. Zip code where you work? Rockton 25%Other 54%N/A 21%
16. Which of these broad categories best describes your household income for all sources last year? (Circle one) Less than $30,000 7%$35,000 to $49,000 14%$50,000 to $74,999 21%$75,000 to $99,000 17%$100,000 to $149,000 7%$150,000 or more 14%N/A 8%Retired 12%
17. What is your favorite thing about the Village downtown? Not compiled into statistics
18. What do you dislike most about the Village downtown? Not compiled into statistic
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Appendix C: Phase One Design Concepts
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Appendix D: Phase Two Design Concepts
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Appendix E: Phase Three Design Concepts
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Appendix F: Financial Analysis
Income Statement Year 1 Year 2 Year 3
Revenues $ 38,400 $ 57,600 $ 76,800
Expenses $ 58,972 $ 58,613 $ 46,500
ROI -54% -2% 39%
Break Even Analysis Year 1 Year 2 Year 3 Additional traffic:
Per week 100 150 200 Per month 400 600 800 Per year 4,800 7,200 9,600
Revenue per visit $ 8.00 $ 8.00 $ 8.00 Annual Revenues $ 38,400 $ 57,600 $ 76,800 Expenses $ 58,972 $ 58,613 $ 46,500
Break-even in customers: Per year 7,372 7,327 5,813 Per month 614 611 484 Per week 154 153 121
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Phase One Estimated Costs QTY COSTPath extension:
Aggregate base course, type B, 8" (Rec Path) $ 9,225.00HMA surface course, Mix C, NSO, 2" (Rec Path) 11,377.50Saw cuts 192.00Earth excavation and disposal offsite 9,020.00Topsoil, seed, and mulch 4,500.00Erosion and sediment control 1,000.00Contingency and engineering (20%) 7,062.90
Park benches 4 9,000.00Rock tributes with plaque 4 3,200.00Park athletic equipment:
Pull-up bar 1 799.00Back stretcher 1 1,199.00Leg stretcher 1 799.00Push-up bar 1 699.00Sit-up station 1 899.00
Total Phase One $ 58,972.40Phase Two Estimated CostsDowntown facelift:
Benches 4 $ 6,000.00Garbage cans 14 9,800.00Decorative planters 16 8,000.00Light post brackets w/ banner 40 4,515.60Hanging flower pots 40 4,000.00Flower arrangements 40 1,600.00Way finding signage 3 6,000.00Main Street gateway 1 10,000.00
Park athletic equipment:Multi-use stand 1 1,899.00Twirl ladder 1 2,899.00Balance beam 1 899.00
Marketing expense 3,000.00Total Phase Two $ 58,612.60Phase Three Estimated CostsGarden focal point:
Demolition of baseball field $ 1,500.00Decorative pavers 6,000.00Bronze statue 1 12,000.00Benches surrounding garden 2 3,000.00Flowers/shrubbery 5,000.00
Additional park landscape 4,000.00Marketing expense 15,000.00Total Phase Three $ 46,500.00Total Implementation Estimated Cost $ 164,085.00
Appendix G: Implementation Cost Estimates
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