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7.1. HRSR 01-27-2003 Item # 7.1. City of Elk -�-1 River MEMORANDUM TO: Housing & Redevelopment Authority FROM: Catherine Mehelich, Director of Economic Developme DATE: January 27, 2003 SUBJECT: Downtown Revitalization Project - Project Activities Update Attachments • January 20, 2003 Memo from Jim Prosser, Ehlers &Associates • Winter 2003, City of Elk River Current, Downtown article. • City Website, Downtown Project Update. • "Suburb seeks urban feel", Pioneer Press.January 13, 2003. • "Main street partnering", Economic Development Journal. Fall 2002. • "Guiding Downtown Development",Minnesota Cities. October 1997. Following is a status report on a few of the issues related to this project: Communications Staff has completed the following communication activities since the November 2002 HRA meeting: • City of Elk River Current Newsletter, Downtown article. Winter 2003. • Elk River Star News articles regarding TIF inspections in the Downtown area. • Correspondence to property owners regarding TIF inspections. • Monthly Downtown Project Update feature added to the City website. Redevelopment Process Jim Prosser of Ehlers &Associates will be present at the HRA meeting to discuss the attached outline of redevelopment events,including: • Development concept review • Establish tax increment district • Land use approvals • Developer assistance agreement • • Environmental review • Land assembly and relocation • Project initiation Downtown Revitalization Project Update January 27,2003 Page 2 of 2 • Tax Increment Financing Redevelopment Eligibility Assessment In October 2002, the HRA authorized staff to enter into an agreement with S.E.H. Engineers for the completion of the eligibility assessment of properties. Following correspondence that was sent from staff to property owners regarding the issue, S.E.H. began interior and exterior property assessments in early January. S.E.H. has recently reported to staff that approximately half of the assessments have been completed with the cooperation of property owners. Staff anticipates the results to be completed in February. The condition of buildings is needed to determine the type and boundaries of the TIF district. Another step in establishing the TIF district is the requirement to formalize by resolution any interfund loans or advances provided by the HRA. Item 7.2. on the HRA meeting agenda addresses this issue. Wild & Scenic River Issues Staff has discussed with MetroPlains the Wild& Scenic River regulations as it relates to the proposed development area. Staff is awaiting a meeting to review a refined design concept in order to determine any impact on the Wild& Scenic River. It is likely that a variance will be necessary in order for any development to proceed in the area. A variance would be processed as part of the land use review and approval process. Other • Staff continues to meet with MetroPlains on a regular basis to review project activities. MetroPlains is working on the following activities at this time: • Drafting and refining design concept options • Evaluating market feasibility of the concept options • Evaluating financial feasibility of the concept options A spring open house is anticipated for the public to review and provide input on the design concept options. Attached for your information are related articles regarding downtown development. • O dM" E M 0 c f,. .C C C •CDC �, o a C n o O CD N - b c,.m zZ 2. :'Y CD p 0 ti n o C 0 C C d w 0 Q- CD �. CD '- CD C- --;,'11,:m1:.111.110 "7 b `.W C r°t " O CD n � � ,° i CD A � `i CD O CD�h CD• .n• C mot, E, N r+`C : B ; C p"Z v' '0 IN O CD ,Z ate , ��: � .CD CD 1 1 C. 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' , despite the high voter Mondan,North Dakota(project currently under vial analysis, development b MetroPlains Check out past ro turnout during the general aP y ) p p 1- ® �' review of building ects from MetroPlains on their website: elections and the added sites, contacting wwWmetroplains.com. complication of a supple property an d business own that will meet the city's mental ballot, which need- ers and preparing building redevelopment goals and ed to be hand counted. concepts.A public open stand the test of market and Election judges are house will be scheduled for financial feasibility. C I ty Council responsible for administer- mid-February to get the Once a plan is prepared administer- ing election procedures in public's input regarding that meets community the voting place on redevelopment design guidelines and is demon- Election Day.As voters, issues.The time and loca strated to be financially and -. most of us are unaware of m Fl tion of the open house will market feasible, it will the duties performed by be available on the city's presented for formal con- election judges. Did you �` website shortly. sideration as part of a final know that election judges: MetroPlains entered a development agreement • Work about 14-20 hours preliminary development with the city. If a final on Election Day agreement with the Elk development agreement is • Ensure that qualified River Housing and approved, the plan will then � voters are permitted to Redevelopment Authority be forwarded for land use vote in November to be the review by the Planning • Ensure that all votes are devel- "We want to encourage Commission cast in secret oper everyone to come out and and City ■ Assist voters requiring for provide their feedback on the Council. assistance "We want • Maintain order in the the concepts for downtown:' revi- to encourage polling place through- talization project. Since that every one to come out and . , ' a out the day time, MetroPlains has been Downtown, continued on �8 � Judges, continued on working to refine concepts page 4 �� _ page 4 MEETING SCHEDULE FIR FIREFIGHTERS If you plan to attend any of these meetings, please call City Hall at 763.441.7420 to confirm times and locations. The Elk River Fire paid on call fir. ter .; ; q1 �� o : Department is in the- - <' process of recruiting new give back heir firefighter s.Additional commun Asa a m z €j'v �� � members are needed to Whe ,'.nsidenng app�F. , . staff both Station#1 and catio i e fire department " ' �� " � r Station#2. Station#2 is loo , .t where a person L n ' r ' _ r�� a :' part of the new public safe- 1 in relation to the 5 ny., � o construction building currently under igned fire station, place P � ., �. construction at 13065 f employment, firefighting ; �. � r, t t Orono Parkway and is experience, CPR, first ° �� expected to open in the responder or EMT trained,• �P:.l c 1-® summer of 2003. and whether the applicant � d s , ,;'4,• �`, A paid on-call fire has their employer's per- ym , w"`�� � y� department has fire' ters mission to attend an emer- �� � who hold full ti •.s gency call during normal in/out of the co nity working hours.It is impor- � _ and only get p while tant that applicants discuss m � they are at ation for with their employer the fact an emerge call and/or that they are applying to 1°-'4,4.8.y ._ for traini I rills. The citi- join the fire department.717:014 las°1.878 a zens sa • tremendous Applications are available ° amo_u public taxpayer at City Hall, 13065 Orono 1 doll. hen a community Parkway; by calling ° .-- s ;47�" ha' .aid on call vs. a 763.441.7420; or by •visit ® � ` ` c -r department. Paid on- ing our website at firefighters must bal- www.ci.elk-river.mn.us. Election Judges,continued from page 1 ce their work schedule so Applications accepted until • Tally the election results election judge, take a as not to jeopardize their 4:30 p.m., January 17, after the polls are closed moment to him or full-time employment.A 2003. The importance of the her. The orm an role election judges play in impo ervice for the owntown,continued from page 1 making the election run co • ity that helps to provide their feedback on bility of the project for a smoothly is difficult to the democratic the concepts for down- Tax Increment Finan ce measure. If you know scess work. town," said Cathy District. someone who served as a Mehelich, Director of For more details on the Comp plan, continu> om page 2 Economic Development. Downtown Revitalization "This is a critical time for Project, check out the city's these workers tray; 30 can be found on the city's people to get involved and website at www.ci.elk- minutes or less ac website: www.ci.elk tell us the things that are river.mn.us or contact their place of •loyment. river.mn.us. The next pub important to them in these Cathy Mehelich at These fac help us bet- lic workshop is tentativel concepts for our down- 763.441.7420. ter under how Elk scheduled for February.A town." River anged. this workshop, you will MetroPlains has been Thro the comprehensive have the opportunity to making initial contacts with g process, the city help evaluate alternative property owners in the revi- consider what these development concepts for talization area through Ken co of -nds mean for the future. the future of Elk River. Brooks of KJB Real Estate El More information about Services. In addition, the fiver the Comprehensive Plan city is examining the eligi- 13065 Orono Parkway Elk River,MN 55330 d I. O O n CD 7J F • CD C CD �- �.. N = Q c(1 -0 = n _ b O CA CD o 0 CD c 44 H CD IIX 51 COB * (1. 31 -‘734) - ^` , I) CO O I tri c Cp m °O e C-7) c 2 Cp p O g 2 7 Q -8 y; i# cc E-„_. a C R. o o CO •o CQ ° � � �n �• v m m a c $' �'0 a,' 5' Dm = coca < `n 0 :( `Z ' _ ° o 5' t11 73 671; c- a -• -^ v cc o � v CTS n 5 � o CD cn _ c o m o ; ,. xi v, N 7 G Qflfl H H.n N - °. ° o m ay . mom ? sncn0 bbdd = 2 cn-0 o � = = 5 ° 5- m- mg 0." O w CN- - oo 00 °- mom - a N = 0. 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D O s d O p V �` 0~'� ▪ ¢(1) ,.5. 1-. ° 7 y co 4 • s , aka r s 3„ Ma '� �w � wri�'er G ( - °..2. ril , :4:4, 4 Ais +.R c.c• 0 L/1 x C r ' » x Id . 0 N(� GCJ* ** =-� 11 Q ei , 4 y N N o %a � M,�c' Co S. S M MM•G �r®M)�BA �� �y A m r z a� u�p � O c y A f p Q te - y A V1 R Q'N3 O` n :g7Ar 3.1r P ' , ,, 1 lb fiw er a ' _,� a z� ., „,11 ry street .main partnering By Kent Robertson What is the most integral ingredient for a healthy a� r k *,, downtown to possess? Professionals working in the $ g � �: field know that the complex array of economic, ,n ,, +'"� r ' '--;;I:4',-,:::...Y -:h political, location and cultural forces at play in any 47 „,,-,.,"-;ii,,-*,!, ,Ye downtown, together with the fact that no two ��i � � downtowns are alike,renders this questions impos- �� k ” sible to answer in a simplistic,straightforward mangy ' � 1 per. Nevertheless, one basic principle is widely ° " P ' z lci,-;',r,t5—L2.41:: .7.2.:'4,;-,R.:',7:!;'.;',7. agreed upon by most downtown development pro �� $> t ; fessionals: Strong sustainable partnerships among "ti 7tw�,*,'� 4t :: (t 2 > 7. the downtown association, local government and :;t:,,,,,',,, ' c "� other key organizations in the city and region pro- � � � �; � ,,, ,,� �E -�� 'i T vide the essential foundation upon which effective - ! = � revitalization activities can flourish. n _� Organizations devoted to the revitalization of the )1- — �. * - downtown district come in many forms, including � � downtown development authorities, downtown „ = associations, merchant groups, Main Street organi- '° zations (affiliated with the National Main Street Center) and chambers of commerce. While these organizations may have different missions, territo An attractive courthouse square on Main Street provides Danville with an enticing resting and gathering place. ries,membership and/or funding mechanisms,they all share the reality that tackling downtown issues on their own is, at best, a very steep hill to climb. downtown. Third, the amount of resources, both Establishing and maintaining enduring relation- human and financial, that become available for ships with other organizations — both private and downtown activities can witness substantial public — is important for several fundamental rea- increases. Fourth, it promotes efficiency by avoid sons. First, partnerships help to broaden the base ing duplication of efforts by different organizations. of support for the downtown. Some es a down- both artnershi s yield a reater number of eo P P Yl g p town organization's agenda can appear as narrow pie —dui) both professionals and volunteers — to work and self-serving: Broadening the support base can on downtown events and projects; given how help reduce this perception and strengthen the understaffed many downtown organizations are, Kent Robertson is professor of community development chances of securing grants, favorable political deci this becomes especially significant. at St.Cloud State University slops and general support in the community for This article examines the role that partnerships (Minnesota). He has pub- downtown projects. Second, partnerships can cre- played in the successful revitalization of down fished over 25 articles on ate more stakeholders in the community who care towns in Danville, Kentucky, and St. Charles, downtown development about what happens in the downtown. The more and has led workshops on people with a stake in downtown, the strop er the Illinois. Both of these communities have been this topic across the United g designated as Great American Main Street Award States. He can be contacted at kent @stcloudstate.edu. A KEY TO SUCCESSFUL DOWNTOWN REVITALIZATION Healthy downtowns require strong partnerships among significant downtown stakeholders, which include the downtown organization, city government, local institutions, and civic and business organizations, among others. his article profiles how partnerships were forged and the pivotal role they have played in the successful downtown his efforts of two Main Street communities:Danville, Kentucky, and St. Charles, Illinois. Furthermore, a series of principles that underscore effective and sustainable downtown partnerships are presented that, together with the case studies, should be instructive to downtown development efforts in other communities. Economic Development Journal /Fall 2002 53 winners, representing two of only 40 communities Architectural Review Board, Downtown Business so honored by the National Main Street Center. Committee and Promotions. Membership dues, The following discussion should be very instructive city contributions, fundraising activities and grants 0 to other cities and downtown organizations in pro from the state of Kentucky constitute the primary viding some key lessons in how to build and main funding sources for the organization. Danville was tam effective downtown partnerships. honored as a Great American Main Street for 2001. A solid working relationship with municipal gov DANVILLE, KENTUCKY ernment is important to any downtown revitaliza Danville(pop. 17,000),located 35 miles south of tion organization. In Danville, the linkages with Lexington, is a regional hub in central Kentucky. City Hall have been well maintained since the Heart This historic community was the site of the framing of Danville's inception. For starters, the city allo of the Kentucky state constitution in 1792,an event cares$30,000-35,000 in annual funding directly to commemorated downtown in Constitution Square the Heart of Danville. According to Mayor Alex State Historic Site. The city made national head- Stevens, this annual allocation meets with little lines in 2000 when it hosted that election year's political opposition because it is widely recognized only Vice-Presidential debate. The downtown's that "what is good for downtown is good for commercial district is on the National Register for Danville." The mayor also appoints the Historic Places, as are several of the adjacent resi- Architectural Review Board that oversees the facade dential districts. Moreover, the downtown is the improvement grant program; this board is part of home to Centre College (founded in 1819), Boyle the Heart of Danville and is administered by its County Courthouse,City Hall,Kentucky School for executive director. the Deaf (the oldest state operated school for the Another strong organizational linkage has been deaf in the United States) and Ephraim McDowell established with the Boyle County Community Regional Medical Center. Development Council (CDC). The Heart of The Heart of Danville was formed in 1986 to Danville,recognizing the urgent need for an agency become Danville's Main Street organization. to focus on countywide planning and economic Affiliated with the National Main Street Center and development,played a major role in the creation of the Kentucky Main Street Program (housed in the CDC in 1990. The CDC and Heart of Danville Kentucky State Preservation Office), it has closely share an historic restored downtown house,togeth- IIIII adhered to the four point Main Street Approach er with the Chamber of Commerce, Convention (organization, design, promotion, economic and Visitors Bureau, and Industrial Foundation. restructuring) throughout its existence. The Heart This helps encourage close communication and the of Danville has a 15-member board of directors, a sharing of ideas, resources and event planning. full-time executive director (Julie Wagner has held Katie Jo Berkshire, AICP, current CDC director, this position since 1998) and five standing corn- works closely with Julie Wagner on numerous mittees: Economic Development, Preservation, downtown-related activities, including business recruitment. The fact that she previously interned with the Heart of Danville has helped to strengthen this organizational relationship. Berkshire,an strong advocate of downtown, frankly stated, "you never ;� hear of anyone commenting they came to Danville :Li li: 11_ � ;" to see our wonderful bypass (highway commercial r t development) — they do praise our downtown 4 ',1-1'. ifiltiri441""!,:' d -'. r a however." Together, the Heart of Danville and u 2 " CDC co administer the 3rd Street Development ` x r _, - �, Corporation. Other Working Coalitions �4 rt� �� �Y dY�b''`y The Heart of Danville has sustained several other ��` F working coalitions. One is with Centre College, a x i private liberal arts university with 1,500 students 1 ' a`. "`` located on the western edge of downtown. Over �� / = the years,numerous faculty have served on Heart of a .' `;, - '" '- -�- Danville committees and worked on special proj x i i L �" ects, while colle e administrators have served on r t � 1� g r l +� � , the board of directors. In fact a professor in the -"`" " ; History Department was one of the co founders of o . b �� ? �-°�' the Heart of Danville. Main Street buildings that comprise the core of Danville's downtown commercial historic district. 1 54 Economic Development Journal / Fall 2002 Another important link is with Constitution Square State Historic Site that anchors the eastern 1 part of downtown and is a tourist destination. Theme s site's executive director has been extremely active � .~ � .th the Heart of Danville,serving as an officer and „ ---.., airing several standing committees over the � ' ;::;;::.Z,44':4:;:i.?::4: :117;77..j:''::;,Fu71!r'':!i.,::'' ° years. It is extremely valuable to have these two � i °' institutions, each anchoring opposite ends of �f � sic s a w _ 4444E ^ - :: : m downtown, so deeply active in the downtown -.� � " i organization. _ �b g s a , e °� ? $,::,-.„7,:::,.: a1 Finally, the Chamber of Commerce, housed in � r" � the same building as the Heart of Danville,has been � 1� a long time supporter. It played a key role in estab- r lishing the Main Street program in Danville in the �� as€�:�t3:rr rya .� 1980s and the two continue to work together pn l .�.11 numerous downtown events and promotions. 1 i Partners at Work .. .+ .. _1 ,�-�;, a, Special situations arise in which downtown part- .--- nerships are put to the test and must mobilize. Two buildings on Main Street were recent recipients of facade improvement grants provided by Such a situation emerged in 1997 when the United the Heart of Danville. States Postal Service (USPS) announced plans to relocate the post office from downtown t o t he out- skirts of Danville. Anticipating the possibility of Filling this building was identified as the number this relocation, the Heart of Danville, the CDC and one issue facing Danville at a community-wide the city began planning two years prior to the CDC forum held in 1999. announcement. They were therefore prepared for Over the years, the Heart of Danville has teamed action when the official notification came down with its partners to incrementally address this from USPS. The Heart of Danville and CDC gener- major challenge. The city successfully purchased ated ample publicity and public support for the the parking structure in 1997. Then in 1999, the st office issue, leading to a standing room only state provided $1 million to purchase the remain- oblic meeting with USPS held at City y Hall. der of the Hub Building. The building would be wring the meeting, citizens spoke with emotion temporarily owned by the newly formed 3rd Street and conviction about the importance to the corn- Development Corporation, co-administered by munity of keeping the post office downtown. CDC and the Heart of Danville,until a buyer could After the meeting, a USPS official from be secured. These two organizations are actively Washington D.C. told Mayor Stevens "you really looking for buyers and tenants. One strong possi- got our attention." Subsequently,community lead- bility is nearby Eastern Kentucky University,which ers worked with the USPS to a) scale back their would use a large part of the building for a branch original requirements for five acres of land for their campus facility in Danville. The plan is for retail, new facility, b) find a three-acre downtown parcel office and restaurant businesses to occupy the on the eastern edge of downtown, c)negotiate with remainder of the building. The goal is to have this several private property owners to assemble the key downtown building occupied again by 2005. parcel, d) purchase the land and sell it to the LISPS Given the high level of partnering in downtown and e)work with the USPS on issues such as place- Danville, it was somewhat surprising to observe ment of the building and parking on the property that the relationship between the Heart of Danville and building design and materials. When the new and the city's Planning and Zoning Department was post office opened for business in January 2001, it not very well developed. In many cities,including showed how strong partners could work together St. Charles, Illinois, it is recognized that the plan- to preserve an important downtow asset. department can be an instrumental n li teammate Another example of these partners at work is the in the downtown development process. In ongoing effort to address the problems presented Danville, however, the only time the two worked by the long-vacant Hub Building, strategically closely together was when zoning changes were located at downtown Danville's peak land value required as part of designating the downtown his- intersection. The 79,000-square-foot structure was tonic commercial district. home to Hub Department Store—the retail anchor The Planning and Zoning Department has not of downtown — until 1995. Other parts of this been involved with either the Post Office or Hub 4111kPmlex web of connected buildings once housed a Building projects, and it has little to do with the ovie theatre, a hotel and a parking structure. Architectural Review Board. Part of the explana- tion, admits Planning Director Paula Berg, is that Economic Development Journal / Fall 2002 55 her department has had to put much more empha- remainder coming from membership dues and sis on zoning, not planning, due to lack of fundraising events. This taxing district, known resources. It is the city planning function that usu- elsewhere as a Business Improvement District, pro- ally is more relevant to downtown development vides a level of funding security for a downtown efforts than is the zoning function. That being said, organization. In 2000,St. Charles was awarded the both parties agreed that the Heart of Danville has prestigious Great American Main Street award. not actively sought the assistance and involvement of this department in downtown projects and plans. Catalyst for a Strong Partnership The private/public partnership that prevails ST. CHARLES, ILLINOIS between DSCP and the city of St. Charles is exem- The city of St. Charles (pop. 28,000)was found- platy. The catalyst for this strong relationship was ed in 1834 and is located 30 miles west of Chicago. an announcement from the Illinois Department of Positioned in the fast growing and highly populat- Transportation in the mid-1990s that the Main ed western suburbs, it is surrounded by larger sub- Street Bridge (State Highway 64) would require urban cities such as Elgin, Aurora and Naperville. extensive repairs and road widening. The downtown lies on both sides of the Fox River The city and DSCP joined forces to mobilize pub- and is bisected by three state highways—including lic reaction and to inject community ideas for the Main Street (Illinois Highway 64) —that generate a redesign of the bridge into the planning process. tremendous volume of pass through commuter traf- The redesigned bridge was completed in 1997 and fir. Two landmark buildings dominate the down- included many of the design elements requested by town skyline: the recently renovated Hotel Baker on this partnership, including four attractive pedestri- the west bank of the river and the Municipal an canopies, overlooks, wide sidewalks, benches Building,a distinctive Art Moderne structure with its and landscaping. 84 foot tower erected in 1940, on the east bank. In The process of working together also set the recent years, restaurants and antiques stores have foundation for the continuously strong working become the focus of downtown commercial activity relationship that has endured. Robert Hupp, St. Charles joined the Main Street program in Community Development director for the city, said 1995 with the establishment of the Downtown St. that today"there is wide consensus in City Hall that Charles Partnership(DSCP). The DSCP profession- the downtown is critical to the city's future and that • al staff includes an executive director and a market- working hand-in-hand with DSCP is a key to that ing director, both hired in 2001. A full-time mar- future." keting director provides DSCP with tremendous The city makes substantial financial contribu- opportunities to spend more time on promotions, tions to the downtown organization. It administers event coordination and marketing activities than the special services tax district wherein downtown would otherwise be feasible. The organization is property is subjected to an extra tax that funnels governed by the five-person executive committee,a funds directly into DSCP for downtown projects board of directors with eight voting members and and events. The city also has earmarked money for seven ex-officio members, and has spawned five specific downtown projects, such as streetscape standing committees: Marketing & Promotion, improvements, the downtown strategy plan and a Organization,Design,Economic Restructuring,and proposed parking structure, from the city's general Parking&Traffic. All but the last committee corre funds. Moreover, the city has set up a generous sponds with the four elements of the Main Street facade improvement grant program that Mayor Sue approach. Klinkhamer declares is "probably the most gener- A special service-taxing district was created for ous in the state." In 2001, for example, $150,000 the downtown that generates approximately 75 per- was made available for facade improvements on cent of DSCP's annual operating funds, with the downtown buildings. The city council and the mayor are both intri- cately involved with DSCP. Two city aldermen sit on the DSCP Board of Directors. And Mayor The rivate/p ublic Partnership that Prevails Klinkhamer's support and commitment to down- between DSCP and the city of St. Charles is exem- town and the Main Street approach would be the platy. The catalyst for this strong relationship was envy of most communities. Beyond being a strong advocate for DSCP, she has attended several an announcement f rom the Illinois Department o f National Main Street annual conferences, served as Transportation in the mid-1990s that the Main a juror for the 2002 Great American Main Street Street Bridge (State Highway 64) would require selection process and is the only elected official who extensive repairs and road widening. sits on the Illinois Main Street Council. L 56 Economic Development Journal / Fall 2002 Alliance with the Community Development ' Department It is essential to build and continuously nurture strong lines of DSCP has maintained a formidable alliance with communication with the multitude of players who comprise city the city's Community Development Department, dwhich includes planning, zoning and economic government city administrator, mayor, members of city council evelopment. For instance, DSCP Executive and hey city department heads (i.e., planning, economic devel Director Neil Smith sits on the City Planning opment, engineering). Because the players change frequently Commission to ensure linkages and communication. Two recent projects illustrate the strength of this due to elections and job turnover, the communication must be an relationship. ongoing effort. Having the city on board'helps tremendously in First,the department worked together with DSCP convincing others in the community of the value and merit of to produce a downtown strategy plan in 2000. This specific downtown projects. document contains goals and strategies for many aspects of downtown St. Charles and has served the planning and development process admirably since its completion. PRINCIPLES FOR EFFECTIVE DOWNTOWN Second, and a direct result of the strategy plan, is PARTNERING the current efforts to enhance the Fox River river- Based on these two case studies plus numerous front and the adjacent 1st Street corridor. Both of other communities that the author has worked with these areas are dominated by surface parking lots in recent years, a number of principles emerge that and therefore are tremendously underutilized. A underscore successful downtown partnerships. special committee, consisting of representatives Establish strong interconnections with City Hall. from DSCP, the Community Development Having the city government committed to a healthy Department and the Park District, has been estab- downtown is an invaluable asset for a downtown lished to work on implementing some of the ideas organization, as well as the overall community, to set forth in the strategy plan. These include making possess. The establishment of a reliable funding improvements on shoreline restoration,connectivity source is one obvious benefit. Ina national survey between downtown buildings and the river's edge, of Main Street programs conducted by the author in economic development along 1st Street and contin 2001, 33 of the 39 programs received annual fund uous river access. This is a long-term effort that may ing from the city, accounting for an average of 33 ake up to 20 years to complete,but the foundation percent of their total budget. But a formidable part- as been established. nership goes much deeper than funding. It is essential to build and continuously nurture Maintaining Effective Linkages strong lines of communication with the multitude of Two mechanisms help to maintain effective link- ages players who comprise city govemment—city admin with other organizations in St. Charles that istrator,mayor,members of city council and key city share goals with DSCP. One mechanism is the DSCP bylaws that require the following individuals to serve as ex-officio members of the DSCP Board of � k�;�� ' 4 ' i -` � " Directors: Chamber of Commerce president, direc- < " �' ",,•tor of the Convention &Visitors Bureau (CVB), the " l ' city administrator and two city alderman. This °` ��o a te helps to bring key players to the DSCP table on a 1 � � regular basis and to ensure steady level of commu g% nrication regarding downtown issues. "This is the A e ' 1 � , one piece of advice I ive to any new Main Street � �; t : �. program," said Kaye Siblik, DSCP president, under- , � �r -scoring the importance of having representation of Y ' other organizations and the city on your board. 3 � 1:.!:1'.,17:1111:-:47,. ..7,71:4. �' A second mechanism is the existence Community Promotions Alliance that includes DSCP, Chamber of Commerce, school district, CVB, —� library Park District, and city government. Representatives from these organizations meet t :,,,t,monthly to coordinate event and promotion en ,, ,. . y,r dars and to share resources for community events. �' � �� he enhanced communications and organizational lationships that are nurtured yield benefits that extend far beyond events and promotions. Heavy traffic along Main Street(Illinois Highway 64)is commonplace in downtown St.Charles. 57 Economic Development Journal / Fall 2002 seen as a competitor for members. The two organ- izations can coexist nicely, however, as is found in v.140 ,,,a,m], some small towns (i.e., Osceola, Wisconsin— pop. 2,500) where, out of economic necessity, the main 1 street manager is also the director of the Chamber of Commerce. By emphasizing cooperation rather 4. , than competition, as was achieved in both Danville �>' _ � and St. Charles, downtown organizations can work together effectively with chambers and other organ- izations,thereby increasing the number of organiza- - 4.1 '•k-;•:f ‘.;z: _ • • . tiona stakeholders in downtown. Formalize working relationships. I nformal coali- tions are extremely valuable to a downtown organi- r zation, but these associations with other organiza- _ ; tions are given more permanence and standing if they are formally authorized as part of the organiza- ' °° tional structure. This also ensures the continuance of the partnership arrangement when leadership changes occur within any of the organizations involved. The Downtown St. Charles Partnership The redesign of the Main Street Bridge was the catalyst for the strong ongoing coalition between the St. supplies a textbook example of this. Its bylaws Charles Downtown Partnership and city government that is housed in the landmark Municipal Building (left). mandate that it include representatives from the city and several other key community organizations on the board of directors. department heads (i.e., planning, economic devel- opment, engineering). Because the players change Physical proximity can enhance partnerships. frequently due to elections and job turnover, the While not essential or always practical, experience communication must be an ongoing effort. Having has shown that organizations that have their offices the city on board helps tremendously in convincing near other organizations enable more visibility and others in the community of the value and merit of communication. Just like people living in a neigh • specific downtown projects. borhood are likely to see and interact with their next-door neighbor more so than with someone liv- Broaden the support base for downtown. One ing on the other side of town, organizational neigh- method for accomplishing this goal is to establish bors can more easily see and get to know each other, effective alliances with other community organiza- thereby facilitating more frequent professional tions that share some of the goals with the down- encounters. town revitalization organization. For example, a convention and visitors bureau and an economic In Tupelo, Mississippi (pop. 37,000), the development authority,while differing somewhat in Downtown Tupelo Main Street Association was their missions and focus from a Main Street pro- housed in City Hall from 1991-1999, which con gram,all derive benefits from a healthy downtown. tributed to a long-term strong partnership with the So working collectively on appropriate projects pro city that endures today even though it now has new duces benefits for each organization,not to mention office space elsewhere. And the situation in Danville wherein the Heart of Danville shares a large restored the community as a whole. The same is true for a chamber of commerce, although this can be chal- downtown mansion with four other organizations has proven extremely beneficial for both financial lenging in some cities because the chamber may be and partnering reasons. One specific example is when a prospective business is visiting the Boyle County Community Development Council that may Informal coalitions are extremely valuable be interested in a downtown location, the CDC to a downtown organization, but these director merely has to walk the business owner down the hall to meet directly with the Heart of associations with other organizations are Danville. given more permanence and standing if Partner with hey downtown institutions. Many they are formally authorized as part of institutions call downtown home, such as post the organizational structure. This also offices, libraries, museums and other tourist attrac- tions, hospitals, schools, churches and universities. ensures the continuance of the partnership` These institutions constitute key destinations that • arrangement when leadership changes are anchors for the downtown. Moreover, they are occur within any of the organizations very important to the community, widely valued and often have influential members of the commu- involved. 58 Economic Development Journal / Fall 2002 nity on their boards of directors. And,since down 4 r town is their neighborhood, these institutions are 1 s directly affected on a daily basis by the downtown's ���1� ". health and prosperity. Therefore, getting them 1 a involved in the downtown organization provides � ��� 1 1� z� '-.:M-,, � .`�`�� ���'� � =�.:,;, usual benefits. In St. Charles, for example, a � �� ,„. ibrarian from the St. Charles Public Library chairs �� �� r � .= the DSCP' Organization Committee, while, as . 4 F u 4 �� -- t mentioned earlier, the Heart of Danville has forged �7i; � strong working relationships with Centre College �' � and Constitution Square State Historic Site. ' t ' �1( To conclude, the downtown is important to the -$�< entire community for reasons related to tax base ` - q community heritage, tourism, past public and base, i i wf �q : t .t vate investments, community identity, a central e� 1 � � � ��e ,„ �� t gathering place and a strong sense of place/co m- ? ir�4 �, 9� munity. Therefore, the job of planning, developing - w� ,- and promoting the downtown should involve a �� R r„,„::,.2: wide array of organizations, institutions and indi t a viduals that extend far beyond the downtown revi- Vie' it talization organization. Partnerships which can be sustained over time are the key for ensuring that The Hotel Baher,built in 1928 and reopened in 1997,is a landmark and economic anchor in downtown this happens. St.Charles. Congratulations To Our NEW CEcD Certified Economic Developers! The International Economic Development Council congratulates the following individuals who successfully passed the CEcD exam in Oakland in September. Scott Adams, CEcD Janet Coe, CEcD John Ha en, CEcD Executive Director Economic Development Manager Executive Director Jefferson Parish Economic Development City of Lake Forest Corporation for Economic Development Commission Lake Forest,CA Anderson,IN Metairie,LA Wesley J. Ervin, CEcD Allen D. Kunkel, CEcD James C. Clark, CEcD Senior Associate Manager of Regional Development President&CEO Applied Development Economics Springfield Area Chamber of Commerce Fayette County Development Authority Sacramento,CA Springfield,MO Fayetteville,GA Dennis Clayton, CEcD IEDC Certification recognizes an economic development practitioner's personal and Midland President of Economic Development professional commitment to the rofession.CEcDs are recognized as having achieved a Midland Chamber of Commerce-Economic P P g g Development Division professional level of experience demonstrated by a thorough understanding of the tools Midland,TX and programs of economic development. UPCOMING EXAM DATES: January 25-26,2003 March 8-9,2003 June 7-8,2003 September 13-14,2003 Phoenix,AZ Washington,DC Montreal,Quebec,Canada Cincinnati,OH CEcD Exam Application Deadline CEcD Exam Application Deadline CEcD Exam Applicat ona Deadline CEcD Exam Application Deadline Date:November 25th,2002 Date:January 8th,2003 Date:April 6th,2003 Date.July 13th,2003 For more information on the IEDC Certification Program and the qualifications to sit for the IEDC Certification Exam, visit www.iedconline.org or contact Sheri Tuffour at stufour @iedconline.org or 202/942-9454. Economic Development Journal / Fall 2002 59 P L A N N I N G F O R MINNESOTA ' S F U T U R E own own eve o men Guiding t Cities know that a healthy downtown is an essential component of a healthy community. Healthy downtowns mean flourishing economies, strong histories, and distinct identities for unique communities. At the core of every successful downtown are several guiding principles. By Kent Robertson city's downtown district embodies the in place, the vision helps guide the city in de- heritage of a community. A city's very termining the need, importance, location, and image is often identified with the look design of future revitalization proposals. and vitality of its main street. The down- Balance public and private commitment. Suc- town district usually contains many cessful downtown development is best achieved of the oldest and most significant build- when it combines a city government dedicated ings, and is often where many important to downtown improvement with an active community events and celebrations take downtown association. The city can demon- place.Economically, a strong downtown serves strate its commitment by investing in public to maintain the city's tax base and protects past improvements such as sidewalks, streetlights, public investments. Cities need a center, or and infrastructure and by providing incentives • gathering place, to function as a community. for business expansion and building facade im- Cities without centers, which includes a major- provements (i.e., a low interest revolving loan ity of suburbs, have begun to explore possibili- fund). The downtown association can address ties for creating a traditional core area. Cities those areas best left to the private sector, such as possessing a traditional center are engaged in the marketing, promotions, and recruitment, and never-ending struggle to maintain and revitalize serve as a unified voice for the needs of down- the core. This article offers nine guiding prin- town business interests. ciples for successful downtown development in Be patient. Revitalization is a gradual pro- small cities of less than 75,000 population. cess that does not happen overnight. It usually Develop a vision for downtown. Countless cit- encompasses a series of small improvements ies make the mistake Main Street over an extended pe- of forging ahead with Hastings, Minnesota riod of time, each of redevelopment efforts � � a �� � which may not gener- without a clear sense 1 ' � ' ate a great deal of• of community needs, « ,` '. � hoopla. For example, ideas, or visions. Indi- _ _ improvements like vidual projects are one or two building usually implemented in . - owners improving a vacuum without they ,; their facades, hanging context of a long-term '? :; - l 1_r,..� flower baskets along downtown plan. � '� °' „� ,,,� , s f main street, or the Through extensive a �a c 1' , creation of a directory discussion, debate, and r ,, of downtown busi- consensus building, ��__�'�. �' -+� n nesses will probably city officials should ` i t t' .4 ? not merit front page ty r ,;d ®. - p g work closely with ' '' _ ,`^" S " q newspaper coverage. downtowninterests �-+ In fact, the revitaliza- and the community �; �: fi ton process may be so III at-large to create a A; l� . - �� � "‘;41.4-,77i:-;:._,-''.,, ,, gradual that it goes long-term vision for ,� � �s �� ��, �„r ' �, unnoticed by many their downtown. Once _ , ;, citizens. However, af- OCTOBER 1 9 9 7 MINNESOTA CITIES 9 ter a number of years, the city should have a Develop design guidelines. Some measure of • more viable and attractive downtown. Large public control—beyond basic zoning—is neces- development projects are seldom the panacea sary to ensure that new building development their advocates make them out be, especially in and the redevelopment of older buildings inte- smaller cities. grates with the character and fabric of the Do not suburbanize the downtown. Down- "The most effective way to downtown as a whole. A design review process towns that try to compete with the suburbs by helps ensure this integration. A poorly designed erecting large, modern, suburban-style strut- maintain and enhance a building may do more damage than good. For tures (i.e., large setbacks, surface parking lots in strong sense of place in example, a new building set back from the front, blank walls) are rarely successful and usu- street with ample parking provided in front will ally damage the traditional downtown fabric. downtown is to preserve the probably interrupt the continuity of the The focus should be on solutions that result in a historical character that streetscape, rendering it less pedestrian-friendly compact, high density, and pedestrian-friendly makes downtown distinctive and compromising the integrity of the sur- downtown core, amenities generally not associ- rounding traditional buildings. ated with suburbia. and unique compared to Strive for a multi functional downtown. The Emphasize historic preservation. The most " healthiest downtowns are those that include the effective way to maintain and enhance a strong other environments. most varied types of activities such as shopping, sense of place in downtown is to preserve the services, work, government, culture, the arts, historical character that makes downtown dis- recreation, entertainment, dining, housing, and tinctive and unique compared to other environ- tourism. Different functions bring different ments. Many small city main streets, for in- types of people downtown at different times of stance, contain architectural gems that are hid- the day and week, thereby increasing the vol- den beneath 1960s aluminum slipcovers (false ume and distribution of downtown activity rev- facades). Cities should work to encourage els. building owners to uncover these original Final points to consider facades. A healthy downtown is a worthwhile pursuit Do not overemphasize parking. Most cities think that parking is their greatest problem for most cities for reasons related to a coin- when, in reality, it rarely is. Providing more munity's economy, heritage, and image. More-. parking spaces will not bring more people over, many cities consider a vital downtown as downtown. Certainly the amount, type, use, an intrinsic element for a strong sense of corn- downtown. It is important to remember, however, and location of parking should be examined and parking considerations should be integrated that each downtown is distinctive and that these with all proposed downtown projects. But re- "The healthiest downtowns guiding principles should be applied to best take member, parking is only one part of the total advantage of local amenities, heritage, and op- are those that include the portunities. While it is often helpful to visit downtown puzzle and not the exaggerated jug gernaut downtown interests claim. Surface most varied types of other downtowns to observe their efforts and to parking lots, where absolutely necessary, should activities such as shopping stimulate ideas, keep in mind that simply repli- cating other cities' success stories is generally be handsomely landscaped and located behind main street buildings rather than directly on the services,work,government, not advisable. Not only might the circumstances main street. culture,the arts,recreation, leading to the effective implementation differ Make better use of upper floors. Traditional from one city to the next, but you may corn- main streets often contain too much vacant or entertainment,dining, promise your opportunity to make your underutilized space above street level that could housing,and tourism." community's downtown area unique. t- be converted into offices or apartments. The more effective utilization of upper floors makes buildings more valuable, increases downtown Kent Robertson, professor of local and urban affairs activity levels and densities, and can add to the with St. Cloud State University in St. Cloud, amount of affordable housing in the city. All Minn., has studied downtown issues for the past new development in downtown should be en- 18 years. Robertson has written extensively about couraged to include multiple stories. Cities can downtown,development, including two articles re- assist both new development and the rehabilita- cently published in the Journal of the American tion of existing space by amending zoning and Planning Association. His current research focuses building codes where applicable, providing fi- on the downtown areas of cities between 25,000 to nancial assistance, and streamlining the building 50,000 population. Robertson can be reached at permit process. (320)255-3184. III 1 0 M I N N E S O T A C I T I E S O C T O B E R 1 9 9 7 • ter a number of years, the city should have a Develop design guidelines. Some measure of more viable and attractive downtown. Large public control—beyond basic zoning—is neces- development projects are seldom the panacea sary to ensure that new building development their advocates make them out be, especially in and the redevelopment of older buildings inte- smaller cities. grates with the character and fabric of the Do not suburbanize the downtown. Down- "The most effective way to downtown as a whole. A design review process towns that try to compete with the suburbs by helps ensure this integration.A poorly designed erecting large, modem, suburban-style struc- maintain and enhance a building may do more damage than good. For tures (i.e., large setbacks, surface parking lots in strong sense of place in example, a new building set back from the front, blank walls) are rarely successful and usu- street with ample parking provided in front will ally damage the traditional downtown fabric. downtown is to preserve the probably interrupt the continuity of the . The focus should be on solutions that result in a historical character that streetscape, rendering it less pedestrian-friendly compact, high density, and pedestrian-friendly makes downtown distinctive and compromising the integrity of the sur- downtown core, amenities generally not associ- rounding traditional buildings. ated with suburbia. and unique compared to Strive for a multi functional downtown. The Emphasize historic preservation. The most other environments." healthiest downtowns are those that include the effective way to maintain and enhance a strong most varied types of activities such as shopping, sense of place in downtown is to preserve the services, work, government, culture, the arts, historical character that makes downtown dis- recreation, entertainment, dining, housing, and tinctive and unique compared to other environ- tourism. Different functions bring different ments. Many small city main streets, for in- types of people downtown at different times of stance, contain architectural gems that are hid- the day and week, thereby increasing the vol- den beneath 1960s aluminum slipcovers (false ume and distribution of downtown activity lev- facades). Cities should work to encourage els. building owners to uncover these original Final points to consider facades. A healthy downtown is a worthwhile pursuit Do not overemphasize parking. Most cities for most cities for reasons related to a com- • think that parking is their greatest problem munity's economy, heritage, and image. More - when, in reality, it rarely is. Providing more parking spaces will not bring more people over, many cities consider a vital downtown as downtown. Certainly the amount, type, use, an intrinsic element for a strong sense of com- and location of parking should be examined and munity. It is important to remember, however, parking considerations should be integrated that each downtown is distinctive and that these with all proposed downtown projects. But re "The healthiest downtowns guiding principles should be applied to best take member, parking is only one part of the total advantage of local amenities, heritage, and op- member, Y P are those that include the portunities. While it is often helpful to visit downtown puzzle and not the exaggerated jug gernaut downtown interests claim. Surface most varied types of other downtowns to observe their efforts and to stimulate ideas, keep in mind that simply repli- parking lots,where absolutely necessary, should activities such as shopping caring other cities' success stories is generally be handsomely landscaped and located behind services,work,government, not advisable. Not only might the circumstances main street buildings rather than directly on the leading to the effective implementation differ main street. culture,the arts,recreation, from one city to the next, but you may corn- Make better use of upper floors. Traditional entertainment,dining, promise your opportunity to make your main streets often contain too much vacant or underutilized space above street level that could housing,and tourism." community's downtown area unique. t be converted into offices or apartments. The more effective utilization of upper floors makes buildings more valuable, increases downtown Kent Robertson, professor of local and urban affairs activity levels and densities, and can add to,the with St. Cloud State University in St. Cloud, amount of affordable housing in the city. All Minn., has studied downtown issues for the past new development in downtown should be en- 18 years. Robertson has written extensively about couraged to include multiple stories. Cities can downtown.development, including two articles re- assist both new development and the rehabilita- cently published in the Journal of the American tion of existing space by amending zoning and Planning Association. His current research.focuses building codes where applicable, providing fi- on the downtown areas of cities between 25,000 to nancial assistance, and streamlining the building 50,000 population. Robertson can be reached at permit process. p20)255-3184. 10 MINNESOTA CITIES OCTOBER 1997