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1.0. HRSR 08-12-1997 • ELK RIVER HOUSING AND REDEVELOPMENT AUTHORITY MEMORANDUM TO: Planning Commission Housing and Redevelopment Authority Rivers Edge Downtown Dvlpt. Corp. OM: Paul T. Steinman, Director of Economic Development DATE: August 6, 1997 SUBJECT: Joint Workshop, August 12, 6:30 p.m., Elk River City Hall • I. Purpose Of Meeting The purpose of this initial joint meeting of the Planning Commission, HRA, and Rivers Edge Downtown Development Corporation is to discuss activities associated with the future of Elk River's Central Business District. At the time of development of the Comprehensive Plan, the central business district received a great deal of attention in that it was evident there was a need for an overall master plan for this area. This master plan issue was discussed also within the economic development strategic planning process. The purpose of this meeting is to begin undertaking the creation of a master plan for the central business district. Such master plan would likely involve two primary components: • Design elements • Riverwalk • Parking • Transportation • Economic issues • Land use • Market Study • P.O. Box 490 • 13065 Orono Parkway • Elk River, MN 55330-1743 • (612) 441-7420 • Fax: (612) 441-7425 Equal Opportunity Housing and Equal Opportunity Employment • II. Review Information from Comprehensive Plan and Strategic Plan Regarding Downtown Steve Ach will review information from the Comprehensive Plan and Paul Steinman will review discussions which were held at previous Strategic Planning meetings. III. Identify Geographic Boundaries of Central Business District (Study Area) It is necessary to identify a specific geographic boundary for the central business district for the purpose of this continuing planning exercise. At the meeting we will use the attached map of the downtown area to discuss a central business district boundary within which we will focus our efforts in this process. IV. Visioning-Discuss General Issues Relating to Downtown V. Questions • How long will this process take? • How do we envision getting public input, and from whom? • What is our desired end product? VI. Attachments • Downtown Chanhassen Master Plan • Information on City of Mound Visioning Process • Comprehensive Plan Information • Strategic Plan Information • Large CBD Base Map \eda\meetings\j ntpchra.doc fix... t Post Office Entertainment The Basic Shapes of The Chanhassen post office has outgrown its current The dinner theater is the cornerstone of a proposed Downtown: quarters,and there is little potential for expansion on the entertainment center which will mix uses to include theaters, Design Concepts site.Because it serves a substantial portion of the restaurants, stores,recreational facilities,hotels and related community,it requires an accessible location.If located in uses.These offerings will be concentrated,allowing visitors •Form a compact center by creating downtown,the post office will serve to support,and be to park once in a common parking area and shop twice as a series of rooms throughout the supported by,retail,government and other downtown they move to the various destinations on foot. Its emphasis on downtown. activities. nighttime activities will extend the downtown's daytime •Complete pedestrian connections that lead to and through the vitality into the evening hours. downtown. Activity Center •Create a distinct downtown Focus groups frequently pointed to the need for a commu- Transit district through architectural forms nity gathering and activity place in,or near,downtown.A The railroad corridor has the potential to become a major hub and the shape of vegetation. center for recreation and related activities,located near the for all anticipated future transit services.The line could serve •Reinforce the sense of the street as western edge of downtown may answer this need.Not as a light rail route which would eventually connect the City a room by reflecting the setback of only would it create an anchor for the downtown,but an of Chanhassen with downtown Minneapolis. It could also existing buildings in new activity center at this location would complement the serve as the interchange for all local and regional transit development. limited recreation facilities being built at the new elemen- services,including park-and-ride lots,local circulator bus ,,�=-�,, tary school.Facilities included in an activity center are service and pedestrian traffic.Therefore, a central location is 1 i J iii = Li still open for discussion because today's preferences may desirable—allowing users to park in a convenient downtown °tZ7 T1��TZ-- lel not meet community needs five years hence. location while shopping or doing business. Pedestrian II= fill 0r", rl _,_ pathways,which connect the transit hub to other downtown Pocket Parks destinations,will be critical to the success of commercial, •Locate buildings close to the street, Situated at the junctions of pedestrian paths,all public retail and entertainment establishments designed to serve the with parking behind or beside the buildings and significant private developments are small needs of transit patrons. buildings. public rooms known as pocket parks.They provide a street -1 green respite from the street and an opportunity to recall Historic Area 1 B ilding the larger landscape and build on the environment of The city's most important historic buildings are located —I Chanhassen.They may showcase sculpture or other adjacent to old St. Hubert's Church and the Village Hall.The I Parking artifacts that reflect the culture and heritage of the commu- Pony/Pauly/Przymus buildings are currently owned by the i --_ nity.As informal gathering places,they serve as quiet Chanhassen Housing and Redevelopment Authority and are L—-- J areas for meeting friends,having lunch or simply resting slated for demolition because they are structurally and •Create a strong relationship between destinations.Placed within a five-minute walk of functionally substandard. Following the removal of these between buildings,pedestrian one another,they set a rhythm of public spaces throughout buildings, there will be an opportunity for new development spaces and the street. the downtown. to frame the western edge of Heritage Square Park. New - Street development in this historic area needs to be consistent in Pedestrians _ S design and scale with the buildings that already grace Heri- tage Square Park.Any redevelopment requires an historically Building sensitive design that can build on the community's culture and become part of the city's heritage. 1 t I •Offer pedestrians safety and convenience by providing entries from both streets and parking areas. Entry from Street 51 Building . 171 CI, 1 =q..2.) ii.) Entry from ` Parking Area. qt )171 * Ar „,----.),*,5 �� r� 415% (k J t ,�'/ •Select building practices and �� ,_,S1 . ') -'., architectural elements to reinforce the ejlje,a ■ �y��'- 'rV{ L'yiElc i 1 •-It t9 historic character of West 78th Street. _- Qc c-.v e`er. (. (�/ �D �-r.5 QQa i'^ r" r o 1. 4. �ii J St.Hubert'sQ ' r --41.,. .. — .. `-. 1 Church and SchoolC., f,6,-._ . , ^% ' 't\ Commercial> a" y - °'t---="-- °� © Historic District - _ , _® mac=mss 7. . `� e ■ -- 'a< r . vim ";' ' •�� Multi-Family Housing,, • .:,�. � ; �� '+.. -� Y g� /. East Entry Dinner Theater .� �9� '� % /i E'- _t --3v :.�:1,,,,, . t{I. C,� h � j, �, Mapl�erTheme .ice /,. J - --8' . . : . : q l� �� s.� i r rte' —SN) .-1, Pedestrian ., "�" 1@ S- ✓ :le Q �' .. \ Bridges - - i . v 60,ll. .. y, y 61, ,..' ` _- oh ll)(J� 0 . .' - ► F Xen Di r ; _f4 to ii i ^\ , T� J �, •.• 41'11"CL - 1 .f,E INIV I in• ir,iir •J 4'7-.1 Initili - "12-N*- G \ �I►n%' r moi' mut aI tmercial \% `,< ,,4^ , o II /; {: �+► ■ as \✓ Multi-Family 1 -) q 1: -----r"---6-C 1 �' ,' % Motel ° I _e li f Housing/ ., LEGEND e,e; 1 ____ , ,, .� Office ?()? y .± cltI a s I •. ommercial I'l -. Existing Development rr') (.11-4:1'.7., 11-4:`=j • / `- ,'i G r ,5 / _ ( 40 I?' -s ft Potential Development _____„------'------1_--------cln..u.)1 .2 ,2 .....:..„-x.,,a,-.' _-.- -_ •- ID.--, ,,,,n. z ii iii .7-... - a , { 7 _® � 200 Feet North • 5 Minute Walk 6 - _ . Focus on the Downtown The Vision The vision for the Chanhassen downtown is for it to be the • ' "` focus for commercial exchange,cultural expression, social .` ';f =" � _ Y interaction and community education;to enrich the lives <, of residents while presenting an appealing and , t. ; * •=- r< 'it1 _ / recognizable image to the large and growing Upper f '; !: �= `? ftioll� '�` .." ` ' Midwest population it serves. It is a downtown which . l..K r 7 4 k „� Z- --_ . •;--,, incorporates and maintains elements of the past, such as ; �"" Viiii its historical and natural features, small town w< . )• -s1 i �' x�-„,z-1‘.7•'- '-' ,.: atmosphere and its entertainment focus,but is planned toy 1 _ y {N-1 be adaptable to change—changes in technology,changes ,; '-,'ml-- . r 4, ,:y s T i V" ` !";'.`,-;t, . - r �1 in service deliveries,changes in retailing and '..t -,4•-,,tR i • ,k",'''.?';-,4_5',� " - s' +' entertainment. It is a downtown designed for the future r A P.f ... 4.`` `jib while satisfying the needs of today, one which maintains a � 4 "' strong sense of community focus and orientation,one which fosters convenience,one which maintains a pedestrian scale and emphasizes people movement while providing the full range of transit options. It is a I- LL-11:i , downtown which encourages human interaction,one 'l st •`i Y• •) Principles for the City Commons which mixes uses (retail,cultural,entertainment,housing, t.I. ••• .5 City Centerr ,r i •Serve as the connection between education and recreation)to make prudent and efficient Park .. , �,. .. "� J downtown and City Center Park. use of space,one which meets and is adaptable to ' •1. . . _ i- . . . . •Provide a main entry ntry to address , .i ' • H .* ; �:" _ :'contem or 'retailin standards and is financially West 78th Street.r � t , successful.It is a downtown which captures development • vre:e4) •.,•1! 'hase it ' U i-1- ..- 'Create a multiuse space for large opportunities but is sensitive to and draws meaning from •a gatherings. Phase B isting -' `,-.,-.v. •Extend the qualities and patterns the environment while recognizing the role that it is c... ' . ,a? - -•. 4: 14,... , y� - , Phase Building PhaseY. •� � . .Yg 1 * of the citycommons landscape intended to serve within the larger community framework. - o "1' ` i•-.k2�_ 2 Ors ;- •%•, P . W :4: •- ,1 6,; ,:` Y -/•'i across surrounding streets to t i t _ ��'�� ; ! adjacent sites. Fund6ing r• : { '.-- g�7:14Z. *Create a building to jointly ,` ''� accommodate expanded facilities With a few exceptions,public and/or private funding is .. ' '� ` �: �p.-` �� for the city hall,library and senior available to undertake the proposed changes to downtown :1 ; I` I�o: • center. Chanhassen without an increase in property taxes. Since - ;.::-.._;,0 !' , I ,- '_i ;_ •Create parkingin several small =_� �"C lots rather than a single large lot. the city council must first decide on project priorities, rY ._,. -4..... ..F� -, �� however, it needs public input.A telephone survey in October of randomly selected residents will provide an .r-}„,_,,. 1 -1 -& 9 >: -Nortth opportunity for the public to register its preferences. A concept plan and principles for Chanhassen's city commons should address the practical, aesthetic and symbolic needs of the community. The Challenge Public acceptance of the concepts outlined in this The city faces a number of challenges in carrying out this Credits newsletter would result in the following: planning proposal: Vision 2002 Focus Group 'Creation of a downtown focus for the entire "The plan is long-range, and its success depends on the Participants community; commitment of the citizens of Chanhassen to its goals. Vision 2002 Ad Hoc Committee •Use of the design concepts to shape the character and 'Citizens will need to play a central role in the City Council appearance of future downtown development projects; implementation process in order to ensure continued Housing and Redevelopment "The continuation of efforts to locate and develop an public interest and support. Authority activity center west of downtown; •This concept-based plan requires periodic assessment and Planning Commission •The continuation of efforts to develop senior housing reinterpretation. The city must provide regular public Seniors Commission close to downtown; forums for the discussion of the plan's principles to Design Center for American Urban 'Creation of a city commons with a presence on West ensure that they result in a downtown which continues to Landscape 78th Street, which allows for the expansion of the enhance civic pride and unity. Landscape Research,Carole Zellie senior center,library and city hall facilities; Comments may be referred to •The creation of identity at the entries to downtown Todd Gerhardt,City of Chanhassen, which reflects the natural environment; 937-1900. 'Balanced pedestrian and vehicular accessibility; •A downtown location for the expanded post office; 'Preservation of elements which reflect Chanhassen's ` heritage. Prepared by This newsletter will be followed up with a telephone survey of randomly selected city residents to determine the degree of ®m public support for this concept plan. Please review this document in the event you are called. Whether or not you are sur- g veyed,please consider returning the attached comment card.Your insights will be most helpful to the city in carrying out El publicly supported plans for downtown Chanhassen. Hoisington Koegler Group Inc. Foundations for a Plan Guiding Principles for Downtown R ; ° 4 N...41.77).. / b e „ ,, Parks and Pedestrian"Pockets" °Y4 g4 2j /�ii The community's vision for Chanhassen is based on the fol- 1 n n �7/�� . �� o A lowing guiding principles.Decision makers can check the fit o'p 1:1 ` $ a ; : %. of of new plans byusingthese rules to evaluate development p 0 o R P Qn44 �.1 $ '�� ,a r'J !_I6ti tr // �.. proposals. C�7 , � R...PpP �j. 1•►w;"• I=1 t=1. `` a ti' \ o ,�t 11 Build community. p ¢, Chanhassen's downtown is the focus of the community's r� z, „,.7. ,.Q. culture.Constructing a downtown provides opportunities [Ili(' 1 1 to build a commitment to Chanhassen"the place,"to �,-ii- .?��. '� reinforce the traditions of community and to strengthen the Q �' 4,i � ,p P° ties between its citizens. °° r° ` North J Create a city commons. 1' A public open space for celebrating community life should be the highlight of the downtown,creating a center of Outdoor rooms created along West 78th Street form spaces for meeting activity and a focus for the downtown. neighbors or local festivals. T. Connect to the neighborhoods. 0.•a__._j; ° ' u �.� Pedestrian Ways Surrounding downtown neighborhoods should be linked, �. e°p'T .. h strengthening the relationship between the downtown and .t.g p _ Sidewalk to Building Connections the community it serves. ',\ a a il 0 4 A 'Q 4 4 a :' / / a p [I a rip / >znggi]po n i:5 pun C Define the pedestrian network. � ��`� ' apa ��DA. ="° ' Some areas within the downtown should be dedicated ("1!-: "r`"t`1. r. (trt l --0 _ _ H solely to pedestrian use.They should be clearly defined, ty�a .,�•L.r.. -__�-- __----_-- � ,- —�,,— �' safe and provide convenient access to a variety of destina —� til---- gi ' ; a tions.Larger outdoor rooms should be linked to theLI 1roalpp4 *— _ ' o i �p �y pedestrian network, allowing for planned community c:2001... g•. a ° informal activities or quiet retreat from the ' '4 rt gatherings, - �.//i / , 1) more active uses of the downtown. 1 \ I/ , }'� pC1p •°d00 1! p0 I��'v Nor Mark the downtown. �}I4. The downtown's entry points and edges should be defined, W making them distinct and identifiable.The distinguishing The pedestrian network links neighborhoods to each other and to down- features of the larger Chanhassen landscape should be town,as well as connecting parking lots with buildings. reflected throughout the downtown. Draw from the environment. To build or enhance its character,the downtown should '` ..\,d1 take its cues from its surroundings,recognizing that a Nei bt 11.. °° o -- District Edge distinct identity can be created by maintaining strong '0° '`lf-- ` p Min New Development connections to the existing historic and natural environ- a u r% ti ment. ri p 1 a e 1 4 a .1 tI Q Public p I cal ;1 c tt w� o p , Neighborhood ; a 4 Building Blocks for the Downtown The plan illustrated below is a hypothetical scheme Commercial Development developed from a set of concepts which defines downtown Downtown will always be the focal point for commercial Chanhassen's future.An example of one of many concepts activity in Chanhassen. However, space for large new that could be applied to downtown,this plan blends historical commercial development is limited. Opportunities exist for and contemporary elements while drawing meaning from the smaller retail and office development which will foster natural environment.A summary of this section can be found downtown's mixed-use nature and maintain the scale and on page 6. character of surrounding buildings.As larger projects are proposed, a balance must be created between the expansion of City Commons downtown and residents'desire for a compact,walkable Marking the center of downtown Chanhassen is the city commercial core. commons, a group of public spaces and buildings which includes an expanded city hall,library, senior center and a Pedestrian Ways public open space.It lies at the confluence of the major paths Pedestrian ways, developed to connect all areas of the through the downtown and has a strong presence on West downtown,will create a balance with the automobile and 78th Street.A public green extends through the entire site, enliven the entire downtown. Careful placement will allow connecting downtown with the city park at the north side of people to come to the downtown,park their cars and move city hall and the neighborhoods that surround the downtown. between destinations safely and comfortably on foot.The By joining these facilities, the city commons becomes the pedestrian network does not stop at the edges of the centerpiece for social,recreational and civic activity, as well center—it reaches beyond downtown to connect with the as a landmark for the community.Today city hall,the library neighborhoods of Chanhassen. Pedestrian space also includes and the senior center are all operating at capacity. Expansion the space between the street and the front door of buildings, of these facilities as an integrated unit will lower construction where pedestrians will not have to compete with cars to reach costs since many spaces can be shared. But planning in their destinations. common will also ensure the civic complex's prominence in the community's future. Senior Housing Opportunities exist for introducing multifamily housing into Entries the downtown and connecting neighborhoods to the city's The access points into downtown are marked by a series of center. Centrally located senior housing especially is critical "entry rooms" along Hwy. 5. These gateways draw on the since it provides older residents with convenient access to character of the environment for their distinctiveness. For continuing adult education,the public library, shopping, example,the entry at Powers Boulevard plays off stands of recreation and entertainment within easy walking distance of native oaks; the Market Boulevard entry is signaled by home. E `+' ( 0 c)wetlands that circle the intersection;and sugar maples mark the the downtown's east entry at Dakota Avenue and Hwy. 101. LI �j _ The entries join Hwy. 5 and the downtown but more 1� -'44101I1 01 j Y p � Yrs�� w important, they make a strong connection to the landscape Q of larger Chanhassen. - . ,`,/'i .1 G. *` Ak,. �, ) ,t, ff �- t , i Senior Housin: _ ., j \ 4--,_); I j • a� fi a _., _,,,.,, , 7:7-,0frcti;=gyp i > _ r• D 7 / 10 I II 0 _ P . Z 'Y 4f 1--,•-) oi- 6 1.1111111" iiii.._,E. r;."M �� pp fcio� �� `� - I t� '_ School �h� L u 5t _ Lori � ft A^ '0. ^' : City Commons•• � 1 ■ Co � 00014%, 'J • 1 t{City Hall/Library/Seniors Center Fire Hall' 'i - , ,,,,.�, ., ji .,_ --- , 111 �Q = ??'' f x'111Byerlys j l•1 xf yII), . ? .e _ _s. q /� '' €.1-14. ;'1 ► -, �l! - `1 : }.0 3 :s i 0 A7,,ir Er C acne- 1•��: -• 1 / Ali 11 ` Il t . •c- �y�:.r+• r ��..-�1 �N M --",..4 410 i ,' -y��\ 1 l• i A),____..., itt Bank• k ---c-t_, y •,,./ 7451 i I% ''a 1 .... -�,:,'" i� ` _. r �� W e t 7 :t h Street __. Scr— ..rs +-__ /Commercial , ► i �s owl, = ==-e. r-_a.a.a_ -- - �. may_., C�1.��`'" � _ //(I 0,...,.. , - it • - _---- ea 4 Post Office , t ..: .,,,.,",i , ; ,� ,.. I� tl it 0---0 i�7 1� i ° °! a\► L��i=ter_=_ ' s ...; 7•-� �rsg^a' ..i) • / West Entry �� 1 T -- 4�' : _ 18' Commercia +a Hotel , i�.. Oak Th e I. ‘Vt l Q tf k 1 \ Target • ti► ,; R it��► nay. c7.2")t.i &uf:"2)i'e`.)'.(-f.eFire; ,(( "D'j 4. , 5 '�i,r ;0 t� ,.t;. Entertainment 1-._ r i a7 �� > (including Transit Facility ..::N -%(,-s.„. T.,..--.,i,i'\.--z-.;;- `�Jy `r a\ (including " t�'yy�y{ { _ F" . �� Festival Food : • _ I - \� !%1F-4...;,., oo�� -J � ;• .•: Center Entry """ —�- Wetland/Wildflower * y.-) Theme_k 4,,uo,c) _ f'f ''''''l•('' \ Conceptual plan for the downtown incorporating lessons learned from the guiding principles. --:rIve•)�- ..t t ....... .. ....04 ts,,fe.svi, Chanhassen Vision 2002 Summary Report Focus on the Downtown September 1994 .�iIIr• , g ,„"'*A+--,:- A Letter from the Mayor and City Council ►rp .rir • Dear Chanhassen Residents: 0. >`'•t / "�•J iakW 6 "Focus on the Downtown" represents the culmination of lVision 2002, a commmunity-based planning process for M (J �1 ��r— downtown Chanhassen that commenced nearly one year l® --1 1 ago.As participants in this bold undertaking, we were pleased to witness the dedicated citizen participation in -. t meetings, discussions and committee work. The direct result p ''"" ` ` " " l of this public process is a suggested plan for the downtown, f idtill ',� shown on pages 4-5, which proposes locations for future , _. } ;�r a t • •f 1 `` fL it- public facilities, including a post office, library, senior ,'}t r,` / _'. ,,. ' ,f .y,4',"1,;(,-141.:AV _ aw•, housing and activity center. The ideas outlined in this news - f , FYr F y` �,, ,„, ?�_,,,,t,..(4..,.:?"mss letter were collected throughpublic planningexercises L/:: r ;•z, .-,: g � '.F w w ti A new city plan focuses on downtown which defined a vision statement crafted guidingprinciples t'• .f � .� P P � .: f �• :� � J: t Chanhassen,located near the city's ,; ? ;, ,, `. .•; •�;�" "c eastern border,as the commercial and for growth, recognized and prioritized elements critical to Before European settlement,Chanhassen's natural landscape was shaped by civic heart of the community. the city's center and then formulated design concepts to open grasslands and sugarbush woodlands. direct planning decisions for the downtown. Together these tools help us get started on the work needed to accomplish our vision. Following the distribution of this newsletter, we'll be canvasing residents for their opinions on these ideas. We look forward to hearing your comments. Mayor Don Chmiel and the City Council , Importance of a Focus ' A city can be compared to a house. Some homes merely � contain a series of rooms that bear little relationship to one x, another.This house primarily serves only the most basic .-4 ; I s,;?;;:-",;'' shelter needs. Other houses take into account the complexity :• , �`. of family life through the arrangement of bedrooms,kitchen, ' family room and work areas.Together these spaces shape , < ;. opportunities for family interaction. ' �` `- ' '" 7.... t =. a ? Manysuburban communities choose to structure their city -,„„-t _ _.,, ;,,` "- on the first model. Organized as a loose aggregate of prop- Downtown along West 78th Street,ca. 1940. erty owners, this plan discourages community life. On the other hand, growing numbers of forward-looking communi- ties are seeking to create a focus and civic identity for their residents.They begin by establishing a center for civic activity through a downtown or other shared meeting places. -Y .6-2,- Chanhassen fits the model of the city with a focus.It is ;+= ,i `' blessed with an historic center which dates back to the mid- 19th century.It already has its"family room"where commu nity members can congregate, shop or recreates w , 7-• n - Chanhassen's well-defined downtown also serves the com- munity om y. f mtinity by establishing a local identity.This identity helps to ° _ I, J` rfir? 1 1 foster civic pride as well as etch the signature of this unique =a.;'r �".. . ' " - crossroads in the memories of visitors.This ability to capture ----7,--' ~� r - the imagination of both residents and guests is the reason - — ' - y 0.4.- why so many communities today are striving to create a center for civic activity. Luckily,in Chanhassen the first .F settlers have laid the important cornerstones for succeeding A view along West 78th Street today. generations to build upon. Vi < OCsion 2002 Process /i99a ` `/>` NOVN1M Z --- HAY ---> JVe- ---N5Ef"lel;!Z > OCTO \> /76 � i4i :),0 - � - it.,� an > s . 0)4 ,./.: 9::>. 10 VA 4]:). a a. ii (.....> ..ep.,,,...7. al / -..---it Irk N\1E7�I toArE F. G. I VF_ 1 x 1'L0{Zt. - c tr Vfal-.VAT_ VISI o N S V RV El' RS /15 ED R-5-5 00 fZ.G. Vut3uc- 2002_ C ON GEPT5 Fors. I itl v trr N E W5 LETT E R� DOWNTOWN I 0 N'N' 5 5T-JD' I*ocuA+,--a VPS 1L Ar4A1---eSIS PR''c -11 -r,O'-i! -r-c, / P ioht S�TLAYB SAF'IPI-E Z Apo'T A PL../-4 ✓R NAPPING PI.{YSLCA- Jr PV61--+o INFORMATION an Hoc.. co HM4T1 . YISI Oµ 2002 PVOL C X It<Pt-f,ME4,-LT sOv0L0.5 MEE1-1N6c0 st pa.vaLor COr-Ace-r UAL— PL_1hlsPTCI KJCIPLLS oVtNtot.1 �/ISta-4 { V EYE LOPI-I 7.4.4-1— Y 5 V66EST PRJ N CIP ,-$ .wv 0 PyOR]'1/hlli'l Pf OOI.ICE PTS The plan for Chanhassen's downtown grew out of a community-based planning process. 2 Building on the City's Tradition History of Downtown Public Process for Building a Downtown Today, downtown Chanhassen is a compact commercial hub In 1858,when Chanhassen was first organized, citizens held a --::,: ` isp / in an expanding suburban community. But when it was first public meeting to set a course for their new town. In 1993, -- �.~.: xT P•l,� -"r-i, settled around 1850, mature hardwood forests dominated the citizens were asked to lend insight and knowledge to guide the i. �LL d - t ``' '•�'I5` 4 - area.The Dakota tribes called the region Chanhasen,refer- creation of aplan that would reflect the community's needs and =r4-h .. r g Y -- .� „ . ring to the sweet juice of its numerous maple trees.These desires for its downtown. In a series of public meetings, more Big Woods were especially attractive to the early German / than 100 residents participated in a process that defined a � and New England settlers.In 1858 the Chanhassen precinct vision and a set of guiding principles for the downtown.An ad - i - I adopted the Dakota name in a public meeting at the school- hoc committee met frequently over the course of eight months ct \HASSEN house.At the same time,officers were elected and structures to further shape this vision and to craft a plan that closely fit .�2�.,� were established to guide the town's future. Chanhassen. The original Chanhassen plat map dated 1898 shows settlement near St. Chanhassen's gradual development as a small trade and The needs and issues considered most important for downtown Hubert's Church. railroad center in a rural township resulted in a limited but Chanhassen's future included: significant collection of now-historic buildings.Turn-of-the- •a balance between the pedestrian and the automobile century houses,old St.Hubert's Church and cemetery,and environment; the Village Hall signal the city's eastern entry and define the 'continued opportunities for development of new businesses architectural and cultural roots of the community.These in downtown; buildings are critical markers of the city's history.Together •the need to keep important public facilities downtown; they preserve the attractive fabric of a traditional main street •the recognition that downtown contains historic features while providing lessons for the expansion of downtown. which are important to the community; •the need to plan with some degree of flexibility for Downtown grew slowly through the 1960s.A modest wave changes in the future; of construction around 1970 resulted in new apartment •the strong desire to keep and enhance downtown as the Significant events which buildings,St.Hubert's School and the Chanhassen Dinner center of community life in Chanhassen. shaped downtown during the Theater, all located adjacent to the historic center. Most Also noted were strengths of the existing downtown including: city's early years include: notable about these buildings was the change in scale,form 'public buildings located at the center; •1865, dedication of first and siting that formerly characterized the streets of down- 'unique features such as the Chanhassen Dinner Theater; church,St.Hubert's town.Although the sidewalk was not abandoned, these new 'nearby residential areas and recreational opportunities; •1880s,current developments stressed the importance of parking for retail •a compact downtown. Klingelhuetz Building developments and diminished the pedestrian experience in Focus group participants felt that downtown could be im- built as carpentry shop or the downtown.Today,the intersection of Great Plains proved by addressing some key issues including: hotel Boulevard and West 78th Street marks the boundary between •a lack of identity from Highway 5; •1885-6,railroad the historic core or traditional downtown and the modern •an incomplete pedestrian network and an emphasis on the constructed through town entertainment,business,retail and civic center of the city. automobile; •1893,Village Hall •the need for night-time activities in downtown; constructed Changes in Chanhassen's downtown continued through the •the lack of senior housing; •1896, village incorporated 1970s with the establishment of the tax increment financing •the need for expanding some public facilities to serve the (previously platted as St. district(a funding tool used by cities to pay for public growing community. Hubertus in 1887 by the improvements using taxes generated by the new develop- - Franciscan Brotherhood) ment).This district spurred development of larger-scale A community survey conducted over the next several weeks 'Shift of the depot from commercial projects and brought aesthetic improvements to will provide a critical check for the plan's fit to Chanhassen the north side of the the expanding downtown streets.Today downtown reaches and determine whether or not the plan moves forward to tracks to the south of the from the historic center to Powers Boulevard nearly one mile adoption by the community. newly expanded railroad to the west. •1930s,Pauly's Bar and Lounge constructed as a general store ,` - •1968,Chanhassen Dinner 4 '`')`' i �; �.*' Theater opens .1978,Tax Increment ��`° ........ 4...•;.:,, a . "�`„. , , `i" .- .FinancingDistrictcreated .. - ; \ 1,,,,i1...i)...1..;,:".„..",:,,,,...-"::6.,,,,.:'....7-i,,. `' - -: ��•1978,new city hall - ,,\ r. , .; ,;� r, Y: \ - v �:, .:., dedicated r �•1980,Business Park ' s , :_ �t• v.', - 1-j . " - .,. ,'.created ''• - ✓� ,� �/� �� :•1989 downtown "*"``infrastructure improved . ), .,, � __ ,-- - 1. Old Village Hall • //r ,;. , � . '_ * '� relocated '. ' .e.,.,'", ''-...). -4,..., ,— Y. -:;',,,,,,:s[ =�, :` X` C 4- •1990,new Chanhassen r'4 r � "� Bank built .,�� \_ � ./°� � _ - •. --" ` ( "' �►` r •1992,Market Square ` \ / : '' :} � ' . :� Shopping Center opened �� ' f `� '. •1993,Target opened , ° - j "`�2 - •1994,Byerly's opened y $ I "` #� - Q • • &r L\ • s i . - t. ,Z � t Today,downtown Chanhassen is a compact commercial hub in an expanding suburban community. 0 4 REINVENTING COMMUNITY 4., Envisioning Mound Building community and building sense of community are two different things. In 1991, the city of Mound began a major downtown revitalization effort and managed to do both. — —ound city leaders in it's current state,just does not realized that downtown work." redesign and business The group quickly acknowl- development were edged that building a community and important ways to breathe building community are two different new life into their city's things.Building a community of historic downtown area. streets, buildings, parks, and infra- - `The City Council en- structure requires heavy equipment couraged community involvement and a variety of permits. Building by appointing a task force of corn- community—the common bond munity volunteers. The city also between people, the feeling that • hired a coordinator, and named the project Mound Visions. city residents aren't just household units but are part of a larger group, community the sense of place—that's a differ- Buildingent task altogether. But Mound The team developed a number of Visions also acknowledged that revitalization strategies including building physical community and promotional materials, a design building a sense of community go model,business recruitment strate- hand in hand. gies, and a downtown redevelop- Task force members were asked ment concept plan. Soon after the to brainstorm. To think imagina- group began meeting, their think- tively. To come up with a plan ing began changing. A big picture that captured the imagination of started emerging as the group real- the general public, and invigorate ized the project's possibilities. not just the site but the entire "Mound Visions has evolved £r downtown redevelopment. As quite a bit. Initially, no one I' .f:. Mound Visions looked for ways thought it would be as ex- to ensure Mound's future, tensive as it is," said they turned to Mound's not- Mound Visions Coordi- so-distant past. ✓�! nator Bruce Cham- - berlain. "We real- i I. bit ized that down- ` -_ .. Concept plan for redevelopment �' town Mound, - �' of Mound's downtown retail area. I 1 - 11 I `I; 1 Y ' y , r T `i t 4 I i �-� I + . • F .. I I . { 1 ' II I �., . i il � � � , li ,► � Fj t „y i , ,,; +' �•{ <1 ®re4 a Tsai a t as F 7l''! {9f -, 'l- t IFt 45�(Rl'F'.4�-'F!<&i1MG1 i..�,4�YlY- �r, { _ • k 11 7, 1 hep - A . tiLd 1:.�iJ 1 { 1 Ise,�'�' M r i►■9'�1r'IE ./iF 11!g d ( r" A • ', did-_.2m {IIIIii ti«....,..... r rl � k ..;� � �`F Asx: 'y ilr 4.`... Ili? , si i . 1.r t it ,1 4?jE,r,. - 4 tel 4i, , 114 a Li ,�,C7 fl .. • . i �f'1 S h. �� r'h' uk'. + i fe; f{_ 111 J U N E/J U LY 1 9 9 7 MINNESOTA CITIES 9 Looking to the past move other pieces of the puzzle • Lake Minnetonka's resort hotel era into place. As the canal reconnects of the early 20th century is a rich Mound to Lake Minnetonka, im- part of Minnesota history. The provements are planned to attract Victorian resort hotels,Big Island boaters. Work is also scheduled for Amusement Park, and streetcar transient docks and a fishing pier. boats were synonymous with what In addition to rehabilitating Lost was the "most famous lake of the Lake, Auditor's Road will become Northwest." During this era, the city's main street. County "Building � Mound was home to a boat canal Road 15, which currently is the a community of that extended through a wetland city's traffic-heavy main street, will streets,buildings,parks,and now called Lost Lake. The canal be moved in 2000. As Auditor's ran from Lake Minnetonka to the Road is relocated, the city will re- infrastructure requires heavy Great Northern Railroad Depot in move some commercial buildings, equipment and a variety of downtown Mound. The Lost Lake which the city hopes will produce permits.Building community— Canal ended close to the center of spin-off redevelopment opportuni- downtown with a large turn- ties in other parts of downtown. the common bond between around where Lake Minnetonka Possible future development passenger boats would ermanent local people,the feeling that city for destinations like Excelsior, includeoard guests could farmer's market,pa bed and break- residents aren't just household Wayzata, and Big Island. fast lakeside inn, and a greenway units but are part of a larger As the resort hotel era faded, so connecting downtown with Lost did the focus on Lost Lake. Lost Lake. All are features that bring group,the sense of place— Lake had little importance and in people together and develop a that's a different task the 1960s, a large portion of the sense of community. wetland was filled to build a Post "Very quietly, we've incorpo- altogether." Office as well as a street named rated many of the concepts that • Auditor's Road. Today, the canal people view as new urbanism," remains but is barely navigable. said Chamberlain. "A multi-use "The historical aspects of district including some housing, downtown are very important," growing up rather than out, pedes- "very quietly,we've incorpo- said Chamberlain. "We wanted to trian amenities. The components use history to our advantage." are in place to create a very lively rated many of the concepts that For years, Lost Lake was seen as pedestrian district." people view as new urbanism— the best focus for Mound's rede- The six-year (and counting) velopment. The group used the process has involved three focus a multi-use district including historical precedence, and put to- groups, the Planning Commission, some housing,growing up gether a plan that included busi- the Economic Development Corn- rather than out,pedestrian ness, recreation, and housing. mission, the City Council, and They took full advantage of Lake Mound residents. Throughout the amenities,the style of the Minnetonka, and worked to give process, Mound Visions brought buildings.The components are residents and nonresidents a reason ideas to the public for greater in- to come to downtown Mound. put. After each of four open in place to create a very lively houses, plans were changed based pedestrian district." Moving ahead on residents' suggestions. —Bruce cbamberiain The plan moved into full gear Through Mound Visions' efforts coordinator,Mound Visions when the project received a federal to enhance downtown as the activ- ISTEA grant to rehabilitate the ity center of the community, Lost Lake Canal. The project in- people who visit the downtown volves dredging the historic canal area will find something to see, and boat turnaround areas, stabiliz- something to touch, and, hope- ing the shoreline, and making fully, leave with a sense of history bridge modifications. In keeping and nostalgia for Lake Minnetonka with the area's historical signifi- and Mound. it- cance, the plan also calls for the creation of a historical story board Written by Tim Busse, communications • on the resort era and Lost Lake. manager with the League of Minnesota The grant proved to be the Cities. Graphic courtesy of Hoisington necessary financial springboard to Koegler Group Inc. 1 0 MINNESOTA CITIES JUNE/JULY 1 9 9 7 • V. COMMERCIAL PLAN A. INTRODUCTION The City is concerned with providing a variety of commercial opportunities for retail and office use and ensuring the vitality of existing commercial centers. This will encourage a broad base of employment and business opportunities which will strengthen the economic self-sufficiency of the community. B. GOALS 1. GOAL: Encourage the development of a quality community which retains a semi-rural atmosphere, while providing necessary commercial development to serve a growing residential population. POLICIES: • Guide the type and location of development to achieve an orderly development pattern consistent with the growth management policies of the community. • When appropriate, provide for a Planned Unit Development(PUD) approach which, through the use of site design standards, allows for a mix of compatible commercial and residential development. • • Plan for commercial development in areas that can utilize an appropriately designed transportation system without infringing upon residential neighborhoods. • Commercial development standards along East Highway 10 should be reviewed and upgraded accordingly. 2. GOAL: Maintain and encourage the continuation of a well-designed employment and business opportunity in close proximity to the urban core of the community. POLICIES: • Allow commercial areas to developthey where 9 can be designed to be compatible with surrounding land uses. • Direct future commercial development to those sites which support and strengthen the existing downtown area. • Limit development of strip or scattered site commercial operations along the City's major roadways. • Allow commercial expansion within the urban service area only when services are immediately available. • Evaluate all proposals for commercial development to determine impact on the municipal utility system. • 3. GOAL: Preserve, maintain and/or strengthen the physical and visual qualities unique to the community. 18 S POLICIES: • The urban scale of development shall be consistent with surrounding land uses and general character. • Adhere to controls for the size and placement of signage and landscaping for commercial applications within the City limits. • • Commercial development should include adequate buffering when adjacent to non-compatible land uses. 4. GOAL: Encourage development opportunities and provide economic vitality to the downtown central business district. POLICIES: • Consider adjusting, where possible, development standards and building codes to encourage new construction as well as remodeling. • Utilize the Mississippi River as an attraction and focal point for the downtown. • Establish design standards and other infrastructure improvements which have a • common theme to strengthen the character of the downtown. • Adopt home occupation standards that carefully balance the opportunities for residents to work from their home while maintaining the integrity of the central business district and other commercial and industrial zones. • Explore residential and housing mix opportunities in the downtown area that would complement the character of the Central Business District. C. CURRENT STATUS 1. Commercial Zones The City has three (3) commercial zoning designations in effect. The designations are as follows: a. Central Commercial (C-1) b. Office District (C-2) c. Highway Commercial (C-3) *d. Business Park (BP) *This zoning designation is primarily a light industrial district: however, it allows limited commercial that is service oriented. • A complete inventory of land zoned for commercial development is illustrated in Figure 5-A. 19 • 2. Central Business District The downtown or Central Commercial (C-1) district is comprised of approximately 55 acres of land extending in all directions from the intersection of U.S. Highway 10 and Jackson Avenue (Figure 5-B). This district extends along the Mississippi River and Highway 10 for approximately four blocks. There are also "fingers" that cross the Burlington Northern Railroad to the north. A cursory review of a City map will reveal the reasons which dictated the location of Elk River's Central Business District. The Mississippi River and a bridge crossing, together with the rights-of-way of U.S. Highways 10 and 169 and the Burlington Northern Railroad, all converge upon Elk River's downtown. Although these arteries of travel and commerce have in varying degrees at different times provided the city with economic opportunities for growth, because of their locations they have also physically restricted the options for the central business district's expansion inasmuch as they are formidable obstacles and tend to set the boundaries of the contiguous central business district. Main Street west of U.S. Highway 10 provides access central to the city's central business district and its various businesses, financial institutions, shops and professional offices. It is a wide street capable of accommodating on-street parking while adequately meeting traffic circulation requirements. The major opportunities for central business district expansion are westerly along Main Street into an existing residential district that is experiencing some transitional uses, and the contiguous area between Main Street and U.S. Highway 10. The downtown area has recently begun to go through a transition period adjusting to • the impacts of regional commercial activity along U.S. Highway 169. Change also accompanies growth, and accommodation is necessary if the vitality of a community is to be maintained at a high level. As the economics of the retail, business, and industrial sectors of a society change, so must the facilities, neighborhoods, and cities adjust to these new realities. The economic and functional life of a building is not synonymous with the physical life. Adaptive reuse of structures is determined by their highest and best use regardless of the purposes for which they were originally constructed. A city government's role in a free market society is to facilitate, coordinate, and manage growth and change so that the community as a whole derives the maximum benefit and no person, business, group, neighborhood, or sector of the community unfairly subsidizes or is infringed upon in the process. The central business district transition process will be ongoing, gradual, and orderly. Several former residences have been converted to real estate and professional office types of uses. It is felt this can be in the best interests of the community, and through the use of appropriate zoning and incentive programs, can be further accommodated without excessively detracting from adjacent residential properties. 3. Office District The office district is basically set up to accommodate governmental, business and professional offices, and other financial related businesses. The two identifiable office corridors extend east along Main Street and north along Jackson out of the downtown area (Figure 5C). The Main Street corridor between U.S. Highway 10 and U.S. Highway 169 has recently had development activity which included removing single family homes • and constructing new low profile office space. This corridor has a considerable amount of potential to become a high quality office corridor, both visually and in terms of its 20 • location. East Main Street also provides the link between downtown and the U.S. Highway 169 commercial corridor. The Jackson Avenue corridor extending north from the downtown area has a few office buildings on the south end, however, it is primarily undeveloped at this time. This corridor once again has the potential to link the downtown to regional commercial activity between U.S. Highway 169 and Jackson Avenue. 4. Highway Commercial The highway commercial zoning district is considered the most intensive commercial district. This zoning district is primarily found along the U.S. Highway 10 and U.S. Highway 169 corridors (Figure 5-D). The purpose of this zoning district is to provide high impact commercial uses that typically require access onto the highway system and may provide commercial opportunities for a broader area than the City of Elk River. Recently, the U.S. Highway 169 corridor has received a lot of attention by large commercial developments. This highway commercial development has the greatest impact on the rural fabric of the community. The intersections of U.S. Highway 169 and Main Street, School Street and 193rd Avenue all provide optimum opportunity for commercial. As considerations for extending water and sewer east along U.S. Highway 10 materialize, additional opportunities will arise along this corridor. However, until water and sewer is made available, the eastern corridor of U.S. Highway 10 will be susceptible to development of less intense land uses that do not • require City services. 5. Business Park The business park is a new zoning district that allows primarily industrial uses along with supporting commercial opportunities. This district is currently located along west U.S. Highway 10 in the vicinity of the Sherburne County Government Center. Commercial activity as set forth in the Business Park Zoning District is being developed at the intersection of Joplin and U.S. Highway 10. D. FUTURE PLAN 1. Central Business District The Central Business District expansion includes peripheral expansion of the core area westward and infill of commercial activity between Gates Avenue and U.S. Highway 169. Specialized retail activity should be directed to the "downtown" area in the vicinity of Jackson Avenue and Main Street. Professional office and service facilities should be encouraged to provide redevelopment and infill along each of the corridors extending outward from Jackson and Main. The Steering Committee has also discussed issues facing the downtown and offered the following to shape its future: • 21 • The Planning Commission and City Council should emphasize and encourage an early 1900's architectural theme for building exteriors of new, existing and renovated buildings downtown. • A master plan for the downtown should be undertaken and should include the opportunity for compatible residential uses with the principal use of office/retail. • The City Council address parking issues in the C-1 zoning district and give consideration to the era in which some of the buildings were constructed, and, should recognize that it may not be economically feasible for potential new businesses in those buildings to provide the same required number of off street parking spaces as required for new construction. Issues facing the downtown have been discussed by many groups. The Elk River Area Chamber of Commerce CBD Task Force has formulated an action plan to ensure that the vitality of the Elk River Central Business District is maintained. The task force plan was adopted by the Steering Committee and is attached as Appendix II. The City has begun to explore redevelopment options for property along the Mississippi River.This natural resource will need further attention as a key component in formulating a direction for the downtown. 2. Office District The Main Street corridor between U.S. Highways 10 and 169 should continue to redevelop • into office, medical and financial uses. Emphasis on locating parking areas to the rear and placing buildings close to Main Street will enhance the visual streetscape and pedestrian scale of this corridor. The office district extending north along Jackson should continue to the School Street intersection. Since this corridor will have residential on the east side, the type of office/retail use developed on the west side of Jackson will have to respect its residential neighbor. In order for these two office corridors to be successful the City will have to partner with the private sector to facilitate the redevelopment efforts. Furthermore, office development should be "limited" along the U.S. Highways 169 and 10 corridor and should be encouraged along the Main Street and Jackson Avenue corridor. 3. Highway Commercial Highway Commercial has the greatest impact on Elk River because of its size, associated traffic and impact on surrounding land uses. Therefore, future commercial development will have to be reviewed in terms of its appropriate location, design, visual impact to the highway corridor and compatibility with the community. The Steering Committee and Planning Commission have recommended limiting highway commercial development along Highway 169 from extending further north than the 194th alignment on the west side of Highway 169 and 197th avenue on the east side of Highway 169. This "line in the sand" is the point where highway commercial will begin to • transition into more compatible land uses with the existing natural characteristics and residential homes. However, the City Council expressed a desire to see commercial 22 opportunities extended north towards 197th. The City Council did agree with the Steering e ing Committee and Planning Commission that there is a need to buffer the residential if commercial was to occur. With the availability of water and sewer, new commercial development along U.S. Highway 169 between U.S. Highway 10 and 197th Avenue will continue to blossom into Elk River's commercial retail corridor. The planning and development of this corridor will need to be carefully reviewed to prevent the appearance of "strip commercial" ; rather, strive to maintain a high level of aesthetic quality both visually and structurally. The southeast corner of U.S. Highway 169 and Main Street has been an area discussed for future commercial. The amount of land and locational qualities ranks this area as having strong potential for commercial development. Directly across U.S. Highway 169 toward the west, commercial development of a lesser intensity would compliment the surrounding land uses. U.S. Highway 10 has two distinct corridors, the east and west. The east corridor currently does not have municipal water and sewer available. However, the Comprehensive Plan calls for municipal utilities to be extended sometime in the future. The extension of utilities will be determined based on market demands and financial ability to serve this area. In the interim, the key for east U.S. Highway 10 will be to limit commercial growth today allowing future extension of utilities to occur in a cost effective manner. Also, without city services, land values will be slightly less; therefore, attractive to less intense uses such as open sales lots, mini storage facilities, etc. When City water and sewer is eventually extended down this corridor, redevelopment of less intense land uses will most likely • occur. Conversely, west U.S. Highway 10 was included in the urban service area when the 1988 Growth Management Plan was adopted. Utilities are incrementally being extended to serve the western area. The commercial activity along this western corridor is planned to occur primarily at intersections of local streets with U.S. Highway 10. For example, Proctor Avenue, Joplin and either Waco or the Zebulon alignment are planned to be signalized intersections where commercial activity could be developed with good accessibility and minimizing impact on surrounding land uses. Commercial activity along west U.S. Highway 10 will be best characterized as neighborhood or community oriented. In other words, the larger scale commercial developments found along U.S. Highway 169 are not intended to occur along west U.S. Highway 10. The commercial uses are designed to benefit surrounding residential areas, the business park and office development and convenient service demands of external traffic. 4. Business Park The commercial element of the business park should be limited in area and provide support services to surrounding businesses. Commercial should be located at controlled intersections and on the edge or at the entrance to business park developments. 23 5. Neighborhood/Community Commercial The City is currently lacking a "transitional" commercial district that typically occurs in areas to serve an immediate neighborhood or a sub-area of the community. This type of commercial activity could be more compatible than highway commercial with surrounding land uses. Establishment of a community commercial district should be considered to diversify commercial opportunities within the community. Once again, the location of this type of commercial should be located at intersections of collector streets minimizing conflicts with surrounding land uses. E. NECESSARY ACTIONS 1. Establish new community commercial zoning district. 2. Continue to review home occupation ordinance for compliance with commercial goals and policies. 3. Designate appropriate commercial areas on Land Use and Zoning Maps. 4. Review development standards to ensure quality development, particularly along the East Highway 10 corridor. 5. Examine commercial redevelopment opportunities. • 6. Prepare a Central Business District Focus Area Study and Master Plan. • 24 Priority Downtown ReRedevelopment a Attract Reinvestment in the Elk River Central Business District (CBD) # Overall CBD Design I Identify the criteria and scope of a Focus Study of the physical elements of the CBD, including elements of the riverwalk concept ✓ Bring in an outside consultant, if determined necessary, to complete the Focus Study within the scope identified ✓ Examine criteria for additional HRA programs which may provide iincentives to property owners to implement the results of such a Focus Study i.e., signage improvement program, CBD marketing program, partnerships with local banks, building rehabilitation program ✓ Review the zoning and land use plan for the CBD as part of a Focus Study to determine if changes are appropriate i • Downtown Continued 110 Redevelopment Sites ✓ Outline the criteria which will be used to identify redevelopment sites within the CBD ✓ Undertake the identification and prioritization of these redevelopment sites ✓ Implement a redevelopment and marketing plan for each of the prioritized sites • • • Downtown RedevelRedevelopment Continued •► Finance and Marketing ✓ Outline the criteria and scope of a Market Study which will, in part, help to identify viable business opportunities for the CBD I Bring in an outside consultant, if determined necessary, to complete the Market Study within the scope identified I Distribute the results of the Market Study to potential developers to attract specific businesses to the CBD • I Support the use of available financing tools such as TIF to aid in redevelopment of these identified sites I Utilize the Internet to market and advertise the CBD to specific retail and other business uses which are to be identified within the Market Study ✓ Partner with financial institutions to establish programs, if necessary and appropriate, to implement action steps based upon results of the Focus Study and Market Study I Create a positive method for ongoing communication with the Chamber of Commerce, Rivers Edge Downtown Development Corporation, and all CBD property owners regarding relevant issues within the CBD ✓ Support all groups efforts to coordinate retail promotions within the CBD ✓ Complete the redevelopment project at the corner of King Avenue and Main Street I Work with CBD businesses to address parking needs and issues • EXHIBIT A ELK RIVER AREA CHAMBER OF COMMERCE CBD TASK FORCE REPORT TO THE BOARD OF DIRECTORS EXECUTIVE SUMMARY By virtue of a chamber-sponsored survey of civic and opinion leaders, various issues emerged which required additional discussion and future action plans. One survey issue that commanded more attention was the vitality of the Elk River Central Business District (CBD). A task force was formed, comprised of the following members: John Houlton, Chair(First National Bank of Elk River), Bruce Dalchow(Champion Auto), Pat Dwyer (Elk River EDA), Dave Hanson (District No. 728 Area Learning Center), Bob Minton (Elk River Planning Commission), Gene Schuldt (Elk River HRA), Jim Tacheny (Elk River Planning Commission), and Bill Rubin(City of Elk River). Various recommendations or action items have been identified by the CBD task force and are outlined in greater detail in this report. To successfully implement a course of action for these issues, it will require a strong commitment from the chamber leadership/membership, downtown businesses, and the City of Elk River. This "public/private"partnership will go a long way in addressing the items outlined by the CBD task force • Although the retail base has shifted to the Highway 169 corridor, Elk River's Main Street CBD remains as a highly identifiable focal point for the community. Downtown Elk River represents a substantial share of the local economy- it represents jobs, tax base, municipal investment, and business. One could suggest that a CBD is a barometer of the community's overall health or vitality. Consequently, retaining the vitality of Elk River's CBD should be a high priority for both the Area Chamber of Commerce and the City of Elk River. TASK FORCE FINDINGS/RECOMMENDATIONS The CBD task force met numerous times and identified various issues linked to the vitality of downtown Elk River. The findings of the task force are divided among two categories: business-related and city-related. A civic organization such as the Chamber of Commerce will likely play an important role where certain issues overlap both categories. BUSINESS-RELATED • Work Together* No one individual, company, or civic/public organization can address the ongoing challenges in an older downtown area. To successfully retain the vitality of Elk • River's central business district, a group effort is necessary. This will no doubt take *Recommendations that appear on both lists cbdtask • the form of a"public/private"partnership. Similarly, businesses along Main Street or Jackson Avenue should consider working together as a single group too. • Capitalize on What's Downtown* Downtown Elk River has a wide array of retail, service, and financial institutions. Many residents might be surprised to find the number of service providers in downtown Elk River too. This retail-service mix of businesses should be expanded even further as diversification helps strengthen the existing economic base of a downtown. • Establish a Downtown Association/Revitalize Existing Organizations Many individuals and organizations have an important stake in the vitality of a downtown area. In order to successfully implement many of the findings of the CBD task force, it may be necessary to establish an energetic organization. This organization may also address the need for businesses to work together more closely. If creating a new organization is not a solution, then existing organizations already in place should be revitalized. If the mission of these organizations are in need of re- evaluating, that should be done as well. • Offer More Events Downtown Marketing the downtown's unique characteristics to residents, shoppers, investors, • and new businesses creates a level of activity that helps re-establish the downtown area as the center of community activity. Several of the downtown businesses have sponsored individual events throughout the year but there's room for additional events. • Expand the Service Base* Although many retailers exist in downtown Elk River, another key component is its service base. More health care providers - doctors, dentists, chiropractors, and professional users, attorneys, abstract companies, real-estate agents, etc. should be encouraged to expand their operations downtown. To ensure the success of this strategy,the City will play a key role. Its HRA/EDA may have to be the catalyst in order to absorb the up front costs of a redevelopment project. The service base, whether medical or professional, attracts a strong customer base and customers translate into shoppers and buyers. • Emphasis Service Service is an intangible item that more and more customers are demanding. For that reason, it is no surprise that service sells, again and again. Customer service is a mind set and downtown businesses need to have this reinforced to them. CITY - RELATED • • Create A Master Plan For the Downtown •Re:ommendations that appear on both lists cbdtask • The City should commit to a"master plan"which includes such things as landscaping, parking lots, signage, and anticipated pedestrian patterns. An opportunity exists in a master plan to identify some common threads - such as signage or certain landscape elements. Once put in place, the common themes could reinforce Elk River's downtown own identity -that of a"village square". • Commit Public Funds Public funds, regardless of how scarce, should be committed to downtown redevelopment opportunities,public space opportunities or to infrastructure projects as they emerge. Public funds may take the form of tax increment financing, the HRA annual levy, or the EDA's supplemental micro - loan fund. • Provide Access to the River Work is currently underway to plan, design, fund, and construct a pathway along the Mississippi River in the Elk River CBD. This project has great potential and will go a long way towards helping residents, shoppers, and visitors rediscover a long - neglected asset-the Mississippi River. Preliminary designs of the pathway are beginning to emerge and its construction is recommended. • Establish Off- Street Parking Standards/Evaluate Building Code Restrictions in the CBD • The CBD task force recommends that the City of Elk River explore the easing of off- street parking requirements in downtown Elk River. In addition, the Uniform Building Code may represent a barrier to most businesses or investors seeking to renovate or upgrade buildings in the downtown. Additional businesses may be attracted to the CBD if these restrictions were eased. However, there is a delicate balance between easing the restrictions at the expense of public safety issues. • Work Together* Elected and appointed officials will play a vital role in shaping a true "public/private" partnership. • Expand the Service Base* Through its zoning controls,the City of Elk River will play a large role in determining the appropriate mix of businesses in the downtown. If additional property needs to be rezoned to accommodate more service providers, the task force recommends this course of action. • Capitalize on What's Downtown* Through its financing programs, the City of Elk River may play a large role in helping retain the businesses currently located in the CBD. Loan fund polices may have to be re-evaluated to enable greater access to the supplemental funds by • downtown businesses. Perhaps zero interest loans could be made available to downtown businesses - only if the businesses agree to retain some historic or architectural character to their renovations. *Recommendations that appear on both lists cbdtask • The CBD task force recommends that the Chamber Board of Directors accept this report - with revisions, if necessary. Following its acceptance, the action items related to downtown businesses should be presented to a group that represents downtown concerns. This group may be the Elk River Downtown Development Corporation. Another avenue to communicate these issues is that of an"open invitation"to all businesses in the downtown. Similarly,the City-related issues should be presented to the Comprehensive Plan Steering Committee as part of its assignment of updating the Comp Plan. As necessary, issues that are broader in scope should be forwarded to the City Council for consideration and action. • • • *Recommendations that appear cc both lists cbdtask ITEM NO. 5 ELK RIVER CENTRAL BUSINESS DISTRICT (CBD) REVIEW/DEFINE CBD BOUNDARIES Elk River's CBD is perhaps best defined as a core area at, say, Main Street and Jackson Avenue. The core area has multiple extensions from it. These extensions include: • The East Main Street office corridor which connects the CBD with the highway commercial uses at U.S. Highway 169; • The Railroad Drive/3rd Street NW area; and, • The Jackson Avenue corridor - which runs north/south from U.S. Highway 10 to School Street. Each corridor has its own unique characteristics. For example, the East Main corridor is primarily single family residential that is currently undergoing a transformation into office uses. This has • required the displacement or demolition of the single family uses prior to the construction of the offices. The city/HRA has played an active role by way or redevelopment grants to ensure that this corridor emerges as planned. The Railroad Drive/3rd Street area is characterized by existing commercial/governmental/medical uses. Redevelopment opportunities exist in this area to connect it with Gates Avenue. The Jackson Avenue corridor perhaps represents an emerging zone which may connect the CBD to the Elk Park Value Center and other Highway 169 users. The east side of Jackson is a mix of commercial and residential uses. The west side has some vacant commercial sites as well as a potential redevelopment site where Morrell Transfer exists. Barriers or constraints to development in the Elk River CBD include: • The Mississippi River; • A river crossing (Otsego bridge); • U.S. Highway 10; and, • The railroad tracks. While these features present challenges to the CBD, Elk River is in an enviable position when compared to other "suburban" communities ithat are currently exploring initiatives to establish a central focus or • an identity. Capitalizing on the CBD's strengths will be a key to ensure the long-term success of this critical area. II. EXISTING USES IN THE CBD Existing uses were identified at a previous Steering Committee meeting. Please refer to a handout on this topic in the agenda packet. In addition, a color coded map identifying the various uses in the CBD will be available at Thursday's Steering Committee meeting. The Elk River CBD is anchored by financial institutions, drug stores, automotive, professional, hospitality, medical providers, and a wide array of service providers. While the retail base of the community has clearly shifted toward Highway 169, the CBD remains an excellent area for the previously-identified uses. Preserving the CBD's existing base and expanding on it represent both challenges and opportunities in Elk River. III. PRESERVATION OF CBD'S CHARACTER • A fundamental role of a city is to preserve its character - be it historical, cultural, recreational, etc. Elk River's CBD stands in contrast with other CBD's relative to its historical perspectives. Given the lack of true historical buildings in the CBD, the city and the respective property owners should not overlook the other characteristics which help create a sense of place in the CBD. These characteristics include signage, lighting, sidewalks, streetscapes, landscaping, etc. IV. PARKING ISSUES Municipal lots are maintained in Jackson Square, the former railroad property running parallel with U.S. Highway 10, the lot behind Kemper Drug and Champion Auto, and the lot along Railroad Drive. Two of these lots were improved in recent years by the HRA. The lot behind Kemper Drug is scheduled for improvements this year. It is likely that the Railroad Drive lot will be improved in 1996. It is not practical to expect existing businesses at the CBD core (Main • and Jackson) to provide off-street parking. However, as one moves out from the core, some minimal parking standards should be required for 110 each use. Moving out even further, perhaps commercial users are required to meet or exceed the city's off-street parking standards. As future opportunities are presented, the city/HRA should consider adding to its inventory of off-street parking lots in the CBD. V. RIVERFRONT INITIATIVES The Mississippi River in Elk River's CBD is an overlooked asset. Work is currently underway to explore and plan for the construction of a pathway along the river in the downtown area. If successful, this pathway may serve many purposes, including: • Adding to the CBD's character; • Reinforcing the community's sense of place; • Creating a place for activity in the CBD; and, • Establishing the basis for a showpiece in the city's multi-use trail system. Issues such as design, cost, phasing, and sources of funding are • unresolved with this proposed riverfront trail. However, in order to reinforce the CBD's sense of place for the community and its residents, a high priority should be placed on this project. VI. REDEVELOPMENT OPPORTUNITIES Numerous sites in the CBD and the surrounding area present themselves as redevelopment opportunities. These sites include: • Northwest corner of King and Main; • Southeast corner of Lowell and Main; • Highway 10 corridor from the Main Street/10 intersection to the Proctor Avenue and 10 intersection; • Jackson Avenue - Railroad Drive - 4th Street triangle; • Southwest corner of Jackson Avenue and School Street; • Railroad Drive/3rd Street towards Gates Avenue; and, 410 • East Main Street. LETTER TO THE EDITOR (UNPUBLISHED) oP I I 0TEN IDEAS TO KEEP ELK RIVER'S DOWNTOWN A FOCAL POINT The announced closing of Johnson's Family Apparel in Elk River, Monticello, and Buffalo likely came as a surprise to many. Tothe closing is yet another chapter in the retailing saga that pits small,locall -owned businesses against general merchandisingy doubt affect other businesses in Elk River. Perhaps the closing will signalon's closing gnno a call to action to the downtown businesses, civic groups, and elected and appointed officials. Should this occur, here are ten good ideas to keep Elk River's downtown an active and growing place. The ideas are intended to serve as a good starting point should a leadership group emerge to further explore these issues. Although no s.olutions are offered, many of the suggestions are obtainable if time and scarce resources are committed. • 1. Create a Master Plan for the Downtown - Many first and second-ring suburbs throughout the Twin Cities are currently undertaking exercises to create a focal point for their respective residents. The focal point that is hoped for through these exercises will likely be a "town square" concept. What Golden Valley, Eden Prairie, and Maple Grove hope to create is a "downtown". Elk River already has what these communities are hoping for. It has a main street, complete with a • vehicular speed limit and pedestrian flow. Sometimes these are taken for granted and some of these quaint elements are not appreciated until they are lost. The City and downtown property owners should commit to a "master plan" which includes such things as landscaping, parking lots, signage, and the Highway 10 and Burlington Northern corridor. No property owner wants to be pinned down to a plan that suggests that his/her property should be reserved for, say, the next jewelry store or shoe store. Those uses may never emerge. However, an op ortunto identify some common threads - such as signage orpcertain exists landscape elements. Once put in place, the common themes should reinforce downtown's own identity - that of a "village square". The Elk River Housing and Redevelopment Authority (HRA) is expected to retain the planning and landscape architecture firm of Hoisington Koegler Group to assist a volunteer committee in a project downtown. Assuming this project reaches fruition, the contract with Hoisington Koegler should be extended to address other issues downtown - culminating in a master plan. 9. Provide Access to the Riverfront - Last fall, the HRA allocated 1995 • budget funds toward the planning and design of a pathway along the Mississippi River in the downtown. A volunteer committee has been formed and a design firm (see above) has been selected for this exciting proposal. A great opportunity exists to reintroduce the Mississippi • River to the residents, shoppers, and visitors of Elk River. Funding will no doubt be a major consideration in making this pathway a reality. Theories have been discussed ad nauseum and it is time to have a tangible product from the Committee's efforts. Future segments of the pathway may connect the downtown area to the Babcock;rest area. Still other segments may connect it to other multi- use paths that exist in Elk River. 3. Capitalize on What's Downtown - Spend a half hour downtown some day and you might be surprised on what you discover. Certainly Elk River's downtown is anchored by many great financial institutions. Sandwiched between the banks, you will find many retailers and exceptional service providers. They include sporting goods stores, drug stores, automotive stores, a bakery, and a frame shop/gallery, etc. Services include a massage therapist, legal and medical providers, a print shop, and a travel agency, etc. There is a lot to discover in downtown Elk River. You might be amazed the next time you stop in at Kemper Drug and see firsthand what's exactly there. While the retail base has clearly shifted to US Highway 169, downtown Elk River is still an excellent location for many services. • Let's capitalize on them. 4. Work Together - No one individual, company, or public organization can address the ongoing challenges in an older downtown area. This will take a group effort - one that can best be described as a "public/private partnership". On a related note, businesses along Main Street or Jackson Avenue might consider working together as a single group too. Time is a precious commodity and it seems as though everyone is busy trying to earn a living. However, in some cases, working together may mean the difference between one's economic survival or demise. 5. Commit Public Funds - Here's one that will no doubt stir some discussion. Elk River is a growing community with a seemingly endless list of projects. Public funds, regardless of how scarce, should be committed to downtown redevelopment opportunities or to infrastructure projects as they emerge. The City or its economic development-redevelopment arms should not be the buyers of last resort. Investing in speculative real estate transactions is not recommended either. However, as redevelopment opportunities • present themselves, public agencies like the HRAI'ED A should be the conduit or catalyst between the seller and the end user. Let's face it, redevelopment projects are a challenge. That's why it's easier to complete a project on a vacant parcel of land. In the downtown, the value of land is at a premium. Often times it is purchased with an existing structure on it that is at the end of its economic life. Add in some demolition and site preparation costs and a developer is faced with a project that is not economically feasible. The role of an EDAJHRA is to absorb some of the those costs to ensure that investment or reinvestment occurs downtown rather than along a highway corridor. An emerging project that will no doubt require an infusion of public funds is the Mississippi River Pathway (see above). 6. Offer More Events Downtown - Another sign of spring is the return of the Farmer's Market. How appropriate for a community with the slogan, "Where City and Country Flow Together"! The market is still evolving, but it's in its third year and many businesses will admit it brings customers into their store. Let's encourage similar activities. On that note, there are certainly more opportunities to offer weekend or one-day events. Several of the businesses downtown have stepped forward and sponsored individual events on a Saturday morning. Still other businesses have been involved in the early morning meetings to • plan these events. The companies and individuals responsible for the promotions are to be commended. Additional activities and events have a way of attracting families, and who knows, while they are downtown, they might stop in and make a purchase somewhere. 7. Establish Off-Street Parking Standards - It has already been mentioned that the price of downtown property is at a premium. A new business that seeks to open downtown cannot be expected to achieve the off-street parking standards that are currently found in the Zoning Ordinance. Not providing any parking is a double-edged sword too. That's why public parking lots exist in the downtown. However, the Planning Commission must resolve to evaluate how much off- street parking is considered adequate. In addition, public parking lots have been upgraded by the HRA and the plan is to continue the upgrades. 8. Establish a Downtown Association Previously, the need for more events downtown was identified as an idea to keep Elk River's central business district a focal point. Sponsors have underwritten the cost of these events, and, still other businesses have contributed prizes or merchandise to help make the events successful. Perhaps this speaks to the need for a creation of a downtown association, wherein all businesses would contribute funds to these events. An association may also address the need for businesses to work closer together. There's strength in numbers, and if a group speaks as a "downtown • association" then that voice will likely be held in higher regard. If the businesses in Edina - at 50th and France, or the businesses in Uptown Minneapolis - at Lake and Hennepin, can successfully organize business associations, then that model can work in Elk River. 9. Emphasize Service - More and more, customers are expecting greater service. For that reason, it is no surprise that services sells, again and again. Customers will go out of their way - a long way - for service. National retailers won't repair things, nor will they carry one-of-a-kind items. Those two illustrations can be found occurring everyday in downtown Elk River and across America for that matter. Service is one of those intangible items that spells the difference between success and just getting by. If residents and visitors believe that customer • service is alive and well in downtown Elk River, half the battle has been won. 10. Expand the Service Base - The Elk River Mall and the Elk River Valu Center command much of the retail base in the community. In fact, much of the downtown area is driven by a strong service base. This sector should be expanded. More health care providers - doctors, • dentists, chiropractors, and professional users - attorneys, real estate agents, etc., should be encouraged to expand their operations downtown. To accommodate this, the EDA/HRA may have to be the catalyst alluded to earlier. To ensure that reinvestment occurs downtown, some of the up front costs of a redevelopment project will have to be absorbed by these agencies. The service base, whether medical or professional, attracts a strong customer base and customers translate into shoppers and buyers. Summary Ten ideas - some obvious - some not so obvious - to keep Elk River's downtown a focal point. Many require time and money, but all of them require a commitment. That commitment starts with all parties - businesses, civic groups, and public officials agreeing that something needs to be done. From there, anything may be possible. William (Bill) Rubin Jackie Schuelein Economic Development Coordinator Executive Vice President City of Elk River Elk River Area Chamber of Commerce •