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2.0. HRSR 03-10-1998 Final Plan Report 22 September 1997 • • mgr. • i,ti' R ;•_ ele?. .',4, • .i !- , A New Bridge . --.- .^ .4. — Revitalizing Monticello's Downtown and Riverfront Submitted to: Monticello Community Partners and The City of Monticello, Minnesota Prepared by: Hoisington Koegler Group Inc. SMSQ Architects SEH, Inc. • Maxfield Research Group Ehlers and Associates Susan Worthley, Marketing and Promotions Credits This plan was created with the guidance and insight of many groups and• indi- viduals, all of whom have demonstrated a sincere committment to the Monticello community. Their participation thoughout the planning process gives great hope to its lasting impact. Apprieciation is given to the following groups: Monticello Community Partners Board of Directors Design Committee Economic Restructuring Committee Promotions Committee City of Monticello Housing and Redevelopment Authority City Council Planning Commission • City Staff The community played a very significant role in the creation of this plan. Through four community workshops and one community presentation, they helped shape a plan that is a strong reflection of the Monticello community. Their participation is the very basis of this plan,and their role cannot be under- stated: Without the community,this plan could not have happened. • On the cover... A watertower is one of the lasting symbols of a community and a true element of identity, espedally for a communty that sees itself as small town. This plan for • revitalizing the downtown and riverfront area highlights the future of Monticello as a small town, recognizing that symbols and a strong sense of identity are as impor- tant as the more tangible elements of a downtown. A New Bridge • Revitalizing MonUa1o's Downtown and RMer/ront �^� Page I Contents Part One: The Beginnings of a Plan A Downtown Page 1:1 Monticello Community Partners Page 1:2 Vision and Guiding Prindples Page 1:3 Conditions Page 1:8 Part Two: The Basis for a Plan Desired Future Page 2:1 Explorations Page 2:2 Part Three: The Plan Framing the Future Page 3:1 Guidelines Page 3:27 Part Four: implementing the Plan First Steps Page 4:1 • Financing the Plan Page 4:11 Links to Implementation Page 4:21 An Implementation Strategy Page 4:25 Indicators Page 4:36 Part Five: Appendices to the Plan Appendices, including reduced copies of the original drawings created in support of this plan, are bound into a separate document which is available for inspection at the City of Monticello or the offices of Monticello Community Partners. • A New Bridge ` Revitalizing Monticello's Downtorm and Riverfront Page l! • .rte r•� .. ',e fI} . ?tsitI! M • . qii-ft4' Part One . -- The Beginnings of a Plan A Downtown Page 1:1 .., providing a reason for undertaking a process to revitalize the heart of the Monticello community Monticello Community Partners Page 1:2 ... guiding the creation of this plan with the insights of a group focused on enhancing the business and social life of the Monticello community Vision and Guiding Principles Page 1:3 ... defining a path to guide the community to its goals for the downtown and riverfront 411 Conditions Page 1:8 ... understanding what exists so that we plan in the context of today's Monticello A Downtown... Most likely, everyone either remembers or has heard one of their neighbors talk of Monticello's past and the way that its downtown was the focus of the community. In 1997, downtown Monticello still exists, but some of its vitality • — its "busy-ness" — has been lost. It is a sign of the times, maybe, as the pace of society changes; we trade our memories for convenience, variety, and more time for ourselves. We still see Monticello as a community though, with residents who believe in the small town qualities that it still possesses. But when we look for the center of this community, we find a downtown that no longer fulfills the town's need for a"heart and soul." Even today —or maybe especially today — small towns need to refresh their sense of community and rebuild the traditions that tie them to their place. Our common task must be to bring vitality back to downtown, rebuilding a strong sense of a Monticello community at the same time. It is not starting over— it is not"redevelopment." There may be elements that are so sorely dysfunction- al that their continued existence threatens the whole. But there are other ele- ments that contribute so much to the whole that their loss could never be over- come. We need to "revitalize"Monticello's downtown and riverfront, building on what works, what is good and what is cherished; we need to restore to it the qualities so essential to its life, and to the life of the community. • jt(Fk ti.. i �^ t iii • "- • 7,t1:1 I11 . , ?t i .. >.. .o-.. 'PY` ys SwF..•: '�`,.,,,.,.. .. Downtown Monticello,dro 1900. Wright County tits-tonal Sodety Elements of a good downtown are still partly visible in Monticello. But we need to rub off those elements that no longer contribute in order to reveal the elements that reflect the true spirit and character of a vital community. Once that is accomplished, the text will tell the real story of this place. • A New Bridge • Revitalizing Monticello's Downtown and Rtverhunt .T"`21 Page 1:1 Monticello Community Partners This is a plan that has everything to do with the Monticello community largely because it was the community that recognized the need for another look at their downtown and riverfront; it was the community that initiated a process for considering the area's future; and it was the community that defined the • most appropriate directions for change. Monticello Community Partners, a grass roots business and social development non-profit organization, took up the charge of downtown's*future as one of its primary tasks. This plan is viable because the community, through MCP, evaluated its actions at several key points; it is meaningful because they shaped it to become a true reflection of the spirit of the Monticello community; and it is realistic because it defines what the community desires in reasonable,yet visionary, increments. The Downtown and Riverfront Revitalization Plan is only one of the charges of the Monticello Community Partners. MCP has identified a mission to guide its endeavors: Monticello Community Partners is a broad-based organization whose goal is to enhance the quality of life in the greater Monticello area. This organization will work with both private and public sectors to foster a friendly business and recreational environment and to upgrade the quality of jobs and services and the variety of goods offered in our community. Monticello Community Partners literature In addition to MCP, this plan has been supported and guided by city staff, elected and appointed public officials and unaffiliated interested community members. The community participated in a series of workshops to provide • input and evaluate potential directions for the downtown and riverfront; inter- views were conducted to define individual perspectives on the downtown and riverfront area; MCP Board and committee meetings were used to refine direc- tions and ensure a good fit to the community; and discussions with many com- munity members provided a level of insight that could not be gained in a for- mal setting. It has taken the time and effort of many dedicated members of the Monticello community to arrive at a plan for its downtown and riverfront; it will take the commitment of all community stakeholders to bring this plan to life. The participation of so many individuals in shaping the plan is one of the best indicators of its ultimate success. While this plan has been a strong focus for MCP, its future efforts will likely continue to find ways of integrating this plan with other community improve- ment efforts. • ii •_ ANew Bridge Revitalizing Monticello's Downtown and RIverlront Page 1:2 Vision and As we consider a plan for Monticello's downtown and riverfront, we are Guiding Principles tempted to look at the community's past, remembering the vibrancy of the area • from a time when downtown was the true center of the community. We can use that as a starting point, but we are planning downtown's future, not giving a history lesson. So we look forward, to what Monticello's center might again be, and we plot a course that leads us to that future. As we begin to plan, we must first set out where it is that we want to be; the Monticello community defined that future in its vision for the downtown and riverfront. The community initiated a process of envisioning downtown's future in a com- munity workshop facilitated by Theresa Washburn prior to the start of this plan. Participants identified a list of 20 elements that would be needed to achieve their"perfect Monticello:" • weekly farmers/artisan market in town • development of commercial areas on the riverfront including spe- cialty shops, cafes, restaurants • community center in downtown • less non-essential traffic through downtown • specialty shops in the downtown area • spillway on the river to make it usable for more sporting and recreational activities • aquatic center within community center • consistent theme or"look"to downtown and retail areas • development of natural areas on the river to create a serene setting • well planned, attractive,convenient parking lots • downtown as a business complex with combinations of businesses • including professionals and service oriented businesses • large commercial anchor on river, hotel as a prime example • town square for information and gathering place • unification between downtown and other business areas • walking path, sidewalk connection from business areas to residen- tial areas • signs at entrances of downtown designating the commercial dis- trict • Memphis style bistro/blues bar • promote Monticello as small convention center • canoe and kayaking with shuttle services in town • flowers planted in commercial areas Overview of the Visioning Workshop (conducted by Theresa Washburn,January 1996) Through the five-part community workshop process facilitated by MCP and Vision Statement Hoisington Koegler Group Inc., the community had the opportunity to expand upon their list— adding life to the elements they imagined as part of a perfect Monticello by demonstrating how people of the community become a part of the downtown and riverfront. The vision broadly describes their intentions for the downtown and riverfront area, in ways that are not prescriptive or regulato- ry, but rather, in terms that reflect and reinforce the common desires and values 411) of the community. Their vision will be a way of achieving stability while A New Bridge • Revltaltting Monticello's Downtown and RIverfront• - Page 1:3 allowing for positive change. It paints a picture using broad strokes and per- mits everyone to share in what the downtown and riverfront will become. Of all the Monticello community wants to accomplish, it can be best summarized • in this statement of vision: When we look to the future of Monticello's downtown and river- front, we will see something quite different from what exists today, although it will still be familiar to us. We will see down- town as a vital part of our community, strengthened by its con- nection to surrounding and distant neighborhoods, integrally tied to other commercial areas, and viewed by residents and visi- tors as the focus of community life. It will reflect our communi- ty's character and traditions, and its activity will echo our spirit. Downtown will be a place of activity, a place that will be attrac- tive to visitors because of the way we use it. Downtown will awaken with the sunrise, and will not close until well after dark. In many ways, it might become like a merry-go-round — lively, energy-filled and in constant motion, stopping only briefly to take on new riders. It will be a place where we shop, work, play, and meet our friends, neighbors and business associates, and it will be the place where the community comes together for the civic functions of Monticello. When we gather, it might be for a planned event that unites the entire community, or it might be a more casual, serendipitous assembly of just a few of us. But whenever we go to downtown, and for whatever purpose, the focus will be on the people of Monticello. • The character of our downtown and riverfront will be a reflec- tion of ourselves and our environment. It will focus on the River, embracing it as a resource and valuing it as an attraction. Our heritage as a community will be demonstrated in downtown, with buildings that lend a sense of permanence and public spaces that encourage celebration and participation. The beauty of our downtown will be balanced with its function, which will ensure that the beauty we anticipate endures. Our downtown and river- front will be a place that attracts people to visit, encourages them to spend time, and welcomes their return. We will accomplish this vision through cooperation, partnerships and tough decisions. In the end, our downtown will stand as a testament to our community's ability to agree on what we need and desire, and our resolve to make it happen. When we come together in downtown, it will serve as a constant reminder of our commitment to maintaining the life of a great small town as we grow. This vision becomes our road map to a future that fits Monticello's downtown and riverfront. It is engaging and inspiring because it: s•-r • "A_ A New Bridge - Revitalizing Monticello's Downtown and Rlvedront Page 1:4 • is based on a shared understanding of what the community desires for its future. 4111 • looks to current conditions and community traditions for clues to the most appropriate future. • orients the community to the future, even to a future that is twenty years distant. • requires imagination, recognizing that the direction it sets will become the reality of the future. • will be used as a tool for evaluating proposals, projects, ideas and new directions. • will be an anchor during conflict — a way of finding common ground and shared values. • becomes a basis for coordination and cooperation. • is a source of energy and enthusiasm for maintaining a commit- ment to the future of Monticello's downtown and riverfront. The vision statement provides a broad look at Monticello's downtown and Guiding Principles riverfront, and inspires the community to move forward. To further define the path to the area's future, principles were established to guide revitalization efforts. They represent the basic directions for the downtown and riverfront plan and begin to demonstrate the basis for resolving issues related to develop- ment and enhancement of the area and moving forward with consistency and coherency toward the vision. The principles that will guide this plan are: Commerce A good place to do business... • Downtown should be the place where the Monticello community con- • ducts its personal, professional and civic business activities. Even as other areas exist to provide goods and services, this area must be rec- ognized as the business center of Monticello. Downtown needs to attract and support quality businesses in an environment that allows them to thrive, and it needs to offer the range of goods and services that the growing community demands. Community A center for community... • Small towns need a heart, and for most, they find it in their down- towns. For Monticello, downtown should be its heart—and it should be the focus for community life. In downtown, the traditions of Monticello should be celebrated and new traditions of community started; people should be drawn here not only because of the goods and services available, but because of its role in binding together the peo- ple of the community in a place that reflects their spirit. Boundary and definition A compact center... • Downtown should feel like the"center" of the community. There must be a distinct boundary —once crossed, you are in downtown. Density of development in downtown will be the best boundary marker, as well as the strongest clues for arrival at the center. A boundary should be defined to encourage the best use of the limited available land, and the boundary should not be expanded simply for the sake of growth. • Rather, the boundary will reinforce the need to plan and build with A New Bridge • Revlta'Ding Mont!cello's Downtown and Rlvenfunt - Page 1:5 foresight and consideration and with an emphasis on long-term value. Once within this boundary, the intensity of development will make downtown interesting, inviting and exciting; its compactness will keep it walkable and in scale with the Monticello community. • An identity related to Monticello... Character • While it is not obvious, Monticello has a character that is uniquely its own. As the downtown and riverfront redevelop, it must happen in ways that reflect the spirit of the people and the place. We must look to patterns of the larger landscape, elements of the built environment, events in the community's history, and culture and heritage of the peo- ple to find the character that fits. But when the first brick is laid in a revitalized downtown, it(and all that follow) must say"Monticello." A transportation"web".. Transportation • Getting to and around downtown are the same thing in today's down- town. In the future, people might drive to downtown, but once there, there will be enough reason for them to leave their cars and walk from between destinations. In the future,they might not drive to downtown; rather, they might walk, bike or utilize some form of local transit. The downtown of Monticello's future should rely on a transportation"web" which allows for ease of movement into and within downtown, with less reliance on the car wherever possible. A mix of uses... Uses • Historically, downtown was home to a number of activities—grocery and hardware stores, a department store, banks, cafes and bars, a • plumber's shop, auto dealers, apartments over stores, and many others. Even though they might have caused problems for one another on occasion, they worked together, and at times, even thrived. Downtown is still a place where a number of activities can occur at the same time, and in doing so, they reinforce the life of the downtown and the com- munity. A key to a successful downtown is a good mix of compatible uses; we need to find a way for a new mix to work together. Embracing the River... Natural Features • America's great river, the Mississippi, flows through Monticello next to its downtown. However, there is little recognition of this resource, and no strong connection between downtown and the river. This rela- tionship should be the jewel of the downtown—one of the things that sets Monticello apart from most towns, yet links it to others, and cre- ates an attraction for both regular and occasional visitors to downtown. Any development of the riverfront must recognize the yearning people have for access to the river; their desire to be close to it might damage the resource they so cherish. We must treat the river's edge with respect, and develop near the river with great care for the resource. Downtown's neighbors... Neighborhoods • Downtown can only be as healthy as the neighborhoods surrounding it. The edges of downtown will affect nearby housing areas; this is typi- • A New Bridge • Revitalizing Monticello's Downtown and Riverlront Page 1:6 cally where conflicts between uses cause the decay of adjacent housing value. By maintaining a distinct edge to downtown, the neighborhood remains stable, the homes at the edge become valued for their proximi- ty to downtown, and the edge created yields an identity to the neigh- borhood as well as to the downtown. Even with a distinct edge, down- town must be strengthened through solid connections to its neighbors. The neighborhoods themselves must be made stable, distinct and desired to keep themselves, and therefore downtown, vibrant and vital. Events A celebration of • Annual events like Riverfest are anticipated by the community as it community,everyday... approaches every year, and it builds a legacy of what a small town cel- ebration should be. An event like Riverfest should happen only once a year, keeping it the highlight of community events. In Monticello's downtown and riverfront, however, events should happen on a more frequent and regular basis, and provide an attraction for young and old, residents and visitors, families and individuals. These events should provide something to do over lunch, or a reason to stay in downtown for an hour or so after work, or an event to enjoy with families and community in the evening. They should also provide a way for the community to showcase its special talents and skills, thereby building on the traditions of a great small town. Night Life Life after dark... • Downtown will be the one place in Monticello that will not close until well after dark, but in order to maintain a sense of activity after the iworkday, the establishments that provide the entertainment activities must be clustered in downtown. Not all downtown visitors will be looking to be entertained, but will instead seek their own entertain- ment. In this case, downtown should provide for more passive, serendipitous (and free) activities such as strolling, watching people, viewing the river or listening to the community band. Commitment Partnerships for mutual benefit.. • The revitalization of Monticello's downtown and riverfront will be complex, possibly controversial and potentially costly. However,there is no way downtown can fix itself, and its continued decline will spell even greater problems for the community. The community, through this process, must define its desires and intentions for its downtown and riverfront, work to evaluate proposals to ensure consistency with their vision, and stand ready to support the plan when implementation becomes imminent. Private sector developers and business people must see themselves as a part of the community, and they will need to be made aware of the community's vision and be given an opportunity to respond creatively. And the City must bridge the gap between what the private sector can reasonably accomplish and what the community has defined in its vision. The commitment of all three parties is critical to the success of a partnership that benefits the entire community. • A New Bridge — Revital zing Monticello's Downtown and Rlverfront - Page 1:7 Conditions We cannot plan downtown's future without a solid understanding of what exists. It is logical to assume that some of the conditions and trends we see today will be important influences in the future, while others may detract from III what is desired for the downtown and riverfront and, therefore, require atten- tion and redirection. This section illustrates where Monticello's downtown has been and what exists now; it provides a basis for understanding what is possi- ble as downtown evolves over the next twenty years. If the key elements are recognized as a part of the planning process, it should allow the plan to be implemented without compromising what is valued and still provide direction for elements that require adjustment. t 3w .i t'r4✓ S' ,76* '1t .it • , " � Stil so .t... ,,, * 41.,, , : , -,. it rti. ... ., 7.1" riot. , .1.....4 . •. ,.. ... '.„- - . `ice try-,- !,i:17•4.,.-1,1 1-• 1 z d .tt, + Ta ; - � • - itA 1.1 t m ca7_„, . .„,..„..„ _ :P '$'101=-- ...1...-1 � 14q p�V •- ems- s"� F, S Y 1 '. 'it A9^ 'h ca : Commerdal uses in Monticello cover an area about three blocks wide between the Mississippi River on the north and Interstate 94 on the south. (1994 aerial photograph) Monticello is a small community located on Interstate 94 about 65 miles from downtown Minneapolis and 30 miles from St. Cloud. It has been experiencing the growth that would be expected due to its location on a major corridor between these larger metropolitan areas. Most people from outside of Monticello know the city as a result of a nuclear power plant that is visible from I-94 just west of the Monticello exits. Many also see the development that has erupted in Monticello in the last decade, but they only see it through their windshields. Few from outside know that the Mississippi River forms a significant part of the city's boundary, that remnants of the original landscape still exist in isolated locations in the community, or that the sense of a real downtown still exists here. Monticello's population in 1993 was 5,293. The City's Comprehensive Plan (dated March 1996) projects growth that will result in a population of between III 7,200 and nearly 8,700 by 2010. Growth has resulted in a development pat- •A New Bridge to- Revitalizing Montkefo's Downtown and Rive:front Page 1:8 terns which resemble a suburb more than a small town—an issue that must be recognized in a plan for Monticello's downtown. 0 The draw area for Monticello was defined as the communities of Monticello, Market Conditions Monticello Township, Big Lake, Big Lake Township, Orrock Township, Becker, Becker Township, Clearwater, Clearwater Township and Silver Creek Township. This draw area was established through an analysis of traffic flow patterns, community interviews with local business owners and a survey of downtown businesses. Population, households and employment in the draw area all experienced substantial growth in the 1980s and 1990s. The draw area had an estimated 30,000 persons in 1995 and nearly 10,000 households. Monticello alone had almost 6,000 persons and 2,200 households. Growth is forecasted to remain strong through the remainder of the 1990s with overall growth rates between 35.0 and 40.0 percent. A forecast for Monticello's growth performed as a part of this study shows that 1,760 persons and 720 households could be added during the 1990s. The remainder of the draw area is forecast to add 7,650 persons and 2,810 households during the same period. Growth is expected to slow during the 2000s, but Monticello is still expected to add 1,000 persons and 500 households while the remainder of the draw area is expected to add 4,000 persons and 2,000 households. During the next five years, Monticello and the remainder of the draw area will experience the greatest growth from the older adult age cohort(persons age 45 to 64). This strong growth is primarily the result of the aging baby boom gen- . 4110 eration, the oldest of which have now moved into the older adult age group. This cohort is expected to increase more than 25.0 percent in the next five year period, resulting in roughly 7,700 persons in this category in the draw area by 2001. The implication for Monticello is that the aging of children will afford adults more time to pursue leisure activities (entertainment, eating out, travel), thereby spurring demand for additional retail in Monticello. Downtown Monticello has experienced a considerable shift in focus during the past five to ten years, leaving the downtown retail core greatly diminished in intensity. Downtown still maintains a presence as a retail concentration, but its importance has been reduced in the short-term as retail concepts have changed. Downtown Monticello is still the financial and business hub of the community. New and long-established businesses continue to remain strong in downtown, but believe that creating a new downtown dynamic will strengthen their ability • * ' i 4, , ' r - .- ., -Ire '4 ''v r may! ^�`i�+J:Y [." µ ,•.1 cr-+ Broadway—Monticello's historic downtown—has diminished in intensity of activity since new retail development has 41) occurred near Interstate 94. A New Bridge ' Revltalfring Monticello's Downtown and Rhrcrlront - Page 1:9 ,./ to prosper in the years to come. The downtown will likely remain the focus on offering neighborhood goods and services in addition to specialty items. Encouraging businesses and activities that will bring people together down- � �� j('r town will begin to create the excitement necessary to develop the vision of It downtown Monticello as a vital place. 4 Industrial development in Monticello exhibits characteristics similar to many other communities in the I-94 corridor between the Twin Cities and St. Cloud. # Monticello has experienced substantial demand from small and medium-sized businesses seeking expansion space and less expensive land than is available f. closer to the Twin Cities. The strongdemand for industrial space currently '.� P being experienced in the Twin Cities is mirrored in development activity in communities in that I-94 corridor— a trend that will likely continue provided •-•"1-....46..r. ' the economy remains stable. Infrastructure... • One of the great symbols of a small town is its watertower—a visual link Workforce and labor issues are key for nearly all industrial businesses. to the entire community, a reference Locating a stable supply of potential workers is increasingly difficult; most point throughout the surrounding land- employers are currently relying on a labor force which is not immediately scape, a physical connection to every home and business, and a manifesta- available in the Monticello area. Also, a significant proportion of Monticello tion of a community's commitment to residents are employed outside of the community, many of whom commute move forward together. In Monticello, daily to the Twin Cities or St. Cloud. Encouraging workers to live in the back-up watertower is located in the heart of the community — in its Monticello proper may be difficult due to limited housing opportunities, but downtown. when possible and when shopping opportunities exist, these people usually become downtown consumers. Therefore, as the community looks to revital- ize its downtown, it must also address the needs in residential development. Commuters have access to larger commercial centers close to the Twin Cities, • which diminishes their attraction to downtown for certain types of goods and services. This plan will not change the shopping habits of all Monticello resi- 1� !1 ;- _, l dents,but the presence of a larger population increases market opportunities- �#41 �r , �' i some of which maytranslate into a wider varietyand number of downtown � .-4`' `- =.r'�: businesses. _ p Broadway... 4' • "Main Street" has changed, but it still feels like the center of town. While the integrity of some buildings has been diminished by changes, they still say "small town" in their scale ands form. As changes are considered, and ? . i * s as new buildings dreplace those that no longer function well, they should reflect the true character of Commuters have opportunities for shopping In Maple Grove and Plymouth,but a growing population base may translate Monticello, without losing the small into expanded retail development in Monticello. town scale they still present. Physical Conditions Monticello's physical environment is not atypical of many small Minnesota communities. Market forces have fragmented the commercial areas, with more contemporary retail centers springing up near I-94 in the last 25 years; while the traditional downtown has lost some of its vibrancy, it is not a sea of - vacant spaces. Traffic volumes have increased on highways creating barriers • • A New Bridge - Revitalizing Monticello's Downtown and Riverfront Page 1:10 to local movement; at the same time the original street grid remains nearly intact, forming a strong pattern for managing traffic at a local level. Few ele- ments of Monticello's early architectural history stand out, but the overall pat- • tern of buildings along Broadway yield a sense of a distinct center for local business. Downtown still retains important civic facilities (City Hall, Post III Office and Library) — elements that are key to the revitalization effort. Monticello's downtown has problems, but some great opportunities exist as well. r itt '� rl, � ` .. m— ' -- - ,.,t Csfr local streets... • As conduits of movement, local , streets are important to down- '` town. As the streets of down- town are planned, they must be recognized as part of a local street system. Traffic management is Downtown is surrounded by well-established neighborhoods;creating connections between downtown and these neighbor- critical, but the character of the hoods will be vital for the future of downtown. streets must be related to the • community. Street names might Monticello as a community is also typical of cities within the sphere of influ- be a good starting point — ence of larger metropolitan areas. It has grown in land area as its population Broadway, not County Highway has grown, and has in ways come to look more like a suburb than a 75; Pine Street, not State many Y Highway 25. small town. New neighborhoods have grown in locations that are fairly distant from downtown, with many of the newest homes separated from downtown by an interstate highway. Connections between downtown and other areas of Monticello will become critical as new housing is developed farther from its • center x r�'�ve, Vit"�. ��"` r ,.�1-.,'-•,',-,-1.-:,-� ..� 12:-‘4.- r yx,„.-i�'&.t �f 'Eix,: � e 114i'.,w` 4 'miv 4 4, s e wast,-4. _: ,-,,,„•: ::-..4", ,,-4E -1- .10`z . iii . .: v„ ',341•-•: �,'' v. a .kh c f" -«2- 5.4,-3:K,s•3,• '� ottsk.' t" t+ t '4,� fi T • ---st=t7L, 1411 - • -rl s t a Many communities have lost their downtowns as the suburbs expand;Monticello's downtown will be critical to defining Nearby shopping... this community as a small town rather than a suburb. • The activities of nearby shopping If Monticello considers the emerging patterns of housing and industry, it will areas might have been located in downtown in the past, but they be its downtown that signals its place as a small town rather than another Twin now function better in a different Cities suburb. For example, compare Monticello's character as a community setting. They serve the communi- to places like Chaska or White Bear Lake. Both have significant natural fea- ty on a daily basis, providing goods and services that are much tures to draw on, both are easily within commuting distance of a major city, needed. The key is to balance both are growing rapidly in their population, and both have vital downtown what happens in these areas with areas. These communities are desirable places to live, in part because their new uses in downtown, and cre- ate strong connections between downtowns make them more like a town than a suburb. these areas and downtown. One of the best signals of the health of a downtown is the health of the neigh- borhoods that surround it. In Monticello, the boundary between downtown • and its neighborhoods is evident, and, with a few exceptions, the neighbor- _ - A New Bridge • Revitalizing Monticello's Downtown and Rlverfront IL- Page 1:11 hoods are vital. In considering downtown's revitalization, the condition of these neighborhoods must be protected and enhanced, and undervalued proper- ties must be upgraded to neighborhood standards. Programs for raising the . • standards of housing conditions are closely related to the success of down- town; Richfield might be seen as positive example of a community that is pro- -; `% s; gressively reinvesting in its neighborhoods. It is in these neighborhoods that a �,,,• 1 I . + captive downtown population exists—a population that can be drawn from to • •' :, , ^......"--,-.•,.. -,•;,-c4 ..-.:" ; s'. i help keep downtown alive. �..",-=•• -%tel-.:=~� �1r i •-• — -- .— The major missed opportunity for downtown Monticello is the lack of a strong � relationship to the Mississippi River. While Monticello is not a traditional Highway commercial areas... "river town," the presence of such a great resource and the influence the river • Large scale commercial uses, even if has had in shaping the Monticello landscape should be celebrated in down- they are not a part of downtown, must town. The Mississippi River forms the north edge to downtown Monticello, be considered in planning downtown's but it still barely touches the community. future. They must work with a revital- _ /•. ~. , ized downtown, not dominate it. tda� =' These uses should try to reflect down- .- - ,'y'' �'' C �t R 7 / � mss' h . town's character — even in small ., �ipt. ways — so that they feel more like e� ;4s ,;T ,:` - ,. Monticello and provide a fitting intro- r f 1 _ `)�J. „ 'f �ri� NTS\ duction to this"small town." iR,i'..1,7 A,qr. ; .S �`4y ,0,35, 4 q/i4", .. , ,...., , , ',,,,w .4N4 - _,. clow,, ,,,,,,„.., C: • I r � ,' E� � p `v The Mississippi River forms one edge to the Monticello community,but It never really becomes integral to its downtown. The downtown currently has a mix of uses which have evolved over time into • a pattern that might seem chaotic when attempting to plan a downtown. An • area along Broadway is recognized as "downtown,"and is home to a variety of t • • small stores and businesses. This area was Monticello's heart, the location for *f ' most of its places of businesses for most of this century. Many of the most ii, Q 0 successful local businesses started here; some are still a part of the local econ- :_.: " omy. '. Broadway is near, but not on or well connected to the Mississippi River. The Civic presence... community has grasped a foothold to this resource in two parks, one on each • Downtown will always be a place to side of a major highway bridge. Efforts have been put into each over the conduct business, but in a small town years, with the most significant improvements made by volunteers. The parks it has always been the place to conduct are a great resource in themselves, and could be a great resource for a down- the business of the town. A City Hall and other civic buildings located in town. downtown can be a great focal point,a center of civic activity,a place of pride A mall was built near the interstate in the 1970s—typical of development pat- for the community, and a symbol of the community's commitment to its terns of the time, but nearing obsolescence in its current state. An adjacent downtown. In downtown, the City "big box" continues that pattern to the west along Seventh Street, and a series must have a strong presence. of highway-oriented uses stretch to the east along Seventh Street. Between Broadway and the Mall, a variety of uses emerge: local merchants who moved from Broadway to larger facilities when their operation saw the opportunity to expand; several banks; a few new retailers; and a local utility. This area is also the location of one of the community's oldest industrial facili- • •,, .A New Bridge 41- Revitalizing Monticello's Downtown and Rlverfmnt Page 1:12 ties: Sunny Fresh, a division of Cargill, produces egg products for the food service industry in the heart of the community. • Surrounding all this, and at times mixed in with it all, is a mix of residential uses. Apartments and single family homes create a strong sense of neighbor- hood immediately next to the commercial and industrial uses. Housing stock • ranges from traditional older homes overlooking the river.to those in need of significant attention, but still the sense of neighborhood prevails. t:> ,*"'t� This area abounds in disparate uses, potential conflicts created by industrial operations next to homes and businesses, small shops working to survive while _._ __ _ - • the mall struggles, the river yearning for more attention from the nearby stores Interstate 94... and offices. Yet there is a richness in this diversity that cannot be found in the . Near 1-94, it is possible to see the suburbs; it is truly a characteristic of a small town. watertower in downtown. But things get in the way — things that do not reflect anything of Monticello. This Traffic seems to pour into the downtown from every direction. More than ten area should reinforce downtown, thousand cars per day flow past the intersection of Broadway and Pine Street; drawing people into the community, traffic on Pine Street is projected to continue to increase in volume, and even showing them that Monticello is a river town,and creating a character at anticipated improvements that might seem to relieve traffic levels will only 1-94 that is more of this place than just bring the volumes down to the design capacity of the roadway. Traffic signals any place. at Seventh Street, Pine Street and River Street provide a few breaks, but between the lights it is often difficult for pedestrian crossings. Traffic speeds on Broadway, especially east of downtown, hardly seem in character with the neighborhoods and institutions that line the street; any solu- tion that looks to preserve the qualities of Monticello's downtown and river- front would be remiss if this situation was not corrected. If Broadway and Pine are the major through routes, local streets seem almost devoid of traffic in comparison. Walnut Street parallels Pine Street and reach- es from Seventh Street to Broadway without interruption. Traffic on this street r•"c moves at rates that are at odds with its local character, but it is an easy route -•: 4'11111.7:_ ,�. through the community for local drivers. :•••" - • ^; While the traffic seems to be a burden, it is that same traffic that retailers look to for their success. An analysis of traffic patterns even tends to indicate that Outlying areas... traffic is mostly local -- that is, it originates in communities surrounding • oDowtns townn Monticello does fnot exist Monticello and has Monticello as its destination. This maynot hold true for larger commt i a center a a me larger community. As areas evolve summer weekend traffic, but traffic, as a whole, must be recognized for its from traditional agricultural uses to good and bad points. new uses, there will still be a need for a center of community to maintain the qualities of small town living that A new pathway links the west and east ends of the community and provides a attract new residents. To balance great way for bikers and pedestrians to reach the center of town. those qualities with an expected level ofNeighborhood streets forcepedestrians onto the streets as there are few side- Monticello's servicewill u be vital to downtown g success. walks in these areas. As downtown's vitality grows and more people walk to downtown, sidewalks in neighborhoods will become a necessity. In considering the stock of buildings in downtown, we are tempted to look for gems. We will not find such buildings in downtown Monticello; they have either been disguised by new fronts or maybe they never had a "gem" quality. _ A New Bridge • Revitalizing Monticello's Downtown and Rlverfront - Page 1:13 What is important is the overall pattern of buildings along Broadway; they are tight to the street and without break (except for a few recently created interrup- tions). In this pattern we sense a downtown — a feeling that cannot be found in strip centers or pad developments; in this pattern there is value for 411 ' Monticello. We need only to look to communities like Eagan or Maple Grove •--- --. � to see the efforts that others are going through to create a"downtown." eil% • • The buildings themselves, while not gems, are characteristic late nineteenth and early twentieth century Midwestern small town commercial architecture. Building facades of this type were straightforward, with little detail or embell- Highway 25... ishment. They were built by solid entrepreneurs who understood that it was • Streets leading into downtown must be the goods and services that would be desired as Monticello grew from a settle- developed with qualities that echo downtown and the riverfront, letting ment to a city. people know that Monticello is more than just a string of mixed commercial Public facilities are sought out in small towns and Monticello has three impor- uses stretched along a highway. These are busy streets, with a great deal of tant buildings in or near its current downtown. The City Hall, Post Office and traffic focused on the river bridge. In Library are central civic and social places for a small town, but in Monticello looking at this traffic, we must ask: they become lost in the mix of uses along Broadway and Walnut Street. "Is this traffic good or bad?" Character can also be found in Monticello's great natural resource. The Mississippi River has shaped the community as much as any other force, yet this powerful natural force seems forgotten when we compare it to market trends and development patterns. The river shaped the patterns of vegetation in Monticello, and pieces of prairie and oak savanna can still be found here. These patterns will become important in the creation of a plan that not only creates a better economic environment, but one that reflects the longer history of the region and the underlying character of Monticello as a special place. • Issues Issues affecting the future of Monticello's downtown and riverfront, and the key factors that direct us toward resolution of each issue are summarized as follows: • There are four major traffic patterns within Monticello, but the prob- lem areas are likely a result of traffic from outside of the community. The major patterns are: • Connection between I-94 and Highway 10 using Pine Street • Connection between I-94 and Highway 10 using Broadway • Pine Street as a connection between communities north and south of Monticello • Local traffic We can never solve a traffic problem; by building more and wider streets, we only encourage more traffic (traffic that may disrupt the positive qualities of what we already have in Monticello's downtown). The answer lies in managing the traffic. To do this, we do not count cars, we count who is in each car; and we do not look at streets, we look at areas served by the streets. • The automobile environment dominates the major entries into Monticello, with much of Pine Street and Broadway surrendered to the A New Bridge - - Revitalizing Monticello's Downtown and Riverfront Page 1:14 car(with wide streets and parking lots) and buildings set back signifi- cantly from the street. It is difficult to establish strong local character in such an environment, and impractical to create a reasonably corn- !) fortable pedestrian environment. • Walnut Street is a lightly traveled when compared to Pine Street, but nearly continuous street between the mall area and the downtown. It - does not connect to the river; an embankment at River Street and a ..�- parking lot character at Broadway break its continuity. . _ . Vii•`: • Major community entry points are terribly underutilized. Pine Street i. " �'0 is anchored by bridges and major natural or man-made features at either end. These anchors should be defined to create an announce- Industrial activities... ment of the Monticello community at those points. • Uses that are not exclusively retail, and those that have a more"industrial" character (often with less desirable • West and East Bridge Park, the cemetery, and other bits of green try to aesthetics),still can be a part of down- establish a foothold along the Pine Street corridor. Some of these town. They represent an active, spaces could become significant to a pattern that breaks the stronghold diverse, working downtown. These uses often have forms that are interest- of the automobile. ing to look at,but they need to be dealt with in a way that makes the elements • The downtown has a density of development that sets it apart from feel like amenities for downtown rather than unpleasant necessities. other areas of the community. Other commercial areas are sparse in comparison, and could benefit from development that maximizes the use of available land. • The Fire Hall and Library could stand as important community/civic . symbols, but they are completely unrelated. Their proximity to one another should be seen as a pattern to build upon. c`"'� �.t • The "holes" in downtown might be seen as an opportunity to create • ' i%7. .:(- something new, but in the short term they send a poor message about 1.— _— f 10 Monticello's downtown. The remaining buildings deserve to have this space become something on an interim basis -- a more park-like �! �•ti`` appearance would be most welcome. • • The Mississippi River is the community's great untapped resource. ' Bridge Park begins to create a public space related to the resource, but The Mississippi River... • Until the bridge is crossed, you might it is not connected to downtown in a way that creates a mutual benefit. not know that Monticello is a "river town." The great resource of the • As Bridge Park is reconsidered as a downtown park, the view across Mississippi River is not recognized in the river becomes paramount. The community needs to assure itself bawntdwn,nod the park aspng its banks does not reflect the spirit of that the investment they make in the downtown and riverfront is downtown. A new kind of"bridge" reflected in what happens at the opposite bank of the river. must be created to link a revitalized downtown Monticello with its stretch of this great American river. • The mall could be a great complement to downtown, drawing people to the community and sharing customers with other local businesses. But today, it stands nearly empty, void of life and isolated from its sur- roundings. It needs to be reconnected to the local fabric of the com- munity. • A New Bridge Revftaltdng Monticello's Downtown and Rlverfront - Page 1:15 • Civic uses, like City Hall, the post office, the library and religious institutions, can stand as a symbol of community pride and identity. In Monticello, these uses are scattered and lack a coherence that yields a III. • • - .. �'� "_..._ '4+ .�. ''` sense of strength and community presence. Abi .. ., `'1.> ,q.- --. ` .� • Street corners in a downtown are precious, and every corner should be , _<; - 'f occupied by a significant use. Parking lots on corners, regardless of 4 � = = the demand, break down the sense of street edge and density (critical r i i . f il •f . factors in a downtown's identity). Even small buildings on corners ,:ii 1. ' =;' can be important in continuing the feeling of a vibrant downtown. Ori.' .,. 11110.a . 11 I ` • Wide streets are a significant point of Monticello's character, and when coupled with the low scale of the buildings, provides a character Downtown's neighbors... that begins to say "Monticello." Wide streets promote higherher traffic Neighborhoods surrounding down- town have as much to do with its char- speeds, which in turn degrades the pedestrian environment. A balance acter as its buildings,its businesses,or must be struck between the two. the river. The scale of the streets and the styles of the homes are reminiscent of a time when downtown was the • Parking in downtown is primarily behind buildings (where it should most vital part of the community. be). But most downtown buildings have front doors that are not con- When planning for enhancements to venient to the rear parking areas. New connections are important to downtown, strategies to maintain the vitality of these neighborhoods must create a shorter distance between a parked car and the first destination be considered. on the shopper's list. • Neighborhoods surround Monticello's downtown and commercial areas, providing a significant population within walking distance of downtown. That walk should be made interesting to encourage people to walk from those neighborhoods into downtown (and humane by • providing sidewalks rather than streets for people to use). The neigh- borhoods should encourage reinvestment to create a high quality stock of housing in a downtown neighborhood. This may require the acqui- sition and removal of sub-standard buildings, but that would be con- sidered a positive act by those who are committed to the quality of these neighborhoods. • The railroad that crosses Pine Street and separates downtown from the newer commercial areas is rarely used. It might be considered a third corridor in Monticello (along with the River and the interstate), with uses that make it a more important feature of the community. • Ferrellgas is one of the most prominent parts of the entry to downtown from the freeway, and one of the least attractive uses in the area. Its relocation should be a goal, and the use that replaces it should be one that capitalizes on its location (such as a civic facility or a local institu- tion that could stand as a symbol of the Monticello community, or a retail use that provides life to a block that has more propane tanks than people). • Entering Monticello via Broadway provides an introduction to the community that reveals significant neighborhoods and important corn- - munity institutions (the school and hospital), culminating in one's • . _..A New Bridge It. - Revitalizing Monticello's Downtown and Rlverfront Page 1:16 arrival in downtown. This journey should be one that allows the important features of the community to show, and provides an environ- ment that is conducive to the life of those uses. Relatively high traffic speeds on Broadway could stand in the way of Broadway's introduc- tion of Monticello. Woven into these issues is the idea of character. Monticello is laden with char- acter if one looks in the right place, or looks at things in a slightly different way. The sketches in the margins of the preceding pages begin to demonstrate where we look to find Monticello's unique character. • • • A New Bridge Revitalizing Monticello's Downtown and R verfront - Page 1:17 • pfwc 4riaf • • - �Wt,>+ # _fes I • Part Two The Basis for a Plan Desired Future Page 2:1 ... identifying the qualities, patterns and character important to the downtown and riverfront Explorations Page 2:2 ... understanding the implications of varying approaches to revitalization • ' Desired Future When we look ahead, it is difficult to envision what Monticello's downtown and riverfront might look like. Changes are likely in transportation modes, building materials, retailing trends and other factors, and each might have 0 some affect on downtown. What remains constant is the idea of downtown as a place for the people of the Monticello community. Initial discussions involved concepts of highway configurations, brick sidewalks, river excursion boats and convention centers; we need to move beyond the,"things" that might (or might not be) in downtown. We might imagine a typical workday in downtown Monticello's future, along with all of the physical elements that will make that day become real. That day, in many ways, becomes the guide for a downtown plan that has the people of the community as its foundation. After all, without people, a downtown would just be a collection of buildings. We defined Monticello's future with an exercise that asked the community to identify what people would be doing in downtown on a typical workday twen- ty years in the future— how people become a part of the desired future of the downtown and riverfront. The responses form a stronger idea of what the downtown and riverfront should be, with attention focused on activities and people (not on physical objects that might be a part of downtown). We did not see historic buildings or brick sidewalks — although they might be there; we saw people coming together in their downtown to celebrate the life of the com- munity in their work and play. A day in the life of Monticello in 2016, as described by the community during one of the MCP Board meetings, is includ- ed in the appendix. It is most important in defining the future of Monticello's • • downtown and riverfront because it places people as the focus. ` t4om► .+tj 1 ' ' t,. ' Cz !i 1,.. 7/f..e ' , [[; �ri,-?? 32; j ,..`, . f .•. ff tk � FesH r .:;-4.A; .;'..-- +M- t b' [ • t ...,'. 4-4 l—T -. ksy! M W � .io ��i � -' -- . L..;,_,.. l'IL ,4";.4.,,,,, t 1Z-",.44 40 z::‘/:,1;,: EtriP"?'4.4 ‘ i''''L itisiiirl:', si Yq t, "' I f'� 'tea PP.,;:-_,.- F f‘.ti If 1 is('y`e - ,;:-:•.0;" .#'r '. *�� ' '` lart f a 'f'. it t"' g , ; t'' i -t` 'zti'b� - DTZ i JI; i'':te <'i •-? ' "1T, i Ai. 4 . ,i'",. / ' r(Ai it ihA~; s` a ,-::::-.„,4 ...-.q, � $� t 4. ...- ♦ .. , t "". r 0 . k t £ r. .''. IIN ,..t.41: �!! 4 .:.. } a - r t �t x Downtown should be a place of gathering for the Monticello community and a place that focuses on people and events. III ..., ,..... - , , A New Bridge i' Revftalfring Monticello's Downtown and Riverfront - - Page 2:1 Explorations A series of alternative futures were defined for Monticello's downtown and riverfront in concepts that explored a range of possibilities and varying direc- tions for the revitalization effort. The concepts were intended to stretch our imaginations and consider ideas that range from what is obvious and necessary • to those ideas that might remain dreams. But given the planning framework of this process,even dreams are possible with time and commitment. All of the concepts envision some degree of redevelopment in the downtown and presume that preservation and enhancement of the neighborhoods that sur- round downtown is a goal. Each concept demonstrates a different boundary for downtown; each boundary has implications on existing commercial devel- opment, nearby neighborhoods and on the community itself. The concepts show the basic patterns and relationships inherent in each, and allow details to be added that will be consistent with the underlying directions of each concept. The concepts were not pure choices; rather, we could pursue any one of the concepts or choose the best aspects of each and create a new "blended" con- cept. Three concepts were explored initially for Monticello's downtown and riverfront: a River Town; a Crossroads; and a New Bridge. Concept 'A' Even as it is grew on the banks of the Mississippi River, Monticello never real- Monticello: A River Town ly focused attention on this great resource. The revitalization of downtown and the riverfront might logically start with the river, and in doing so, develop the river in downtown as a focal point for the entire community. Certainly, there is much that could be done to improve the ways in which the south bank • of the river is used, and to bring to it uses that create activity and energy. But to make the most of this opportunity will require consideration of both banks of the river and the extension downtown Monticello to the north bank of the Mississippi. In this concept,Monticello's downtown truly embraces its river. Concept'A'Diagram r:.-e.-E.3.-=_-_--ttel il, J l V--n- �, , , At i may i v ' rle: .... D .4°. 0 ..,,♦ .% r i r ; 0 .•1., ....,. , r 1--- J ..• roar, AtEisstra is, -,!..:,., II /',i7 i, //;:/.+ f* 1 -7 4.1---",t.r// ' j-- 1 r__71 ./../...„-t-rj,t,.rrie,,,,trim ir–/' f ,'-.-• .i... ii. ,,i I i,*;;;;,„__,..0 A MW.+ A..: 11,7-1::::=M IK. 7 ) ( TF � nr • IL r A New Bridge - - Revitalizing Monticello's Downtown and Riverfront Page 2:2 Mississippi. In this concept, Monticello's downtown truly embraces its river. Concept'A'Key Ideas • Public access to the river is provided at both banks of the Mississippi River in downtown. • • Public facilities (parks and civic buildings) are placed on the river's south bank in downtown. • Entertainment and hotel uses are located on the north bank, with public spaces connecting them to the river. • Existing buildings are renovated where feasible, with small retail shops and restaurants developed at street level and professional offices in the upper levels of two-story buildings (and at street level in some cases). • New buildings are created where existing buildings no longer serve their intended purpose. In this case, the character of the old building establishes the pattern for the new one. • The street becomes a seamless blend of old and new, all fitting the charac- ter of a small town's downtown. • Buildings are developed with an orientation to the river or to Broadway. • Streets and walkways lead through downtown and make strong connec- tions between Broadway and the river. • Public spaces are developed with a character that relates to the river, reflecting its unique patterns of vegetation and topography. • New downtown neighborhoods are created on available land on the north bank of the river. Concept 'B' Historically, Monticello has been a crossroads — socially, politically, and Monticello: A Crossroads physically. Geographically, the intersection of two roads in downtown resulted •in a vital and active commercial center for the community, and people came here because it was the place to cross the river. Over time, new transportation routes and modes evolved, and the downtown changed. Envisioning the downtown as a crossroads recognizes that people still arrive at this point, but Concept'B'Diagram tf � • } . .-•mow .....y • r -1 1--1 • -= I I "'=fir �'eh a ; .�zn "pow �DOQ ii 0�. A.'. --1JL q y L // • 4 I .11 t----, 1 A New Bridge ' Revitalising Monticello's Downtown and Riverhonf • Page 2:3 Broadway are recognized as being distinct from each other and distinct from other streets in Monticello, and are given a character that fits their purpose. The crossroads of these streets announce the downtown with development that • reflects the best of Monticello and establishes a symbol of civic pride and activity in a location that represents the community's spirit and heritage. Concept'B'Key Ideas • The intersection of Pine and Broadway is redeveloped, with one corner having a strong civic presence. • Significant buildings will be developed at each of the other corners, mak- ing the crossroads the focus of Monticello's downtown. • Pine and Broadway are developed with a character that builds intensity in . the scale of development as one approaches downtown, so that downtown and the crossroads are the highlight of Monticello's commercial activities. • Arrival at the crossroads happens along one of the two major arteries of the community —Pine Street or Broadway — with each providing a dif- • ferent introduction to the community. • Pine Street leads through a bustling commercial core, with shoppers, cars and trucks, streetlights and traffic signals. • Broadway becomes a tree-lined boulevard, with well-maintained homes and traffic that is quieter and moving at a slower pace. • Streets become the most important public spaces in downtown, providing balance between vehicles and pedestrians. • Small plazas are developed between some buildings to create connections to parking areas and to link downtown to the river. • Concept 'C' As the Monticello community grows and changes, we have come to under • - Monticello: A New Bridge stand that downtown can never be what it once was. Commercial activities have migrated toward the Interstate and the traditional downtown lacks the life that it once had. The character and history of Monticello lies in the old down- Concept'C'Diagram . _1 •/i .. 1 c 1='r=- J iii •47 ,,,516:2 _ 3 1 .__..;11111 rHILlaa tIt(ouG. rlliIMI Itirli t4 ►...i.., 1UOD7i/.4,14•. bi p(: �.. li - lie, :: !j j_/___Ii.:.,.. 2 _j ./,l_.d 1 ".. V �J i 00 �, Iti•� I I 7 ..11.!... 1 1 1 ..Ww+Mdn•«...... . 1 w.- • _ _-1.'�-lam.!_1- . 2, 1 ;i s / .J---.MM.V"....M.r .M1M. .. iL 1 . 1 III , . 1 . . . .. _.A New Bridge Ix-- RevRalltingMontkrllo's Downtown and Riverfiont Page 2:4 town; the new commercial areas seem like so many other shopping centers and highway business areas. A way of breathing life into the downtown and instilling Monticello character in the new commercial uses is needed. The key is Walnut Street as a new "main street" that links the Mall and the river, and the introduction of new uses along Walnut Street to create a bridge between Monticello's old and new commercial districts. • The north end of downtown is anchored by the Mississippi River, with Concept'C'Key Ideas Walnut Street extended nearly to its banks. • The Mall becomes an anchor at the south end of downtown, with a sense that Walnut Street extends to its front door. Standing at the front door of the Mall, there is a strong sense that the river lies at the opposite end of Walnut Street. • Pine Street becomes one of Monticello's new "main streets," with an ori- entation to the traffic on this street. • Walnut Street becomes the other new "main street," with a focus on the creation of a great pedestrian environment. • Civic and institutional uses are concentrated at the center of Walnut Street's length, creating a third anchor,representing the people of the Monticello community. • City Hall becomes an integral part of the civic anchor; with a presence on Pine Street and Walnut Street it might resemble a town square. • Pine Street is the primary "through street" in Monticello; traffic is encour- aged to use this street to get through town and across the river. • Significant gathering spaces are created at each of the three anchors. • The bridge at Interstate 94 is redeveloped to create a stronger connection . to the south part of Monticello and to provide an image that is a better reflection of the Monticello community. • A trolley on the existing railroad connects the east and west parts of the community to its downtown; it provides a complement to the Heartland Express with an important hub at a City Hall plaza. The concepts were reviewed at the second community workshop. It was clear that Concept 'C' was favored, but aspects of other plans also received atten- tion. Ultimately, a refined concept was articulated — based on Concept 'C' and incorporating key elements of other alternatives. The future of Monticello's downtown and riverfront would be found in its "new bridge." • A New Bridge Revitalizing Monticello's Downtown and Riverf ont - Page 2:5 • •;.,11.-r 1�% 1 • k s tt � of 11� l d.w•..M..:M'4. . �.�. Part Three ---� As,. — The Plan Framing the Future Page 3:1 ... describing a plan that addresses the needs identi- fied in ways that reach toward the community's common vision Guidelines Page 3:27 ... establishing rules that lead to the community's common vision for its downtown and riverfront • Framing the Future Even though we can never know for certain what the future holds for Monticello's downtown, we have to make educated judgments about what is likely to happen there. As we look at market and economic influences, we can • project how much and how fast downtown will grow and what types of uses are likely to locate there. We can identify how the downtown will fit the uses of the community and how the people of Monticello might come together in downtown for community purposes. The physical environment can also be defined in ways that support both market possibilities and community needs. This results in a picture of what Monticello's downtown and riverfront might become, and that picture stirs the imagination of what this place—given prop- er time and attention—might come to mean for Monticello. These pieces must neatly fit together because how they are assembled deter- mines the character of downtown. Development could occur that is entirely market driven, and it could fulfill the need to provide goods and services for the community. But this is Monticello's downtown — its heart and the center of community life. Every piece of downtown should be placed with respect for the spirit and character of the community. This plan strives to create a downtown that functions well, is a good place to do business, is both attractive and an attraction, and celebrates life in a great small town. r i — .. .: .,_ it / . 0 /1 - ,, _ I' .if Ay ` <� _.�.14y •� 'qt d4Or o ''/ m,-.4.i r '` ;I't f / ./��_ eel ted© 4e;/.' e+ �� ., •_. , ),1 4.1cfsl 0 e 'It it7 al Y C/ : 4 ,0' tz, , :6.0 4."'", -„, i' r c 7.`•,. .4.,... -%"****, / -I li CYN'It? -7 s'.',. ...\7 i.4 4 t.,,..,• . 1 4#:.- / \ , „.. , 1 rTh,, ,,, , r../. 1y, ?p 4,,%,t,._ .; 4, i .It ..., „, , ,. .....,v,v _...,.. ,i /0..47 ,,„,, , ....c„....„....._,.zzr,.._/ i•..a/ '.'.,i. Isl., J � %, Jim \� !s. ;" / �OaaL.�a=��,:Z / �� --_. -r ,(r /// a oo�oQ 0 \\Co III \� A '� • '' \ _ In the"new bridge"concept,Walnut Street becomes Monticello's new main street—linking the Mississippi River and the traditional downtown with commerdai areas near Interstate 94. i A New Bridge ' Revitalising Monticello's Downtown and Riverfront- - Page 3:1 The concept for downtown Monticello is the creation of a "new bridge" — a way of linking the traditional downtown (along Broadway) and the riverfront to commercial areas nearer to the interstate. In this concept, the boundaries of downtown reach from the Mississippi River to I-94, with Walnut Street as a • new "main street" along which downtown development would stretch. Strong anchors would define the each end of Walnut Street: Broadway and the river on the north; a revitalized Mall on the south. A public focus would be created mid-way along Walnut — a home for the civic and institutional functions of the community. This is the"new bridge." Downtown would encompass an area generally one block west of Walnut Street and one block east of Pine (still including the Sixth Street Annex retail area), as well as areas along Seventh Street. Even given this dimension for a downtown in Monticello, Walnut Street, Broadway and the river will be focal points for pedestrian activity. The community chose a concept that greatly expands the scope of its down- town, integrating diverse commercial areas into a single working unit while providing a great deal of flexibility in fitting new uses into the community's center. While it may seem to be a large area, it is worth comparing it to other spaces — both for scale and to understand how the physical design of the spaces and objects in downtown can work to pull this area of Monticello together; it is no larger than the footprint of a typical regional mall (such as Ridgedale in Minnetonka, and it is relatively the same size as the downtowns of communities such as Wayzata or Stillwater. It is still a large area and although it appears that there are many opportunities, it is important to know what is possible. • Retail and Entertainment The plan envisions the Broadway area continuing to attract primarily specialty, entertainment and professional office uses (sit-down restaurants and other entertainment uses, books, antiques, jewelry and medicaUdental services) in addition to some convenience-oriented uses such as coffee shops, bakeries and personal services. New development and redevelopment efforts would first be aggregated within a "core" area between Walnut Street and Pine Street (near Broadway) to demonstrate a sense of visible change in the area. There are numerous oppor- tunities within this zone for development activities to occur. Most new uses in this area will require between 1,500 to 2,500 square feet; a larger space would be required for bigger uses such as a sit-down restaurant (perhaps near the river), sporting goods store or other entertainment use (potentially 5,000 to • 6,000 square feet). The plan directs larger users (10,000 square feet or more) to the south end of Walnut Street or, for very large users (20,000 square feet or more), to areas along Seventh Street. Given current conditions and a pro-development perspective (one that encour- _ ages developers to make proposals and has the City acting as much as a facili- • tator as a reviewer), the Monticello market could absorb between 10,000 to A New Bridge Revitalizing Monticello's Downtown and Riverfront Page 3:2 15,000 square feet of retail space (either new or renovated space) during the next three years. To be most effective in the evolution of the downtown, smaller scale and single user development should be directed to areas near Broadway and the river. As that area fills, adjacent areas would become tar- gets for retail activity, potentially absorbing another 15,000 to 20,000 square feet during the next five to seven years. Larger users and multi-tenant devel- opment might also be absorbed into the downtown nearer to Seventh Street. These larger users could potentially absorb between 25,000 to 50,000 square feet during the next five years. Downtown Monticello continues to be the focus of office development in the Office community. Many small businesses have located in converted single-family homes near the edge of the downtown and in retail storefronts in the heart of downtown. These office spaces primarily serve businesses that provide ser- vices, such as attorneys, real estate professionals, financial consultants, accountants and insurance agents. There has been no recent office develop- ment activity within the area defined as downtown Monticello. The majority of office users will continue to be primarily professional service businesses serving the Monticello community as this area is projected to grow rapidly during the next ten to fifteen years. There will also be demand from business-to-business service users whose client base may or may not be local. Some users could, in fact, have much larger client bases with a majority of their customers served through telecommunications. The presence of TDS in downtown and the technology available in their system could be a great benefit • to these users. Potential office users for downtown Monticello include medical and dental professionals (these users sometimes utilize retail-type space), telecommunications services, printing/graphics, consulting professionals (real estate, finance, insurance, legal, accounting, design and public relations, among others). These types of users should be encouraged to locate in down- town; their presence not only supports the office market, but also enhances retail business. During the next three years, Monticello is projected to be able to absorb between 10,000 and 12,000 square feet of office space, with another 2,000 to 3,000 square feet being absorbed each year for the next five years (excluding large single users). It is less important for offices users to be concentrated in a defined area than for retail users. However, it is desirable to target office users to downtown to create greater intensity of development and increase the level of activity throughout the day. The development of office uses in upper levels of buildings on Broadway or nearer the river is desirable; office uses devel- oped along Walnut Street, south of Broadway, also conforms to the plan and enhances the function of downtown. The mix of retail and office uses is critical. While we cannot predict the exact percentage of each, diversity of use within each building will yield a down- town with the greatest amount of life and vitality. In addition, a successful downtown will always have some degree of physical change present. To the • degree buildings can be created to be flexible for different uses, we begin to A New Bridge Revttaltdng Monticello's Downtown and Rlverfront - Page 3:3 create a stock of buildings in downtown that yields a sense of permanence and value for the community. • Economic Viability The future of downtown Monticello will rely on its economic viability more than any other factor. The market for downtown favors growth, but the strate- gy should be one of incremental growth. The plan emphasizes selective rede- velopment rather than wholesale removal of buildings, working with local interests to foster physical change to the business environment (storefront improvements and quality business practices), and looking to opportunities from outside of Monticello when there is a good fit. This may seem to be the "slow track," but it permits change that retains local character and allows for growth from within. While"local" is one focus,there is a great opportunity to market local assets to the world. Monticello is a well-defined community with the character of a small town, significant amenities that enhance the quality of life, respected schools and a growing industrial base. Technology in Monticello has kept pace with larger metropolitan areas — the local telephone company has sys- tems that are state-of-the-art. It is likely that interests from outside of the com- munity will shape the downtown as much as local initiatives. This becomes an important second factor in establishing economic viability for downtown. • f f!/ai y/ > riF✓r0�//�c f < !rel /t'r:S�'sr. / ;y Monticello's small town character must be seen as an Important asset in downtown's revitalization;economic viability can be achieved without the loss of this important community value. Developer Participation Some of the revitalization efforts can be best achieved by inviting outside interests to create a project in downtown, a process that typically invites devel- opers to prepare a proposal as a response to request from the city. Interviews with developers during this planning process revealed that, in today's market, developers do not want to waste their efforts on a typical "RFP" (Request for Proposal) process. Rather, the city would be better served by inviting only those developers that have demonstrated an ability to create a project that fits Monticello and this plan. A list of developers with various types of develop- ment experience and a record of success in other communities might be pre- pared, and as the city embarks on a development or redevelopment project, those developers that seem to be the best match for that project could be invit- ed to meet with the city. They should be provided with background informa- A New Bridge Revitalising Monticello's Downtown and Rlverfront Page 3:4 tion and the vision the city has for the project. Those developers who are interested at that point and those that remain good prospects, should be asked to meet with the EDA, HRA and/or City Council in a semi-formal interview. The developer that is seen as the best fit should then be selected to be a part of a "team," of which the city is a very active partner. This process will more quickly identify those that can perform according to the city's desires, and is a more active approach to finding a development partner. This process (in fact, any development process) should be expected to take a minimum of 18 months. The advantage is that the city and the developer end up working together to make the right things happen. Care must be exercised in this process —developers do not typically hold the same regard for a community's values and vision. Even as they advocate for a "market-tested" product (a building they have built somewhere other than Monticello), their projects must "fit" the community's vision. Larger projects (such as the redevelopment of the mall, a hotel or other large projects) would likely involve developers from outside of Monticello. They will be interested because there is a market here, but the community will still need to "market" its local assets to get the best product. In these types of projects the city will undoubtedly be asked to play a role; when the City becomes involved (assem- bling land or providing other financial assistance), they trade those assets for a movement by the developer toward the community's vision. Economic viabil- ity can still be achieved even though it is not a standard developer product, but the city will have to play a very active role to make the equation balance. . Private sector development usually cannot achieve the intentions of a revital- ization effort. In this plan, centers of activity would be created to promote economic viability and to spur local and outside interests to commit to private sector investment. Some of the centers of activity will be private sector initia- tives that are funded, in part, by the community; some will be public sector activities that are funded entirely by the community. The concept of the "new bridge" focuses on the creation of centers of activity Centers of Activity within a clearly defined downtown boundary. This allows for the attractions to be created that draw people to downtown, but does not permit for the uses of downtown to sprawl across lines that are oriented to neighborhood uses. The centers of activity idea is important because the downtown needs people — customers — to survive; without more people, downtown will languish. Services like a post office or a bank encourage people to come to downtown on a regular basis; grocery stores also generate frequent visits by its customers. The goal of the plan is to keep those uses in downtown and create new uses that will continue to draw people. New functions and uses serve the activity center goal in this plan. A civic and institutional core will become the "new bridge," linking the riverfront and existing downtown to the Monticello mall with uses serving the civic and social functions of the Monticello community: a City Hall, library, family cen- ter, facility for county services, and history, arts and culture center -- like the - A New Bridge L Revitalizing Monticello's Downtown and RIVerfront` ^ Page 3:5 businesses listed above, these facilities are real "traffic generators" for down- town. To truly reflect the community, the elements that ultimately comprise the civic/institutional core must be quality buildings and outdoor spaces fitting the character and qualities of Monticello— a place in downtown in which the III community takes real pride. It must also function well in the patterns of down- town — being easily accessible, providing adequate (but not excessive) park- ing and matching the density expected in a downtown environment. It is difficult to estimate the true impact of the development of a facility such as a Family Center, one of the key components of the civic/institutional core. As this facility is considered, it should aim to be a place of many uses, attract- ing a wide range of the community for learning, socializing and playing. It might also provide space for larger community functions and events. Anecdotal evidence supports the idea of a facility like a Family Center draw- ing people into the downtown for purposes beyond the activities of the Family Center itself. Many cities have invested their resources into a major event facility or a center for families, wagering that it will cause the private sector to respond with its own investment. Plymouth, which worked with the private sector to develop a community recreation center in their downtown, is relying on that facility to, in part, spur development in their City Center, an area which has seen little activity in the last twenty years. Plymouth also has a new library in the City Center area, anchoring the end of the street opposite the new recreation center. A movie theater is the other part of their strategy; the city invested a large amount of money in the purchase of site for the theater. They realized early on in the . process that it would be difficult for their investment to pay off in the short term, but in the long term they would be more than adequately rewarded. The combination of these facilities became the basis for their "downtown" develop- ment strategy. New Brighton developed a family center as an integral part of their downtown redevelopment. This facility, although different than Plymouth's three ele- ments,continues to be the major focus for their downtown. Across the United States, cities are realizing that the key to the vitality of their downtowns is public sector action. We need only look at the Twin Cities to realize the investment that cities will make toward arenas and theaters -- facili- ties that have driven the redevelopment of areas that have long needed help. On a pure numbers basis, the community could look to a nearby example in Becker. Their community center had over 120,000 visits in 1996, with approx- imately 40% of the visits being non-residents, non-passholder visits. Becker has also recognized the attraction that their facility has in terms of industrial recruitment: every prospect for their industrial park is brought to their com- munity center. Its director feels that it makes the decision for those who have questions about where to locate their business. Becker can only be an exam- ple, and the merits of a Family Center in Monticello will have to be judged by the people of the community. It would appear, however, that a facility such as this could be a powerful attraction for Monticello's downtown. • A New Bridge Rev/tallring Montkello's Downtown and Riverfront Page 3:6 .r The riverfront is another potential activity generator— it is the main outdoor attraction for the downtown area. Renovations of West Bridge Park to create a place for programmed community events will add to its presence in downtown, IDbut it needs to be more strongly related to the business activity of downtown. Longer term redevelopment of properties facing the park will be important; the plan envisions first floor retail and entertainment functions bordering the park on its south and east side, with second (and third) story office, lodging or resi- dential uses creating a strong edge to the park. The edge of the park along Pine Street is critical; it allows views from the road at a major downtown entry into the park and directly to new retail and entertainment uses. This edge might be enhanced, but it should not be cut off. i x i. 361 4,44 3.1 : § • r • AlletOrklIPOSIVi ' -.A .)1. 1 •,.* 1,,k la, ,,,—>, , :, • I �F410" _ :fir ., - �. /50.f„f Q/AyJ7niley i46, r i ; a �• yrs i , ,.."1,;/7144,,, , ____z_,, [ 1 t.{ seb • a o . �s=w'� I�� 4...;-, y; f #.4,.-'d �..,'t i i\,1 f�`y�F�'9�v"�y� �� "C. �"� ... �-�' � .. . • - citetri-, . (K •r. i 2,;* 1�A TO ,1 :.'- .• ,7` Z L{ir�- i 3 /3Jw r. -4;..t oi• ,• M its, !ta :...:;. '.4.. '•,1 I. 1^ ';..qcj. ".' rpt » 4.0., �,i,. i ifs"! k i SiJ1i ; 4 ;x Z .r lis '; tri. 4 i lid 4. FY t �� 3, $k¢ k 2 1 ° :.. .. . -*:.;:s• ti ; 4'44131 4., N4` { •.6'S1r,,;,-' 1a'� :•,r g.---C.,-`.-,[. " A .4`*.i d: ri _:T.s 1•�t *• -rr h�„ • 1121"1 . + _e� 1 ,rT1 ; � r3 I. =Air-,qte i � ,,obi £ r • I I, _ r 'AN ,-%/IT 4.420A __.—/ ( -V r ic f r ite ! r Bridge Park provides a grand entrance to downtown. Enhancements should build on its relationship to the river and downtown,and its role as dan important outdoor gathering space. While West Bridge Park will evolve into a more formal setting for planned events, East Bridge Park should continue to be developed with more passive activities. The volunteer planting efforts and wide open lawn areas will create a quiet complement to West Bridge Park and the rest of downtown. These park spaces should be connected under the Highway 25 bridge in a more ele- gant fashion. This might be a long term project (possibly coordinated with • improvements made to the bridge in the long term), but the pathway under the ,._ bridge should not be neglected. Equally important will be the creation of con- , A New Bridge .,L ' Revitalizing Monticello's Downtown and Rlverhvnt - Page 3:7 nections between the parks, downtown and the surrounding neighborhoods. Mid-block passages will provide a more direct way of moving between Broadway, parking areas and other areas to the south; future redevelopment • efforts should accommodate this function in order to most effectively connect the parks to downtown. Sidewalks from downtown to nearby neighborhoods will also provide safe, comfortable and community-minded ways for residents to get to downtown. 110 . F11.112 - .j,, ,".1111117-f_� rr ,'tat#io / a,a:f -.•? -"Or'; ` a' �: •. ;iir ,� • � :til: iF,'�/j� .....� r ipt —- 1 r !l 5 KY 2Z ,41:::,,,,,„ r� .. tl A" `tea.:: r (7 74- ' R=r ilk I ri t -'-<=''- : �, A�' >f gill ■1 ` ' : Q111:114:14W � cif[r ,s ire �� Y • Mid-blodc connections between parking areas and Broadway will help to generate pedestrian activity in downtown. The unfortunate loss of a few buildings along Broadway yields a redevelopment opportunity and pedestrian connections. The existing downtown is an activity center in itself if provided with the tools for revitalization. The nearly uninterrupted pattern of the buildings along the street creates the sense of this being the "heart." Redevelopment of the build- ings along Broadway should occur in ways that are very selective — preserv- ing the existing building stock wherever possible and restoring storefronts with integrity to the original structure. The creation of mid-block pedestrian pas- sages that link Broadway to parking areas is vital. The recent fire presents a great opportunity to redevelop a portion of Broadway using patterns that area appropriate to a downtown, along with the chance to create the Broadway-to- parking-lot connection. It may be that vary few, if any, buildings along Broadway are worthy of restoration; not every building is worthy of rehabilitation. There may be limi- tations to the infrastructure of a building that renders renovation infeasible, or the owners or businesses may be limited in their ability to undertake an improvement project. The Broadway district will be one that best shows the evolution and character of Monticello, with a mix of old and new buildings 411 that fit together in patterns appropriate to a traditional downtown. This part of ., A New Bridge 41• • Revitalizing Monticello's Downtown and Rive:front Page 3:8 Monticello will evolve slowly, much as it has for the past decades, with a new respect for the integrity of worthy structures and new development that reflects traditional patterns and quality. But it will only happen if incentives for change are provided by the city. 1.111 1111111111117,,,,,. ri - . II .... ,„„, , ,,,,,,.. . .34 . WWI f != I '' t.YT.17.: .. r .;I. r'K �Z♦ lam( 1 I __n .r v s?eirglef i1+s1tik.u,.1,3`4?Pori 4r�ltNA..104. l�a 0i I Ltt f / � _ , IT r _ fY .; I - lith - - .: 0;_ : 'It 1 -11tl1utllll- ,,4,, i i I To better integrate the Monticello Mall with a revitalized downtown and riverfront,Walnut Street should feel as If It extends to the front door of the mall. The Monticello Mall should also be seen as an activity center— as the south anchor to a revitalized downtown. As it changes, it needs to be better connect- ed to Walnut Street; in fact, Walnut Street should feel like it extends to the front door of the Mall. The activity generated by a vital mall cannot be matched by any single smaller private sector venture. That the building exists • and is not contributing wholly to downtown must be one of the factors that is ' changed by this plan. The Mall needs a new use — a furniture store cannot generate enough activity to make it seem alive. It needs a new look — it has the feel of a box without relation to the community; image what it might be if the building were opened up with windows toward the rest of downtown and sidewalk enhancements that make it feel like an integral part of downtown. It will never have the character of Broadway, but at least it can be made more friendly. Assuming that a strong market will entice businesses and customers to down- Physical Design town Monticello and that it can maintain its economic viability only achieves a part of the community's vision. The physical design of the downtown area can reinforce its function, build legible patterns of development(those patterns that _�1 C1'ilU 1lnrrnl.fQ'I u, 1 112 . ) : 10 ,n _ 0 _ 1 • muumunmm��, ' (— �IIII 'i IIIIACNIMit !tell. uj '4r 11i _ _ ' I I ltlllr - -- - -' - -- -.- - -__:.�..-+ ice== IN lam �.. f ill :+, sa1 {.. a.z— 1, 1 1t« A .» 1 ri Traditional patterns of development-with buildings placed dose to the street and parking to the sides or rear of buildings will establish a character that maintains the sense of a small town downtown. t• A New Bridge ' Revitalizing Monticello's Downtown and Rlvetfront - Page 3:9 will make it feel like a downtown more than a commercial strip), and create memorable places. It is in these elements that downtown Monticello truly becomes a part of the community, and it does so by building on the character that already exists here. • To function well as a downtown, people must be able to move more freely in their cars, have parking available and be surrounded with an environment that is interesting, comfortable and encouraging for pedestrians. Pine Street must be recognized as the route used for moving through Monticello. Other down- town streets can then be developed with a character that is more fitting for the community. Cross streets form a connection between Pine Street and Walnut Street, leading to visible and accessible parking that serves an expanded down- town along Walnut Street-- a street with capacity for development and an abil- ity to handle additional local traffic. Legibility (the ability to decipher that a place is Monticello's downtown and that its development pattern is one that allows for ease of movement) is one of the key ideas of a well-conceived downtown. Shopping malls are great exam- ples of legibility --a good shopping mall is always providing clues to help vis- itors move about and the connections between anchors is always clear, direct and interesting. Modem shopping districts are not always so legible: a district at Weaver Lake Road and I-94 in Maple Grove is easily recognized as a shop- ping district, but even frequent visitors have difficulty finding their way from one destination to another. .«. vo 4147 /4"1747 1 vF "�i4 ,9.---'1- L"lit �.'.?j 'fir lift • •rll�r ' tj�/4,1 ��/� =mss. 14 , '.,, :-.40eNgo. _ . !It.,.:.. ,,i, .7)7pi- - , .i,*.kt, ‘ -- ... iiissvgliirt ,.,4, zt.2:,,,z1,- ittib-e-4,,- .., ,:,-:::%.?„, - .. • 'zito :41..it,,, ..--(5-ii,„ ,r-• .a-es. it,,,,,:_ _ ,t4 , .„.. ., zi-,-,, 4_,,„,:t.*_.,_ .... 4t,,,,_ _ ‘`C"44,444, /,k5'_.—t-;..., .f,f4.21,,e7 •74. , „:.. ,„ , imre it .-.i -- 7• �:1, 4�' ../ ``C ' r O ANN �VR! A. 1 • .l �.� :5_y� -,� .-eL��'i- _ The creation of a fixed boundary for the downtown area will lead to wise choices hi the use of available land and afford some level of assurance to nearby neighborhoods that commerdal uses will not overtake them. Issues of density, organization and pattern need to be resolved to make Monticello's downtown feel like a downtown. The presence of a defined boundary is critical: it forces wise use of limited land resources; it avoids the sprawl of commercial uses that diminishes true pedestrian qualities; it protects nearby residences from the ill affects of commercial uses (noise, lights, park- ing), and the possibility of declining property values as a result; and it keeps it possible to create a downtown that is compact enough for people to choose to • walk rather than drive between destinations. 1 • A New Bridge - Revitalizing Monticello's Downtown and Riverfront Page 3:10 Encouraging multi-level buildings, preventing over-building of parking areas, and mixing uses (horizontally and vertically) will perpetuate the sense that this is the center of Monticello. Downtowns have a feeling of enclosure created by fbbuildings and place buildings as the focus of development. Downtowns — places of the highest degree of mixed use — also seem to have a sense that even conflicting uses find a way to work together. Mixing uses also keeps activity in a downtown during more of the day, allowing for a safer environ- ment by having more "eyes on the street." People know how to navigate streets that meet at right angles at regular inter- vals; they quickly become disoriented in environments with streets that wind !F,b ... wi •il: ~ ? ,, °�4e •% •'� I Q W • ltVl d%•y i-Ate c qty, �iof a R� y` �ra: r,",ftp '' I © h� 4,4Q`•'`'• • ! '� . ar414•1' r SAiA��r4 fti.: ! kR, • � ~7I +lj�, ' y 14 ; ,!7 .i e "."1. aF �- u'6 4h•i? `pi • Sd ;p4e\+ ' J l �1j • .4.47,-�s wt. Ay E ► tr- A downtown that is based on the original gri o ontice o.evelopment provides coherency for the down iwn area and a way for people to easily find their way. • • between buildings, where there is no terminal view and their orientation to the sun changes constantly. The patterns of the streets — maintaining a strong consistent grid—fulfills the notion of a legible downtown in Monticello. This pattern, as it already exists, should be easy to maintain. Any proposal to change the grid should be viewed with a great amount of skepticism. Downtown Monticello should be a place where the community gathers and that invites visitors. The public spaces (especially the streets of downtown) and the relationship of buildings to these spaces are vital — they need to be filled with the character of the community. Although the plan promotes prominent buildings, it will be people that are the highlight of Monticello's downtown. When the character of streets merges with the character of build- ings, and people fill the spaces of downtown with their activity, the place comes alive and becomes memorable. In this plan, patterns of land use and design features come together to form the Broad Patterns and Design Direction basis for the downtown—building on the character that exists here as well as maintaining a focus on Monticello's small town qualities. The use of land in the downtown and riverfront area is critical to many of the principles that guide the plan, and will become important in defining a"look" for the area that continues to identify it as downtown Monticello. The elements of the down- fatown and riverfront—the buildings, streets, gathering spaces—all need to be A New Bridge i RevttaPzing Monticello's Downtown and Riverhont - Page 3:11 organized to create a sense of pieces fitting exactly together. The picture that results in a built downtown is one that is beautiful and one that functions well for the community. • Districts Downtown Monticello will always be a mix of uses, ages and patterns, and the plan recognizes a series of districts formed around basic uses and character. Therefore, a building near the river will have a character different from a building near the interstate. A uniform building character across the entire downtown will never be achieved and would likely be undesirable for tenants and the community. Within districts, however, buildings would have a strong relationship to one another and a consistent relationship to the streets of the district. • ��_,..., 4/ t �4 � 1, .~ ' M'r,/rr/r DTZ ivit . , . . ,. A*J,................-.7.-- .....:1::::-;....7;1.,:t-iI,...i.:". . -ir z III -"". :iiiiiiii6k AA,;_,,,,,,,f., , ..;, :.,..,:ll �. Vie. ii Si* , , 1 1 ii vA�.r�i11. _ qtr i � '�� Etc:::::; 1 1 1 s..■■n■■� , %�1 1 11 v9:11%a+swil�J \>•I ``\\ 1 i ; 1 ' 1 1 1 I ' ilimi / �` c 1 1 1 1 1 1 4s �.tl♦r 44. \\\\``V 1 i 1 Il•�r tis �` 7 4.. _h F U Key District r .4-2,--- 1 41-/ , RAOAOWAr:DOWNTOWN 14Sl10OWAY:EASEANO ■■O■ b/ /fi. : 's r ME �' , /.i.11►. WALNUT .��. .u; ,• r !f W s}"eer iu•■i - ).,' .... manoms /ilia SEVENTH STREET ��'/7�TRANSITIONAL iii ■■■p4! iii1ilIIlII/ijp . , \� A,NIONSON000 I �T` l}I.t,1, NIOUETRUL �••■••- PARK AND OPEN MACE ( ! ', ' Iii .._-#: cIv1011NETRVTIONAL IN T E., N'Lt^?' — 1 l' Land uses In downtown will be defined according to eleven districts,with compatibility and character being the primary consideration for each designation. • "• . _ •A New Bridge • Revltalleng Monticello's Downtown and R/verfront Page 3:12 The plan envisions eleven districts in downtown, each with varying targets for use and character: Riverfront • Specialty retail, eating establishments, lodging, entertainment, multi- family residential, office; upper level residential or office; two or three story buildings; river orientation; emphasis on public areas surround- ing buildings (rather than parking lots) Broadway: Downtown • Small and mid-sized retail, specialty retail, personal and business ser- vices, eating establishments, lodging, entertainment and office; upper level residential or office; two story buildings; orientation to Broadway Broadway: East and West • Single family residential; strong emphasis on restoration of existing older homes Walnut • Small and mid-sized retail, personal and business services, eating establishments and office; upper level residential or office; two story buildings encouraged; orientation to Walnut Street Pine • Mid-sized retail and office; two story buildings encouraged; orienta- tion to Pine Street • Seventh Street • Larger scale retail and service, auto-oriented retail and service, drive- through restaurants, lodging; orientation to Seventh Street Transitional • Mix of small office, personal and business services, multi-family resi- dential and single family homes Neighborhood • Predominantly single family homes following existing neighborhood patterns Industrial • Sunny Fresh operations only; transition to Civic/Institutional, Walnut or Transitional if Sunny Fresh ceases operation Park and Open Space • Parks,cemeteries, outdoor public spaces and gathering spaces Civic/institutional • Municipal and county facilities (except maintenance operations), pub- lic meeting spaces, community activity spaces, educational facilities, • churches, outdoor gathering spaces A New Bridge • Revitalizing Montkello's Downtown and Riverfront Page 3:13 The districts connect along the streets and public spaces of downtown. How they come together determines the real character of Monticello's downtown. Design directions have been established to guide the patterns of built elements • to fit the underlying use of each site; to capture the opportunities offered by a downtown on a river; and to develop ways of making the activities of people the highlight of the downtown and riverfront. t' C.N / .. ... * , s' '' , I- i ,14a:>,. '.... i' ' „ I* - ,..„... ......., r.1.-'14-t.*‘444 , - ,' "*!..A.4'-`.".!:t2.Zt cr-‘`'do A.Ai.. /4 i ,..,....7.„„. .,,,„ ......s.._......, .....,, ,*71.....:4,/,_.::..AN. .•4: ,. u 0 7 /.* 11,Z. "44 iitisiviihikZ ;3°4 i%:.sal..::ki...!.-.::::.. ,........ r . ......... , ,... 4z., .? 0,-.011 , ..)-....... , --,.........,„..,, li --,, 00 ,.e 4tz:i4, 1? „., iiri i - \ --...-..„ ftif, „., / /' ;Flip °. °..., ,,,, ,---.. P.,..,,,,,,,...„). ,® D 'CI K" DOWNTOWN BOUNDARY tO/ 1 °� 7/ vQ�j� ^ `' \ `‘4‘..Q.\.0.,/,..‘ PEDESTRIAN'CORE' 21a O �/ O J TRANSITION AREAS / )/O / ,—-,DOWNTOWN.OATEWAV O•'�r •. �/ / aRD A. 0 taiDOWNTOWN FOCAL / •� POINTS 0/,;.,, •e� •I / Nil CIVIC FACILITIES \ ---,. ...'.....1. -. '7.' ;.,..'. �.� .s� I � I T DOWNTOWN OPEN SPACE \ l. � •'/ /f��M'� \ 4 #4,..,..,.A mu CROSS E STRIAN \// //OO ,,gp�py1,,, sQj, ,, \ ik 7 Ocoee{ PEDESTRIAN CONNECTION y4Q a�Ct�� °D / \7 ��1�, �� VENICLE•ORIENTED + ( ('44/ / / \\�� im STREET / i i:' 1` l PEDESTRIAN-ORIENTED _\ �� STREET ,/ t \\ = 'TROLLEY' // 6 /11; �� j —'� fTIIL� �� \I . •FIVE MINUTE WALK I / / (4:37,...::;:;:::17.— C1 RADIUS FROM CENTER I ' / / \ � Q� / Q\ `,�J ETREETWALL••.7S% _.�.___ / —.� —�� , Q� ^^�STREETWALL-25%TO •/ \ OQ \\C. l lNr1l7 ' T ? hI 94 With a sense of how the elements fit together,the downtown and riverfront maintains coherency as It evolves and builds upon the character that makes Monticello special. 110 A New Bridge 'a.- Revitalizing Monticello's Downtown and Rlvertront Page 3:14 The plan identifies several basic directions for the design of the downtown and riverfront: • Boundaries • In this plan downtown is bounded by the Mississippi River on the north and Interstate 94 on the south. It generally extends one block west of Walnut Street and one block east of Pine. Street. Areas just beyond this boundary are considered transition zones, providing a buffer at the edge of downtown and protecting the existing neighbor- hoods. Pedestrian Core • The plan suggests that the downtown is oriented around a pedestrian core—a zone in which people can move freely to various destinations without their cars. By following this strategy we can achieve a goal of "parking once and shopping twice," a critical element of reducing traf- fic in downtown and encouraging the activity of people on the street. An average adult can walk about one-quarter mile in five minutes; if a five-minute walk radius is centered over the downtown area, this would be the pedestrian core. Transition Areas • Areas at the periphery of downtown are some of the most fragile in the area, especially areas oriented to single family uses. As the downtown is revitalized, the potential for traffic encroaching into neighborhoods increases, along with noise, lights and other activities that can degrade S a residential environment. The plan stresses the creation of transition zones at the edges of downtown to yield stability at the edge. Most often, stability can be created by a less intense commercial or office use (a use that generates relatively few visits on a typical day such as an insurance agency or a dental office), or with a more intense residen- tial use (a rowhouse or small apartment building). To achieve this kind of use and the associated stability, some existing homes may be elimi- nated or the use of the home changed. Downtown Gateways • It is important for a person to know that they have entered downtown Monticello; it recognizes that this area is the heart of the community and a special place. Entering downtown via Pine Street offers great long term opportunities for marking downtown; the bridges at the river and the interstate could be far more significant than they are today and might provide an introduction to downtown in a more dramatic way. • Equally important is the entry to downtown from Broadway. The plan suggests that the character of Broadway changes at the point where one enters downtown, providing another opportunity for a gateway to downtown. • Each gateway should be developed around a consistent theme. The plan suggests a form that is reminiscent of the major forces that have A New Bridge Revitalising Monticello's Downtown and Riverfront - Page 3:15 shaped the community: a spiral staircase or planter recalling the river; a base resembling forms drawn from the power plant; and a "lantern" (abstracted from patterns of Jefferson's Monticello) which symbolize the guidance of people in shaping their community. 411) _.. . . ... ..., ._,...„ •,.. , - ____ .,,.... . , • �';1� - . � _r 4.; �y; tt_ 't.Ash' ''�r,. r '"' - ':� vim.! a�air` '' r'�-, moi,- s� _ asli1w fti' r,I r a '• "t •!�•O[C i.�1 tet• 7 f. "!ti`,.�._':`te t_. ..d`� �=,''' , Gateways to downtown might be marked with elements that are unique to Monticello,that convey meaning to the commu- nity,and welcome people without words. Downtown Focal Points • Every downtown will be more coherent if a sense of order can be developed around real landmarks. The river and the civic elements of downtown should stand out as focal points in the downtown environ- ment, highlighting the features of the downtown that the entire com • - munity shares and takes pride in calling their own. The river has a character that can easily be seen as a prominent visual feature; in downtown's civic elements, a character should be created that symbol- izes the public spirit of those facilities. The plan illustrates a character that again looks to Jefferson, and the qualities of his buildings that have come to stand for permanence, stability and quality. i '� a n. ur .1* r7 pct A �w• J / „ti '- '', . 7.; — ' ' Pli 4; '41 ..?"!'' ' .4 ! i s • p i i • • . Civic buildings should stand out in downtown,becoming elements of pride and symbols of permanence and quality. The • plan advocates the consideration of these structures as an investment for the community and in the future of downtown. "._ ' A New Bridge - • Revfallring Monticello's Downtown and Rlvertront Page 3:16 • Small elements might also be seen as focal points in Monticello's downtown. Works of public art can be delightful surprises as well as celebrations of a community's spirit. Benches, sidewalks and other utilitarian elements of a downtown can be a great medium for the right artist; these functional elements can become landmarks in their own right, even if they are no larger than a manhole cover. More traditional art—sculptures and murals—also have a place in downtown. Civic Facilities • As much as possible, the civic facilities of Monticello should be con- centrated in one area, increasing their prominence in the downtown and creating a true center of community for Monticello. Downtown Open Space • Not every space in downtown needs to be a building, street or parking lot. In fact, the downtown can be a better reflection of the community if spaces are reserved for parks, plazas and other open space elements. West and East Bridge Parks are obvious in their ability to fulfill this need; their relation between the river and downtown will likely cause the need for careful consideration of their long term use; they may no longer be quiet retreats overlooking the Mississippi. West Bridge Park should be developed to become the most active downtown outdoor space—the place where the community gathers on a regular basis for programmed events or casual meetings. It will be important to address functional concerns as a part of the • improvements to Bridge Park. If it is to be useful at night it must pro- vide a level of lighting that provides for comfort and security without diminishing the natural beauty of the river. Parking will be an issue, but land for park uses is more critical than parking in the park. On- street parking and remote parking not only protects valuable park space, it encourages a higher level of use of other parts of downtown. / - •t— -%..,../ h-•/ '-I »t, i. M i - . Ulirillilliiii,11 ,.4, 11-41:1 -ilet . • 1 :• ulliffill&Al 4:z..A.: . , : / _. . ..:„..„,ree'-- 1 -: -.;:-.! . ... 14 - t •oxiv Oil lc ›F, .. . ,, , rd_ ill t 1 O Ammo �� a. �'r,y1 a.; '� q u�, �'r '! `-1 I ..„ ' 'Vj, j_. AIM o ��01i A� Y '0 ,r'`�, -AA u4� l ' '. T r--rn-rrr 61C 1ir�, = ; .w,• • _ rrrrY�rn , r �.. -- .4.wis�, yf tt 11,1.1'/ '!40.6,4.4 w /'!s•ar►y ! ; iz i•of�. ri "v •�•� .y� — - :am �' - i�,;- -�� ee' , L 0illIvS,' gll 4. s ,nfnnh = - t1� I 'I I „. S�I- A : Gri111.++++�W1111t i , , i ai West Bridge Park is downtown's most Important outdoor gathering space. It offers the chance to be In downtown and near the rhrer•,development that surrounds should be organized and designed to keep this park prominent • ! , i A New Bridge Revitalizing Montcello's Downtown and Rlverlront - Page 3:17 • The cemetery is an open space in downtown Monticello, but is hardly recognized as such. This space represents a great deal of community history, and over time, it should be reinforced with plantings and gates • that make it more of a highlight on Pine Street than it is today. • Every public building should have a functional outdoor gathering space related to it(not just a larger patch of grass surrounding it). City Hall might have a plaza, large enough for significant gatherings with a fountain or other feature as a focal point. The Library might have a more quiet, intimate space related to it— a garden or an outdoor read- ing room, for example. • While some private buildings may decide a plaza fits their program, not every building needs to have an outdoor gathering space. The focus should be on the truly public spaces at the parks and civic build- ings; at private buildings, the focus needs to be on the creation of the most intense use of the available site. Pedestrian Connections • Not all of the parking required for the uses of downtown can be locat- ed on the streets of downtown. Most will, in fact, be located behind buildings, making it more difficult to reach the front doors of business- es. To facilitate pedestrian movement between parking areas and storefronts, connections should be developed at about the middle of each block. The recent fire presents an opportunity that follows the plan for redevelopment on Broadway and provides and opportunity for11110 such a connection; this should be considered a priority in implementa- + .4Ai 't> " } galire(140- :11(j ® Ir. 3 t 'mil 7110r ; int ••• { Pedestrian connections between streets and parking areas offer an opportunity for small park-like spaces in the midst of • downtown. The use of plantings and fixtures that are seen on the streets provides needed integration for these connections. •A New Bridge - Revitalizing Montkelfo's Downtown and Riverfront Page 3:78 Key Pedestrian Crossings • All intersections allow for some measure of comfortable pedestrian crossing, but several are key to pedestrian movement. Pedestrian • movement patterns anticipated by the plan suggests that crossings are most likely and needed at: • Seventh Street and Pine Street • Fourth and Pine Street • Broadway and Pine Street • River Street and Pine Street • Walnut Street and Broadway • Walnut Street and River Street • In addition to highlighting these intersections for pedestrian crossings, the intersections of Fourth Street/Pine Street and Walnut Street/Broadway should be signalized to facilitate pedestrian (and vehicle) movements across Pine Street. Vehicle-oriented Streets • Certain streets — Pine Street and Broadway (to some extent) — will always be dominated by vehicles. In doing so, however, they do not need to neglect the pedestrian. The improvements for Pine Street and Broadway (outside of downtown) should concentrate on the addition of elements that reflect the qualities and character of a small town. Elements like pedestrian-scale street lights consistent street trees have the added benefits of "calming" traffic; and by introducing elements • near the roadway, the perception of the space is diminished and people tend to drive more slowly. Pedestrian-oriented Streets • Some of downtown's streets should be oriented to pedestrians while still accommodating vehicles. Walnut Street, River Street and Broadway are the three most important pedestrian streets envisioned by the plan; they should be developed with features that related most strongly to people on the sidewalk. These streets should have build- ings that reach to the sidewalk(zero setback from the property bound- ary at the front of the site), windows across a majority of the street level facade, signs that can be read by pedestrians, awnings over store- fronts, pedestrian-scale streetlights, and plantings to create interest at points not dominated by buildings. • Cars are still a necessary part of a pedestrian-oriented street. On-street parking — at the front doors of buildings on Walnut Street, River Street and Broadway — should be utilized to create more life on the street and to make the prospect of doing business in downtown Monticello more convenient for customers of downtown businesses. People might still move between destinations in their cars, but if the street is designed with the needs of pedestrians in mind, they will just as likely walk from one store to the next. • ''; A New Bridge Revtta@ring Monticello's Downtown and Rtverfront Page 3:19 • Cross streets (Third Street, Fourth Street and Sixth Street) are the pri- mary routes for cars to enter parking areas serving Walnut Street, Pine Street and Broadway businesses and must always be open to facilitate traffic movement. Walnut Street and River Street, while they provide • avenues for the movements of vehicles, are not the main travel routes through downtown and could be temporarily closed to provide for an event on a single block or along nearly the entire length. The value of Monticello's street grid then comes into play; it is relatively easy for a driver to negotiate a temporary street closure by using the logic of the grid street pattern. "Trolley" • A system might be established using a trolley running on or along the rail corridor to bring people into downtown. This would be a natural complement to other modes of transportation, with strong connections to downtown and other points of interest in Monticello (the schools and Montissippi Park, for example). A linear corridor for the trolley (or any non-automobile mode of movement) actually fits Monticello well — the community has grown parallel to the tracks, only recently growing to the south of I-94. 0f-1>_, o,.. O� 1-1-1 L-- .L I l l :„...r....cc,•,sa - i.: ,... Mittrrti j•arra_ -- ,1«=,.,T.-.-,7 ,.Ir _it,.. - ems;,.., � � sib` i.�+ `,n 1 Ma • 't- 1r111J 11111111111 Ai'I it .4 l� lt ~I� M„t P., ' � I lttrtnm1m�17 ' ,,''' �, ��7 Vis. ,i�,,. _ , , I ,�� —_— 1m `iiil,r Illr. ^1 C'ir•�,11'•ci il on I A�' r. :' :14-4--1 1 ,, A'' .4: `'�101'x' -vim '�t �r _ _- I. - � C p i,a 11 , �.'W - 21I --. _. ...—_— -. •rte 1 A long term consideration might be the introduction of a trolley on the rail corridor that cuts through Monticello's down- town. This corridor might link significant community features(schools,neighborhoods,Montissippi Park)to downtown. Streetwall—+75% • Some streets in downtown should be nearly continuous with buildings that meet the sidewalk, creating a well defined edge to the street. Even in places where buildings are not present, elements such as ornamental railings and hedges should be used to bridge the gap between build- ings. A high percentage of streetwall is one of the key elements of a pedestrian-friendly downtown, but the formula cannot be applied with- out consideration of the design of the buildings themselves. Each must strive to create an environment that addresses the pedestrian — with windows, materials, awnings, lighting and signs that are attractive for people walking on sidewalks. While it will be the goods and services 4111 A New Bridge 'g- Revitalizing Monticello's Downtown and Rlverfront Page 3:20 that downtown visitors will look for first, the aesthetics of the environ- ment will encourage them to linger, to walk over to a nearby shop, or to tell others about a place they enjoy. • Building and business owners must recognize the role they play in these improvements. They can address issues related to the buildings, creating interesting and viable spaces to walk past and into. Without this, no degree of streetscaping can create a meaningful environment for pedestrians. • In this plan, Walnut Street, River Street and Broadway are the streets that must maintain a strong edge — a streetwall that is at least 75% continuous. • Breaks in the streetwall that are occupied by parks, plazas or pedestri- an pass-throughs should not be included when calculating streetwall percentage. Streetwall—25% to 75% • Even when parking occupies that portion of a site that meets the side- walk, a sense of edge can still be achieved (although it will never be as strong as what can be accomplished with buildings). In these cases, a consistent and rather tightly-spaced row of trees with hedges or orna- mental railings can create the streetwall. In no case, however, should an entire block of downtown have less than 25% streetwall. • The way that streets are developed will be an important factor in establishing Traffic reasonable movement patterns in downtown. If we see a traffic problem in Monticello today, we must know that we can never solve it. Solving the prob- lem would entail more lanes, higher speeds and fewer conflict points (crossing movements) along with more asphalt, fewer pedestrians and less local charac- ter. The best we can do is manage traffic to fit Monticello, which involves allowing for more crossing points, placement of signals to aid in vehicle and pedestrian crossings of Pine Street and Broadway, striving for lower speeds and encouraging other modes of movement. The key street is Walnut Street and in this plan, it becomes a new "main street" for Monticello. It lies at the heart of an expanded downtown — a downtown reaching from the Mississippi River to Interstate 94. Many people already use Walnut Street as a way of moving through town without having to deal with Pine Street traffic. It parallels the main route through Monticello's downtown, and is close enough for drivers on Pine Street to see development that might occur there. It should be a pedestrian-oriented street, with on-street diagonal parking, buildings close to the street, wide sidewalks, trees and pedestrian- scale streetlights. Drive lanes should be limited to one in each direction, with each lane being no more than 14 feet wide. It should be designed to encourage traffic at speeds of 15 miles per hour, a speed that allows drivers to accommo- date pedestrians crossing streets. At this speed, traffic will flow because the _ vehicles have no stops between Seventh Street and Broadway. • , A New Bridge Revitalizing Mont/cello's Downtown and Rlver/ront • Page 3:21 III ! .;�`_� fir ;*• ' •Ae,LL ....._4;. .....„: 4 3- ' ! .s "" s rT r ,,........4. 1. -, LtL '..?""!''"si mss.'- pr_, "�• : Vr v+ ;�+. .� .... �iJ .. \.. -'may_ ' , '•• 01 s I .ii a_•S ` . .. ti,"_,...,. . `.- 'ate �"! }` !.. �}. �tic"JC�A .r- i7` r I .1- •i{ 1-:-- - . ( ! -•. 4-1'"" ' ;a ' • .-i:. — . `-..I --- f••-•' . IMM• ..nb. Dw..... ..V.4• Df.M .....N MO.{W.•••. ....., !•.•• !r• • Walnut Street utilizes diagonal parking and an enhanced streetsape to create a new"main street"for downtown. Pine Street is a state highway and should be the main route for vehicles pass- ing through Monticello. Although this street will always be oriented more to cars that people, the development of some pedestrian facilities (walks, street trees and pedestrian-scale streetlights) will help to keep traffic at speeds that are appropriate for a downtown environment. The roadway itself will need to meet standards set by the Minnesota Department of Transportation, but improvements outside of the curb can do a great deal to make this more a com- munity street. Signage along Pine Street should be used to direct people to Walnut Street and to parking areas located off the cross streets. �. :., T "'~' J° -„,1 • { L -- .` .i':41 i fl, i I -. i v . -=. mss { Imo'. ors isms mos ...•... or.Ne 1•lr+ rw..w:trr_r-.-4 -..." wowc • While Improvements to the roadway might someday be possible,it is more important to consider enhancements along the •'A edge of Pine Street In order to create a stronger relationship to other downtown streets. • 1 A New Bridge It- Revitalizing Monticello's Downtown and Riverfront Page 3:22 Broadway, Monticello's traditional main street, has little opportunity for physi- cal change in downtown. The diagonal parking will not likely return, but the parallel parking that exists today should not be lost. If any changes are made, • elimination of the "bump outs" at mid-block might be warranted, especially as other areas develop that are more conducive to pedestrians. In the very long term, streetscape patterns might be coordinated with the patterns demonstrated in Walnut Street and River Street. rd's i 'D•d - M�I - 't f I 4 Ij .'.. r.. y i �yye yr e C. �- S`'• a 1. . •0.- !" ' •�'. J i•, �^� r: • I ^ i �w 3 -.. 2..4.,. ..o... 2.A... ...We .,,. While streetscape enhancements for Broadway in downtown are encouraged,Broadway east and west of downtown might undergo more significant change. This part of Broadway might be more like a parkway;with tree-lined boulevards and a planted median,it becomes a much more fitting introduction to the community. Turn lanes at the intersection of Pine Street and Broadway might someday be seen as necessary for traffic movement. But the impact that the addition of turn lanes will have on the character of the intersection will be significant — parallel parking will be eliminated at each side of the street, buildings will likely have to be removed, and the presence of the historic Monticello cross- roads will be lost forever. The community will likely weigh this decision at some point in the future; this plan advocates for no change to the intersection in the interest of the integrity of the downtown. Outside of downtown, Broadway will evolve to a street that introduces Monticello to drivers by taking them through neighborhoods and eventually arriving in downtown. The character of the roadway is more like a parkway, with a wide planted median created by the elimination of the two inside traffic lanes. Protected left turn lanes are provided by the median as well, allowing for free flow of traffic in a single through lane in each direction. This configu- ration will allow traffic to better than it does today, and it allows pedestrians to cross a single lane of through-traffic (with a refuge provided by the median at the middle of the crossing). The character of the street becomes the character of Monticello — with well-kept older homes and significant community insti- tutions lining the street. Streetscape elements should be introduced to "calm" traffic—to keep cars at the currently posted limits. There is no way to prohibit traffic from using Broadway; even trucks will con- tinue to use this route. The goal should be to create an environment for drivers that keeps them at neighborhood speed levels, to use tighter turn radii at street intersections that make it more difficult for trucks to turn off of Broadway to other local streets and to introduce elements that diminish the perceived width A New Bridge Revltalntng Monticello's Downtown and Rlvent'ont -- Page 3:23 of the street —all of which might encourage some through-traffic to use Pine Street. . River Street, in this plan, is a street that develops much like Walnut Street. It III will be a two-lane roadway with parallel parking at each side of the street, with streetscape amenities added to match those found at Walnut Street. The impor- tance of parallel parking on-River Street (and on Walnut Street north of River Street) cannot be overstated: beyond serving the adjacent and nearby busi- nesses, this parking will serve the parks (allowing all of the limited space in West Bridge Park to be used for people). .f - '.. ,• T� �_ f-'.. �;.-fid r•-. 1111 y. . I • . k mi11.�� af11111�7 . .+S _'" � :-Ara ara. f iia •' =. ',Z g g.id11aibiii fmr; ; �� 11 r�i3 . : .41;6 i:1.0i:• Ep1 .41� AM, ,•- i i . r- z � Yid` ,,,,,1111. r t '-':.;:t FIB 17'.7.4107/1,`, "w .,1111,a:.�::� *,....-y,... -,•-•.,�+:i:.-- . rc .,i 7611 7.` .II- - J 1 w.ei ---.--i l. --I - .J • .... I ,;:',A,_, 1 , 1 - _ 0 , ...-- f I 1-.. . r I i • �_ I ,1�fi�l yfY 1- •1111 - �a� = — E---11111 ~ .` � _ edea. ...-c' • , River Street provides a great focus on Bridge Park and surrounding development and the character of the street might become more like Walnut Street-creating a unified street pattern where the new"main street"meets the river and park. Cross streets (Third Street, Fourth Street and Sixth Street) are those that con- nect Pine Street to Walnut Street and allow for local traffic to reach the new main street. In character, they feel more like Walnut Street than Pine Street; in function, they are two-lane roadways with parallel parking. Where needed, left turn lanes are added to facilitate traffic movements. Seventh Street is similar to the cross streets, except that it will have extended turn lanes in each direction that will preclude on-street parking. In terms of traffic management, Seventh Street complements Broadway by providing for a110 ,: , higher traffic volume roadway at each end of the core of Walnut Street. A New Bridge - RevltalWng Monticello's Downtown and Riverhont Page 3:24 `... +1, r • • 4° -..-- , , .,9 ..„-ria .. ...,,,,z n .- . ...._-.S . ' ' ,--,';72..--. .:.-:-. -- • , 111:' ;.f.. - .. .-•,/,; _ --WIR': . ::__ • '�. • '^tel/ /' O. • . • y ssu Ur�lMl tz'` ' ''''' •N�:1 lip. . :E .•.4.Win. inti IP t I Ed. „T.- '1yY �► I tEl` � : ` terrua =- . f, t } A :j ; i ' ,,, I :s. 1 i• ..-44 .. . _. ..,cr.• Jr'. .- 9 I `� 1 / * „./..' --"-- /' - '/7 g( . . - r , •. •. '' i°• �- _ _ )• 4,-..-1111.11.-.... „.1. . % 7,/\.....1 •'' „e...1 •" ir: ,,,nt•`:�' }t a ,. ...r...,, t - _ _ 1-- y' 1 ' ! ' 4e! nom'�w ! [ y, i r� row** ..v .+,.t/. D!M'• te..4% .i •••r tomo• +Awe/wM. Cross streets connect Pine Street and Walnut Street,inviting drivers to move toward downtown's new"main street." The plan shows the eventual vacation of 5-1/2 Street west of Pine Street. A median at Pine Street precludes a full-movement intersection and the civic/institutional core might be able to better utilize the area of this street for development purposes. All of the street improvements envisioned in this plan can occur within avail- able right-of-way except for those on Walnut Street. Diagonal parking, which provides about 340 parking spaces along the length of Walnut Street, requires seven additional feet on each side of the centerline. With the exception of areas close to Broadway, this expansion could be readily accomplished. Additional widening should be avoided as it encourages higher speeds and cre- ates a less attractive environment for pedestrians. As downtown grows along Walnut Street, an additional access should be con- sidered by implementing a traffic signal at Fourth Street and Pine Street. This signal will result in another controlled left turn to a cross street from Pine Street approximately midway between Seventh Street and Broadway, but more important, it will provide an opportunity for safe crossing of Pine Street by local traffic and pedestrians. III A New Bridge Revftallring Monticello's Downtown and Riverfront- • Page 3:25 Outside of downtown, streets are still important considerations. The plan advocates the strengthening of existing neighborhoods.that surround down- town, recognizing that the residents of these areas are downtown customers and neighbors. New development and a revitalized downtown area might increase traffic volumes on downtown streets, and some traffic might find its way onto the streets of the surrounding neighborhoods. To create a strong sig- nal that a driver is leaving the downtown area, the streets should be noticeably narrower in the neighborhoods. Streets that are 24 feet to 28 feet wide have been shown to provide adequate width for residential streets with on-street parking. Streets of this width will likely prove to be safer as vehicle speeds are reduced, and they will yield a street character that is more in keeping with the character of the neighborhood. Improvements made to the streets of downtown will be some of the most expensive elements of this plan. It will be important that the right improve- ments are made, not just the least expensive. Consideration of traffic flow is critical; every change to a downtown street must also be seen as an opportunity to reflect the character of the community. If managing traffic is a concern, and chief amongst those concerns is the managing the speed of that traffic, then the streetscape enhancements — the traffic calming devices — will do more than any other measure to ensure than downtown evolves with respect for vehicles, pedestrians and the sense of a downtown. • • A New Bridge Revitalizing Montkello s Downtown and Riverfront Page 3:26 ' • Design Guidelines When we assemble the picture it seems very real, and it might be interpreted by some as exactly what will happen. But conditions will surface that could not have been predicted during the course of planning downtown that might cause an adjustment to the plan. If we think about how downtowns evolve, nothing happens overnight. This is the intention of this plan: to allow down- town to grow and change in ways that are dynamic and responsive rather than ways that are prescriptive. Every project must be considered as a part of the whole to ensure it fits the patterns of downtown, but some latitude should be afforded the individual or group that is undertaking the project. This is where we ultimately develop a richness and character for downtown Monticello remi- niscent of the great towns we all know. So even as the picture seems so real, it can only be a guide. If downtown is allowed to grow and change according to the plan, new buildings will be built that fit overall patterns but still express their own individuality; old buildings will be restored to mark downtown with an integrity of early Monticello; pub- lic spaces will result that focus on the activities of people; and downtown will have a life that springs from the way people do business in Monticello. While not every aspect of development is controlled, and rightly so, the aim of this plan is the restoration of the authenticity of Monticello. It was pointed out by many members of the community during formal interviews and casual con- versations that the current rules discourage appropriate business activities, pre- vent downtown businesses from making improvements that would help their business, and keep worthy businesses from locating in downtown. ipThe need for rules must be recognized, however; this plan establishes "rules" that must be interpreted by the community. In "enforcing" rules for the down- town and riverfront, the most important rule is the Vision statement. In reviewing proposals for the downtown and riverfront, the first criteria is whether the proposal meets the community's intentions as gauged by its vision. The Guiding Principles are the second measure of a proposal's acceptability to the downtown and riverfront. Finally, design guidelines are used to direct a proposal to the best possible "fit." Ultimately, these "rules" might be codified; but to begin, the plan expects the downtown and riverfront to evolve based on the sensibilities of a small town rather than by legislation. The purpose of the design guidelines is to improve or maintain the visual qual- ity of Monticello's downtown and riverfront. In downtown, most commercial buildings were constructed between 1890 and 1920, with brick facades, recessed entries and wide windows to display merchandise and allow natural light to enter storefronts. The second story had tall, sometimes rounded top windows, often with interesting detail. The buildings were capped with a brick or wood cornice, some of which were quite ornate. In the last thirty years the facades of most buildings have been covered by a variety of materials. This plan encourages the removal of those materials to reveal the original building facade. It is often more economical to rehabilitate an existing building than to incur demolition, landfill and new construction costs. It is also possible to replace masonry or architectural detail that may be IPmissing or in disrepair. A New Bridge Revitalizing Monticello's Downtown and Riverfront - Page 3:27 Monticello's heritage in integral to the buildings along Broadway and they contribute significantly to Monticello's character. Indeed, no other city has this mix of building stock and that alone differentiates Monticello. Marketing experts say product differentiation is a critical element for success; in this sense,Monticello has something of value in its older buildings. It has been demonstrated in'city after city that a "Main Street" rehabilitation is is good for business. It adds "curb appeal," increases pedestrian traffic, increases property values and creates a consistent architectural character that capitalizes on the desires to live in a small town. Monticello's architectural character might be best defined as "early twentieth century midwestern small town." Those architectural elements include one and two story flat-roofed buildings with a cornice, built to the edge of the side- walk and filling the lot from side to side. Large windows invited passers-by to view the merchandise; operable canvas awnings controlled sunlight and offered protection for pedestrians. Signs were mounted flush against the build- ings over the awnings (and even on the awnings themselves), and sometimes projected over the sidewalk. The wide sidewalks provided plenty of room for pedestrians and the life of the street. Not every building in downtown Monticello is old, or is worthy of rehabilita- tion. Those that are worthy should be viewed as community assets and required to conform to the design guidelines. But new buildings must also respect the design guidelines in order to maintain the sense of a midwestern small town's downtown. In the design guidelines that follow, patterns for cre- ating new buildings and preserving the character of older buildings can be • found. Design guidelines for Monticello's downtown and riverfront are organized to address the overall structure of the downtown and riverfront; the design of public spaces in the downtown and riverfront; the configuration of sites; the design of new buildings; the integrity of existing buildings; and oversight of the guidelines. The design guidelines for Monticello's downtown and river- front are: 1.0 The Structure of 1.1 Create a downtown and riverfront area for Monticello that has a strong Downtown relationship to community patterns, features, and the idea of a small town in the country. • Development shall occur within the existing grid of the local streets. • The Mississippi River shall be one of the primary focal points of downtown, with elements of the river drawn through downtown to strengthen downtown's connection to the river. • Terminal street views shall focus on a significant built or natural fea- ture(a building, pavilion,garden,the river; not a parking lot). • Community and civic facilities shall be prominent elements of the downtown. 1.2 Create a variety of uses to attract people throughout the day and night, for activities of commerce, culture, community and civics. • "•_ A New Bridge Revitalizing Monticello's Downtown and Riverfront Page 3:28 • • A range of uses and activities shall occur in downtown, including commercial/retail, office, public/civic, housing and recreation/enter- tainment uses. • • A guide for uses shall be established, but flexibility should be allowed to enhance the goal of an active and vital downtown environment. 1.3 Develop a downtown and riverfront area that is compact and walkable, with a density of development and a level of activity that set it apart from the rest of the community. • Buildings shall be placed near the street to create a strong edge to the street, a sense that you are passing something, and an opportunity to � see into a building from the sidewalk or see the activity of the street APS from the building. ••.� • Land resources shall be shared wherever possible to allow for a greater Buildings shall be placed near amount of development in a limited space (for example, providing for streets(Design Guideline 1.3) joint use parking, shared loading and service areas, and "regional" stormwater management). • Clustering of buildings shall be encouraged to allow people to walk easily from one use to another; stand-alone uses and uses that are ori- ented strongly to the automobile shall be discouraged. • Downtown shall be as comfortable for pedestrians as it is convenient for cars, recognizing that, once a car is parked, the driver becomes a pedestrian. • A pedestrian system shall be developed to reach all uses in downtown and form a strong connection to surrounding neighborhoods. • 1.4 Structure the street system to accommodate downtown traffic and "through" traffic, to support businesses, improve circulation, and main- tain a"downtown"character. • Walnut Street and "cross" streets shall be oriented to pedestrians but shall accommodate vehicle traffic. • Pine Street shall be oriented to vehicles while accommodating pedes- trians. • Broadway shall be balanced in its orientation to pedestrians and vehi- cle traffic. • The entrances to downtown shall be marked to announce one's arrival in downtown. 1.5 Explore a range of transportation modes to manage traffic in downtown Monticello. • Walking and biking shall be accommodated in downtown and at every site in downtown. • Regularly scheduled community "circulator" service shall be explored as a way of moving people into and out of downtown without their cars. • A trolley on the railroad tracks should be considered to provide for a unique attraction and as a method of community transportation. 1.6 Recognize patterns that are appropriate to varying downtown "districts" 41) in an effort to create development that"fits" the context of each district. - A New Bridge Revfalizing Monticello's Downtown and Rlverlront - Page 3:29 • "Districts" shall be established to guide the general use and character of development in the downtown and riverfront area. • The following"districts" might be established: • Riverfront Specialty retail, eating establishments, lodging, entertainment, multi-family • residential, office; upper level resi- dential or office; two story buildings; river orientation; emphasis on public areas surrounding buildings (rather than parking lots) Broadway - "Downtown" Small and mid-sized retail, specialty retail, personal and business services, eating establishments, lodging, enter- tainment and office; upper level resi- dential or office; two story buildings; orientation to Broadway Broadway- "East and West" Single family residential; strong emphasis on restoration of existing older homes Walnut Small and mid-sized retail, personal and business services, eating estab- lishments, office; upper level residen- tial or office; two story buildings encouraged; orientation to Walnut Street • Pine Mid-sized retail and office; two story buildings encouraged; orientation to Pine Street Seventh Street Larger scale retail and service, auto- oriented retail and service, drive- through restaurants, lodging; orienta- tion to Seventh Street Transitional Small office, personal and business services, multi-family residential and single family homes Neighborhood Predominantly single family homes following existing patterns of the area Industrial Sunny Fresh; transition to Civic/Institutional, Walnut or Transitional if operation ceases Park and Open Space Parks, cemeteries, outdoor public spaces and gathering spaces Civic/Institutional Municipal and county facilities (except maintenance operations), pub- lic meeting spaces, community activi- ty spaces, educational facilities, churches, outdoor gathering spaces 2.0 ir The Design of 2.1 Develop a streetscape that yields a hierarchy and organization of down III - Public Spaces town streets, that generates and authentic identity, and results in an •A New Bridge RevltalzIng Monticello's Downtown and Rive:front Page 3:30 . attractive environment for people(those in cars and those on foot). — - - • Downtown streets shall be designated with front yards according the _ II following hierarchy: • Broadway; River Street; Walnut Street; Pine Street; Seventh Street; Cross Streets .13 (For example, a building at the corner of Broadway and Walnut Street 0' '?. would have Broadway as its front yard, as that street is listed higher in ; the list. This should not be construed to mean that a building cannot ` t.� -. ,,',��4 be designed to address two streets.) AlPt AM__,T • Recognize that some downtown streets will be oriented to vehicle traf- Provide a streetscape that yields a fic, but will still accommodate pedestrians; and that some streets will more pedestrian scale(Design be oriented to pedestrians but still accommodate vehicles. Guideline 2.1) • Utilize materials that reflect local elements and culture to provide the sense of Monticello in every street. • Use elements that yield a more pedestrian scale, even at streets that are oriented to vehicles(pedestrian-scale street lights, for example). • Develop a pattern of street tree planting for all downtown streets to 0 create identity and consistency in downtown, but still allowing for diversity • in the streetscape. t - •cizysa -J. t--� ~i�� !- lit t • Provide pedestrian amenities, such as benches and trash receptacle, at "1' �tlfai I iiD I regular interval and key locations at all downtown streets. Provide pedestrian amenities at • Provide elements that inform the community of events and happenings streets and important downtown in the Monticello community at likely gathering places. sites(Design Guideline 2.1) • Develop a system of consistent maintenance for all public and private spaces in downtown (rather than relying on the individual property or business owners to keep their sidewalks and sites maintained). III .....- - _____ . ......._ .. • .. :•:,_., .._ , fyiy .. �' ., �a` - . ,)1 t.. .:71;.:;.;--- �C'- "ii: ., `, .r1 •'4' 4�: .. v '" .•r ,' Y!.- -. ' fie JOU Q'"q''. fes` 'f' p".1-."--,— ']� �� i' ��• e7r.—,---..r,,, 16, .♦ qr' •--ys,.;�J ••4.' --7';', -+ . 1`� = % .,....„:.,_:;,71-:;,.. 'Ce's wa1+frcIs _._a'c Kr..rs •itikr 4'r.i �rrv...• s �+ara _ �+c�'.°c =.eve IPIrer Create patterns of consistency in downtown street planting patterns;recall materials that are meaningful to Monticello;and extend those patterns onto individual downtown sites. (Design Guideline 2.1,3.5) 2.2 Build a complete network of sidewalks in downtown and extend side- t , walks into nearby neighborhoods to create a walking/strolling downtown environment. Q '" .0 • Build sidewalks with widths appropriate to levels of pedestrian traffic. A. : • Build sidewalk connections from the sidewalk to the front door of ��'� ��'��° a.r" 'l;is r every building in downtown, especially those that are separated from Provide elements meant to inform • the sidewalk by parking areas. the of local events , • Develop sidewalks on both sides of all downtown streets and on at the community Guideline 2.1) least one side of all streets leading into neighborhoods A New Bridge Revitalizing Monticello's Downtown and River ont - Page 3:31 . 2.3 Establish spaces for community gathering that are oriented to important civic,community and natural features. IIII • Develop West Bridge Park to accommodate significant and scheduled downtown gatherings; focus efforts at East Bridge Park on becoming a more passive escape from the activities of downtown. • Develop a gathering space at a new City Hall to function as a Monticello"town square." • Develop a space in downtown that can accommodate a farmers mar- ket. • Allow for some downtown streets to be closed for larger community gatherings and events. • Utilize similar patterns and materials in the public gathering spaces as found in the streets to make the gathering spaces feel like a natural extension of the street. 2.4 Develop a street system to appropriate to a downtown environment. • Maintain a regular spacing of streets and a grid patterns of streets and blocks in downtown. • Use traffic calming techniques to keep speeds of traffic at safe levels and to encourage the use of"streets" by pedestrians. • Allow and encourage on-street parking on downtown streets to achieve traffic calming,to create a more active street environment, and to make a better transition between traffic and pedestrians. • 3.0 3.1 Establish common setback and lot coverage standards for each "district" The Configuration of Sites to ensure compatible and maximum development in downtown Monticello. ,mn7,,,,,i . • Setbacks (minimum distance from a right-of-way in which no struc- ture may encroach) and build-to lines (a line measured from the right- `, of-way which at least 70 percent of the primary structure must touch) c for downtown "districts"are established as follows: SET6.1cx rltt&Ar• 7/ Riverfront Build-to line: 0 feet ElO . AIMEBroadway-"Downtown" Build-to line: 0 feet Broadway -"East and West" Setback: Average of adjacent — -- structures, but no less than 25 feet Walnut Build-to line: 0 feet Pine Setback: 20 feet 6„��.T, Seventh Street Setback: 20 feet III "Nt:.—= Transitional Setback: Average of adjacent iiTy - structures,but no less Establish setbacks and build-to than 20 feet lines for downtown districts (Design Guideline 3.1) Neighborhood Setback: Average of adjacent structures,but no less • than 20 feet .. 1 _ ANewBridge - Revitalizing Monticello's Downtown and Riverfront Page 3:32 Industrial Setback: 20 feet for office use related to industrial use; 50 feet for all other • uses and structures Park and Open Space does not apply Civic/Institutional Build-to line: 25 feet • Street frontage "build-out" (that portion of the primary street frontage which must be occupied by the primary structure at the build-to line or which must have a portion of any building that meets the setback line) is established for each district as follows: /oT, Riverfront 75 percent Broadway - "Downtown" 100 percent, except that pedestrian pas- sages and plaza spaces developed in 111 concert with buildings are exempt _ _ . Broadway- "East and West" does not apply Establish requirements for street Walnut 60 percent frontage "build-out (Design Pine 20 percent Guideline 3.1) Seventh Street 20 percent Transitional does not apply Neighborhood does not apply Industrial does not apply Park and Open Space does not apply Civic/Institutional 40 percent • • Standards for minimum lot coverage by structures, in order to ensure the best use of limited available land in downtown, are established as follows (plazas, outdoor gathering or sales area are not included in minimum coverage calculation): Riverfront 30 percent `:et;nbe Broadway - "Downtown" 30 percent, except that pedestrian pas- Zito)* sages and plaza spaces developed in concert with buildings are exempt Establish requirements for mini- Broadway - "East and-West" does not apply mum lot coverage (Design Walnut 30 percent Guideline 3.1) Pine 20 percent Seventh Street 20 percent Transitional does not apply Neighborhood does not apply Industrial 25 percent Park and Open Space does not apply Civic/Institutional exempt (to ensure these buildings can remain prominent relative to other downtown development and to allow outdoor public spaces to be created on these sites) • Building footprint size and "bay width" (the width of a storefront or segment of a continuous facade at which building must be divided) for A New Bridge Revitalizing Monticello's Downtown and Riverfront - Page 3:33 the primary structure on each site is as follows: Riverfront 2,000 square feet minimum; 7,000 • F-7.-4_ square feet maximum _ 25 foot to 40 foot bays Broadway - "Downtown" 2,000 square feet minimum; 10,000 • &:•` square feet maximum ;4047,_____i !1'�6f//CD%M6 20 foot to 50 foot bays �►T/h/K7 Broadway - "East and West" does not apply • Walnut 2,000 square feet minimum; 8,000 square feet maximum -tom%' 4 25 foot to 50 foot bays 44......'" jj Pine 3,500 square feet minimum; 7,000 '!,Nrrii t square feet maximum -''%��' requirement for bays does not apply Establish requirements for build- Seventh Street 3,500 square feet minimum; 65,000 ing footprint and bay width square feet maximum (Design Guideline 3.1) requirement for bays does not apply Transitional maximum footprint no larger than 130 percent of the average of other struc- tures within 250 feet of site Neighborhood maximum footprint no larger than 115 percent of the average of other struc- tures within 250 feet of site Industrial does not apply Park and Open Space does not apply • Civic/Institutional does not apply • 3.2 Make buildings the focus of Monticello's downtown and riverfront, not parking areas. I II • Locate parking behind or beside buildings, with no more than 25 per- cent of required parking in a side yard in the Walnut, Broadway - "Downtown" and Riverfront Districts, and no more than 75 percent in a front yard in the Pine and Seventh Street Districts). III • Prohibit parking areas adjacent to intersections of streets. IJ UI • • Require separation of parking areas from buildings and public side- Locate parking behind or beside walks for landscaping and buffering. buildings(Design Guideline 3.2) • Visual separation between parking areas and public rights-of-way shall use landscape materials or ornamental fences (no berms such that a screen that is at least 50 opaque is present in all seasons to a height of 28 inches to 36 inches). 3.3 Create parking to accommodate anticipated and realistic demands, with- out overbuilding parking facilities. • Encourage development of joint-use parking facilities, balancing use on a day-today and hour-to-hour basis to achieve the highest possible use of each parking space created. • Create parking for office uses at rates between 3 and 4 spaces per 1000 square feet gross floor area; create parking for retail uses at rates _ • . A New Bridge 'Q- Revitalizing Monticello's Downtown and Riverfront Page 3:34 between 4 and 5 spaces per 1000 square feet gross floor area. • Discourage development that would exceed or require normal peak parking demand in order to keep development density intense. • Include on-street parking that fronts each site in the calculation of parking provided for that site. • Provide employee parking in remote areas to allow customer parking nearest to the destination; prohibit employees from parking on down- town streets. • Create preferential parking zones in neighborhoods, if necessary. 3.4 Develop each site to facilitate traffic movement and reduce conflict points. • Provide full access to sites using cross streets; limit access to sites on Pine Street to right in/out. • Allow limited parking lot access from Walnut and River Street. • Allow parking lot circulation at ends of parking aisles to utilize cross streets, if necessary. 3.5 Establish continuity in the patterns of site development to maintain coherency and cohesiveness in downtown. • Establish a common palette of materials for sites in downtown (light- ing,paving, landscape, signs, etc.) • Require that parking lots be 25 percent shaded by trees within 10 years of development. • Use landscaping or ornamental fencing to block view of bumpers and • grills of cars parked in lots adjacent to any public street. • Use indigenous or proven native plant materials, focusing on species 42 241 related to the river or savanna environments. • Encourage signs to be a part of the building rather than the site; allow Screen bumpers and grills of pylon signs for development on Pine Street and between Seventh publicarked carsg that -wre visible from public rights-of-way (Design Street and I-94 only. Guideline 3.5) 4.1 Develop a unified character for all built elements of downtown to yield 4.0 the sense of a true downtown district. The Design of Buildings • Formula and "corporate" architecture, franchise patterns and buildings that are designed as signs shall be prohibited; building design shall rely on"found"character rather than introduced character. • New development shall be compatible with the intentions of the guide- lines for each district, achieving compatibility though similar scale, massing, bulk and detail. eel • Buildings shall be organized with axes perpendicular to streets . �r TMr''` Ai • Each building shall be encouraged to explore some level of individual �},I expression in order to reflect the sense of a downtown district rather �� C than a strip center. • Generally, commercial buildings (retail and office uses) in the Organize buildings with their pri• Riverfront, Broadway -"Downtown" and Walnut Districts shall have maty axis perpendicular to streets flat roofs. (Design Guideline 4.1) • • No building shall exceed a height greater than three stories plus the A New Bridge Revitalizing Monticello's Downtown and Riverfront - Page 3:35 roof, except that buildings in the civic/institutional district may have elements that exceed three stories. - • Awnings shall be allowed to be continuous only across "storefronts" . occupied by a single tenant; awnings shall not be allowed to extend across the face of more than one building, even if the buildings are occupied by the same tenant. • Detail shall be integral to the building, not elements that are applied to �,1 -41P#1,.. ,„„_. +� a standard building shell (such as a clock tower or dormers with no •4� s ��ws��r usable space behind). s0 Awnings shall be allowed to cover 4.2 Require the use of quality building materials and methods to create an the storefront of a single tenant; enduring stock of downtown buildings. awnings shall not be continuous • Materials shall be durable, easilymaintained, attractive at close dis- across more than more building (Design Guideline 4.1) tances (for people walking on sidewalks or driving slowly on the street, for example); materials shall be scaled to pedestrians when structures are within 10 feet of a public right-of-way or a walkway that is intended for public use (avoiding the use of"jumbo" brick in these circumstances). • Brick, stone, wood, EIFS or high quality precast concrete are accept- able finish materials; high quality metal (matte finish preferred) or synthetic siding may be acceptable if used in combination with other acceptable materials; wood frame or masonry construction is accept- able. • Transparent glass shall be used at the majority of street level windows; mirrored glass at street level is not acceptable. • Canvas awnings or extension of the roof material'for awnings is . encouraged; nylon awnings or other synthetic materials, as well as those awning structures meant to be illuminated from within, are not acceptable. 4.3 Develop buildings that relate to people at all publicly visible sides; elim- inate a"back door" appearance for service areas and rear entrances from parking lots. • Facades facing streets or public walkways shall be articulated with windows and doors resulting in a minimum of 40 percent window or door area at street level (sidewalk to 12 feet high); windows shall have 1-10 a generally vertical orientation. `��.► • Entries shall be the highlight of the building. • Mechanical systems shall be integrated into the design of the building. Provide a minimum of 40%trans- • Trash storage areas shall be completely enclosed and incorporated as a parent window and door area at g P Y rP street level(Design Guideline 4.3) part of the building. • Only those entrances that are unlocked during regular business hours may be considered public entrances. • Signs shall be incorporated into the building facade, windows or awnings up to a maximum of 1 square foot of sign area per linear foot of street facade (at the front yard); signs that extend more than 12" beyond the plane of the building facade or signs that extend beyond the roof line are not allowed, except that signs that project over the sidewalk are allowed up to a maximum size of six square feet (marquis - excepted); signs that are within or a part of a window must maintain • - •A New Bridge IL- Revitalizing Monticello's Downtown and Riverfront Page 3:36 70 percent clear area in the surface of the window; one sign will be allowed for each usable public entry (signs that are a part of an awning or within or part of a window are encouraged and shall not be counted • in determining the number of signs allowed). • Tenant signage for multi-tenant buildings shall occupy an area no larg- er than 3 square feet per tenant at each public entrance. • Non-illuminated temporary signage shall be permitted for any tenant of a building up to 6 square feet of sign face per tenant. Temporary signage shall not be attached to the building and, if placed in a public right-of-way, shall maintain a minimum of 6 feet clearance for pedes- trians. Such temporary signage shall be placed only during operating hours. • Temporary signage may be attached to the inside face of any window at street level, provided that such signage does not obscure more than 50 percent of the total window area and does not remain in place longer than 21 days (leasing or for sale signs exempt from time limita- tions). • All buildings must be identified at each public entrance with its full street address, in numbers and letters no smaller than 2 inches in height and no larger than 4 inches in height. This signage shall not be included in the total signage allowed. 5.1 The Department of Interior "Standards for Rehabilitation," which are 5.0 universally recognized as guides for the conservation and preservation of The Re-Use of Buildings the heritage of a place, shall apply to the re-use of any structure within • the downtown area. The re-use and rehabilitation of a structure shall be measured for appropriateness by means of the following tests, and may apply equally to the development of new buildings in downtown: • Use: A property should be re-used in ways that require minimal change to its character defining elements. • Character: Historic character should be preserved by retaining historic architectural features, rather than altering or replacing them. • Authenticity: Changes that create a false sense of history, or copy ele- ments from nearby or similar buildings shall not be undertaken. Each property is a unique example of physical features, time and use. • Evolution: Changes that have acquired historic significance in their own right shall be retained and preserved. • Distinctive features, finishes and craftsmanship that characterize the property shall be preserved. • Preservation: Deteriorated features shall be repaired rather than replaced. If replacement is necessary, it should be selective rather than total, and be substantiated by documented evidence of what was authentically present. • Cleaning: Use the gentlest means possible, avoiding chemical treat- ments and absolutely avoiding any sandblasting. • Archeological resources shall be protected and preserved, with mitiga- tion techniques employed if resources must be disturbed. • • • New work: Additions or alterations shall not destroy the historic A New Bridge Revitalizing Monticello's Downtown and Rlvenfiont Page 3:37 materials that characterize the property, and shall be differentiated from the old, and yet be compatible with the massing, size, scale and architectural features of the original structure. • • Reversibility: New work shall be applied such that, if removed in the future, the essential form and integrity of the historic property and environment will be maintained. 5.2 The Department of Interior "Standards.for Rehabilitation" and the Guidelines which accompany them are the starting point for storefront and downtown building design. However, in terms an approach (for example, "where does one start?"), a process might be defined for re- use. Restoration and renewal work shall follow these steps: • Historic pictures and/or research to determine authenticity of work is the most important starting point, thus avoiding guesswork, false application of history or a restoration theme. It also helps all parties visualize what is possible. • In some cases, apply for Historic Structures Report grant to do a com- plete analysis. • Study and articulate what is original, what is not, what should be retained and what is the character of the place. • Develop a design concept based on this data and the use/re-use. • Deal with code and technical matters as required using the appropriate specialists. 5.3 In downtown, the two-level, two-use nature of some buildings is impor- tant, thus each can be thought of as a "storefront" and an "upstairs," • which may require dual re-use considerations, accessibility solutions and other factors that might affect the re-use. Frequently the second level fronts are less changed or easier to restore than the storefronts below. • Image: The whole building works as the signature of the business(es) present,and is one large "sign"of its presence, nature and viability. • Storefronts: Maximize transparency, remembering that this is the advertising of the inside, it is inviting and provides light outward in the evenings. • Signboards: Typically signboards are located just above the transpar- ent storefronts. Small and interesting is better, with small spotlights for illumination. No backlighted plastic signs shall be allowed. Projecting signs (those that overhang the sidewalk) are acceptable as described in Section 4.3. • Awnings: Real, operable, fabric (canvas or stabilized natural fabric) are encouraged if originally present or on new construction. They pro- vide shade, rain protection, assist in store/business recognition and sign locations, and are a variable that is visually interesting. Awnings must not be regularized too much, nor become fixed or backlighting. Awnings on re-use projects shall conform to the description in Section 4.1 and 4.2. • Upper facade: Restore typical historic window patterns discovered in old photos, restore top of wall detail or overhanging cornice work - which acts as the eye-catching finale to the storefront. __.A New Bridge - Revitalizing Monticello's Downtown and Riverfront Page 3:38 • • Windows: Restore original(in whole or in part)or replicated windows by conforming to sizes, profiles and divisions as observed from his- toric photographs or drawings. • • Backsides of buildings: The aesthetic is different from the front, but no less important. Usually simple and direct, this look, when carefully maintained, provides more of sculptural interest and intrigue (with many ups and downs, ins and outs) than the street side. • Energy conservation: Much restoration is also good for utility reasons as well as for energy conservation. Window work is a first priority, especially to reduce leaky conditions (infiltration). Frequently, exist- ing windows can be rebuilt and refitted with weatherstripping and will have years of good service. Attic or roof spaces are the other high pri- ority. Wall areas may not have a high proportion of exposure to the outside, so may not require as much attention. • Airlock/vestibules: These are good for energy conservation and com- fort reasons, but can be poorly designed with the facade or storefront restoration. Airlocks and vestibules require extra care and considera- tion. • Authentic materials: The very same.materials as used originally are best, but door and window materials may be painted metal instead of wood so long as the size, shape and placement in opening are kept as original. This is not automatic, and should be reviewed critically for approval. • Paint colors: Even though changeable, colors ought to be selected from historic analysis of what is found at each site and architectural feature. If not, then downtown trends will develop, or it will become S only a matter of individual (or committee) taste, rather than being based on understandable principles. It is possible to develop a down- town "palette" of colors, from which owners can make selections (thus being"pre-approved"). 5.4 In the event that a historic building is relocated into downtown, care should be exercised to make it fit the patterns of its new district. • Downtown should never become the home for any old building from the area which might face extinction. Buildings in downtown must fit the use and character of downtown; therefore the "zoo effect" of orphan old buildings must be avoided. • If buildings are relocated into downtown, they shall conform the the patterns of the underlying district(as described above). 6.1 In order for these Design Guidelines to be effective in maintaining con- 6.0 sistency with the community's visions for its downtown and riverfront,a Oversight of body must be charged with their oversight. Design Guidelines • The MCP Design Committee (or a subcommittee of the Design Committee) is most knowledgeable about these Design Guidelines as it is the group charged with creating them. It is logical to assume that their continued input is a benefit to the downtown and riverfront as the A New Bridge Revttallzing Montice lo's Downtown and R!verfront - Page 3:39 area moves through revitalization efforts. • As an advisory committee, the MCP Design Committee could report to the Planning Commission relative to any project undertaken in the • downtown and riverfront area. This process should be identified as a regular part of the planning review process for projects within down- town. • As the City considers assistance to developers of projects within downtown, the MCP Design Committee could act as an advisory com- mittee to the Economic Development Authority (the City body having jurisdiction over the assistance that might be provided to developers). Assistance should be tied to satisfaction of the Design Guidelines (as well as conformance to the vision and guiding principles for the down- town and riverfront area). 6.2 Development projects need to be signaled early enough for the MCP Design Committee to meet with potential developers to review the inten- tions of the Design Guidelines. • The City's development process should include steps related to the involvement of the MCP Design Committee for review of a develop- ment plan. • Meetings with developers should occur as one of the first steps in the development process, allowing the developer to create plans that rec- ognize the direction of the design guidelines. • For any project that requires review by the Planning Commission, the MCP Design Committee should prepare a written review of the plan, • identifying areas of conformance and/or nonconformance with the design guidelines. • For any project that requires assistance from the EDA, the MCP Design Committee should prepare a written review of the plan, identi- fying areas of conformance and/or nonconformance with the design guidelines. 6.3 The MCP Design Committee should establish a subcommittee that is appointed by the City Council for a designated term to provide legitima- cy, credibility and stability for implementation of these Design Guidelines. • In addition to the MCP Design Committee, members of a subcommit- tee for design review should include representatives from the Planning Commission and the Economic Development Authority. • Terms of subcommittee members should coincide with terms of the Planning Commission and EDA, with minimum terms of two years and a maximum of three years. Terms of the members of the subcom- mittee should be staggered. For this subcommittee, there should be no limit to the number of terms an individual may serve. • • A New Bridge Revitalizing Monticello's Downtown and Rlverfront Page 3:40 • + - • it!it Ft it % Part Four• Implementing The Plan First Steps Page 4:1 ... establishing early actions for achieving the plan Finance Tools and Resources Page 4:11 ... identifying funding sources needed to make the plan happen Links to Implementation Page 4:21 ... effective using available financial resources An Overall Strategy Page 4:25 ... an implementation strategy for achieving the plan Indicators Page 4:36 • ... measuring the success of initiatives and provid- ing a vehicle for re-directing its course First Steps If the revitalization of Monticello's downtown and riverfront could happen on its own, there would be no need for this plan. But there have been no private actions that have signaled a course of positive change, and events have ipoccurred in the last few years that threaten downtown's basic vitality. It will ultimately be the responsibility of the City of Monticello to be most active in pursuing revitalization. Through a series of its own efforts and cooperative ventures with the people and businesses of Monticello, an implementation strategy can be defined that achieves the community's vision for its downtown and riverfront. It has taken over one hundred years of settlement and development to get Monticello to the point where it recognizes the need for intervention in its downtown. Given that it has taken so long to get to this point, it would be unreasonable to assume that downtown will change overnight—or even in the next five years. This plan envisions a course of incremental change, each step building on the positive results of the one before so that after a period of a dozen years, or maybe twenty years, real change has come to downtown. Small successes are important, but the vision will take years to achieve. -, ,P- 14111,1 LIULOPS '� I- `-A! - )) s , &T ; • t M I F.-.-ter. ' t C _ The evolution of Monticello from a river town of the 1850s to the community seen in the 1990s has been slow;the planned revitalization of downtown will also be evolutionary In order to make certain elements of character are not lost. To be effective in guiding the revitalization of the downtown and riverfront, this plan must become the City's policy — allowing consistency in decision making over the term of the implementation period. The plan must not be per- mitted to change with new leadership, but must remain on a constant heading in order to avoid missed opportunities, duplication of efforts or unwise use of resources (land, financial and human resources). The City of Monticello is guided in its policy decisions by its Comprehensive Plan; the plan for Monticello's downtown and riverfront must be incorporated as a component of the Comprehensive Plan. This is the surest way of making the key ideas of the plan have a lasting influence on the evolution of downtown and the riverfront. Adoption of this plan as a part of the City's Comprehensive Plan should be the first step in its implementation. Over time, circumstances may arise that were not considered during the cre- ation of this plan, or events might occur that would cause the community to 40 reconsider some of the directions that it sets. Adjustments to the plan should _ be anticipated and expected. When reconsideration is needed, the community I A New Bridge i'. Revltaltzing Monticello's Downtown and Riven`;ont - - Page 4:1 should be involved in studying the issue, balancing the questions in light of the vision and principles that have guided the plan, and forming conclusions about the logical implications of a change to the plan. 4111 Adjustments should be carefully considered, not quick reactions. The plan will take years to implement fully and, at times, it may appear that change is not occurring and that downtown activity is stagnating. If it becomes evident that an adjustment is required, the proposed changes should be put before the community (as it was the community that took original responsibility for shap- ing the plan). Ultimately, the adjustment will need to be incorporated into the Comprehensive Plan so that it has the same level of integrity as the original plan. No plan is perfect, but the underlying intentions of the plan must be respected or its validity will suffer and those who created it will lose their credibility. Related to an action incorporating the plan into the City's Comprehensive Plan is the creation of zoning regulations that conform to the plan. Several strate- gies might be logical: creation of zoning districts that apply only to down- town, establishing a PZM zoning (performance zone - mixed) for downtown, or re-writing current zoning regulations to follow directions of the plan. Each approach has its merits; the best approach will be best determined by the City Planner. Early Actions The plan envisions a series of early actions to move the implementation effort forward. Early actions include a combination of public and private interven- • tions, with the private actions occurring at times following public efforts and at others, happening in sync with public efforts. A complete implementation strategy, illustrating actions that might occur over a period as long as twenty years, will complement the early actions. What is most important is that all actions — public and private, near term and long term — work to fulfill the vision has shaped in this planning process. In all ventures the City should seek partners to ease the local burden of the implementation costs. This will not always be possible, and if the plan is suc- cessful it will benefit all members of the Monticello community. It is logical, therefore, that the beneficiaries of the improvements shoulder a portion of the costs. It might be possible to secure funding from foundations or local philan- thropists. Implementation of the plan cannot rely on gifts, and the City of Monticello may not be able to receive funds from such an organization or indi- vidual, so a structure should be established if the instance ever arises. Some of the actions defined in the implementation strategy (such as the creation of a history, arts and culture center) would be likely candidates for this type of gift. One of the strongest actions recommended by this plan is to ensure that some elements of the current downtown do not change. Successful retailers—those who provide excellent service along with quality goods — are not easily • replaced; a post office will draw people to downtown several times each week; • •• - A New Bridge Revitalizing Monticello's Downtown and Riverfront Page 4:2 a movie theater in downtown creates a real sense of activity long into the evening; and some retail establishments are as much a local institution as Monticello's churches and schools. The skills and expertise of the proprietors • of some of the best local stores might become an excellent resource for busi- nesses that are struggling or just getting off the ground. The presence of these features will do more to guarantee the long term viability of downtown than nearly any other action that might be taken. The community should consider each of the following actions early in the process of implementing the downtown and riverfront plan: Related Guiding Principles Establish a Tax Increment District • Partnerships for mutual benefit: The City may need to bridge the gap between what a developer can do and what is desired by the communi- ty;few other resources are as useful for this purpose as TIF. Actions • Establish a development district that encompasses the entire down- town area to ensure that increment generated by all development pro- jects is available to assist in other actions. • Investigate the capacity of other TIF districts to support downtown development activities. Probable Costs • The district is currently being established through the City's HRA. Funding • As the fund is being established concurrent to this plan, no funding is required. Funds may be required to perpetuate the activities of the dis- • trict in the event of new legislation, but this cannot be predicted. Related Guiding Principles Create a Civic/Institutional Core • A center for community: Without question, Monticello needs a place for the community to gather in its downtown for purposes other than business. This place should be one the is accessible to all of the com- munity, with facilities that reflect positively on the character of the community and of downtown. • An identity related to Monticello: When public facilities are created, there should be a sense that they are related; similar architectural themes and materials might be used to create a strong identity in the place where the people of Monticello most frequently come together. Actions • Acquire sites or establish control over sites for future civic facilities. • Pursue development of civic facilities by partnering with other institu- tions and agencies as opportunities are presented. Probable Costs • The most likely first piece of a civic/institutional core would be a fam- ily center developed in conjunction with a National Guard training facility or an organization like the YMCA. There is a fit between the program and activities between the two, and the National Guard has stated that it is their intention to create such a facility in Monticello. The size of a combined facility might total as much as 50,000 square • feet, and have a price tag of approximately $3.75 million to $4 million _ A New Bridge • Revltaltzing Monticello's Downtown and Rlverfront Page 4:3 for construction. The National Guard will pay a portion of those costs, which is a great benefit to the community. Additional costs will be incurred for site acquisition, relocation fees, demolition and site prepa- • ration, design and engineering fees, administrative and finance fees, and other"soft"costs. Funding • General property tax: This is an element of downtown that benefits the entire Monticello community; it is logical that all beneficiaries contribute to its creation) • TIF: This project is important enough to the success of the downtown plan that funds could be made available even if it limits other projects. • Grants: Although grants are not readily available to the City, aspects of certain projects might have outside funding sources available. Whenever a project is considered, the community should investigate the full range of public and private grant sources, and utilize those funds to make the project more affordable to the community or to improve the proposed project. • School District: The district's resources are limited due to their own capital improvements, but they may have the ability to leverage or levy additional funds for a facility of which they are a central compo- nent. Improve Broadway's Buildings Related Guiding Principles (downtown) • A good place to do business: This area has always been the business center of the community, and there are still viable businesses here that could be a more integral part of the business life of downtown if pro- vided with the right incentives for change (such as a loan program • with reduced costs t o borrowers or through tax abatement). • A compact center: Broadway has a character that makes it feel like the center of the community — its real downtown. The density of development here makes it rich with opportunities for business and sharing customers—stemming directly from its compact qualities. • An identity related to Monticello: While there are no "gems" here and some buildings have taken on disguises that diminish their integrity, this is largely original Monticello. It is not fancy, elaborate architec- ture, but that is not the character of the business community. • A mix of uses: Second stories in buildings along Broadway provide for a great opportunity for mixing uses vertically —which is far more important than mixing uses horizontally. No greater mixing can occur in downtown than that which can happen here on Broadway. • Partnerships for mutual benefit: If this area was going to change on its own, it would have done so already. It will not change on its own; the City is the only force that can help to make change happen. As the City contributes to Broadway's revitalization, it will benefit from the new or expanded services that locate here, from the potential of higher property values resulting from improvements, and by the catalyst that this area will be in spurring other downtown development activity. Actions • Create zoning for Broadway that allows a great diversity of use, including residential uses above retail activities. • _ •ANew Bridge Revitalizing Monticello's Downtown and Rlverfront Page 4:4 • Encourage the development of sign programs on Broadway that meet the intentions of the plan's design guidelines, stressing an orientation to pedestrians and integrity related to the original building and the cur- • rent use. • Poll building owners to determine which might be willing to partici- pate in a storefront or infrastructure loan program. • Institute loan program to encourage , private sector redevelopment/rehabilitation of existing structures (storefront loans and infrastructure loans); create "design grants" of no more than $2500 to defray some of the costs of storefront design assistance; tie loan approval to satisfying the design guidelines of this plan. • Explore tax abatement to help fund improvement efforts of individual building owners. • Pursue development of empty sites in accordance with the intentions of the"Broadway: Downtown District." • Create connections between parking areas behind buildings and Broadway in key locations(as conditions allow). Probable Costs • It might be assumed that five loans per year might be provided in each category, with a $25,000 loan maximum for storefront improvements and a $50,000 loan maximum for infrastructure improvements. A design grant related to the storefront improvement would be $2500. The term of the loan program (that is, the period of time which the City determines is appropriate to operate the program) and the cost of the write-down will determine the total cost for the action. • The pedestrian "pass-throughs" would cost approximately$22,000. • Funding • Tax increment financing might be the best source of funds for a loan progarm. • Staff time will be required to organize and initiate loan program; MCP could poll building owners and help them move through the loan, design and implementation process. • Tax abatement might be a likely source of funds for individuals who desire to make improvements on their own. • TIF will be the most likely source of funds for the development of the pedestrian "pass-throughs." Related Guiding Principles Improve Broadway outside • An identity related to Monticello: This road is the introduction to of downtown Monticello for many who use Broadway to get to downtown or to get through the community, yet it says nothing of the community. Actions should be taken in concert with the county's planned reconstruction to make it feel more like a local street — Broadway — than a county highway—CASH 75. • A transportation web: All streets are important to managing traffic in Monticello, but it cannot be accomplished solely by making bigger roads. The configuration of the road is important—allowing for free flow of traffic, but this does not have to mean more lanes of traffic. Also, as the road is planned, accommodation of other transportation • modes (bicycles and pedestrians) should be a part of the road's design. • Downtown's neighbors: This street is the "main street" for many of A New Bridge Revitalizing Monticello's Downtown and Riverfront. • Page 4:5 , downtown's neighbors. It deserves the same level of attention as we might give River Street or Walnut Street; enhancement of this street will have a positive effect on downtown — as the neighborhood gets 4111/healthier, so too does the downtown. Actions • Pursue development of Broadway with a wide landscaped median and two lane roadway as an introduction to Monticello and the downtown area. • Update zoning to encourage primarily residential development on Broadway outside of downtown (limit additional retail development). • Meet with Wright County to review plans for downtown and Broadway; as this project is programmed at the county level, the need for making them aware of the City's intentions is critical Probable Costs • The county will be making the basic roadway improvements, but the enhancements to their program will fall to the City. The overall cost of the improvements described in the plan (based on improvements made from Palm Street to the area near Mississippi Shores) is estimat- ed to be$4 million. Funding • Tax increment financing might be used here, but it likely could be used in other areas to better serve the whole of the downtown and river- front. • State Aid funds for roadways might be directed to this project. • •Wright County might be a very likely source of funds if they can be made a part of the solution at the start. • Develop Walnut Street as Related Guiding Principles downtown's new"main street" • A compact center: Walnut Street is a new "main street" in this plan, and it lies at the heart of downtown. To make it effective as a walking street, its character must focus on pedestrians —the walking distance of the entire length of this new main street will be about ten minutes. • An identity related to Monticello: As a main street, Walnut Street should be developed with streetlighting, landscaping and signs that are appropriate to Monticello, almost as if it were a billboard with the name of the community written large across its length. • A mix of uses: Like Broadway, to encourage pedestrian activity there must be a high degree of mixed uses, including many two story build- ings. If there is no mixing, there will be no pedestrian activity —and no life for this important downtown street. • Embracing the River: Walnut Street, once it extends past River Street, provides a direct connection to downtown's greatest natural resource. This street should end in dramatic fashion at the Mississippi River. Actions • Extend Walnut Street to River Street; investigate impacts of extension on buildings at the intersection of Walnut and River Street; acquire sites if necessary • Pursue development of acquired sites consistent with the intention of the plan for the "River District"of downtown • • A New Bridge - ' Revitalizing Monticello•s Downtown and Riverfront Page 4:6 • Develop streetscape and on-street parking; acquiring property as need- ed to incorporate the new right-of-way width • Implement signage program to direct traffic to Walnut Street • • Investigate addition of a signalized intersection at Pine Street and Fourth Street to facilitate vehicle and pedestrian movements to Walnut Street Probable Costs • There may be acquisition and relocation costs related to the extension of Walnut Street past River Street, and it is impossible to accurately assess those costs. The acquisition of additional right-of-way along its length(needed for diagonal parking) also cannot be determined. • The likely costs for the roadway and streetscape improvements for Walnut Street, including all soft costs, would be$2 million. Funding • TIF • If it can be determined that property owners along or near Walnut Street will benefit from the improvements, a portion of the costs might be assessed against benefitting properties. • Funds programmed by the City for resurfacing of the street. Related Guiding Principles Integrate the Riverfront into the down- • A good place to do business: Creation of a major attraction can only town and the life of the community benefit those doing business in downtown Monticello. The riverfront is one of the great possibilities for creating such an attraction, and the development near the river could be one of the most exciting in down- town. • An identity related to Monticello: More than any other force, the Mississippi River has shaped Monticello; it is just that we recognize the shaping by humans more than that of nature. There is nothing that has more to do with the natural history identity of the community than its river. • Embracing the River: While we look for gems in downtown's build- ing stock, we might overlook the real gem of the downtown. This is the feature that sets Monticello's downtown apart from so many oth- ers, yet the river ties the Monticello community to a much larger com- munity -- a community that stretches from Lake Itasca to New Orleans. There is great power in this relationship, and much to be gained in respecting it. • A celebration of community, everyday: Two great riverfront parks in downtown provide a great chance to bring people together. There need to be improvements to make them better serve the community, but there also needs to be a program to bring people to them. • Life after dark: An evening event in a downtown riverfront park might be the epitome of life in this small town. While other spaces exist for this kind of activity, this one cannot be overlooked or under- programmed. • Partnerships for mutual benefit: The City will need to be active in making change happen in the patterns of development near the river, • acquiring properties over time to allow for a significant riverfront A New Bridge 2-• ' Revitalizing Monticello's Downtown and Rlvertront - Page 4:7 development at an appropriate time. Without the City's intervention, it is unlikely that change will occur that capitalizes on the opportunities of the riverfront. Actions • • Acquire sites for redevelopment to create north anchor to downtown; vacate Front Street between Locust and Walnut for extension of public space along the river as property is acquired • Pursue development of the block west of Bridge Park for a hotel (or for other uses consistent with a riverfront/park location) • Improve Bridge Park to create a significant downtown park with a strong orientation to the river; provide facilities needed for community activities; program activities to occur in the park on a regular basis • Redesign River Street to fit the character of the"River District" Probable Costs • Acquisitions of site cannot be determined until they become available and appraisals are made. • Improvements to West Bridge Park are estimated to cost$220,000. • Improvements to River Street from Cedar Street to Locust Street are estimated to cost$775,000. Funding • TIF • If it can be determined that property owners along or near River Street will benefit from the street improvements, a portion of the costs might be assessed against benefitting properties. • Funds programmed by the City for resurfacing of the street. • The City has already allocated funds for initial improvement to West Bridge Park; the use of those funds should be strategized to lead to an • overall improvement program that might occur over the next ten years or so. • The community (through MCP) might be able to raise funds and secure donations of labor and materials for improvements to the park. Breathe life into the Monticello Mall Related Guiding Principles • A good place to do business: This building is the largest multi-tenant building in downtown, with the most potential for activity, located where it can be a major focus for downtown at the terminus to Walnut Street. It has the potential of being one of downtown's centers of activity — one of its anchors. Life here could mean life for many other downtown businesses, so it is critical that the mall have life. • Partnerships for mutual benefit: The building may be obsolete, even though it is not even 30 years old. A developer may be better off start- ing over; the community might also benefit from starting over— this provides a chance to correct the things that make the current building so inappropriate for downtown. It is likely that a developer can not take the necessary action on their own to make the mall an integral part of downtown. Actions • Redevelop retail to create south anchor to downtown. • Integrate the mall with downtown by extending the sense of Walnut Street to the front door of the mall. I, A New Bridge .1"-.....""11.1 Revitalizing Monticello's Downtown and Riverfront Page 4:8 • Require that the development/redevelopment meet the intentions of the plan and its design guidelines in order to ensure a strong fit to down- town. • Probable Costs • Costs for revitalizing the mall can only be determined by a developer based on their particular program. It is likely that a revitalization of the mall will result in higher property values, which makes tax incre- ment financing a possibility. If possible, the City should dedicate only a portion of the TIF proceeds to the revitalization of the mall, using excess funds to spur other activities of this plan. Funding • -I • Developer capital Related Guiding Principles Study housing transition areas in • A compact center: In a revitalized downtown Monticello, the people order to stabilize and protect neighbor- who live near downtown will become its most visible users. These hoods near downtown neighborhoods ultimately will form a tightly defined edge for down- town, reinforcing the sense of a compact and walkable downtown. • An identity related to Monticello: Neighbors — the people of these neighborhoods — will be a central part of the identity of downtown. They will stroll through downtown on evening walks, frequent the shops of a revitalized downtown and even provide directions to down- town visitors. • Downtown's neighbors: The axiom of healthy neighborhoods making for healthy downtowns will dictate that attention be given to the neigh- 41) borhoods surrounding downtown. Actions • Identify houses that are sub-standard and are likely to hasten or encourage decline of the neighborhood. • Obtain purchase rights to critical houses or directly purchase those that seem to threaten the health of the neighborhood. • Enforce city codes related to upkeep or develop codes that require rea- sonable upkeep of residences. • Encourage resident actions at a neighborhood level by providing staff resources at neighborhood meetings Probable Costs • Costs cannot be defined without further and complete study of the neighborhoods surrounding downtown. • Some actions, like the conduct of neighborhood meetings, can be accomplished with little more than staff time. Funding • The most likely source of funds will be tax increment funds, but the extent and type of project will determine funding sources. Other early actions might include the following: • A significant marker will help to solidify the identity of the downtown area along with other actions demonstrated by the plan. The commu- 411 nity should coordinate implementation of downtown markers with _ A New Bridge •- Revltalzing Montkello's Downtown and Riverton'4x- Page 4:9 associated projects or as funds are made available, always looking for the right opportunity to implement these elements over an extended period of time. •• There are many opportunities to develop a program for public art relat- ed to downtown (as well as other parts of the community). As the opportunities present themselves (a space becomes available for a piece of art, a gift is•made with the intention of having it go toward art for downtown, a temporary home is needed for an existing art work, or an artist volunteers his or her talents), the community should be ready to act. The MCP Design Committee and Promotion Committee might be a good locus for this activity. • As downtown improves, one of the key elements in maintaining its vitality is its upkeep. The downtown property owners could maintain improvements on an individual basis, but the one individual that does not keep up degrades the whole. Depending on the desires of down- town business and property owners, a special service district or a downtown association should be pursued in order to achieve consis- tency in all maintenance activities. Initially, this could be an important function of the Chamber of Commerce or a group composed of down- town retailers. As downtown revitalizes, the extent of maintenance required may dictate a more formal approach. Maintaining Consistency Of all the actions the community might take in moving forward with this plan with the Vision for its downtown and riverfront, there will be none more significant than main- taining consistency with the vision that was set out in this process. Monticello Community Partners has played an important role in initiating this work, and they will certainly pursue it to its end. Every individual and group in the Monticello community must take responsibility for evaluating proposals for the downtown and riverfront area, for pursuing a quality and character that fits Monticello in the projects that occur here, and for celebrating life in the place that together they will create. We find those thoughts in our common vision for the downtown and riverfront. With that vision we have defined our goal, and although we may at times stray from the course, we must never stop reach- ing for the things that will keep Monticello a great small town. - • A New Bridge - Revitalizing Monticello's Downtown and Rlverf ont Page 4:10 The ability to revitalize the downtown and riverfront areas will be directly Finance Tools and influenced by the ability of both public and private parties to obtain and make Resources effective use of the available financial resources. At this point in time, it is impossible to create an complete "plan" to finance the revitalization efforts. The activities that require public support will occur over a number of years. The actual design of public improvements and the scope of development pro- jects influence the cost of implementation. A variety of factors affect the availability of revenues and the financial feasibility of projects. Financing the Downtown Plan requires a framework for making decisions about the use of financial resources. The framework provides guidance on financing actions needed to implement the Plan and the flexibility to tailor these actions to meet the needs of projects as they occur. Several broad principles create the founda- tion for financing the Plan: • Financial resources are limited. The use of resources must be targeted to make the greatest effect on the implementation. • Decisions must balance current need with future implications. Use of current resources may reduce monies available in the future. Does this action lay the foundation for future steps? Does the investment in a cur- rent opportunity lead to additional revenues in the future? • It is likely that critical actions (redevelopment of the Mall, development of the riverfront, reconstruction of Walnut Street) will face funding gaps -- project costs exceeding readily available revenues. The ability to fill the gaps will be a key to implementation. • Tax increment financing MO is an essential funding tool. TIF provides funding without taking general funds away from public and private sources. • • While this section focuses on public finance, the Plan cannot become reality without private investment. The use of public funds should be targeted to actions that encourage private investment in downtown Monticello. •Oi{ b R . x+= - Implementation of the revitalization plan touches on many areas of downtown;each has varying implications with different underlying strategies for revitalization. The remainder of this section discusses the application of these principles to promote the revitalization of downtown Monticello and the implementation of the Plan. The financing of the Plan consists of this section, which identifies the finance tools and resources, and the following section, which links those tools to actual implementation. The implementation of the Plan will involve four broad areas of activity: Tools and Resources • Construction of public improvements and facilities. • A New Bridge Revitalizing Monticello's Downtown and Rlverfiont - Page 4:11 • Acquisition of land and preparation of sites for development. • Enhancement of existing properties. • Assistance to specific development projects. • State Law gives cities, housing and redevelopment authorities (I-IRA) and eco- nomic development authorities (EDA) a variety of tools to finance these activ- ities. The following section-summarizes the basic options available to finance activities related to the implementation of the Plan. Tax Increment Financing Tax increment financing (1'1N) is the primary development finance tool avail- able to Minnesota cities (Minnesota Statutes, Sections 469.174 through 469.179). In concept, tax increment financing is simple. The property taxes created by new development (or redevelopment) are captured and used to finance activities needed to encourage the development. In practice, TIF is governed by complex statutory limitations. The tax increment statutes are fre- quently amended by the State Legislature. The rules that govern the use of TIF in 1997 may not apply to projects occurring in the future. These complexities make it impractical to provide a thorough explanation of tax increment financing as part of this Plan. Instead, this section highlights the use of TIF as it relates to the implementation of the Plan. The use of tax increment financing is essential to the implementation of the Plan. It provides the financial resources needed to perform several critical redevelopment actions: • Acquire property and assemble suitable development sites. • • Remove barriers to redevelopment, including structurally substandard buildings. • Make development sites in the downtown area economically competi- tive with more traditional development locations in Monticello and the surrounding communities. • Make the public improvements outlined in the Plan more affordable. • Provide an economic incentive for existing businesses to reinvest in buildings and facades. .:41-4-1;11'1 t 6t�i ..-. rr� i ! ' �' r?a •� '� �,. A •9� •t.t 11 l �- t_.71!.. ^.mr1, 1 ! P i �rnirrim ,.m mmit Arm'a mmf !- 11 nllwu'a ' caneu .al Lie, !111: o � rtmmnnnmmammr� miwtw uuu� iJii11J!Ji w ! i j; Lr i 'Fer-Nf ' �y'f''.t:i4� ��. .'�3�:1 _. if,'�..��-t •—INT- ma i - L1 ! F i L �_e ,,"}3i-AdI tI 1Ir�•t �I rrt.i . ji1-1 Tax Increment Finance District 1.22,established concurrently with this plan,will provide opportunities for redevelopment that encourage investment in Monticello's downtown. TIF District No. 1-22 In conjunction with the finalization of the Plan, a development project in the downtown area provided the catalyst for the creation of a new TIF district. • rl: __�A New Bridge Revitalizing Monticello's Downtown and Riverfront Page 4:12 Tax Increment Financing District No. 1-22 will serve as the foundation for using tax increment financing to implement the Plan. The TIF District encompasses much of the Downtown planning area. 4110 Within the authority granted by State Law, the TIF Plan for District No. 1-22 controls the use tax increment financing. The key portions of the TIF Plan include: • Administration The District is under the control of the Monticello Housing and Redevelopment Authority (HRA). The HRA makes decisions on the use of tax increment revenues received from the District. Any general obligation bonds issued pursuant to the TIF Plan must be approved by the City Council. • Duration TIF District No. 1-22 is a redevelopment district. Under current State Law and the TIF Plan, the HRA may collect tax increment from the District for a maximum of 25 years from the date of the first receipt of tax increment. Assuming that the first increment is received in 1999,the District would terminate no later than 2023. • Financing Parameters The budget in the TIF Plan is designed to provide broad capacity to implement the Downtown Plan. The TIF Plan authorizes public expen- ditures of up to $39,950,000 and bonded indebtedness of up to • $39,000,000. The costs of all activities considered for tax increment financing and the amount of debt cannot exceed these amounts without amendments to the TIF Plan in accordance with State Law. The budget in the TIF Plan should be refined as actual applications of tax increment financing are undertaken. Modifying the TIF Plan budget to reflect actual use will assist in complying with statutory reporting requirements. • Local Contribution In creating this TIF District, the HRA elected to make a qualifying local contribution to avoid the loss of state aid (LGA/HACA). For this District, the local contribution is equal to 5% of the tax increment rev- enue. The maximum local contribution for all districts in the City in any year is limited to two percent of the City's net tax capacity, after which point the City or HRA must make an additional contribution equal to the lesser of(a) 0.25 percent of the City's net tax capacity or(b) 3 percent of tax increment revenues for that year. In implementing the Downtown Plan, expenditures should be earmarked for the local contribution. The amount of the local contribution must be made out of unrestricted money of the City or HRA, such as the general fund, a property tax levy, or a federal or state grand-in-aid which may be • spent for general government purposes. The local contribution may not A New Bridge RevRaltring Monticello's Downtown and Rlverfront - Page 4:13 be made, directly or indirectly, with tax increments or developer pay- ments. The local contribution must be used to pay project costs and can- not be used for general government purposes. 11111 • Timing Constraints The use of tax increment financing in this District is subject to some important timing constraints. The constraints must be carefully moni- tored to insure the maximum effectiveness of this TIF district. Within 3 years from the date of certification (approximately March 2000), the City or the HRA must undertaken activity within the District. The statutory criteria of activity includes issuance of bonds in aid of a project, acquisition of property, or the construction of public improve- ments. Without qualifying activity, no tax increment can be collected from the District. Within 4 years from the date of certification (approximately March 2001), the City/HRA or property owners must take qualifying actions to improve parcels within the District. All parcels not meeting this statuto- ry criteria must be removed ("knocked down") from the District. Upon future improvement, any parcel so removed may be returned to the District. After 5 years from the date of certification (approximately March 2002), the use of tax increment is subject to new restrictions. Generally, tax increment can be used only to satisfy existing debt and contractual • obligations. The geographic area of the District can be reduced, but not enlarged, after 5 years from the date of certification (approximately March 2002). Other TIF Districts The primary vehicle for TIF will be District 1-22. Other TIF districts located in the Central Monticello Redevelopment Project (Area) No. 1 may offer the capacity to provide financial support. The use of tax increment revenues from other Districts requires consideration of several questions: • Will tax increment revenues be available after accounting for existing obligations and changes in tax class rates? • Will increments be needed to address needs within the District? • What statutory limits on pooling apply to the District? • Are TIF Plan amendments needed? • What other constraints apply to increment from this District? These questions can best be answered in evaluating funding options for specif- ic Downtown projects. Tax Abatement In 1997, the State Legislature gave local governments the ability to abate prop- • 01, erty taxes. Minnesota Statutes, Sections 469.1812 through 469.1815 describes • "_ A New Bridge '1 Revitalizing Monticello's Downtown and Rlverfront Page 4:14 • the powers and process for tax abatement. Some highlights of the abatement authority include: • • The abatement is granted individually by each political subdivision (city, county, school district). • Compared with TIF, the process to grant an abatement is simple. The basic process requirement is a public hearing. Following the hearing, the governing body adopt a resolution specifying the terms of the abate- ment. • Abatements may be granted for no longer than ten years. Abatements by school districts are subject to annual reauthorization. • Unless the authorizing resolution prohibits change, the abatement may be reviewed and modified every second year after its approval. Abatements pledged to pay bonds are not subject to periodic review. • In any year, the total taxes abated by a political subdivision may not exceed the greater of 5% of the current levy or$100,000. • Taxes cannot be abated for property located within a tax increment financing district. • The statute grants the authority to issue general obligation bonds sup- ported by the collection of abated taxes. The proceeds of the bonds may be used to pay for(1) public improvements that benefit the property, (2) land acquisition, (3) reimbursement to the property owner for improve- ments to the property, and (4)the costs of issuing the bonds. The actual application of the abatement legislation will require additional study and analysis. The bonding authority should be approached carefully. The statute does not specifically exempt this debt from a referendum. It may be possible to pledge abated property taxes as revenue to another type of debt. The abatement will function more like a rebate. A property owner's taxes will not be reduced. The amount abated is included in the tax levy, collected, and paid to the prop- erty owner or used by the political subdivision pursuant to the statute and the enabling resolution. This process makes timing an important factor. Since the estimated total abatement must be added to the proposed and final tax levy for the political subdivision, abatements become tied to the general levy process. You must understand the levy process to know when abatement revenue will first become available. Levy limits may complicate the use of tax abatements in 1998 and 1999. Public improvements are often financed using the power to levy special Special Assessments assessments (Minnesota Statutes Chapter 429). A special assessments is a means for benefitting properties to pay for all or part of the costs associated with improvements and to spread the impact over a period of years. From a city perspective, this authority provides an important means of raising capital. • Special assessments can be used to finance a wide range of public • improvements. A New Bridge • Revitalizing Monticello's Downtown and Rlverfront - Page 4:15 The table below lists the types of improvements that can be financed with special assessments. All of the public improvements needed to implement the Plan are eligible for financing with special assessments. • To acquire,open and widen any street,and to improve the same by constructing, reconstructing and maintaining sidewalks, pavement,gut- ters,curbs and vehicle parking strips of any material,or by grading,graveling,oiling or otherwise improving the same,including the beauti- fication thereof and including storm sewers or other street drainage and connections from sewer,water or similar mains to curb lines. • To acquire,develop,construct,extend and maintain storm and sanitary sewers and systems,including outlets,holding areas and ponds,treat- ment plants,pumps,lift stations,service connections and other appurtenances of a sewer system,within and without the corporate limits. • To construct,reconstruct,extend and maintain steam heating mains. • To install,replace,extend and maintain street lights and street lighting systems and special lighting systems. • To acquire, improve, construct, reconstruct, extend and maintain water works systems, including mains, valves, hydrants, service connec- tions, wells, pumps,reservoirs, tanks, treatment plants and other appurtenances of a water works system, within and without the corporate limits. • To acquire,improve and equip parks,open space areas,playgrounds and recreational facilities within or without the corporate limits. • To plant trees on streets and provide for their trimming,care and removal. • To abate nuisances and to drain swamps,marshes and ponds on public or private property and to fill the same. • To construct,reconstruct,extend and maintain dikes and other flood control works. • To construct,reconstruct,extend and maintain retaining walls and area walls. • To acquire,construct,reconstruct,improve,alter,extend,operate,maintain and promote a pedestrian skyway system. • To acquire,construct,reconstruct,extend,operate,maintain and promote underground pedestrian concourses. • To acquire,construct,improve,alter,extend,operate,maintain and promote public malls,plazas or courtyards. • To construct,reconstruct,extend and maintain district heating systems. • To construct,reconstruct,alter,extend,operate,maintain and promote fire protection systems in existing buildings,but only upon a petition pursuant to section 429.031,subdivision 3. • To acquire,construct,reconstruct,improve,alter,extend and maintain freeway sound barriers. • To improve,construct,reconstruct,extend and maintain gas and electric distribution facilities owned by a municipal gas or electric utility. Types of Improvements financed with Special Assessments include a wide range of public actions. • Special assessments provide a means to borrow money to finance public improvements. • Chapter 429 conveys the power to issue "general obligation improve- ment bonds" to finance the design and construction of public improve- ments. Important factors in the use of improvement bonds include: • A minimum of 20% of the cost of the improvement must be assessed against benefitted properties. • Beyond the 20% threshold, any other legally available source of municipal revenue may be used to pay debt service on improvement bonds. • Improvements bonds are not subject to any statutory debt limit. • Improvement bonds may be issued without voter approval. • Careful consideration must be given to setting the amount of the assess- ment. State Law sets one important limit on the amount of a special assessment. The amount of an assessment cannot exceed benefit to property as measured by increased market value. Within this limitation, several factors will shape the amount of the assessment: • Reducing the amount of the assessment below 20% of the improvement cost impairs the ability to issue bonds. • Local improvement policies and/or decisions made on previous projects r �1I 1ta • • _ A New Bridge Q- Revitalizing Monticello's Downtown and Riverfront Page 4:16 often create parameters for assessments. • The assessment must strike a balance between equity and feasibility. Properties that benefit from improvements should pay a fair share of the • costs. The assessment must be affordable for both the property owner and the City. Reducing the assessment to the property requires the City to allocate other revenues to the project. A special service district is a tool for financing the construction and mainte- Special Service District nance of public improvements within a defined area. Special legislation is required to access these powers in Minnesota Statutes, Chapter 428A. This legislation also defines the nature of special services that can be provided and financed. The nature of the applicable services can be tailored to meet the needs of Monticello. A special service district has several applications for the Plan. The district provides an alternative means of financing the construction of any of the pub- lic improvements discussed previously with special assessments. The service district approach avoids the "benefits" test imposed by special assessments. The test for the district is that the amount of service charges imposed must be "reasonably related" to the special services provided. The costs of parking improvements, for example, may be better spread across a district than through assessments to individual properties. An important use of the special service district is the maintenance of public improvements. Some of the improvements described in the Plan require a libtyibliirtsuch a bannersevelof maand planted ntenance materials aa he must tpbe cal maintapuinedcmp and replaced.ovement. IHigherems c levelss of cleaning and snow removal may be needed. Without a special service dis- trict,these costs are borne through the General Fund of the City. The use of a special service district is subject to some important constraints: • Process to create district and to levy taxes to use must be initiated by petition of property owners and is subject to owner veto. The use of a special service district requires a collaboration of property owners and the City. There are two separate steps in the process: (1) adoption of an ordinance establishing the service district and (2) adop- tion of a resolution imposing the service charges. Neither step can be initiated by the City. The City must be petitioned to undertake the processes to create a special service district and to impose service charges. At a minimum, the petitions must be signed by owners repre- senting 25% of the area that would be included in the district and 25% of the tax capacity subject to the service charge. The actions of the City Council to adopt the ordinance and the resolution are subject to veto of the property owners. To veto the ordinance or the resolution, objections must be filed with the City Clerk within 45 days • of initial Council action to approve. The objections must exceed 35% of A New Bridge _! _ Revitalizing Montkello's Downtown and Riverfront - Page 4:17 r , area, tax capacity or individuaUbusiness organizations in the proposed district. • The service charge applies solely to non-residential property. 411 State Law limits the application of a service charge to only property that is classified for property taxation and used for commercial, industrial, or public utility purposes, or is vacant land zoned or designated on a land use plan for commercial or industrial use. Other types of property may be part of the service district, but may not be subject to the service charge. A potential special service district has not been developed. Tax Increment Financing District No. 1-22 offers some insights on the fiscal capacity of a ser- vice district. The tax capacity of the parcels located within TIF District No. 1- 22 totals $1,293,033. Assuming that this amount represented the tax capacity of a service district, then each 1% of tax rate would raise $12,930 in annual revenue. The actual taxable value of a service district would change as non- residential properties are deleted and parcels outside of the TIF District are added. General Property Taxes General property taxes can be used to finance many of the services, improve- ments, facilities and development activities needed to implement the Plan. Taxes may be levied through the General Fund, to pay debt service on G.O. Improvement or G.O. Tax Increment Bonds, and as a levy for an Economic 411Development Authority or Housing and Redevelopment Authority. Iw V4 ' i I� I'-..... C�rio f.tCast'' 5a aD E � Akgel- A.i-�F�p; _11 A1 1 a dwgii� a / _ r y%A1Dr t,_ ._ -11 If3r4P-It* W .11=4-�tr211111 Use of a property taxes to accomplish elements of the revitalization plan might be seen as a way of making improvements that directly benefit the entire community. The appeal of the property tax is its ability to generate revenues. A tax rate of just 0.5% will produce almost $80,000 in annual revenue. Property taxes could play an important role in implementing the plan. The use of property taxes must be approached carefully: • The property tax is the primary source of revenue for financing city ser- vices. The use of property taxes on the Downtown Plan must be weighed against other competing funding needs. • In 1997, the State Legislature established levy limits for fiscal years 1998 and 1999. Levy limits will cap the levy for general government purposes. A levy for debt service can be made outside of the levy limit restrictions. • The property tax system is in a state of change. In 1997, the State4111 A New Bridge "a"-- 11 RevitalizingMontkello's Downtown and Riverfront Page 4:18 Legislature reduced the tax rates for all major classifications of real property. The new rates lower the taxable value of property in Monticello. The table below compares current rates with the changes for 110 1998: Classification Tier Current Law Change for Pay 1998 Residential Less than$72,000 1.0% 1.0% Homestead $72,000 to$75,000 2.0% 1.0% Class 1 A Greater than$75,000 2.0% 1.85% Residential Less than$75,000 2.3% 1.9% Non-Homestead Greater than$75,000 2.3% 2.1% (single unit) Class 4bb Residential 2.3% 2.1% Non-Homestead (duplex/triplex) Class 4b Apartments Regular 3.4% 2.9% (market rate) Small Cities 2.3% 2.3% Class 4a Low Income 2.0%to 2.5% 1.9%- 1998 Housing 1.0%- 1999 for Class 4d qualifying • property only Commercial Less than$100,000 3.0% 2.7% Industrial $100,000 to$150,000 4.6% 2.7% Class 3a Greater than$150,000 4.6% 4.0% The Legislature not only made immediate changes in class rates, but also set a process for achieving future targeted reductions. Among the targeted reductions are the 2nd tier for commercial-industrial from 4.0% to 3.5% and market rate apartments from 2.9% to 2.5%. Another tax system change on the horizon is the potential reduction or elimination of taxes on personal property of utilities. This action would reduce the tax base contributed by NSP's power plant. Through HRA's and EDA's, cities have broad powers to facilitate the revital- Commercial Rehabilitation ization of existing buildings. There is also specific statutory authority for Loans and Grants loans by cities. The City may establish a program to make loans to finance the rehabilitation of small and medium sized commercial buildings (M.S. Section 469.184). The program can be funded through the issuance of bonds. Other revenues of the City (i.e., tax increment) could be used to assist the program. The creation of a loan/grant program will focus more on uses and funding than on the underlying authority. A New Bridge Revltal zing Montlalo's Downtown and Rlvedront - Page 4:19 Sales Tax Some Minnesota cities have sought and obtained special legislative authority for a local sales tax. The funding potential of a local sales tax would depend on its rate and application. Using 1994 tax revenue, a tax rate of 0.5% would raise almost $325,000 in revenue. In addition to its funding capacity, a sales tax offers other positive factors. Depending on the enabling.legislation, it could be used to finance any imple- mentation action for the Downtown Plan. The availability of this revenue would lessen the burden on more traditional funding sources, such as property taxes and special assessments. This tax also passes a portion of costs on to non-residents. A local sales tax produces concerns about placing the community at an eco- nomic disadvantage. If the cost is passed on to the customer, they may choose to shop outside of Monticello. If the business absorbs the tax, then it may impair business development • • 4111 • _ A New Bridge Revitalizing Monticello's Downtown and Rlverfront Page 4:10 Links to Understanding the tools that are available to finance development activities Implementation and public improvements is only part of the solution. Implementation requires connecting these tools to the Downtown Plan. The following section offers some strategies for making effective use of the financial resources need to implement the Plan. Tax increment financing is the essential piece of the finance plan. Making Use TIF wisely effective use of TIF will directly influence the ability to implement this plan. While it is impossible to predict the actual implementation steps, it is possible to offer some reasonable observations about development and TIF: • Development activities at the River and the Mall anchor the Plan. Development projects and related improvements at these locations are likely to require full use of resulting tax increment revenues. The City should not anticipate that these projects will produce excess tax incre- ment that can be used for other projects. • Tax increment will be needed to fill the gap on Walnut Street. The pri- mary funding for the reconstruction and enhancement of Walnut Street will be City funds for street maintenance and special assessments to adjacent (and benefitting) properties. The use of special assessments must seek a balance between a fair share of improvement costs and a level that becomes an economic barrier to operating a business on Walnut. In this context, it is likely that general revenues and assessments will not be sufficient to finance the project. Tax increment holds the potential to fill all or a portion of the gap. • Smaller projects play an important role in the revitalization of the Downtown. New facades and interior rehabilitation may not produce much tax increment revenue. For this reason, a loan and grant program offers a more effective finance strategy. The tax increment revenue from these projects could, however, be targeted for replenishing the loan fund. • Plan for meeting local contribution requirements. Successful implemen- tation of the Downtown Plan will create development and increase the amount of the local contribution for 1'!r District 1-22. Funding of the local contribution should be considered as part of overall implementa- tion. Other public funding for the Downtown Plan should be evaluated for its ability to meet the statutory criteria. • Implementation plans must account for TIF time constraints. Strategies to revitalize the Downtown must keep track of the limits that apply to TIF District 1-22 in the fourth and fifth years following certification. • A New Bridge Revitalizing Monticello's Downtown and Rhrerfront• - - Page 4:21 Create a revitalization loan Tax increment financing will not fit the need of every project. A program of and grant program loans and grants may be a more effective option for smaller projects and for the rehabilitation of existing buildings. Creating a program will revolve • around issues of objectives, structure and funding. • A loan and grant program requires objectives. In general terms, the loan program is intended to assist in the revitaliza- tion of the Downtown area. There are many facets to the revitalization effort. In designing a loan program, the EDA must consider the results it hopes to achieve. It is unlikely that there will be enough money to fund all possible applications. Therefore, the prioritization of objectives helps to target the use of available funds. Setting objectives also influences other decisions about the loan pro- gram and about the overall implementation of the Plan. The list below identifies some potential objectives: • Enhance storefronts and facades in accordance with the design guidelines in the Plan. • Encourage the rehabilitation of building interiors to bring them into compliance with local codes and ordinances. • Encourage building rehabilitation to provide space suitable for the proposed use. • Provide funding to close the "gap" between financing needed to undertake the project and the amount raised by equity and private loans. • • Provide economic incentives to locate businesses in the Downtown. Public objectives are only one part of the equation. The program will not be successful if it fails to encourage private investment. The design of the loan program should take into account the economic barriers to business development in the Downtown. A final objective is the assessment of risk. Commercial rehab loans carry more risk than the loans made for industrial development. With small commercial projects, the applicant is likely to have a good idea and not a detailed business plan. Some good ideas may become viable businesses and others will not. At the outset, careful consideration must be given to the implications of the unsuccessful project. The nature of the acceptable level risk will shape guidelines on the nature of the loan, the type of project and the administration of the program. • Design the administrative structure to fit local needs. The nature of the loan program has implications for the time and effort required to support the program. Processing loans to be administered by the City (through the EDA or HRA) requires a commitment of staff time. This commitment could be reduced by a program that works in conjunction with a local bank. It is also important to consider the steps, • �"_ A New Bridge - - Revttallzing Monticello's Downtown and Rlverfront Page 4:22 time schedule and fees associated with processing an application for assistance. • The availability of funding will shape the program. It is inevitable that funding and design decisions will be made concur- rently. It is likely that an allocation of existing funds will be needed to start the program. The amount of available funds will shape decisions about the design of the loan program. At the same time, the nature of the loan and grant program will influence the amount of funding need- ed. The end result will reflect a balance between funds and perceived ability to influence development in the Downtown. Tax abatement may offer a more attractive alternative to tax increment financ- Evaluate the use of ing for the rehabilitation of smaller buildings. Tax increment financing creates tax abatement revenue only on the taxable value in excess of value in existence at the time of District creation. Rehabilitation may not add significant value. Timing is another issue. The mechanics of the property tax system may create a two year lag between improvements and the receipt of tax increment revenues. Tax abatement addresses both of these issues. It is possible to abate the entire tax bill, not just the incremental value from rehabilitation. The abatement takes effect sooner -- with the next available tax year. Issues to consider in planning for use of tax abatement in the Downtown area include: • Coordinate with School District and County. Each political subdivision must separately abate its share of property taxes. At an early stage in the planning process, it would be important to meet with the School District and County to determine their interest in participating in an abatement program for the Downtown and if so, how to step up a process for considering projects. • Coordinate with other local efforts. The use of tax abatement should be part of an overall economic incen- tive package. Since abatements are granted by the City Council, the EDA operates loan and grants and the HRA administers the TIF dis- tricts, coordination of local efforts will be important to making best use of financial resources. • Target properties. Key redevelopment parcels in the Downtown are located within a TIF district. Tax abatement cannot be granted to property in a TIF district. Therefore, some consideration should be given to the properties that could receive greater benefit from abatement than from tax increment. Target parcels might include existing buildings requiring facade and interior renovation. A New Bridge Revftalwng Montkeffo's Downtown and Rlverfront - Page 4:23 Create a plan for As noted earlier, the City will likely face a gap in financing the proposed Walnut Street improvements to Walnut Street. Starting the financial planning process at the earliest opportunity adds to the time available to find solutions. How much is the gap? What options are available to fund the gap? What steps are needed to implement the finance plan? A proactive approach increases the chances for a successful and affordable project. Part of creating a plan for Walnut Street would be obtaining special legislation to establish a special service district. The service district can be used to finance the construction and maintenance of the Walnut Street improvements. Legislative authority only adds this tool as an option. The process to create a district can only be started by a petition of affected property owners. • 411 ":••• 'A New Bridge Revitalizing Monticello's Downtown and Rive:front Page 4:24 An Overall Strategy An implementation strategy has been defined to guide the evolution of Monticello's downtown and riverfront over a period of about twenty years. The strategy has been framed around those principles that are intended to guide to development of the area consistent with the community's vision. Strategy 1: A good place to do business Actions Strategy la • Work with key existing merchants to ensure that they stay in Create a variety of reasons for people downtown, are key to a vital and active downtown and under- to come to downtown stand the plan, and are able to find expansion sites within downtown if necessary. • Develop centers of activity to draw more people into down- town throughout the day and evening. • Program activities to bring people to downtown for regularly scheduled events. • Establish business hours that are generally common to all retail businesses so that most stores,are open when there is a concen- tration of potential customers in downtown. • Maintain contact with the Post Office to ensure its needs are satisfied and it remains in downtown. • Plan for the eventual move of City Hall into the center of downtown, creating a visible symbol of the City in downtown and to allow the business of the City to be conducted as a part of the business of downtown. 110 • Study the idea of a family center as a part of downtown, to make it a center of activity that is different than commercial activities of downtown and to create an attraction that extends the life of downtown throughout the day and evening. Actions Strategy lb • Work to develop streets that are comfortable for strolling using Create an attractive,convenient and wide sidewalk and pedestrian-scale amenities. comfortable environment for cus- • Provide parking on the streets of downtown that is meant for tomers and workers customers and encourage business and property owners to share customers by sharing parking spaces. • Develop mid-block pedestrian "pass-throughs"to connect park- ing areas behind buildings to streets and storefronts. • Develop a lighting program for downtown streets and parking areas that provide uniform light at levels appropriate for a downtown environment. • Work with local/county law enforcement as activity grows to make certain that they have a visible presence in downtown. • Encourage business owners and employees to park in remote locations, reserving parking spaces nearest the business for cus- tomers. 41110 A New Bridge Revitalizing Monticello's Downtown and Riverlront - Page 4:25 � s Strategy 1c Actions Develop a consistent quality in sites • Create design guidelines for sites, buildings and signs that and buildings to protect the encourage consistency (but not uniformity) in materials, scale, 40 investment that property and business construction quality and details from one building to the next. owners make in downtown • Establish a process for reviewing proposals for change to downtown through the MCP Design Committee(as an advisory group to developers and the City). • Establish loan programs for storefronts and building infrastruc- ture to encourage investment in downtown buildings and sites. • Identify five downtown businesses for participation in the loan program. Strategy 1 d Actions Maintain downtown • Create a maintenance program to address street and sidewalk in a consistent manner cleaning and snow removal, litter collection, amenity care and other factors that keep downtown "clean" and protect the investment the businesses and community make in their down- town. • Pursue a downtown maintenance association or a special ser- vice district to achieve consistent maintenance. Strategic Outcome - • A downtown that meets the needs and desires of its customers while respecting the financial needs and investment of business and property owners. Strategic Target • Establishment of a maintenance program and vehicle by the 411 beginning of 1998. • Establishment of design guidelines and a review process by September 1997. • Establishment of a loan program by June 1997. • Reconstruction of downtown streets with added pedestrian amenities coordinated with major reconstruction (based on life cycle of streets or related infrastructure). • Five downtown businesses participating in storefront and/or infrastructure loan program in 1997, with improvements com- pleted by end of 1998. Strategy 2: A center for community Strategy 2a Actions Create a civic and institutional core to • Establish control of parcels that encompass the civic/institu- house the functions of the downtown tional core as indicated in the plan. that relate to the social and civic needs • Establish land use controls permitting civic and institutional of the Monticello community,and to uses in that part of the plan designated as the civic/institutional create the"new bridge"between the core downtown/riverfront area and the • Relocate Ferrellgas and bulk tank facilities to create land for highway-oriented commercial area development of civic and institutional facilities and to elimi- nate visually undesirable uses. 411 • Vacate 5-1/2 Street to provide additional land for new facilities A New Bridge Revitalizing Montkello's Downtown and Rlverfront Page 4:26 between Pine Street and Walnut Street, and to create more available and developable land between Walnut Street and Maple Street (maintain serviceability for sanitary sewer line between Pine Street and Linn Street. • Agree on the creation of an architectural style for public facili- ties in the civic/institutional core (and at other locations in downtown) that might reflect a consistent"civic" quality. • Plan for the eventual relocation of City Hall to the civic/institu- tional core in a location that gives the building prominence from Pine Street and Walnut Street. • Pursue the development of a multi-use Family Center (includ- ing facilities for organizations such as Minnesota Army National Guard, Early Childhood and Family Education, Special Education, Adult Basic Education, Preschool, Head Start, community computer resource center,jobs training center and other programs related to the local community). • Investigate the opportunities for a county services facility, which might include county offices, court spaces and other county functions as well as a Deputy Registrar. • Preserve space in the civic/institutional core for the develop- ment of a Public Safety facility to house county sheriff' offices, fire and emergency services offices, and, if desired in the future, a Monticello police department. • Create a center for Monticello history, arts and culture in a prominent location within the civic/institutional core. • Actions Strategy 2b • see "A celebration of community,everyday" below Reinforce West Bridge Park as a significant public gathering space with Strategic Outcome regularly scheduled events • A place in downtown that belongs wholly to the community where the people of Monticello gather for their social and civic activities. Strategic Target • Gain control of key parcels in the civic/institutional core and relocate Ferrellgas and bulk tank facility by 1999. • Pursue feasibility of a Family Center developed in concert with a training facility for the Minnesota Army National Guard in 1997. • Establish a policy on the relocation of City Hall in 1997. Strategy 3: A compact center Actions Strategy 3a • Establish land use controls to prevent the "creep" of commer- Define a boundary for commercial, cial, retail and office uses beyond limits established in the plan. retail and office uses in order to • Investigate options (land use controls, financial incentives) for concentrate these use in a directing commercial, retail and office development to sites perceivable"downtown" • within the downtown boundary. A New Bridge • Revitalizing Monticello's Downtown and Riverfrwrt - Page 4:27 , Strategy 3b Actions Encourage the highest possible • Require design review of every new development or rehabilita- density of development within the tion within downtown to ensure conformance to the design boundaries of downtown guidelines outlined by this plan, especially when such projects receive city assistance. • Reduce on-site parking requirements for downtown uses by allowing on-street parking along a site's public periphery. • Encourage the development of multi-story buildings in down- town. Strategy 3c Actions Define transition zones at the • Establish land use controls for an area lying generally one periphery of downtown for uses such block beyond the downtown boundary that will allow for"tan- as multi-family residential and sition"uses and development. home-based businesses Strategic Outcome • A downtown that is recognized as the center of the Monticello community due to its built patterns, and one that is interesting for pedestrians and encourages pedestrian activity on the streets of downtown. Strategic Target • Revised land use controls adopted within one year of accep- tance of the plan. Strategy 4: An identity related to Monticello • Strategy 4a Actions Build or renovate buildings to create a • Work to identify and understand the community's special char- relationship to the community as well acter and qualities so that those ideas can be passed on to those as to their immediate purpose private sector that might contemplate changes to their buildings or new buildings. • Require adherence to the design guidelines for all new build- ings, for all renovations that receive any degree of city assis- tance and for all other improvements that total more than $10,000 in value or effect more than one-quarter of a building's gross floor area or more than 25%of total facade of a building. • Encourage the creation of buildings that are flexible enough to accommodate a variety of uses over time, and that are con- structed with a life span of at least 50 years. • Mandate that any improvement that requires a building permit have a building maintenance program submitted and approved before issuance of a certificate of occupancy. Strategy 4b Actions Create public buildings that stand out • Agree upon an architectural style for all public buildings that is from other downtown buildings but based on character of the community. that have a common • Place public buildings on sites that are prominent within down- character and quality town. 411 AT-=-�A New Bridge -_--�� Revitalizing Montkello's Downtown and Rivedront Page 4:28 • Actions Strategy 4c • Extend Walnut Street past River Street to make a direct vehicle Make the Mississippi River an and pedestrian connection between most of downtown and the integral part of downtown river. • Introduce uses along and north of River Street that complement the park and attract people to the riverfront area. • Establish guidelines for planting on downtown streets and side- walks that utilize, to the greatest degree possible, plants that are a part of Monticello's river and savanna environment. • Redevelop West Bridge Park to serve as downtown's major outdoor event space, able to easily accommodate 1000 people for a single event. Actions Strategy 4d • Use the first major public improvement project to study and Make improvements throughout define the elements that will be used at all downtown streets downtown's public spaces that utilize and public spaces. consistent patterns,materials and • Review life cycle costs and efficiencies for all new elements details introduced into downtown's public spaces before implementa- tion (for example, the cost of furnishing electricity to lights, the cost of maintaining street trees, the lifespan and maintenance costs of a concrete walk). • Establish a common lighting program for all downtown park- ing areas(public and private). . Strategic Outcome • A downtown that evolves to reflect qualities and character ele- ments that are appropriate to the Monticello landscape and community — a downtown that is not a copy, but an original —and uses elements that endure. Strategic Target • Establishment of design guidelines and a review process by September 1997. • Implementation of improvements to streets coordinated with major construction or reconstruction. • Initiation of enhancement to West Bridge Park in the summer of 1997. Strategy 5: A transportation"web" Actions Strategy 5a • Develop a network of sidewalks reaching from downtown into Create a range of options for moving surrounding neighborhoods. into and through the downtown in • Expand the service provided by the Heartland Express to create order to ease,as much as possible, a regularly scheduled "local circulator," concentrating service traffic congestion and to encourage at peak transport hours (such as noon and early evening). people to move between downtown • Study the feasibility of utilizing the railroad for a local service destinations without their cars • trolley or linear parkway, with destinations including schools, downtown and Montissippi Park. A New Bridge Ai Revitalizing Monticrllo's Downtown and Rlverfront Page 4:29 1 , Strategy 5b Actions Develop Walnut Street as a new"main • Highlight the locations of municipal parking lots at all cross street,"encouraging local streets leading from Pine Street to Walnut Street. north/south traffic to utilize this street • Institute a signage program to direct people in cars and on foot and using cross streets for to Walnut Street, Broadway, the riverfront and other key down- access from Pine Street town locations. • Reconstruct'Walnut Street as a main street for cars and people, and with a character that fits Monticello. Strategic Outcome • A recognition that traffic concerns can only be managed (not solved) by utilizing other modes of transportation (even in a town the size of Monticello). • A downtown which is not dependent on automobiles for every trip into or within downtown. Strategic Target • To develop an expanded local circulator service by 2000. • To create an extension of the pedestrian network at every pro- "ject opportunity (new development projects and street recon- structions). • To have Walnut Street functioning for traffic as a new main street by 2000. Strategy 6: A mix of uses Strategy 6a Actions • Allow a variety of uses within the • Permit uses in downtown according to a general pattern of uses boundaries of downtown to encourage based on 11 downtown "districts"—zones that are based more use of downtown throughout the day on size and character than separation and definition. and evening • Establish patterns of land use that are not single use oriented, focusing instead on the general use, size and character of devel- opment within each downtown "district." • Require developers to demonstrate how their proposal fits the general patterns of use, size and character of the "district" where their project would be located. • Require developers to implement some degree of joint use parking in their projects. Strategy 6b Actions Encourage multiple story buildings to • Allow residential uses over retail or office uses throughout mix uses vertically within downtown downtown. • Calculate parking provided for all sites in downtown by using the parking available along a site's street frontage. • Require multiple story buildings in the River and Broadway districts of downtown. Strategic Outcome • A downtown that works together in spite of the kinds of use conflicts most zoning ordinances strive to prevent, creating a • downtown that is alive with activity because people come here A New Bridge Revitalizing Monticello's Downtown and Rlverlmnt Page 4:30 for a variety of purposes. Strategic Target • Ongoing Strategy 7: Embracing the River Actions Strategy 7a • Implement the Walnut Street connection to River Street in con- Extend Walnut Street to make a direct cert with the programmed resurfacing of Walnut Street. connection between downtown and • Redevelop parcels on Walnut Street next to River Street (if the riverfront roadway construction affects the buildings or properties) with uses that orient to the river and the park activities (see Strategy 5b above). Actions Strategy 7b • Establish control of parcels surrounding the park(especially the Enhance West Bridge Park to make block on the west side of the park) in order to encourage rede- it the center of outdoor activity velopment of those sites to focus on the river. in downtown • Surround West Bridge Park with uses that encourage activity on River Street and Walnut Street (retail with second story office or residential, multi-family residential, hotel and enter- tainment uses). • Encourage an architecture for buildings that face West Bridge Park that has addresses the qualities of the park and the river. • Develop a capital improvement program for West Bridge Park . to provide for anticipated performance and gathering activities and that establish a stronger visual connection to the river(with special attention given to upgrading the condition of river bank). Actions Strategy 7c • Develop a streetscape for Walnut Street and River Street that Develop patterns of landscape for recalls the character of the river. streets and sites to create"visual" • Extend streetscape elements of Walnut Street and River Street connections between downtown and into adjacent sites. the river environment Actions Strategy 7d • Initiate meetings with other jurisdictions to discuss the devel- Establish procedures with Big Lake opment options for land on the north bank of the river. and Becker townships for encouraging • Meet with land and business owners to discuss short and long development on the north bank of the term plans for their properties on the north bank of the river. river that matches the investment made by Monticello on the south bank Strategic Outcome • A relationship between downtown and the Mississippi River that is the major focus for public gathering in downtown and true celebration of Monticello's river. Strategic Target • Extend Walnut Street to meet River Street as part of the pro- ., grammed resurfacing of Walnut Street. _ A New Bridge Revltalking Monticello's Downtown and Rlverf ont - Page 4:31 • Come to agreement on the ultimate use of land on the north side of the river by 1999. • Establish a capital improvement program for West Bridge Park • and begin enhancements in 1997. • Establish a program of acquisition for parcels surrounding West Bridge Park as they become available, concentrating on the block west of the park; work with interested developers to gain control of sites if their development program matches the vision for this area. Strategy 8: Downtown's neighbors Strategy 8a Actions Enact policies that maintain the • Prohibit encroachment of downtown uses past the defined qualities of a downtown boundaries of downtown. residential neighborhood • Establish permit parking for neighborhood streets nearest the downtown boundary to limit parking for downtown uses within • the neighborhoods. • Recognize long term redevelopment of the transitional zone around downtown by encouraging multi-family dwellings at downtown's perimeter. • Study the needs of the neighborhood as a whole and develop a program tailored to the needs of this well-established Monticello neighborhood. The City of Richfield might be seen as a good example of a community with an active housing rein- • vestment program. • Consider the potential of narrowing neighborhood streets to reduce traffic speeds and more definitively mark the edges of the neighborhood for drivers. Strategy 8b Actions Take steps to maintain the stock of Acquire properties that diminish the overall quality of the homes in these neighborhoods,keep- neighborhood and rehabilitate the structures or construct new ing them desirable places to live homes that are mindful of the character of the neighborhood. • Establish (or enforce)codes related to the upkeep of homes and yards. • Utilize low-interest loans or other financial incentives for reha- bilitation or renovation of homes in the downtown neighbor- hoods (especially because these homes are already connected to city services. Strategic Outcome • Neighborhoods in areas already served by urban services near the center of the community, with a strong relationship to downtown and its activities but protected against any of its negative influences. Strategic Target • Accomplish neighborhood needs study by 1999. • Other actions are on-going. • •A New Bridge Revltal&Ing Monticello's Downtown and Riverfront Page 4:32 4 a Strategy 9: A celebration of community,everyday • Actions Strategy 9a • Plan for performance spaces in concert with the development Establish a series of frequent and of key civic facilities, especially West Bridge Park and pro- regularly scheduled events occurring posed City Hall Plaza. in downtown which draw people of • Identify and invite local individuals and groups to perform at Monticello together and highlight the these events. talents of the community • Develop and promote the events. • Develop a capital improvement program for Bridge Park focus- ing on the creation of permanent facilities to support the events. • Implement other event spaces over time at key locations, with each space suited for a particular type and size of event. Actions Strategy 9b • Establish control of a site in downtown that suits such a facility. Create a history,arts and culture center _• Investigate the potential of creating a community foundation as in downtown which provides a space a vehicle for funding such a center. for cultural activities to occur on a • Research similar facilities in.other communities (such as the year-round basis New York Mill Culture Center in New York Mills, Minnesota). • Develop a preliminary space and function program. • Seek initial funding for a feasibility study and concept plan. • Seek permanent funding through grants, gifts and endowments. • Hire a firm to design the facility. Strategic Outcome • • An outdoor and indoor centerpiece for the preservation and enhancement of Monticello culture as a catalyst for attracting people to downtown. Strategic Target • To have a well-established and recognized performance pro- gram in place within three years of acceptance of the plan. • To establish a history, arts and culture center in downtown within 20 years. Strategy 10: Life after dark Actions Strategy l0a • Enact ordinances that allow alcohol services for food and bev- Pursue changes to rules to erage establishments that might choose to locate in the down- encourage entertainment activities town and riverfront area. during evening hours or • Strategize the use of shared parking for activities that have dif- other opportune times ferent peak parking demands (an office building and a bar, for instance). Actions Strategy 10b • Provide incentives to businesses with an "entertainment" focus Encourage new restaurants,bars, (eating and drinking) to locate in downtown. cafes and coffeehouse to • • Identify and obtain purchase rights to properties that would be locate in downtown - , A New Bridge Revitalizing Monticello's Downtown and Rlverfront - Page 4:33 well-suited to these kinds of uses; follow-up with contacts from restauranteurs or other food and beverage operators. • Whenever possible, aggregate these uses to create a strong rela- • tionship between establishments (an "entertainment" precinct). • Investigate the potential of a hotel facility on the river as one the the major focal points for night life by initiating discussions with developers. Strategy 10c Actions Provide free community • Provide benches at key locations throughout downtown, where entertainment in downtown people can watch the activity, and especially at the riverfront, where the attraction of the river is so strong. Utilize benches that encourage lingering, such as the swinging benches or the bench and table arrangements at Centennial Lakes in Edina. • see "A Celebration of Community,Everyday" above Strategic Outcome • A downtown and riverfront area that is "alive" for at least 18 hours per day, with activities that draw people together for rea- sons other than shopping or work. Strategic Target • Community entertainment activities should be initiated imme- diately; bench building should be initiated immediately • Discussion with entertainment developer will be ongoing. • Investigation of ordinance or legislative changes by September 1997; changes in place by January 1998. • • Strategy 11: Partnerships for mutual benefit Strategy 11 a Actions Keep the community invested in the • Use MCP as the focus for communicating downtown events actions and directions of this plan and changes to the public. • Recognize the base of knowledge related to the downtown area that exists in MCP committees as decisions are made regarding the future of downtown. • Review progress and conformance to the plan on a regular basis, using the "indicators" identified in the plan as a "yard- stick." Strategy lib Actions Educate developers about the • Meet with developers before they initiate a project, ensuring community's intentions for its that they understand the logic and intent of the plan for the downtown and riverfront downtown and riverfront area. • Research development projects in other communities, and invite developers of worthy projects to visit Monticello and learn of the opportunities available here. Strategic Outcome III ,_ , - • An informed public and development community that is poised A New Bridge IL- Revitalizing MonfIcello's Downtown and River-front Page 4.34 to act (rather than react) to proposals for the downtown and riverfront area. Strategic Target 110 • Annual or bi-annual reviews of progress • Quarterly or semi-annual newsletters to the public • Initial list of "worthy" developers by September 1997, with invitations offered within one month of"making the list" • Other actions are ongoing • • i A New Bridge • Revitalizing Monticello's Downtown and Riverfront Page 4:35 Indicators As we look forward we can envision the changes that result from this plan for Monticello's downtown and riverfront. It will be useful also to look back as we proceed, understanding what change has occurred and how successful we • have been in this endeavor — and even when a change in course might be required. The following list of indicators will demonstrate the incremental change from 1997's downtown and riverfront conditions: • Attendance estimates for downtown events • Sales receipts for downtown entertainment venues • Numbers of out-of-town visitors at downtown businesses (recorded by zip codes at point of sale) • Downtown traffic and pedestrian counts after 6 p.m. weekdays and all day on weekends • Record of all new activities and events each year • Assessed and taxable valuation of downtown as a whole and by area • • Employment by S.I.C.code • Absorption rates for office and retail use • Vacancy rates for office and retail use • Business expansions and businesses attracted • Lease rates for retail and office use • Demographic data for draw area and for downtown neighborhoods • Number and type of downtown dwelling units • Assessed valuation and sale prices of homes in downtown neighborhoods One of the key first steps will be to establish base line data for each of the indi- cators listed above. 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It takes time the alleys nd landscape the parking lots—it them qualify for the progrm as well as end up won't do anygood if we can't build an econo- with a improvements theycan afford and be my to support those changes in the long run. proud of. by Rita Ulrich, MCP Manager Fixing the way things look and improving —*look to the future Monticello Community Partners has big the economy go hand in hand.Granted, it's pos- clans for downtown. Too big, by some people's sible to have a booming economy and let the New buildings are just as important to iccount; by other people's thinking, it's not town's appearance deteriorate, at least for a Monticello's future as its historic structures. imbitious enough—or at least not happening while. But it won't inspire much pride or that Not every building is constructed to stand ;oon enough. sense that Monticello is your kind of place. the test of time; not every building can continue I'm hearing both ends of the discussion corn- And what would we be left with in 20 years? to serve a useful purpose. MCP is not trying to ng out of the coffee shop crowd,and its time to A big part of the reason MCP was formed was save properties with little or no historical signif ;et the record straight on a few points. because people didn't want downtown to fall icance or those that have become economically apart. People understand, almost intuitively, unviable. The revitalization plan calls for rede- A 20-year plan that downtown is the heart of the community. velopment. In some cases this means putting up The downtown and riverfront revitalizationAnd to save downtown is to save Monticello's a building where none exists; in other cases it . lan is a 20-year plan. identify. will mean tearing down existing buildings to It has a vision of Monticello in the future: It How do we do it? We begin by learning to make way for new ones. describes downtown as the center of activity—arespect our heritage. Now, before any rumors get started, MCP is )lace where people come to work,shop,eat and not about to tear anything down. For one thing, enjoy themselves. Respect the past... that's not what we do. Property owners decide It will offer a variety of entertainment and It's time to dispel the notion that MCP is try- what to do with their property. MCP doesn't recreational activities. ing to make downtown look like it did 50 or 80 make that decision, nor do we go around telling It will stay open and alive in the evenings. or 100 years ago.True, some things looked bet- people whether they can or can't redevelop It will be a viable place to run a business and ter years ago than they do now. If you stopped their property. When and where redevelopment rnak ving, by our booth at Expo, you saw how several of is needed and feasible, MCP's role will depend our downtown buildings looked in their original on the need. It� look better—a lot better—than it does condition. We have some wonderful buildings We may work with developers to ensure that now. that are worth preserving and restoring. They proposals are consistent with the revitalization Instead of long blank walls and empty are valuable not only for their architectural sig- plan. We may put property owners in touch spaces, pedestrians will be greeted by windows nificance, but also because they are part of with potential developers. We may put develop- filled with goods, busy shops and restaurants, Monticello's cultural and social heritage. Each ers in touch with potential tenants. We will help well-maintained sidewalks and attractive and building's history is a story—many stories, real- people find the resources they need—materials, accessible places to sit and enjoy it all. Even the ly—because over time the owners and businesses information, expertise. And we will work to parking lots should be friendly—landscaped, changed and each change brought new stories. encourage building designs that are in keeping shaded,safe. Collectively, the buildings show the evolution with the best of Monticello's architecture her- Two kinds of transformation need to take of Monticello. We respect the heritage that itage. place to realize this vision: visual transforma- those buildings represent; and we believe that And for the record, that doesn't mean that lion and economic transformation. they are an important part of our future. new buildings have to look a certain way, be Neither can he done overnight, or even in a There are several ways that this is being put replicas of old buildings or follow a certain year or two. And changes aren't meant to hap- into practice. For example, MCP is working theme. They do have to follow some pretty pen that fast. It requires a long-term view and a with the Economic Development Authority on basic principles, primarily so that the new commitment to investing in the future of down- its incentive program for building rehabilita- building doesn't stick out like a sore thumb. It town. Careless and poorly planned quick fixes tion. Under the program, building owners can should look like it belongs. It should be invit- won't work and won't do us any good. Some apply for matching grants to restore the front, ing and friendly—characteristics that represent building owners are already making the neces- sides or back entrances of their buildings.They the best of Monticello. That's not too much to sary investments and long-term commitments. can also apply for low-interest loans for interior ask. Downtown looks and feels much better than work. The EDA provides the money and MCP Learn more on Jan. 14 it did just a year ago. I remember my first works with the applicants, providing informa- Call MCP at 295 0999 if you want to know impressions at that time and things are definite- tion, advice and other resources that will help ly looking better. If you see it everyday, you more about the revitalization plan. And put the may not notice the transformation; but it is hap- evening of Jan. 14 on your calendar. We will be pening, brick by brick,building by building. having our annual members meeting, along Boom or bust? with entertainment and information about what MCP is doing and planning. Even if we had all the money we wanted to • fix things up—restore historic buildings, redevel- op the empty or under-utilized areas, clean up al • City of Monticello Wright County, Minnesota AN ORDINANCE AMENDING TITLE 10, CHAPTER 4, GENERAL DISTRICT PROVISIONS, AND CHAPTER 14 OF THE MONTICELLO ZONING ORDINANCE RELATING TO THE ESTABLISHMENT OF THE "CCD", CENTRAL COMMUNITY DISTRICT. THE CITY COUNCIL OF THE CITY OF MONTICELLO, MINNESOTA HEREBY ORDAINS AS FOLLOWS: Section 1. Chapter 4-1 [D] is amended by adding Subdivision 4-1 [D] 5. as follows: 4-1 [D] 5. CCD, Central Community District Section 2. • Chapter 14 is amended by adding Chapter 14B as follows: CHAPTER 14B "CCD" CENTRAL COMMUNITY DISTRICT SECTION: 14B-1: Purpose 14B-2: Permitted Uses 14B-3: Accessory Uses 14B-4: Interim Uses 14B-5: Conditional Uses 14B-6: Lot and Building Requirements 14B-7: Design Review 14B-1: PURPOSE: The purpose of the "CCD", Central Community District is to implement the plans and policies of the Monticello Downtown Revitalization • Plan, as that Plan is designed to provide for the establishment and continuation of a traditional downtown area in Monticello's primary commercial core. The 7-I district will contain a mix of land uses which can compatibly coexist, with • requirements based upon enhancement of the district's natural features, and mitigation of land use conflicts between differing uses. All proposed uses in the "CCD" District will be evaluated against the goals and objectives of the Monticello Downtown Revitalization Plan as adopted, and as may be amended, by the City Council. 14B-2: PERMITTED USES: The following are permitted uses in the "CCD" district: [A] All permitted uses as allowed in the "B-4" district, except for motor fuel facilities and convenience stores, and hotels/motels. [B] Restaurants, but not fast-food, or convenience type. [C] On- and Off-Sale Liquor establishments. • [D] Civic and Governmental uses as a part of a public Community Center. [E] Residential Dwellings which do not occupy the ground floor space of a building. 14B-3: ACCESSORY USES: The following are permitted accessory uses in a "CCD" • District: [A] Uses which are clearly and customarily incidental to the principal use in size, activity, and scope, and in accordance with the special provisions of this Chapter. Except for parking, accessory uses shall be located in the same principal structure as that of the principal use, and shall occupy no more than thirty (30) percent of the floor area of said structure. 14B-4: INTERIM USES: The following are allowed as Interim Uses in the "CCD" district: [A] None. 14B-5: CONDITIONAL USES: The following are allowed as Conditional Uses in the "CCD" district: (Requires a Conditional Use Permit based upon the procedures set forth in and regulated by Chapter 22 of this Ordinance). [A] Hotels, subject to the following conditions: 1. The principal building lot coverage is no less than fifty (50) percent of the property, exclusive of easements devoted to public • pedestrian use or other outdoor public spaces. 2. The building, site, and signage meets the standards for the • "CCD" district, and design review approval is granted by the designated Design Advisory Team. 3. The proposed use demonstrates compatibility and consistency with the City's Comprehensive Plan and the Downtown Revitalization Plan. [B] Motor fuel station, auto repair-minor, and tire and battery stores and service, as allowed in the "B-4" district; and subject to the following additional conditions: 1. The design of the site promotes pedestrian access adjacent to and along the property. 2. No more than two (2) curb cuts of twenty four (24) feet in width or less shall be permitted. 3. Site lighting shall utilize fixtures similar in style to that designated by the City for use in public areas of the "CCD" district. • 4. The building, site, and signage meets the standards for the "CCD" district, and design review approval is granted by the designated Design Advisory Team. 5. The proposed use demonstrates compatibility and consistency with the City's Comprehensive Plan and the Downtown Revitalization Plan. [C] Residential dwellings on the ground floor, subject to the following conditions: 1. The proposed site for residential use is consistent with the goals and objectives of the Downtown Revitalization Plan. 2. The proposed site does not interrupt the flow of commercial pedestrian traffic in the "CCD" district. 3. Density for ground floor residential units shall not exceed one unit per 9,000 square feet of lot area, exclusive of land area utilized by, or required for, permitted uses on the property. • [D] Drive-in a d convenience food establishments as allowed in the "B-3" district, a d subject to following additional conditions: 1. The design of the site promotes pedestrian access adjacent to and 411 along the property. 2. No more than two (2) curb cuts of twenty four (24) feet in width or less shall be permitted. • 3. Site lighting shall utilize fixtures similar in style to that designated by the City for use in public areas of the "CCD" district. 4. The building, site, and signage meets the standards for the "CCD" district, and design review approval is granted by the designated Design Advisory Team. 5. Drive through facilities comply with the requirements of Subd. 14B-5 [E] of this Chapter 6. The proposed use demonstrates compatibility and consistency with the City's Comprehensive Plan and the Downtown Revitalization Plan. [E] Drive through windows accessory to other principal uses in the "CCD" • district, subject to the following conditions: 1. Service through drive-through facilities is accessory to interior on-site, or sit-down, service within the same building. 2. Drive through lanes are designed to avoid disruption of pedestrian and vehicular traffic flow, both on and off site. 3. Landscaping and other site improvements are included which screen automobile stacking space from the public street. 4. The principal building occupies no less than forty (40) percent of the property, exclusive of easements devoted to public pedestrian use or other outdoor public spaces. 5. The building, site, and signage meets the standards for the "CCD" district, and design review approval is granted by the designated Design Advisory Team. 6. The proposed use demonstrates compatibility and consistency with the City's Comprehensive Plan and the Downtown Revitalization Plan. 7gy - [F] Animal pet clinics, as allowed in the "B-3" district. • [0] Day-care centers, as allowed in the "B-3" district [H] Shopping centers, provided that the proposed use demonstrates compatibility and consistency with the City's Comprehensive Plan and the Downtown Revitalization Plan. [I] Buildings of a height greater than the maximum building height as allowed in Subdivision 14B-6 [D] of this Chapter. [J] Planned unit development (PUD) subject to the provisions of Chapter 20 of this Ordinance, and provided that the proposed use demonstrates compatibility and consistency with the City's Comprehensive Plan and the Downtown Revitalization Plan. 14B-6: LOT AND BUILDING REQUIREMENTS: The following requirements shall apply to all properties in the "CCD" district: [A] Minimum Lot Area: None [B] Minimum Lot Width: None • [C] Residential Density: One dwelling unit per 3,000 square feet of lot area for permitted residential uses. The number of dwelling units may be increased by up to twenty five (25) percent over the permitted density for projects which provide at least half of the required parking underground or in above grade structures such as ramps or decks (including covered at-grade parking areas). [D] Building Height: The following height limitations shall apply to all buildings in the "CCD" district: 1. Minimum Height: Fifteen (15) feet. 2. Maximum Height: Thirty Five (35) feet, or three (3) stories, which ever is greater. [E] Setbacks: Building setback minimums and maximums shall reflect the recommendations for the use and location as listed in the Downtown Revitalization Plan. Where setbacks as discussed in the Downtown Revitalization Plan are not listed or appropriate, there shall be no building setbacks required. In such cases, there shall be no parking • allowed in the areas between the front building line and the public street. [F] Site Improvements: All areas of a parcel within the "CCD" district shall . be subject to the applicable recommendations of the Downtown Revitalization Plan. Site Improvements shall be reviewed for compliance by the Design Advisory Team together with other design elements, including architecture and signage. [0] Parking: 1. Supply: Property owners shall comply with the parking supply requirements as listed in Subd. 3-5 [H] of this Ordinance. However, property owners may be granted flexibility from a portion of their required parking supply under the following conditions: a. At the property owner's choice, for each parking space not supplied on-site by the property owner, the owner shall pay into a "CCD" Parking Fund an amount as 1 established by City Council Resolution. Said Fund shall be used for the acquisition, construction, and/or maintenance of publicly owned parking in the "CCD" district. . b. In addition to, or as an alternative to, the option listed in Subd. 14B-6 [G]l.a., a property owner may supply parking at a rate which is sixty (60) percent of the requirement listed in Subd. 3-5 [H], provided that the owner grant an easement to the public for automobile parking use over the subject area. The owner shall retain responsibility for maintenance of said parking area. 2. Location: Parking shall not be located on a parcel between the front building line of the principal building and the public street, except where expressly provided for by the City Council, after recommendation from the Planning Commission. [H] Signs: The following requirements shall apply to all sign displays and construction in the "CCD" district: 1. Signs shall comply with the Monticello Building Codes and Zoning Ordinances relating to signs, including special allowances which may be made for the "CCD" district. 2. All signs in the "CCD" district shall receive review and approval • from the Design Advisory Team. a. Signs in compliance with applicable ordinances: For • signs which meet the regulations of the City's sign ordinances and the goals and objectives of the Downtown Revitalization Plan, such review shall be given the weight of an administrative determination. Appeal of a determination by the Design Advisory Team shall be as provided for in Chapter 23 of the Monticello Zoning Ordinance. b. Signs not in compliance with applicable ordinances: Signs which do not meet the regulations of the City's sign ordinances shall require review by the Board of Adjustment and Appeals, as provided for in Chapter 23 of the Monticello Zoning Ordinance, following Design Advisory Team review and recommendation. 14B-7: Design Review: All development and redevelopment projects in the "CCD" district shall be subject to design review for compliance with the goals and objectives of the Downtown Revitalization Plan. This subdivision identifies the process and application of design review recommendations. [A] The City Council shall designate a Design Advisory Team (DAT) to • carry out the requirements of this Subdivision. The Council may delegate membership determination to another private or public board. Said DAT shall review projects which in the "CCD" which propose new or altered buildings, site improvements, or signs. Site improvements shall include parking lots, landscaping projects (other than direct replacement of existing landscaping), walkways and open space plazas, or other outdoor projects affecting the visual impact of a site. 1. Plans shall be submitted to the DAT for review no less than seven (7) days prior to a DAT meeting. An applicant shall submit at least six (6) sets of plans. The DAT meeting shall be open to the public, but shall not constitute a "public hearing" within the meaning of the zoning ordinance. 2. Submitted plans shall be sufficiently detailed to identify proposed materials, colors, locations, and any other factors relating to the visual impact of the proposal. Such plans may include: Site Plans, Floor Plans, Building Elevations, Rendered Drawings, Materials Samples, and other appropriate submissions. 3. The DAT shall render its decision for approval or denial of a • submitted design review application at the same meeting at which a proposal is properly presented. A written report of the DAT's findings shall be forwarded to the Zoning Administrator for • information to the Planning Commission. Upon written request of an applicant, the DAT may table action on a proposal for up to thirty (30) days. If the DAT does not render a decision within the required time frame, an application will be deemed approved. [B] Appeals: Appeals of an adverse decision of the DAT may be made to the Planning Commission the applicant, an abutting property owner, or another property owner within the "CCD" district. Said appeal shall be governed by the process and requirements listed in Chapter 23 of the Monticello Zoning Ordinance. [C] Status of DAT Decision: Decisions of the DAT shall be treatedas follows: 1. Permitted Uses which comply with all building code and zoning ordinance standards: DAT decisions shall be advisory to the Building Official. 2. Conditional and Interim Uses: DAT decisions shall be given the status of administrative determinations, to be submitted to the Planning Commission for inclusion in its recommendation to the City Council. 3. Uses requesting variances: DAT decisions shall be given the status of administrative determinations, to be submitted to the Planning Commission for inclusion in its recommendation to the City Council. 4. Proposals receiving direct financial assistance from the City or one of its official entities: DAT decisions shall be considered final, subject to the appeal process outlined in this Subdivision. Section 3. This ordinance shall become effective from and after its passage and publication. Hsi/ • 7.® $, . F -- -' x �• fi W. 'S' .,:w.,,-,,„,:,1. `- a c � '1 : a ✓ t.„ �w t ,. ,'v - - �- # ''A T3 - Ya � ^ J y h$ • 77. 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I I I 0 • • 2 • •,--1 .. .,-4 o .v"' a) O cd a0 a) U 8 VO .,--, • ttl) E as o 0 o ct a) 0 'c E 4) O O U 4� 4-4 0 ..-i � 4 O LI 2 -1�--+ c — vi � v� a = Q 0 .- ._ _ I 0 '-' •� N0 •.V E 0 .v o al CnZ U N U U a- I I I I I I U • • 2 • * LISTING OF 20 ELEMENTS NEEDED TO ACHIEVE A PERFECT MONTICELLO {This was a listing generated by the group and does not represent a consensus but simply input for the total study. ) Weekly farmers/artisan market Commercial areas on riverfront including cafes Community Center Less non-essential traffic Specialty shops in downtown area Sporting and recreational activities on the river Aquatic center Consistent theme or "look" to downtown Develop serene setting incorporating the river • Well planned, convenient parking Business complex including service and professional Large commercial anchor (hotel) on river Town square for information and gathering Unification between downtown and other business areas Walking path/sidewalk connection to business/homes Signage indicating downtown entrance Memphis style bistro/blues bar Monticello as small convention center Canoe and Kayaking with shuttle service Flowers planted in commercial areas. MONTICELLO COMMUNITY PARTNERS SIGN-UP SHEET I/ Catch the wave!! Help promote and revitalize Monticello's traditional downtown and nearby riverfront by volunteering on a committee or for specific events. Your ideas count! 1. Complete the following information (PLEASE PRINT): Name: Address: Phone: (Work): (Home): 2. Select the area in which you would like to volunteer: Promotions Committee: This group concentrates on three areas of promotion- image, sales, and special events. Design Committee: This group concentrates on issues relating to historical preservation of facades design. This group works with the City commissions in defining pedestrian, park, and street alignments. Economic Restructuring Committee: This group deals with business retention, business expansion, business recruitment, and market analysis issues. Volunteer for Specific Events: Your name, address, and phone number will be on the list to contact for special events. 3. Suggestions and/or Comments: If you have questions regarding the project, please call Jeff O'Neill,Assistant City Administrator, at city hall, 295-2711. Please return this completed form to 011ie Koropchak,Monticello City Hall, 250 East Broadway, PO Box 1147, Monticello,MN. SIGNUPMCP: 2/1/96 • z 4 ,f,:11,"‘A','..;',Z`z"A.': ',,,,.:1' X Ny v ) 5 :k'''i I '25, .':ti . s t air. i 1 1 1-1 1 / g m • .0 v CC Sal .- rn a a li- “. i4 2 tomIi. ftjJ Eifill / s• 41 Z. 12 is ia 1 § M cc 6c i 4110 W51 u. f - M Le i4 ` Z OG J CZee' .,i' .:. <L .r't�r ..:, 0 E. ig ilfr 1 4 U r -. , . .. rl �ypa ri ....,. � Oc� .t6� te r , qy C. y �ti +`~: . &ip�fiiW �:. ..:rg( vm x 0 (1) W w2 _Iw —. 0 o Lk! 0 • 0 c 49 .. I) • 0 rc) al�T Q) CCS 0 • cA •,.., c4 O U UU .0 PIO L_ v 0 o ,.� 71- 4--- o IJ U) z) ,. 4 eb a 0 Z 0 rc:) 1••••4 , 211 ;_i a. u , .4...) 0 as tar.5 O clic,) I I • 2 • • • a alv � .1, i 'ci 'U o 2 o ',4 "S ii c'-'5o c°$.4 "§ -2 R .° •---4 2 • 0 0 O � 4 0 0 IN. 0 iC21 0 PC1 0 cA %it '- '( 2 -F-+ O c ,,N 0O E ,CO c 4 U IC:3 cip vi .1-0 7i i—+ '5 CI w I I I 1 0 • 0 2 The "Rock and Roll" was a GREAT success, now you're invited to attend " Picture s'Montic lloFuture" e • Monticello Community Partners Workshop Come join us for a discussion of the Monticello and Riverfront Area THIS IS YOUR OPPORTUNITY Join us for Workshop One and give MCP (Monticello Community Partners) insight into the values you and the community hold. Describe the qualities that are inherent to the vision you have for Monticello and what it can become. YOUR INPUT IS NEEDED We need to define how all these pieces "fit" the community before we decide on a project to help revitalize Monticello. MCP wants to accomplish a revitalization that will reflect the spirit and character of the Monticello community and we need your input.Your attendance at this June 13th workshop is crucial. Once people begin to see that everyone has a role to play in this decision making, we can continue with other successful workshops to carry out the plan. There is already a high level of interest in the community;we need to capture that enthusiasm and make cer- tain it becomes a central part of this first workshop.We do not expect solutions at this point. Rather, we will rely on workshop participants to provide input about elements of the community that they feel are sig- nificant,and to begin dialog necessary for later exploration and evaluation. MCP and a consultant from Hoisington-Koegler,Inc.will present a summary of the"found" informatio date, creating an equal understanding of the current Monticello area and riverfront situation for all parte - pants.The workshop environment is one of energy,enthusiasm and possibility.Without you,we cannot make it happen. Please mark this date on your calendar and become a part of"the wave" working its way towards the shores of a new future for Monticello. See you there! Sincerely, Bob Bowen, Board Chairperson Monticello Community Partners • Phone,295-2144 --� Please Join Us `'- voilt4 Thursday, June 13 (7:00 p.m.) O , ' Held at the Monticello High School Board Room If you cannot attend, but would still like to participate in future workshops or volunteer your help, drop us a note or give a call so we can add your name to our mailing list! • "Catch Monticello Community Partners the wave!" P.O. Box 984 • Monticello, MN 55362 • Monticello Downtown and Riverfront Revitalization Plan • • 4' W O R K S H O P ONE 0 7:00 p.m., 13 June 1996,Monticello High School Workshop • To involve the community in setting a positive direction for their downtown and river- Purpose front. Ole 1 ..n • To use the base of local knowledge that exists in Monticello to begin to understand the conditions of the downtown and riverfront. ��1 1 • To understand how the downtown and riverfront"fit"the Monticello community. G • To further define and expand the idea of a shared community vision for the downtown and riverfront. Agenda 7:00 Registration 7:10 Welcome and Introductions Bob Bowen, Monticello Community Partners 7:15 Purpose and Process Michael Schroeder, Hoisington Koegler Group Inc. 7:25 Exercises 8:35 Group Reporting Each group will be asked to report three important items or observations as a result of their group's work. • 8:55 Summary and Questions 9:00 Adjourn Procedural 1 The schedule will be followed as closely as possible to assure that we finish by 9:00 Guidelines p.m. If it becomes necessary to spend more time that indicated in the Agenda, we will do so only with the consent of the participants. 2 The consultants are resources. They may be called upon to answer general questions during the group discussions,but they will not direct the discussion. 3 We are not considering solutions at this time. Please direct your energy to helping us understand the conditions that exist in Monticello's downtown and riverfront in 1996, what events have-broug t us to this point, and how we might best revitalize the down- town and riverfront area to serve the Monticello community. 4 Upon convening your group's discussion, select a discussion leader to guide your work and a recorder to record and report your group's findings. Record your group's discussions on the Master Discussion Guide and turn it in at the end of the workshop. 5 This workshop presents an opportunity to receive as many ideas and concerns as pos- sible. Tonight, there are no wrong answers. To be most elective, everyone must be allowed to contribute to the discussion. 6 For tonight's workshop, "consensus" shall mean an opinion held by most or all mem- bers of a group. If three or.more people prevent a consensus from forming in your group, they may indicate their opinion under the area labeled "minority report." • � Hoisington Koegler Group Inc. 0 Hoisington Kanpur Group Inc..1996 ADiscussion Guide • 1 A Timeline . . . Monticello did not just happen overnight. What we see today is the result of years of events and experiences, all leading in one way to the development of the Monticello community. As we consider what is next for the downtown and riverfront, it is appropriate that we understand the sequence of events that has brought us to 1996. As a group, use your collective memory to con- struct a timeline of key events that have shaped Monticello. Exact dates are not as critical as establishing the pattern and sequence of events. Use the large sheet of paper on your table for this exercise. /\ 19 tio v 4 b 9a 1 4i 1850 1860 1870 188( 1890 19(10 1910 1920 19311 1940 „ d q �' its u V . 2 Opportunities and Challenges . . . When we look at Monticello's downtown and riverfront in 1996, we see an Area ripe with mgatunities. Describe the opportunities, qualities or assets of the downtown and riverfront area to build upon. List at least five things, but no more than 10, that represent a consensus for your rou . _ g P 171vt/t 0/1/S 7?4- _ 6?. P I </gA _ kr10/, 71, - 11,4,T4,6177)-(., - 3, IT,' c kovd/�7.✓,ri. c '7/ir Minority Report • Along with its great qualities, we see some major challenges. Identify the elements that require change in order for the downtown and riverfront area to remain vital. List at least five Ings,but no more than 10, that represent a consensus for your group. a . Minority Report • 3 The Future . . . ri77/1 r/)'/ J It has taken well over 100 years of settlement and growth to bring us to Monticello 1996. As • we look to the future of the downtown and riverfront area, we can only imagine what it will be. What do you imagine it will be like in twenty years Provide short descriptions (about five words), concentrating on how the downtown . • • riverfront w' . • - hat qualities or character it possesses, what activities you might be a part of, what special features you might find here, and what experiences you might have that are not available today. S/fir , C OQr p5-7-hi// 0 -' / ` r` 3 , • Please provide the names of the participants in your group: • Thank you for your input ! �--' Monticello • Downtown and Riverfront • Revitalization Plan . ni . io al Meeting '..5- 11":7711C 24 April 1996 .11 p.m. ,'/O 'y'fg-T c'�i 6s Mon • • Senior High School Auditorium Meeting Purpose y�^ • To understand the process that will lead to an acceptable plan for the revitalization of Monticello's downtown and riverfront • To discuss the roles and responsibilities of each committee and commission • To agree to a schedule for the revitalization effort AGENDA l ,� ,p a Cz�Ss 1 Introduction g,?�1 S j,'p/��I 97 Team _ kif �. Ciaek./bg/v Project / • 2 Process , '`'x'� r Ull6'�1O,Tr'p � • Building an understanding of issues,conditions and desires i16E7 1`)' -D? Exploring and evaluating potential solutions Wit/A?' om "1,r o; Key. ,r o%6 effeet' Defining strategies for moving forward 65 p�T, LDS s 3 Involvement of the community,committees and commissions` y Workshops -v. if,' r7 Committee meetings _ j J MIS/ 't V c 9' ,1� Public Hearings ti4( •G y fey 4 Schedule Workshops < s�%6 c h�v�''" Completion Date /5 <Sr 5 Products "The Plan" City Policy (making "The Plan" a part of the City's Comprehensive Plan) Action plans for committees and commissions 6 Next Steps ti c,/0 �Q /7/- S ' (/f////2r 7 Questions GOB• eB Hoisington Koegler Group Inc. • K • • 0 c...., c....i —a I I pv I p n :=1 Cl) O 0 ,-, -. B p_t cA foit) se-ID-p- 1....i foillp i cf) > 0.e.I. _...,• r_t. 0 0 — b-- 1...k W CD '1:i n• CD r-f- CD N' trj ‹) 0 CD o 0 1< '.4' CD -,..) 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