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City Council Agenda Packet 01-20-1999 Joint . . . f(.W AGENDA JOINT HRA, COUNCIL, PARKS, PLANNING, EDA AND DA T WORKSHOP Wednesday, January 20, 1999 - 6:00 p.m. City Hall Members: HRA Commission, City Council, Parks Commission, Planning Commission, EDA Commission, and OAT. Staff: Rick Wolfsteller, Jeff O'Neill, John Simola, Wanda Kraemer, Gregg Engle, Ollie Koropchak and Fred Patch. 1. Call to Order - HRA Chair Steve Andrews 2. Introductions 3. Workshop Purpose * To understand planning directions and City policy related to Monticello's downtown and riverfront. * To hear perspectives from outside the community on the value and potential of Monticello's downtown and riverfront. * To provide commission members with an opportunity to provide their perspectives on the future of the riverfront and the area of the north anchor. * To evaluate the need and desire for broad community input related to development of the riverfront and downtown's north anchor. * To consider a process for proceeding with development (assuming development is desired). * This workshop is not intended to serve as a forum for review of development proposals; rather, it is meant to provide a common starting point for city boards and commissions as they consider opportunities for change in the downtown and riverfront. 4. Setting the Context for Monticello's North Anchor and Riverfront. Overview of the Downtown and Riverfront Revitalization Plan Michael Schroeder, Hoisington Koegler Group, Inc. 10 minutes A Perspective ofthc Value of Riverfront Improvements Jerry Kimball, Past Planning Director, City of Duluth 10 minutes A Proposal for Monticello's North Anchor Brad Johnson, Lotus Realty 10 minutes . . . Joint HRA, Council, Parks, Planning, EDA and DAT Workshop Agenda January 20, 1999 5. Commission Input. Development of Monticello's North Anchor and Riverfront 20 minutes The Need for Community Input 20 minutes The Process for Considering Change 20 minutes 6. Next Steps 7. Adjournment . . . References to Relevant Portions of the Downtown and Riverfront Revitalization Plan. The following pages, in part, frame the ideas that are central to the riverfront and nearby development: Page 1:4 Page 1:5 through 1:7 Page 3:7 Page 3: 12 & 3: 13 Page 3: 17 Page 4:7 Page 4:27 Page 4:29 Page 4:31 and 4:32 Page 4:33 Page 4:34 Page 4:34 and 4:35 Refers to the vision statement created as a central part of the plan. Refers to the principles that guided plan development and that will guide actions resulting from the plan. Refers to the riverfront as an "activity generator" for downtown. Refers to districts established under the plan, including the "riverfront district" . Refers to "downtown open space" and the role of Bridge Park in downtown. Refers to "early actions" that would be prudent to pursue in revitalizing downtown. Refers to a strategy for revitalization that includes West Bridge Park (Strategy 2b). Refers to a strategy for revitalization that focuses on the riverfront (Strategy 4c). Refers to a strategy for dealing with the riverfront (Strategy 7a-d). Refers to strategy for developing community activities in downtown (Strategy 9a). Refers to a strategy for creating life in downtown (Strategy 1 Oc). Refers to the process and value of creating partnership (Strategy 11 a,b). . 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 riverfron! will be a reflec- tion of ourselves and our environment. It willfocus 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 pennanence 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: ~ A New Brtdge ~ RevttallzinG Montlrello's Downtown and Rlverfronl PiGe 1:4 · is based on a shared understanding of what the community desires for its future. . 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 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 . 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 . 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 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 . Guiding Principles A good place to do business... . A center for community... A compact center... ~ A New Bridge ~ Revltallzlng MonUal/o's Downtown and Riverfront ~~ Page 7:5 . An Identity related to Monticello... A transportation .web.... A mix of uses... . Embradng the RIver... Downtown's neighbors... \; A New ""dg. r~ RevlWlxlng Mont/rello's Downtown and RMtfront 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. 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." 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. 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, lipartments 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. 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 yeaming 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 ~iver with great care for the resource. Neighborhoods Downtown can only be as healthy as the neighborhoods surrounding it. The edges of downtown will affect nearby housing areas; this is typi- 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 Annual events like Riverfest are anticipated by the community as it 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 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 workday, 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 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 celebratlon of community, everyday... Life after dark... . Partnerships for mutual benefit.. A New Bridge :J1 Rev/ta//zIng Mont/eel/o's Dowrrlowrr ,nd Riverfront ~ Page 7:1 . 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, but 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 enteI1ainment uses. This edge might be enhanced, but it should not be cut off. . ....., " ~- \~". ~. r~;" .. ... .,. .. 0: l :- ~ .~. .: - :/"iof. / ...:: .' :. :-~: .' .; f!:C-,.~ "....".,.. . . :" '"z .: .. :~ '}~~\ "~~':~::1,; .I (' i ,A. I ." f i( frjC4F:r Bridge Park provides a grand entrance 10 downtown. Enhancements should build on rts relationship to the rtver and downtown, and lis 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 N,wSndC' :L Rwttafltlllg Monticello's Down/own and RJv~rfront ~ Page 3;7 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 d istri ct. iN ta ~ , t ' ~ I I :L- , ' ... '1'.. ~ ! -L...-L_ ....L I land uses In downtown will be defined according to eleven dlstrtdS, with compatibility and charaC',er being the primary consideration for each desl~Uon. . A New Bridge ~ RevttallzJng Montlce/Jo's Downtown and R/lIerfront Page 3:72 _1__ . . . . . . 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 CiviclInstitutional, 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 Bddg< :L; RtvIt~/lzJng MorJUct/Io'I Downtown and RJverfront ~ Pag~3:13 . 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 Montice!lo. 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. ~.....-.>-.. .....~' _ 1"-...." '""'-1"1.....1-.., I' ........-v- \... ""'..: _ . '" ':""i..... -: . I, ;Jo..... ..... , ; I I i · , ' ,... West Bridge Park Is downtown's most Important outdoor gathenng space. It offers the chance to be In downtown and near lite river; development that surrounds should be organized and designed to keep this park promlnenl . . ~. A New Bridge ~ Revllaftzlng MonUceflo's Downtown and Riverfront ~ Page 3:11 . . . 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. Fundin S TIP 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 CuMin? Princivles A good place to do business: Creation of a major attraction can only 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 Integrate the Riverfront into the down- town and the life of the community ~r'~ A New Bridge ~ Revnaltt/ng MOIlUcel/O's O""",tOWll and Rlvtrfront ~ Pagt 4:7 Actions Extend Walnut Street past River Street to make a direct vehicle and pedestrian connection between most of downtown and the flver. 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 · Use the first major public improvement project to study and define the elements that will be used at all downtown streets and public spaces. · Review life cycle costs and efficiencies for all new elements 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 Develop a network of sidewalks reaching from downtown into surrounding neighborhoods. Expand the service provided by the Heartland Express to create a regularly scheduled "local circulator," concentrating service at peak transport hours (such as noon and early evening). Study the feasibility of utilizing the railroad for a local service trolley or linear parkway, with destinations including schools, downtown and Montissippi Park. Strategy 4c Make the Mississippi River an integral part of downtown . Strategy 4d Make improvements throughout downtown's publiC spaces that utilize consistent patterns, materials and details . Strategy Sa Create a range of options for moving Into and through the downtown in order to ease, as much as possible, traffic congestion and to encourage people to move between downtown destinations without their cars ~ ". A New Bridge :L: Revltaltzlng Man1JceUa's Downtown iIlJd RJverlrant ~ Pagr 4;29 . . . for a variety of purposes. Strategic Target · Ongoing Strategy 7: Embracing the River Actions · Implement the Walnut Street connection to River Street in con- cert with the programmed resurfacing of Walnut Street. Redevelop parcels on Walnut Street next to River Street (if roadway construction affects the buildings or properties) with uses that orient to the river and the park activities (see Strategy 5b above). . Actions · Establish control of parcels surrounding the park (especially the block on the west side of the park) in order to encourage rede- velopment of those sites to focus on the river. · 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 petformance 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 · Develop a streetscape for Walnut Street and River Street that recalls the character of the river. · Extend streetscape elements of Walnut Street and River Street into adjacent sites. Actions · Initiate meetings with other jurisdictions to discuss the devel- opment options for land on the north bank of the river. · Meet with land and business owners to discuss short and long term plans for their properties on the north bank of the river. 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. Strategy 7a Extend Walnut Street to make a direct connection between downtown and the riverfront Strategy 7b Enhance West Bridge Park to make it the center of outdoor activity in downtown Strategy 7c Develop patterns of landscape for streets and sites to create "visual" connections between downtown and the river environment Strategy 7d Establish procedures with Big lake and Becker townships for encouraging development on the north bank of the river that matches the investment made by Montlcello on the south bank A New Bndge :L; Revttallxlng MontlreUo'$ DoWlltOWll and Riverfront ~ Pagt 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 Sa Enact policies that maintain the qualities of a downtown residentlal neighborhood Actions Prohibit encroachment of downtown uses past the defined boundaries of downtown. . 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 Sb Take steps to maintain the stock of homes in these neighborhoods, keep- Ing them desirable places to live Actions . Acquire properties that diminish the overall quality of the neighborhood and rehabilitate the structures or construct new 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. :L; A New Brldge ~ Revltalf1lng Montlcello's Downtown and RIverfront Page 4:32 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. . . . . . . Strategy 9: A celebration of community, everyday Actions · Plan for performance spaces in concert with the development of key civic facilities, especially West Bridge Park and pro- posed City Hall Plaza. Identify and invite local individuals and groups to perform at these events. 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 · Establish control of a site in downtown that suits such a facility. · Investigate the potential of creating a community foundation as a vehicle for funding such a center. Research similar facilities in other communities (such as the 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 · Enact ordinances that allow alcohol services for food and bev- erage establishments that might choose to locate in the down- town and riverfront area. · Strategize the use of shared parking for activities that have dif- ferent peak parking demands (an office building and a bar, for instance). Actions · Provide incentives to businesses with an "entertainment" focus (eating and drinking) to locate in downtown. · Identify and obtain purchase rights to properties that would be Strategy 9a Establish a series of frequent and regularly scheduled events occurring In downtown which draw people of Monticello together and highlight the talents of the community Strategy 9b Create a history, arts and culture center in downtown which proVides a space for cultural activities to occur on a year-round basis Strategy lOa Pursue changes to rules to encourage entertainment activities during evening hours or other opportune times Strategy lOb Encourage new restaurants, bars, cafes and coffeehouse to locate in downtown ~r ~ A New Brfdge ~ Revltal/lklg MontIaOO's Domltown and RJverfront ~ Pagl 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 Provide free community entertainment in downtown Actions Provide benches at key locations throughout downtown, where 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 11a Keep the community Invested in the actions and directions of this plan Actions Use MCP as the focus for communicating downtown events 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 11b Educate developers about the community's intentions for its downtown and riverfront Actions . Meet with developers before they initiate a project, ensuring that they understand the logic and intent of the plan for the 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. L A New Bridge ~~ RevltalJzJng Monllrel/o's DOW7Itown and Rlverfrrm/ i--' Page 4:34 I: Strategic Outcome An informed public and development community that is poised . . to act (rather than react) to proposals for the downtown and riverfront area. Strategic Target · 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 . . . A New B"'ge :L Rev//anmg MIJII/lee/Io's Down/own and Rlwtfron/ 'a.~ Page 4;35