HomeMy WebLinkAboutResolution No. 4230, Adopting and Integrating the Downtown Bozeman Improvement Plan as Neighborhood Plan.pdf Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Allyson C. Bristor, Associate Planner
Chris Saunders, Assistant Planning Director
Chris Kukulski, City Manager
SUBJECT: Commission Resolution #4230 adopting the Downtown Bozeman Improvement
Plan
MEETING DATE: January 25, 2010
AGENDA ITEM TYPE: Consent Item.
RECOMMENDATION: Final adoption of the “Downtown Bozeman Improvement Plan” as a
neighborhood plan under the City’s growth policy.
BACKGROUND: The Commission held a public hearing on December 14, 2009 to consider adoption
and integration of the Downtown Bozeman Improvement Plan under the Bozeman Community Plan, City
growth policy. The Commission approved the draft plan with some minor modifications. Planning Staff
is now bringing back the final version of the plan for final adoption. Neighborhood plans are considered
as amendments to the growth policy and are adopted by resolution. The Downtown Bozeman
Improvement Plan is attached as Exhibit A.
FISCAL EFFECTS: None.
ALTERNATIVES: As suggested by the City Commission.
Attachments: Exhibit A
Report compiled on: January 20, 2010
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COMMISSION RESOLUTION NO. 4230
A RESOLUTION OF THE CITY COMMISSION OF BOZEMAN, MONTANA
ADOPTING AND INEGRATING THE DOWNTOWN BOZEMAN IMPROVEMENT
PLAN AS A NEIGHBORHOOD PLAN UNDER THE BOZEMAN COMMUNITY PLAN,
A GROWTH POLICY, AS ALLOWED BY TITLE 76, CHAPTER 1, PART 6,
MONTANA CODE ANNOTATED (M.C.A.)
WHEREAS, the City of Bozeman Planning Board has been created by Resolution of the
Bozeman City Commission as provided for in Title 76-1-101, M.C.A.; and
WHEREAS, Section 76-1-106(1), M.C.A. states that the Planning Board is responsible
for preparing growth policies, if requested by the governing body; and
WHEREAS, the Bozeman City Commission adopted the Bozeman Community Plan, a
growth policy, on June 1, 2009 by Resolution 4163; and
WHEREAS, the City of Bozeman and the Downtown Bozeman Partnership retained
LMN Architects to prepare a downtown neighborhood plan for the City; and
WHEREAS, LMN Architects prepared the plan for the City and the Partnership and
named it “Downtown Bozeman Improvement Plan;” and
WHEREAS, the downtown neighborhood plan was made available for public review and
public notice was provided to inform the public of the opportunity to review and comment on the
draft; and
WHEREAS, the City of Bozeman Planning Board held public hearings on Tuesday,
September 15 and October 6, 2009, to receive and review all written and oral testimony on the
downtown neighborhood plan and how it would integrate with the growth policy; and
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WHEREAS, City Staff and Partnership Staff presented the downtown neighborhood
plan and answered questions for the Planning Board after which the public was invited to give
testimony; and
WHEREAS, members of the public provided written and oral comments; and
WHEREAS, the City of Bozeman Planning Board having received all public comment,
closed the public hearing; and
WHEREAS, the Planning Board discussed the downtown neighborhood plan and how it
could be integrated into the growth policy, and considered the received public comment; and
WHEREAS, the Planning Board found the downtown neighborhood plan, with
recommended changes, consistent with the locally adopted criteria for amending the growth
policy and consistent with the other elements of the growth policy; and
WHEREAS, a motion was made to recommend approval of the growth policy with
changes as directed by the Planning Board; and
WHEREAS, City of Bozeman Planning Board on a vote of 7 to 0, recommended
adoption by the Bozeman City Commission of the Downtown Bozeman Improvement Plan as a
neighborhood plan in the Bozeman Community Plan; and
WHEREAS, the City Commission adopted Resolution 4209 stating their intent to
consider an amendment to the growth policy and setting a public hearing for November 9, 2009;
and
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WHEREAS, as required by statute, the public hearing was advertised to be held on
November 9, 2009, before the City Commission to consider the Planning Board recommendation
and accept public testimony regarding the updated growth policy; and
WHEREAS, the public hearing was opened and continued to December 14, 2009; and
WHEREAS, the advertised public hearing was held on December 14, 2009 before the
City Commission to consider the Planning Board recommendation and accept public testimony
regarding the updated growth policy; and
WHEREAS, the City Commission considered adoption, with suggested revisions, and
integration of the Downtown Bozeman Improvement Plan, as a neighborhood plan in the
Bozeman Community Plan; and changes to the downtown neighborhood plan; and
WHEREAS, the City Commission recognizes that the Downtown Bozeman
Improvement Plan contains recommendations which are intended to be implemented in
coordination and balance with the other needs, concerns, priorities, and the resources of the City;
and
WHEREAS, the City Commission being fully informed and having considered all
relevant matter, including public comment, and review criteria.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, that:
Section 1
That pursuant to Title 76, Chapter 1, Part 6, MCA and Chapter 17 of the Bozeman
Community Plan it adopts the Downtown Bozeman Improvement Plan as a neighborhood plan
and that the document shall be as follows:
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See Exhibit A.
Section 2
Severability.
If any provision of this neighborhood plan or the application thereof to any person or
circumstances is held invalid, such invalidity shall not affect the other provisions of this growth
policy which may be given effect without the invalid provision or application and, to this end, the
provisions of this growth policy are declared to be severable.
Section 3
Effective Date.
This neighborhood plan shall be in full force and effect upon passage.
DATED this 25th day of January, 2010.
JEFFREY K. KRAUSS
Mayor
ATTEST:
____________________________________
STACY ULMEN, CMC
City Clerk
APPROVED AS TO FORM:
___________________________________
GREG SULLIVAN
Bozeman City Attorney
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Prepared for the Downtown Bozeman Partnership and City of Bozeman
December 14, 2009
D O W N T O W N
B O Z E M A N
I M P R O V E M E N T
P L A N
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A c k n o w l e d g e m e n t s
CONSULTING TEAM:LMN ARCHITECTS
Walt Niehoff
Mark Hinshaw
Mike Kimelberg
Sarah Durkee
LELAND CONSULTING GROUP
Dave Leland
Chris Zahas
Brian Vanneman
TD & H ENGINEERING
Dave Crawford
HIGH PLAINS ARCHITECTS
Randy Hafer
PREPARED FOR:
Downtown Bozeman Partnership and the City of Bozeman
AS DIRECTED BY:
Downtown Plan Advisory Committee
Bobby Bear Allyson Bristor
Eric Bryson Paul Burns
Brian Caldwell Ileana Indreland
Chris Naumann Chris Saunders
WITH ASSITANCE FROM:
Downtown Business Improvement District
Mike Basile Dan Himsworth
Eric Bowman Ileana Indreland
Mike Grant Buck Taylor
Downtown Bozeman Association
Tim Christiansen Babs Noelle
Coco Douma Sally Rue
Drew Ingraham Kate Wiggins
Catherine Langlas
Downtown Tax Increment Finance District
Bobby Bear Vonda Laird
Peter Bertelsen Bob Lashaway
Thail Davis Bill Stoddart
Bozeman Parking Commission
Pam Bryan Chris Naumann
Lisa Danzl-Scott Chris Pope
Tammy Hauer Steve Schnee
BOZEMAN CITY COMMISSION:
Sean Becker Eric Bryson
Kaaren Jacobson Jeff Krauss
Jeff Rupp
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T a b l e o f C o n t e n t s
I n t r o d u c t i o n
INTENT 4
RELATIONSHIP TO PREVIOUS PLANS 5
ECONOMIC DEVELOPMENT FOCUS 6
ISSUES 10
OPPORTUNITIES 10
GUIDING PRINCIPLES 12
S t r a t e g i e s
CREATE DISTINCT DISTRICTS 14
BUILD HOUSING 18
CREATE A NETWORK OF OPEN SPACES 22
TAME THE TRAFFIC 28
CREATE A UNIQUE PLACE 30
STRENGTHEN DOWNTOWN BUSINESSES 34
ADOPT A CODE UNIQUE TO DOWNTOWN 38
EFFECTIVE LEADERSHIP AND PARTNERING 40
MOVE TOWARDS A SUSTAINABLE CITY CENTER 42
NEXT STEPS 44
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I n t r o d u c t i o n
INTENT
This Downtown Improvement Plan is intended to guide decisions by
public bodies, private businesses, and non-profit organizations for
at least ten years to come. It provides a solid framework to move
forward and solidify downtown Bozeman’s place in the community
and the region.
Over the past twenty years, Bozeman has spent considerable re-
sources and energy making its downtown healthy, vibrant and
strong. The six to eight blocks along Main Street, with its wide array
of shops, services, high quality restaurants, coffee houses, and pre-
cious architecture is looked upon with envy by many communities.
However, other parts of downtown Bozeman outside of Main Street
are not performing as well as such areas in other, similar communi-
ties. Downtown still retains a locally-owned hardware store, drug
store, and grocery store – businesses that have long ago departed
downtowns in many smaller and mid-sized towns.
Often a major impediment in many communities is a lack of leader-
ship. This not the case with downtown Bozeman where it is quite
evident from merchants who care deeply about how their business
is perceived, from property owners who have invested in renova-
tions and new construction, and from residents who continue to
view downtown as their “shared” neighborhood. Just walking along
the sidewalks of Main Street immediately evokes the authenticity of
a genuine, close-knit town with the attributes of sociability, individual
energy, and even quirkiness. The imprint of many hands and minds
is palpable.
Throughout the country it has been increasingly difficult for small,
local-serving businesses to operate in this age of online shopping
and big-box stores. While downtown Bozeman has a tremendous
group of these types of businesses, they can’t help but be affected
by seasonal cycles, the changing expectations and behaviors of
consumers, and the current economic downturn.
Downtowns like Bozeman’s used to be well supported when single
family houses contained six people. Now they typically contain half
that number, or less. All thriving downtowns depend upon a solid
presence of residential density in close proximity – ideally within
walking distance. Fortunately, downtowns all over the country have
been seeing an influx of two demographic groups – people in their
twenties and people in their sixties – who wish to live close to arts,
entertainment, interesting shops and restaurants, and an active
“street life.” These groups are fueling a demand for condominiums,
row houses, lofts, flats, cottages, and many other forms of denser
housing around the edges of commercial cores.
The result is a place that everyone can enjoy immensely – existing
residents, new residents, shoppers, and visitors. Infill development
can be designed sensitively so that the long-standing character,
scale and craft of the established townscape can be maintained.
This requires policies, codes, design standards, incentives, and
public investments – as well as creative partnerships. Many of the
strategies recommended by the plan will need additional analysis
and stakeholder direction in advance of implementation. Specific
development examples and opportunity sights are meant demon-
strate potential sites, scales and locations, and are in no way meant
to be prescriptive.
Downtown Plan Area
Boundary
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RELATIONSHIP TO PREVIOUS PLANS
Downtown Bozeman has been the subject of numerous plans over
the last 30 years, the most recent being the 1998 Downtown Im-
provement Plan, also known as the MAKERS Plan. Many of the
recommendations in this plan have been completed; numerous ob-
jectives remain unaccomplished yet are still relevant. While the 2009
Downtown Improvement Plan takes a broader view and suggests
some fundamental restructuring of codes, policies, and operating
procedures, the MAKERS Plan should still be referenced regarding
additional physical improvements and the overall urban design of
the downtown district. Unlike the MAKERS Plan, the 2009 Down-
town Improvement Plan, once adopted by the City Commission, will
BOZEMAN COMMUNITY
PLAN VISION STATEMENT
“Bozeman’s unique identity,
characterized by its natural
surroundings, its historic and
cultural resources, and its
downtown, which is the heart
and center of the community,
is preserved and enhanced.”
Source: Bozeman Community Plan,
Chapter 1, Addressing Growth &
Change, pg 2.
have legal status as a guiding document for downtown development
as a part of the Bozeman Community Plan, the City’s growth policy.
All of the recommendations contained in this plan are realistic. But
in some cases, they will require more analysis of options and tech-
niques. They may also require that various stakeholders, particularly
City departments, view downtown a bit differently than in the past.
This means applying different criteria than what might be found in
typical manuals or regulations. The planning team firmly believes that
downtown Bozeman is unique and that its vital importance to the city
should be recognized in a deliberate, focused collection of efforts and
actions to make it a dynamic and sustainable community center.
Downtown Plan Area
Boundary
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I n t r o d u c t i o n
ECONOMIC DEVELOPMENT FOCUS
Too many downtown plans either under-perform, fall far short of
their objectives, or outright fail. However well intentioned, many
simply do not match the expectations so enthusiastically supported
during the planning process. Why? The reasons can be many, but
there are some fundamental principles that should be followed if
a plan is to become successful. First and foremost, revitalizing a
downtown is a highly competitive business. There is always some-
one, another city, a developer, or a combination thereof that wants
to steal the energy that might otherwise go downtown—pulling
shoppers, potential downtown residents, office tenants, and more.
And, as with any business, to be successful it needs to be led, it
needs to be championed, managed, staffed, capitalized, marketed,
operated, and quite simply treated like the competitive business
that it is. The plan is only a part. Individual projects are only parts.
Success requires leadership, consistency, assertiveness, tenacity,
and commitment.
While many people might say that the downtown is Main Street,
in fact a healthier definition is the collection of districts that com-
prise the greater downtown. The retail core is the most visible with
its bright lights, colorful storefronts, and heavier traffic flows. But
just as important is the transit center, the nearby neighborhoods of
homes that touch the edge of the retail core, the concentrations of
employment, public open spaces, institutions such as the library,
or cultural facilities like Emerson Center, and the other small dis-
tricts that collectively comprise
the larger downtown and give it its
many personalities.
There is a direct correlation be-
tween the health of a downtown
and the health of the city in which
it is located. As a downtown
moves from struggling to healthy
to superior, there is generally a
corresponding increase in the
larger community that rises with
the tide of success.
So, a great downtown helps contribute to and build a valued com-
munity that in turn attracts stable businesses and residents and
visitors, and that in turn creates tax base to support the community,
its amenities and services, and so continues the cycle of success.
Downtown is front line economic development.
Downtown’s impact on the entire community means that any in-
vestment in downtown Bozeman has the potential to increase the
livability, attractiveness,
and value of the whole City.
Thus, the “balance sheet”
against which invest-
ments should be judged
is not just a single block or
series of blocks on Main
Street. Rather, potential
investments should be
weighed against the value of the new investment that could reason-
ably occur in downtown in the next ten to fifteen years—estimated
at $120 million or more—or the market value of all property in the
City—approximately $2.4 billion. This is the asset base upon which
prudent public investments can have a positive impact.
In order to realize new development on the order of $100 million or
more, the City will need to create an implementation framework with
annual and multi-year targets for development, key public actions,
funding commitments, responsible parties, and additional imple-
mentation strategies. Such an “action plan” will give the City the
means to measure its progress toward the vision described here,
and the tools to make it happen.
Enduring, durable places can realize greater revenues and appre-
ciate over time. Strong place making principles should, properly
designed and controlled, realize greater appreciation in a well-de-
fined and rigorously controlled environment such as a successful
downtown versus their counterpart in a less controlled, more subur-
ban setting where something unfortunate might get built next door.
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Private investors seek communities with:
1. Realistic plan with multiple components2. Multi development opportunities and areas3. Strong governmental and community leadership4. Appropriate level of community quality of life factors5. Available infrastructure6. Appropriate level of governmental and community service, prod-ucts, and resources7. Appropriate balance between assistance and regulation8. Strong partnership both public/private and private public9. Ability to finance needed public investment10. Willingness of leadership and community to take calculated risks
KEYS TO REVITALIZATION
Downtown revitalization requires property rehabilitation, new devel-
opment, and injections of new capital, and these actions, in turn,
require a region in which the population, employment, and incomes
are healthy and growing. In fact, a recent study of the conditions
needed for successful mixed use development found that the first
one is “a strong local economy.”
This means that Bozeman must cultivate its regional and downtown
economic drivers, including Montana State University and Bozeman
Deaconess Hospital and other healthcare services; the growing
technology industry; hospitality, tourism, and recreation; its extremely
desirable outdoor-oriented lifestyle; manufacturing; government em-
ployment; and other business and economic clusters identified in the
2009 City of Bozeman Economic Development Plan.
A healthy business climate requires a number of variables that the
private sector seeks out when making a decision to invest in a com-
munity. These are shown in the table at right.
A recent MSU graduate with a new job in the technology field adds
one more Bozeman resident with the ability to live, work, shop, and
play downtown. A single new high-tech business with $5 million in
annual revenues will add 97 new jobs and 97 times the new spend-
ing power to the city, according to the City’s Economic Development
Plan.
The health of Downtown Bozeman and the strength of the regional
economy are symbiotic, now more so than ever. In the 21st cen-
tury economy, a high quality of
life—of which a vibrant downtown
is an important part—has the ability
to attract businesses, professional
workers, visitors, and ultimately
drive economic growth. This repre-
sents a dramatic change from much
of America’s past, when natural
resources, agriculture, and trans-
portation were the key drivers of the
economy.
“A strong urban core… plays a critical economic role. The
urban center of metropolitan areas is the focus of cultural
activities, civic identity, governmental institutions and usu-
ally has the densest employment, particularly in financial,
professional and creative services. Urban cores are also
the iconic centers of cities, where interaction and connec-
tions are strongest.” -- City Vitals, by CEOs for Cities, 2006.
“Support the continued economic vitality of the Downtown
Bozeman business district, which is broadly recognized
as one of Bozeman’s strongest assets. Continue to sup-
port and promote Downtown Bozeman as the economic
and cultural center of the region, and encourage develop-
ment and re-development through the use of incentives for
future investment and development.”
-- Bozeman’s Economic Development Plan
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NATIONAL TRENDS
Recent American downtown renaissances have been driven by new
housing. This should come as some surprise since “downtown” was
once largely synonymous with “central business district”—the place
where employment and industry took place and most residential life
did not. Some keys to understanding downtown housing in general
and specifically to Bozeman include:
During the last two decades, downtown housing has grown from a
tiny niche market to major national trend, largely due to changing
consumer demand. Today, the national market of potential for ur-
ban dwellers numbers in the tens of millions of households. These
people are seeking an active, exciting environment with abundant
retail and cultural opportunities, and less upkeep and maintenance
than would be required for a traditional single family home.
OPPORTUNITIES FOR BOZEMAN
Most urban residents fall into one of two demographic categories:
first, young singles or couples in their 20s or 30s, and second, down-
sizing baby boomers or retirees approximately 60 or more years old.
Bozeman also has a third group of potential residents: second home
and vacation homeowners. According to the University of Montana,
these households are typically relatively wealthy, with average an-
nual incomes of $100,000, and are
attracted to the state by friends,
family, and the beautiful natural
surroundings. Along with age
and household size, another key
indicator for downtown residential
demand is high levels of education-
al attainment. Nationally, forty-four
percent of downtown residents hold
a bachelor’s or higher degree.
These three key urban residential
markets hold significant promise for
residential and mixed use develop-
ment in downtown Bozeman. 67.2
percent, or approximately 9,000, of all City of Bozeman households
are made up of one or two people. Compared to the approximately
400 households that live in downtown today, this represents a very
large market, even if only a small percentage moves to downtown.
Bozeman is also a relatively young city, with 16.7 percent of its popu-
lation between 25 and 34 years of age, compared to 12.0 percent for
the State of Montana. Within the state, only Missoula has a compa-
rable percentage of residents in this age group. Bozeman is also an
exceptionally well-educated city—52.2 percent of its residents have
completed a bachelor’s degree or more. This is the highest of any
major city in the state, and also higher than cities such as Boise,
Idaho and Spokane, Washington. Each of these demographic indi-
cators shows that there is significant potential for residential growth
downtown. By contrast, the early baby boomer demographic, now
55 to 64 years old, makes up 7.1 percent of Bozeman’s population.
This is lower than the state average and the level of most other
Montana cities.
Downtown residents energize the rest of downtown because they
support more local retailers, events, and other commercial activities
than residents of other areas or down-
town employees. Downtown residents
tend to support three or more times as
much square footage of retail compared
to downtown employees. This is good
not just for downtown businesses, but
for all of Bozeman’s citizens who value
a vibrant downtown.
Over the long term, downtown residents
will attract businesses downtown as
well. There is an established correlation
between where business executives
and their employees live, and where
businesses locate. When residences
moved to the fringes of urban areas in
the late 20th century, so too did busi-
nesses. Now, the reverse is beginning
to happen.
I n t r o d u c t i o n
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Examples of mixed-use urban development in other cities
Bozeman can expect the new housing seen in downtown to evolve
and increase in scale and density. Typical early-phase downtown
housing includes historic renovations, attached townhouses, and two
or three story wood frame apartments. These are usually followed
by more expensive and ambitious projects that include steel and con-
crete structures of three to five stories. This evolution takes place
as developers test the market to determine the popularity of urban
housing and particular preferences of the local market. While the
Village Downtown and other planned developments have introduced
higher density dwelling types, the current economic downturn is likely
to slow or turn the clock back on the evolution of downtown housing,
and generate more modest projects in the short and medium terms
(within the next five years). During this time frame, it is unlikely that
the current height limits in downtown will become a major constraint
to downtown development.
The consultant team’s initial experience-based assessment is that
there is potential in the Bozeman downtown market for approximately
500 additional residential units. Approximately 200 of these would
be condominium units and the remaining 300 would be apartments.
Due to the still-emerging nature of Bozeman’s downtown residential
market, the condo projects will tend to be smaller—approximately 30
or 40 units each—while the apartment projects will tend to be larger
due to the economies of scale required—ranging between 80 and
150 units each. Additional site specific and Bozeman-area market
research will be needed in order to attach more specific timeframes,
benchmarks, and site specific recommendations to this assessment.
Private investment follows public commitment. In other words, most
developers, business owners, and others want to put their money
and life’s work where it will be reinforced and amplified by established
public goals and investments. It is usually the public sector’s goal to
set the stage and standards and demonstrate that its downtown is a
safe, attractive, exciting—and ultimately profitable—place to invest.
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Like many other cities, Bozeman faces challenges it must address to
keep its downtown prosperous, lively, and appealing. Competition from
the outward growth of retail and other commercial businesses is an
ongoing struggle for downtowns as they try to remain at the center of
commerce and civic life. The following is an overview of the particular
issues facing Downtown Bozeman, and the opportunities – both big and
small – that exist to strengthen and enhance downtown’s role as the
heart of the community and the region.
ISSUES
Access and Circulation
• Vehicular circulation patterns, including the Mendenhall/Babcock
one-way couplet, encourage through traffic and high speeds. One-
way streets make it unnecessarily difficult for cars and pedestrians
to move within downtown.
• Main Street’s truck route designation is at odds with the other func-
tions and character of downtown’s signature pedestrian street.
Maximize Underutilized Parcels
• Many sections of the downtown district contain underutilized
parcels. Such parcels are often located abruptly on the sidewalk
edge and create “dead” spaces at many key locations. Consider-
ing downtown’s pedestrian focus and a finite amount of land for
infill projects, these parcels should be further analyzed to determine
their highest and best use, which may be redevelopment.
Lack of Vitality on Key Streets
• Currently, Main Street defines downtown’s identity because of its
continuous block pattern lined with a mix of active street level shops,
cafes and restaurants. Other key thoroughfares, including Men-
denhall, Babcock, and north-south streets, have significant “gaps”
in their development patterns. These areas lack a critical mass of
activity associated with a higher concentration of development.
• The amount and quality of sidewalks, street trees and street furni-
ture varies throughout downtown. Some areas are appealing, while
many others do not encourage and support getting around on foot.
The lack of a coordinated level of street design compromises the
ability to establish a cohesive district identity.
Connections and Wayfinding
• Parts of downtown feel disconnected from one another. For ex-
ample, downtown houses a variety of arts and cultural facilities
that is not evident on the street to a visitor. Connections need to be
strengthened so that the parts can add up to a stronger and more
accessible whole.
Street-level Conditions
• Downtown Bozeman contains many fine examples of traditional
storefront design, with generous shop windows and ground level
details that add interest and comfort to the pedestrian experience.
However, downtown’s attractiveness is diminished by the design of
some development and façade renovations which are not sympa-
thetic to Bozeman’s architectural heritage.
Little Sense of “Entry”
• Key arrival points into downtown do not signify that you are entering
a special district. Improvements could include big moves (anchor
redevelopments, entry plazas, etc.) and modest improvements.
Regulatory Impediments
• A strong and healthy downtown requires public sector support. Clear
and reasonable zoning and incentives can help remove hindrances
to development under current regulations.
• Although not a zoning issue, it appears that State licensing regu-
lations for restaurants that wish to serve alcohol present financial
and procedural hurdles, making it difficult to open new restaurants
in downtown. Changing this would require legislative efforts at the
State level.
OPPORTUNITIES
Public Support
• Build on the commitment and support to enhance and improve
downtown from all sectors of the community to advance various
initiatives.
O P P O R T U N I T I E S A N D I S S U E SI n t r o d u c t i o n
Surface parking on Mendenhall
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Authentic Main Street Experience
• People are attracted to downtowns to experience the type of vital-
ity and diversity difficult to replicate in more suburban centers.
Bozeman’s intact, historic core and great retail and restaurants
help to distinguish the city from others in the region and should
be used to increase economic competitiveness. Keeping Main
Street healthy in the future will continue to draw visitors, and
contribute to community livability downtown – which is vital to
economic development.
Partnerships
• Attracting new development downtown can be a challenge. Pub-
lic-private development can help mitigate risk and can encourage
projects that otherwise might not be built. This approach should
be explored, particularly for catalyst developments suggested in
this document.
Recent Public Investments
• Investment and maintenance of the public realm is the founda-
tion for a successful downtown. Recent investments, including
the parking garage, library, and streetscape improvements have
provided quality development, efficient use of land, and an attrac-
tive public realm to support private development in the area.
Arts and Culture
• Nationally, the role of entertainment, art, and culture downtown
has been strong and growing. Bozeman has the opportunity to el-
evate its downtown arts and culture scene to attract more people
downtown at night and on the weekends.
“Complete Streets”
• Most streets downtown are in need of improvements. Design
streets to make it safe, easy and enjoyable to get around on foot
and bicycle. “Complete Streets” is a transportation and planning
concept that provides for all modes of use
More Housing Downtown
• Increase the limited amount of housing, taking advantage of the
proximity of local services and stable residential neighborhoods
nearby containing several schools and parks.
New parking garage Retail next to the Baxter Hotel
Vacant Kenyon Lumber siteRecent townhouse development
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GUIDING PRINCIPLES
1 Downtown Bozeman should be the location of buildings of
the greatest height and intensity in the community.
2 All streets and sidewalks in downtown should be designed
to make the experience of pedestrians and bicyclists safe,
comfortable and visually appealing.
3 Downtown should be the focus of civic life, with a concen-
tration of local, state and federal government as well as arts
and culture.
4 The scale and character of the historic core should be
protected but other downtown districts should be able to ac-
commodate contemporary development of greater height and
density.
5 Parking should not govern development poten-
tial; the amount of parking relative to development
should decrease. Parking inventory should be man-
aged so as to ensure convenient access for customers.
G U I D I N G P R I N C I P L E SI n t r o d u c t i o n
The following principles are intended to provide the philosophical
foundation to the Plan and the recommended next steps. As various
actions are considered, these principles can be checked to ensure
that every action is accomplishing one or more of them.
21
13
6 Transit should be expanded to serve downtown more
extensively and frequently.
7 Public spaces – both large and small – should be en-
hanced and made active through programming or adjacent
uses that can animate and oversee them.
8 Housing – for all income levels – should be encouraged by
a variety of methods.
9 Sustainable methods and techniques should be applied
to infrastructure, street design and redevelopment to contrib-
ute to a healthier and greener community.
10 New buildings should be designed to the level of per-
manence and quality appropriate for a downtown setting.
11 Create strong connections between sub-districts, and
from Downtown to the surrounding community.
12 Natural features and the surrounding mountain setting
should be highlighted and emphasized whenever possible,
strengthening the amenities unique to the city of Bozeman.
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14
C R E A T E D I S T I N C T D I S T R I C T S
S t r a t e g i e s
Neighborhood
Conservation Area
Neighborhood
Conservation Area
Historic
Downtown
Core
North Village
South Village
East Gateway
Northeast
Neighborhood
West Gateway
NOTE: The district boundaries have been intentionally loosely delineated because further analysis may be required.23
15
Historic Downtown Core (Retail/Office)
Right now, there are great “bones” of a Commercial Core District,
as it has already been given attention in the City’s zoning ordinance
and other documents. This is Bozeman’s historic main street area
and is one that has seen great care and investments by a wide
range of people, agencies and organizations. This district should be
further strengthened by a handful of strategic but delicate improve-
ments, but it is well on its way to being lively, dynamic and solid.
Only the recent tragedy of the gasline explosion has presented a
temporary setback, but recovery and infill will be forthcoming. This
plan suggests some ideas for the now empty parcels, but much
thinking will undoubtedly be given to healing this emotional and
physical wound in the townscape. Until then there are a number of
ways of enhancing the core, such as emphasizing brightly lighted
display windows, unique signs, special decorative lighting, so that
it is clearly seen by all as a place to use 18 hours a day.
CREATING DISTINCT DISTRICTS
Downtown Bozeman is not a single, monolithic area. It is large
enough and complex enough that, a number of distinct areas have
begun to emerge. It would be useful to provide a separate identity
for these areas, although still keeping them firmly within the frame-
work of downtown.
Having different districts serves a number a purposes. First, they
could have regulatory implications with differing standards for
height, parking, and other aspects. This approach is described
in the Code section of this plan. Second, each district should be
identified according to its unique character. It is common for down-
town neighborhoods to take on historic or unique names that con-
vey a character and identity. On the maps we have suggested
some names, but these are intended to be place-holders. One can
imagine at some point, there being a “Lindley District” at the east
end, or an “Emerson District” at the west end. Such unique place
names can evolve as people begin to live there and identify with
them and their attributes.
Baxter Hotel BozemanHotel
Historic Downtown Core
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16
C R E A T E D I S T I N C T D I S T R I C T S
S t r a t e g i e s
“North Village” (Residential Emphasis)
This area of downtown has the greatest potential to become a new urban
neighborhood, filled with hundreds of dwelling units of all different types,
unique public spaces, landscaped alleyways, and small service businesses
aimed at local residents both within and near downtown. The presence of
significant housing is the most critical missing piece of Bozeman’s down-
town, and for it to be vital and sustainable over time, housing should be de-
veloped in great numbers and varieties, at all price-points, both rental and
for-sale. This recommendation is a “cornerstone” of this plan. The very fu-
ture of downtown is dependent upon the successful development of hous-
ing -- both for people in the community who wish to stay but downsize as
well as for newcomers.
However, there is one major impediment to this happening. That is the
amount and speed of traffic on Mendenhall. In order for people to want to
invest there and for others to want to live there, this impediment must be
changed. The current state of Mendenhall – narrow sidewalks, many in
disrepair, minimal street trees, flanked with asphalt or dirt parking lots –
presents an uninviting corridor between the neighborhoods to the north and
Main Street. Many other cities, larger and smaller, have been successful in
converting one-way couplets back to two-way without undesirable conse-
quences (see “Tame the Traffic” page 26). This is a key recommendation
that gets at the heart of downtown’s economic vitality and longevity.
“West Gateway” (Office/Mixed Use)
This district could extend from 5th Avenue to Grand. This is a very impor-
tant area that now seems somewhat ragged with parking lots, empty par-
cels, and vacant buildings. This area detracts from the image of downtown
and needs major investment – both public and private. In addition, the
streetscape should be enhanced with more trees, lighting, furnishings and
seasonal planting eventually connecting to the North 7th Avenue Connec-
tivity Plan. New buildings should adhere to design standards that do not
allow setbacks but place windows and doors on the sidewalk with parking
lots prohibited along the street. There is a “suburban” look to this area that
could be dramatically enhanced both in the short term with streetscape and
in the longer term with development.
In addition, four other districts are suggested:
Willson School
Emerson CulturalCenter
Bridger Park Garage
City Hall Building
North Village
West Gateway
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17
“South Village” (Commercial/Mixed Use)
The blocks along Babcock between Wilson and Rouse contain a
wide-ranging mix of uses from governmental (Federal Building)
to office, to some retail, to housing, to churches, with no one use
seeming to dominate. Nor is there that much property that could
be converted to other uses. Nonetheless, over time parking lots
especially on the north side of Babcock could have new buildings
containing commercial and residential uses. As a street, Babcock
deserves improvements in sidewalks and the addition of street
trees as it is kind of a visual moat along the south side of down-
town. Some of the parking lots associated with churches are used
for parking during weekdays through private agreements. The
Parking Commission should look at this parking resource more
comprehensively to ensure its most effective use.
“East Gateway” (Office/Mixed Use)
The East Gateway is east of Rouse and centered around the li-
brary, grocery store, and Lindley Park. This district has properties
that can be redeveloped to greater intensity, just as has already oc-
curred on some. Care should be taken, however, not to attempt to
extend the retailing too far east. The retail core is already long and
there is evidence (closed stores and unleased space) that retail
might not be the best ground floor use this far away from the core.
Office space or professional services could be acceptable and still
add to the vitality of downtown. There might be some pockets of
retail, such as around the library, but the Main Street retail core
should be kept compact and walkable. There might also be a ma-
jor art feature that denotes the idea of “gateway.” One candidate
location is the public space in front of the library.
Library
US Federal Building
South Village
East Gateway
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18
B U I L D H O U S I N G
S t r a t e g i e s
BUILD HUNDREDS OF UNITS OF
HOUSING
A healthy downtown must attract people to live, work and play. Hous-
ing plays a key role in this formula for success, since attracting more
people to live downtown establishes a base to support downtown
businesses, allowing retailers such as restaurants and other shops
to thrive. Today, Downtown Bozeman includes only a small amount of
housing, with a limited range of housing types. Nationally, market-rate
residential development has been a powerful force in bringing new
life and economic support to downtowns. This plan includes a pre-
liminary examination of the downtown area through this lens, identify-
ing opportunity areas, and testing the feasibility of these locations for
a range of downtown residential development types. As mentioned
previously, attracting downtown residential development to Bozeman
can help accomplish many goals at the same time:
• provide a new use for many downtown properties currently un-
derutilized;
• increase the customer base for existing businesses and provide
the spending power to attract new businesses and cultural activi-
ties; and
• add more people downtown at all times of the day, increasing
safety, and providing an expanded base of support for future im-
provements, events, and activities.
HOUSING CHOICES
National trends showing a growing demand for downtown housing
suggest a potential market exists in Bozeman. Numerous larger un-
derutilized parcels in this area can be in-filled with primarily housing
redevelopment. Potential downtown residents are a diverse group –
from younger residents to empty nesters, demanding both rental and
ownership housing, and express preferences for a range of housing
types, from townhouses to multifamily dwellings, to rehabs of older
buildings for lofts. Downtown Bozeman has the capacity for this and
contains many of the amenities - including an attractive Main Street,
cafes, shops and restaurants - that are drawing new residents to re-
surgent downtowns across the county. Moreover, Bozeman has its
own special qualities, including its scenic natural setting, homegrown
business, and active social life, from which new development can
draw.
The site analysis of opportunity areas downtown identified potential
accommodation of as many as 500 units over five to fifteen years,
with a concentration in the “North Village” district, and in particu-
lar along Mendenhall. Numerous larger underutilized parcels in this
area can be in-filled with primarily housing redevelopment. The table
and illustration found on page 20 and 21, highlight possible areas
Examples of urban housing in other cities
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19
Possible Main Street infill development
Areas of opportunity
Possible mixed-use development along Mendenhall
and types of residential projects that may be feasible or attractive to
developers and future residents These ideas are examples intended
to demonstrate the considerable potential for residential and com-
mercial infill.
In addition to new development, there may also be opportunities to
provide or renovate housing in the upper floors of buildings along
Main. Making this happen may require amending the Building Code,
seeking low-income tax credits, or changing height limits and requir-
ing step-backs for added floors, as has been done in other historic
districts.
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20
1
4
A
B C
2.1
2.2
2.3
3.1
3.2
3.3
B U I L D H O U S I N G
S t r a t e g i e s
NOTE: THE DEVELOPMENT CONCEPTS ON THIS MAP AND ACCOMPANYING TABLE ARE
INTENDED ONLY TO ILLUSTRATE OPPORTUNITIES FOR INFILL OF COMMERCIAL AND
RESIDENTIAL USE. THEY ARE NOT INTENDED TO BE SPECIFIC RECOMMENDATIONS
D
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21
BOZEMAN CREEK
10-15 higher end townhouses can breathe new life into this underutilized amenity as part of an improved Creek and trail system.
• 10-15, 2-3-story townhouse units with rear loaded garages from two ac-cess drives off the alley• Enhanced Creek buffer with public trail through middle of site• Density: 20 units/acre
• Parking ratio: 1/du
KENYON NOBLE AREA
These parcels provide opportunities to provide multifamily dwellings on Men-denhall, and smaller townhouses (1,000-1,5000 SF) grouped in a neighbor-hood setting to transition to the surrounding single family area.
Block One Facing Mendenhall– Stacked Flatssite area: 48,000 sf (320’ x 150’)• 80-110 units (2 U-shaped buildings above podium with 4 floors of 15,400 sf each)• 1 story parking (300’ x 120’): 110 stalls• Shared Courtyard: 4,800 sf• Mid-Block Walkway: 1,500 sf• FAR: 2.56• Parking ratio: 1/du
Blocks Two & Three Flanking Lamme – Townhousessite area: 86,400 (320’ x 150’ and 320’ x 120’, respectively)• 50-60, 2-3-story townhouse units with front and rear loaded garages off alley and Lamme Street• Mid-Block Walkway: 3,000 sf• Density: 28 units/acre• Parking ratio: 1/du
OTHER MENDENHALL INFILL SITES
Site 1: NE Corner, Wilson & Mendenhall Stacked Flatssite area: 15,400 sf (110’ x 140’)• 1 story parking: 47 stalls• 4 stories residential above: approx. 40-45 units• FAR: 3.1• Parking ratio: 1/du
Site 2: NW Corner, Bozeman & Mendenhall Mixed-Usesite area: 27,000 sf (180’ x 150’)• 28,800 sf office (2 floors of 14,400 sf each)• residential (2-story, 1200 sf townhouse units above office on floors of 12,600 sf each): 12 units• 1 story parking (180’ x 120’): 66 stalls
• FAR: 2.0• Parking ratio: 1/du; 2/1000 for office
Site 3: SE Corner, Bozeman & Mendenhall Stacked Flatssite area: 14,000 sf (140’ x 100’)• 1 story parking:18 stalls• 2 stories residential (9,100 sf per floor): 18 units• FAR: 1.3
• Parking ratio: 1/du
BOZEMAN CREEK INFILL
(where Bozeman Creek passes under Babcock Street)site area: 9,800 sf (70’ x 140’)• 8,400 sf office/retail (ground level)• 3 Loft units above• 8 surface parking stalls behind building off the alley for residential units and commercial.
• Parking ratio: 1/du; 2/1000 office
TOTAL:
Residential: approximately 210-260 units
4
1
ILLUSTRATIVE DEVELOPMENT CONCEPTS
(THEORETICAL EXAMPLES)
2
3
A POSSIBLE CONFERENCE CENTER AND HOTELB POSSIBLE BOUTIQUE HOTELC POSSIBLE OFFICED POSSIBLE THEATER/ MEETING FACILITY
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22
C R E A T E A N E T W O R K O F O P E N S P A C E S
Existing street trees
Examples of open space in other cities
Examples of street trees
S t r a t e g i e s
The City of Bozeman is surrounded by natural beauty and boasts
numerous parks, trails and recreational areas. Downtown would
benefit from the thoughtful integration of plazas and courtyards, the
creation of pocket parks along Bozeman Creek, and the greening
of streets and alleys surrounding Main Street. This Plan outlines a
strategy to “green” Downtown Bozeman through the careful integra-
tion of street trees and the introduction and improvement of public
spaces.
Plazas, courtyards, and alley improvements will require careful
sighting and attention to solar access, and would be enhanced by
creative lighting and seating solutions in order to maximize the use
and comfort of such spaces throughout the year.
GREEN THE STREETS
Although neighborhoods flanking Downtown Bozeman have tree-
lined streets with lush, dense, canopies, much of the downtown area
is devoid of street trees. (Street trees, by definition, are always lo-
cated with a “sidewalk amenity zone” directly behind the curb. Other
trees may be present on private property but the longevity of those
trees is never assured because of potential development and, there-
fore, they do not have the same role as true street trees.) As part of
an integrated traffic and streetscape improvement plan, street trees
should be planted throughout the downtown core area to enhance
the urban environment.
Economic studies have shown the presence of trees encourage
people to walk greater distances in downtown areas, therefore ex-
posing them to more retail shops and restaurants, increasing spend-
ing along tree-lined streets. Additionally, trees provide a more re-
laxed ambiance, by softening busy streets and reducing the sense
of traffic noise. They create safer walking environments, and have
even been found to reduce perceived travel times of both motorists
and pedestrians. Finally, horticultural research has shown that street
trees contribute both to lowering ambient temperatures in the sum-
mer and to providing valuable urban habitats. Recent improvements
along Main Street provided scores of street trees along that street.
But Mendenhall, Babcock and most side streets are still largely de-
void true street trees
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TRANSFORM ALLEYS
Alleys are often an underutilized, forgotten part of the city. While
they still need to provide service, delivery and emergency access,
they remain unused except for a few hours a day. Many cities have
recognized this and have begun to give alleys a civic or ecological
function. The alleys that wrap around Main can be planted with
greenery, provide natural drainage, create a unique pedestrian network,
and provide usable outdoor spaces for residents and businesses.
When and where possible widen
sections of the alleys to improve
functionality and consider adding
bicycle amenities. In greening
these areas, natural drainage
features could be utilized, and
small plazas and pocket parks
tucked along the edges. These
improvements would serve to
provide a new, unique connection
between downtown businesses and residences, and reinforce the
finer scale of the downtown area.
ADD PLAZAS AND COURTYARDS
Surrounding Downtown are several parks and open spaces, but
Downtown itself has very few. Courtyards and plazas should be
made a priority in new development, and the city should consider
working with property owners to implement a public plaza along the
north side of Main Street.
Downtown would benefit from more functional open spaces that
can be used and enjoyed day and night by residents, visitors, and
workers nearby. Incentive-based requirements for new development
to provide accessible public spaces, such as plazas and entry
forecourts, could add considerably to the amount and variety of open
spaces in the public realm.
C R E A T E A N E T W O R K O F O P E N S P A C E S
Existing downtown alleys
Existing open space
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C R E A T E A N E T W O R K O F O P E N S P A C E SS t r a t e g i e s
33
25
OPEN UP BOZEMAN CREEK
Bozeman Creek should be revealed and made a centerpiece of a
downtown open space system. An intermittent “Bozeman Creek
Park” would provide a natural connection from the north and
south neighborhoods to the downtown commercial area. Where
the creek cannot be daylighted, such as under streets and his-
toric buildings, its presence could be highlighted with public art
or special streetscape surface treatments. Where space is avail-
able, such as through existing parking lots, public open space
should be provided along the creek, complete with seating areas
and viewing platforms, so that this unique natural feature can be
appreciated by both residents and visitors to downtown.
Downstream from downtown, the creek is a natural system that
fish and other wildlife depend on for survival. Currently run-off
from streets and parking lots are draining directly into the creek,
allowing it to be contaminated by petroleum products and other
pollutants. The city has a buffer requirement in place and is en-
couraged to enforce it for the health and quality of the creek, and
improved character and open space for downtown.
Current creek condition Examples of parks along creeks and streams
C R E A T E A N E T W O R K O F O P E N S P A C E S
Open space opportunities along Bozeman Creek and alleys
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26
T A M E T H E T R A F F I CS t r a t e g i e s
REDUCE TRUCK TRAFFIC AND INVITE
BICYCLISTS TO MAIN STREET
Currently, only two types of users are accommodated on Main
Street: motor vehicles, and pedestrians. Bicyclists have lanes and
signed trails in other areas of the city, but aren’t given any priority
in the downtown core. Cyclists of all levels of experience should
be welcome and invited to visit downtown, by providing bike “shar-
rows” (see photo) on outermost vehicular lanes and racks along
Main Street. Sharrows are physical markings within a vehicular lane,
indicating that the travel lane is shared between motorists and bi-
cyclists. They help to increase the awareness of drivers to the pres-
ence of cyclists, and also communicate to bicyclists that the streets
are designed for them as well.
To further reduce noise, congestion, and pedestrian and bicyclist
discomfort, large through-truck traffic should be diverted around
downtown on I-90. Although Main Street is currently on the Nation-
al Truck Route Network, there is a procedure through the Federal
Highway Administration to alter the system. (This procedure can be
found in Federal Standard 23 CFR part 658).
Additionally, the previous street improvements along Main should be
extended to 5th to meet with the North 7th Avenue Connectivity Plan
improvements, and to the east as far as the library. The library,
Lindley park and the surrounding trails are regional destinations for
Bozeman residents and visitors, and should be better connected to
the downtown core. Users of the park and library should be drawn
downtown for dinner or coffee, and the sidewalk and streetscape
should be inviting and convenient to encourage this crossover of
users.
Lastly, the 2007 update to the area transportation plan calls for a
signalized pedestrian crossing to be added at Broadway and Main
Street. This improvement will increase the comfort and safety for
pedestrians visiting the library and adjacent businesses by helping
to make the highway traffic approaching downtown more aware
that they are entering a lively and bustling downtown district, where
people live, walk, and shop. An additional mid block crossing in
front of the library site would also be advantageous, to break up
the long block length and better connect the library to surrounding
businesses. These traffic improvements will greatly improve the
pedestrian environment of the East Gateway area, and should be
implemented as soon as possible.
View to street from library
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27
North-south side street with improvements
CONNECT BABCOCK TO LIBRARY SITE
The long term vision for the site design of the library is to con-
nect Babcock to the library’s property on the west side. The City
of Bozeman and Bozeman Public Library should keep this goal in
mind, completing the connection when it is possible to do so in the
future. Connecting Babcock to the library parking area will serve
to lace the library into the existing street grid, reinforcing its close
proximity to downtown.
COMPLETE SIDE STREET
ENHANCEMENTS
Completing the side street enhancements that have already been
developed for downtown – The Downtown Streetscape Project
– will help to strengthen the connection between downtown and
surrounding neighborhoods. Additionally, by making those streets
more pleasant places to be, the businesses along those side
streets will benefit from increased foot traffic as people are drawn
onto the auxiliary streets along Main Street.
Complete side street enhancements
Add “sharrows” for cyclists along Main Street
Convert Mendenhall and Babcock to two-way
Connect Babcock to library site
Existing conditions and opportunities
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T A M E T H E T R A F F I C
S t r a t e g i e s
Babcock section (50ft condition)
Mendenhall section
CONVERT MENDENHALL AND
BABCOCK TO TWO-WAY
A major obstacle to introducing housing to downtown right
now, is the one-way couplet of Mendenhall and Babcock.
With most of the housing density encouraged on Mendenhall,
the city must create a neighborhood-friendly environment
through the form and character of the streets. Currently,
Mendenhall acts
more as a major
through-way, get-
ting people through
downtown, than
moving people within
downtown. The lack
of street trees and
vehicular focus will
likely discourage future residents from moving Downtown.
People choose to live downtown because of the benefits
of urban living which include close access to services, en-
tertainment and walkability. Currently, both Mendenhall and
Babcock have a very poor pedestrian environment, with
narrow or inconsistent sidewalks flanked by long stretches
of surface parking
lots. In order to attain
the future vision of
denser, urban hous-
ing downtown, the
city should restore
the original two-way
network of these
streets and provide
pedestrian amenities
such as wider sidewalks, street trees, and safe, comfortable
crossings. The 1998 MAKERS Plan originally recom-
mended the conversion of Mendenhall and Babcock back
to two-way streets in addition to transforming the pedestrian
environment along these corridors.
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29
T A M E T H E T R A F F I C
One way streets were created when downtowns were not
considered a place to live, but an employment center, and
it was important to get a large volume of traffic in and out
as efficiently as possible. Many cities are now recognizing
the benefits of creating a balanced and comfortable envi-
ronment for all modes of travel in their downtown areas as
they attempt to attract other uses such as housing during
revitalization efforts. Below are three cities that have suc-
cessfully transformed one-way streets to two-way, effec-
tively restoring their lively downtown grid.
Vancouver, Washington: Since the switch of three streets
in the downtown Main Street area of Vancouver, Washing-
ton, many retailers have reported an increase in pedestri-
ans, and “drive-by” traffic at their stores. The three streets,
each extending roughly 10 blocks, cost the city $612,000.
The project was completed in September of 2007, and was
closely tied to additional work done by their local transit
agency as part of the revitalization effort. Contact: Bill Whit-
comb, Deputy Transportation Manager. (360) 487-7702
Sacramento, California: Began a conversion of 5 streets
to two way in February of this year. Two of the streets have
been successfully converted and two additional streets
were narrowed and bikes lanes were added. There were
no street closures during the construction, and residents
and business owners are already declaring the conversion
a success. Contact: Fran Halbakken, Operations Manager.
(916) 808-7194.
West Palm Beach, Florida: A community of a population
of 80,000 converted their historic retail street back to two-
way, and two State roads. The retail street previously sat at
an 80% vacancy rate, with rents as low as $6/sq ft. After the
conversion, rental rates increased to $25/sq ft and vacancy
rates went down to 10%.
2 - W A Y S T R E E T C O N V E R -S I O N C A S E S T U D I E S
Additional cities that have reversed one-way couplets:
Fairfax, VA
Population: 23,349
Project Description: Two streets were converted to two-way (Main
and North Streets) as part of a larger street enhancement project.
Contact: Alexis Verzosa. Transportation Director,
(703) 385-7889
Norfolk, VA
Population: 234,403
Project Description: Two streets converted in 1998.
Contact: Brian Townsend, Planning,
(757) 664-4752
Toledo, OH
Population: 316,851
Project Description: Two streets were converted in 1997.
Contact: Joe Moran, Downtown Toledo Vision,
(419) 244-3747
Austin, TX
Population: 743,074
Project Description: Ceasar Chavez Avenue was turned from a
one-way street to a two-way street in 2008 as part of a Great Streets
Master Plan.
Contact: Rick Colbrunn, Project Manager,
(512) 974-7089
Chattanooga, TN
Population: 168,293
Project Description: The conversion of M.L. King Boulevard and
McCallie Avenue from one-way to two-way traffic was completed in
2003.
Contact: Todd Womack, Communications Director,
(423) 757-5168
For more information on one-way to two-way conversions, visit
http://onlinepubs.trb.org/Onlinepubs/circulars/ec019/Ec019_f2.pdf
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FAÇADE IMPROVEMENTS
S t r a t e g i e s
Downtown Bozeman is fortunate to have
numerous intact historic structures, many of
which are well-maintained. Over the years
though, some of the buildings have been
updated with new or restored facades, while
others have been less well maintained. It
is important that all frontages along Main
Street be preserved or enhanced and main-
tained, in order to retain and strengthen
the quality historic character of the district.
Facades that cover or obscure the original
structure or detailing should be removed.
The Downtown Partnership and the City of
Bozeman should start a grant and technical
assistance program to help shopkeepers
and business owners with these restora-
tions. The City of Bozeman is encouraged
to support any such program by offering
incentives like expedited approval.
The City of Billings has been very success-
ful in encouraging the renovation of facades
and buildings through grant programs.
One program offers funding for design as-
sistance. Another provides financing for
improvements
This historic brick facade was covered with additional brick work.
While the business provides a useful service to the neighborhood, the fa-cade doesn’t do much for the character of Main Street.
The Ellen Theatre is an excellent ex-ample of preservation and restoration.
The modern renovation to this facade complements the existing style and structure well.
The US Bank building was at one time a structure similar to the Baxter Hotel or The Bozeman, but has been com-pletely covered. The original windows are still intact behind the black glass paneling .
Large, opaque, dome awnings obscure historic details, as well as windows and entrances. Less bulky awnings are en-couraged. Refer to the Secretary of Interior’s Historic Guidelines for guid-ance.
C R E A T E A U N I Q U E P L A C E
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31
Historic Main Street has many building signs
that likely date back to the early decades of
the 20th Century. These signs help to tell
the story of Bozeman, as well as add to the
pedestrian environment and interest on the
street. Bozeman should encourage the pres-
ervation of historic signs, as well as encour-
age new and unique pedestrian scale signs.
New and historic signs add to the vibrancy
of Main Street as a place to shop, browse,
work or play. In some cases historic repro-
ductions or representations of original signs
may be appropriate.
Artistry, detail and even playfulness should
be encouraged in new signs to promote
energy and activity in the pedestrian en-
vironment. The existing sign code for the
downtown district should be reviewed to
determine whether unique sign designs are
being unnecessarily curtailed, or whether in-
centives could be offered for unusual graph-
ic design.
SIGNAGE PRESERVATION AND ENHANCEMENT
C R E A T E A U N I Q U E P L A C E
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C R E A T E A U N I Q U E P L A C E
S t r a t e g i e s
Many cities provide technical assistance grants
for renovation and preservation. The grants can
be used by property owners, developers or ten-
ants, to hire technical advisors to help them with
studies, improvements, and other types of as-
sistance. The City of Bozeman and the Down-
town Bozeman Partnership should consider
implementing financial and technical assistance
programs within the Downtown Plan area for fa-
cade improvements.
TECHNICAL ASSISTANCE GRANTS The City of Billings Montana has implemented a Technical
Assistance Bank, overseen by the Downtown Billings Part-
nership. The program provides up to 70 hours of consul-
tant time for such services as:
Facade improvement assistance
Feasibility studies
Preliminary building assessment
Restoration and renovation opinions
Renovation and reuse studies
Site selection assistance
Landscape/Hardscape Improvements
and Code analysis
Design and construction work is not eligible for assistance
through this grant, but is eligible through the facade im-
provement grant.
In 2006 the Billings TIF awarded $44,500 in Technical
Assistance grants which resulted in $356,000 in private
investment. This represents a return of $8 of private invest-
ment for every assistance dollar awarded.
The Billings Facade Improvement Grant is also overseen
by the Downtown Billings Partnership and is intended to
assist in the maintenance and reuse of buildings in the
downtown area and to “encourage a higher level of qual-
ity and design.” In order to be eligible for the grant monies
the facade improvements must support the Billings Frame-
work Plan.
B I L L I N G S M O N T A N AT E C H N I C A L A S S I S T A N C E B A N K
B I L L I N G S M O N T A N A F A C A D E I M P R O V E M E N T G R A N T
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C R E A T E A U N I Q U E P L A C E
EMPHASIZE “LOCAL AND UNIQUE”
The City of Bozeman was first settled in 1864, and by
the end of the year, a hotel, and a smattering of cab-
ins and shops lined the wagon trail that is now Main
Street. Many of those buildings remain today and
local businesses still persist. Additionally, downtown
Bozeman has strong roots in culture and community
that started with opera houses and festivals and con-
tinue today with the Downtown Art Walks, Emerson
Cultural Center, the recent revitalization of the Ellen
Theatre, and numerous galleries and artists. All of
this is tucked into a breathtaking natural setting with
virtually limitless opportunities for recreation. These
characteristics should be highlighted and emphasized
through preservation, architecture, art, and urban de-
sign, and made accessible to the public through their
integration with the downtown public realm
One of the positive attributes of Downtown Bozeman
is that it attracts a wide variety of locally-owned,
family-owned businesses, some of which have been
in the community for decades. There are no national
brands, fast food places, or large consumers of floor
space. Instead, are small businesses that each pro-
vide their own individualized style of merchandising
and service. This is reflected in interesting storefronts,
unique signs, well-maintained facades, and many
indications of a place being cared for. This is what
distinguishes downtown Bozeman from other retail
areas and, indeed, from other downtowns.
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S T R E N G T H E N D O W N T O W N B U S I N E S S E S
S t r a t e g i e s
ATTRACTING START-UPS
The community needs to find ways to build upon the strength by
nurturing start-up businesses. Some of these might be users of office
space such as high tech firms. Others
might be seedling retailers who could
eventually grow into larger spaces.
The City could offer incentives to
attract these businesses, or even offer
inexpensive space to operate. Some
existing structures in downtown could
be adapted to provide smaller spaces.
Or new structures could be built with
basic, loft-like spaces for start-ups.
The idea would be to let them grow, get
familiar with being downtown and then help them find other spaces
in buildings above shops. This is not unlike how the Emerson Arts
Center functions: small spaces at reasonable rates.
BUILDING OFFICE SPACES
Although this plan places great emphasis upon providing housing
within the downtown, it is also important to make sure that space
for office users is available. While many office users are small and
can fit into existing buildings, some are not. It is useful for the City to
look at properties that can accommodate new buildings with larger
footprints. One possibility is to encourage this type of development
in the East and West Gateway districts, or on a City owned lot
Downtown. If the latter is done, it would be an excellent opportunity
to make full use of the parking garage and could provide an income
stream to help cover the facility’s operating costs.
DECREASE PARKING REQUIREMENTS
FOR OFFICE USE
Just as high parking ratios are an impediment to building housing
downtown, so are they for office users. Again, downtowns attract
workers who live nearby and can walk or bike. Others take transit.
Bozeman is investing in transit precisely to alter the mode split of
travel patterns. So it makes little sense to continue requiring parking
ratios closer to what one sees in outlying areas. But an automatic,
across the board reduction might not be the only method. Some cities
have allowed reductions when a developer or user submits evidence
of a “parking management program” which involves escalating
fees for parkers, providing transit passes, or preferential spaces
for carpools, or shared cars for daytime use. The current parking
requirement seems to be standing in the way of attracting some
potential office users and should be lowered. The recommended “as
of right” requirement should be reduced to 2 parking stalls / 1000 sf.
ELIMINATE PARKING REQUIREMENTS FOR SMALL RETAILERS
Within a downtown like Bozeman’s, with a “tight pack” of historic
buildings, it is almost impossible for small businesses to provide for
parking on site. In fact, this would be largely undesirable because it
would carve up potential buildings and leave “missing teeth” in the
streetscape. As it is, the parking standards are producing large fields
of asphalt on the streets parallel and perpendicular to Main, which
is detracting from income and tax revenue streams by keeping land
in unproductive use. It also creates
a moat around the downtown core.
Parking requirements should be
eliminated for any retail or food/drink
establishment for the first 3000 sf of
floor area. This will require a method
to ensure that on-street parking
spaces are available for customers
and workers should not be allowed
to occupy these spaces.
EFFECTIVELY MANAGE PARKING
Parking plays a role in every aspect of downtown. Cooperative ef-
forts should be made to maintain the availability of convenient
public parking for customers, employees, and visitors throughout
the downtown district. The variety of public parking resources—on-
street spaces, surface lots, and the Bridger Park Garage—should be
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S T R E N G T H E N D O W N T O W N B U S I N E S S E S
managed and maintained to provide a flexible assortment of parking
options for all downtown patrons.
The Bozeman Parking Commission, in coordination with the Down-
town Bozeman Partnership, should conduct regular parking studies
determine and track the inventory of on-street, surface and structured
parking spaces in addition usage patterns and trends. Periodically,
the Parking Commission
and Downtown Partner-
ship should consult with
the business and prop-
erty owners to discuss
anticipated future park-
ing demand and parking
management strategies.
The public parking lots
should be enhanced with
pedestrian scale lighting, way-finding signage, and aesthetic ele-
ments such as screening and landscaping. These improvements were
proposed in the 1998 MAKERS Plan but have yet to be implemented.
Public parking inventory, the 2-hour free spaces both on-street and
in the public lots, must be managed for customer and visitor use.
Business employees, owners, and residents should be encouraged,
and perhaps incentivized, to utilize one of the many leased parking
options downtown, including spaces in the public lots and the Bridger
Park Garage.
The 2-hour free parking spaces in downtown necessitate enforcing
the rules. Effective parking management involves enforcing the rules
while promoting downtown as a friendly place to shop, live, work and
do business. A primary role of all parking employees operating in
the downtown district should be to serve as ambassadors that are
knowledgeable about downtown and helpful to citizens and visitors.
When performing enforcement duties, parking staff should be
empowered to exercise good judgment and common sense.
The following is an excerpt from the 1998 Downtown Bozeman
Improvement Plan—the MAKERS Plan.
Parking Lot Improvements
Upgrade public parking areas with the following improvements:
• Seal coat, reconfigure, and restripe existing parking areas.
• Install landscape buffers and planting areas where appropriate,
including along Bozeman Creek.
• Upgrade security lighting for late afternoon and evening users.
• Improve access signage for new customer convenience.
• Add new, secure bicycle parking lockers in selected lots.
• Plan for artwork and possible footprint inlays to designate
public parking.
• Improve parking-lot-to-Main Street access.
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S T R E N G T H E N D O W N T O W N B U S I N E S S E S
S t r a t e g i e s
CAPITALIZE ON BOZEMAN AS
A REGIONAL HUB
Downtown benefits greatly from the fact that Bozeman serves as
a regional service and educational hub in addition to a national
tourism destination. Bozeman’s proximity to three national parks
(Yellowstone, Grand Teton and Glacier) and three downhill ski areas
(Bridger Bowl, Big Sky and Moonlight Basin) brings considerable
economic activity to the area. Institutions such as Montana State
University and Bozeman Deaconess Hospital function as significant
economic engines for the community.
The Downtown Partnership should develop a strategic plan to
capitalize on the regional and national economic drivers unique to
Bozeman. This might include implementing a comprehensive local
and regional way-finding sign plan. Such a plan could consider a
creative marketing strategy that would not only target local residents
but also regional visitors.
As a side note, much can be learned by analyzing the best and worst
practices of downtowns similar to Bozeman’s such as Ketchum, ID;
Burlington, VT; Boulder, CO; and Missoula, MT.
COORDINATE INFRASTRUCTURE
IMPROVEMENTS
While reliable and safe core infrastructure is critical for redevelopment,
the disruption of maintenance and improvements cost businesses
losses of revenue. Considerable time and effort should be invested
to balance the need for infrastructure work and the resulting
disruptions. To this end, public works and utility infrastructure should
be assessed and a comprehensive maintenance and upgrade plan
should be devised. All parties should regularly coordinate efforts to
minimize construction and disruption in the downtown core.
The Downtown Partnership, as the representative of business
and property interests, should play an active role in the planning
of infrastructure projects. The City of Bozeman should consider
higher standards for
infrastructure integrity and
upgrades for downtown
as extra expense may be
justified to preserve and
enhance the community’s
historic core.
POSSIBLE
CONFERENCE
CENTER
Few investments stimulate a local economy over the long term as
much as conference centers do. In fact, its somewhat curious that
Bozeman does not already have such a center, given its national
reputation. It is also noted that the city does not have a “first class”
hotel. Unfortunately, this class of hotel often only comes to a
community if there is a high quality meeting facility. Occasionally,
conference centers are tied to a hotel and they are built as a
package. But since this means it is a for-profit business, all users of
the center must pay full-price for use. Often, communities see the
value in helping fund such a center so that local, non-profit and civic
groups can make use of it on a reduced-fee basis. In such centers,
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S T R E N G T H E N D O W N T O W N B U S I N E S S E S
there is usually one large space that is designed for larger events
such as banquets, big celebrations, and important civic events. In a
sense, many conference centers are not unlike community centers
in which something interesting is happening all day and evening –
every day. And that is precisely how the successful ones operate:
with a continual mix of private and public events – sometimes even
at the same time in side-by-side spaces. Furthermore, such centers
attract user groups from a wide region, business and professional
organizations book them on a cyclical basis over years – assuring
a continual income. Most communities also recognize that visitors
to conference centers spend hundreds of dollars every day they are
in town, using restaurants, hotels, shops, and other attractions. The
result, in terms of business income and tax revenue, typically offsets
any initial public investment within a few years. The City should
explore the market demand and economic feasibility of a conference
center, as many other communities have done. It also appears that
the City’s room hotel room/bed tax could be increased to be more
consistent with the other communities; the resulting income stream
could help fund not only this study, but an eventual center.
A conference center could also be a joint effort between the City,
MSU, and Deaconess Hospital. In that way, multiple sources of
funding could be used, and a wide range of users would be attracted.
“BOUTIQUE” HOTEL
In some ways it is surprising that a community of Bozeman’s stature
does not already have a small 50-80 room, “four star” hotel. The
university, the hospital and other corporate entities report that such
a hotel is needed for many types of visitors. One impediment, as
indicated above, is that often such hotels want to see a conference
center they can use or at least plans to build one in the near future.
But other impediments may exist as well. A highly visible, well-located
property of sufficient size may be hard to find. Required parking might
be a barrier. Or even height limits could be a factor, as views are often
a consideration. Often communities will actively solicit proponents
of such hotels, offering them assistance with aspects that may be
preventing the development. It is recommended that the City or the
TIF District fund a study of the feasibility and possible sites for
such a hotel and explore financing and property assembly options.
The addition of a conference center or hotel to downtown Bozeman
will require a more detailed study to help determine the size,
location and form most appropriate for the current and projected
market demands.
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A D O P T A C O D E U N I Q U E T O D O W N T O W N
S t r a t e g i e s
DOWNTOWN DISTRICTS
The City should adopt a set of regulations that are tailored to down-
town and the various districts that are suggested. But first, the very
nomenclature should change. Rather than having merely a “B-3”
designation, which might be anywhere, the word “Downtown” should
be used in all titles. This indicates its importance, that downtown is
different than any other part of the community, and that totally differ-
ent methods and standards will be used.
Basic development standards, such as building heights, minimum
and maximum FAR, and parking requirements, should be consid-
ered “entitlements” that are not subject to modification by the City
Commission. They should be presented clearly as measurable
regulations used in a predictable review process to meet the de-
sired urban form. Design standards and guidelines should supple-
ment these basic standards and are best written in a way that offers
choices and allows for projects that are innovative, creative, and of
superior design as individual buildings while also contributing to a
cohesive Downtown district.
BUILDING HEIGHTS
This plan does not recommend any changes to allowable height for
downtown districts. However, a new code should consider reducing
heights for some small distance where a downtown district abuts a
single family district. This is a common technique used in many cit-
ies to ensure a comfortable transition from greater intensity to lower
intensity. The horizontal dimension for this transition might be in the
range of 50 to 100 feet and the height might be equivalent to what
is allowed in the residential district or perhaps slightly higher. There
also might be additional screening requirements. The City might also
consider allowing additional height to developments in downtown if
it provides an extraordinary item of public benefit that involves extra
cost, such as a live theatre, public meeting rooms, a public park, a
high level of sustainable features, or if it has unique functional re-
quirements. Downtown Bozeman already has a few buildings that
exceed the current height limits and they serve as landmarks. It is
also a common device not to allow new development within a down-
town to compete with long-standing landmark structures.
MIX OF USES
Beyond the naming, the regulations should reflect a very different
approach than is typically used for zoning regulations. First, since
all downtown districts are intended to allow a mixture of uses, there
is little point to having a long list of permitted and conditional uses.
With a handful of exceptions (e.g. storage yards), every use should
be allowed – especially if they are contained within buildings. Down-
towns typically accommodate the widest range of uses and so long
as standards are being met, there should be no special permitting
process other than design review to ensure compliance with such
standards.
FLOOR AREA RATIO
The development community has a terminology that is well-ac-
cepted throughout North America. That is Floor Area Ratio or FAR.
Although sounding complicated, it is not. It is simply a factor that,
when multiplied by the lot size, gives an immediate indication of
yield in square feet. Many cities, particularly in their downtowns, use
FAR because developers want to know the basic yield on a site so
they can do necessary financing pro-formas. Floor Area Ratios are
not discretionary; they are contained in the basic code and provide
a certainty to investors and even the public as to what can be built in
a given district. It is also possible to vary FAR’s by different districts
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A D O P T A C O D E U N I Q U E T O D O W N T O W N
and to set up an “incentive system” so that added FAR is granted if
public amenities are provided. FAR and associated bonus systems
are increasingly used to guide development in downtown areas. For
a downtown of the size, nature, and development pattern of Boze-
man’s, floor area ratios in the range of 3.5 to 5.0 (not including park-
ing) are recommended depending on the district. The transition areas
in the outer edges of downtown may have lower FARs. Development
standards should include a minimum FAR to ensure that new devel-
opment achieves a building form and level of intensity appropriate to
a downtown setting.
PARKING STANDARDS
One of the aspects of the current code is that relatively high parking
ratios are required. This factor adds significant costs to new develop-
ment – both as a result of expensive structured parking and because
a “cash in lieu” is frequently triggered. Many downtowns across the
country have no parking requirements, others have reduced them
dramatically, and still others have low requirements for commercial
and none for residential. Even some have maximum parking stan-
dards that are quite low. Currently, the parking requirements in the
code present a real limitation on development intensity, which is not
the purpose of parking standards. Moreover, it is widely recognized
that accommodating automobile storage for every use does not make
economic or fiscal sense for downtowns, since many customers walk
in, bike, take transit, or park once in shared lots or garages and then
walk to multiple destinations. The City should also seriously consider
eliminating the “cash in lieu” provision altogether, as it – by itself – is
presenting a barrier to downtown development. At the very least the
parking requirement for downtown should be reduced to one parking
stall per unit for residential, two stalls per 1000 sq ft of office, with no
parking requirement for the first 3000 sq ft of retail and restaurant
spaces.
PARK FEE
It is very unusual for development within any downtown to be charged
a fee for parks. This is for several reasons. First, parkland is most
usually needed on the outer edge of a community where families
with children are settling. Downtowns do not typically attract that de-
mographic and thus if development is charged such a fee, in a
sense it is subsidizing edge development. This is contrary to plan-
ning principles involving infill. Second, downtowns usually already
have, or are close to, existing parks with sufficient capacity for
more use; rarely are entirely new parks needed. Finally, the people
who live in, work in, and visit downtowns use public space differ-
ently. They tend to use the sidewalks, cafes and coffeehouses for
relaxing, passive recreation and socializing. In some ways parks
are superfluous.
We recommend this fee be specifically dedicated to the downtown
district and used as a funding source for the “green” strategies
outlined in this plan; improving sidewalks, greening streets and al-
leys, creating small parks along Bozeman Creek, and creating or
improving other public spaces and facilities within the downtown.
DESIGN STANDARDS AND GUIDELINES
It is vitally important that downtown development be guided by a
sound set of design standards and guidelines. Downtown is cur-
rently governed by a set of guidelines, but these are principally
applicable to the core and not other ar-
eas. A set of standards and guidelines
should be created to help inform new
development outside of historic Main
Street. Some should be numerical and
fixed (such as set-to lines, heights, up-
per level step-backs, and requirements
for storefront windows.). But most can
be descriptive and inspirational and
use graphics to explain (such as en-
couraging overhead canopies, artful
signs, rich details, etc.) These need
not be onerous or lengthy but should
be displayed in a concise, highly-illustrated, user-friendly docu-
ment. Finally, by their very nature, design guidelines (in contrast to
standards) are intended to allow flexibility and choices, producing
many different solutions, so long as their intent is fulfilled.
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C U L T I V A T E E F F E C T I V E L E A D E R S H I P
A N D P A R T N E R I N G
S t r a t e g i e s
A STRATEGIC PLAN AND COMMITTED
LEADERSHIP
Bozeman has already made progress on at least one of the most
important requirements for great downtowns—it has a plan, now in your hands.
Now, the City needs to be sure that its leaders—including elected
leaders, business executives, nonprofit managers, and active citi-
zens of all stripes—get behind it and work to see that its strategic
goals are implemented in the days and years to come.
A strategic plan recognizes that some things will change. Not every
recommendation or prediction made here will take place exactly as
envisioned—and that’s okay. There is both great value and danger
in the details that inform a strategic plan. One danger is that the
details drag all stakeholders down into debates about the minutia—
for example, details in the zoning code or the precise number of
housing units that will be built by 2030. A strategic plan, on the
other hand, is about the big picture, and staying true to the vision
is of the utmost importance. For this plan, the big picture is about
Making a Great Place. This big goal is reinforced by 12 Guiding
Principles on pp. 12 and 13 that will steer more specific actions.
Committed leadership is essential in order for this plan to succeed
and maintain and grow Bozeman’s healthy, vibrant downtown.
Downtown must be a priority for the City Commission and other
key public bodies that support the commission. Downtown’s status
as a priority should be reflected in attention to the redevelopment
of key sites, funding allocation, marketing and public outreach,
streetscape and infrastructure improvements, attention to more
specific planning efforts that will deal with parking, transportation,
individual sites, and more. The best downtowns are a source of
pride for citizens, mayors, and city commissioners, who are their
most visible advocates.
SIMPLIFYING THE DECISION-MAKING
PROCESS
One of the barriers to downtown development may be the process
of reviewing and making decisions on development proposals. Fre-
quently, projects being reviewed are seeking multiple “deviations”
from the code and that triggers review by advisory boards, public
hearings, and even City Commission involvement.
Any City that desires to see its downtown develop must offer a clear
and smooth decision-making process for projects. And such a pro-
cess cannot trigger uncertainties caused by political considerations.
Confusing or unpredictable review processes can deter new devel-
opment from occurring.
The City should restructure its review and decision-making
procedures. All development proposals should be reviewed admin-
istratively with advice, if needed or required, by appointed bodies
having specified expertise such as the Design Review Board. Minor
deviations should be able to be reviewed and approved (or not)
administratively. Only major deviations should require scrutiny by
boards. If more than one board is involved, there should be a con-
solidated review including representatives form both groups. This
avoids a proponent receiving conflicting directions. The City Com-
mission should rely upon its fine professional staff and skilled boards
to make development decisions.
The test of any review should be: “Does it comply with adopted City
standards?” Project design should not be subject to widely varying
personal opinions. The standards should be adopted by the City
Commission, upon recommendation by an appointed body such as
the Planning Board or DRB. The standards must be carefully crafted
to reflect community concerns such as quality and compatibility with
adjacent, existing development. The review of a specific project
is not the time to debate these; the issue during review should be
whether the project comports with current standards.
It is possible that one reason that many projects seek deviations is
that the current standards do not reflect building forms and dimen-
sions commonly associated with contemporary development. As
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indicated elsewhere in this plan, standards for downtown buildings
outside of the historic commercial core should be developed to al-
low modern forms of residential and mixed-use development and not
attempt to recreate older patterns as is more appropriate within the
core.
The review process must be objective, open, and offer ample no-
tice to affected and interested parties. The standards must be clear
and available for anyone to read and see how the project complies.
There could be improvements to public notice, such as erecting a
very prominent sign that announces the application and gives perti-
nent information and contacts. It should be noted that the recently
completed economic development plan contains similar recommen-
dations
KEYS TO EFFECTIVE PUBLIC-PRIVATE
PARTNERSHIPS
Public-private partnerships (PPP) are an important tool that have
been used to advance downtown revitalization efforts in cities across
the country, by combining the individual strengths of the public and
private sectors. Partnerships have produced breakthrough, catalyst
real estate developments in a wide range of locales—from small
town downtowns up to the nation’s biggest urban centers. Typically,
public sector strengths—such as leadership, advocacy, convening,
planning, infrastructure investment, and more—are combined with
private sector strengths—such as site-specific design, real estate
development, market analysis, and financing—to produce a deal that
delivers both public benefits and a reasonable return on investment.
Although this section applies mostly to Partnerships in an urban real
estate development context, there are many other types of partner-
ships, such as ones that build infrastructure or build organizations.
For example, the Downtown Bozeman Partnership can be consid-
ered a PPP, since it brings together contributions of time, effort,
and funding from both public and private sources.
Public-private partnerships are important to this plan and the long-
term success of downtown Bozeman for the following reasons.
Public-private partnerships:
• Implement the vision. The additional development envisioned
as part of this plan—including new housing, office, hotel, retail,
and other uses—will only take place if private investment is
attracted to supplement public efforts.
• Provide community amenities beyond a single project. While
individual projects serve their residents and users, they also
build a better downtown by including community amenities
such as plazas, fountains, improved streetscapes, and active
retail facades.
• Allow the City and other public sector partners to strategically
target and leverage their funds. No city has enough funds to
implement all its visions. Thus, cities seek to strategically direct
public funds to the sites and uses that will leverage the most
private investment. Over the course of a multi-phase down-
town redevelopment, the ratio of public to private dollars will
ideally be in the range of 1 public for 4 or 5 private dollars. The
investment leverage realized on individual projects, however,
varies widely depending on levels of risk, scale, and more.
• Help to manage public and private risk and enhance project
feasibility. For the public sector, partnerships increase the
likelihood that projects will be attractive, and built and man-
aged at a high quality. For the private sector, they mitigate
risk associated with project approvals, funding, and political
barriers. Public-private partnerships can enable projects that
would not otherwise be built, accelerate investment timelines,
and overcome the five types of development barriers: physical,
market, financial, regulatory, and political.
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M O V E T O W A R D A S U S T A I N A B L E C I T Y C E N T E R
S t r a t e g i e s
• Low Impact Development (LID). Bozeman is currently
in the process of adopting LID regulations. Green Infra-
structure and Green Streets can serve as the foundation
for future development downtown, and a key contributor
to community development. Innovative approaches, such
as porous pavement, rain gardens, reduced hardscape
and preserved native vegetation can protect water re-
sources, restore the urban forest, and promote sustain-
able design in the public realm.
• Integrate into Development Regulations.
• Removing barriers to sustainable development,
such as excessive parking requirements for
mixed-use development, is a first step to enabling
sustainable development to occur.
• Consider allowing demonstration projects that
provide model development techniques and
showcase new green building technologies
• Provide incentives, such as FAR bonuses for
LEED silver or gold certification
• Consider new approaches to requirements, such
as landscaping and incentives for adapative
reuse, in ways to better meet sustainability goals
and policies.
• Encourage higher residential densities downtown.
• Livable and Complete Streets to safely accommodate all
users of all ages – pedestrians, bicyclists, motorists, and
transit riders. In some cases, street standards and poli-
cies would likely need to be revised.
STRATEGIES FOR INCORPORATING SUSTAINABILITY
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M O V E T O W A R D A S U S T A I N A B L E C I T Y C E N T E R
CREATING A SUSTAINABLE DOWNTOWN
Above all, this plan for downtown Bozeman is intended to ensure
that it is sustainable over the long term. A truly sustainable place
requires attention to three spheres of activity equally and at the
same time: environmental sustainability, economic sustainability,
and social sustainability – an approach that is sometimes referred
to as the “triple bottom line.” The plan addresses all three subjects
and establishes clear and explicit directions -- some dramatic,
some less so. They require a wide range of stakeholders, includ-
ing the City, the Downtown Bozeman Partnership, property own-
ers, merchants, and even residents to accomplish; no one person
or group can do it all.
These elements – environmental, economic and social – are also
intertwined. For example, recommended changes to traffic patterns
and street design affect the microclimate, livability and pedestrian
appeal, the marketability of properties, and ultimately tax revenues
resulting from new development occurring in a more accommoda-
tive setting. No one recommendation stands on its own, but ac-
complishes multiple objectives. Choosing to not pursue such a di-
rection would affect many other aspects of downtown and threaten
its sustainability.
Downtown Bozeman is an amazing place. It is cared for, revered
and valued by many individuals and organizations. This plan will
strengthen its unique place in the community and the region and
will carry it well into the Twenty First Century. The Plan will allow
downtown to flourish and attain an even deeper diversity and vital-
ity over the next several decades.
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N E X T S T E P S
The “Next Steps and Top Priorities” described on the following page
were developed by the consultant team and the Downtown Boze-
man Partnership to help guide the users of this document through
the process of accomplishing the strategies and recommendations
outlined in this improvement plan. This list should be reviewed and
discussed by the City of Bozeman, the downtown community, and
stakeholders, to confirm the priority established for these objectives.
Successful downtowns have multiple projects and programs occur-
ring at the same time. Some are short in duration, others require
more time and consideration. Pursuing a number of actions simul-
taneously can help ensure a positive outcome.
PRELIMINARY NEXT STEPS
• Adopt the Downtown Bozeman Improvement Plan
• Establish Technical Assistance Programs
Finalize TIF programs providing financial and technical
assistance for complete redevelopment project analysis
and façade improvements.
• Prepare Code Revisions
Initiate UDO modifications regarding: parking regulations;
design guidelines; and development regulations
and entitlements.
• Parking Study/Analysis
Conduct regular parking studies determine and track the
inventory of on-street, surface and structured parking
spaces in addition usage patterns and trends.
• Perform a Downtown Success Audit
A Downtown Audit examines the economic health of down-
town, both from an income/cost perspective and a tax
revenue perspective. It looks at vacancies, mix of tenan-
cies, “missing” businesses, and ways to specifically support
various market sectors.
• Create “Greening Downtown” Plan
Better identify opportunities to green the alleys, establish
pocket parks, and enhance Bozeman Creek.
• Implement the Downtown Streetscape Project
Complete the plans to make the following improvements
along the side streets between Church and Grand Avenues:
install new sidewalks, street lamps, pedestrian benches,
trash receptacles, and bicycle racks.
• Initiate Exploration of Possible Development Sites
Identify specific properties and evaluate the uses that
could likely be marketed on them. Begin to seek out
development companies and financial institutions that
could take on projects of varying types and sizes. Begin
discussions with the City on the potential disposition of
parcels they currently own.
• Analyze Traffic Calming Methods
Full Cost and Benefit study: social, economic, and
traffic considerations for one-way street conversion,
shared lanes, streetscape improvements, and truck
route modifications.
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N E X T S T E P S
Objective Completion
Goals
Lead Entity Potential Partners Nature of Objective
Adopt Downtown
Improvement Plan
November 2009 City of Bozeman Downtown Partnership Administrative
Establish Technical
Assistance Programs
November 2009 Downtown Partnership Administrative & Financial
(TIF Funding approved)
Prepare and Adopt
Code Revisions
January 2010
July 2011
City of Bozeman Downtown Partnership Administrative
(COB staff time)
Parking January 2010 Bozeman Parking
Commission
Review/Approval
Process
June 2010 Economic Development
Advisory Board
Design Standards July 2011
Conduct Downtown
Success Audit
January 2010
(repeat annually)
Downtown Partnership Montana State University
City of Bozeman
Administrative
Conduct Parking
Inventory/Use Study
March 2010
June 2010
Parking Commission Downtown Partnership Financial & Administrative
(prepared by consultants)
Prepare “Green
Downtown” Plan
January 2011 Downtown Partnership Gallatin Valley Land
Trust
Financial & Administrative
(prepared by consultants)
Implement
Streetscape Project
Ongoing Downtown Partnership City of Bozeman Administrative & Financial
(may require future SID)
Explore Public-Private
Partnerships
Ongoing Downtown Partnership
and City of Bozeman
Administrative & Financial
(may involve consultants)
Develop Traffic
Calming and
Streetscape Projects
Ongoing
January 2012
Downtown Partnership
and City of Bozeman
Western Transportation
Institute
Financial & Administrative
NEXT STEPS MATRIX
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