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Bozeman 2020 Downtown Neighborhood Plan
DoWntowN BOZEMAN 2020 DOWNTOWN NEIGHBORHOOD PLAN The Downtown 2020 Neighborhood Plan Creating a Vision for Bozeman's Historic Core -tet OBJECTIVES The Downtown 2020 Neighborhood Plan will be a comprehensive vision document that would address the variety of issues facing Bozeman's downtown district. The City of Bozeman's growth policy, as adopted in 2001, recognized the need for a targeted planning document: "The Bozeman 2020 Community Plan planning process has identified a need to prepare a more comprehensive neighborhood plan for downtown." [Bozeman 2020 Community Plan, page 4-21] The Downtown 2020 Neighborhood Plan will use the 1995 Downtown Urban Renewal Plan and the 1998 Downtown Improvement Plan (also referred to as the Maker's Plan) as foundations for an updated vision for Bozeman's historic core. The Downtown 2020 Neighborhood Plan will incorporate the relevant content of other planning documents such as Bozeman 2020 Community Plan, the Greater Bozeman Area Transportation Plan Update and the Bozeman 2020 Economic Development Plan. PARTNERS The Downtown 2020 Neighborhood Plan will come to fruition as the result of a collaborative effort on behalf of many downtown interests. Key partners in the process would include: the Downtown Bozeman Partnership, the Downtown Business Improvement District Board, the Downtown Tax Increment Finance Board, the City of Bozeman Planning Department, the City of Bozeman Planning Board, the Bozeman Parking Commission and the Bozeman City Commission. A member representing each of the seven partners will form the Downtown Neighborhood Plan advisory committee. This group will initiate and guide the planning process. PROCESS The advisory committee will begin the project by determining a consultant selection process. In the interest of time and costs, one approach would be to build a "short-list" of local and regional consulting firms that have not only the necessary planning experience but also some knowledge of the Bozeman community. The next step will be to solicit proposals from the nominated consulting firms. The advisory committee will then review the submitted proposals and complete the selection process. Once a firm (or firms) is awarded the contract, a timeline will be established for the project. A critical component of the overall process, and therefore the consultant selection, will be effect solicitation and incorporation of public input. The advisory committee and consultants will involve downtown property owners, stakeholders, business owners and residents throughout the entire process. --continued-- POTENTIAL CONSULTANTS The firms listed below various expertise in the areas of engineering, architecture and urban planning. All have at least some knowledge of the Bozeman community. Clarion & Associates Makers architecture + urban design 621 17th Street Suite 2250 1904 3rd Avenue Suite 725 Denver CO 80293 Seattle WA 98101 http://www.clarionassociates.com/ http://www.makersarch.com/ performed the 2007 audit of the prepared the 1998 Downtown Bozeman Bozeman 2020 Community Plan Improvement Plan (aka "The Makers Plan") CTA Architects Engineers Morrison-Maierle, Inc. 1143 Stoneridge Drive 2880 Technology Blvd West Bozeman MT 59718 Bozeman MT 59718 http://www.ctagroup.com/ http://www.m-m.net/ a regional firm with planning experience a regional firm with planning experience Intrinsik Architecture Winter & Company 111 North Tracy Avenue 1265 Yellow Pine Ave Bozeman MT 59715 Boulder CO 80304 http://www.intrinsikarchitecture.com/ httr)://www.winterandcompany.net/ a local firm with planning experience prepared the 2006 Design and Connectivity Plan for North 7t" Avenue CONTENTS The Bozeman 2020 Community Plan identifies several general areas to be addressed by the Downtown Neighborhood Plan: "This new plan would examine and make recommendations on many complex issues that could have substantial effect on the heart of Bozeman. The issues include, but are not limited to, the following: parking, traffic circulation, economic development, building rehabilitation, expansion of the Downtown business district, increasing Downtown building height limits, and rehabilitation of Bozeman Creek through Downtown." [Bozeman 2020 Community Plan, page 4-21] Development Policies I. Land Uses (retail, office, residential, municipal) II. Growth Management (infill, brownfield, redevelopment, restoration) III. Economic Development (local vs. national, size and scale, recruitment) IV. Historic Preservation (Main Street corridor, Off-Main Street areas) V. Parking (on-street, surface lots, parking garage, SID, cash-in-lieu) VI. Parks, Trails & Public Spaces (Soroptomist, Wetlands, Mountains to Main Street) Physical Elements VII. Urban Design & Streetscape (Sidewalks, Furnishings, Lighting, Signage) VIII. Infrastructure (multi-modal transportation, technology, utilities) IX. Design Guidelines (building heights, architectural styles, mixed-use zoning) --continued-- CONTENTS (continued) Depending on the final scope of the Downtown Neighborhood Plan and available finances, the project could also include more strategic components such as: I. Market Analysis II. Redevelopment Opportunities III, Business Recruitment & Retention IV. Tourism Development V. Implementation Strategies & Timelines FUNDING The following funding sources have been committed to the development of the Downtown 2020 Neighborhood Plan: Formulation Downtown Tax Increment Funds $40,000.00 Bozeman Development Impact Matching Funds $40,000.00 $80,000.00 Implementation Downtown Business Improvement District Funds $10,000.00 Bozeman Development Impact Matching Funds $10.000.00 $20,000.00 Project Contact: Chris Naumann, Executive Director Downtown Bozeman Partnership 224 East Main Street Bozeman MT 59715 chris(c)-downtownbozeman.org 406.586.4008 DOWNTOWN BOZEMAN PARTNERSHIP u 224 EAST MAIN STREET BOZEMAN,MONTANA 59715 p.406.586.4008 f.406.586.3882 www.historichozemon.com I1 4 Wr py Sf��'yF � 1�.a ''"1 !q��1.• FTiN , � 'ftisr .�j y �i 1 y"StE Ir PitAk r-:'. �. �• \r Y�:I C`Y4"11�� �,'�~`' �� � '� 1 .✓�.�F'. s��_-'�`���� Will �^.3��+�^`i .;;rt�'�..._I �'= �" �i ' �•3 '� „�j�i.a- ��� 'I �� �t E I ZF:l�� l� :� F �if�r �i�ra����;�' .�'�� ��� '�. y A. � i ��% : �•: 1Y#la.r•�~ FY�s '`� ,;� i� �; 1F i .1 rL`. 11 k> It 1, r� ILU, l[• jY a, }1� 1 :1� I � 1 a �a s J L ILwJdI aE. i f1 5 Vii 11`L. "vf i 1 DOWNTOWN IMPROVEMENT PLAN Bozeman, Montana Prepared For: Improvement District Board (IDB) Bert Hopeman, Chair Voting Board Members: Larry Bowman, Steve Johnson, Chris Pope, Kathy Rinker, Steve Schnee Non-voting Members: Bobby Bear, Bert Hopeman, Robyn Erlenbush, Keith Swenson, Wayne Gibson Prepared By: MAKERS architecture and urban design Gerald Hansmire, Partner-in-Charge Stefani Wildhaber, Senior Planner Mary Jerome, Planner Janis Ford, Word Processing BST Associates Paul Sorensen, Economic Analysis Brian Winningham, Economic Analysis TDA Dr. William Eager, Transportation Planner �_. -�---. ► T IF r 4 `..,.._.. � Acknowledgements Many thanks to the following individuals and organizations for their interest and contributions to Bozeman's Downtown Improvement Plan. City of Bozeman Bozeman Daily Chronicle............ Oliver Staley Montana Power Co......................Mike Reichman Bozeman Hotel............................ Brian Stoppel Commercial (continued) City of Bozeman.. ........................All Stiff, Mayor John Bozeman's Bistro................Pius Ruby Montana Trails Gallery ........R. L. Sanks Clark Johnson, City Roxanne Rub Y Steve Zabel Mgr. Cannery/Burger Bob's.................Bob Fletcher New Perspective..........................Steve Kirchhoff Commisioners- Caravan, A Montana Lifestyle.....Paul Haft All Stiff Y Place Architecture........................Betsy McLaughlin Joe Frost Shannon Seyl Don McLaughlin Joan Frost Rudg Cardinal Dist................................Ed. Brandt Poor Richard's.............................Dan Cole Sandra Smiley T. Charbonneau..........................Vicki Popiel Rajan &Associates, Inc...............Roger Craft Marcia Youngman Charlie's Deli...............................Stephen Coffman Sack's..........................................Linda L. Gipp Historic Preservation Office.........Derek Strahn Conlin's Furniture........................Jerry Stokoe Seven Doors Down......................Jara Cohen Parking Commission....................Larry Bowman Crystal Bar...................................Dennis Sandiland Harriet Williamson Jim Fitzgerald Delaney& Co., Inc. .....................Michael Delaney Shanahan Architects....................Richard Shanahan John Shadoan Ileana Indreland Stylon...........................................Ray Erickson Planning Office.............................Andy Epple Eagles Club............. ...................Dick Jones Sylvester's...................................Sherry Biggerstaff Dean Patterson Ellen Theater......... .....................Wes Myers Western States Insurance...........Gary Popiel Schools........................................Marilyn Delzer ERA Landmark............................Robyn Erlenbush Steve Johnson Steve Olson Individuals/Property Owners Kathy Rinker First Security Bank......................Jim Drummond Mary Ann Ard Buz Cowdry Bozeman Agencies Jenifer Weber Robert Evans Frank R. Hossington Gallatin Development Corp.........Dixie Swenson Sue Smith Hudak Robert E. Huebner Bozeman Area Bicycle Adv. Bd. ..Linda DuPriest Gem Gallery................................Don Baide W. Brown McKai Lynn Robbins John Gallagher Graham Dietz Consultng Engrs...Rick Kerin Shirley Seling Robert Smith Dan Himsworth Claud Mafne Peter Ohman Y David Vaughan Grand Avenue Christian Church .R.Terry Halstead John Preston Great Rocky Mountain Toy Co....Chris Pope Emerson Cultural Center.............Cheryl Brock GreyFox GalleryDean Coleman Carson Taylor """"""""""""' Pam Coleman Historic Preservation Adv. Bd......Rob Pertzborn Hallmark BuildingDan Kilbride Improvement District Board (IDB) ........ Bobby Bear Larry Bowman Hartman Mockel Menswear.........Bob Braaksma Bob Paynich Robyn Erienbush Wayne Gibson Hoadley's Inc....... .......................Ed &Cora Bert Hopeman Steve Johnson Hoadley Chris Pope Kathy Rinker Kerrin Engineering Steve Schnee Keith Swenson ......•• ••••.......•••Rick Kerrin M. Lauro......................................Katie DBA................—............---........Kendell Johnson Dyksterhouse Commercial Leaf and Bean..................... .......Sarah Young MacKenzie River Pizza ...............Pete Hendrickson Accents West Jenna Caplette Artifacts........................................Linda Brown George Mattson,Architect.. ........George Mattson McKenna Realty Mike McKenna Barrel Mountaineering. Chris Neuman y. """'.""""' .""."""""' Montana Ballet............................Ann Bates Baxter Hotel Corp. ......................Laurie Shadoan Montana Gift Corral........... ........ Bert Hopeman Table of Contents SECTION I. INTRODUCTION...................................................................1 PROJECT CONTEXT& BACKGROUND...........................................................................1 SECTION II. GOALS AND OBJECTIVES................................................5 IMPROVED BUSINESS CLIMATE....................................................................................5 AReal Downtown............................................................................................................6 Responseto Change......................................................................................................6 Place to Visit and Return to.............................................................................................6 Comfortable, Convenient, and Attractive Place to Do Business.....................................6 CONSERVATION OF HISTORIC DOWNTOWN ..................................................................7 SECTION III. EXISTING CONDITION ......................................................9 ECONOMIC SETTING AND CHANGES..........................................................................1 Q MarketArea................................................................................................................... 10 BusinessMix........................................_........................................,............................... 10 SalesPerformance..................................................,.........................................,.........,.11 Tourism.......................................................................................................................... 12 MarketAnalysis............................................................................................................. 13 Itemsto Address.._........................................................................................................ 14 STREETSCAPE AND PHYSICAL SETTING......................................................................16 Sidewalks.............................................._...........,......,.................................................... 16 Snowand Ice..........................................................,..................................................... 16 StreetTrees............................................................ ..................... 17 StreetFurniture.............................................................................................................. 17 PublicArt.......................................................................................................................18 TRAFFIC CC JSIDERATIONS .......................................................................................19 PARKING..................................................................................................................21 SECTION IV. COORDINATED IMPROVEMENT STRATEGY...............23 COORDINATED IMPROVEMENT STRATEGY ..................................................................24 WORK PLAN AND MANAGEMENT...............................................................................26 9707\REPORT\07RPT.DOC-5/28/98 Downtown Bozeman Improvement Plan t PRIORITY 1 PROJECTS: IMPROVING MAIN STREET......................................................26 Main Street between Rouse and Grand Streets...........................................................26 - Side Street and Parking Access.............................................................................. ....34 TRAFFIC AND CIRCULATION IMPROVEMENTS ...............................,.,............................36 MainStreet............................................................................................................... ..,. 36 Mendenhalland Babcock.................................................................. ........ . ........ .... 37 Special Areas/Operational Improvements............................................................ .... 38 PRIORITY2..................................................................................,............................40 EastGateway....................................................................................... ... 40 WestGateway.......................................................................................................... .... 42 Flower Baskets on Side Streets.................................................................................... 43 Bozeman Creek Enhancement..................................................................................... 43 PRIORITY3......................................................................................,........................44 BoulevardArea.._ , ... .. .. .......................................................................................... 44 Mendenhall& Babcock................................................................................................ 45 Related DowntownIssues............................................................................................ 46 SECTION V. IMPLEMENTATION ..........................................................49 IMPLEMENTATIONTOOLS ..........................................................................................49 RECOMMENDATION ............................................................................,,.,..................50 Capitol Improvement Costs.........................................,......,...,........................•............ 51 OperationalCosts...............................................................,......................................... 51 Summary...................................................,........,......................,.............................. .... 52 INFLATION AND COST INCREASES....................,,..,.....................................................52 UNDERGROUND UTILITIES..................................................,......................... ............52 CONSTRUCTION SCHEDULING...................................................................................53 APPENDICES .......... ............................................ ..........,.......................61 APPENDIX A— SCHEMATIC PLANNING-LEVEL COST ESTIMATES..................................61 ii Downtown Bozeman Improve Plan List of Figures FIGURE1 — LOCATION MAP........................................................................................1 FIGURE 2— HISTORIC DOWNTOWN BOZEMAN....................................................,.........1 FIGURE 3 — URBAN RENEWAL PLAN, GUIDING PRINCIPLES...........................................2 FIGURE 4— VICINITY PLAN, DOWNTOWN STUDY AREA.................................................3 FIGURE 5 — MAY 1997 PUBLIC MEETING.....................................................................4 FIGURE 6 — MAY 1997 PUBLIC MEETING.....................................................................4 FIGURE 7 — DOWNTOWN BOZEMAN 1997....................................................................5 FIGURE 8 — ELLEN THEATER ............................................................................,,.....,...6 FIGURE 9 — BOZEMAN HOTEL .....................................................................................6 FIGURE 10— SITE PLAN: DOWNTOWN HISTORIC DISTRICT AND SIGNIFICANT DOWNTOWNFEATURES...........................................................................7 FIGURE 11 —TYPICAL EXISTING MAIN STREET STREETSCAPE.........................................9 FIGURE 12— EXISTING ZONING MAP...........................................................................9 FIGURE 13 — EXAMPLE OF RECOMMENDED STREETSCAPE IMPROVEMENTS....................9 FIGURE 14— DOWNTOWN BUSINESSES BY REVENUE..................................................10 FIGURE 15 — RETAIL BUSINESSES BY REVENUE.................................................,.,.,..,.10 FIGURE 16— SPECIALTY RETAIL COMPARISON...........................................................1 1 FIGURE 17— SALES PER SQUARE FOOT COMPARISON ...............................................1 1 FIGURE 18 — RESULTS OF ITRR TOURISM SURVEYS...................................................12 FIGURE 19 — BOZEMAN'S BACKDROP........................................................................12 FIGURE 20 —QUESTIONNAIRE RESPONSES................................................................13 FIGURE 21 — PROJECTED ANNUAL RETAIL SALES GROWTH .......................................13 FIGURE 22 — MARKET SHARE....................................................................................14 FIGURE 23 — LOCAL COMPETITORS...........................................................................15 FIGURE 24— EXISTING SIDEWALKS ON MAIN STREET ARE A VARIETY OF PATTERNS AND STYLES CREATED OVER THE YEARS................................16 FIGURE 25 — QUESTIONNAIRE RESPONSES................................................................16 FIGURE 26 — EXISTING STREET FURNITURE IS UNRELATED TO THE HISTORIC CHARACTER OF DOWNTOWN BOZEMAN. ................................................17 9707\REPORT\07RPT DOC-6/8/98 Ji I Downtown Bozeman Improvement Plan FIGURE 27— SNOW STORAGE NEEDS CAN REDUCE AVAILABLE OFF-STREET PARKING ..............................................................................................17 FIGURE 28 — EXISTING MURAL DEPICTING BOZEMAN'S HISTORY(IN NEED OFREPAIR) ...........................................................................................18 FIGURE 29— CREATIVE PUBLIC ART...................................................................... ...18 FIGURE 30 —TRAFFIC CONSIDERATIONS ............................................................... ...19 FIGURE 31 — QUESTIONNAIRE RESPONSES................................................................19 FIGURE 32 —TRAFFIC ON MAIN STREET DURING PEAK HOURS...................................20 FIGURE 33— LOCATION OF PUBLIC PARKING.............................................................21 FIGURE 34 — EXISTING PARKING TABULATION ...........................................................21 FIGURE 35 — QUESTIONNAIRE RESPONSE..................................................................21 FIGURE 36 — PUBLIC OFF-STREET PARKING IS NEAR CAPACITY AT MIDDAY DURING PEAK MONTHS.................................................................. ......22 FIGURE 37— EXISTING SIGNAGE INDICATING A PUBLIC PARKING LOT........................22 FIGURE 38 — IMPROVEMENT CONCEPT SKETCH ..................................................... ...23 FIGURE 39 — DOWNTOWN IMPROVEMENT BUDGET SUMMARY................................. ...25 FIGURE 40 — MAIN STREET SIDEWALK SECTION..................................................... ...26 FIGURE 41 —RECOMMENDED SIDEWALK AT MAIN STREET...................................... ...27 FIGURE 42 — PATHWAY TO PARKING...................................................................... ...28 FIGURE 43 — HISTORIC LIGHT FIXTURE.................................................................. ...28 FIGURE 44— RECOMMENDED HISTORIC LIGHT, RECAST FROM ORIGINAL BOZEMAN STANDARD ........................................ ...29 FIGURE 45 — RECOMMENDED STREET TREE PIT..................................................... ...29 FIGURE 46 — BOZEMAN's WESTERN HERITAGE IS STILL IMPORTANT....................... ...30 FIGURE 47 UNIQUE BENCHES LOCATED IN STOREFRONTS ADD CHARACTER .........................................................................................31 FIGURE 48— EXISTING PEDESTRIAN ACCESS TO PARKING NEEDS TO BE IMPROVED ........................................................................................ ...31 FIGURE 49 — PARKING LOT SIGNS WITH CORRESPONDING ANIMAL STATUE...............32 FIGURE 50— PUBLIC PARKING LOT IMPROVEMENTS...................................................32 FIGURE 51 — MAIN STREET ANGLED PARKING CONFIGURATION .................................33 FIGURE 52— EXISTING SIDE STREET PHOTO .............................................................34 iv Downtown Bozeman Improves 'Plan FIGURE 53 — RECOMMENDED SIDE STREET IMPROVEMENTS .......................................34 FIGURE 54 — EXAMPLE OF ANGLED PARKING.............................................................36 FIGURE 55 — SECTION THROUGH MENDENHALL(LOOKING EAST)...............................37 FIGURE 56 — EAST GATEWAY PLAN..........................................................................,40 FIGURE 57 GATEWAY TOWER.................................................................................40 FIGURE 58 — HISTORIC CITY HALL............................................................................41 FIGURE 59 — SWEETPEA COLUMNS ...........................................................................41 FIGURE 60— SOROPTEMIST PARK (EAST GATEWAY PARK) ........................................41 FIGURE 61 —WEST GATEWAY PLAN..........................................................................42 FIGURE 62 — HISTORIC PHOTO OF BOZEMAN's THREE-TIERED WATERING FOUNTAIN DESIGNED TO ACCOMMODATE DOGS, PEOPLE, AND HORSES ...............................................................................................42 FIGURE 63—STREET CLOCK ....................................................................................42 FIGURE 64— FLOWER BASKETS ................................................................................43 FIGURE 65 — BOZEMAN CREEK BEHIND THE CARAVAN BUILDING ................................43 FIGURE 66— EXISTING WEST BOULEVARD AREA........................................................44 FIGURE 67— BOULEVARD CROSS-SECTION...............................................................44 FIGURE 68— SECTION AT BABCOCK..........................................................................45 FIGURE 69— BABCOCK PLAN ...................................................................................45 9707\REPORT\07RPT DOC-6/8/98 v 86/x/9-000'ldHL0\.0HOd3U\\ DL6 'SaijiATjoe jeuoileaUoaI JOOpjno ui IS310JUT paseaJZ)Ul aT41 pue xiud luuotlux auoIsmojjaA jo X11Iulndod 2uimoI2 aul jo sjUouoq otuzouooa .o3 Z)141 pz)xofua osle suq uumzog `ouip jo afussed all glirn •.5uiuzeoj nij2Tq , 0 f a, ,zoj aaluao e olui �jiuntuwoo �? uue utj pue ajjjuuomLu e papuedxo gOjilm `a�ajjoo jemilnouOu s,aluls oql popzume suns uewozog `Xaolsiq sli ui Xizug '£881 ut Xlia e se pale.zocLoom sum `Xlunoo upulluo jo luoS XjunoD all `eueTuoW umozog unoafi ae uewazog uMoluMop ouojsiH—Z ain4i dew ugaeao7—I ain6i_q WwazaEl 4•ta+t !#^t} ��. `l, ;1 '�Ln ,! r,.. � .NS k + _ • info. ti°yam UPEUED uoilonpoajul - 1 uoipas uoiian' i Downtown Bozeman Improvement Plan These events have kept Bozeman's economy and the health of its Downtown relatively strong. However, a strong economic base has not prevented the effects of age and deterioration from altering Bozeman's Downtown infrastructure and buildings. These effects are magnified by the increased competition that has come with the growth of suburban retail centers, a situation which has economically devalued many downtowns in the United States. Downtown Bozeman, unlike many traditional downtown business districts, has thrived in the face of stiff competition from suburban malls, assorted strip retail, discount houses, and, more recently, the "big box" retail store. Retail storefronts on Main Street are nearly all occupied. Rents range between $10-$18 per square foot. One or more buildings in each block of the five-block area (Main Street National Register District) have been substantially renovated; several have been expanded. In 1995, the Downtown Bozeman Association asked the City Cominission to Following are the nine guidingprinciples of the appoint an Urban Renewal Study Committee. Many merchants and property Urban:Renewal Plan (adopted 1995): owners expressed a concern that circumstances such as suburban infrastructure investment imbalance and growing competition from new outlying suburban retail 1.. Strengthen Downtown's Economic Vitality "Community Partnership"is Fundamental to centers were posing a serious threat to Downtown Bozeman. The Committee was Downtown's Success tasked to explore the possibility of establishing an Urban Renewal District that 3. Improve the Safety, Security and Health of the would permit a Tax Increment Financing District. The Urban Renewal Plan, District. prepared by the Committee, was adopted in November 1995. An Improvement 4. Downtown's Accessibility Shall Be Improved District Board (IDB) was appointed to administer the newly formed District. The 5. Downtown's Diversity Shall Be Facilitated Urban Renewal Plan formed a collective vision for improving Downtown. 6. The Cost ofPr9jects and Programs Shall Be The primary goal of this plan is to foster an economically thriving Downtown that Weighed Against Their Benefits 7. Downtown Shall Become More User Friendly attracts investment, stabilizes and strengthens the tax base, and supports the vitality g The Image of Downtown Shall Be and diversity of the Gallatin Valley as its social and cultural center. The Continuously Improved community of Bozeman hopes to ensure the vitality of its Downtown for 9. Cultural Activities Shall Be Nurtured and generations to come and to make Downtown a community in which Bozeman's Expanded Downtown citizens can take exceptional pride. This project's task is to translate the objectives of the Urban Renewal Plan into an Figure 3—Urban Renewal Plan, Guiding Principles "Urban Design Plan and Program for Implementation". Work began in June of 1997 with a series of public meetings involving Downtown business owners and managers, interested citizens, and IDB members. 2 c 86/82;/5 0001dHLOUHOd3H\LOL6 eaa y Lfpn4S umoaumop `ueld lfj!L loin-p ajn6ij U UUUUU 11 1 /jopuno8.pipa aJ�I 1-- 111ETI[ lomouad uogia r, , P = C]ElE:10 � ia�as 0= D;�qi==EIFIFIF I COOL] E1E:1==77F1F7 HIVON i 1f p - ?w �,✓ �' � iia �},� f ;1 fi� Im � ,on,u 6 W> � i �� � ft��i--�r�73 fl - r€]C�J�IESE]©CII I 1� �� 7C7C�lq'©d�QE^iC!C�7 �f I:{ •: n I^ 0Ca'17DOE 11L�E� :IF Q`�G Q11 �® ■ r IVBO uli�lr� i. U011C Jul Downtown Bozeman Improvement Plan The intent of the public meetings was to validate the principles established in the Urban Renewal Plan and to identify and prioritize the capital improvements and changes in policy needed to develop this plan. At the first series of meetings, a visual and business preference survey was conducted to identify the areas of most community concern and those in need of attention. At that time, an economic survey questionnaire was distributed to the Downtown business owners, along with a more broadly circulated general information survey. A summary of the responses to the surveys is located in Appendix C. Ll The ideas generated in these initial and follow-up site visits and surveys were w- developed into Downtown improvement alternatives. These alternatives were ' ` too°+... • a f 11 presented at subsequent business/community meetings for evaluation and _ h 6�, refinement. The input from these sessions was refined to form four alternative improvement packages. These design packages included the following: ■ A Minimum Improvements Package - This improvements package focusesi 's on basic improvements needed to upgrade the public use areas of Main Street, Figure 5-May 1997 Public Meeting including street lighting, trees, and parking. ■ A Basic Improvements Package - These improvements are concentrated in the core area of Main Street and include an expanded program of street lighting, traffic signals, landscaping, parking, and sidewalk upgrading. ■ An Expanded Improvements Plan - In this package the Downtown improve- ments area is enlarged to include all of Main Street, the boulevard extension to Main Street, gateway entry points, parking, and supporting side streets. T!Op ■ A Comprehensive Improvements Plan - In this plan the improvement areasNx �� include the core area of Main Street, boulevards, gateways, side streets, the adjacent arterials on Mendenhall and Babcock, and special parking areas. a - r - - ,Aid - Eli Estimated construction costs (see Appendix A) were developed for each of the project elements. Business and community members reviewed the design packages and associated costs. Their comments and prioritization of design elements led to the development of the preferred plan and implementation ` package that are presented in this report. Figure 6-May 1997 Public Meeting 4 Goals and l �tives Section Il . Goals and Objectives 1 _ 7 LM4 Figure 7-Downtown Bozeman 1997 The Bozeman Downtown Improvement Plan has the following objectives: Improved Business Climate By its general appearance, Downtown Bozeman is active, healthy, and economically sound. As with any physical plant, however, there is a need for ongoing maintenance and improvement to keep the area healthy and to stay ahead of the competition. The intent of this plan is to investigate projects that will support a healthy business climate and promote Downtown. These include: 9707VREP0Rl107RPT.D0C-5/28/98 rj Downtown Bozeman improvement Plan A Real Downtown - - - . =-M. - Good downtowns are not just retail centers. A real downtown also supplies a mix `3 of uses, including offices, financial and service businesses, government and �,'�. community facilities, housing, social and cultural institutions. Downtown Bozeman has the basic elements of this mix. This plan looks at ways to maintain * - and strengthen a diversified and real Downtown. re , Res onse to ChanG r;s;r?r*l p 9e _ ;_, The Gallatin County economy is obviously growing and changing. At the same �i time, business marketing concepts are also changing. Big-box retail, national chains, auto-access business, etc., offer direct competition to traditional _ downtowns. Now is the time to define response strategies that will keep Downtown competitive. Place to Visit and Return to Figure 8—Ellen Theater Downtown Bozeman has both a strong historic presence and a reputation for personal service and attention to customers. These are marketing advantages4-Y many national (non-locally-owned) retailers wish they could match. For example, _ = note the "personal greeter" promoted by some national retailers. Building on and `gip projecting this reputation is an important consideration in this plan. WMM Comfortable, Convenient, and Attractive Place to Do Business :r These elements are the basic functional characteristics of a successful downtown. Parking, circulation, and ease of access are key needs. An attractive, comfortable business setting conveys a message that "Our customers are 41." This plan recommends options for improving these functional characteristics. Figure 9-Bozeman Hotel 6 Goals and f ;tives Conservation of Historic Downtown Downtown Bozeman (Main Street) is a National Register Landmark District. The Mr4111�s c r > .,i area is a uniquely intact collection of historic buildings. The conservation of HISTORIC nisrxuCT Historic Downtown Bozeman,s image is a critical component in marketing N vrDowntown as an attractive, interesting place to visit. Conserving Historic ..,w REGISTER:.z� ttsTOxzc Bozeman is also a recognition of the area as a cultural focal point for the city. PLACES DEPARTMENT The Ellen Theater provides an example of notable architecture and is a significant MONTANn cultural feature of Downtown. The Ellen (Figure 8) is one of the few intact ,.... .+_�..,�,._.M.... sac°iM historic theater structures in the Northwest United States. Its interior is significant and still in excellent condition, and the building is a familiar centerpiece structure in the region. There is growing concern that the theater may be reconfigured as a retail space. The loss of the Ellen Theater would be a significant blow to both Downtown and the community as a whole. Other key Downtown features are illustrated in Figure 10. un....sn.n Eh Limmr Sr+ry[ f I,—_r _ I :K :� � o L.7jj- .1 +• 1 307-321 E.MGIn Hotel Bozeman ga 2 240-246 E Mmn Spierh 8 Krug Bateman Brewery r_ ` 3 221 E.MGin 00.F.Hall 4 135 E.Main-Palace Saloon 8 Billiard Hall < _ - 9 -2 7esmwmn.>t 5 128-130 E.Main-Hotel Pechter/Saunders Building w f ' 22 2: 6 118-122 E.Main yl S1j i [r'll i I ,0. j 7 29 E.Main Ip 6 � - B 11 E Main L__ — IFul �I ! i 9 1 W.Main-National Bank of Gallatin Volley [LI 1 j 1 E7 F17 I10 17 W.Main-Ellen Theater - - 11 34-42WMain-BonTon Building W.m.rn so-..r 11 6 12 105 W.Main-Boxter Hole[ A [+ n z F 13 202 W.Main-Story Iron Warks � _.._._. 18 17 _ + ' a I i I 1 i i 14 220 WMain-Holy Rosary Chinch FF 15 311 W.Main-Gallatin County Courthouse I6317 W.Main-Gallatin County Jail(Gallatin County Historical Society) 17.18.404 W.Main Gallatin County High School/Willson Middle School W.Babcock -FTn +°. 19. 35 N.Grand Ketterer Home ] `r 20. 24 W,Mendenhall-The Armory 1 �� � 21. 35 N.Bozeman Carnegie Library Building r 22, 234 E.Mendenhall-Esloblishment of the Red Light District 23. 32 S.Tracy-Old Post Office Figure 10-Site Plan: Downtown Historic District and Significant Downtown Features 9707WEP0Ri\07RPT-1)OC-5/28/98 7 0 o O 0 W� n pp opo _ O � Z:7k F J �� } (ND I CDEr O _ O C d O n Wa n Q 0 �L N� N O O N m I cD v # r is n w N 0(D N 0- 0- W � O m ID Q u oa E' aiN• � E67 �vEll N O C ? O e yyl � •.- y;1�-ISI �.v < i r,l` ImS'E3 B. o ,l O — Ln T N•N C 10 i woo9CD 0, CDO 3- LL 4 0 [� 0 t 1H Existing C ',tions Section III . Existing Condition r, °� � � �� ='��� — 61•;5 ��yr,–��r {–���� _ � 1"1t 71ri t.i� f � •r 3. i [ I R-3 [ iR 3 90 ,.oR � Pt-1 .1 I [ - til I _ A I� R- �_.. R-` J l� _ r_. _ 1 " g4 S — - Ma Streel Fn•_ .1'YY`f Babcock St I R73 I t R-4 I 1 �{ 4 ..J. 1...,,.,._...,.., \ ill' 11 FA I 1 R 4 :K INV rY...1.-.,..��++�� ,t-.•, ,_...� R�� ; ,� � Figure 12-Existing Zoning Map Figure 11-Typical Existing Main Street Streetscape Marquee signing is In May of 1997, concerned citizens were asked to respond to a General historic and works well Information Questionnaire. Also at that time, Downtown business owners were with canopies. asked to provide general business information to be used in an economic condition analysis of Downtown. The results of these questionnaires are presented in Appendix C and highlighted throughout this section. 7> r rArr t According to the questionnaire responses, a majority felt the unique mix of shops and services and the attractive historic architecture are the top features of Downtown Bozeman. In comparison, the feature that was considered the worst was the heavy traffic and snow removal problems on Main Street. The next P ®ta N A concern was parking and pedestrian safety. Other negative features included the Canopies are an attractive way to lack of a unified Downtown business plan and a general concern about a changing revitalize historic re-light areas found retail focus from service retail to tourism. The one-way street pattern on on many of Bozeman's old buildings. Mendenhall and Babcock, which is perceived as flowing the wrong way, was also Figure 13—Example of Recommended Streetscape a frequently mentioned issue of concern. Improvements 9707\REPORT07RPT.DOC-6/8/98 g ®r1 Downtown Bozeman Improvement Plan Economic Setting and Changes An economic analysis was prepared to summarize the characteristics and opportunities impacting Downtown Bozeman. The analysis reviewed the status of 8enrces Construction Downtown Bozeman within both its primary trade area (Gallatin, Madison, and g% 4% Park Counties) and the larger south central Montana, eastern Idaho, and northwest Manufacturing& CU Wyoming region (secondary trade area). This analysis forms the basis for 21% preparing a potential retail sales growth estimate. This estimate is used to help FIRE 20% define the scope and budget of the proposed Downtown improvement program. Market Area Building Materials/ Hardware Population growth in Gallatin County (from 1990 to 1996) averaged a very rapid 5% 3.1% per year. The 1990 census indicates it is Montana's fifth most populous Food Stores county, with 60,000 residents (1997 estimate). The county seat, Bozeman, is the Miscellaneous Apparel& state's sixth largest city, with a population of 22,660 (1990 census). Retail Store Axessarues Eating&Drinking Furniture& The State of Montana Department of Labor forecasts that the number of wage and Places Homefurnishings salary jobs will increase by about 2.0% per year from 1997 through the year 2000, 4% 12% adding an additional 40,000 jobs statewide. Approximately 29% of these jobs are Figure 14-Downtown Businesses by Revenue expected to come from the rapidly growing retail trade sector. Gallatin County has grown at nearly twice the state average, gaining more than 11,000 jobs BuildingMateriaW between 1990 and 1998, and should continue to add jobs at above the state Hardware 10% average until after the year 2000. g Y - - Food Stores 2 Miscellaneous "" x Business Mix Retail Stores mow, 34% � 1 r Apparel& According to tax records, Downtown Bozeman has approximately 133 businesses. Access°ries 18% Figure 14 shows the mix of businesses in Downtown Bozeman on the basis of v= sales revenue generated (it does not reflect relative gross leaseable areas devoted , to each business type). The businesses generate estimated revenue of $92.7 _ r million (in 1997 dollars) with employment of more than 1,200 workers. Retail trade accounts for $41.9 million in estimated yearly sales. Specialty retail Eating 8 Drinking accounts for the major portion of Downtown retail. Figure 16 illustrates the Places Furniture& comparison of Downtown's specialty retail sales to Gallatin County, primary and g% Homefurnlshings secondary market areas. 27% Figure 15-Retail Businesses by Revenue 10 Existing C- `itions Sales Performance Sales performance, calculated as sales volume divided by gross leaseable area, is 20% 9% 11/1. an indication of the health and competitiveness of a commercial area. The sales revenue per square foot in Downtown ranges from $98 to $298 per year, depending on the business/market sector analyzed. Individual businesses report 7°i 4, gross sales ranging from $60 per square foot per year to over $800 per square foot 31% per year. Compared with national standards for similar business/market sectors, the overall sales performance of Downtown businesses is at or slightly higher than the national average. Figure 17 illustrates the comparison of Downtown revenue 32% per square foot with the national average. It should be noted that sales DBA Market Shares within Gallatin county performance is a general indication of health and competitiveness. It is not an accurate measure of profit. Differing competition, overhead, and product costs s% resulting in high sales per square foot do not necessarily equal high profits. $400 6% ®DBA Members Estimated 31% $350 — Rev/SgFt ■Typical Rev/SgFt $300 — 33% 1 — -- $250 � f DBA Market Shares within the Primary Market k J: l 8% $200 26% MaterlalslHardwar e s=.ores = a ■Food stores $150 28% ®Apparel& w qp Accessories $106 II r4 5% [1Fwniture& f, Homefurnishings :.,, j P lEaiing&Drinking $50 Places 32 Bld'g Materials! Food Stores Apparel&Accessories Furniture& Eating&Drink'g Miscellaneous Retail DBA Market Shares within the Secondary Market Hardware Homefurnishings Places Stores Figure 16—Specialty Retail Comparison Figure 17—Sales per Square Foot Comparison 9707�REPORT07RPT DOC-5/28/98 11 WN Downtown Bozeman Improvement Plan Tourism Tourism is an important component of Downtown Bozeman's economic base. ♦ Tourism is one of Montana's largest and fastest The Institute for Tourism and Recreation Research (ITRR) has conducted several growing industries. Strength and growth in the surveys of nonresident visitors to Montana. Highlights of their research are industry are reflected in greater numbers of presented in Figure 18. visitors and increasing economic impact when considered over time. During 1994, 7.7 million The impact of tourism on the Bozeman area is very strong due to the proximity of persons visited Montana, up 14% from 1991 Yellowstone National Park, numerous fishing and hunting lodges, the ski areas at levels. Big Sky and Bridger Bowl, and numerous historic and cultural attractions. The ♦ Nonresident visitors spent$1.2 billion dollars in economic impact of tourism on Downtown Bozeman could be significantly Montana during 1994 - an increase of 23% over 1991 levels (including both real growth enhanced by a well-coordinated capital improvement program and a strong and inflation). marketing plan. The nonresident travel industry (including direct, indirect, and induced impacts) supported 59,000 full- and part-time Montana jobs with a payroll of$728 million. Total economic impacts from the industry are estimated at$2.5 billion in 1994. ♦ During 1993, nonresident travel groups spent an average of $87 per day. Retail sales # accounted for 25% of expenditures and 27% was spent on restaurants, bars and other food service. Lodging and gasoline expenses each accounted for 18% of expenditures. Figure 18-Results of ITRR Tourism Surveys h Figure 19-Bozeman's Backdrop 12 Existing ( itions What type of businesses do we need more of? Market Analysis °Retail stores/shops that cater not just to tourists, The advent of the big-box retail concept and continued growth of strip mall but to area residents and visitors alike." Less of? developments in the primary (and secondary) markets will continue to pressure "Specialized shops catering to tourists only." the sales potential of Downtown. The key to succeeding in the face of this Figure 20-Questionnaire Responses competition is to focus on the business sectors where Downtown is the strongest, including specialty retail and personal service, and to avoid competition based on lowest price. Downtown businesses have already gone a long way toward developing this strategy. Future growth in sales is tied to further refinement of this strategy. Implementation of the proposed Downtown Improvement Plan will Growth Annual significantly help in developing an expanded customer base. between Growth 1990& 1997 Forecasts Between 1990 and 1997, total retail sales in Gallatin County and Bozeman's Gallatin 4.1% 1.5% to primary and secondary trade areas grew between 2.8% and 4.1% annually, as County 1.9°/) illustrated in Figure 21. Future growth in real terms (adjusted for inflation) is Primary 3.9% .4% to 1 4 % expected to lag behind the 1990-1997 trend but continue to be positive, as Market illustrated in Figure 21. Secondary 2.8% .6% to 1.2% Market In all sectors, Gallatin County is expected to outperform the primary and Figure 21-Projected Annual Retail Sales Growth secondary market areas. Downtown Bozeman should perform at approximately the same rates as Gallatin County; that is, real growth is projected to range between 1% and 2%per year for most retail sectors during the next ten years. 9707\REPORT\07RPT DOC-5/26/98 13 Downtown Bozeman Improvement Plan Items to Address ■ Need to Maintain Market Share 9% The significant issues facing Downtown Bozeman are not the standard issues 20% =_ - 1% of a bottomed out business area needing to be reborn. Downtown Bozeman is an active, viable business area on the brink of change. According to available - - 4 information' Downtown has remained economically stable in spite of major 7 31% changes in business character and ownership. Downtown Bozeman's survival is directly attributed to two factors: (1) specialty retail sales growth in Gallatin County has expanded at a rate nearly equal to the growth of retail outlets in the trade area, and (2) the local retail and service business lost to 32% outlying centers has been replaced with tourism-based business. DBA Market Shares within Gallatin county The results of this assumed paralleling of growth rates has been that 9% Downtown has had the opportunity to remain viable in the face of growing 20% T 1% competition from new development. The issue facing Downtown Bozeman is how to retain and strengthen its economic position. This issue is critical in s% _ light of State of Montana forecasts predicting that economic growth will be 31% slower in the next five years. If growth slows as predicted and development of new retail continues (also predicted), a surplus of retail space will develop, and more and more economic strength will be sapped from existing areas. 33% Currently Downtown Bozeman holds approximately a 6.6% market share for DBA Market Shares within the Primary Market retail sales in Gallatin County (5.5% in the primary trade area). What 8% 1 �Bulk9ing Downtown must do to remain strong is to maintain and strengthen its share of 26 h7ateralsJt+a,dwar •` a Stores the market. If, for example, the county grows at an inflation-adjusted 1% to ■Food Stores 2% annual rate and Downtown follows at a slower rate or actually declines J QAPparel& 28% Accessories like many downtowns, it is in fact losing competitive position, income, and its ``°'` " Ct Fumilure& attractiveness to new investment. Downtown must respond to this potential 5% Hometurnishings early and with a significantly strong statement. Today Downtown can Places respond Drinking respond from a position of relative strength. If the community waits until 7 1 Downtown's market share declines significantly, the opportunity to respond 32% with strength will not exist. The cost of bringing back a sick Downtown is DBA Market Shares within the Secondary Market much higher and significantly more risky than protecting a viable Downtown. Figure 22-Market Share 14 Existing C itions ■ Need for Action The general recommendation of this plan is that now is the time to look seriously at strengthening Downtown Bozeman. Waiting and hoping will not work. Waiting until the need is obvious or past due will result in more expensive solutions with fewer resources available. r.:i.„f. Options Available. The options for strengthening Downtown are these: Option Likelihood of Success 1. Do nothing; depend on growth. Little (a retreat strategy likely to result in decline) 2. Prepare a plan and seek public funds Poor (few programs with and grants for implementation. money available) 3. Individual property owners and Fair (some risk because costs businesses define a plan and fall on few people) implement that plan. C46 E — ,�,...4 4. Balance a plan based on the economic Good(requires constant r ,. - benefits expected; attack the problern management and coordination) early and spend wisely, using both public and private contributions. -- � The balanced plan (Option 4) is the approach recommended in this plan. Implementation of this improvements approach will take continuing work from the Downtown Bozeman Association, the Improvement District Board, Downtown business and property owners, and City officials if it is to succeed. 1 Figure 23—Local Competitors 9707\REPORT\07RPT DOC-5(28/98 15 i Downtown Bozeman Improvement Plan Streetscape and Physical Setting ,z Sidewalks j Existing sidewalks throughout Downtown are old; the majority are the original concrete sidewalks built in the 1930s. A variety of patterns and styles have .- emerged over the years as owners replaced portions of sidewalks in front of their ' f% properties. The original sidewalk on Main Street was twelve feet wide. - - Approximately twenty years ago, a three-foot strip was added to both sides of Main Street, making the total width of the sidewalks fifteen fees. This is considered a minimum width for existing and projected pedestrian volumes on Main Street. In most instances, the sidewalks on the side streets and Mendenhall and Babcock - are ten feet wide or less. Willson Avenue is the exception, with approximately - = twelve-foot-wide sidewalks. The ten-foot width does not allow for the installation . _ _of street trees on these side streets unless the trees are located on private property. - -- Willson Avenue is the only side street that has sidewalks wide enough to -,r— accommodate street trees. - . The sidewalks that exist in the areas outside the Main Street core area are also in Figure 24-Existing Sidewalks on Main Street Are a fair to poor condition. They are of basic design, lacking any special surface Variety of Patterns and Styles Created Over the Years. treatments or amenities. Snow and Ice Winter storms often make it difficult for both pedestrians and vehicies visiting Downtown during the coldest months of the year, which are also the busiest What is the first thing you would propose Downtown do months for many retailers (holiday season). Snow and ice removal from the to improve itself? (Assume cost is not an issue.) "Make it more pedestrian friendly,provide small sidewalks is a continuing and time-consuming process for businesses. During the public gathering places." worst conditions, ice builds up along both the sidewalk and traffic lane edges. What do you think is Downtown's best feature(s)? This condition inhibits parking access and pedestrian movement from the parking "Historic character, without it,downtown would area to the storefronts. Merchants are responsible for sidewalk snow and ice probably be in real financial straight due to clearing in front of their stores, but the lack of a coordinated removal program commercial strip competition" results in the problem of snow and ice build-up at the sidewalk edge. Figure 25-Questionnaire Responses 16 Existing �_ aitions 14 i Street Trees Street trees are a major visual and aesthetic component of the Downtown _. streetscape. They add a much-needed amenity to the street, providing a con- _ tinuous and changing design element which carries throughout Downtown. They help mitigate air pollution, absorb noise, and save energy by shading buildings in the summer and letting in light in the winter. Trees also provide a pedestrian amenity important to Downtown by being both psychologically and aesthetically pleasing. There are a limited number of existing street trees along Main Street. This past year approximately a third of these trees did not leaf out in the spring. The cause - - of this cannot be completely determined unless a dead tree is dug up and its root ball examined. But observations by landscape architects are that either a lack of moisture caused by too small a tree pit opening or snow removal chemicals used Figure 26--Existing Street Furniture Is Unrelated to the on the street and sidewalks may be damaging the trees. Historic Character of Downtown Bozeman. Street Furniture Street furniture adds a pleasant pedestrian scale to Downtown when attractive and recognizable features are used. The existing street furniture (bike racks, trash receptacles, etc.) in the Downtown area are in most cases unrelated to the historic character of Downtown. Although street furniture can be utilitarian, there are compatible street furniture designs that can be used, including benches, water fountains, kiosks, and clocks. Individual store owners on Main Street have also placed a few specially designed benches in front of their stores. In addition to being a popular item serving a functional purpose, these benches add a unique feature to Downtown Bozeman. �k ■ter ----------- Figure 27-Snow Storage Needs Can Reduce Available Off-Street Parking 9707\REPORT\07RPT,DOC-5/28/98 17 Downtown Bozeman Improvement Plan Public Art Murals, statues, and water features are just a few of the artwork opportunities that can also be used to interpret Downtown Bozeman's character and history. There are a few public art elements currently sited in Downtown. The most obvious public art element is the mural on the building siding the park at Main Street and Rouse. This site once housed the City Hall and Bozeman Opera House. This mural, which depicts the history of Gallatin County, is faded and in need of replacement. Public art can be used to illustrate community pride and identification, create a recognizable landmark, bring people Downtown, and promote the identity of Downtown as a unique place. The inclusion of quality public art plays an important role in creating an improved Downtown image, and it is an integral part of this plan. f� Poll, 4 s t 5 r . i F _ L Figure 28--Existing Mural Depicting Bozeman's History(in need of repair) Figure 29—Creative Public Art 18 Existing itions LfmVIR 5Cte1 L,amme 5{reet _ = Traffic lanes&direction zi Z' a± Llbr y III = 1995 Traffic Volumes ` ;�. . zl iii I II (Average Daily Trips) 0 Left-hand turns off of Main �. x dT ® I` -I to re-circulate for a parking spacei Z. Z: :®6 I W.Mendenhah � _ - 1 I � __ _ � +E.Mendenhall r �I`� Aft 7 HbSm � I p l i I i E.JAMO st" Wa/on J, — p — -- - ®- t " 10 tF I I41 Ep W.BabcockLr a ,� Figure 30—Traffic Considerations Traffic Considerations Convenient, safe, and attractive access is essential to the economic well-being of all business centers. The quality of accessibility is measured by users/customers visiting business centers by car, bus, bicycle, or foot. Centers that provide a convenient, safe, and aesthetically pleasing environment have a significant advantage. If favoritism is to be shown, it is important to err on the side of What is the first thing you would propose Downtown do pedestrians. People feel most vulnerable when on foot and, if at risk, will not to improve itself? (Assume cost is not an issue.) frequent a business center. "Control Main Street—local control is most important" Downtown Bozeman is fortunate that it is central within the community, its shape "Re-direct the 2 one-ways—reverse directions so it and size are conducive to strolling, it has good access streets, and it is within flows better." walking and cycling distance of a sizable population. However, it does have Figure 31-Questionnaire Responses shortcomings, particularly with respect to easy pedestrian access. The Babcock 9707WEPORT\07RPT.DOC-5/28/98 19 Downtown Bozeman Improvement Plan and Mendenhall one-way couplet, for example, forms a significant pedestrian —---- ------ - barrier between Downtown and the neighborhoods. Other access issues include: ■ Downtown merchants wish to promote special events and activities on Main Street that require temporary street closure, which requires permission fi-om the Montana Department of Transportation (MOOT). Gaining MDOT's permission is difficult and sometimes impossible. Most business owners feel the closure of Main Street should ,~ �. b local I � " E e a ca decision. ■ Large semi trucks, many carrying goods between the Midwest and West Coast, often shortcut I-90 and I-15 via Main Street. Drivers, when asked why they chose to exit the interstate system to drive on local roads, gave answers ranging from "I was ' . bored"to "I wanted to look at the pretty college girls." Y ■ Since the State DOT controls Main Street, it regulates the design of the street's paving, lighting, signing, and traffic signal system. Downtown interests would like well-designed fixtures and features reflective of Bozeman's historic character that MDOT does not provide. ■ The current Mendenhall/Babcock one-way couplet flanks Main Street and runs in the opposite direction of most one-way systems. This confuses visitors and complicates Downtown circulation by forcing repeated left turn movements.■ The Mendenhall/Babcock couplet requires the use of Rouse as a one-way street—for Figure 32–Traffic on Main Street During Peak Hours. only one block—to reconnect traffic on Babcock to Main Street. This creates a signing problem and confuses visitors. ■ Crossing one-way streets poses pedestrian hazards. These hazards are magnified for the handicapped and elderly. Many cases have been documented of a vehicle stopping for a pedestrian while the vehicle in an adjacent lane continues across the pedestrian's path without stopping. ■ Wintertime weather creates unique problems. One of the more obvious is the accumulation of stored snow from the streets, parking areas, and sidewalks. During large snowfalls, the center of Main Street is used as a snow storage area by MDOT crews. The stored snow sometimes becomes so high it limits motorists' sight lines. Merchants feel improved Downtown snow removal is a high-priority concern. ■ Lighting safety and appearance are also concerns. Downtown lighting varies from poor on Main Street to almost nonexistent on side streets, in alleys, and in parking lots. Main Street's existing fixtures are unaesthetic and many are rusting at the base. One fixture recently toppled on a windy afternoon, narrowly missing a pedestrian. 20 Existing itions _264 2-Hour Public __■_ -w.�lrndrnhall Parking_—,,-. Li amme S_treet. .r.*�[F1I S�IIIj�_.•I.•ae PJ�"• J •tIY a�•II�u- .�:I^aI�u■•a•a..w■...„i`-Rr�I<■Rr■._Rs..sa {{`�m"�7Iw�mw■a aa�.amaKwsSatrea.et Library ■■■■ 297 2-Hour On-street Spaces -r'.{ ak/I�[raaa•y.iII,.So Parking Spaces Available nha?-■ .,.jsl LiUa l for Monthly Lease($15.00/month) I NN r07 '■. . .■■il. ■ - • z Ill..ww � r.■......... llI a . ■ ■ l t, a RLF ■ I I I G II tin C t+'a .w I a �. r. .■ • C u Hl a i�a■ LI r ■ r ■ [ ■■ . ■ st ■ — - —,—.—�------' rrr R-,r...wr.�-�......r3i a■x•■aaa r■r.rrr• a..a■.r■■■r•7 r■rrrer■s..�■.rrrr.s....-a ..uaar.Rrw.•.rssw.w...W.Main Street E,Maln Street s.rs.. .■.r assa.s....i ■.saaessaond •.•.a..*.iiAss■ a■sawassoms y .■ ...a.■■...■aa R.� a.t..a•■aaa■■r■■ - .-Willson Jr.H 9n School�i . I �;lam • .� 3 i�a t �I adl`p. I "yir fl l r i� r is All ■ .' s.L' •ILLf L ell I.ul, If1a�` s --••'� i '� a w w ■ ■ . pp • a EP ■ Ga ■i ..i. ■ e� f'! F Li a ■ -� KBabcock ••.rsarurr■ Rom...a.r■7 `sw...aw.....ts.■.s.r.w.e.rs.t... .............a...a.w.ti■ t a' as•r.. r■■r.s■.ssassaas. .. ...... arra■aaaa aaa +-a.a■.....■.•a.a.•.a.a,�• I ■ag a' i d( i aII Enercan sew `6 cWn�r.t shy $ C Center s,y 3 .� I m. c: ��I Figure 33—Location of Public Parking Spaces Parking On-Street/Curb-Side 297 Parking is a problem in Downtown Bozeman during the peak summer months and Private Off-Street 963 holiday periods. The apparent shortage of space is exacerbated during the winter Public Off-Street 264 by the loss of spaces to accommodate snow storage. During other, non-peak Total 1,524 periods there appears to be sufficient parking capacity. The shortage of customer parking during peak periods is, however, a major problem for retailers because it Figure 34-Existing Parking Tabulation is during these periods that they generate a large portion of their annual revenues. Parking management is also a problem in Downtown Bozeman. The City leases What is the first thing you would propose Downtown do to improve itself? (Assume cost is not an issue.) convenient, easy-to-access spaces in public parking lots for $240 per year. These `Provide better parking access and visibility as well spaces, predominantly occupied by business owners and employees, if set aside as availability” for customers, could each produce gross sales revenues of$20,000 to $30,000 per Figure 35-Questionnaire Response year. On a per-space basis, this is potentially worth $2,000 to $3,000 in profit per 9707\REPORT\07RPT DOC-5/28/98 21 Downtuvdh Bozeman Improvement Plan year. In theory, the City should charge $2,000 to $3,000 per year for a prime parking space. With approximately 100 such prime spaces in question, _ Downtown could be losing potential sales revenues of over $2,000,000 in gross sales per year. There are two visitor types in Downtown. The first are those who come with a e , purpose; they know what they want, where it is, and the easiest way to get there. The second visitor (tourist) hasn't spent much time, if any, in Downtown Bozeman and is there to look around and see what is available. Good signage is needed to direct this visitor/customer to convenient parking. ■ x The Downtown Bozeman Urban Renewal District contains approximately 1,512 parking spaces. Of these spaces, 252 are located in public parking lots, 963 are private parking spaces, and 297 are public on-street parking spaces. The parking- to-store-area ratio in Downtown Bozeman is 4 cars per 1,000 square feet of gross " leaseable building area (GLA). Four parking spaces per 1,000 square feet of GLA Figure 36—Public Off Street Parking Is!Near Capacity at is considered optimum and 3.5 spaces acceptable in community centers. Parking Midday During Peak Months. evaluations for public lots and on-street parking were made periodically; the results follow: ■ Downtown has a parking management problem. ■ Visitor and customer spaces need to be those that are the easiest and most convenient ROUSE LOT to use. ■ Many employees, tenants, and owners park in spaces that are intended to serve ARMING business customers. Additionally, a significant number of spaces in the primary public parking lots are leased to employees and business owners. • , •� ■ Downtown does not have enough public parking spaces for visitors and customers MAXIMUP! 2 HOUR iIMEL'�,tii during peak sales periods. VIOLATORS WILL EE TiCKE'E� ■ Due to excessive code requirements, many spaces in private lots are underutilized, while there is a shortage of public parking. SYFt ■ An off-street parking lot that accommodates recreational vehicles and tourist buses - during peak summer months is needed. Figure 37—Existing Signage Indicating a Public Parking Lot 22 Coordinated Improvemeri—&ategy Section Iv. Coordinated Improvement Strategy r s k: F7,, I � IIp T^ 3 � 4 � •� k D Figure 38—Improvement Concept Sketch n Downtown Bozeman needs to take maximum advantage of the assets that - , currently support its economic base. These assets serve as the foundation for a ii ii rig, 4 productive Downtown improvement program and include its: { �f,1ft ari J�� L1 — 'r' r '_- - _ ■ Historic character/Western image ■ Unique mix of shops and services H i s +T +o R I c - Attractive physical setting ■ Customer-friendly business attitude ��T0 - Proximity to Yellowstone Park and other recreation areas The functional issues to be addressed can be summarized as follows: Creating a more convenient and attractive customer environment ■ Making customer access safe and efficient ■ Providing more convenient, easy-to-use, and well-signed public parking ■ Developing a strong, aggressive marketing program 9707WEPORT\07RPT DOC•5/28/98 23 Downtown Bozeman Improvement Plan Coordinated Improvement Strategy Improving Downtown Bozeman will require both strategic planning and a disciplined work plan. The strategic plan element will need to focus on the potential economic benefits of strengthening Downtown. The economic concept of this plan is based on the premise that Downtown improvements will be coordinated with the expected economic benefits to the community. The Downtown Improvement Plan is defined by three elements. These are: 1. Business Climate. Implement selected projects that are most likely to improve the retail business climate in Downtown. 2. Parking and Convenience of Use. Implement projects that improve parking availability and customer access to Downtown properties and businesses. 3. Attractiveness. Create a Downtown business setting designed to attract customers and create new business opportunities. The strategy outlined in this plan is to balance the improvement budget with the benefits expected from their implementation. This budget is developed using three potential funding sources: local business and property assessments, com- munity improvement grants, and public funds for improving transportation, historic preservation, and public facilities. The local business share of the budget is based on the following assumptions: Income source 1. Investment to Retain Market Share. Retail sales in Gallatin I-ounty are Natural Retail Sales Growth conservatively expected to increase at an inflation-adjusted mate of between Project Implementation 1% and 2% per year for the next ten years if Downtown retains its county- Grants and Public Funds wide market share. This translates io a potential real sales increase for Downtown of between $419,000 and $838,000 per year. With a balanced Available for Downtown Improvement Budget improvement program and marketing plan in place, this should happen. (1998 Dollars) Without a coordinated improvement plan and marketing program, Downtown will probably experience no growth and may see a decrease in 24 Coordinated Improvemer ategy real sales. It would be reasonable to assume a minimum of 5% of the expected gain could be spent on the improvement plan ($20,950 to $41,900 per year). This formula would generate between $419,000 and $838,000 ($628,000 average) during the life of a 20-year improvement plan. 2. Investing in Increased Sales Potential. A well-developed and well- designed downtown improvement plan is normally expected to improve downtown business (retail sales) by between 3% and 7% per year. This is a conservative assumption. The smaller and less coordinated the improvement program is, the lower the expected benefit. It would seem a middle ground (5% sales increase) would be an appropriate budget in Bozeman. Based on current Downtown sales volumes of$41,900,000 per year, a 5% sales increase will generate approximately $2,100,000 in additional sales. Again allowing 5% of this increase to the improvement program will generate $105,000 per year, or approximately $2,100,000 in a 20-year implementation cycle. 3. Grants and Public Funds. The combination of expected natural growth in the market area and increased sales due to a Downtown improvement program would conservatively generate approximately $2,050,000 to invest in Downtown improvements during a 20-year improvement plan. It would be appropriate to assume that providing over $2,500,000 in private improvements for public use should generate some public response in the form of matching funds for street improvements, public parks or open Yearly Income spaces, public art, or economic development. In developing a pian for @ 5%of Gross Total Available Sales Increase (2o Years) Downtown Bozeman, it is assumed that grants and public funds for Downtown improvements can be sought at a minimum ratio of$1 of public $20,950 to $41,900 $419,000 to $838,000 or grant money for every $3 of private funding. At this ratio, public or $105,000 $2,100,000 grant sources would contribute approximately $800,000 to the Downtown $800,000 improvement budget. $3.3 to $3.7 million The combination of items 1, 2, and 3 above yield an initial Downtown Figure 39-Downtown Improvement Budget Summary improvement budget of between $3.3 million and 53.7 million (1998 dollars). 9707WEPORT\07RPT DOC-5/28/98 25 Downtown Bozeman Improvement Plan Work Plan and Management The benefits of the Downtown plan are not all achieved by the cons ruction of physical improvements. The plan will also need effective management during its planning, construction, and operation. The plan should also devote sufficient resources to marketing, advertising, parking and parking management, and yearly maintenance items, such as snow removal, flower baskets, etc., needed to support the plan. It is assumed these elements of the plan, if fully utilized, will improve the total economic strength of Downtown. ■ A good marketing and program management program should contribute between 2% to 3% in additional Downtown retail sales, or an annual sales increase of$838,000 to $1,250,000 (average $1,044,000). If a portion of this increase (5% to 10%—assume 7.5%) were devoted to maintaining and marketing Downtown, it would generate an Street trees located operating budget of approximately$80,000 per year. in areas that will not ' ? e conflict wl store ■ In addition to this sum, creating 150 additional parking spaces for customers could entrances � ' ;,q support up to $1,500,000 in additional sales. If a portion of this increase (say 5%) is (approx. 30'on �* � e) set aside to promote and market Downtown, it could add as much as $60,000 to center) $75,000 per year to this budget. New street lights The following list of recommendations was developed using the above budget with banner allowances. The project and its costs should be continuously monitored to ensure brackets ] f�,= conditions have not changed and that budget projections remain accurate. General indications are that most budgets outlined are based on conservative assumptions. 19 ,- Priority 1 Projects: Improving Main Street E New sidewalks, Main Street between Rouse and Grand Streets curbs and t gutters ,X The following Priority 1 projects are recommended for the Downtown Main - Street core area. They include: Sidewalks (Estimated Budget: $757,200) The existing sidewalks and curbs will be replaced throughout the core area. The Approx. 15' I, work will also include light and signal standard foundations and the laying of Figure 40-Main Street Sidewalk Section 26 Coordinated Improvemer ategy Light Standard Cast metal base and t i� standard to match historiclight — j New Concrete Sidewalk Concrete with brushed or broom finish, sawcut scoring in equal units,approximately 2'square on Main Street.Scoringg on side streets to be every 4'perpendicular to curb. Side Street Tree Grate w/Watering Pits Decorative 4'-0"square metal grate with 4'-0'watering panels each side r Edge Treatment • Smooth concrete at - edre,width to vary wi�r 5r7f$llCff!wnoifrcn3 _- Curb&Gutter BuildingEde Ndgutteew rtobeete b 9 andgutterlobe installed IfF�1r•I�'1"It! _ rII�—If�1II'—moi/'I1�II II :�� . fr$ ao'to50' 0-�"Oimatel 34' Tree to Tree o Tree Distance Main Street Confirm with Qty Officials Traffic Signal Standard Verity locahon with City officials 5'L1 Handicap Ramps d 31-!'6T 914' Install per Ciryspecifications Figure 41-Recommended Sidewalk at Main Street 9707\REPORT\07RPT DOC.-5/28/98 27 Downtown Bozeman Improvement Plan electrical conduit. There are an unlimited number of patterns and designs that can be created for Downtown sidewalks. Limitations to the design include cost factors and the physical environment (frost, temperature fluctuations). Figure 40 illustrates a potential sidewalk design for Main Street. Sidewalk construction is recommended to be of concrete, with a brushed surface and a 2'-0" square grid i' pattern cut into the surface. Of the options analyzed, this is the most cost- effective paving to install and maintain. In addition, it is considered compatible with the historic character of Downtown Bozeman. Artwork—for instance, brass inlays depicting footprints of indigenous animals— could also be included in selected sections of the sidewalks. They would be part of a larger parking identification system and will be coordinated with improved pathways leading to the public parking lots. These features are intended to advertise the connections between Main Street and the parking areas. This is a "- much-needed connection if the business area expects to ever address the `5 perception of a Main Street parking shortage. PPMX S' Appmx.10' '�- 1!'1r ifl. Qin _ Brass Inlay Tracks r Animal tracks tearing follram Wn wa street and corresponding puVc parking fat a _ 1 Landscaping D Landscape buffer between parking lot and sidewalk d d Public Parking ��� — -•ter s' �' _ mcr Figure 42-Pathway to Parking Figure 43-Historic Light Fixture 28 Coordinated Improvemei ategy Street Lights and Traffic Signals (Estimated Budget: $359,200) The historic motif street lights and traffic signal standards recommended for Main Street are derived from the original Bozeman light standards which once lighted the area. Both the new lights and signal standards are to be designed using Es_} castings that replicate these original light fixtures. The current agreement with Montana Power Company will need to be modified to maintain the lights and provide power. Street Trees (Estimated Budget: $98,800) (� Additional street trees matching those now on Main Street are recommended for the core area. These trees are to be planted in oversized tree pits with removable watering panels. The watering panels provide a larger surface area for better Street Lights moisture absorption and are intended to reduce the tree loss experienced in the winter of 1997. Decorative 4'-0" square malleable cast iron tree grates are to be Lighted Bollard included. These tree pits will be installed around existing trees. Traffic Signal Standards I O © 0 � � I Removeable Precast Planter-Allows t,� r water to enter tree pit. To be installed on Main Street and Side Streets were identified. 4'-0"Square Tree Grate Q fi :1 Air Space g A Removeable Precast Planter-Allows water to + ; enter tree pit. Able to get more water to root ball,good for low humidity days. Thickened Edge Figure 44-Recommended Historic Light, Recast from Original Bozeman Standard Figure 45-Recommended Street Tree Pit 9707TREPOR-\07RPT DOC-5/28/98 29 Downtown Bozeman Improvement Plan All new street trees should have a minimum trunk caliper of 3'/2 inches when ' planted to ensure their visual impact and durability. If a tree species other than ` { those now on Main Street is desired, a round or columnar shaped tree is preferred. 4 These shapes provide maximum shade and the least obstruction to storefronts and signs. The City has a list of acceptable trees, including the following: Summit Green Ash, Common Hackberry, Black Locust, Sugar Maple, European Mountain Ash, Seedless Honey Locust, American Linden, and Burr Oak. Signage (Estimated Budget: $29,000) The signing improvements recommended for the Downtown core include: t ■ Parking Identification. Many customers equate Main Street parking availability with a lack of parking. The reason for this perception is the poor j designation, signing, and marketing of available off-street parking. The plan { recommends a specific program of sidewalk artwork, location signs, lighting, _ side street walkways, and parking lot improvements. Improving these features is essential if customers are to effectively use the off-street parking. Figure 46-Bozeman's Western Heritage Is Still Important ■ Identification of Historic Downtown Bozeman. Signage should be placed on Interstate 90. Historic Downtown Bozeman is a National Register Landmark District. Signs of a standard design and color are allowed for this use. ■ Historic Plaques. Bozeman's historic character is a significant contributor in creating a viable Downtown image and should be promoted. Owners of historic structures should be encouraged to install historical identification plaques, which can be purchased through the City for a nominal fee of$25. Approximately 38% of the recom- Street Fumiture mended improvement plan budget (Estimated Budget: $64,700) and 47% of the project's operational New trash receptacles, planters, and benches that are consistent with the Historic budget are given over to fundingparking lot, parking access, on-street Bozeman theme are recommended for Main Street. Individual businesses are also parking, and parking management encouraged to install uniquely designed benches in front of their stores. See programs. Figure 47.) 30 Coordinated Improvemen. _-ategy Stop Light Timing The stoplights on Main Street have a very short walk cycle for pedestrians. Pedestrians have complained that they can barely start crossing the street before the "don't walk" indicator starts flashing. As a matter of customer convenience, y this plan recommends that the lights on Main Street be retimed to better accommodate pedestrians. - ;_. Parking Improvements (Estimated Budget: $300,000 plus $55,000/year for management and lease of spaces) This plan's recommendations are directed at improving the efficiency, customer convenience, and ease of access of Downtown's parking supply. Existing on- �` _ street parking supply is highly used during peak use times. Off-street parking is also highly used during peak use times (summer tourist season and winter holidays). Recommended parking improvements include: b ■ Significant on-street customer parking (up to 25%) is lost when employees and busi- Figure 47 Unique Benches Located in Storefronts ness owners park in on-street spaces. A parking management plan must be developed Add Character with the cooperation of business owners and tenants. The plan should determine the number of business support spaces needed and the number that must be reserved for customer use. Then, with the help of the businesses, aggressive enforcement of the parking plan needs to occur. By implementing this plan, up to 75 customer parking spaces can be created in Downtown. (Estimated Budget: See below) ■ Approximately 30 to 35 public parking lot spaces that are easiest to find and most convenient to shoppers are leased to individuals for private use. These spaces can be returned to customer use if these 30 to 35 spaces are moved to underutilized private parking lots, which, due to excessive code requirements, are provided by private AM businesses but rarely used. Gain: 30 to 35 customer spaces. (Estimated Budget: $10,000/year to replace lost Parking Commission revenue) r ■ Implement a Downtown parking management program which manages the Down- town parking supply and designates employee parking outside the peak use area. It is estimated that each free parking space within 100 feet of a business front door generates between $20,000 and $30,000 in sales per year. This means employee, tenant, and business owner parking in the most convenient and easiest to find spaces is potentially costing Downtown businesses $1,500,000 in lost revenue yearly. Figure 48-Existing Pedestrian Access to Parking (Estimated Budget: $45,000/year to operate, manage, and enforce) Needs to Be Improved 9707WEPORT\07RPT DOC-5/28/98 31 Downtown Bozeman Improvement Plan Parking Lot Improvements (Estimated Budget, $300,000) Statue corresponding to the parking lot name&sidewalk Upgrade public parking areas with the following improvements: inlays. ■ Seal coat, reconfigure, and restripe existing parking areas. ■ Install landscape buffers and planting areas where appropriate, including along Bozeman Creek. `-i ■ Upgrade security lighting for late afternoon and nighttime users. Y � ■ 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. Lights identical to lights on ■ improve parking-lot-to-Main Street access (part of the side street sidewalk Main Street. improvement budget). Sign at parking lot entry Provide a safe, accessible indicating lot name,visible by ,: ' f:° passing moterists pedestrian route from off- ;I', street parking to Main Street(phase y - Figure 49-Parking Lot Signs With Corresponding = Animal Statue Locate signs indicating public parking lots in areas that are - C' visible by passing motorists f ; Consolidate driveways to limit a number of curb cutsr a Establish landscape buffers between differing uses,low bushed and street trees effectively screen parkin yetstill allow visual permeability into the site Seal coat&restripe lot _ Install small scale, evenly spaced light standards at low heights,identical to lights on :.,h Main Street o Provide a safe, convenient, m protected area for bike storage '" I' •�",1 Y - "_ f Veal� r Figure 50-Public Parking Lot Improvements 32 Coordinated Improvemei ategy Main Street Parking Enhancement (Estimated Budget: Unknown; possibly$60,000) Main Street has Downtown's most sought after parking. When Main Street is parked full, many customers deem a parking shortage even if off-street lots have space. Therefore, the more parking on Main Street the better. The current parking pattern on Main Street (parallel parking on each side of the street) is defined by the street's Federal Aid Highway System designation and the accompanying design/safety standards. The City and local business leaders should undertake the process of having Main Street designated as an urban arterial and the highway designation modified. When this happens, the street can be reconfigured as a two-lane arterial and 60° angle parking striped on one side of the street, with parallel parking on the other. This process could add up to 40 parking spaces to Main Street. l '1 71 ; ] L=J11 �50* 1001 0 Figure 51-Main Street Angled Parking Configuration 9707\REPORT\07RPT.DOC-5/28/98 33 Downtown Bozeman Improvement Plan Side Street and Parking Access Walkways and Lighting (Estimated Budget: $540,600) Improved access for customers walking between Main Street and the parking areas behind Main Street is an important need. Providing a pathway that is attractive, pedestrian-friendly, and visually associated with Main Street will create an improved customer environment. The idea is to have the side streets reach out to welcome customers. The side street improvements include street lights, sidewalks, and curbs between Main Street and the alleys of a design identical to those on Main Street. (See Figure 40) Recommended light fixtures are the same as those recommended for use on Main Street. . _ ._. - —'�; - New light standards N similar to Main Str. r.f e ' ^ ,z Flower baskets 1 ,� New sidewalks,curbs ' — - +ti & utters (Maria SIT.to Alley-phase it 6' . ; •. � „e , _ i! AlleyloMendenhafir Babcock-Phase Nf] ._Ts W, _ Approx. 10' Figure 52—Existing Side Street Photo Figure 53—Recommended Side Street Improvements 34 Coordinated Improvemer, ategy Parking Improvement Summary Cost Benefit Priority I • Improved image $29,000 Promote use of public parking • Main Street narking (City) Free approximately 75 spaces for enforcement customer use • Private parking lease $10,000/year 30 to 35 additional public parking spaces for customers • Parking management and $45,000/year Return spaces now used for employee employee parking parking(t70 spaces)to customer use; provide designated employee parking areas • Parking lot improvements $195,000 Safer;more usable parking and customer convenience • Restripe Main Street for (Unknown, 40 additional Main Street spaces 60°angle parking on one possibly$60,000) side Plus: • Side street parking access $540,600 Efficient customer access from parking and lighting 9707\REPORT\07RPT DOC-5/28/98 35 Downtown Bozeman Improvement Plan Traffic and Circulation Improvements Main Street The basic Main Street issue is the conflict between the local community's desire to use the street as a community asset—with slower traffic, special promotional event closures, and a thematic design concept for Downtown—and the State Department of Transportation's regulations for maintaining a Federal Aid Highway System truck route. This plan recommends that the City of Bozeman negotiate an agreement with the State which allows the Downtown Improvement Plan's new design standards and establishes an agreement regarding special event closures for the street. The plan also recommends adding 60-degree angle parking on Main Street. These improvements may require redesignation of Main Street's truck route status and may require returning Main Street's operation and maintenance to the City of Bozeman. The redesignation will take time and effort by local citizens. The intent of this recommendation is to recreate a destination "Main Street" image for Downtown. This recommendation reduces traffic flow on Main Street from four J. : to two lanes. It will result in a significant reduction in speed and increase in .V—4 congestion for through traffic using Main Street. _',' , t Figure 54-Example of Angled Parking 36 Coordinated Improvemen. itegy Mendenhall and Babcock Two-Way to One-Way (Estimated Budget; $150,000) Pedestrian safety, improved convenience for Downtown customers, and reduction of left turns in Main Street are the major reasons to return Mendenhall and Babcock Streets to two-way traffic. Improvements would include the following: Recommended conversion to - ■ Reconfiguring one-way streets to two-way traffic, with parking on each side. two-way traffic-phase ■ Making other improvements needed to slow traffic and improve pedestrian safety. Sidewalk,landscaping and lighting improvements- phase 1Il Optional tree planting i by property owner i d i f � J- -- 'fes ,It rl '� _✓-'� � , r� � '� Ai Minimum sidewalk I 11'-0" 10'-01 iProp. width - „ „ Parking !Line Prop. 5'-0 F-01' 10 0 22-0 Roadway 5-0 5'-0 Line rSidewa Plante,_ Parking 60'-0"R.O.W. Plan#e Side wale, Figure 55—Section Through Mendenhall(Looking East) 9707\REPORT\07RPT DOC-5/28/98 37 Dowhtorrvn Bozeman Improvement Plan Special Areas / Operational Improvements Snow Removal (Estimated Budget: $15,000) An agreement should be established between the State of Montana and the City of Bozeman to provide additional snow removal from Main Street. In this agreement, the Downtown businesses would support a portion of the additional snow removal costs. Work Plan Management and Promotion/Marketing Program (Estimated Budget: $90,000) Continue operations; establish an annual budget that will provide sufficient staff to implement the Downtown improvement program, parking management plan, and Downtown marketing plan. Downtown Maintenance (Estimated Budget: $20,000/year) Establish a program to remove garbage from Downtown sidewalk receptacles, to sweep and remove debris from sidewalks, to remove snow in winter, and to provide landscape watering during the growing months. Agreement with Montana Power Modify the existing agreement with Montana Power to provide power and maintain street lights. This may require the establishment of a new lighting district. Historic Property Rehabilitation Promote the use of established incentive programs encouraging owners of historic properties to maintain and/or rehabilitate their structures. 38 Coordinated Improveme'r —,Liategy Public Restrooms Currently there are no public restrooms in Downtown Bozeman. The private restrooms in several buildings are often used as public restrooms and are an inconvenience to the business owners. However, the cost of building and properly maintaining public restrooms is beyond Downtown's financial capacity. This plan recommends that as many businesses as possible make available restroom accommodations to their customers in order to reduce the impact on any one business. 9707\REPORTWRPT DOC-5/28/98 39 DownfbWn Bozeman Improvement Plan New sidewalk of cast in place concrete with 2'-0"scoring/joint pattern,specify brush finish _ Light fixtures and standards a - designed to replicate the historic - - lights J� Street trees located at areas where they will not conflict with store entrances Curb bulbs,signal and light _ improvements, enhancing pedestrian safety t Sp ecial textured concrete paving- — integrating park space with sidewalk Renovate existing park to become gateway feature �+ + Pipe structure should recall the charactrer of the old city hall and relate to the historic character of the ,_�. ��- � -- • '� I, downtown � OT Figure 56—East Gateway Plan Priority 2 East Gateway (Estimated Budget: $279,500) A gateway feature promoting the entry to Historic Bozeman is recommended for the intersection of Main and Rouse Streets. The main feature of the gateway is a revamped Soroptemist Park, with a new wall mural, landscaping, and replica of the former City Hall clock tower which once stood on the site. The gateway � n promotes the historic and pedestrian setting of Downtown Bozeman and will be a civic focal point, where promotional events can be held and community activities advertised. Figure 57—Gateway Tower 40 Coordinated Improvemer, ategy Existing,privately owned building 1 could include a concept to relate it to the park - Mural of Historic ; T Main Street at Turn of the Century h ` Sweet Pea Pylons � as 11C Q i j 0 ti Open Grass Area v n l Existing Shade Trees— to rees to remain J. 4 1 Historic Display ; d Landscape Hedge li Trolley Tracks&01117 Main Street Replica integrate arks ace -- _,.� 9 P P GatewayTpwer, o ,,■!20 with sidewalk improvements Old City Hall Bell Tower Replica Figure 58-Historic City Hall Figure 60-Soroptemist Park(East Gateway Park) The park will be a working public amenity and not a traditional, passive park. The improved park will contain the following features: � y ■ Light fixtures, standards, and bollards designed to replicate historic Bozeman fixtures. t ■ A new wall mural, with a scene depicting turn-of-the-century Main Street as 4 it looks in the familiar black-and-white museum photos. The mural will show Main Street as it looked to a pedestrian standing on the street. i ■ A walkway design extending from the street mural into the park, The scene ',;_ will be complete with replica columns from the Sweetpea Festival as they a. ` appeared at the time depicted in the mural. ,�, ■ A landmark feature designed to be a replica bell tower recalling the tower on the old City Hall that occupied this site until the 1960s. Figure 59—Sweetpea Columns 9707\REPORn07RPT.DOC-6/5/98 41 Downtown Bozeman Improvement Plan New sidewalk of cast in place concrete with scoring/joint f _ pattern,specify brush finish " Street trees located at areas where they will not conflict with store entrances,aprox.30'-0"on center p Light fixtures and standards designed to replicate the historic lights Curb bulbs,signal and light improvements,enhancing pedestrian safety Establish a gateway,locate a fountain plaza and clock plaza at the west entrance to the core downtown area,plazas to include a feature item,special paving,landscaping and — seating Special textured concrete paving at the plaza areas I ` �' t 4P' 17Z 7 �-1 Figure 62-Historic Photo of Bozeman's Three-Tiered Watering Fountain Designed to Accommodate Dogs, Figure 61-West Gateway Plan People,and Horses West Gateway - 0 (Estimated Budget: $143,100) Downtown's west gateway is recommended for the east corner of Grand and Main r Streets. This gateway's features include: ; ■ A new sidewalk of cast-in-place concrete, a with 2'-0" scoring/joint pattern and finish r__ y y to match Main Street sidewalks. �l ■ Landscaping sited where it will not conflict with store entrances or intersection vim" a views. •} ■ Light fixtures, bollards, and standards designed to replicate the historic lights used on n Main Street. ■ Special gateway features, including the replica fountain and street clock. The fountain is a replica of an original three-tiered fountain dedicated to the city by the Women's Christian Temperance Union. The clock is a generic replica of the type of clock found on Main Street until the late 1950s. Figure 63-Street Clock 42 - Coordinated Improvemer ategy Flower Baskets on Side Streets (Estimated Budget: $31,800 or through private donation) sr _ The width of the sidewalks on the side streets does not provide space for the installation of street trees. Therefore, it is recommended that hanging flower baskets be installed on light fixtures to provide streetscape color and interest. (See Figure 64.) Bozeman Creek Enhancement (Budget to be defined) Bozeman Creek is Downtown's most ignored and underappreciated feature. Few cities the size of Bozeman still have accessible creeks running through their _ downtown. This plan recommends "rediscovering" Bozeman Creek and utilizing it as a way to promote interest and provide a new Downtown amenity. � ' '' *•-^�-^ Recommended improvements include: Figure 64-Flower Baskets ■ General stream cleanup. �• tia +,( ;,,r;ry;• � .,, ■ In-water elements and educational displays. ■ Establishment of streamside green spaces and seating areas. ■ Artistic elements—for example, sound tubes and decorative pavings—incorporated into the street and sidewalk designs to recognize the creek as it passes under Main Street. (These elements are currently programmed as part of the recommended Priority 1 sidewalk replacement plan.) The owners of the Caravan Building have begun to create a pleasant setting ' behind their store where the creek comes out from underneath the building. More refined development of the creek in these areas is encouraged for all Downtown locations adjacent to Bozeman Creek. Figure 65—Bozeman Creek Behind the Caravan Building 9707\REPORT107RPT.DOC-5/28/98 43 L Downtown Bozeman Improvement Plan Priority 3 Boulevard Area Sidewalks, Street Lighting and Trees `x (Estimated Budget: $698,700) c Although improvements to all areas of Main Street will benefit Downtown, it is recommended that boulevard improvements be deferred until the commercial area T, expands into these areas. As individual properties are developed, it is thisplan's recommendation that the following improvements take place: -p - 1 to F A-1 ■ New sidewalks. • � ■ New street lighting using a standard roadway fixture of different design from that used on Main Street. ■ Street trees to be installed with watering panels but without decorative tree grates. Individual property owners are also encouraged to expand the boulevard concept by - planting a second row of trees on private property adjacent to the sidewalk. Figure 66—Existing West Boulevard Area Adjacent property owners i encouraged to plant trees i Street trees E i Street lights,dissimilar "Main St,improvements i_ - {; , New concrete Sidewalk y� 6 i 12'-0" 10'-0" s 10'-0" 12'-0" i Pro i Sidewalk Parkin Roadway p Parking ; Sidewalk I Prop. Line i 90'-0"R_t7 W I Line r Figure 67—Boulevard Cross-Section ~ 44 Coordinated Improveme .rategy Adjacent property owners encouraged to plant trees Mendenhall & Babcock Street trees Sidewalks, Street Lighting and Landscaping/Trees I (Estimated Budget: $619,300) IStreet lights,dissimilar ` When Priority 1 and 2 improvements are completed, the following improvements to Main S#,tmprcvements -' - "' Y g P P p are recommended: New concrete Sidewalk ' ¢y. ■ New concrete sidewalks. ■ New street lighting, dissimilar to street lights on Main Street. I ■ Street trees planted but without decorative tree grates. Existing Pro Sidewalk] Line Width Figure 68—Section at Babcock Return one-way trafficLI to two-way Street trees,no ° decorative tree grates e�' a :0 E8 O i :s O C/) Adjacent property owners y `st U encouraged to plant trees 4 _r •• L3 j Tse E East BabcockStreet ' CIO New concrete sidewalks New lighting,dissimilar to - Main St. 1 1 i i 1 V Figure 69—Babcock Plan 9707\REPORT\07RPT DOC-6/8/98 45 Downtown Bozeman Improvement Plan Related Downtown Issues Heartland Property/Performing Arts Center The 16.8-acre parcel known as the Heartland property, three blocks east of Downtown, has been frequently discussed as a site for a regional performing arts center. The Downtown Improvement Plan endorses the concept of a performing arts center at this location for several reasons. These include: 1. The performing arts center and the patrons it will draw are natural allies for Downtown. The opportunity for Downtown to provide a supportive environment and services for the center, its events, and the patrons of those events is a mutually beneficial opportunity for both the center and Downtown. 2. During peak shopping seasons, the opportunity to use parking at the center to support the overflow and recreational vehicle parking needs and to provide a tour bus holding area (not available in Downtown) could be a unique joint-use opportunity. Downtown's parking needs peak on weekday afternoons, when the cultural center is not busy, and vice versa for any bus or large vehicle needs generated by the center's events. If the Heartland property does not develop as a performing arts complex, the property's most likely alternative uses would be as in-city housing (particularly lowrise apartments), as a commercial/retail development, or possibly as a hotel/meeting center. The housing and hotel/neeting center options would promote Downtown's customer base. A commercial/retail use, however, would be a competitive use and provide little—if not negative—benefit to Downtown businesses. Housing There has been significant discussion about creating additional housing on sites in or near Downtown. One idea discussed has been mixed-use development containing parking, housing, and ground-floor retail on the parking lots behind Main Street. This is a very likely future opportunity and one which can happen in 46 Coordinated Improvem6 rategy the five to ten year horizon. Current land values, apartment rents, and growth projections are somewhat below the levels needed for success in today's market. The mixed-use housing trend, however, is definitely developing in other, similar- sized cities. With a strong economy, Bozeman could see this type of development in the near future. If this type of development is desired, Downtown property and business owners must begin now to encourage its development. They must push the City to establish a zoning and land use strategy that encourages mixed-use housing development. Among the specific changes needed are: 1. Revise the parking-per-residential-unit requirement for Downtown to allow joint-use parking with retail business. 2. Revise land use, zoning, and height regulations that limit building densities and allow the 5- to 7-story construction options needed for economic feasibility. The 4-to 5-story light frame structure on a 2-story fire-resistant base is the model proving to be economically successful in urban centers throughout the western United States. The City of Bozeman needs to impl,.vent a code section that promotes this building type in the Downtown Renewal Zone. Downtown business owners should be aware that each moderate-rate residential unit (based on the estimated Gallatin County median family income) built Downtown will generate over $10,000 in new retail and restaurant sales per year. Downtown business and property owners should actively support a building code section that encourages mixed-use Downtown housing projects. Joint-Use Parking The City needs to promote a parking plan for the Downtown Renewal Zone that encourages joint-use parking as part of the housing and mixed-use development prototype discussed above. Joint-use parking for housing/mixed-use projects is based on the idea that many residents are away at work during the day, creating surplus parking spaces that can be used by adjacent businesses. The building codes for many similar-sized cities allow a 50% reduction in parking requirements for joint-use projects. If, for example, the Parking Commission were to build a 9707\REPORT\07RPT DOC-5/28/98 47 Downtown Bozeman Improvement Plan parking deck or structure and allow mixed-use commercial/housing construction over the top deck, the developer could lease joint-use parking from the Parking Commission. In this option, both the Parking Commission and the developer have the potential opportunity to reduce parking development costs by up to 50%. Parking Related to Downtown Existing building codes require Downtown developments to supply parking at the same rate as suburban projects. These codes do not consider the on-street and public parking options available Downtown. As a result, new Downtown projects are built to excessive parking standards. This results in the observed condition of private lots being underused at the same peak-use times that on-street and public lots are used to capacity. A parking code revision is needed which recognizes the special conditions of Downtown Bozeman by promoting more public parking and less underutilized private parking. Historic Setting, Bozeman Creek, and Future Plans This plan has referred to Downtown's historic setting and Bozeman Creek as valuable Downtown resources. It cannot be reinforced often enough that these features are key opportunities underlying a successful Downtown. If, under any circumstances, these features are lost, the Downtown's future will be endangered. The total community needs to commit to the maintenance of these features, with special emphasis on: • Maintaining and conserving the Ellen Theater. ■ Keeping the Bozeman and Baxter Hotel Buildings viable structures. ■ Not allowing any new or potential projects to remove storefront structures in the core Main Street area. The core area's continuous storefront setting is essential to Downtown's success. ■ Rediscovering and making use of Bozeman Creek. Bozeman ;:reek, as a simple natural waterway, has the opportunity to be a major Downtown amenity. Future planning efforts should be initiated now to define ways to restore the creek and use it as a feature in a revitalized Downtown. 48 ImpIE ,tation Section V. Implementation Implementation of the Downtown improvements will require the business community to make several important decisions in the near future. These include: ■ A decision about the approach and financing tools to use in implementing the plan (primarily, Business Improvement Districts (BIDs) and Special Improve- ment Districts (SIDs)). • A decision to form a project management/implementation team tasked with carrying forward the plan's organizational steps, obtaining the property owner approvals needed to create a special assessment district to implement the plan, and hiring and managing the professional consultants who will design the recommended improvements. ■ A decision to work with City of Bozeman, State of Montana, utility companies, and other potential Downtown stakeholders as part of an organized program aimed at obtaining financial support and grants to support the plan's imple- mentation needs and negotiating a long-term parking program for Main Street. Implementation Tools There are three basic financing options for implementing Downtown improve- ments. These are: 1. Tax Incentive Financing. This was the original plan for implementing Downtown improvements. With this option,property tax increases within a designated improvement area are returned to that area to support impi:,vement costs. This option could have generated up to $750,000 per year for ten years to finance Downtown improvements. When the state legislature froze property tax increases in Montana, this financing option was eliminated for the near term as an implementation tool. 2. Special Improvement District (SID). A Special Improvement District is a commonly used method of financing public improvements. An SID raises financing through an assessment on the "benefited" property. An SID is a 49 9707\REPORT\07RPT DOC-5/28/98 Downtown Bozeman Improvement Plan good financing option for the physical and parking improvements recommended in this plan. 3. Business Improvement Districts (BID). A Business Improvement District allows the improvement area to undertake marketing and other business improvement activities as well as the implementation of parking plans and other promotional projects. A BID is a preferred option for implementing the management and marketing component of the plan. Recommendation The most direct way to implement this plan would be to use an SID to finance the plan's physical improvement elements and a BID to finance the plan's manage- ment and marketing recommendations. This approach requires obtaining the approval for two implementation tools and increases the need for efficiency and coordination in the process. To accomplish a smooth implementation of the plan, organizational responsibili- ties need to be carefully and clearly defined. A guiding principle should be that those people who have the greatest incentive to see the plan successfully executed should be given the responsibility to make it happen. They, in turn, should direct the "Downtown Manager" and the other entities that will participate in the implementation of the plan. A possible organizational structure for the plan is as follows: a board made up of Downtown interests, such as a BID board, would be responsible for hiring and directing a Downtown Manager; the Manager would delegate marketing responsibilities to the DBA, parking management responsibilities to the Parking Commission, and capital improvement responsibilities to the IDB. The BID board would retain direct control over business development responsibilities and staff supervision, and the Downtown Manager would act as professional staff to each of the above entities. This organizational approach is intended to provide continuity with existing Downtown organizations while establishing overall direction for the plan's implementation. 50 Impler ation Capitol Improvement Costs Individual `-ont foot costs are calculated as follows: • Main Street Priority 1 Improvements ($1997) $2,242,000 • Bond fees and legal, project management, and miscellaneous fees(10% of construction costs) 224,000 • Retail portion (70%x$2,466,000) $1,726,000 • Non-retail portion $740,000 • Cost to repay retail portion($1,726,000 x 6% interest [Muni Bonds] for 20 years)* $2,967,000 • Monthly cost to repay($2,967,000-240 months) $12,365 • Approximate cost per front foot per month($12,365 -2,500) $4.95 •Approximate cost per typical 25-foot frontage per year ($4.95 x 25 x 12) $1,485 *The assumed budget available without grants is between$2,500,000 and$3,000,000; the assumed budget with grants is$3,300,000 to$3,700,000 Seepage 25 of this report. Operational Costs Approximate yearly operational costs are calculated as follows: • Assumed yearly budget for marketing, snow removal, parking management and leases, staff, rent, and other costs $225,000 • Minus existing resources allowing for DBA income and TIF funds(from City and Steering Committee information) (90,000) • To be funded by BID participants $135,000 • Retail participation($135,000 x 70%) $94,500* • Cost per front foot per year=$87,500-2,500=$38.89 • Cost per front foot per month=$38.89_ 12=$3.24 • Program cost for non retail business $40,500 • Estimated available budget per year(see page 26 of this report) $140,000 to $155,000 *Program cost based on Downtown building area, approximately$.04/square foot/month 51 9707\REPORT\07RPT DOC-5/28/98 Downtown Bozeman Improvement Plan Summary The capital budget has a potential surplus (with grants) of about $500,000. If $187,000 of the capital improvements budget is diverted to operations, the plan's budget is still adequate. Inflation and Cost Increases The costs presented in this plan were developed using mid-1997 construction costs. The standard allowance for construction cost increases due to inflation in the western states is 4.5% a year. For the physical improvement portion of the Downtown plan, inflation allowances will increase the expected construction costs by approximately $90,000 per year. The annual front foot assessment for construction elements will increase proportionately. Therefore, there is an important economic reason to move quickly to implement the plan. Underground Utilities The condition of the waterlines serving Downtown is a concern to both the City and adjacent property owners. Indications are that existing waterlines are too small to supply the fire flow requirements of major fire sprinkler systems. These utilities will need to be upgraded if major building improvements or new construction is anticipated Downtown. Due to the limited availability of funds, this plan is not directed at public utility upgrading; the City should allow for such upgrading in the near future. The existing waterlines and the new improvements are located in the roadway outside the planned Main Street sidewalk improvement area. These lines can be replaced after new sidewalks are in place. So that new improvements are not disrupted when these services are installed, a program should be established which allows the installation of lateral lines from outside the curb line to properties when sidewalks are replaced. These laterals can be activated when the new utilities are installed. 52 Imps, ntation Construction Scheduling Most Downtown Improvement Plan plans are scheduled so that construction can ■ Spring to Fall Season: Main Street be shut down during peak business seasons. Both the prime construction period improvements, going one block and one and a peak business season in Bozeman occur during the summer months. This side of the street at a time. presents a special problem in scheduling the construction of Downtown ■ Peak Summer Season: Side street improvements. The best option would be to limit construction to spring and fall, areas, one half block at a time, with no but these construction seasons may be too short to allow the project to be more than two-and-a-half block sections completed in one year. The other option might be to construct the project one disrupted at once. block and one side of the street at a time, beginning as early in the year as possible. If done this way, basic work should be accomplished in front of a given ■ Late Summer, Early Fall: Parking area improvements; completion of Main business in no longer than athree-week period. The final schedule, the sequencing of work, and the provision for temporary access should be coordinated Street. to m;nimiz:, business disruptions. 9707\REPORT\07RPT DOC-5/28/98 53 Downtown Bozeman Improvement Plan Time Frame Funding Source ®=Planning ■=Leader _=Construct/Adopt ❑=Supporter $=Funder Estimated P lase Phase II Phase [ll' o COSI 2 N O l Improvements /Actions ��ss�$S) Ln a. 1 2 3 a 5 6 7 a 9 10 1 CaRi# I mprtVe , f MAIN STREET A. Sidewalks &curbs $757,200 1 $ ❑ a_ Replace,work to include light and signal standard . ■ foundations and the lag of conduit B. Lighting $359,200 1 $ $ $ ❑ I Street lights and signal standards to be purchased , ■ ❑ ❑ and installed both designed to match the historic light _ C. Street Trees $98,800 1 $ ❑ ❑ Trees planted,tree pits and removable watering , ■ f panels to be installed, Decorative tree grates included. ". D. Signage $29,000 1 $ ❑ ❑ ❑ New directional signage system indicating location of , ■ customer parking to be installed _ E. Restripe Main Street $60,000 1 $ Reconfigure Main Street with angled parking ■ F. Benches/ Seating $8,000 1 $ 10 Install uniquely designed benches in front of stores G. Street Furniture $64,700 1 l $ Install trash receptacles and planters ■ i 54 ImpIE ;tation Time Frame Funding Source ®=Planning ■=Leader _=Construct/Adopt ❑=Supporter $=Funder I Phase Phase II Phase III1 _ Estimated �. � Cost .O ! � N N C ca Improvements /Actions (1997$s) a 1 2 3 4 5 5 7 8 9 j 10 `r m U fi C9 H. Stop Light retiming 1 $ Stop lights to be retimed to better accommodate ■ pedestrian safety I. East Gateway Park $279,500 2 ❑ $ ❑ l Park modification to include landscape and paving ■ improvements, historical displays,bell tower replica, new mural and seating. } w J. West Gateway Park(Fountain) $97,100 2 $ ❑ Drinking fountain with special paving, landscaping ■ and paving K. West Gateway Park(Clock) $46,000 2 $ ❑ !` Street clock with surrounding improvements ■ l SIDE STREETS A. Sidewalks $322,800 1 $ ❑ � '/z block(between Main Street and Alleys)of � f, sidewalks and curbs to be replaced. Work to include light standard foundations and laying of conduit. j B. Street Lights $217,800 1 $ ❑ Historic light fixtures to be installed between Main ■ t Street and alleys. , C. Hanging Flower Baskets $31,800 2 ■ $ Hanging flower baskets to be installed on light posts. 9707chrt.5/28/98 55 Downtown Bozeman Improvement Plan Time Frame Funding Source M ®=Planning ■=Leader _=Constru:.t/Adopt ❑=Supporter $=Funder EstimatedPhase I Phase II Phase III. y Cost i Improvements / Actions (1997$s) ci 1 2 3 4 5 6 7 8 9 10 U—) m MENDENHALL& BABCOCK A. Two-way to One-way $150,000 1 $ Redirect Mendenhall&Babcock to become two-way ■ streets again, 1 B. Parking Lot Improvements/ $265,000 1 $ $ Artwork Reconfigure and restripe lots; install lighting, ■ ❑ landscape buffers and animal statues. C. Parking Lot Signs $20,000 1 ® $ Install new signs at entrances to parking lots. ■ D. Bicycle Parking $15,000 1 $ $ Provide secure,protected parking area for bicycles ■ ❑ ❑ E. Sidewalks $351,900 3 $ ❑ ! New sidewalks on both sides of the street ■ F. Lighting $243,000 3 $ ❑ New street lighting dissimilar in design to historic ■ fixtures on Main Street. G. Landscaping/Trees $24,400 3 Tor Street trees to be planted no watering panels or tree grates included 56 Impl( tation Time Frame Funding Source =Planning ■=Leader =Construct/Adopt ❑=Supporter $=Funder Estimated Phase I Phase 11 Phase III M M Cost o r? C) o o T `m Improvements /Actions (1997$s) a 1 1 2 3 4 5 6 7 8 9 10 BOULEVARD AREA— MAIN STREET A. Sidewalks $470,500 3 $ New sidewalks B. Street lighting $155,500 3 $ New street lighting dissimilar to Main St. C. Street Trees and Landscaping $72,700 3 $ ❑ Street trees to be installed, no watering panels or >.F decorative tree grates included. i " `- SPECIAL AREAS D. Parking Management Plan $25,000 1 $ Review current arkin standards and make recommendations and develop management plan 4 j E. Bozeman Creek Greenway $75,000 2 { $ ❑ Enhancements to include general cleanup,in-stream artwork,establishment of streamside green spaces. I 9707chrt-5/28/98 57 Downtown Bozeman Improvement Plan - Time Frame Funding Source ®=Planning ■=Leader _=Construct/Adopt ❑=Supporter $=Funder Estimated Phase I I1hase II Phase III. u� o � l � I COSI 0 N O .�`. c`6 Improvements / Actions (1997$s) a. 1 ` 2 3 4 5 s 7 s 10 m j cD ! a MAIN STREET A. Snow Removal $15,000 1 $ Establish an agreement with the State of Montana ■ for additional snow removal SIDE STREETS A. Snow Removal $15,000 1 $ Establish an agreement with the State of Montana + ■ g I for additional snow removal �2 SPECIAL AREAS - Y A. Parking Area Lease $10,000 1 ! $ $ I � f Establish a seasonal lease agreement with owners ■ ❑ of underutilized parking lots to mitigate growing - j parking deficit and add employee parking- B. Historical Building Plaques 1 ` i I $ Promote the use of established incentive programs ■ encouraging owners of historic properties to maintain 1 j and/or rehabilitate their structures. C Historical Property Rehabilitation 1 I I ❑ $ D Promote the use of established incentive programs ■ encouraging owners of historic properties to maintain I and/or rehabilitate their structures. D. Public Restrooms $10,000 1 $ ❑ ;.' Establish a contractual agreement with a downtown ■ business to provide and maintain accessible public •__', restroom facilities. 58 Implt station Time Frame Funding Source ®=Planning ■=Leader _=Construct/Adopt ❑=Supporter $=Funder i EstimatedPhase I Phase I1 Phase IIICU Cost .o V) N Improvements / Actions �1ss�$s) '_ 1 2 3 4 5 6 7 8 9 10 m cv ° M w 0 `r° cn C9 a` E. Agreement with Montana 1 $ Power To provide power and maintenance to the installed 1 ■ _ street lights and capital improvements F. Promotion/Marketing Program $90,000 1 i I -- $ Management staff and marketing program, ■ continuation of operations G. Management of Overall Ops $45,000 1 I , $ ❑ Provide a staff to manage the operations of the DBA, ■ Parking Management Plan,general operations in the downtown,etc_ H, Misc. Maintenance Program $20,000 1 l $ ❑ Provide garbage pickup,sidewalk maintenance, ■ landscape maintenance,plant watering,etc. I. Review and Revise Codes 1 i $ i ❑ I ❑ Review and make recommendations to existing ■ codes,zoning&other regulatory policies General Note: If TIF moneys become available they may be used to reduce SID bonds or make the improvements not included in the original SID. 9707chrt-5/28/98 59 CITY OF BOZEMAN URBAN RENEWAL PLAN Prepared by- The yThe Urban Renewal Study Committee Bert Hopeman, Chairman Craig McVicker Jim Drummond, Vice Chairman Chris Pope Ed Blackman Kathy Rinker Larry Bowman Steve Schnee Tom Clark Laurie Shadoan Kris Dunn Dick Shanahan Joe Frost Keith Swenson Dennis Hardin Jim Webster Steve Johnson Michael Wong Bruce McCallum Prepared for: The Bozeman City Commission John Vincent, Mayor Don Stueck Joe Frost Marcia Youngman Al Stiff INDEX Preface ............................................................................ 1 Introduction ...................................................................... 3 Guiding Principles and Implementation Actions .......................... 5 Intent and Purpose ...................................................... 5 Guiding Principles ...................................................... 6 Implementation Actions ................................................ 9 Visionto Reality ............................................................... 16 Executing the Vision .......................................................... 18 Finance .......................................................................... 23 Getting Started - First Year Annual Work Program .................... 26 Appendix A - Ordinance 1409 ............................................ A-1 Appendix B - District Description and Map ............................ A-2 PREFACE Bozeman Montana, the County Seat of Gallatin County, was founded over 125 years ago. Early in its history, Bozeman was awarded the state's agricultural college, which expanded a mercantile and farming community into a center for higher learning. With the passage of time, Bozeman enjoyed the economic benefits of the growing popularity of Yellowstone National Park and the increasing interest in outdoor recreational activities. These events have kept Bozeman's economy and the health of its Downtown relatively strong for a small city. However, this strength has not prevented age obsolescence and deterioration from occurring to Bozeman's old Downtown infrastructure and buildings. This weakness is magnified by the increased competition that comes with suburban growth, and which has economically devastated so many downtowns in the United States. Responding to this dual threat, the Bozeman City Commission initiated two actions: 1) it established a Downtown Area Urban Renewal District, hereinafter called the Downtown Bozeman Improvement District (see Appendix B, District Description and Map, for exact boundaries), and it directed the City staff to prepare a study of the Area to determine the extent and nature of Downtown Area "blight", as defined by Montana statute; and 2) established a committee of interested citizens to develop an Urban Renewal Plan. This Committee represented a broad cross-section of Gallatin Valley interests including city and county residents, the School District, business, and city and county government. The Urban Renewal Study Committee used a matrix process to develop a collective vision for improving Downtown. The process involved the Committee agreeing upon general criteria with respect to how specific projects and programs would be evaluated; placing those criteria in priority order; weighing the extent to which a project or program satisfied those criteria, relative to its importance; and then comparing the results for each project and program. The process purposely did not consider the availability of funds to accomplish a project or program. By this process, the committee was able to develop a better understanding of the possibilities for improving Downtown and of the guiding principles and 1 considerations which should govern a renewal effort. The committee then developed a list and determined the appropriate uses of possible funding sources as well as implementation and operation policies and procedures. (See FINANCE section). The results of the Committee's deliberations are presented in this document and constitute "The Plan". The Plan is intended to establish a framework and direction to alleviate the Downtown's obsolescence and deterioration and to provide for its growth and increased prosperity. The Plan is specific in its direction, but not in details or timetables. Developing project details, timetables and programs will be left to the Downtown Bozeman Improvement District Board, hereafter referred to as the IDB. The IDB is responsible for the implementation of this Plan, and is composed of individuals with a demonstrated interest in Downtown Bozeman who are appointed by the City Commission. Prior to adoption, the Plan was presented to the public for comment. It was presented to the City-County Planning Board for a determination of conformity with the Master Plan, and to the City Commission for public hearing after providing notice to property owners within the District and publishing notice in the newspaper. These steps have helped secure citizen input in the process and the Plan. Downtown Bozeman is a cherished public asset. Bozeman's citizens will be placing a great deal of trust in the IDB to be faithful stewards of this asset. It is the spirit of this Plan to provide a fair, thoughtful and constructive vision of Downtown's future development, forged with positive input and hardened through its careful implementation. 2 INTRODUCTION MISSION/VISION STATEMENT Bozeman, Montana, located in the Gallatin Valley, is evolving into one of the most vibrant communities in the Northwestern United States. Its agrarian heritage, outstanding schools, rich culture, beautiful natural surroundings, emerging industries and overall attractiveness have all played important roles in its evolution. Equally important is Bozeman's thriving Downtown, a focal point of local development since the 1850's. Our Downtown has remained economically viable and provides Bozeman with an extremely important sense of community, history and identity. The heart and soul of the community is manifest in its historic Downtown fabric. The citizens of Bozeman recognize that the identity and vitality of the city and the surrounding valley would be irreparably harmed by any significant degradation of Downtown. To prevent degradation, Bozeman's Downtown must be continually improved and strengthened as the Bozeman community and its suburban commercial centers develop. Given appropriate attention to its infrastructure, appearance and promotion, the Plan envisions the continuation of Downtown as a prosperous and attractive commercial and cultural center — one which is a desirable place to work, live, shop, visit and recreate. The Bozeman City Commission recognizes that Bozeman's Downtown belongs to all the people of the Gallatin Valley. A community partnership of citizens and public, private and educational institutions can harness the energy, resources and dedication necessary to implement the Plan. The City Commission set the groundwork for this partnership when it invited the participation of all interested parties on the Urban Renewal Study Committee, resulting in broad representation from many of the interests in the Valley. The Plan envisions a Downtown that is user-friendly, safe, secure and healthy. The Downtown must also maintain its diversity of businesses, institutions (e.g. Chamber of Commerce, Schools, Post Office, Banks, and City and County government), housing and attractions. It is important to the success of the Downtown area to improve the ease of access for all people, whether 3 walking, biking or driving. These elements must be accomplished while maintaining the ambience and character of the Downtown area. Especially important is preserving the community's heritage, reflected in the physical beauty and cultural vigor of Downtown. A significant investment of time and money is essential for this vision to become a reality. Since resources are always finite, the Plan acknowledges that decisions and priorities must take into account costs and benefits with regard to accomplishing the primary desired result. The Plan also recognizes that resources must be drawn from numerous sources, public and private, and that projects must be funded by the most appropriate means. Our primary goal is an economically thriving Downtown that attracts investment, stabilizes and strengthens the tax base and that supports the vitality and diversity of the Gallatin Valley as its social and cultural center. Through this Urban Renewal Plan, the community of Bozeman hopes to ensure the vitality of its Downtown for generations to come, and to make Downtown a community center in which its citizens can participate and take exceptional pride. 4 GUIDING PRINCIPLES & IMPLEMENTATION ACTIONS The Urban Renewal Study Committee prepared an implementation strategy for accomplishing the collective vision for improving Downtown. The matrix process used by the Committee established the vision for Downtown by identifying criteria and projects necessary and desirable to implement the Plan. These criteria and projects form the "Guiding Principles" and "Implementation Actions" included below. The nine "Guiding Principles" provide direction to those responsible for improving Bozeman's Historic Downtown. The Urban Renewal Study Committee considered the first three principles more important than the next three with the last three least important. However, the Committee deemed all nine principles to be vital to achieving the vision for Downtown. The "Implementation Actions" are not exclusive lists. Actions appear in order of importance relative to the Principle under which they are listed. However, the order in which actions are accomplished will depend more on the availability of funds and the economies of accomplishing certain items simultaneously with other items. INTENT AND PURPOSE It is the intention of the Urban Renewal Study Committee that the Guiding Principles and Implementation Actions for improving Downtown be accomplished in accordance with the following: - Bozeman's historical character as a "working" Downtown shall be maintained. Trak movement and access shall be designed with the emphasis on the Downtown as a destination rather than improving the flow of through traffic. 5 - The facilitation of Private/Public Partnerships is encouraged in the implementation of the Plan. - Objectives shall be accomplished by incentives whenever possible. Private property rights will be respected. Administrative practices shall be conducted in a constructive manner which fosters cooperation. - All aspects of proposed projects shall undergo the necessary scrutiny to assure that the project is needed, is well designed in accord with the Plan, and is appropriately funded without unnecessary expenditures. Tools such as a feasibility study based on a market forecast and economic analysis will be utilized as a part of the decision making process. Infrastructure proposals will also be subject to independent analysis. GUIDING PRINCIPLES Principle 1: Strengthen Downtown's Economic VitaliW. Take those actions that will encourage economic growth and prosperity, thereby enhancing the value of operating a business and owning property Downtown. Without prosperous businesses and growing property values (tax base), the private and public funds will not be generated to accomplish desired projects, which will continue the cycle of improvement, investment and job formation. Principle 2: "Community Partnership" is Fundamental to Downtown's Success Community Partnership is the motivating force behind the overall effort to improve Downtown. Without strong, broad-based community backing, efforts to improve Downtown will fail. Conversely, if all elements of the community are strongly supportive of Downtown improvement efforts, success will surely be guaranteed. 6 Accordingly, this principle dictates the importance of involving all elements of the community, private, public, and educational, in the plans for improving Downtown and of selecting projects that require and encourage that participation. Every citizen of the Gallatin Valley is an important customer of Downtown and helps strengthen its economic vitality. However, the importance of Downtown to these citizens far exceeds its economic potential. Downtown Bozeman represents the cultural heart and soul of the community and symbolizes Gallatin Valley's unique, historical identity. Communities without Downtowns are "faceless suburbs". Therefore, all of the Valley's citizens are stakeholders in determining Downtown's future. Participation and a sense of ownership by as many Valley residents as possible is crucial for the success of the improvement effort. Principle 3: Improve the Safety. Security and Health of the District. In order to continue feeling comfortable and welcome in Downtown, people must feel that their safety, security and health - real and perceived - are protected. Principle 4: Downtown's Accessibility Shall Be Improved. The health of Downtown depends on ease of access to the Downtown for whatever reason. This includes improving traffic flow which is compatible with Downtown as a destination and reducing through traffic, especially trucks; improving access for individuals with disabilities; and enhancing availability of parking for vehicles - whether bikes, cars, motorcycles, mass transit or tour busses. Public transportation improvements and well-distributed public information regarding the easiest way to access Downtown are also part of improved accessibility. Accessibility issues extend beyond the boundaries of the Improvement District. Within the District core, pedestrian safety, security and enjoyment must be given high priority. Principle 5: Downtown's Diversity Shall Be Facilitated. Diversity refers to the broad range of activities, businesses, organizations, people and events that typically are found in traditional downtowns and that 7 broadly reflect the interests and opportunities available to citizens from all walks of life. Downtown Bozeman currently enjoys Diversity with professional offices, financial services, retail outlets, public offices, theaters, schools, restaurants, entertainment establishments, cultural events, housing, a vibrant non-profit community providing essential social services, and a host of other uses. Much of the rich diversity of older Downtowns, including Bozeman's, came to be prior to the adoption of zoning and other regulatory controls. The well intentioned, but often disruptive result of contemporary regulatory practice is evident. A paradigm change in planning, regulatory practice, administrative procedures, transportation design, and overall community design is occurring in response. It is imperative that this change be fostered to stimulate continuing private investment, the construction of additional housing units, and establishment of daycare facilities and other services to address social and cultural needs. Downtown has avoided becoming the domain of a single special interest, such as becoming predominately a tourist trap, office complex or shopping center, and its continued health and success are contingent upon maintaining its diversity. Principle 6: The Cost of Projects and Programs Shall Be Weighed Against Their Benefits. This Principle is self explanatory as long as Benefit is understood to mean the promotion of the other Principles in relation to their importance and that Benefits may not be financial in nature. Principle 7: Downtown Shall Become More User Friendly. User Friendly means making Downtown an easy place to work, live, shop, and recreate. One aspect of user friendliness is Accessibility. Because of its over- riding importance, Accessibility is a separate Principle. User Friendly encompasses all other aspects of making Downtown a more pleasant and convenient place, including the maintenance of overall cleanliness and the provision of conveniences such as street furniture and public restrooms. 8 Principle 8: The Image of Downtown Shall Be Continuously Improved_ Image applies to physical appearance and character. Image is both what people think of Downtown, as well as what they experience when in Downtown. When thinking in physical terms, Image does not express a preference for a specific style, except what is historically appropriate. Image does express a preference for excellent design, whatever the style. Image includes such design elements of the Downtown as the facades of the buildings, sidewalks, streets, lighting and signs. Image also includes the preservation of Bozeman's "working" Downtown, with its diverse activities that provide employment, and quality goods and services in a warm, hospitable environment for all Valley residents and visitors. Principle 9: Cultural Activities Shall Be Nurtured and Expanded Downtown. Downtown Bozeman shall seek to retain its position as the Cultural Heart of the Gallatin Valley. IMPLEMENTATION ACTIONS Certain Implementation Actions relate to more than one Principle. After its initial listing, Implementation Actions appear in italics to indicate that a previously cited Action is reappearing in conjunction with a new Principle. Principle 1: Strengthen Downtown's Economic Vitality, Implementation Actions: 1. Provide more, conveniently located and better-managed parking. 2. Retain public offices, organizations and "anchor" businesses. 3. Facilitate continued commercial development. 4. Evaluate the City-County Master Plan, Zoning Code, development 9 standards, regulatory practices and administrative procedures with the objective being to identify and eliminate all unnecessary barriers to investment and reinvestment. 5. Enable high density housing in and around Downtown. 6. Design and implement a comprehensive marketing plan. 7. Improve overall accessibility (pedestrian and vehicular). 8. Take control of Main Street; eliminate through truck traffic, and restore as a pedestrian-friendly downtown "Main Street". Principle 2: "Community Partnership" is Fundamental to Downtown's Success Implementation Actions: 1. Evaluate the City-County Master Plan, Zoning Code, development standards, regulatory practices and administrative procedures to identify and broaden opportunities for diversity in housing, employment, business, cultural activities and community events. 2. Retain public offices, organizations and "anchor" businesses. 3. Encourage the growth of cultural activities. 4. Enable high density housing in and around Downtown. 5. Facilitate continued commercial development. 6. Improve overall accessibility (pedestrian and vehicular). 7. Preserve and enhance the historic character of Downtown. 10 Principle 3: Improve the Safety. Security and Health of the District Implementation Actions: 1. Improve the flow of traffic, emphasizing Downtown as a destination, and improve pedestrian access and safety, especially at intersections. 41 2. Facilitate improved fire prevention measures. 3. Repair or replace defective sections of water and sewer mains. jr 4. Improve the appearance and adequacy of lighting compatible with the historic character of Downtown. 1 5. Provide for prompt snow removal. 6. r Improve sidewalks, reduce crossing lengths at intersections, and better define pedestrian rights-of-way. 7. Increase police patrols. 8. Clean up hazardous wastes. 9. Improve alley and parking lot appearance and safety. 10. Take control of Main Street; eliminate through truck traffic, and restore as a pedestrian friendly downtown "Main Street". 11. Repair structurally dangerous buildings. 12. Develop storm water management techniques to protect Bozeman Creek. 11 Principle 4: Improve the Downtown's Accessibility Implementation Actions: 1. Provide more conveniently located and better-managed parking. 2. Improve sidewalks, reduce crossing lengths at intersections, and better define pedestrian rights-of-way. 3. Provide for prompt snow removal. 4. Improve the flow of traffic, emphasizing Downtown as a destination, and improve pedestrian access and safety, especially at intersections. 5. Provide effective public transportation. 6. Accommodate bicycles as a means of reducing parking and automotive circulation requirements. 7. Evaluate the City-County Master Plan, Zoning Code, development standards, regulatory practices and administrative procedures with the objective of identifying and eliminating any unnecessary low development densities and thereby reducing reliance upon private automobiles. 8. Take control of Main Street, eliminate through truck traffic, and restore as a pedestrian friendly downtown "Main Street". 9. Improve alley and parking lot appearance and safety. Principle 5: Encourage Downtown Diversity. Implementation Actions: 1. Evaluate the City-County Master Plan, Zoning Code, development standards, regulatory practices and administrative procedures to identify and broaden opportunities for diversity in housing, 12 employment, business, cultural activities and community events. 2. Enable high density housing in and around Downtown. 3. Facilitate continued commercial development. 4. Retain public offices, organizations and "anchor" businesses. 5. Encourage the growth of cultural activities. Principle 6: The Cost of Projects and Programs Shall Be Weighed Against Their Benefits. Implementation Actions: 1. Evaluate the City-County Master Plan, Zoning Code, development standards, regulatory practices and administrative procedures with the objective being to identify and eliminate all unnecessary barriers to investment and reinvestment. 2. Provide for prompt snow removal. 3. Improve alley and parking lot appearance and safety. 4. Retain public offices, organizations and "anchor" businesses. 5. Encourage the growth of cultural activities. 6. Improve the management of parking. 13 Principle 7: Downtown Shall Become More User Friendly Implementation Actions: 1. Improve the flow of traffic, emphasizing Downtown as a destination, and improve pedestrian access and safety, especially at intersections. 2. Provide for prompt snow removal. 3. Improve the appearance and adequacy of lighting compatible with the historic character of Downtown. 4. Improve sidewalks, reduce crossing lengths at intersections, and better define pedestrian rights-of-way. 5. Provide more conveniently located and better-managed parking. 6. Accommodate bicycles as a means of reducing parking and automotive circulation requirements. 7. Improve alley and parking lot appearance and safety. 8. Provide public restrooms. 9. Encourage off-hours deliveries. Principle 8: The Image of Downtown Shad Be Continuously Improved. Implementation Actions: 1. Encourage the growth of cultural activities. 2. Design and implement a comprehensive marketing plan. 3. Preserve and enhance the historic character of Downtown. 4. Improve the appearance of sidewalks. 14 5. Improve the appearance and adequacy of lighting compatible with the historic character of Downtown. 6. Provide for prompt snow removal. 7. Take control of Main Street; eliminate through truck traffic, and restore as a pedestrian friendly downtown "Main Street". 8. Improve alley and parking lot appearance and safety. 9. Retain public offices, organizations and "anchor" businesses. 10. Enhance the appearance of and accessibility to Bozeman Creek. 11. Install plaques describing Downtown Bozeman's historic resources. 12. Improve trash removal. Principle - Cultural Activitie5 Shall Be,h urtured and Expanded Downtown Implementation Actions: 1. Encourage the growth of cultural activities. 2. Retain public offices, organizations and "anchor" businesses. 3. Preserve and enhance the historic character of Downtown. 4. Enable high density housing in and around Downtown. 5. Take control of Main Street; eliminate through truck traffic, and restore as a pedestrian friendly downtown "Main Street". 15 VISION TO REALITY Almost all towns and cities in the United States have been faced with obsolescent and deteriorating downtowns. Only a small percentage have been able to see past these problems and visualize the truly wonderful possibilities that exist for renewing their downtowns. Only a small portion of this group have had the foresight and fortitude to implement their visions. Those that have, however, have reaped great rewards. Today, Downtown Bozeman's Main Street is unfriendly to pedestrian traffic. Many of the beautiful old buildings, representing true treasures of the West, have been badly compromised over the years with architecturally incompatible face lifts. The alleys to the north and south of Main Street, which are increasingly used by pedestrians to go to and from parking areas are extremely uninviting and even scary at night. Main Street has enormous potential. The architectural character of its historical buildings could be restored giving the street a deeper sense of its exciting heritage. The spirit of the rough and tumble old West could once again come alive. Where needed, newer buildings could receive appropriate cosmetic attention. Decorative sidewalks could be widened at street corners and other locations to shorten the walking distance across the street and provide more room for attractive benches, trash collectors, plantings, ramps, bike storage, information kiosks, and even occasional art work. Historic light posts and attractive signage could adorn the street. Consideration might even be giving to uncovering Bozeman Creek just enough so people strolling Main Street would know of its presence; or to closing one or more side streets for more pedestrian open space. Such changes would greatly enhance the overall appearance of Main Street and make it much more user friendly without compromising its unique character, that of a "Working Downtown". The alleys and the adjacent parking lots could be greatly improved by burying the cables underground, improving the lighting, hiding the dumpsters, improving the paving and cosmetically treating the backs of the buildings. They could become inviting to pedestrians, greatly improving people's attitudes towards living, working, shopping and recreating Downtown. 16 In conjunction with such improvements, attractive new residential apartments, convention and performing arts centers and hotel accommodations will follow. Downtown will have increased its charm and vitality, and greatly expanded its value to the citizens of the Gallatin Valley. 17 EXECUTING THE VISION INTRODUCTION Once adopted, this Plan becomes the official policy guide for public action regarding the Downtown Bozeman Improvement District. These policies can only be transformed into action through an effective implementation program. The framework for implementation described herein depends on sound processes of administration, financing and evaluation. As the implementation of this Plan proceeds, new opportunities will arise and unforeseen problems will emerge. The Plan's administration must be sufficiently flexible to respond effectively to changing circumstances without losing sight of long range goals. ADMINISTRATION To implement this Plan an Urban Renewal Agency will be created, hereafter referred to as the Downtown Bozeman Improvement District Board, or the IDB. The IDB is responsible for the implementation of this Plan, pursuant to 7-15- 4232 M.C.A.. Specifically, the IDB will: 1) develop plans which implement the vision for the District; 2) review on an ongoing basis the operations and processes of all public agencies to assure that such activities are supportive of the Plan; and 3) advocate and coordinate the complete and full implementation of the Plan. Individuals appointed to the IDB shall have a demonstrated interest in Downtown Bozeman. Pursuant to 7-15-4234, M.C.A., the mayor, by and with the advice and consent of the City Commission, shall appoint the IDB, which shall consist of five voting members. The initial voting membership shall consist of one IDB member appointed for 1 year, one for 2 years, one for 3 years, and two for 4 years. Each appointment thereafter shall be for 4 years. A certificate of the appointment or reappointment of any voting member shall be filed with the clerk of the municipality, and such certificate shall be conclusive evidence of the due and proper appointment of such member. (1) Each voting member shall hold office until his/her successor has been appointed and has qualified. (2) A voting member shall receive no compensation for his/her services but shall be entitled to authorized necessary expenses, including traveling expenses, incurred in the discharge of his/her duties. (3) Any persons may be appointed as voting members if they reside within 18 the municipality. (4) A voting member may be removed for inefficiency, neglect of duty, or misconduct in office. (5) The appointment of voting members shall be ratified annually by the City Commission. A majority of the voting members shall not hold any other public office under the municipality other than their membership or office with respect to the IDB. The powers and responsibilities of the IDB shall be exercised by the members thereof according to adopted bylaws approved by the City Commission. A majority of the voting members shall constitute a quorum for the purpose of conducting business and exercising the powers and responsibilities of the IDB and for all other purposes. Action may be taken by the IDB upon a vote of a majority of the voting members present unless in any case the bylaws shall require a larger number. In addition to the five voting members, the IDB shall be composed of a non- voting membership of not more than seven individuals. The initial non-voting membership shall consist of one IDB member appointed for 2 years, two for 3 years, and two for 4 years. Each appointment thereafter shall be for 4 years. In addition, upon a recommendation of the IDB, the City Commission may appoint 2 additional non-voting members for a term of one year. These individuals must also possess a demonstrated interest in Downtown Bozeman and may represent but not be limited to the following organizations in the community, unless such organization is represented among the voting membership: Parking Commission, Chamber of Commerce, MSU/Museum of the Rockies, Gallatin Development Corporation, Bozeman School District, the City of Bozeman, Gallatin County, and the Downtown Bozeman Association. (1) Each non-voting member shall hold office until his/her successor has been appointed and has qualified. (2) A non-voting member shall receive no compensation for his/her services but shall be entitled to authorized necessary expenses, including traveling expenses, incurred in the discharge of his/her duties. (3) A non-voting member may be removed for inefficiency, neglect of duty, or misconduct in office. 19 (4) The appointment of non-voting members shall be ratified annually by the City Commission. Special committees of the IDB may be appointed by the Chairman for purposes and terms which the IDB approves. Initial administrative staff duties for the IDB will be performed by city staff as available until other funding shall be available from alternate sources and permanent staff hired. The IDB will make every effort to fund its own staff, either by contracting for services with existing public agency staff, contracting for services with a private firm, or hiring a staff. The FY97 work program shall specify the staff arrangement. The IDB may exercise any of the powers specified in 7-15-4233, M.C.A.. ANNUAL WORK PROGRAM, BUDGET, AUDIT, AND EVALUATION The IDB shall prepare an annual work program (AWP) and budget that will list the activities and costs of activities for the coming fiscal year, as well as the method of financing those activities. This program and budget may be amended during the course of the city's fiscal year, in light of funding and program changes. All budgets and revised budgets shall be reviewed and approved by the City Commission. The IDB shall cause to be performed an annual audit conducted in conjunction with the City's audit covering the operations of the IDB in carrying out this Plan. The first such audit shall be completed within ninety (90) days of the close of the first fiscal year following the adoption of this Plan by the City Commission. All such audits shall be maintained as a part of the public records of the City of Bozeman. The IDB shall also provide to the City Commission and the public an annual program evaluation. Such evaluation shall review the Downtown Bozeman Improvement District Plan and the past annual work program and other relevant IDB activities for the year. PLAN AMENDMENT 20 The Plan may be amended in accordance with Montana statute. The City Commission may modify and amend the Plan, including modifications and amendments to designate and approve urban renewal projects to be undertaken pursuant thereto, by enacting an ordinance providing for and setting forth the modification and amendment. No such ordinance shall be adopted until after a public hearing has been conducted thereon and notice of said hearing has been given in the official newspaper once a week for two consecutive weeks preceding the hearing. If the modification or amendment involves the addition or deletion of land from the District, mailed notice shall be given to all persons owning property to be added or deleted at the time and in the manner provided by Section 7-15-4215 (1), M.C.A.. All notices shall provide the information regarding the modification required by Section 7-15-4215 (1), M.C.A.. Nothing herein shall limit or affect the authority of the Commission to undertake and carry out renewal activities on a yearly basis as provided by Section 7-15-4220, M.C.A.. PROPERTY ACQUISITION The IDB will assist and encourage public and private entities to eliminate blight or blighting influences, and strengthen'the City's economy by developing property in the District. However, where necessary, in the execution of this Plan, the IDB is authorized to acquire property in the District in accordance with appropriate federal, state and local law. ACTIONS BY THE CITY The City shall aid and cooperate with the IDB in carrying out this Plan, and shall take all actions necessary to ensure the continued fulfillment of the purposes of this Plan and to prevent the recurrence or spread in the area of conditions causing blight. To assure the purposes of the Plan are fully considered, the City shall obtain and consider the advice of the IDB regarding all development proposals, public works projects, or other matters occurring within or adjacent to the Downtown Bozeman Improvement District area or affecting any aspect of the Plan. Other action by the City may include, but not be limited-to the following: 21 1. Institution and completion of proceedings for opening, closing, vacating, widening, or changing the grades of streets, alleys and other public rights-of-way and for other necessary modifications of the streets, the street layout and other public rights-of-way in the Downtown Bozeman Improvement District area. Such action by the City may include the requirement of abandonment and relocation by the public utility companies of their operations in public rights-of-way as appropriate to carry out this Plan. 2. Institution and completion of proceedings necessary for changes and improvements in publicly-owned utilities within or affecting the Downtown Bozeman Improvement District area. 3. Revision of Master Plan, Zoning requirements, development standards, and regulatory practices to facilitate the execution of principles, policies and implementation actions set forth by this Plan. 4. Performance of the above, and of all other functions and services relating to public health, safety, and physical development normally rendered in accordance with a schedule that will permit the redevelopment of the Downtown Bozeman Improvement District area to be commenced and carried to completion without unnecessary delays. 5. The undertaking and completing of any other proceedings necessary to carry out the provisions of this Plan. 22 FINANCE The programs, projects and administration of the Plan shall be financed from a variety of sources both public and private. Public funds shall in general be used for public improvement projects and the public portions of private development activities. Tax Increment funds will not be used for the direct and exclusive benefit of private property. Private funds and self imposed taxes shall be used for all other purposes. Numerous funding sources will be applied to the implementation of this Plan which in part may include: Private - Grants; dues, for example from the Downtown Bozeman Association; self-imposed taxes, such as Special Improvement Districts or Business Improvement Districts; private investment; and donations. Private Enterprise Assistance Programs - Housing and Urban Development, Small Business Administration, and Community Reinvestment Act financial assistance. Public - Tax increment financing; revenue bonds; City and County general funds; public grants; utility districts; user fees; state-backed, low-interest loans; Montana Department of Transportation; general obligation bonds; Bozeman Parking Commission; tax credits; and enterprise funds. The Planning Committee evaluated the Action Items in the Plan in consideration of potential funding sources appropriate for each Action Item, and suggested the most likely funding sources for each Action Item. Abbreviations are: BID - Business Improvement District, DBA - Downtown Bozeman Association, TIF - Tax Increment Financing (includes Increment.Bonds), SID - Special Improvement District, SWM - Storm Water Management. The list of Action Items and potential funding sources follows: Organization: BID, TIF, City General Fund, Planning Grants; Additional Parking Spaces: Private Investment, SID, TIF, Revenue Bonds, Intercap Loan, Parking Commission; Better Parking Management: BID; Sidewalks, Pedestrian Facilities: SID, TIF, Intercap Loan; 23 Bicycle Accommodation: Private Investment, SID; Traffic Flows: TIF, MDOT Funding, SID; Public Transportation: Public Grants, Enterprise Funds; Control of Main Street: TIF, MDOT Funding; Control of Deliveries: Private Investment, BID, City General Funds; Water, Sewer: SID, TIF, Revenue Bonds, Enterprise Funds; Fire Code*: Private Investment, TIF, SID; Patrols: DBA; Public Restrooms: BID, TIF; Structural Repairs*: Private Investment, TIF; Plaques, Guides: Private Investment, BID; Preservation*: Private Investment, TIF, Public and Private Grants, Private Donations; Commercial Development*: Private Investment, TIF; Additional Living*: Private Investment, TIF, Public Grants; Main Street Appearance*: Private Investment, TIF; Alley Improvements: Private Investment, SID, TIF; Cultural Activities: Private Investment, BID, TIF, Revenue Bonds, Public and Private Grants, Private Donations; Maintain Offices Downtown*: Private Investment, TIF; Zoning, Master Plan: City General Fund, City - County Planning Funds, TIF; Snow Removal: BID, TIF; Creeks and Streams: TIF, Public and Private Grants, SWM, Private Donations; Waste: BID, DBA, TIF; Asbestos*: Private Investment, TIF, Public Grants; Marketing: Private Investment, DBA, BID; Lighting: SID, TIF, Private Donations; Retain Anchors*: TIF. Asterisk indicates that the use of TIF is limited to public projects or the public portion of private projects. Tax Increment Financing will be implemented in accordance with Title VII, Chapter 15, Part 42, Sections 4282-4292, and 4301-4324 M.C.A., except the use of Tax Increment funds shall be limited to public projects or the public portion of private projects. In the event that property taxes are reduced or replaced with some new form of revenue, it is the intent of the Plan to use all available means to adjust the tax base or allow the capture of that portion of the new revenue form 24 necessary to offset the reduced or lost increment. In addition, notwithstanding the provisions of Title VII, Chapter 15, Part 42, Sections 4282 - 4292 and 4301-4324 M.C.A., tax increment payments made to the Tax Increment District after the 11 th year of payments or after the annual tax increment reaches an inflation adjusted $750,000, whichever occurs first, shall be returned to the taxing bodies as such payments would normally accrue to those bodies with the exception that those payments which are pledged to the payment of principal and interest of any outstanding tax increment bond shall remain with the Tax Increment District for the payment of such principal and interest. The cap of$750,000 shall be increased for inflation by a percentage equal to the percentage increase in the Consumer Price Index for all Urban Consumers - All Items (Source: U.S. Department of Labor, Bureau of Labor Statistics) from July 1995 to July in the year under consideration. The Board shall not issue any tax increment bonds later than the year following either the 11 th year of payment or after the tax increment reaches an inflation adjusted $750,000, whichever occurs first. The provisions of this paragraph shall be accomplished by separate interlocal agreement between the City, County, and School District. The IDB will annually develop a program and budget to be reviewed and adopted by the City Commission. During this procedure, specific actions will be proposed in detail for community review. This process will allow maximum community input to further the redevelopment interests of the community and to evaluate past actions of the IDB. 25 GETTING STARTED FIRST YEAR ANNUAL WORK PROGRAM INTRODUCTION Initiating the implementation of the Downtown Bozeman Improvement District will require skillful leadership, ample opportunity for citizen participation, and the personal commitment of each member of the Improvement District Board. Demands for concrete action will be high, but funds will be limited. Community interest will be significant. All parties will be encouraged to be solution-oriented in their participation. In short, the first year will be a period filled with challenges - but even greater opportunities. The program, time line, responsibility statements and cost estimates set forth below shall serve as a guide to the District Board and to the several agencies that will be asked to help move this vital Public\Private Partnership forward. WORK PROGRAM City Fiscal Year 1996 Calendar Quarter/Yr. Proarammed Actions Responsibility Cost 1995 3rd Finalize Urban Renewal Plan URSC & staff Items combined 3rd Publicize and present Plan to community URSC & staff $5000 3rd Review and recommendation CCPB 3rd Develop three year planning/budgeting cycle URSC & staff 3rd-4th Secure planning/ assessment funds URSC/DBIDB $5000 4th Public Hearing CC 4th Administrative Staff/Consultant DBIDB & staff decisions 26 City Fiscal Year 1996 Calendar Ouarter/Yr. Programmed Actions Responsibility Cost 1996 1 st-2nd Physical Concept Plan and Program DBIDB & Consultant $50,000 1 st Public Safety Assessment and Plan CF/P & Consultant $10,000 1 st Sewer/Water Assessment & Plan CPW & Consultant $5,000 1 st Parking Management Study CPC & Consultant $10,000 1 st Marketing Plan DBA $5,000 1 st DBID Financial Program Development DBIDB & staff 2nd AWP Funding Options Assessment and Plan DBIDB & staff & others $5,000 TOTAL $95,000 ABBREVIATIONS URSC Urban Renewal Study Committee CCPB City-County Planning Board Staff City Staff DBID(B) Downtown Bozeman Improvement District (Board) CC City Commission Consultant Independent Consultant meeting Plan criteria CF/P City Fire and Police Departments CPW City Public Works Departments CPC City Parking Commission DBA Downtown Bozeman Association AWP Annual Work Program 27 PROGRAMMED ACTION DISCUSSION 1 . Finalize Urban Renewal Plan Draft - URSC & staff Complete the Downtown Bozeman Improvement District Plan draft for review by the public, the City-County Planning Board, and the City Commission. 2. Publicize and present Plan to community - URSC & staff Conduct a public review and input session 3. Public Hearing - CCPB In conjunction with the CCPB review of the Plan, a public hearing may be held at the discretion of CCPB 4. Develop three year planning/budgeting cycle - URSC & staff Prepare AWP three-year budget forecast 5. Secure planning/ assessment funds - URSC/DBIDB A transitional element from the Planning Committee to the Improvement District Board - identify and secure funding to accomplish the tasks identified in this AWP 6. Public Hearing - CC Conduct the mandated hearing on the Plan 7. Administrative Staff/Consultant decisions - DBIDB & staff Plan implementation responsibilities for completion of the AWP and secure the necessary staff/funding to accomplish 8. Physical Concept Plan and Program - DBIDB & Consultant 28 Prepare an Urban Design Plan for the Downtown Bozeman Improvement District 9. Public Safety Assessment and Plan - CF/P & Consultant Prepare a plan for fire code compliance within the DBID, including the installation of dedicated water supply as required. 10. Sewer/Water Assessment & Plan - CPW & Consultant Review existing assessments of water and sewer facilities within the DBID, and revise or evaluate more specifically as warranted. Review for coordination with water supply requirements for fire code compliance. 11 . Parking Management Study - CPC & Consultant Evaluate options and recommend approaches to maximize value of parking facilities within the DBID. Review Organization of parking management and promotion, Effectiveness of existing parking, both on and off-street, as well as evaluating facility needs. 12. Marketing Plan - DBA DBA will develop a coordinated marketing plan for the downtown. 13. DBID Financial Program Development - DBIDB & staff Develop financial programs to assist in DBID redevelopment efforts. 14. AWP - Funding Options Assessment and Plan - DBIDB, staff & others 29 APPENDIX A ORDINANCE 1409 A-1 ORDINANCE NO. 1409 AN ORDINANCE OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, ADOPTING AN URBAN RENEWAL PLAN FOR PORTIONS OF THE DOWNTOWN BOZEMAN AREA. WHEREAS, the Bozeman City Commission did, on the 6th day of March, 1995, adopt Resolution No. 3046, declaring that blighted areas exist within the municipality and that the rehabilitation, redevelopment, or a combination thereof, of such area or areas is necessary; and WHEREAS, the Bozeman City Commission appointed an Urban Renewal Planning Committee to prepare an urban renewal plan; and WHEREAS, the Urban Renewal Planning Committee has prepared a proposed Urban Renewal Plan; and WHEREAS,the Bozeman City-County Planning Board has found the proposed Urban Renewal Plan to be in conformance with the 1990 Bozeman Area Master Plan Update, the adopted comprehensive plan for the Bozeman Planning jurisdiction; and WHEREAS, the Bozeman City Commission did,on the 6th day of November, 1995, conduct a public hearing to consider the proposed Urban Renewal Plan. NOW THEREFORE, BE IT ORDAINED BY THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA: SECTION 1: That the Urban Renewal Plan, attached hereto as Exhibit "A", is hereby adopted. SECTION 2 - REPEALER. All resolutions,ordinances,and sections of the Bozeman Municipal Code and parts thereof in conflict herewith are hereby repealed. SECTION 3 - SEVERABILITY. If any provisions of this ordinance or the application thereof to any person or circumstances is held invalid, such invalidity shall not affect the other provisions of this ordinance which may be given effect without the invalid provision or application and,to this end, the provisions of this ordinance are declared to be severable. SECTION 4 - EFFECTIVE DATE. This ordinance shall be effective thirty (30) days after final adoption as provided by law. PASSED by the City Commission of the City of Bozeman, Montana on first reading this 6th day of November, 1995. J N VINCEN Mayor ATTEST: (?.z/ j jaw ROBIN L. SULLIVAN Clerk of the Commission PASSED, ADOPTED and FINALLY APPROVED by the City Commission of the City of Bozeman, Montana on second reading this 20th day of November, 1995. w J VINCENT, Mayor ATTEST: ROBIN SULLIVAN Clerk of the Commission APPROVED AS TO FORM: t/ . PAUL J. LUWE City Attofney URBAN RENEWAL DISTRICT BOUNDARY Beginning at the southeast corner of Block D, Tracy's 3rd Addition to the City of Bozeman, Montana; thence easterly along the north right-of-way line of Lamme Street a distance of 384-feet to the southwest corner of Block B of said Tracy's 3rd Addition; thence southerly along the east right-of-way line of Grand Avenue a distance of 200-feet to the north line of the alley in Block B, Tracy's 2nd Addition to the City of Bozeman; thence easterly along the north line of the alleys in Blocks B and A of said Tracy's 2nd Addition a distance of 668-feet to the west right-of-way line of Tracy Avenue; thence northerly along said west line of Tracy Avenue a distance of 140-feet to the northeast corner of Block A of said Tracy's 2nd Addition; thence northerly a distance of 60.3-feet to the southeast corner of Lot 3 of the amended plat of Block A of said Tracy's 3rd Addition; thence northerly along the east line of said Lot 3 a distance of 50.7-feet; thence easterly a distance of 53 . 8-feet to the southwest corner of Block M of Original Townsite, City of Bozeman; thence easterly along the north right-of-way line of Lamme Street a distance of 377-feet to the southwest corner of Block L of said Original Townsite; thence southerly along the east right-of-way line of Black Avenue a distance of 210-feet to the southwest corner of Lot 22 , Block H, of said Original Townsite; thence easterly along the north line of the alleys in Blocks H and I of said Original Townsite a distance of 895-feet to the west right-of-way line of Rouse Avenue; thence northerly along said west line of Rouse Avenue a distance of 210. 1-feet to the southeast corner of Block K of said Original Townsite; thence easterly along the north right-of-way line of Lamme Street a distance of 494.2- feet to the southwest corner of Block 2, Babcock and Davis Addition to the City of Bozeman; thence southerly along the east right-of- way line of Church Avenue a distance of 380-feet to the southwest corner of Block H, Rouse's Addition to the City of Bozeman; thence easterly along the north right-of-way line of Mendenhall Street a distance of 892-feet to the southwest corner of Block 32, Northern Pacific Addition to the City of Bozeman; thence southeasterly along the north right-of-way line of Mendenhall Street a distance of 237.6-feet to the southeast corner of said Block 32, Northern pacific Addition; thence easterly a distance of 71-feet more or less to the southwest corner of Block 33 of said Norther Pacific Addition; thence southwesterly along the east right-of-way line of Broadway Avenue a distance of 370. 1-feet more or less to the southwest corner of Block 30 of said Northern Pacific Addition; thence southeasterly a distance of 94 .2-feet more or less to the northwest corner of Lindley Park; thence southerly along the westerly line of Lindley Park a distance of 313.5-feet; thence westerly along the Lindley Park property line a distance of 250- feet to a point on the east right-of-way line of vacated Ida Street; thence S 00045105" W along said east line of vacated Ida Street a distance of 684-feet, to the south right-of-way line of vacated Curtiss Street; thence S 89013147" W along said south line of vacated Curtiss Street a distance of 133 .77-feet; thence S 23010138" W a distance of 39.01-feet; thence S 37019125" W a distance of 125. 80-feet; thence S 17001159" W a distance of 47.36- feet; thence S 32052138" W a distance of 95.44-feet; thence S 23059125" W a distance of 39.99-feet to a point on the east line of Block F, Rouse's 2nd Addition to the City of Bozeman; thence S 00004123" E along said east line of Block F of Rouse's 2nd Addition a distance of 366.58-feet; thence S 89013153" W along the south line of said Block F of Rouse's 2nd Addition a distance of 120- feet; thence S 00009125" W along the east line of vacated Wallace Avenue a distance of 295.24-feet to a point on the north line of Electric Heights Addition to the City of Bozeman; thence S 89059150" W along said north line of Electric Heights Addition a distance of 381.17-feet; thence S 35024106" W a distance of 119.61- feet to a point on the east right-of-way line of Church Avenue_; thence northerly along said east line of Church Avenue a distance of 385.48-feet more or less to the south line of Block E of said Rouse's 2nd Addition; thence N 89013153" E along said south line of Block E, Rouse's 2nd Addition a distance of 168. 10-feet; thence N 37042144" E a distance of 53 .96-feet to a point on the west line of the alley in said Block E, Rouse's 2nd Addition; thence S 00000141" W along said west alley line a distance of 42.24-feet; thence N 89013153" E a distance of 25-feet; thence N 00000141" E along the east line of said alley in Block E, Rouse's 2nd Addition, a distance of 302. 18-feet; thence N 89013135" E along the line common to Lots 31 and 30, Block E, Rouse's 2nd Addition, a distance of 164 .97-feet to a point on the west right-of-way line of Wallace Avenue; thence northerly along said west line of Wallace Avenue a distance of 1020-feet to the northeast corner of Block A of said Rouse's 2nd Addition; thence westerly along the south right-of-way line of Babcock Street a distance of 392-feet to the northwest corner of said Block A of Rouse's 2nd Addition; thence southerly along the east right-of-way line of Church Avenue a distance of 170-feet; thence westerly a distance of 210-feet to a point on the east line of the north/south alley in Block A, Harper's Addition to the City of Bozeman; thence northerly along said east line of the north/south alley in Block A, a distance of 10-feet; thence westerly along the south line of the east/west alley in said Block A of Harper's Addition a distance of 244-feet to the east right-of- way line of Rouse Avenue; thence southwesterly a distance of 58.8- feet to a point on the west right-of-way line of Rouse Avenue, said point being 150-feet north of the north right-of-way line of Olive Street; thence westerly along a line 150-feet north of and parallel to the north line of Olive Street a distance of 521-feet to the east right-of-way line of Bozeman Avenue; thence westerly 57-feet to a point on the west right-of-way line of Bozeman Avenue, said point being 51-feet north of the northeast corner of Lot A of Certificate of Survey No. 490; thence along the southerly property line of the property currently owned by Bozeman Elks Lodge No. 463 the following metes and bounds: westerly 37-feet, southerly 1.5- feet, westerly 138. 67-feet, southerly 12 . 5-feet, and westerly 118 . 86-feet to a point on the east right-of-way line of Black Avenue; thence westerly a distance of 58-feet to a point on the west right-of-way line of Black Avenue; thence northerly along said west line of Black Avenue a distance of 164-feet to the south right-of-way line of Babcock Street; thence westerly along said south line of Babcock Street a distance of 1055.98-feet to the east right-of-way line of Grand Avenue; thence southerly along said east line of Grand Avenue a distance of 360-feet to the south right-of- way line of Olive Street; thence westerly along said southerly line of Olive Street a distance of 621-feet to the west right-of-way line of Fourth Avenue; thence northerly along said west line of Fourth Avenue a distance of 382 .5-feet to the south right-of-way line of Babcock Street; thence westerly along said south line of Babcock Street a distance of 405-feet more or less to the west right-of-way line of Fifth Avenue extended; thence northerly .along said west line of Fifth Avenue a distance of 336-feet to the northeast corner of Block E, Story's Addition to the City of Bozeman; thence northeasterly a distance of 91. 6-feet more or less to the southeast corner of Block E, Tracy's Addition to the City of Bozeman; thence northerly along the west right-of-way line of Fifth Avenue a distance of 160-feet; thence easterly along the north line of the alley in Block D of said Tracy's Addition a distance of 338- feet to the southwest corner of Lot 34 of said Block D of Tracy's Addition; thence northerly along the west line of said Lot 34 a distance of 191-feet more or less to a point on the north right-of- way line of Mendenhall Street; thence easterly along said north line of Mendenhall Street a distance of 252-feet to the west right- of-way line of Third Avenue; thence northerly along said west line of Third Avenue a distance of 360-feet to the southeast corner of Block D of Tracy's Third Addition to the City of Bozeman, the point of beginning. APPENDIX B DISTRICT DESCRIPTION AND MAP A-2 u uuI -{ LN��' L7th-i S. 6t Av N. 5th Ave Cn LL [0 =S. 3 Awe. cn r— co Grand Ave. a [V:ilson Ave. 3 U) cn Cn Trac Ll nomnU7 o10: 0 S. Black Ave. E IMJ Bozeman Ave. 1 0 Undle PI. .' Rou e Av ■ hurch Ave L mk I �F allace Av VIM wM0% No SCALE ero CITY OF BOZEMAN URBAN RENEWAL DISTRICT November 1995 Downtown Neighborhood Plan Advisory Committee Meetin ,Npt7s;from October 9, 2008 Do WntowN Attending: Bobby Bear, Paul Burns, Brian Caldwell, Chris Saunders, Chris Naumann ■ After brief introductions, the group reviewed the DNP Overview. ■ Brian Caldwell informed the group that his company ThinkTank Designs is currently working on two downtown projects: the commercial space at the parking garage and the site just east of East Main Trading adjacent to Lindley Park. He asked if the group saw this as a conflict of interest. The agreed it was not, in fact, voiced that having a committee member(s) currently undertaking new development and redevelopment projects would provide valuable perspective. ■ Chris Naumann outlined the advisory committee objectives and discussed the different options for proceeding with selecting a consultant or consultants. Chris Naumann informed the committee that he and the Planning Department would finalize a Professional Services Agreement between the City of Bozeman and the Downtown Bozeman Partnership. The group agreed that targeting a short predetermined list of firms with a Request for Qualifications would be a logical first step. • Chris Naumann had prepared a list of 6 consultants that were either local or had previous experience with Bozeman projects. Chris Saunders suggested that LMN Architects and WGM Group be added to the short list. Bobby Bear recommended that we include a wider range of Bozeman architects so as to give those vested in downtown the opportunity to respond. Chris Naumann said he would expand the list and send an updated version to the committee via e-mail. • The group also agreed that sending out the RFQ no later than Monday with a submittal deadline of October 22 would produce responses from those firms truly interested in the project. • The group then discussed the proposed content of the DNP. Interest was expressed in achieving a greater level of detail regarding downtown issue than is generally found in the Bozeman 2020 Plan. Brian said that he would like to see specific UDO changes recommended so that the vision actuated policy change. Chris Saunders added that it will be important that each issue was examined in context of the other rather than as an isolated topic. --continued-- Downtown Neighborhood Plan Advisory Committee Meeting Notes October 9,2008 ■ The often-mentioned question was posed: Where exactly is downtown? How do you geographically define downtown? The group discussed how the BID, TIF and B3 boundaries all differ. The group surmised: the eastern edge is most clearly defined by Broadway and Lindley Park; the northern and southern boundaries are delinieated by the neighborhoods and therefore by Mendenhall and Babcock or Lamme and Olive to an extreme; and the western edge of downtown is the most problematic. All agreed that this will be a key question to answer during the planning process. ■ Chris Naumann put forth the notion that perhaps due to budget constraints; we may need to prioritize the content objectives/deliverables in order to complete the most important components. Other could be completed as a second phase. The group acknowledged that it will need to have such discussions with the consultants. The committee also suggested that the priority of content could be determined during early stakeholder/citizen meetings. • The committee sketched out the following timeline: o October 13 Request for Qualifications from selected consultants o October 22 RFQ Submittal Deadline o October 23 Advisory Committee Meeting: RFQ review o November 6 Advisory Committee Meeting: Finalize RFP materials o November 7 Request for Proposals from consultant finalists o November 20 Advisory Committee Meeting: RFP grading tools o December 5 RFP Submittal Deadline o December 11 Advisory Committee Meeting: RFP Submittal Review Meeting adjourned. DOWNTOWN BOZEMAN PARTNERSHIP 224 EAST MAIN STREET BOZEMAN,MONTANA 59715 p.406.586.4008 f.406.586.3882 www.historichozeman.com Downtown Neighborhood Plan Advisor Committee Y Meeting Notes from October 9, 201 DoWin owN Attending: Bobby Bear, Paul Burns, Brian Caldwell, Chris Saunders, Chris Naumann w After brief introductions, the group reviewed the DNP Overview. • Brian Caldwell informed the group that his company ThinkTank Designs is currently working on two downtown projects: the commercial space at the parking garage and the site just east of East Main Trading adjacent to Lindley Park. He asked if the group saw this as a conflict of interest. The agreed it was not, in fact, voiced that having a committee member(s) currently undertaking new development and redevelopment projects would provide valuable perspective. ■ Chris Naumann outlined the advisory committee objectives and discussed the different options for proceeding with selecting a consultant or consultants. Chris Naumann informed the committee that he and the Planning Department would finalize a Professional Services Agreement between the City of Bozeman and the Downtown Bozeman Partnership. The group agreed that targeting a short predetermined list of firms with a Request for Qualifications would be a logical first step. ■ Chris Naumann had prepared a list of 6 consultants that were either local or had previous experience with Bozeman projects. Chris Saunders suggested that LMN Architects and WGM Group be added to the short list. Bobby Bear recommended that we include a wider range of Bozeman architects so as to give those vested in downtown the opportunity to respond. Chris Naumann said he would expand the list and send an updated version to the committee via e-mail. • The group also agreed that sending out the RFQ no later than Monday with a submittal deadline of October 22 would produce responses from those firms truly interested in the project. ■ The group then discussed the proposed content of the DNP. Interest was expressed in achieving a greater level of detail regarding downtown issue than is generally found in the Bozeman 2020 Plan. Brian said that he would like to see specific UDO changes recommended so that the vision actuated policy change. Chris Saunders added that it will be important that each issue was examined in context of the other rather than as an isolated topic. --continued-- Downtown Neighborhood Plan Advisory Committee Meeting Notes October 9,2008 • The often-mentioned question was posed: Where exactly is downtown? How do you geographically define downtown? The group discussed how the BID, TIF and B3 boundaries all differ. The group surmised: the eastern edge is most clearly defined by Broadway and Lindley Park; the northern and southern boundaries are delinieated by the neighborhoods and therefore by Mendenhall and Babcock or Lamme and Olive to an extreme; and the western edge of downtown is the most problematic. All agreed that this will be a key question to answer during the planning process. ■ Chris Naumann put forth the notion that perhaps due to budget constraints; we may need to prioritize the content objectives/deliverables in order to complete the most important components. Other could be completed as a second phase. The group acknowledged that it will need to have such discussions with the consultants. The committee also suggested that the priority of content could be determined during early stakeholder/citizen meetings. ■ The committee sketched out the following timeline, o October 13 Request for Qualifications from selected consultants o October 22 RFQ Submittal Deadline o October 23 Advisory Committee Meeting: RFQ review o November 6 Advisory Committee Meeting: Finalize RFP materials o November 7 Request for Proposals from consultant finalists o November 20 Advisory Committee Meeting: RFP grading tools o December 5 RFP Submittal Deadline o December 11 Advisory Committee Meeting: RFP Submittal Review Meeting adjourned. DOWNTOWN BOZEMAN PARTNERSHIP 224 EAST MAIN STREET BOZEMAN,MONTANA 59715 fell p.406.586.4008 f.406.586.3882 www.historichozemaii.com AGENDA Downtown Neighborhood Plan Advisory Committee Meeting 12:00 pm Thursday, November 6th Gallatin Room—City Hall 1 . Review SOQ Evaluations and Scores 2. Select RFP recipients 3. Revise RFP Materials Schedule ■ October 13 Request for Qualifications from selected consultants ■ October 22 RFQ Submittal Deadline ■ October 23 Advisory Committee Meeting: RFQ review ■ November 6 Advisory Committee Meeting: Finalize RFP materials ■ November 7 Request for Proposals from consultant finalists ■ November 20 Advisory Committee Meeting: RFP grading tools ■ December 5 RFP Submittal Deadline ■ December 11 Advisory Committee Meeting: RFP Submittal Review ■ December 18-19 RFP Consultant Interviews ■ January 8 Advisory Committee Meeting: Consultant Selection ■ January 12-16 Contract Negotiations ■ January 15 Advisory Committee Meeting: Contract Review ■ January 19 Project Start Date Downtown Neighborhood Plan Advisory Committee Meeting Notes from October 23, 2008 DoAbtowN Attending: Bobby Bear, Brian Caldwell, Ileana Indreland, Chris Naumann The group began the meeting by discussing the name "Downtown Neighborhood Plan". In the past weeks, Chris indicated that several members of the downtown BID and TIF boards were confused that the DNP was a residential plan rather than one encompassing the entire downtown district. Everyone agreed that the word "neighborhood" was viewed as strictly "residential". After discussing several alternatives, the group chose "2009 Downtown Bozeman Improvement Plan". It was mentioned that the year could be replaced by the word "update", but the year clearly differentiates this plan from the 1998 Downtown Bozeman Improvement Plan. Next, Chris announced which firms had submitted responses to the RFQ: Bitnar, CTA, LMN, Makers, WGM Group, and Winter. Chris then distributed a draft SOQ evaluation worksheet. Ileana voiced her opinion that any firm responding to our RFQ is qualified and she didn't feel comfortable dismissing any of them from the RFP process. The group agreed that each committee member should "grade" each submittal in order to familiarize themselves with each firm and identify any glaring deficiencies. The weight of each criteria was adjusted per the group's discussion. Chris said he would revise the worksheet and e-mail it to the committee later in the day. The committee then began a lengthy discussion about the RFP and project timeline. Chris pointed out that he has numerous RFP documents from other downtown organizations ranging from 8 to 18 pages. The group acknowledged that the RFP needed to be very specific so that the proposals are in turn specific. Chris said he would draft an RFP and send to the committee a week in advance of the November 6t" meeting. The focus of the November 6t" meeting will be to revise the RFP. The final discussion of the meeting focused on the public component of the planning process. Brian shared his frustrations with the Bozeman 2020 Plan public meeting process noting that it was long, drawn out and poorly attended. Brian also mentioned that some consultants try to substantiate their preconceived recommendations through the public meeting process. The group agreed that there should be one open public meeting at the beginning of the process and a second open public meeting once the draft of the plan has been released for review. Chris expressed interest in having additional stakeholder meetings between the consultants and 1) the downtown boards; 2) the property owners; and 3) the business owners. Ileana wants to ensure that the meeting process is streamlined so as not to waste people's time and rack up consultant expenses. Ileana added that she thinks we can get a great plan for $8,000 to $10,000. --continued-- Downtown Neighborhood Plan Advisory Committee Meeting Notes October 9,2008 ■ The group then drafted the following project timeline: o Project Start Date January 15, 2009 o Public and Stakeholder Meetings 1 month 1/15-2/15 o Draft Plan Preparation 3 months 2/15-5/15 o Draft Review and Public Meetings 1 month 5/15-6/16 o Final Plan Preparation 1 month 6/15-7/15 o Prosect Completion Date July 15, 2009 Total Project Timeline 6 months Meeting adjourned. Advisory Committee meeting and tasks timeline: o October 13 Request for Qualifications from selected consultants o October 22 RFQ Submittal Deadline o October 23 Advisory Committee Meeting: RFQ review o November 6 Advisory Committee Meeting: Finalize RFP materials o November 7 Request for Proposals from consultant finalists o November 20 Advisory Committee Meeting: RFP grading tools o December 5 RFP Submittal Deadline o December 11 Advisory Committee Meeting: RFP Submittal Review DOWNTOWN BOZEMAN PARTNERSHIP 224 EAST MAIN STREET BOZEMAN,MONTANA 59715 i p.406.586.4008 f.406.586.3882 www.historicbozemon.com