CITY OF HAMILTON, MONTANA DOWNTOWN MASTER PLAN. Submitted By:

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1 CITY OF HAMILTON, MONTANA DOWNTOWN MASTER PLAN Submitted By: June 10, 2014

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3 City of Hamilton, Downtown Master Plan 1 PLAN OVERVIEW AND SUMMARY Planning Process Master Plan Organizational Structure Key Elements INITIATIVES FOR ACTION 1. Business Vitality 2. Promotion and Image Building 3. Design ORGANIZING FOR ACTION Organizational Structure Initiatives Funding APPENDICES 51 i

4 City of Hamilton, Downtown Master Plan IN ACKNOWLEDGMENT For the volunteer time and commitment of the following participants Project Steering Committee Dennis Stranger, City of Hamilton, Special Projects Manager Albert Mitchell, Bitterroot Valley Chamber of Commerce Russ Lawrence, Hamilton Downtown Association Larry Strate, Coldwell Banker Bob Whalen, 1st Security Bank Pete/Jenny Siefert, Bitterroot Drug Alan Ford, Ford s Department Store Jenny West, Local Entrepreneur Bunny Robbins, Robbins on Main Nichole/Tim, Bitterroot Brewery Mary Marsh, Bella Boutique Claire Kemp, Bella Boutique City Staff Jerry E. Steele, Mayor, City of Hamilton City Council of Hamilton Dennis Stranger, City of Hamilton, Special Projects Manager Consulting Team Mary Bosch, Marketek Sandy Fischer, Fischer Bouma Partnership Jeff Bouma, Fisher Bouma Partnership Pauline Ruegg, Marketek ii

5 City of Hamilton, Downtown Master Plan Plan Overview 1. Plan Overview PLANNING PROCESS The City of Hamilton contracted with Marketek and Fischer Bouma to prepare a downtown master plan as directed by the City s 2008 Growth Policy Update. The Master Plan provides a strategic and practical game plan for strengthening downtown Hamilton as the economic and cultural heart of the community. The three part planning process during January May 2014 included: 1. Documentation of existing conditions to determine issues, opportunities and trends, 2. Community outreach with nearly 600 individuals participating in surveys, focus groups and/or town hall meetings, and 3 Preparation of a strategic action plan to implement the key recommendations for success, the body of this report. The Existing Conditions and Community Outreach reports are separate documents available on the City s website. The Action Plan is organized by four categories: 1.Business Vitality; 2. Promotion and Image Building; and 3. Design. A fourth category, the final chapter of the plan addresses how the City and community can organize to implement the proposed actions. Within each of these categories, various initiatives are presented with detailed action steps. Actions also include a recommended timeline for getting started, partners and an estimate of budget or resource requirements. 1

6 City of Hamilton, Downtown Master Plan Plan Overview Project Steering Committee and Priorities A citizen advisory committee and the Hamilton City Council directed the plan to help: develop key plan concepts, define important actions and organize for implementation. They directed the consultants to ensure the plan addresses the following: 2 > > Develop a gateway treatment and safe pedestrian access at Highway 93 and Main Street intersection > > Increase customer foot traffic locals and visitors > > Determine the right business mix and target businesses > > Address parking concerns around time and space available > > Understand how to fill vacancies > > Create a marketing plan to encourage locals to Think About Hamilton First > > Focus on the best opportunities for downtown success MASTER PLAN Downtown Assessment With input from the advisory committee, community stakeholders and site visits, the consultants prepared an assessment of downtown Hamilton s key assets, challenges and opportunities to help create a foundation for plan concepts. Highlights of the analysis appear in Figure 1. Spatial Framework The Spatial Framework diagram located in Figure 2 on page 4 proposes an underlying structure for the physical elements of the plan. Although the city s zoning is flexible allowing most uses to occur in any downtown zoning district, the urban design framework serves as a guide for development and provides an orderly basis for public and private investments. With existing uses as a base, the Master Plan recommends a series of districts and clustering of uses (see Figure 3) including: > > Retail in the first 3-4 blocks of Main Street > > Cultural and Educational/Civic uses focused south and east of the retail district > > Services and Entertainment uses north of the Retail Core > > Medical and Professional uses at the west end of Main Street The plan also recognizes major pedestrian and vehicle corridors and gateways. > > The intersection of Main Street and Highway 93 will be the primary gateway to the downtown. > > Near term, a plaza with public art is recommended; longer term there may be an opportunity to develop a larger park and green space. > > Secondary gateways should eventually be developed at Pine and Ravalli Streets. > > 4th and 7th Street are recommended as primary North/South pedestrian and bicycle connections with tree lined streets; potentially these streets can support an historic walking tour.

7 Figure 1: SWOT Analysis Summary Assets Challenges Opportunities ORGANIZATIONAL Existing organizations working to improve/promote downtown Committed, diverse group of leaders Some existing funding for revitalization efforts BUSINESS DEVELOPMENT Locally owned, diverse independent businesses Restaurant and arts clusters Growing customer markets & strong corporate community Active upper story space & downtown residents Business/sales are on uptick Quality farmers market PROMOTION AND MARKETING Strong physical identity/sense of place as business district Successful events that focus on having fun downtown Arts & preservation community Bitterroot Valley Tourism finalizing brand for campaign PHYSICAL DESIGN Strong existing authentic character & striking setting Walkable scale Surrounded by neighborhoods Residents value heritage, environment, and culture Recent streetscape improvements Activity generators in place City of Hamilton, Downtown Master Plan Plan Overview Multiple organizations serve downtown, creating confusion about who does what Limited resources Vacancies in downtown core Local customer base has below average income, slower growth, & higher median age Higher asking rents perceived Market oversupplied in many retail categories Lack of high speed internet may impede tech-oriented business Commercial sprawl on Hwy 93 Lack of consistent business practices (hours, promotions) Businesses must serve a diverse market Directional signage to downtown is weak Flexible zoning allows many uses in different places Hwy 93 is a barrier to accessing east side commercial uses Inappropriate alterations compromise historic buildings Few outdoor gathering spaces Activity generators (schools, rec facilities, etc) leaving core Parking often hard to find Encourage Hamilton Downtown Association to lead revitalization of downtown Use Main Street model Master Plan prioritizing action steps that build on assets Retain/grow existing businesses & attract new ones to fill vacancies based on Retail Market Analysis Pop-up, short term leases Year-round local producer market in downtown space Relocate college downtown Hotel or motel redevelopment as hostel or boutique hotel Strong demand for rental housing/expanded housing Promote downtown retail/ dining with existing & new events to increase sales Retail promotions to ring cash registers Develop a brand & promotion program that sells experience Bike tourism is growing & Hamilton is well situated Define districts to reinforce character Create more detailed design guidelines to preserve character Improve character of Hwy 93 gateway entry into downtown Improve wayfinding signage & provide more physical connections across Hwy 93 Develop education & technical/ design programs to support historic buildings 3

8 City of Hamilton, Downtown Master Plan Plan Overview Figure 2: Downtown Hamilton Spatial Framework 4

9 City of Hamilton, Downtown Master Plan Plan Overview Figure 3: Downtown Hamilton Districts 5

10 City of Hamilton, Downtown Master Plan Plan Overview The character of the downtown will be enhanced by several actions including: > > Improved maintenance of lights, planters, and trees > > Installation of public art and additional historic preservation > > Improvement to building façades and signage > > Introduction of artistic wayfinding signage, colorful banners, and landscaping of new curb extension ORGANIZATIONAL STRUCTURE The City s vision for the Master Plan is not of a City plan but rather a community plan with the responsibility and benefits of implementation shared among a broad range of partners and supporters. Stakeholders identified include downtown property and business owners and residents of Hamilton, the Bitterroot Valley Chamber of Commerce, Downtown Hamilton Association and the Hamilton Downtown Business Improvement District. To effectively manage Master Plan implementation, all downtown stakeholders must work together under one unified organization and message: A New Partnership for Downtown Success. To ensure a collaborative and sustained effort, it is recommended that the Hamilton Downtown Association adopt and transition toward the Main Street model. An important aspect of the Main Street program is a broad base of support well beyond main street businesses to include tourism, historic, civic and arts organizations as well as the City, major employers, utilities, schools and others. The figure below (Figure 4) depicts the proposed organization structure for plan implementation with detailed recommendations provided in Chapter 3. Figure 4: Proposed Organizational Chart Hamilton Downtown Association (a Main Street Program) Board of Directors/ Organization Committee Program Manager ( position expanded to 1/2 time) Sets direction, promotes mission and vision, supports staff and volunteers, identifies funders and partners, and manages overall work and budget PROMOTION COMMITTEE DESIGN COMMITTEE ECONOMIC VITALITY COMMITTEE CLEAN & SAFE COMMITTEE (DHBID) 6 Markets a unified, quality image of the business district as the center of activities, goods and services to retailers, shoppers, investors, and tourists Creates an attractive, coordinated, and quality visual image of the downtown by capitalizing on its unique assets and heritage Develops a marketing strategy to improve retail mix, build a stronger tax base, increase investor confidence, and define stable role for downtown as a major component of the economy Enhances cleanliness and safety of the downtown to improve physical appearance, attract more visitors, and assist tourists in wayfinding

11 City of Hamilton, Downtown Master Plan Plan Overview KEY ELEMENTS The Action Plan is organized by the key elements of: Business Vitality, Promotion and Image Building, Design, and Organizing for Action with key initiatives, action steps, partners, budget and a recommended timeline for each. Additionally, each action is categorized as either a Project, Policy, or Program: a Program is an organized and ongoing plan of action to accomplish a long term goal; a Project is a short term, one time endeavor, often including a capital improvement; a Policy includes principles, rules, or guidelines created and adopted by government organization. The matrix below provides a snapshot of the plan recommendations (use page references for detailed description of action steps). Note where no budget is include, dedicated staff and volunteer time was assumed. In some instances, the variables and details of a project need careful definition prior to arriving at a budget estimate and the cost is simply noted as TBD, To Be Determined. Figure 5: Action Summary Matrix Action Priority Rating Timeline for Initiation Cost Range (est.) Project Policy Program Page # PROGRAM ELEMENT 1: BUSINESS VITALITY Initiative 1: Business Retention and Expansion 1.1 Create Business Assistance Team (BAT) High 3rd Qtr 14 X Monthly business walkabouts High 3rd Qtr 14 X Develop talking points/summary handouts High 3rd Qtr 14 X Report back to BAT/identify next steps Med. 3rd Qtr 14 X Follow up with business survey participants Med. 3rd Qtr 14 X Track activity and results of above actions Med. 3rd Qtr 14 X 13 Initiative 2: Property Marketing 2.1 Complete vacant property database High 4th Qtr 14 X One-on-one meetings w/ property owners High 4th Qtr 14 X Fill empty storefronts with window displays Med 4th Qtr 14 X Match vacant spaces to specific store types Med 1st Qtr 14 X 15 Initiative 3: Business Attraction 3.1 Organize Business Attraction Team High 1st Qtr 15 X Create collateral materials/tools High 1st Qtr 15 $2,000 X Actively recruit entrepreneurs for program Med 1st Qtr 15 X Develop campaign targeting retailers High 2nd Qtr 15 $1,500 X Develop referral database High 1st Qtr 15 X Develop business incentives Med 1st Qtr 15 TBD X Manage business development process Med 2nd Qtr 15 X Measure progress and results of work Med 1st Qtr 15 X 17 PROGRAM ELEMENT 2: PROMOTION and IMAGE BUILDING Initiative 1: Image Development 1.1 Generate positive media coverage Med 4th Qtr 14 X Small Business Saturday PR campaign High 4th Qtr 14 $1,000 X Develop signature culinary/arts campaign High 4th Qtr 14 $5,000 X Community celebration/marketing blitz Low 4th Qtr 15 $1,000 X Create restaurant link on website/facebook Med 4th Qtr 14 X 19 7

12 City of Hamilton, Downtown Master Plan Plan Overview Action Priority Rating Timeline for Initiation Cost Range (est.) Project Policy Prog. Page # PROGRAM ELEMENT 2: PROMOTION and IMAGE BUILDING, continued Initiative 2: Expanded Event Calendar to Drive Traffic Downtown 2.1 Evaluate and enhance current events High 3rd Qtr 14 $500 X Add downtown community event Med 1st Qtr 14 $2,000 X Add one visitor market event Med 4th Qtr 14 $1,500 X Explore Main St. resources on events Low 1st Qtr 15 X 20 Initiative 3: Increased Retail Promotions 3.1 Add retail promotions High 3rd Qtr 14 $500 X Employee marketing campaign Low 2nd Qtr 15 $500 X Create special holiday promotion High 3rd Qtr 14 $2,000 X Track and measure results of promotions Med. 3rd Qtr 14 X 21 Initiative 4: Promotion Tools and Materials 4.1 Update HDA website/enhance marketing High 3rd Qtr 14 $2,000 X Create downtown merchant guide High 3rd Qtr 14 $2,000 X Promotional materials for restaurants Med 4th Qtr 14 $1,500 X Conduct quarterly merchant training Med 1st Qtr 15 X 22 PROGRAM ELEMENT 3: DESIGN Initiative 1: Enhanced Gateways, Pathways, and Wayfinding 1.1 Install iconic art at Main/93 gateway High 4th Qtr 14* $507,700 X Improve historic district signage along 93 Med 1st Qtr 15 X Install street trees/re-establish tree canopy Low 2016 X Explore public art grants Med 2nd Qtr 15 X Approach donors for funding sources Med 2nd Qtr 15 X 24 Initiative 2: Character Enhancement and Preservation 2.1 List & prioritize simple maintenance tasks High 3rd Qtr 14 X Establish Arts Board Committee/Foundation Low 4th Qtr 15 X Enhance historic preservation efforts Med 1st Qtr 15 X Improve wayfinding throughout downtown Low 4th Qtr 15 $6,000 X Encourage site improvements Low 4th Qtr 15 X X Design/install light pole banners Med 3rd Qtr 15 $6,000 X Form Technical Assistance Bank High 4th Qtr 14 X 28 Initiative 3: Land Use and Urban Design Guidance and Policies 3.1 Use spatial framework as guide for dvpt High 3rd Qtr 14 X Focus retail along Main Street High 4th Qtr 14 X Develop design guidelines for downtown Med 4th Qtr 15 $0 - $15,000 X Retain education focus of downtown Med 3rd Qtr 14 X Adopt landscape code/signage code Hwy 93 Low 4th Qtr 15 $0 - $15,000 X 31 * Time line for initiation for design projects indicates when planning/design would being and not installation 8

13 City of Hamilton, Downtown Master Plan Plan Overview Action Priority Rating Timeline for Initiation Cost Range (est.) PROGRAM ELEMENT 3: DESIGN, continued Project Policy Program Page Initiative 4: Opportunity Sites and Uses 4.1 Review and assess opportunity sites High 3rd Qtr 14 X Monitor unstable/short term uses High 3rd Qtr 14 X Relocate/introduce new uses downtown Med 3rd Qtr 14 X 32 Initiative 5: Parking 5.1 Manage parking to increase convenience High 3rd Qtr 14 $9,800 X Amend parking code to address supply Med 4th Qtr 14 X Research fee-in-lieu parking policy Low 4th Qtr 14 X Build public parking lots Low 4th Qtr 15 X 34 PROGRAM ELEMENT 4: ORGANIZING FOR ACTION Initiative 1: Strong and Unified Downtown Organization 1.1 Reframe HDA as Main Street organization High 3rd Qtr 14 X Merge DHBID and HDA as single entity High 3rd Qtr 14 X Refocus Steering Committee as board High 3rd Qtr 14 X Identify top organizational partners High 3rd Qtr 14 X Main Street community workshop High 3rd Qtr 14 X Utilize Main Street benchmarks Med 4th Qtr 14 X 40 Initiative 2: Staff Capacity 2.1 Expand job description of HDA staff High 4th Qtr 14 $15,000 X Organize student internships with College Med 1st Qtr 15 X Apply for Americorp/VISTA worker Med 4th Qtr 14 $10,000 X 41 Initiative 3: Expanded Volunteer Base 3.1 Ramp up with 6 active members/committee High 4th Qtr 14 X Identify specific tasks for volunteers High 4th Qtr 14 X Host fun volunteer recruitment event Med 4th Qtr 14 $200 X System for keeping volunteers engaged Med 4th Qtr 14 X Track volunteer hours/recognize efforts Med 4th Qtr 14 X 42 Initiative 4: Diversified Downtown Funding 4.1 Re-align existing HDA/DHBID budgets High 3rd Qtr 14 X Prepare budget High 3rd Qtr 14 $250 X Draft fund raising strategy High 3rd Qtr 14 X X Map out schedule of fund raising High 3rd Qtr 14 X 43 TOTAL POTENTIAL MASTER PLAN BUDGET $573,500 - $603,500 # It is assumed that the Action Plan will kick off in the early fall (middle of the 3rd quarter of FY 2014 to the beginning of the 4th quarter of FY 2014) in order to build on the momentum generated from the master planning process and public outreach. 9

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15 City of Hamilton, Downtown Master Plan Initiatives for Action 2. Initiatives for Action INTRODUCTION Downtown Hamilton is the core commercial, civic, cultural and social center of the City of Hamilton. Its success directly supports and encourages industrial and other major employers because it demonstrates the community s commitment to business and quality of life factors. As such, it is critically important that a broad cross section of stakeholders and partners be engaged in taking action toward downtown s vibrancy. The Master Plan s Initiatives for Action section is based on the Existing Conditions analysis, Community Outreach efforts, guidance from the Steering Committee and City Council, and consultant findings. The action steps are organized by three categories: Business Vitality, Promotion and Image Building and Design. Each of the elements includes a summary of its importance to downtown, several key initiatives or strategies (see chart below), detailed action steps, a recommended time line for getting started, partners, and an estimate of budget or resource requirements. Implementation of the actions is directly linked to creating a new partnership organization using the Main Street model for downtown revitalization which is delineated in the last section of the Master Plan. 11

16 City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality BUSINESS VITALITY This section of the action plan addresses how to organize to help existing businesses succeed, attract new business and engage/encourage property owners to envision and work toward a strong unified business district. Keep in mind that keys to an economically vital business district must incorporate the following principles and activities: > > Plan for concentrating and clustering retail in a defined area (1st 4th Streets) to attract more shoppers and increase sales. (See Appendix A for Business Clustering Guidelines) > > Pro-actively work to retain business and civic anchors and expand other uses that will increase foot traffic downtown (e.g., housing, lodging, relocation of the College, additional employers) > > Promote existing business and competitive assets (restaurant cluster, arts cluster) together with Hamilton s opportunities for retail growth 1. Business Retention and Expansion Why Important? Satisfied and successful local businesses have a substantial impact on small town economies. Small businesses in general account for 70% of all new jobs, and local entrepreneurs often open multiple stores in downtowns. These entrepreneurs are often the best sales people for recruiting new business as well. As one Hamilton business survey respondent noted: Downtown Hamilton has a very supportive small business community. Our strength is independent businesses that are unique and diverse. Action Steps 1.1 Broaden the existing HDA Recruitment Committee scope to include business assistance and expansion, sometimes called a Business Assistance Team (BAT). Or, if there are enough volunteers to go around, form two sub committees of at least 5-6 individuals each. See the Getting to Work on Business Vitality from the April 9 workshop in Appendix B to identify key candidates. 1.2 Divide the group and make assignments for business visitation or walkabouts. The goal is to connect with the business owners on a monthly basis to share information, hear from them, and get them engaged. Each BAT member should build a rapport with at least 6-8 business owners. These business visits are informal and should last up to 15 minutes. 1.3 Create talking points or common questions related to the following and refresh on a regular basis: > > Summary handouts addressing Retail Market Study Opportunities and Downtown Master Plan > > Upcoming events and promotions and how to take advantage of them to increase sales, if appropriate > > How business is doing; concerns or opportunities > > Specific needs and interests (finance, hiring, expansion, marketing) and follow-up and referral 12

17 City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality 1. Business Retention and Expansion, continued Action Steps > > Information-gathering on investments (physical, staff, inventory, etc) and successes/accomplishments > > Information about and interest in district management topics like employee parking, expanded parking time limits, and extended store hours > > Ideas for joint marketing and cooperative marketing campaigns 1.4 Report back to the BAT with feedback, questions and follow-up needed, without disclosing confidential information. Identify education and technical assistance opportunities and make a plan to address. 1.5 Follow up immediately with business survey participants who expressed interest in more information or in assistance with identified needs. 1.6 Track activity and results (# of visits monthly, key issues resolved, referrals made, services provided and amount of private investment occurring as well as business success stories for promotion) Partners or Collaborators Time line Chamber, Ravalli County Economic Development, City, Small Business Development Center 3rd Qtr 2014 and ongoing Budget $0 13

18 City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality 2. Property Marketing Why Important? Market opportunity and market-ready properties go hand in hand to create business district vitality. Market-ready properties are appropriated sized, readily occupied, commercial space in the right location for a reasonable asking price. Independent specialty shops generally seek small square footages usually 500 sq. ft. to 2,500 sq. ft. National retailers may need several thousand square feet and designated parking spaces, which is often why they choose highway locations. In downtown Hamilton, two other often mentioned property-related concerns include above average asking rents and the negative impression of vacant buildings. Land uses and vacancies create gaps in activity along Main Street. Clustering synergistic uses, filling vacancies and creating attractive window displays is recommended. The priority action steps that follow take into consideration these issues. Action Steps 2.1 Complete the property database of vacant downtown commercial properties begun by the consultants. See Appendix C. Focus first on inventorying vacant properties in the core retail/restaurant areas. Determine which ones are ready for occupants. Determine what work needs to be done to make key properties retail-ready. See Appendix D for a sample property database form. From this, prepare and keep up-to-date an Available Properties list on the HDA website. 2.2 Meet one-on-one with owners of vacant properties (or by phone for out of town owners) to share information on going rents, average asking prices, and the vacancy rate. > > Ask about their plans for their property (sell, lease, improve, hold) and their interest in assistance with marketing it. > > Update property owners about the Downtown Master Plan, the Retail Market Analysis, the expanding downtown organization, and the vision for a concentration of retail in a three-block area downtown and other important topics to demonstrate active downtown management. > > Ask about their interest in short term, discounted pop-up leases that might host special events (Job Fair) or give entrepreneurs or a collective of start-ups the chance to reach a bigger market during the busy summer season or at holiday shopping time (Winter Fair). > > Share information about the Empty Storefront Display Initiative (pending) and ask property owners about their willingness to work with volunteers to enliven the storefront windows. 2.3 Fill empty storefronts in strategic locations with window displays of local art, school clubs, nonprofits, your business here creative signs or merchandise suggesting a proposed business location. This is a short term measure while actively marketing properties for long term leases. This is already happening in a small number of storefronts downtown and is an easy way to draw attention to key properties and convey the impression of life and activity. One business owner knows a volunteer with a talent for window displays who will help design them. To formalize the outreach and initiative, utilize the Agreement/Information forms that appear in Appendix E. 14

19 City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality 2. Property Marketing, continued Action Steps Partners or Collaborators Time line 2.4 Cross match key vacant properties in the retail core to specific store types and tenants, creating site-specific business location targets for the Main Street retail core. This effort will support business clustering efforts and should be shared with brokers, property owners and all those promoting downtown s vision. Chamber, DHBID, realtors 4th Qtr 2014 and ongoing Budget $0 Sample Vacant Property Searchable Database 15

20 City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality 3. Business Attraction Why Important? Retailers and retail developers are always on the lookout for new locations and market opportunities. Hamilton must create awareness of its dynamic marketplace and build top-of-mind awareness with brokers and other stakeholders both in the Bitterroot Valley, in Missoula, and beyond. As noted in the Existing Conditions Report, Hamilton has a growing employment base, visitor and 2nd home owner market, and trade area population base. Residential and commercial building permitting is on the rise compared to the last 5 years. The retail market area has a sales leakage of $51 million/annually which corresponds to very good potential for expanding the retail base. With over 450 customers completing the shopper survey some key target businesses emerged including: casual and recreation apparel, shoes, bakery, yogurt shop, entertainment, day spa, arts and crafts supplies, and fresh healthy food/market. Action Steps 3.1 Organize a Business Attraction Team under the Business Vitality Committee that will focus on sales and marketing (external and internal to Hamilton), packaging business cases and connecting to referral sources and prospects. 3.2 Create simple collateral materials/tools to use in business attraction including business-friendly section of website with Business Targets & Property Listings ; one page handout: Why locate downtown?; business testimonials from survey; Master Plan executive summary; downtown map. 3.3 Facilitate and actively recruit entrepreneurs to a Entrepreneur Business Bootcamp or Connections program held in a vacant downtown storefront. Entrepreneurs can be recruited from the Farmer s Market, the Bitterroot College, the Ravalli County Economic Development organization, and Chamber contacts. The program should focus on business education, mentorship, and connections to investors/crowd funding tools. Some communities have formalized entrepreneur programs, e.g., NxtLevel Training, Best Business Plan Awards with low/no cost rent for period of time. 3.4 Develop one or more pro-active campaigns targeting established retailers serving a prime business niche opportunity, e.g., day spa, recreation apparel. The campaign may include mailings, phone calls, one-on-one contact, third party outreach, hosted site visits, targeted marketing materials, and related activities. A simple marketing message may help frame materials: Downtown Hamilton Open for Your Business! A sample campaign is provided in Appendix F for attracting an apparel tenant in Canby, Oregon. 3.5 Develop a referral database of Key Referral Contacts--leading realtors/ brokers, small business resource providers and community and business leaders. Share information about the market study findings, types of businesses most appropriate for downtown, and information on the Downtown Master Plan. Develop a schedule of electronic communications and events to keep the group informed about store openings, business expansion, key activities, and accomplishments (this could be part of a Downtown Happenings e-newsletter). Consider short presentations of the Master Plan and market study goals to organizations of key business leaders such as the Chamber and Rotary. 16

21 City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality 3. Business Attraction, continued Action Steps 3.6 In conjunction with Retail Campaign, develop a few incentives to get interest of prospects. These could range from rent subsidies to discounted advertising. Enticements with a $ amount attached attract the greatest attention. Appendix G shares an example from Brush, Colorado. 3.7 Actively manage the business development process. Like all good sales efforts, the devil is in the details of managing the prospect pipeline and following through on the needs and interests of serious business people in a timely fashion. Use the Prospect Tracking Form (Appendix H - handout from April 9 workshop). Create a simple electronic database/file to track leads. 3.8 Measure the progress and results of the Downtown Hamilton Business Vitality work that demonstrates positive impacts for organized effort. Data may include: jobs, employment, private/public investment, businesses recruited/retained, special events/ promotions, traffic counts, retail impacts, etc. Demonstrating success is critical to encouraging investment in downtown and the Main Street Program and to lay the foundation for future funding. See Appendix B for sample tracking form. Partners or Collaborators Time line Budget Chamber, Coaching Club (Young Entrepreneurs Club), realtors, MAPS Media Institute 1st Qtr 2015 and ongoing $3,500 for website assistance, color printing, and retail campaign Sample Marketing Campaigns 17

22 City of Hamilton, Downtown Master Plan Initiatives for Action Promotion + Image Building PROMOTION AND IMAGE BUILDING The most inviting, well-maintained and smartly tenanted shopping districts must continuously work hard to promote the image and promise that they offer to the shoppers they seek to serve. In considering its unique offerings, Downtown Hamilton needs to reflect on its current image and marketing, the diverse characteristics and interests of both local shoppers and visitors, its unique assets to promote, and the most effective strategy to create more foot traffic and a positive image. To be clear, many aspects of image are tied to downtown s physical development from entry signs and flower baskets to historic buildings and street trees. This section of the action plan, however, focuses on ways to influence what downtown stands for in the customer s mind through events, promotions, customer experience and marketing communications. 1. Image Development Why Important? Throughout the planning process several people commented that Hamilton (and Ravalli County) may not have a very positive image in the region or beyond. This is tied in part to negative media coverage and local politics which unfortunately by association will be linked to downtown. The Master Plan effort and follow through provide one of many opportunities to begin to reposition the way the market views Hamilton. Downtown needs to stay focused on its key lure for those visiting the Bitterroot Valley or for the year round Missoula market within easy reach. Businesses and shoppers offered a number of strong positions of the identity they would like to see downtown portray. The key themes can serve as a guide for marketing and public relations and included: > > Chic mountain town, with vibrant, friendly restaurants > > A mix of what we love: western, outdoor adventures, informal, beautiful. Real people. > > Authentic, Eclectic, artsy, quaint > > Hip river community with rich cultural history > > Cultural center of the valley > > We are educated and cosmopolitan > > Downtown Hamilton is THE PLACE where people, commerce and the arts connect. Action Steps 1.1 Transform perceptions of Hamilton/Ravalli County in the region (and state) by working to generate positive media coverage through a regular schedule of press releases covering positive events or stories re: new business and community investment, visitor activities, new collaboration and partnership (e.g. through the Master Plan, etc.) This activity is above and beyond work of tourism organizations to bring visitors to Hamilton as a destination. 1.2 Participate fully in Small Business Saturday, November 30, 2014 kicking off a PR campaign featuring downtown entrepreneurs using a simple storyline such as the one shared during Master Planning process: I believe in Downtown. Hamilton or I am Downtown Hamilton. Alternately, declare one week of the year (when both visitors and locals are in town) as Hamilton Entrepreneur Week and intensify the marketing blitz. 18

23 City of Hamilton, Downtown Master Plan Initiatives for Action Promotion + Image Building 3. Image Development, continued Action Steps 1.3 Think big and be bold in promoting downtown s dining (17) and arts (10) establishments to help shape downtown s image as a hip, lively destination. Develop a Culinary + Arts signature campaign that offers a calendar of events, activities and promotions throughout the first half of 2015 that can be directly connected to the Valley s visitor marketing efforts. Host a meeting with food/arts business owners and farmer s market vendors to discuss this initiative and the program, size/scale, schedule, organization and PR and marketing. Market widely to nearby population centers starting with Missoula and then Anaconda, Butte, Helena. Work to connect with travel and food writers to get as much free publicity as possible. Sample ideas include: > > Downtown Hamilton Restaurant Week Special offer 3 course meals Winter 2015 (See Appendix K) > > Dinner discounts with Hamilton Performing Arts Center events > > Farm to Table meals by local farm suppliers and prepared by rotating local chefs in the park, by the river, after the farmer s market > > Chef Demonstrations at Farmer s Market, at Daly Days, arts events or in restaurants > > Cooking classes on special topics: e.g., Healthy Eating-Cooking > > Organized promotions for Valentine s Day, Easter, Mother s Day, Graduation events > > Wine and beer tasting > > Cooking events related to local fish and other fresh foods > > Progressive dinners at 5 downtown restaurants each serving one course > > Dessert Tasting Events > > Weekend culinary/lodging/event packages for out of towners to explore this hip and beautiful small town 1.4 In anticipation of a new gateway at Highway 93/Main Street and as an example of a positive story, plan and publicize a community celebration/ ribbon cutting and Welcome to Hamilton blitz. Correlate this important beautification effort with the citizen s strong interest expressed for this improvement in the planning process. 1.5 Create a restaurant link on the Hamilton Downtown Association website/ Facebook page that has specials of the week, menus featured, recipes, news and information. Partners or Collaborators Time line Budget Newspaper, Chamber, Arts and Culture, Historical Museum 4th Qtr 2014 and ongoing $7,000 min, for collateral materials; exact budget TBD 19

24 City of Hamilton, Downtown Master Plan Initiatives for Action Promotion + Image Building 2. Expanded Event Calendar to Drive Traffic to Downtown Why Important? Special events are designed to create a sense of liveliness in the district, build community and provide a safe, inviting atmosphere for people/families to have fun. They include seasonal events, historical festivals, holiday activities and related. They generally are not designed to generate retail sales but they are critically important for creating a positive feeling and increasing awareness of and interest in downtown. Downtown Hamilton has a number of successful events that fall into this category Daly Days, Art in the Park, Christmas Parade of Lights and summer music in the park. First Friday may be part-community event and part-retail promotion. The Farmer s Market was frequently mentioned in the Shopper Survey as assets. Yet more events could be added to the calendar during the non-summer seasons to help promote downtown as the center of the community. Action Steps 2.1 Evaluate the current events to identify what s working and what needs improvement and ways to enhance existing activities e.g., can a Best Holiday Window contest be added to Christmas activities downtown? Be sure to assess First Friday as many individuals noted that it needs rethinking in order to make this a success. 2.2 Add one downtown community event in (Trick or Treat on Main Street? Costume Contest? Winter snow event). See the list of ideas that Hamilton residents shared during Master Planning process. For other ideas see a sample event calendar in Appendix L. 2.3 Add one visitor market event in 2015 that brings customers from out of town into downtown. Strong interest was expressed in capitalizing on touring cyclists on the transcontinental bike route, the Transamerica, that runs through Hamilton. The 2013 analysis of opportunities and needs of cyclists completed by the University of Montana is a great place to start in evaluating what downtown Hamilton could package to draw an event or another reason to attract visitors to stop downtown. Partners or Collaborators Time line 2.4 Take advantage of Main Street affiliation by exploring the wealth of resource information and tools regarding promotion and events on the National Main Street Center website. Marketing Committee, civic organizations, downtown businesses 3rd Qtr 2014 and ongoing Budget $4,000 minimum- marketing materials; TBD 20

25 City of Hamilton, Downtown Master Plan Initiatives for Action Promotion + Image Building 3. Retail Promotions Why Important? Retail/business events are specifically aimed at ringing cash registers by both rewarding and strengthening relationship with existing customers and attracting new and different customers to businesses. These promotions include special event tie-ins, category merchandise promotions (food, apparel, etc.), lunchtime promotions and cooperative advertising, to name a few. Marketing and promotion was a top interest of Hamilton businesses as noted on the Business Owner Survey completed for the Master Plan. Action Steps 3.1 Brainstorm with the Marketing/Promotion Committee a list of ways to add one or two retail promotions to the calendar each year over the next 3 years. Restaurant promotions were identified in the prior section, but the downtown as a whole should seek to benefit from other promotions. Make a list of the biggest events that draw out of towners, e.g. County Fair, other events at the Fairgrounds, ball tournaments, etc. Develop a flyer of discount coupons or value-added offerings to be promoted to this market that would bring people downtown before or after events. 3.2 Consider an Employee Marketing Campaign. Could special promotions and enticements be developed with Hamilton s large employers (GSK, Rocky Mountain Lab, Hospital) to lure these well-paid customers downtown more frequently. E.g., Can lunch time specials, deliveries, or discounts be provided? Can First Friday include monthly business specials? Can frequent shopper rewards to provided? 3.3 Create a special promotion for the holidays - the busiest shopping season. During November - December, many downtowns focus on joint promotions that include gift cards (with extra dollars added for large amounts purchased) and Jingle Bucks purchases to encourage local spending. See Grinnell, Iowa s model program for over a dozen ways to bring people downtown: Track and measure results of all promotions. Send a short follow-up e-blast to downtown businesses asking about customer traffic and sales generated and insights and recommendations for next time. Partners or Collaborators Time line Newspaper, Chamber, Tourism BID, business sponsors, County (Fairgrounds), schools, recreation organizations 3rd Qtr 2014 and ongoing Budget $3,000 21

26 City of Hamilton, Downtown Master Plan Initiatives for Action Promotion + Image Building 4. Promotion Tools and Materials Why Important? Downtown s image and ability to attract customers are directly tied to its marketing and promotion tools as well as event tactics. The most influential and important tools are electronic (website/ Facebook page) and a simple Business Directory. Action Steps 4.1 Update the Hamilton Downtown Association website to drive all customers and Main Street volunteers there to learn about business, HDA activities/ events, meetings, etc. To make the site useful to shoppers and visitors, consider listing ALL downtown businesses but highlighting members in a special way. Create and populate the Facebook page (referenced but not active) with regular updates on business happenings, weekly events, key messages, etc. These are crucial marketing tools for both customer and business attraction. Recruit one or two volunteers who do nothing but maintain the website and Facebook pages. Consider reaching out to a college student or a 20-something resident who may be able to quickly and adeptly get the results needed. 4.2 Create a simple Downtown Merchant Guide. An easy to read, simple but colorful tri-fold map and merchant guide for downtown Hamilton that includes a walking map identifying business locations is an essential marketing tool, especially useful to visitors. Create it with an easy to edit software program so updates can readily be made and printed. Keep copies in central locations and high traffic businesses. Any directory produced for downtown should include information on parking resources and policies 4.3 Prepare a restaurant Rack Card (1/3 size of 8x11) or flyer. Create a simple promotion handout to distribute at hotels, at the Fairgrounds/events with out of town visitors, at Chamber/City Hall, to nearby employers, at the library, and other strategic locations. Restaurants appeal to all markets and will bring people into the downtown providing exposure to other businesses there. See sample in Appendix M. Partners or Collaborators Time line 4.4 Conduct quarterly training for downtown merchants on key topics related to getting, keeping and growing customers. Maybe this is a breakfast round table or an after work wine and cheese event held within a downtown store. Review topics identified by businesses in the business survey and ask businesses for other pressing subjects they want to cover. Examples include: Using Social Media, Top 5 Rules of Excellent Service, Effective Customer Rewards Programs, Developing Common Downtown Store Hours. Invite guest speakers, focus on real problem solving and keep it fun. Chamber, Tourism BID, marketing/advertising professionals 3rd Qtr 2014 and ongoing Budget $5,500 22

27 City of Hamilton, Downtown Master Plan Initiatives for Action Design DESIGN The physical design of downtown contributes to the health and vitality of both the City and downtown. The arrangement of uses as well as the design of the public realm - streets, walks, plazas and parks - should be legible and attractive and support community activities. Well-designed and appealing streets and public places will attract visitors and investors. Downtown must be a destination; the community center for culture, commerce, and community events. Located not more than a mile from any location within the city limits, downtown Hamilton s physical environment has many assets. The historic fabric is largely intact and businesses are vibrant. Other assets include adequate parking, unique shops and restaurants, residential uses, uses in upper levels, good infrastructure, and a new park. There are also many opportunities for improvement. Currently, the entrances/ gateways to downtown are not memorable or inviting and should be improved to become more iconic and alluring. The street furniture, landscaping, and light poles are not unique, memorable, or well maintained. Better maintenance, more color and artistic details will add interest and character. 1. Enhanced Gateways, Pathways, and Wayfinding Why Important? Downtown businesses and community institutions rely on both local and tourism dollars to sustain jobs and the economy. The average daily traffic volumes on Highway 93 are over four times the volume of traffic on Main Street. More attractive gateways and improved wayfinding may entice travelers to visit the community and the historic district. The primary gateway is at the intersection of Main Street and Highway 93. The plan recommends making this gateway more memorable and iconic. Secondary vehicular gateways are proposed along Highway 93, including the intersection of Ravalli and Pine and Highway 93. Further north, Adirondak is another entry point off of Highway 93 proposed for a gateway. Attractive, well defined, and landscaped non-motorized corridors may entice more residents to walk or bike to town. Furthermore, these corridors can serve as the framework for historic walking tours. Additionally, property owners located east of 93 have requested improvements to connect businesses on each side of the highway. The Chamber, which is staffed and welcomes and orients visitors to the community and downtown, is also located on the east side of Highway 93 and should be better connected. Action Steps 1.1 Create a project plan to install iconic feature/public art features at Main and 93 Gateway. The initial installation could be on Chamber property near the intersection of Highway 93 and Main Street. Wall reliefs are proposed for the blank walls on Safeway and the Bank, with property owner approval (see sketches following). Another idea is a Big Fish in the Bitterroot sculpture. Work with the Chamber on planning and fundraising since such a project will benefit the entire community 1.2 Improve the standard Historic District Signage along Highway 93 in coordination with MDT. Existing signs are faded and not legible. Long term consider more prominent signage similar to Stevensville. 1.3 Work with Parks Department to install street trees and re-establish canopy along main pedestrian corridors through State urban forestry grants for tree planting. Prioritize and reestablish 4th and 7th Streets as tree lined corridors to enhance pedestrian connections to nearby neighborhoods. 23

28 City of Hamilton, Downtown Master Plan Initiatives for Action Design 1. Enhance Gateways, Pathways, and Wayfinding, continued Action Steps Partners or Collaborators Time line Budget 1.4 Explore public art grants. Determine interest in arts organization in assisting with fundraising and implementation. Crowd-source funding may be a good match for raising funds for public art. 1.5 Approach service clubs and other potential donors to contribute to funding of the Gateway Plaza or elements included within (benches, trees, art, pavement, special pavement). City Parks Department, City and State Transportation, arts organizations, private donors or foundations, EDA, service organizations and the Chamber Initiate planning and fundraising in 4th Qtr 2014 and ongoing Gateway Plaza/Public Art (not including relief wall) - $500,000 (see Appendix N for more detailed breakdown of cost); $7,500 for art relief wall Proposed Wall Relief: Upper - Bank/Lower - Safeway 24

29 City of Hamilton, Downtown Master Plan Initiatives for Action Design Figure 6: Proposed Entry Gateway (Intersection of Main Street and Hwy 93) 25

30 City of Hamilton, Downtown Master Plan Initiatives for Action Design Other Actions to Consider: 1. Expand primary gateway to include a larger green space and park for programmed activities if property can be acquired. In the interim, clean up the properties, remove weeds, and encourage landscaping. 2. Improve crosswalks at intersection with Highway 93 to enhance appearance and pedestrian safety perhaps with pavement lights to improve safety and/or decorative crosswalks. Coordinate with Highway Department. Redesign of East Main as multi-modal street is underway by City and Montana DOT. 3. Create design and prepare plans for secondary gateways, with help of consultants. 4. Consider amending landscape code and development standards for Highway 93. Over time, stricter landscape requirements will improve the appearance of the state highway corridor. 5. Consider amending signage code and development standards for Highway 93. Over time, as properties redevelop, stricter requirements will improve the appearance of the state highway corridor. Iconic Features - Relief Wall/Public Art at Gateway/Improved Streetscape w/ More Landscaping 26

31 City of Hamilton, Downtown Master Plan Initiatives for Action Design 2. Character Enhancement and Preservation Why Important? People decide where to live, vacation, do business, retire, invest and spend money in large part based on what places look like. First impressions are created when visitors travel through a community. The character of the streets-often referred to as streetscape conveys a sense of community values and priorities. First viewed from Highway 93, downtown Hamilton struggles to look inviting or distinct given the prevailing character and suburban, chain store uses along the auto-oriented corridor. In contrast, the setting and natural environment is spectacular. The gateway improvements proposed along Highway 93 will be distinct and are intended to lure people to visit the historic district and businesses on both sides of the highway. Once travelers and residents have been lured into downtown, the character of the streetscape will contribute to them enjoying their visit and encourage return visits and referrals to others. Action Steps 2.1 Conduct a downtown walk about to list and prioritize simple tasks focused on clean up, maintenance of existing lights and planters, repair, and painting of facades. Consider adding seasonal interest to flower pots. Some communities accomplish this in very creative ways using very inexpensive materials (see examples photos following). 2.2 Establish an Arts Board Committee or Foundation to advance public art and events as an economic development and placemaking strategy in downtown and the larger community. Coordinate closely with existing county and regional organizations. 2.3 Make Historic Preservation a community priority by working with State Historic Preservation Office to become a Certified Local Government with State of Montana and gain access to state funds ($3,000 - $5,000 potential) and education resources. Update the already completed historic district registrations to capture additional resources. Student interns with oversight of an experienced architect or planner could complete this work. Additional actions that could be pursued include: > > Sponsor a community education event addressing historic preservation > > Work with Museum to develop a historic building & district walking tour > > Survey the most important historic buildings and other elements of the built environment in Hamilton and determine whether any are at risk. If so, develop a strategy to encourage their protection. 2.4 Improve way finding throughout downtown to assist both tourists and intown visitors. Near-term, a well-designed map/brochure could be developed. Mid-term, a series of artist inspired kiosks could be introduced on the street and the map displayed on one side and events advertised on the other side (see example below). 2.5 Encourage Investment by private property owners in site improvements including sidewalk cafes. In order to encourage this, the City will need to develop policies supporting this action, as well as an approval process. 2.6 Design a series of light pole banners that will add color and character to the street, perhaps incorporating the theme of fish. These could tie to a marketing theme. 27

32 City of Hamilton, Downtown Master Plan Initiatives for Action Design 2. Character Enhancement and Preservation, continued Action Steps Partners or Collaborators Time line Budget 2.7 Form a Technical Assistance Bank by recruiting local architects, engineers, and graphic designers, including experts in historic preservation. The role of this group will be to assist existing and potential property owners and businesses with assessing feasibility and costs of new uses, historically appropriate improvements to facades and signage. HDA should engage knowledgeable people who can help educate staff and help ensure improvements are historically accurate and meet state and federal standards. HDA should develop and maintain a list of resources that can provide assistance to property-owners including an index of designers and fabricators/craftsmen. Design Committee, property and business owners, DHBID, public art and culture advocates, City and Montana Transportation Department, Arts and Culture Board/ Foundation (TBD), local designers approached for technical assistance bank, architectural, engineering, landscape and graphic design schools Initiate planning and fundraising in 4th Qtr 2014 and ongoing Way Finding Kiosks- two at $6,000 each for a total of $12,000; Planters - potential to adopt a pot ; Banners - $150 each to fabricate and install 24 (excludes artwork) for $6,000 total; bike racks $750 each - total budget for bike racks TBD, not included in current summary budget Other Actions to Consider: 1. Longer term, a full signage and way finding system plan and signage standards could be developed 2. Improve intersections by capturing street pavement at intersection for more pedestrian oriented uses through construction of curb extensions and incorporation of landscaping, public art and simple way finding. This can be funded with transportation funds, as a City capital project, and/or downtown funds for maintenance and landscaping. 3. Consider establishing a program to recognize business and property owners for contributions to the physical appearance of downtown. The program might address creative window displays, signage, and façade improvements. 4. Engage artists in temporary displays of public art downtown. Some communities have been successful in sponsoring temporary exhibitions and purchasing a few for permanent exhibitions (see Lake Oswego s Gallery without Walls 28

33 City of Hamilton, Downtown Master Plan Initiatives for Action Design Examples of Public Art Encourage Development of Sidewalk Cafes Perspective View of New Gateway/Wayfinding Features 29

34 City of Hamilton, Downtown Master Plan Initiatives for Action Design Examples of Wayfinding Kiosk/Signage and/or Banner Themes Examples of Inexpensive Planters/Baskets - Have Fun With it! 30

35 City of Hamilton, Downtown Master Plan Initiatives for Action Design 3. Land Use and Urban Design Guidance and Policies Why Important? The City s land use regulations and development standards are quite flexible and should remain so to encourage investment. The planning process revealed that the downtown would benefit from a framework plan that clusters uses and provides guidance for locating new and existing businesses. Specifically the plan recommends retail uses be clustered along the first 3-4 blocks along Main Street. The most appropriate location for other uses/clusters are suggested in the spatial framework plan (see Figure 3). The City s adopted design guidelines influence the form and character of new development. The guidelines are recommendations and not regulatory requirements. Currently, there is a single set of design guidelines for the entire community. The community is eager to retain the distinctive and historic character of downtown, and has requested new development demonstrate landscape and environmental sensitivity. A set of guidelines tailored specifically to the more urban and historic character of downtown is recommended. More stringent landscape and signage guidelines could be incorporated as part of this update to improve the character of the gateway and corridors over time without the expense of a large capital improvement project. The parking code is very suburban and puts the historic fabric and form at risk. Parking code revisions are discussed in the Parking Initiative on page 33. Action Steps 3.1 Retain flexibility of existing land use code and refer to the spatial framework diagrams included in this plan to encourage new and existing businesses to locate in most appropriate/ synergistic locations (see Business Vitality: Property Marketing, Action 2.3). 3.2 Focus retail along Main Street in the first 3-4 blocks (see Business Vitality Introduction). 3.3 Develop unique design guidelines for downtown to address higher density and more urban form. Amend parking code (see Action Step 5.2). 3.4 Retain the education focus of downtown e.g., Recruit Bitterroot College to downtown, work with School District to understand key factors affecting retention of schools downtown and identify mitigating steps. 3.5 Adopt landscape code and more restrictive signage code along highway 93. Overtime, this will transform the character of the corridor. Partners or Collaborators Time line Budget School District, Bitterroot College, property owners, realtors, City Collect data on opportunity sites 3rd Qtr 2014; refine Design Guideline 4th Qtr 2015; amend Codes 4th Qtr 2015 Tailored Design Guidelines - $15,00 to develop simple guideline and form based code; $15,000 signage/landscape guidelines for Highway 93 31

36 City of Hamilton, Downtown Master Plan Initiatives for Action Design 4. Opportunity Sites and Uses Why Important? Downtown historically was the commercial center of the community. With the introduction of commercial along highway 93, regional competition, and the internet downtown needs to reinvent. The vision is downtown as a destination; the center of community, culture and commerce (with a focus on local and independent businesses). Entertainment and a quality public realm are essential to realizing the vision of downtown as a destination. There are many opportunities to build upon the assets and improve the economic vitality, attractiveness, visitor experience and appearance of downtown. There are several underutilized and vacant properties on and near Main Street and within the downtown. The planning process also identified a number of uses and user groups that are well suited to downtown. Action Steps Partners or Collaborators 4.1 Review and assess opportunity sites to identify priorities for development. Collect data on the opportunity sites and work to fill vacancies with appropriate uses. Sites include: > > Vacant properties on Main Street > > Dowling Block-Potential Arts Center > > Theatre > > Vacant land located across from Museum-Potential Tiny Hotel 4.2 Monitor uses that may not be stable or long term > > Post Office Museum > > Schools (Strategic Planning is underway) > > Parking and car lots at Main and Highway Look for opportunities to relocate or introduce new uses into downtown. Opportunities identified include: > > Edutainment > > Businesses that cater bicycling, fishing and outdoor recreation > > Arts and Culture -Theatre, Art Center, Performance Places > > Unique accommodations including small inn, B&B and Hostel > > Bitterroot College Property and business owners, DHBID, realtors and bankers Time line 3rd Qtr 2014 Budget $0 Other Actions to Consider: 1. Activating rooftops and alleys 32

37 City of Hamilton, Downtown Master Plan Initiatives for Action Design Figure 7: Downtown Hamilton Opportunity Sites 33

38 City of Hamilton, Downtown Master Plan Initiatives for Action Design 5. Parking Why Important? The majority of visitors to Hamilton and downtown arrive in vehicles. If parking supply is adequate, convenient, and well located, visitors will park their cars and become pedestrians and paying customers. Their patronage contributes to the local economy and the success of downtown businesses. Hamilton is fortunate to have an adequate parking supply that includes on street diagonal parking, public lots, and private lots. Action Steps 5.1 Manage parking to make it convenient and encourage local and visitors to shop downtown. Management strategies include: > > Provide short and long term parking options with good directional signage to City lot and visitor friendly messages > > Educate businesses about the importance of preserving on-street parking or customers > > Adopt visitor friendly enforcement policies and charge higher fines for repeat offenders > > Extend parking from 1 1/2 hours to 2 hours 5.2 Amend parking codes to provide an appropriate near-term and long-term supply of parking for the pedestrian district (for further detail and analysis of challenges with existing parking code see Appendix O). Adopt the more urban parking codes in the larger study area. Plan to add capacity to downtown long-term. As the district becomes more walkable require fewer spaces per land uses. Partners or Collaborators 5.3 Research and consider a fee in lieu of parking policy (developer contributes to public parking fund administered by the City vs. developing parking on site). Conduct focus groups with local developers and current business owners to gauge support for such a program. The Downtown Association should work to provide clear direction to City on what property and business owners desire relative to parking management 5.4 Build public park lots to allow flexibility to be used for events and festivals. Locate these so they are central and can be shared by users for multiple sites downtown but so that they are located off the primary arterials so as not to negatively impact the character of historic downtown facades. Property and business owners, BID, public art advocates, local designers through technical assistance bank, architectural, engineering, landscape and graphic design schools Time line Initiate Planning and Fundraising 2014 Budget $0 if City staff time; $10,00 - $15,00 if hire consultants; $9,800 for parking directional signs with 98 total signs (1 per block) at $100 per sign 34

39 City of Hamilton, Downtown Master Plan Initiatives for Action Design Other Actions to Consider Longer Term: 1. Recognize parking is a resource that can generate revenue. Consider policies that direct a portion of parking revenue (fees or fines) to downtown projects. 2. Consider installing meters on Main Street and directing revenues to downtown improvements. 3. Be proactive in planning for public parking and recognize that the public parking lots may eventually become potential infill sites. Examples of Fun Directional Signage for Parking 35

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41 City of Hamilton, Downtown Master Plan Organizing for Action 3. Organizing for Action The Downtown Hamilton Master Plan addresses downtown revitalization through an integrated and comprehensive approach as does the recommended action program. This section of the Plan addresses organization, staffing, volunteer development, and funding. ORGANIZATIONAL STRUCTURE Keys to implementation success include: the capacity to follow-through on recommended initiatives, a visible public-private-community partnership, and a clear understanding of roles and responsibilities. At present, several organizations play a role in downtown activities as depicted in the existing organization chart on the next page (see figure 9). To effectively manage Master Plan implementation, all downtown stakeholders must work together under one unified organization and message: A New Partnership for Downtown Success. To ensure a collaborative and sustained effort, it is recommended that the Hamilton Downtown Association adopt and transition toward the Main Street model. An important aspect of the Main Street program is a broad base of support well beyond main street businesses that includes tourism, historic, civic, and arts organizations, as well as the city, major employers, utilities, schools, and others. The National Trust for Historic Preservation s Main Street model of revitalization has been applied for over 30 years in hundreds of communities across the United States. The Montana Department of Commerce operates the Montana Main Street Program and has nearly 25 participating communities. The Hamilton Downtown Association has applied for Affiliate status (entry level) with the state and should ramp up quickly to the next level, Designated Main Street community, to access greater technical assistance. 37

42 City of Hamilton, Downtown Master Plan Organizing for Action Primary Existing Downtown Organizations CITY Key responsibilities: regulations, streets and infrastructure, and parking enforcement Downtown Master Plan HAMILTON DOWNTOWN ASSOCIATION (HDA) Board of Directors and 1/4 staff Events: Daly Days, First Friday Other Committees: Membership, Marketing, Business Recruitment DOWNTOWN HAMILTON BUSINESS IMPROVEMENT DISTRICT (DHBID) Board of Directors; volunteer staff Key responsibilities: trash pick-up maintenance, and flowers Contributes to community events and activities for promotion (cultural center, ball tournaments Other Organizations Actively Engaged or Leading Downtown Activities BITTERROOT VALLEY CHAMBER OF COMMERCE Tourism business support: ambassadors, welcome, Information Center RAVALLI COUNTY MUSEUM Exhibits, education programs, community events, e.g. Bitterroot Days, Cowboy Music and Poetry Tourism Business Improvement District (funded through hotel tax revenues) ART GUILD Organizes and runs and annual Art in the Park TOURISM BUSINESS IMPROVEMENT DISTRICT Funded through hotel tax revenues Valley branding and marketing plan TBD BITTERROOT ARTS & CULTURAL COUNCIL Sponsor Artrageous Festival Art Walkabout and Dine Around including downtown Hamilton Figure 9: Existing Organizations Chart 38

43 City of Hamilton, Downtown Master Plan Organizing for Action As a unique economic development program, the Main Street Four-Point Approach is the foundation for local initiatives to revitalize their districts by leveraging local assets from cultural or architectural heritage to local enterprises and community pride. The four points of the Main Street approach work together to build a sustainable and complete community revitalization effort and include: 1. Organization; 2. Promotion;3. Design; and 4. Economic Restructuring. See Appendix 3 for more detailed information on Main Street. The organizational structure recommended for downtown Hamilton utilizes Main Street as the framework for implementation, blending this model with the existing organizational foundation of the HDA, DHBID, and other groups involved in downtown. The proposed organizational structure is depicted in Figure 10 below. Hamilton Downtown Association (a Main Street Program) Board of Directors/ Organization Committee Program Manager ( position expanded to 1/2 time) Sets direction, promotes mission and vision, supports staff and volunteers, identifies funders and partners, and manages overall work and budget PROMOTION COMMITTEE DESIGN COMMITTEE ECONOMIC VITALITY COMMITTEE CLEAN & SAFE COMMITTEE (DHBID) Markets a unified, quality image of the business district as the center of activities, goods and services to retailers, shoppers, investors, and tourists Creates an attractive, coordinated, and quality visual image of the downtown by capitalizing on its unique assets and heritage Develops a marketing strategy to improve retail mix, build a stronger tax base, increase investor confidence, and define stable role for downtown as a major component of the economy Enhances cleanliness and safety of the downtown to improve physical appearance, attract more visitors, and assist tourists in wayfinding Image Building Special Events Retail Promotions Façade Improvements Historic Preservation Public Improvements Parking Market Data Business Retention Business Recruitment Property Development Maintenance Garbage Pick-up Clean Ups Figure 10: Proposed Organizational Chart INITIATIVES Following are initiatives for organizing for action to move forward with implementing the Master Plan and staff the Hamilton Downtown Association Main Street Program. 39

44 City of Hamilton, Downtown Master Plan Organizing for Action 1. Create a Strong and Unified Downtown Organization Why Important? The Master Plan provides the needed focus to bring all downtown organizations and interests together in one place under a single strong and unified organization. That organization, the Hamilton Downtown Association, must include a broad cross-section of downtown stakeholders. The business community, public sector, community institutions, and residents all have a vital interest in downtown Hamilton s success and must work together to achieve common goals for Main Street s revitalization. Each partner has a role to play and must understand the other s strengths and limitations in order to forge an effective partnership. Action Steps 1.1 Reframe the HDA as a Main Street organization utilizing the four-point approach and the eight guiding principles of this community-based model. 1.2 Merge DHBID and HDA as a single unified organization focused on the economic revitalization of downtown Hamilton; their purpose statements are nearly identical and their work complementary. By law, the DHBID will need to maintain a governing board, but the two organizations should work to have one identity, statement of purpose, and action plan under the Main Street model. 1.3 Refocus the Downtown Master Plan Steering Committee as the Downtown Main Street Steering Committee during the transition to the Main Street model. Willing members of this group will become board members of the new HDA, some of whom are already on the HDA board. At a minimum, have 8-10 well-respected business/community leaders who can articulate the critical importance of downtown economic development and the Main Street approach and act as champions for the Master Plan. To be clear, this is volunteer group, not a City-sanctioned advisory committee. See Appendix M for typical candidates for Board of Directors for Main Streets. 1.4 With the Master Plan in hand, engage the Steering Committee to identify the top organizational partners who should play an active part in the plan s implementation. Brainstorm what s in it for them?, what role they could play, who is the key contact, who is the best person to make an approach, and create a schedule for following through. 1.5 Invite Montana Main Street Coordinator to conduct a community workshop on the Main Street approach for Steering Committee, partner organizations, and community as a whole. 1.6 Utilize the specific measures or benchmarks of the Main Street program that are provided by Montana Main Street including volunteer hours, building rehabilitation, other private investment, business and job counts, public improvements/infrastructure, etc. Use reporting tool to measure progress, report to funders/members/constituents, and stay focused on outcomes. Partners or Collaborators Timeline Bitterroot Valley Chamber of Commerce, City, DHBID, Bitter roots Arts & Heritage Council, Ravalli County Museum/Bitter Root Valley Historical Society 3rd Qtr 2014 and ongoing Budget $0 40

45 City of Hamilton, Downtown Master Plan Organizing for Action 2. Expand Staff Capacity Why Important? To achieve the desired results for physical and economic vitality and to build the volunteer base essential for the Main Street Program to succeed, the downtown staff must expand. The work program laid out in the Master Plan requires strong management and harnessing community energy. In the short term (next two years), the downtown manager position should expand from ¼ time to ½ time, ultimately becoming a full time position. Action Steps 2.1 Coordinating with the priority action items of the Master Plan and with the prescribed activities of a Main Street program manager, expand the job description of the HDA staff. 2.2 Organize regular student internships with Bitterroot College tied to course offerings e.g., in fall 2014 courses on Community Volunteer Service, Business, Accounting, Statistics, Writing are all being offered. The Hamilton Downtown Association has numerous projects that would provide valuable hands-on experiences to students and accomplish needed work tasks from the Master Plan. Partners or Collaborators Timeline Budget 2.3 Apply for an Americorp/VISTA community worker through the national and/ or State of Montana program. Downtown programs benefit from the often versatile and talented individuals who participate in this program with very minimum wage requirements. Montana Main Street Program, Bitterroot College 4th Qtr 2014 and ongoing $0 for interns to up to $15,000 to increase staff capacity to ½ time. 1 Contact: Dan Lloyd, Business Development Specialist, Governor s Office of Economic Development and/or Americorp/ Vista, Campus Compact, Abby Zent

46 City of Hamilton, Downtown Master Plan Organizing for Action 3. Expand and Develop Volunteer Base Why Important? The enthusiasm, support, and participation of dozens of community members during the master planning process are evidence of the strong interest in getting to work on downtown initiatives. Over 40 people signed up at Town Hall meetings to stay involved. Downtown Hamilton s revitalization will go faster farther with an active volunteer base. One of the key principles of the Main Street approach is the self-help nature of the program. The value and impact of volunteers goes well beyond free labor for projects, events, or activities, helping to create a strong foundation and commitment to downtown as the heart of the community. Volunteers add crucial in-kind and financial support and also help widen the circle of people who want to be involved in securing downtown Hamilton s success. Action Steps 3.1 Ramp up the HDA/Main Street organization s volunteer committees striving for at least 6 active members per committee. Each HDA board member should serve on one committee. Ideally, a board member would chair each committee. 3.2 Identify specific tasks from the Master Plan dependent on volunteer assistance. Conduct committee training with chairs and board to clarify expectations and keys to successful volunteer development. 3.3 Host a fun volunteer recruitment event (a dessert party, ice cream social, etc.) where the Steering Committee advocates for a small number (3 to 5) of projects from the plan and asks for volunteer help. Be clear on how the follow through will occur (communication, committee/project meetings, etc.). There is ample training material from the National Main Street Center on this topic. 3.4 Create a system for keeping committee work engaging and also giving volunteers who don t want to be on a committee the chance to work on projects. Partners or Collaborators Timeline Budget 3.5 Track volunteer hours as a key program benchmark and information for fund development. Recognize and celebrate volunteer contributions on a regular basis to keep them coming back. Chamber, School District, Historic Museum, Art Guild, Hospital, etc. 4th Qtr 2014 and ongoing $200 PR, refreshments 42

47 City of Hamilton, Downtown Master Plan Organizing for Action 4. Expand & Diversify Downtown Funding to Support Stronger Organization Why Important? With the Master Plan in hand, the Steering Committee/expanded HDA Board of Directors now has a clear agenda for the next 5+ years and a work program for fund development activities. To be clear, fund raising is a board responsibility, supported by staff. Keep in mind that many projects especially physical ones will often target unique public sources of funding. These sources are referenced for each proposed initiative in Section 2 - Initiatives for Action. This initiative specifically addresses funding for the downtown organization that will be the force behind galvanizing action and volunteer participation. The ideal funding strategy is diversified and balanced with a target distribution as: 30% downtown business and property owners; 30% other contributors (major business/industry sponsors/members, citizens); 30% city; and 10% special events and fundraisers. This is certainly flexible and subject to Hamilton s unique circumstances and interests. In the case of Hamilton, it may be wise to first match the City s sponsorship of the Master Plan ($50,000) with private/community contributions before circling back to ask for additional cash support. Action Steps 4.1 Realign existing budgets of HDA and DHBID around the priorities of the Master Plan. 4.2 Prepare a budget that reflects expanded organizational/staff capacity for the time frame and that incorporates and leverages existing financial resources targeted for downtown. It should include project-specific costs for work of the 4 points/committees and prorated (staff and overhead) costs. See Appendix M for Sample Main Street Budget of small town. Ask Montana Main Street staff for examples from around the state. 4.3 Draft a fund raising strategy that depicts total targeted sources of funds including public sector, private sector and individual donor sources of the next 2 years. Significant in-kind contributions that will offset major expenses should also be noted, such as donation of office space, printing, marketing materials, web design, etc. 4.4 Map out the schedule of fund raising activities/campaigns/team leaders and expected results building from HDA s and DHBID s existing schedule and efforts and working to create a single cohesive financial plan. Examples include: membership drives, sustaining corporate sponsorships, etc. Partners or Collaborators Timeline Budget Chamber, City, key business leaders 3rd Qtr 2014 and ongoing $250 printing 43

48 City of Hamilton, Downtown Master Plan Organizing for Action FUNDING Downtown revitalization programs and activities are typically funded by a multitude of sources. Often, especially in emerging markets such as downtowns, private sector projects are not economically viable without some public assistance. Likewise, public investments, such as infrastructure, civic buildings, and open space often do not have dedicated funding mechanisms. The funding needed for these public and private projects usually exceeds available revenue. Traditional funding sources include the general fund, utility and street repair and maintenance funds, park improvement and maintenance funds, special improvement districts, state and federal loans and grants, and grants and donations from nonprofits and partnerships. This section provides a synopsis of popular public and private funding sources that can be tapped for various aspects of downtown/community/economic revitalization initiatives. They are listed together with websites that provide detailed program descriptions and contact information. Federal Resources > > Federal Historic Rehabilitation Tax Credits: The Federal Historic Preservation Tax Incentives program encourages private sector rehabilitation of income-producing historic buildings. The program is administered by the National Park Service and the Internal Revenue Service, in partnership with State Historic Preservation Offices. The program allows a 20% tax credit for certified rehabilitation of certified historic structures. It also allows a 10% tax credit for rehabilitation of non-historic, non-residential buildings built before The rehabilitation must be substantial and must involve a depreciable building. Contact: Dr. Mark F. Baumler, SHPO, mbaumler@mt.gov, > > HUD 108: Sponsored by the U.S. Department of Housing and Urban Development and administered through MT Department of Commerce, the loan guarantees provision of the Community Development Block Grant (CDBG) program. Section 108 provides communities with a source of financing for economic development, housing rehabilitation, public facilities, and large-scale physical development projects. This makes it one of the most potent and important public investment tools that HUD offers to local governments. It allows them to transform a small portion of their CDBG funds into federally guaranteed loans large enough to pursue physical and economic revitalization projects that can renew entire neighborhoods. Such public investment is often needed to inspire private economic activity, providing the initial resources or simply the confidence that private firms and individuals may need to invest in distressed areas. Contact: Leroy P. Brown, Director, leroy.brown@hud.gov, Ext programs/108 > > Tax Anticipation Notes (TAN): Short-term, tax-exempt, low interest loans used by state and local governments to finance immediate projects that will be repaid with future tax revenues. TANs are sometimes used in TIFDs to provide up-front funds for projects in situations where the district does not have adequate annual funds nor is it able or desirable to issue long-term bonds for those projects. > > Public and Nonprofit 501c3 Bonds: Allow public agencies (e.g., state universities, public hospitals) and nonprofit corporations (e.g., museums, Y s, nonprofit development entities) to issue tax-exempt bonds to finance up to 100% of the cost of a facility for a tax-exempt purpose, such as a training facility or medical clinic.

49 City of Hamilton, Downtown Master Plan Organizing for Action > > New Markets Tax Credits: The New Markets Tax Credit (NMTC) Program permits taxpayers to receive a credit against Federal income taxes for making qualified equity investments in designated Community Development Entities (CDEs). Substantially all of the qualified equity investment must in turn be used by the CDE to provide investments in low-income communities (defined for certain census tracts). The credit provided to the investor totals 39 percent of the cost of the investment and is claimed over a seven-year credit allowance period. The CDE must utilize the cash received in exchange for tax credits within 12 months of receipt. Contact: NMTC Help Desk, cdfihelp@cdfi.treas.gov, , #3 > > SBA 7(a) Loan Program: Administered by a Community Development Corporation, the Small Loan Advantage and Community Advantage 7(a) Loan Initiatives are aimed at expanding access to capital for small businesses and entrepreneurs in underserved communities to help drive economic growth and job creation. > > SBA 504 Loan Program: Administered by a Certified Development Company (CDC), the Small Business Administration 504 Loan Program is a long-term financing tool for eligible small businesses to use for major fixed assets, such as land and buildings. The loan can cover up to 40% of project costs (up to $1.5 million, typically, but in certain circumstances can be as high as $4 million) with the remaining financing to be provided by a private lender (50%) and owner s equity (10%). > > USDA Rural Development Rural Business Opportunity Grant (RBOG): The primary objective of the RBOG program is to promote sustainable economic development in rural communities with exceptional needs. Public bodies, nonprofit corporations, Indian tribes, institutions of higher education, and rural cooperatives are eligible to apply. The estimated program funding is $2.25 million and the maximum grant amount is $100,000. > > USDA Rural Development Rural Business Enterprise Grant (RBEG): The RBEG program provides grants for rural projects that finance and facilitate development of small and emerging rural businesses help fund distance learning networks, and help fund employment related adult education programs. To assist with business development, RBEGs may fund a broad array of activities. Smaller projects are given higher priority. Rural public entities (towns, communities, State agencies, and authorities), Indian tribes and rural private non-profit corporations are eligible to apply for funding. To apply for funding for the RBEG program, contact your Rural Development State Office. There is no maximum level of grant funding, generally awards range from $10,000 to $500,000. State and Local Resources Local lenders: The downtown organization should work with local lenders to educate them about financing opportunities and specific projects in Hamilton. Lenders may not be aware of available financing tools (e.g., TIF revenues, New Market Tax Credits, EB-5 funds, etc.). They will need to demonstrate how these tools work, what roles the organization, City and lenders can play with these tools and how the tools can be applied to specific projects. Economic development organizations: Local and regional economic development organizations have a wide offering of resources and grants the City should look into. These groups support a realm of projects to contribute to businesses and local areas growing and succeeding. 45

50 City of Hamilton, Downtown Master Plan Organizing for Action > > Bitterroot Valley Economic Development Corporation (EDC): This economic development district serves Mineral, Missoula and Ravalli Counties and offers the following services: financing and tax incentives (including SBA 504 loan packages), business recruitment, business expansion and retention, small business operations and planning consulting, community development (grant administration and training), technical assistance with government procurement contracts, statewide manufacturing outreach and assistance center. > > Ravalli County Economic Development Authority: Funded in large part through the Ravalli County General Fund and recently augmented by a grant from the City of Hamilton as well as private sector participants. The RCEDA established the Revolving Loan Funds, usually providing gap financing for qualifying businesses to complete their projects. The RCEDA s Revolving Loan Funds are funded through monies revolved from the Montana Department of Commerce Community Development Block Grant (CDBG) program, the USDA Intermediary Re-lending Program and the Montana Board of Investments. The RCEDA also offers micro loans to businesses that need capital but are not bankable for a variety of reasons such as lack of business experience or insufficient collateral. RCEDA could be a potential partner in small business incubator development. Contact: Julie Foster, Executive Director, julie@rceda.org, > > Tax Increment Financing: Tax Increment Financing (TIF) is a widely used economic development tool that can be used to finance public infrastructure and stimulate private development within designated urban renewal areas. Urban renewal is a state-sanctioned program that can be adopted by cities, towns, or city-county consolidated governments in Montana to help them, through partnerships with the private sector, implement adopted plans that revitalize specific areas within their jurisdiction. Urban renewal, through the provision of tax increment financing, can provide for capital improvements such as parks, streets, and transit systems that stimulate private investment and attract new businesses, jobs, and residents. It can also assist with development activities that are approved in an Urban Renewal Plan, such as financing for affordable housing, or mixed-use transit oriented development and feasibility studies that lead to built projects. > > Montana Community Development Corporation (MCDC): A Community Development Entity (CDE) with offices in Missoula, Bozeman, and Kalispell. The MCDC offers loans (SBA 504 and SBA 7a), NMTCs, small business development assistance, and technical assistance with procurement. They administer the MT Micro-enterprise Finance Program offering loans and capacity building for businesses with less than 10 employees. Contact: Sarah Fitzgerald, Director of Lending (Bozeman), sarahf@mtcdc.org, > > The Women s Foundation of Montana: The Women s Foundation of Montana offers grants that benefit women and girls as well as their communities overall. As the only statewide fund dedicated to funding for women and girls, donations are leveraged through endowment. The grant-making is focused on lasting change for women and girls. Since its inception in 1999, the Women s Foundation of Montana has provided more than $500,000 in grants to more than 30 organizations that share its mission to enhance economic self-sufficiency for women and a brighter future for girls. WFM grants have funded a wide range of projects and programs, including financial literacy programs for women, revolving 46

51 City of Hamilton, Downtown Master Plan Organizing for Action loan programs for new women-owned businesses, career planning for female high school students, computer and robotics workshops for girls, vocational job training for women and more. Contact: > > The Montana Community Foundation: The Montana Community Foundation is committed to improving the lives of Montanans by helping individuals and families achieve their philanthropic goals and by supporting Montana nonprofit organizations. The Foundation has discretionary control over a small number of funds for which the organization maintains competitive grant making opportunities for community leaders. Contact: Mary Rutherford, Chief Executive Officer, maryr@mtcf.org, > > Special Improvement Districts: Allows a group of properties to form a special improvement district - a legal entity that can take advantage of low interest bonds to finance public improvements (such as street paving, curbs and gutters, water mains, sewer and storm drains) within the district. The property owners carry the burden of repaying the bonds, typically included in property taxes over a 12 to 15 year period, or by paying the entire amount within 30 days of the bid being awarded. > > Montana State Small Business Credit Initiative (MT SSBCI) Program: The Montana State Small Business Credit Initiative (MT SSBCI) Program has been created using funds received from the U.S. Treasury Department as part of the Small Business Jobs Act of 2010 (the Act ). The Act created the State Small Business Credit Initiative to strengthen state programs that support lending to small businesses and small manufacturers. The MT SSBCI funds will assist new Montana businesses entering the market and those existing businesses that need additional borrowings to expand or stabilize their business. Lender loans eligible for MT SSBCI participation include, but are not limited to, real estate, equipment, working capital, lines of credit, and non speculative new businesses. Contact: mtsbd@mt.gov, > > Short Term Investment Program (STIP): The STIP Program objectives are preservation of capital, maintaining high liquidity and obtaining current income reflective of money market yields. STIP shareholders are qualifying state agencies and Montana local governmental units, including cities, counties and school districts. State agencies must have appropriate written, statutory, grant, or contract authority to invest their funds and receive the investment earnings. Montana Department of Transportation (MDT) administers a variety of state and federally funded transportation programs, including grants and loans. Select MDT programs include: > > Historic Bridge Adoption: Allows communities to preserve historic bridges. As Montana updates its transportation system, new bridges replace the old. The bridges they replace still have the structural capacity to carry bicycle and pedestrian traffic and some cars. MDT usually puts the old bridges up for adoption. MDT will apply the estimated demolition costs for the adopted bridge towards the moving and installation costs incurred by the adopting organization, whether private or otherwise, if the organization uses the bridge as a component in a transportation corridor. 47

52 City of Hamilton, Downtown Master Plan Organizing for Action > > State Highway Traffic Safety Section: Administers federal grant monies for safety programs aimed at reducing deaths, injuries, and property losses resulting from traffic crashes. Some of these grants cover administration costs such as increased overtime patrols for law enforcement agencies and the cost to purchase new law enforcement equipment. Others cover the production and delivery of educational programs. > > Selective Traffic Enforcement Program (STEP): Combines intensive enforcement of specific traffic safety laws with extensive communication, education, and outreach informing the public about the enforcement activity. Private Resources and Foundations > > PPL Montana Community Fund: PPL Montana supports bringing new jobs and new tax revenues to the state through economic development. As a major employer in the state, PPL Montana provides 500 Montanans employees who grew up right here in Big Sky Country with good paying jobs. PPL Montana also pays more than $26 million per year in state and local taxes and regulatory fees. Recognizing the importance of planned economic development, PPL Montana supports Leadership Montana, a nine-month program of personal and trustee leadership development, and business and policy education. They also donate to local economic development corporations and authorities. Quality of life also plays an important role in economic development; PPL Montana grants have been used to support cultural programs, help establish new businesses, restore historic buildings and renovate shuttered buildings. > > Wells Fargo Community Investment Programs: Wells Fargo is proud to support organizations that work to strengthen communities. They look for projects that keep communities strong, diverse, and vibrant. Through the volunteer efforts of enthusiastic team members and contributions, they strive to assist communities by supporting non-profit organizations that provide human services, community development, educational, artistic, cultural, civic and environmental programs. Wells Fargo makes contributions to organizations with tax-exempt status under Section 501(c)(3) of the U.S. Internal Revenue Code, as well as qualified tribal and governmental agencies, including public school systems. > > Montana Community Credit Unions for Community Development, Helena: Montana Credit Unions for Community Development is a state-wide nonprofit organization working together with Montana s credit unions to improve the lives and financial independence of all Montanans. montanacreditunions.coop/ > > Northwest Area Foundation: Serving eight states including Montana, the foundation supports efforts that help low-income people build assets the income, savings, skills and connections needed to weather an emergency, finance education, buy a home or car, or grow a small or micro-business. More specifically, they make grants, sponsor meetings that encourage sharing lessons and out-of-the-box thinking, and fund public policy solutions that increase good jobs and improve financial capability in rural low-income communities, Native American communities, and communities of color. 48

53 City of Hamilton, Downtown Master Plan Organizing for Action > > The Orton Foundation: The Orton Family Foundation seeks to empower people to shape the future of their communities by improving local decision-making, creating a shared sense of belonging, and ultimately strengthening the social, cultural, and economic vibrancy of each place. They do this by assisting the residents of small cities and towns in the use of the Heart & Soul method, a barn-raising approach to community planning and development designed to increase participation in local decisionmaking and empower residents to shape the future of their communities in a way that upholds the unique character of each place. For detailed grant information go to the website. > > Trust for Public Land: The Trust for Public Land works to protect the places people care about and to create close-to-home parks particularly in and near cities, where 85 percent of Americans live. Their goal is to ensure every child has easy access to a safe place to play in nature. The Trust also conserves working farms, ranches, and forests; lands of historical and cultural importance; rivers, streams, coasts, and watersheds; and other special places where people can experience nature close at hand. > > The Sonoran Institute: The nonprofit Sonoran Institute, founded in 1990, works across the rapidly changing West to conserve and restore natural and cultural assets and to promote better management of growth and change. The Institute s community-based approach emphasizes collaboration, civil dialogue, sound information, local knowledge, practical solutions and big-picture thinking. It inspires and enables community decisions and public policies that respect the land and people of western North America. > > American Independent Business Alliance, Bozeman: Works to build vital local economies based on independent, locally owned businesses and prevent chain proliferation and other trends from displacing local entrepreneurs. IBAs unite locally owned independent businesses, citizens and community organizations to achieve this goal. Arts Specific Resources > > Montana Arts Council: The Montana Arts Council is the agency of state government established to develop the creative potential of all Montanans, advance education, spur economic vibrancy and revitalize communities through involvement in the arts. With a range of grants like the Strategic Investment Grant for the Arts or the Artists Innovation Award, and the Montana Cultural and Aesthetic Project Grants, MAC supports the emerging and established artists. > > Montana Artrepreneurship Program (MAP): This larger program, sponsored by Montana Arts Council, helps artists learn how to develop a sustainable business in art and develop the tools needed to gain Market Ready Certification. The program addresses the isolation of rural artists by forming regional networks in locations throughout the state. It is designed to help Montana s artists map a sustainable future by helping them prepare the tools they need in a wider market place. 49

54 City of Hamilton, Downtown Master Plan Organizing for Action > > ArtPlace: ArtPlace America is a collaboration among 14 foundations, 8 federal agencies, and 6 financial institutions dedicated to strengthening the field of creative placemaking. ArtPlace invests in projects in which artists and arts organizations play an explicit and central role in strategies to help shape their communities social, physical, and economic futures. The Innovation Grants Program is designed to invest in creative placemaking projects that reach for new possibilities and involve a variety of partners who together are committed to increasing the vibrancy and diversity of their communities. There is a 1 year execution; so bigger projects are suitable. > > National Endowment for the Arts (NEA): Our Town: Our Town invests in creative and innovative projects in which communities, together with their arts and design organizations and artists, seek to improve their quality of life, encourage greater creative activity, foster stronger community identity and a sense of place, and revitalize economic development. There is a one-month window for application so work on concept, etc. ahead of time. This group is looking for rural projects specifically. 50

55 City of Hamilton, Downtown Master Plan Appendices Appendices Business Vitality A Business Clustering Guidelines B Getting to Work on Business Vitality C Downtown Hamilton Vacant Property Data base D Property Form E Empty Storefront Agreement F Sample Marketing Fact Sheet G Target Business Campaign H Retail Incentives, Brush, CO I J Prospect Tracking Form Economic Benchmarks Promotion and Marketing K Sample Restaurant Week Promotion L Sample Calendar of Events M Sample Restaurant Promotional Card Physical Design N Parking Diagram Organizing for Action O Main Street Model 51

56 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX A: BUSINESS CLUSTERING GUIDELINES In the same way that the physical environment and business anchors can reveal a great deal about pedestrian or shopper patterns, so too can clusters of businesses in downtown Hamilton. All of these factors together will significantly influence the location of future businesses. Goals 1. Create a Unified Shopping & Business District 2. Create a Critical Mass of Stores to Encourage Circular Pedestrian Traffic 3. Increase Sales! Principles Clustering is a long-established management tactic that groups businesses together in such a way as to enable them to benefit from each other s customers and sales. All successful shopping centers use clustering techniques. > > Business clusters may be a grouping of similar businesses serving a target market with a variety of choices, such as having a number of apparel and accessory shops in downtown Hamilton. This is often called a competitive cluster. > > The complementary cluster includes businesses offering different products or services but appealing to the same customer profile or niche. For example, a home furnishing cluster serving newly forming households may include a wide variety of businesses lighting fixtures, framing, home accessories, antiques, kitchen store, etc. > > Compatible clusters are the most common. They offer a variety of merchandise and are based upon a one-stop shopping concept. Knowing the current mix of businesses and cluster patterns will help the downtown Business Vitality team guide new businesses to the optimal downtown Hamilton location. Clustering businesses that share customers or have complementary goods will strengthen downtown Hamilton s perception in the trade area as a shopping center. To implement a clustering strategy, it is important to understand existing assets or clusters, to know where building vacancies exist and to identify and actively target businesses to suitable locations. Clustering strategies include locating businesses near compatible businesses, complementary businesses, competitive businesses or traffic generators. General clustering guidelines follow: > > Professional service/office uses should be located in upper stories and on secondary streets out of the retail core. > > Beauty and personal cares services can be scattered throughout the district. 52

57 City of Hamilton, Downtown Master Plan Appendices Business Vitality > > Restaurants can be located as entertainment anchors throughout the district with sensitivity to avoiding conflicts with neighboring businesses that may serve a different market segment. > > Convenience businesses like grocery and drugstores are ideally located close to concentrations of housing. This will be an important consideration in the future as downtown Hamilton s residential base expands. 53

58 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX B: GETTING TO WORK ON BUSINESS VITALITY Market Based Business Development Getting to Work on Business Vitality! April 9, 2014 City of Hamilton, Montana Presented by Mary Bosch from Marketek 54

59 City of Hamilton, Downtown Master Plan Appendices Business Vitality PUTTING YOUR MARKET INFO TO WORK! - 8 Target Audiences The following stakeholders can apply the results in the following ways: 1. Existing Business District Businesses Target customers with advertising and promotions Identify new target markets Alter and refine product and service mix 2. Realtors/Brokers Enhance ability to sell a business client on a particular property Enhance ability to sell a business client on district as a location 3. Property owners Recognize their role in making business district a viable shopping district Increase rental rates Reduce turnover among business district tenants 4. Bankers and Business Resource Providers Test the feasibility of plans of prospective business owners Increase confidence in business district investments/property rehabilitation 5. Developers Increase confidence in business district as a development opportunity Provide a development guide 6. City Government Enhanced confidence in the district Clear, concise data to promote business district's location Redevelopment guide for public projects 7. Business Recruiters (Economic Development Committee/Chamber) Demonstrate demand for specific market opportunities Test feasibility of prospective business concepts 8. Promotions Committee/Business Association Target type of promotions and promotional message 55

60 City of Hamilton, Downtown Master Plan Appendices Business Vitality Demographic Snapshot What are 5 assets or features about your business district that you can promote for business development? How can you leverage these assets to attract quality entrepreneurs or help existing businesses expand?

61 City of Hamilton, Downtown Master Plan Appendices Business Vitality How to identify great independent businesses for your downtown Unlike chain stores that have staff focused on retail expansion, there is no singular place to find great independent businesses. This factsheet provides some tips for finding successful independent businesses that may be a great fit for your downtown. BEST CANDIDATES ARE Existing businesses with potential to expand or move to a more prominent location. Businesses looking to open a second/third/fourth location. Stores being displaced from other neighborhoods. Emerging businesses looking for physical space, that already have experience and a customer base, such as: o Home-based businesses o Mobile vendors/carts o Online businesses o Stores operating inside of other stores o Businesses working with small business TA/loan orgs WHERE TO FIND GREAT INDEPENDENT BUSINESSES Look in your commercial district. Many businesses may be interested in expanding to a bigger or more prominent location (or sometimes, a smaller location). View your district as one large business incubator where businesses can establish themselves in the smaller storefronts and then expand as they succeed. Become a repository of knowledge of local business and property owner needs so you can help match businesses with the right locations. Visit nearby neighborhoods (or cities/counties) with businesses that could be a good fit for your community and convince them to open another location. Or, provide a home for great businesses being displaced from gentrifying neighborhoods. Talk to great mobile vendors and food trucks that might want to develop a permanent space. Visit farmers markets & festival or food carts/booths for businesses that may be interested in a permanent space. 57

62 City of Hamilton, Downtown Master Plan Appendices Business Vitality Business assistance/lending organizations and small business development centers are often in touch with businesses completing courses and applying for loans. They can connect you to viable businesses looking for space. Tell business and downtown organizations that you are looking for businesses to fill vacant retail spaces. Utilize their networks to identify potential new businesses. Examples of these organizations include: o Commercial district revitalization organizations o Main Street organizations o Community development corporations (CDCs) o Chambers of commerce, Rotary clubs o Nonprofit commercial developers o Business technical assistance organizations o Immigrant assistance organizations o Business improvement districts o Neighborhood associations o Ethnic business associations o Informal downtown networks (businesses, residents, property owners, gathering places) o Other local community and nonprofit organizations Find online vendors that may want to open a retail location o Follow retail and food blogs and listserves o Research online stores Engage your city s departments of small business and/or economic development as they often receive inquiries from prospective businesses and know when others are interested in moving. They can often help provide incentives or reduce bureaucratic barriers for businesses to open. 58

63 City of Hamilton, Downtown Master Plan Appendices Business Vitality Getting to Work on Business Vitality! April 9,

64 City of Hamilton, Downtown Master Plan Appendices Business Vitality Ready for Company? What properties are ready for occupancy? Vacant Property Assessment So you ve got a beautiful streetscape, fantastic market opportunity, a great location, directional signage, the marketing package, now where are you going to locate all those great business prospects? The worksheet below is designed to help you think through what properties are really ready for business tenants and which need some minor or major work! Location of Property Size of Space Rate the following features of the property from 1 to 5, with 5 being Excellent and 1 being Poor. Draw Your Conclusions Physical Condition Physical Appearance Location Accessibility (pedestrian) Availability of Parking Visibility Relationship with & influence by neighbor businesses Owner attitude and involvement TOTAL SCORE (40 possible points) Which vacant properties are most marketable? Are there inappropriate uses? Are there properties needing extensive remodeling or that should be subdivided for tenants? Are there properties that should be redeveloped? What are the priorities for leasing? What is the game plan for working with the property owner to get properties ready to show? 60

65 City of Hamilton, Downtown Master Plan Appendices Business Vitality Helping Existing Businesses Succeed Name a business in your business district 1. Doing well that has the potential to expand: 2. That needs help but has the potential to succeed: 3. Where the business owner may want to retire or exit and might need help selling: 4. That is a strong business anchor and could help spawn/support other nearby businesses: 5. That is a new business and is open to change and ideas for help: 6. That is actively working to expand its customer base: 61

66 City of Hamilton, Downtown Master Plan Appendices Business Vitality Business Development Success Indicators 1. Property Enhancement/Design -Property investment ($) -Tangible Property Improvements (before and after photos) -Impact on Sales -Building inquiries (#) -Change in business mix--# and distribution, retail square footage 2. Image Development/Promotion -Press coverage -Attendance counts at events -Website hits -Customer counts -Business sales impact 3. Business Development -Full and part time jobs -Sales growth -Business inquiries -Target niches filled -Occupancies 4. Organizational/Community Development -Number of Volunteers -New Business -$ Investment 62

67 City of Hamilton, Downtown Master Plan Appendices Business Vitality Your Business Development Team s Skills and Resources Questionnaire 1. Who do you know? Successful recruitment relies in part on networking and involving the right people at right time. Identify your five best contacts to develop, vet and possibly contact as business prospects. (Coul property owners, business/professional organization contacts, brokers/realtors, etc.) What civic, business or other organizations are you actively involved with where you would serve as an information liaison and networker? 3. Business development efforts require different skills. Listed below are some of the skills and experience th are needed. Please check the categories where you think you can make the best contribution. Prospecting: finding business leads Sales and marketing: oral presentations (to business prospects, organizations, etc.) Sales and marketing: written presentations (letters, articles, etc.) Public relations (story ideas, articles for publication) Real estate knowledge/deal-making Information gathering/research Data base management Assessment of building conditions Other (please list): 4. Think about small business owners you know, local/regional stores you ve admired, places you shop (established businesses) which might be a good fit for your district. List below. 63

68 City of Hamilton, Downtown Master Plan Appendices Business Vitality Getting Started: Day Plan Aha s!! Insights and Ideas from today to take to our Business District: Action Plan By June 1, 2014, our Business District will Who will lead? Who will help? By July 1, 2014, our Business District will.. Who will lead? Who will help? By August 1, 2014, our business district will.. Who will lead? Who will help? Other target accomplishments by December 31,

69 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX C: DOWNTOWN HAMILTON VACANT PROPERTY DATA BASE 65

70 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX D: DOWNTOWN PROPERTY INVENTORY DATA SHEET Name of Property/ Location Contact Person Name, Position, Telephone Price and Square Feet (SF) $ SF Utilities included? Y Negotiable Per Sq.Ft. Lease/SF/Month Lease/SF/Year Lease/Month/NNN Lease/Year/NNN Type Retail Office Industrial Best Uses Zoning Light Industrial Industrial Heavy Industrial ADDITIONAL FIELDS FOR BUILDINGS Special features/amenities # Parking Spaces Office sf Total Sq.Ft. Year Built Building Dimensions Construction Type Image/Maps Available? Yes No Comments Commercial Heavy Commercial Office/Warehouse Retail/Office Office Multi- Family/Retail Commercial/Ag None N 66

71 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX E: EMPTY STOREFRONT AGREEMENT - PROPERTY OWNER Vacant Property Window Display Project Participation agreement and project information The Sandy Main Street Economic Restructuring Committee is working to help property owners in downtown Sandy market their vacancies. Our goal is to fill vacancies while improving the physical appearance of downtown Sandy. What s the plan? There are several components of this project. 1. Signage- Recently we included your property on our new Available Property Inventory which is up on the Sandy Main Street website. We have developed signs to help promote that inventory. These signs will be displayed in your windows by a committee volunteer. 2. Clean up- We want your space to look its best for potential tenants. Volunteers from the committee will wash your windows and sweep or vacuum the interior space visible through the storefront window. 3. Displays- Vacant storefronts give outsiders the impression that nothing is going on in a town. Instead of an empty space, we want to make your storefront appealing to potential tenants by sparking their interest with an attractive window display. Displays of art, merchandise from local businesses, and our local theatre will be used to create visual interest in your space! What do we need from you? 1. Electricity- In order for the displays to be visible and attractive into the evening hours we would like to illuminate them. All we ask is that you provide the electricity to do so. 2. Removal of expired signage- In our effort to clean up your storefront for potential tenants, we would like to remove the signs from previous businesses that have occupied your space. In fact, signs are required by City code to be removed within 4 months after a business closes. 3. Agree to the terms and sign below 4. Provide us with access to your space What will we provide: The sign The cleaning The display Lighting as needed Disclaimer: Sandy Main Street is a downtown revitalization program focused on making downtown Sandy a great place to be. The efforts of Sandy Main Street are made possible by volunteers from the community at large, the City of Sandy, and the Sandy Area Chamber of Commerce. Sandy Main Street volunteers and the previously mentioned entities are not responsible for any loss, theft or damages to personal property. Name Signature Date Contact number and 67

72 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX E: EMPTY STOREFRONT AGREEMENT - BUSINESS OWNER Vacant Property Window Display Project Participation agreement and project information The Sandy Main Street Economic Restructuring Committee is working to help property owners in downtown Sandy market their vacancies. Our goal is to fill vacancies while improving the physical appearance of downtown Sandy. So how is your business involved in filling downtown vacancies? This is an opportunity for some free advertising for your business or organization! What s the plan? There are several components of this project. 1. Displays- Vacant storefronts give outsiders the impression that nothing is going on in a town. Instead of an empty space, we want to make vacant downtown storefronts appealing to potential tenants and visual appealing to the public. Displays of art, merchandise from local businesses, and our local theatre will be used to accomplish this goal. What do we need from you? 1. Sign this agreement. 2. Display merchandise from your business in vacant storefronts. Volunteers from the committee will assist you in coordinating the display. Disclaimer: Sandy Main Street is a downtown revitalization effort focused on making downtown Sandy a great place to be. The efforts of Sandy Main Street are made possible by volunteers from the community at large, the City of Sandy, and the Sandy Area Chamber of Commerce. Sandy Main Street volunteers and the previously mentioned entities are not responsible for any loss, theft or damages to personal property. Name Signature Date Contact number and 68

73 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX F: SAMPLE MARKETING FACT SHEET Market Data Retail Opportunities 5 REDDING SACRAMENTO SAN FRANCISCO 80 LINCOLN DayTime market city of lincoln (2012) 1,876 businesses with 8,270 employees market area (2012) 3,215 businesses with 14,910 employees RENO Fast Growth Growing population of affluent families a home town just minutes from Sacramento. Need a kicker PoPulatioN Growth more than tripled between 2000 and 2012 strong incomes median over $20,000 above state average retail leakage Over $3 million in sales Quality spaces at competitive lease rates Recent developments with available space identifiable downtown walkable and welcoming for local niche markets Fast-track PermittiNG is there an average time, guarantee, something concrete? market opportunities Lincoln s top demand categories, based on shopper survey results and retail demand data (Marketek, 2013): Restaurants Apparel Grocery Home Goods (home decor/art, garden supplies, furniture) Specialty Goods (gifts/ cards, arts and crafts, beauty supplies, books, electronics) City of Lincoln Economic Development Department (916) anorton@ci.lincoln.ca.us 69

74 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX F: SAMPLE MARKETING FACT SHEET market area demographics PoPulatioN (2012) 67,611 household size (2012) 2.72 median age (2012) 39.8 MARKET AREA Population 80,000 70,000 60,000 50,000 40,000 30,000 MARKET AREA households 80,000 70,000 60,000 50,000 40,000 30,000 age (2012) 36.8% household income (2012) $79,738 20,000 10,000 0,000 Lincoln 2000 Source: ESRI Business Information Solutions, ,000 10,000 0, Forecast Total Market Area Lincoln Forecast Total Market Area Source: ESRI Business Information Solutions, 2013 bachelor s degree or higher (age 25+) 31% MARKET AREA age distribution Lincoln Market Area California < Source: ESRI Business Information Solutions, 2013 MARKET AREA household income, % 20% 15% 10% 5% 0% Less than $15,000 $15,000- $24,999 $25,000- $199,999 $35,000- $49,999 $50,000- $74,999 $75,000- $99,999 $100,000- $149,999 $150,000- $199,999 $200,000 or More Lincoln Total Market Area California Source: ESRI Business Information Solutions, City of Lincoln Economic Development Department (916) anorton@ci.lincoln.ca.us

75 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX G: SAMPLE TARGET BUSINESS CAMPAIGN Sample Target Business Campaign: Boutique Apparel, Canby, OR Goal Identify and pursue specialty and independent apparel retail that might include apparel, accessories, shoes, quality consignment, vintage-like and other one-of-a kind specialty clothing merchandise targeted for Downtown Canby. Ideally, two retailers will open at the same time to create a destination and buzz. Audience Independent owned and operated women s apparel shops not currently represented downtown, regional and other retailers that may be ready to expand into a new market, businesses with current downtown locations in model cities/downtowns. Task 1. Contact apparel shops located elsewhere in Canby or nearby. q Identify local apparel shops that are located on the edge of Canby (including Aurora) or in freestanding locations. q Match available buildings that would best-fit businesses. q Personally meet with them to present the vision for Downtown Canby and market study. q Provide them with the marketing packet detailing the opportunities (specific site and building), market demographics, customer profile, and the business assistance available to them to help with their expansion. q Add them to the database to receive e-blasts, newsletter and regular updates on downtown activities. Task 2. Contact apparel retailers currently located in model downtowns. q Identify apparel retailers located in other metro Portland or Willamette Valley towns. (e.g., McMinnville, West Linn, Beaverton, Lake Oswego, Silverton, Salem, Oregon City, Gresham and selected Portland neighborhoods). q Send a letter/market factsheet introducing the opportunities in Downtown Canby; offer to personally meet with them, to tour Canby and invite them to expand into the Canby market. q Place follow-up calls to understand level of interest, develop rapport and encourage contact. q Provide them with the marketing packet detailing the opportunities (specific site and building), market demographics, customer profile, and the programs and assistance available to them to help with their expansion. q Invite them to join Facebook page, connect to Downtown blog, attend First Friday, etc. Task 3. Contact clothing designers in Portland. q Identify local companies producing apparel or unique products in or nearby Portland through My City Designers, Art Institute of Portland and similar organizations. q Invite them to put a local outlet downtown or test for interest through shared retail space. Task 4. Host a special event. Consider hosting a fashion show or other apparel-related special event, e.g., in conjunction with the Oregon Flock & Fiber Festival, September 22 & 23 being held at Clackamas Event Center. 71

76 City of Hamilton, Downtown Master Plan Appendices Business Vitality August 6, 2012 Ms. Kimberly Greenwood Owner, Clothes Closet 252 B Avenue Lake Oswego, Oregon Dear Ms. Greenwood: Are you aware of one the best expansion opportunities in the Portland metro area? Canby is a city that has seen substantial growth over the past decade. A recent market analysis that included surveys from nearly 1,200 local consumers indicated a boutique-style women s clothing store as the highest priority for improving Canby s already thriving downtown. The analysis further concludes that the Canby market area has the potential to capture over 70,000 square feet of additional apparel store space over the next five years. Based on your unique product line and established visibility, we think you would be a perfect fit to serve local demand, and we are committed to providing the assistance and support for you that would optimize success. Within two-miles of Downtown Canby are 6,000 employees. Retail vacancies are estimated at 6 percent compared to 9 percent throughout Canby. Local tourism is on the rise with 285,000 visitors per year to the Clackamas County Fairgrounds less than half a mile away. All of these factors contribute to great potential for apparel merchants in the years ahead. I will give you a call in the next few days in order to explore with you in greater detail the retail opportunities in Canby. Sincerely, Jamie Stickel Main Street Manager City of Canby 72

77 City of Hamilton, Downtown Master Plan Appendices Business Vitality Boutique and Used Apparel Stores Name Summary Address Phone Website Owner(s)/ CC McKenzie Women's Clothing, Men's Clothing, Children's Clothing, Shoes, Outdoor Apparel and Gear PDX Airport 7000 NE Airport Way Portland, OR (503) Clothes Closet Women's Clothing 252 B Ave Lake Oswego, OR (503) theclothesclosetconsignment.com Kimberly Greenwood Consign Couture Women's Clothing, Used, Vintage & Consignment, Jewelry 7400 N Lombard St Portland, OR (503) Consigning Women Women's Clothing 1235 B McVey Ave Lake Oswego, OR (503) info@consigningwomyn.com Frances May Women's Clothing, Men's Clothing 1013 SW Washington St Portland, OR (503) Connie Codding, Pamela Baker-Miller Frock Boutique Women's Clothing, Accessories 1439 NE Alberta St Portland, OR (503) Angie Heiney, Ali Wykhuis Here We Go Again Women's Clothing, Used, Vintage & Consignments 0511 SE Carolina St Portland, OR (503) Modo Boutique Women's Clothing, Used, Vintage & Consignment 729 E Burnside St Portland, OR (503) themodowebsite.com Allison Fordham, Myla Crowell New to You Clothing, Home Goods, Bridal, Accessories 238 N. Hwy 99 W McMinnville, OR (503) info@shopnewtoyou.com 73

78 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX H: SAMPLE RETAIL INCENTIVES Downtown Brush New Business Incentive Program The Downtown Brush Rentals Incentive Program is given to encourage the establishment of new business within Downtown Brush through assisting new, relocating, or expanding businesses. The Downtown Brush Rentals Incentive Program provides the option of one of the following: - Rent subsidies of up to one-third of the business s monthly rent, not exceeding $500 per month, for the first three months of a minimum 1 year lease. - City utilities costs, not exceeding $125 per month, are covered for the first year. - A forgivable loan in which the City of Brush gives up to $1500 dollars to the business as additional startup capital, which the business will repay at $125 per month, interest free. If the business remains in operation after two years, the amount initially loaned is given to the business. - Advertising costs for the newspaper and radio up to $1500. There is an option to combine different incentives, but the total must not be greater than $1500. i.e. $500 of advertising costs and a $1000 forgivable loan. To qualify for the Downtown Brush Rentals Incentive Program you must meet the following criteria: - A new business in Downtown Brush. Downtown being qualified as Edison St. in the 300 and 400 block or on Clayton St. in the 100 and 200 block. New being qualified as: o Relocating from another city o Opening an additional location of an existing business o Starting a new business A changing of address, name, or ownership does not qualify as new - Properly licensed. - Qualify as a targeted business. - Application approved by the City of Brush City Council. Targeted businesses for Downtown Brush: New retail not currently provided downtown. i.e. New clothing & accessory store (not used clothes), pet shop, household/office furnishings, tackle & bait shop, specialty retail New service not currently provided downtown. i.e Party supply store/rental, restaurant, pharmacy A business that offers the same goods or service that is currently offered by a business downtown will not qualify for the incentive program. Due to restricted funds, The City of Brush! limits the number of recipients of the Downtown Rental Incentive Program to four per calendar year. 74

79 City of Hamilton, Downtown Master Plan Appendices Business Vitality Downtown Brush New Business Incentive Application Name of Business: Address of Business: Mailing Address (if different): Contact: Phone: Federal ID#: General Description of Nature of Business: Date of Business Opening: Business Hours of Operation: Business is: New business Relocating Business Expanding Business Select the incentive program option(s) you are interested in receiving and the amount: Rent subsidies City Utility Costs Forgivable Loan Advertising Costs $ $ $ $ Monthly Rent/Mortgage at Business Location: Length of Lease: Building Owner: Building Owner s Mailing Address: Upon signing the application for assistance for the Downtown Brush New Business Incentives, I certify that the above information is correct. I also understand that this application is not a guarantee of assistance; that the application must go through the approval process of the City of Brush. Should my application be approved, I understand that the maximum assistance given will total no more than $ Should any circumstance arise which causes my above listed business to cease to exist, or to function in the nature it is listed above, or to relocate from the downtown area, all within the first year of business, I understand that any incentive assistance given from the City of Brush shall end at any time the City determines. Applicant Signature: Date: Printed Name: Title: ==================================================================================== For City of Brush Use Only Applicant is: approved for: denied 75

80 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX I: PROSPECT TRACKING FORM Appendix I: Business Prospect Tracking Form Your business development team's efforts will ultimately be judged by vacancies filled. To succeed at this effort, the team will need to organize and categorize the calls you receive and the calls you make for business reallocations. Below is a simple system for prioritizing your work with businesses. Don't forget the important underlying assumption is that the target business is worth pursuing, i.e., is a strong potential or established business, which has the market, the capital and the management skills to succeed. HIGH Actively searching for space to relocate/expand; keep on top of! MEDIUM Interested, checking out locations; will make move in next 6 MOs 1 year LOW Not interested at this time-put on mailing list HIGH PRIORITY LEADS Business/Contact Name & Number Follow-up Activity Responsible Party MEDIUM PRIORITY LEADS Business/Contact Name & Number Follow-up Activity Responsible Party LOW PRIORITY LEADS Business/Contact Name & Number Follow-up Activity Responsible Party The Tracking Form should be reviewed at each and every meeting of recruitment team. 76

81 City of Hamilton, Downtown Master Plan Appendices Business Vitality APPENDIX J: DOWNTOWN HAMILTON ECONOMIC BENCHMARKS Public Investment Private Investment Business Mix Real Estate Economic Vitality Promotion/Marketing $$ invested in capital improvements, streets and infrastructure, other downtown improvements $$ spent on business and property improvements/acquisition/expansion Number and distribution Target niches filled Retail square footage Occupancies Full and part time jobs (net) Customer counts Sales growth Parking spaces Business inquiries Event counts Sales impacts 77

82 City of Hamilton, Downtown Master Plan Appendices Promotion + Image Building APPENDIX K: SAMPLE RESTAURANT WEEK PROMOTION 78

83 City of Hamilton, Downtown Master Plan Appendices Promotion + Image Building APPENDIX L: SAMPLE CALENDAR OF EVENTS JANUARY: Ghost Walk: 1st & 3rd Fridays 8PM Paranormal history of Downtown Benicia are discovered on this fun, interactive tour led by a paranormal expert. Space is limited. Prepaid reservations are required by calling FEBRUARY: Wine & Chocolate Walk: Saturday, February 8 th 1PM to 5PM Stroll First Street with your sweetheart tasting fine wine and chocolate pairings inside downtown shops. Pamper Me First: Sat. February 22 nd 11AM to 5PM Grab your girlfriends and come downtown for a relaxing day of pampering and shopping on First Street. MARCH: Great Bowls of Chili Challenge: Sat. March 22 nd Noon to 5PM A friendly yet fiery competition amongst businesses, organizations, and individuals to make the best tasting chili in town. Come taste for yourself and be the judge! APRIL: Farmers Market: Last Thursday of April through October 4PM to 7PM Benicia Main Street draws many people to its popular Farmers Market. The Market offers fresh fruits and vegetables, baked goods, gourmet food, delicious hot foods, arts and crafts, live entertainment, and face painting. MAY: Benicia In Bloom: Sat. May 17 th & Sun. May 18 th 11AM to 5PM At the annual open house, participating merchants feature in- store promotions geared towards spring and summer. JUNE: Wine Walk: Sat. June 21 st 1PM to 5PM Stroll First Street on a beautiful summer afternoon and taste over a dozen wines being poured inside downtown shops. JULY: Torchlight Parade: July 3 rd 6:30PM Benicia s Independence Day parade stretches along First Street and includes dancers, floats, clowns, and entertainment. Picnic in the Park & Fireworks: July 4 th Noon This event is a wonderful way to spend the 4th! Benicia s City Park is filled with arts and crafts, delicious hot food, live entertainment and children s activities. Fireworks start about 9 p.m. at the foot of First Street making this a great event for the whole family. Benicia Waterfront Festival: Sat. July 26 th & Sun. July 27 th 11AM to 6PM The popular summer event is back with a splash! Benicia celebrates its picturesque waterfront locale with two days of live music, craft beer tastings, tasty foods, vendor village, and kids activity area. AUGUST: Taste of First Street: Tues. August 26 th 6PM to 9PM Downtown brings a sampling of the cuisine you can find from Benicia s favorite restaurants on First Street with two glasses of wine and souvenir glass included. SEPTEMBER: Wine Walk: Sat. September 27 th 1PM to 5PM Stroll First Street on a beautiful autumn afternoon and taste over a dozen wines being poured inside downtown shops. OCTOBER: Scarecrow Contest: Month of October As people stroll downtown during the month of October they will be greeted by scarecrows fashioned by downtown businesses. The public is invited to vote on their favorites! 79

84 City of Hamilton, Downtown Master Plan Appendices Promotion + Image Building OCTOBER CONT D: Haunted Depot: October 17 th - 19 th, 24 th - 26 th, & 31 st The normally mild- mannered Southern Pacific Railroad Depot has been mysteriously transformed into a frightful depository of ghosts, goblins and spirits daring you and your family to pay a visit. Halloween Costume Contest & Sidewalk Stroll: Sat. October 25 th 10AM Benicia Main Street offers a great time for kids of all ages during the popular Halloween costume contest and sidewalk stroll. The local merchants on First Street get into the spirit of the holiday for all to shop and enjoy. At noon there will be a Canine & Critter Costume Contest on the First Street Green with awards and treats. NOVEMBER: Downtown Holiday Shopping Spree: November 1 st December 4 th A drawing for a Downtown Benicia Shopping Spree valued at $500 in Downtown Dollars. For every $10 that you spend at participating merchants, you will receive one ticket for the drawing. The drawing will take place on the evening of the Holiday Open House on December 5th. Earlier Than The Bird!: Sat. November 22 nd 9AM to Noon Jump out of bed, head downtown with friends and family, and get a jump- start on your holiday shopping! Teddy Bear Tea Party: Sun. November 30 th & Sun. December 7 th Camellia Tea Room and Benicia Main Street invite you to bring your teddy bear and join in the festivities at 828 First Street. Reservations are required and can be made by calling DECEMBER: Holiday Open House & Tree Lighting: Fri. December 5 th 6PM to 9PM First Street merchants along with Benicia Main Street host this ever- popular open house at the beginning of the Christmas Season. Merchants offer beverages and treats and show off their holiday goods while costumed carolers sing traditional Christmas tunes. Live entertainment, wagon rides, and wine tasting add a festive atmosphere to this family event. Christmas Parade & Holiday Market: Sat. December 13 th 10AM to 3PM The parade starts at 10 a.m. at First and D Street and ends at H Street. The parade features local marching bands, dancers, and the much- anticipated Santa Claus. The Holiday Market features handcrafted arts & crafts, gourmet items and delicious foods. 80

85 City of Hamilton, Downtown Master Plan Appendices Promotion + Image Building APPENDIX M: SAMPLE RESTAURANT PROMOTIONAL CARD 81

86 City of Hamilton, Downtown Master Plan Appendices Design APPENDIX N: DETAILED BUDGET FOR GATEWAY PLAZA HAMILTON, MONTANA ENTRYWAY PLAZA Concept Budget May 2014 Quantity Unit Items Lots 1, 2, and 3 Unit Price Amount 34,240 SF Demolition, Surface, Simple Waste $ 2.25 $ 77,040 0 SF Demolition, Structures Minimal $ - $ - 1 LS Modifications for Vehicular Circulation Min. $ 5, $ 5,000 1 LS Modifications for Vehicle Parking Minimal $ 5, $ 5,000 1 LS Modifications for Underground Utilities Surface $ 12, $ 12,000 1 LS Modifications for Above Ground Utilities $ 16, $ 16,000 1 LS General Conditions $ 24, $ 24,000 1 LS Modifications to Existing Drainage $ 20, $ 20,000 1 LS Earthwork $ 45, $ 45,000 6,100 SF Pavements Standard, Walks and Parking $ 6.00 $ 36,600 1,200 SF Pavements Decorative/Crosswalks $ $ 14, LF Perimeter Protect/Match to Existing $ $ 4,800 5 EA Lighting Budget Allowance $ 4, $ 21,000 1 LS Streetscape Ammenities Allowance, Simple $ 8, $ 8,500 10,000 SF Vegetation, Irrigated Allowance, Simple $ 3.75 $ 37,500 1 EA Signage, Stripping, Minimal $ 4, $ 4,000 1 LS Signage Wayfinding $ 3, $ 3,600 Artwork Iconic Piece, Heroic Scale, Local Regional Artist, Simple 1 LS Plinthe and Lighting, Allow $ 46, $ 46,000 1 LS Artwork Supporting, Minimal, Simple $ 7, $ 7,000 SUBTOTAL $ 387,440 $ 46,493 Total Amount Hard Costs $ 433,933 1 LS A&E Plan, Design Constuct Admin. Closeout $ 78,000 TOTAL CONCEPT BUDGET $ 511,933 82

87 City of Hamilton, Downtown Master Plan Appendices Design APPENDIX O: PARKING DIAGRAM Building and site designers, who routinely work with codes, understand how significantly the character and built form of a community is impacted by the parking code. Too often planning staff, city council and the community do not have the same understanding. It is not uncommon for a City to adopt parking and land use codes without thorough exploration of the existing conditions and the forms that will result if properties are forced to comply. Too often, the adopted codes leave most of what exists in the historic downtowns noncompliant. This is in fact the case in Hamilton, Montana. Unfortunately, the traditional patterns and character the community loves are no longer allowed to be built. Following is a series of diagrams illustrating some of the challenges and the resulting built forms that may be created when new or redeveloped properties are required to comply with the current parking code. For purposes of the illustration, we have assumed a 75 wide by 150 deep lot. In fact, there is a vacant lot on the south side of Main Street, between 4th and fifth streets, that is exactly these dimensions. Diagram 1- Existing Condition The first diagram shows what typically exists on an 11,250 square feet (SF) lot on or near Main Street. Historically, a 75 wide lot may actually be three 25 wide lots. Typically 2-story buildings as narrow as 25 and as long as 75 to 150 have been built on these urban lots. Typically the building would front on the sidewalk/ property line and have no side or front yard setbacks. Often parking and services are accommodated off of the back alley. The sketch of existing conditions shows 8 parking spaces along the alley and 7-8 diagonal parking spaces in front on Main Street. This leaves a 2-story building of 9,750 SF on each floor for a total of 19,500 SF. With 16 spaces provided, this building has less than one or.82 parking spaces per 1,000 SF. Current code requires 2-4 spaces per 1,000 SF (2 in the CBD and 4 outside of the 4 block CBD). For the illustrated existing condition, 39 to 78 parking spaces are required. Note, the CBD code allows credit for the parking spaces in front of the stores. If these were not allowed to be counted, the parking provided would be only 8% of current requirements. 83

88 City of Hamilton, Downtown Master Plan Appendices Design Diagram 2- Downtown Infill per City Code for property located within the CBD zone The second diagram illustrates the 2-story building that could be built if required parking is provided on site and on the street. Within the CBD, retail (and several other land uses) require 2 spaces per 1,000 SF. The CBD parking code does allow including the on street parking directly in front of the building. Notice that the ground floor has been reduced to only 5,250 per floor for a total of 10,500 SF which is 9,000 feet smaller than the existing condition example. Due to the geometry of the site there is an area for service behind. Potentially, new buildings would be designed to place the open space along the sides or in front to provide more light or outdoor retailing or dining space. The City does not have design guidelines that advocate for historic building patterns. Nor do the guidelines require new buildings to front on the sidewalk and have no setbacks. Potentially, new buildings will be designed without consideration of historic patterns and some of the charm will be lost. An even greater risk to the historic fabric will be new buildings tearing down existing buildings in order to provide enough parking spaces to meet code. It is important to note that the CBD zoning, with reduced parking of the CDB requirements only applies to 8 blocks within the historic downtown. 84

89 City of Hamilton, Downtown Master Plan Appendices Design Diagram 3 and 4- Downtown Infill per City code, for property located in Business District (not in the CDB) The third diagram illustrates the 1-story building that could be built if required parking is provided on site. In Business Districts located outside of the CBD, retail (and several other land uses) require 4 spaces per 1000 SF. In these districts, the parking code does not allow including the on street parking directly in front of the building. Notice that the building area has been reduced to 4,500, the amount of square feet 18 parking spaces will support. The building has been reduced to a single story and the ground floor area has been reduced to only 4,500 SF. This building is 6,000 SF smaller than existing condition example in Diagram 1. A single story building will be inconsistent with historic fabric. In an era where the intent is to build more intensively and sustainably, and develop more businesses downtown, the parking codes are working in opposition to these goals. Potentially, new building will be designed without consideration of historic patterns and some of the charm will be lost. An even greater risk to the historic fabric will be new buildings tearing down existing buildings in order to provide enough parking spaces to meet code. A 4th diagram illustrates what the resulting form might be if a 2-story building were developed with on-site parking provided at 4 spaces per 1,000 SF. Notice that the building area has been increased to 5,400 SF, the amount of area the 22 parking spaces shown on the plan will support. The building is 2 stories; however, the ground floor area has been reduced to only 2,700 SF. This building is 14,100 SF smaller than existing condition example (only 27% of the original SF) in Diagram 1. The resulting 2,700 SF floor plan is not well suited to retail. Recommendations The parking code needs to be amended in order to meet many of the community goals related to efficient use of land, walkability, sustainability, infill, and historic preservation. The City should reduce on-site parking requirements in business districts to more accurately reflect existing conditions and historic patterns. Two spaces per 1,000 square feet, with only 50% of this provided on site and street has proven to be adequate in many traditional and new downtowns focused on walkability and placemaking. Should the community decide to require building owners to provide 2 spaces per 1,000 SF a fee in lieu policy is recommended. Under this policy, new development would pay into a fund for the City to build the additional and required spaces. Long-term the City may choose to implement a parking permit program and/or meter on street spaces. 85

90 City of Hamilton, Downtown Master Plan Appendices Organizing for Action APPENDIX P: MAIN STREET MODEL Organization Organization establishes consensus and cooperation by building partnerships among the various groups that have a stake in the commercial district. By getting everyone working toward the same goal, your Main Street program can provide effective, ongoing management and advocacy for the your downtown or neighborhood business district. Through volunteer recruitment and collaboration with partners representing a broad cross section of the community, your program can incorporate a wide range of perspectives into its efforts. A governing board of directors and standing committees make up the fundamental organizational structure of volunteer-driven revitalization programs. Volunteers are coordinated and supported by a paid program director. This structure not only divides the workload and clearly delineates responsibilities, but also builds consensus and cooperation among the various stakeholders. Promotion Promotion takes many forms, but the goal is to create a positive image that will rekindle community pride and improve consumer and investor confidence in your commercial district. Advertising, retail promotions, special events, and marketing campaigns help sell the image and promise of Main Street to the community and surrounding region. Promotions communicate your commercial district's unique characteristics, business establishments, and activities to shoppers, investors, potential business and property owners, and visitors. Design Design means getting Main Street into top physical shape and creating a safe, inviting environment for shoppers, workers, and visitors. It takes advantage of the visual opportunities inherent in a commercial district by directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, parking areas, street furniture, public art, landscaping, merchandising, window displays, and promotional materials. An appealing atmosphere, created through attention to all of these visual elements, conveys a positive message about the commercial district and what it has to offer. Design activities also include instilling good maintenance practices in the commercial district, enhancing the district's physical appearance through the rehabilitation of historic buildings, encouraging appropriate new construction, developing sensitive design management systems, educating business and property owners about design quality, and long-term planning. Economic Restructuring Economic restructuring strengthens your community's existing economic assets while diversifying its economic base. This is accomplished by retaining and expanding successful businesses to provide a balanced commercial mix, sharpening the competitiveness and merchandising skills of business owners, and 86