04-05-2005 City Council Study Session PacketCity of Grand Island
Tuesday, April 05, 2005
Study Session Packet
City Council:Mayor:
Jay Vavricek
City Administrator:
Gary Greer
City Clerk:
RaNae Edwards
T
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7:00:00 PM
Council Chambers - City Hall
100 East First Street
Carole Cornelius
Peg Gilbert
Joyce Haase
Margaret Hornady
Robert Meyer
Mitchell Nickerson
Don Pauly
Jackie Pielstick
Scott Walker
Fred Whitesides
City of Grand Island City Council
Call to Order
Pledge of Allegiance
Roll Call
A - SUBMITTAL OF REQUESTS FOR FUTURE ITEMS
Individuals who have appropriate items for City Council consideration should complete the Request for Future Agenda
Items form located at the Information Booth. If the issue can be handled administratively without Council action,
notification will be provided. If the item is scheduled for a meeting or study session, notification of the date will be given.
B - RESERVE TIME TO SPEAK ON AGENDA ITEMS
This is an opportunity for individuals wishing to provide input on any of tonight's agenda items to reserve time to speak.
Please come forward, state your name and address, and the Agenda topic on which you will be speaking.
MAYOR COMMUNICATION
This is an opportunity for the Mayor to comment on current events, activities, and issues of interest to the community.
City of Grand Island City Council
Item -1
Presentation by Shonsey & Associates for FY 2004 City Single
Audit and General Purpose Financial Statements
Terry Galloway and Marcy Luth of Shonsey & Associates will present the City Single Audit
and General Purpose Financial Statements for Fiscal Year 2004.
Tuesday, April 05, 2005
Study Session
City of Grand Island
Staff Contact: David Springer
City of Grand Island City Council
Item -2
Presentation by Downtown Improvement Board
Steve Rasmussen, Board Member of Business Improvement District Board #5 will present a
PowerPoint relative to the Downtown Plan.
Tuesday, April 05, 2005
Study Session
City of Grand Island
Staff Contact: Cindy Johnson
City of Grand Island City Council
MEMO TO: Mayor and City Council
FROM: Business Improvement District Board #5, Downtown
RE: Downtown Plan
DATE: March 30, 2005
The downtown is an integral part of any community; it is the heart of the
community. A well cared for downtown reflects a sense of commitment
to the small businesses that locate in downtowns, the professional service
offices. It speaks well for a community when a downtown is maintained in
a progressive fashion and considered an asset to the community overall.
It is encouraging that the Council identified helping downtown programs
as a goal at this year’s retreat and the Mayor supports major
redevelopment of downtown Grand Island, as indicated in his December,
2004 ‘State of the City’ address. We, as downtown property and business
owners, appreciate the acknowledgement of downtown as a critical
place within the community.
Grand Island has seen a variety of efforts to improve the downtown in the
last decade. Some people, if considering the façade improvement
program, alleyway program, and increased public events, may even
characterize those efforts as resounding. Others, if seeing the upper level
housing potential, vacant storefronts, and lack of physical improvements,
may characterize that effort as mediocre. What everyone will agree on is
that we can’t stop here. There is more to be done and substantial
improvements that need to be made if this downtown is to be
redeveloped into an area the entire community can take pride in.
Downtown Grand Island is safe, stable, and family friendly. People are
comfortable in our downtown. The area is not ridden with crime and does
not consist of unsafe, threatening areas. It is a downtown holding its own
in a time when other downtowns are losing tremendous ground. We can
take pride in this and use it as a stepping-stone to continue our efforts.
ENVISIONING THE NEXT STEP
In 2004, the downtown, in conjunction with the CRA, commissioned
a study that would serve as the guiding force for the future of the
downtown. Many suggestions in the study have been implemented, such
as angle parking, additional events, parking lot improvements, and
banners. Other suggestions, including streetscape projects, increased
residential units, corner nodes, development of signage, an outdoor
entertainment area have not yet occurred.
The study confirms what we know about our downtown: the number of
retail stores is down; restaurants are up; and office space has increased.
There is a slightly higher vacancy rate today than five years ago, again,
nothing that was not expected with the advent of the strip malls along
highway 281 offering traditional downtown businesses an opportunity for
affordable rents in a higher traffic volume area. What we did learn in the
study was this.
To take this downtown to the next level, the focus must move beyond
planters and pumpkin painting to physical improvements that create an
atmosphere that will encourage people to flock to the downtown for an
experience (unique housing, shopping, dining, and services) that they
cannot receive anywhere else in Grand Island.
Our downtown has much to offer. It is the government center of the city
and houses many professional services. Rates are reasonable and office
space is filling up. Restaurants are convenient and it’s easy to pop into
one of the many unique shops in the area.
But, it is the “traffic” – the people shopping, eating, living, procuring
services, that is crucial to the success of businesses individually, and the
downtown overall. What can we do to increase the number of people
coming to the downtown; which equates to increased business for our
companies located downtown? The study by RDG would suggest that
the public encouragement for increasing foot traffic and business to the
downtown occurs via any number of avenues but all centering around
creating an “ambiance” or “experience” that will bring people back to
the downtown time and again. This foot traffic will be the enticer for more
niche businesses to open up shop in the downtown area. The ambiance
sets downtown apart from the strip malls, and the hard concrete of
Highway 281, and makes it an enjoyable, different place to go.
Here’s what we believe must be undertaken as the next steps in the
downtown:
ACTIVITIES = PEOPLE = TRAFFIC = BUSINESS
Over the years, the downtown has coordinated many events as a way to
bring people, families, and friends into an area that they might not
otherwise have reason to visit. The logic behind this strategy is simple. The
events expose people to the downtown, and with that exposure comes a
familiarity and, hopefully, an interest in returning to the downtown – to one
of the shops, eating establishments or entertainment venues.
The board remains committed to sponsoring events and to make them
even more successful by “theming” and encouraging greater
participation from a variety of businesses. The downtown would like to
establish a programming schedule, which includes music groups of all
types and sizes, family entertainment such as clowns, jugglers, face
painters, and dancing. With this in mind, the events must be held in a
family friendly area, conducive to music, movement, and interaction.
DEVELOPMENT AS AN ENTERTAINMENT/ACTIVITIES CENTER.
Gazebo Park Area. The gazebo park area must be redeveloped. The
gazebo structure itself does not contribute to the “Kaufmann Cummings
Park”, and is seldom used. Opening up this area also exposes all the
available parking in the northern area of downtown (South Front Street)
Physical layout:
· Grass knoll, not concrete
· Performance site
· Banners
· Signage
· Seating
Assistance Needed
· Address rail road issues
Automated horn system
Crossings
· Restrooms
· Electricity, lighting
Indoor Downtown Community Area. The Grand Theatre is an integral part
of encouraging downtown traffic. It brings a life and vitality to the
downtown and encourages great discussions over coffee and
cheesecake at Blue Moon or a refreshing beverage at one of the other
downtown establishments.
With the recent announcement of GILT to co-locate at College Park,
efforts to assist the Grand Theatre, and to maximize its usage, must be
accelerated. There appears to be an interest in utilizing the Grand for
social gatherings, weddings/ receptions, parties, etc. In fact, the directors
for the Grand Foundation have identified a specific niche – video
birthday parties – utilizing the existing movie screen and equipment that is
forthcoming. However, the existing footprint provides very little
“reception” area atmosphere. Could long range plans include purchase
of the adjacent building (east) and expand the Grand’s footprint?
Assistance Needed
· Annual funding from the City to support Grand Theatre
operations
Arts and humanities. Along with the redevelopment of the gazebo park
area, we would encourage the city to consider providing financial
assistance for public arts in downtown. In conjunction with Moonshell Arts
and Humanities (and perhaps funding from the Arts and Humanities
Council), various works of art could be displayed throughout the year.
Sculptures, “crane mania” programs, music, performances and other
appropriate art mediums could be programmed at a downtown site.
Because the gazebo park location will be the most significant “green
space” in the downtown core area, this would be an ideal site for public
art.
HISTORIC REDEVELOPMENT/UPPER LEVEL DEVELOPMENT
As previously noted, people are the key to business in downtown. Housing
supplies people. Upper level development should be encouraged. An
aggressive plan would include the partnering of various property owners
downtown to collectively redevelop second stories. Efficiencies could be
gained through shared elevators, walkways, etc. The effect would be
tremendous - an increase in people living downtown, activity, sense of
energy and excitement, and an increased need for services, resulting in
more business.
The BID would identify potential sites for upper level housing; an intern is
proposed to work on this effort this summer. We would develop sketches
of second stories that would be conducive to housing development. A
brochure on the process/funding sources, etc for upper level housing
would be developed as well.
Historic renovation/restoration can be costly, and each building is
different, depending on existing infrastructure and end use. Estimates for
renovation of larger downtown buildings can range from $50,000 for
upper level development to $800,000. As you can see, return on
investment must be significant in order for a downtown property owner to
assume the risk for this type of redevelopment. Providing financial
incentives for these types of restoration is crucial.
Assistance needed
· Revolving loan fund
City
CRA
CDBG loan
Historic Tax Credits.
· Adequate parking
· Building codes that allow restoration/renovation of
downtown buildings
· Continue to make TIF available
PARKING
The downtown parking lots are maintained through parking district
assessments to businesses in the parking district. Sufficient, convenient
parking is the deal maker – or deal breaker - for every development and
redevelopment project in the downtown. Historically, the downtown has
funded the parking lots through bonds issued by the city. The city owns
the lots and the parking assessments pay for the maintenance and
improvements to the lots. Parking in the downtown needs to be
controlled to ensure it is readily available and contributes to the overall
sense of “arriving” in the downtown. Appropriately spaced parking will do
this. We have identified two specific areas where parking is an absolute
detriment to additional development.
Assistance Needed
· Masonic Temple (Parking could be made available if
Brown Hotel/GI Music were acquired and demolished)
· Walnut Street Center (Parking could be made available if
substandard properties in area were acquired and
demolished)
PHYSICAL ENVIRONMENT
We must consider RDG’s suggestion relative to the widening of Third Street
in order to increase the number of parking stalls available. The
perception of convenient parking is often inconsistent with the reality of
parking available, however, we must deal with the perception as it is and
work toward changing it. Adding on-street parking has been of great help
in the areas where it has been implemented. In conjunction with
discussing the change to angle parking, we would ask the discussions also
include streetscaping, addressing the deteriorating curbs and sidewalks,
and pedestrian lighting. All components will add up to a greatly
improved public environment.
CONCLUSION
Every active downtown has an attitude. Grand Island deserves a
downtown bustling with activity, energy, and excitement. A solid
revitalization strategy is critical. Our strategy involves a combination of
small business development, encouraging creative thinking, persistence,
and independence that are typical of an entrepreneur, marketing
analysis, activities and events, and other responsibilities undertaken by the
BID and funded through annual business improvement district
assessments.
A critical prong, however, remains the public investment. A number of
public needs have been identified that would ensure the continued
growth and development of downtown. Public funds are used to
leverage private investment. It is not unusual to have a 3-1 or greater
investment ratio (public to private) in revitalized downtowns. Private
investment will occur when public investment does.
There is no better example of this than the Riverfront Development in
Omaha. Millions of dollars ($500,000,000+) have been invested. The Hay
Market is another example. A $12 million bond issue was approved by the
voters in the mid-1990s and directed toward public improvements in the
downtown. Since 1997, there has been well over $100 million in both
public and private funds invested in downtown Lincoln. While Grand
Island is certainly not the size of Lincoln or Omaha, our downtown is just as
important.
· Connections/Access for Upper Level Development $__________
· Outdoor Public/Entertainment Area $__________
· Surface Parking, Strategically Located $__________
· Street/Curb/Streetscape Improvements $__________
· Restoration of Masonic Temple $__________
· Arts/Humanities