RDG Planning & Design in Association With

March 2014

Prepared by: RDG Planning & Design in association with Kadrmas, Lee, & Jackson Chapter 1

2 Table of Contents

Williston City Commission Steering Committee City Commission Approved on March 11, 2014 Brad Bekkedahl Ryan Agnes Chris Brostuen Brad Bekkedahl Tate Cymbaluk Brian Bolinske CONSULTANT TEAM Howard Klug Glenn Boyeff RDG Planning & Design E. Ward Koeser Matt Grimshaw www.rdgusa.com Dave Hanson City of Williston Staff Kent Jarcik Kent Jarcik - City Planner Howard Klug Kadrmas, Lee, & Jackson Rachel Ressler - Project Manager Amy Krueger www.kljeng.com Bob Hanson Deeann Long Donald Kress Rachel Ressler Monte Meiers Angela Skogen Dave Tuan Steve Slocum Shawn Wenko Shawn Wenko Chuck Wilder An Introduction

Amidst the scenic, quiet expanse of the grasslands and able oil in the Williston Basin and eased fears that the cur- welcomes new people and subsequently deepens our ties the nearby badland ravines that echo ages past, the City rent boom would be short-lived. Though development to our heritage, future ambitions, culture and each other of Williston takes center stage in America’s latest en- continues to push outwards, the downtown core of Wil- ergy boom. The community and its long-term residents liston has never been more important. …melting pot centered around the downtown watch the associated changes with a careful eye. Stretch- ing back to a time when Lewis and Clark’s team reunited …Long-term residents – looking for improved quality of …affordable housing nearby in their westward exploration, Williston remains life as well as a link to their “small town” heritage…see- a place where people come together from all parts of ing a movie from the balcony seats at the Grand The- …services, retail and restaurants that meet the needs of the country -- some settling deep in this resilient commu- atre…celebrating Band Day with their family… new and old residents alike nity, but others, by choice or by necessity, passing quickly through this starkly beautiful land. …New residents looking for a place that welcomes them With change slowing and speeding past the community and encourages their settlement into a vibrant commu- of Williston, our downtown becomes our rock in the river Today, Williston encounters its largest, and perhaps most nity. that is a place of refuge…that both welcomes new peo- sustaining, oil boom yet. Recent studies by the U.S. Geo- ple and subsequently deepens our ties to our heritage, logical Survey doubled the estimated amount of extract- …rock in the river that is a place of refuge…that both future ambitions, culture and each other.

by Laura Kessel - past resident and project planner chapter ONE Market Review

A sound downtown development program must be based on market potential. This chapter reviews important demographic and market characteristics that guide planning for the future of the district. This market analysis quantifies future development markets for the City and considers downtown’s share of that demand.

7 Chapter 1

The Williston area is exploding with population and de- Map 1.1: Market Areas for Williston mand for new services, and downtown Williston is situ- ated to take advantage of a large number of potential customers in a 60-mile radius. However, the uncertainty of the future of the oil boom is making it difficult to plan for the future and is causing some hesitation to provide financial backing for large projects. At the same time, the rapid growth makes it difficult to accurately calculate how many potential customers are out there and what they might want out of downtown. With its future so uncertain, the smartest thing that Williston can do is invest in its downtown. Downtown Williston has a unique role to play in the region – to provide centralized retail and services in a vibrant, attractive environment. Invest- ing in this asset is one of the best ways that Williston can continue to thrive, both in boom times and in more stable times. Market Areas

Downtown Williston draws its customers from a wide area. The primary market for downtown includes the residents closest to Williston, within 20 miles of downtown. Residents within 60-miles provide a secondary market area that Williston can draw from, given the right offerings. Map 1.1 shows the market areas.

▪▪ Primary Market (20-mile Radius). The primary ▪▪ Secondary Market (60-mile radius). The second- dents toward the edge of the 60 mile market area market includes Williston and surrounding townships. ary market includes Watford City, Sidney MT, and may choose to shop in relatively equidistant cities Stanley. It runs north to the Canadian border, east to such as Dickinson and Minot if those communities Residents in this area are likely to buy some or most Highway 8, west to Fort Peck Reservation (MT), and offer more appealing retail options. To compete for of their goods and services in Williston, particularly south to Pearl township (25 miles north of I-94) these “edge” shoppers, downtown Williston will given the limited alternatives in the area. However, need to provide sufficient retail variety and a pleasant many residents may still travel to bigger cities for spe- Williston has the potential to capture the majority of shopping environment to establish itself as a regional cialty items not available in Williston. this market if it can provide the right offerings and shopping destination. establish the downtown as a regional draw. Resi-

8 MARKET REVIEW

Williston’s Economic Table 1.1: Per Capita Total Taxable Sales & Purchases Figure 1.2: Share of Taxable Sales and Purchases in for Williston and Other North Dakota Cities, 2012 State of North Dakota in 2012, by city Significance City Taxable Sales Williston is a significant economic player in the State of Williston $232,354 North Dakota. Fargo $26,791

Figure 1.1, taken from the 2012 Williston Impact State- Bismarck $31,956 ment, shows the dramatic increase in quarterly city sales Minot $40,455 tax in Williston alongside the other major North Dakota Grand Forks $22,545 cities from 2007 to 2012. Dickinson $56,926 North Dakota $37,075 Williston’s share of taxable sales in the state has far out- Source: North Dakota Office of State Tax Commissioner 2012 Source: North Dakota Office of State Tax Commissioner 2012 paced its population growth. While Williston has approximately 3% of the state’s population, Figure 1.2 shows that it had around 14% of the taxable sales and purchas- Figure 1.1: Quarterly City Sales Tax for Williston and Other North Dakota Cities, 2007-2012 es in 2012 ($3.5 billion). Table 1.1 shows that Williston’s level of per capita taxable sales and purchases is 10 times larger than the six other largest cities in North Dakota. This is a highly unusual situation, and reflects the large capital outlay made by the oil industry during that year. (In 2012, taxable sales and purchases for the mining and oil extraction industry in North Dakota were more than $5.1 billion, representing approximately 20% of the total for all industries in the state).

Source: Williston Economic Development 2012 9 Chapter 1 - DRAFT 2.10.2013

Population Trends Figure 1.3: Historical Population for Williston, 1890-2013

While the biggest challenge for most small downtowns is finding enough customers to keep businesses alive, downtown Williston is in the unique position of struggling to keep up with an exploding potential customer-base, as its population has nearly doubled to around 30,000 in just a few years (this includes temporary residents - the estimate for permanent residents is approximately 18,000). Due to the unpredictable nature of the oil industry, the future trajectory of this growth is uncertain. However, many sources estimate that the increased population will be sustained for 20-30 years, with the potential to see an additional 10,000 residents within 5 years.

Historical Population Growth

Over the past 100 years, Williston’s population has grown, punctuated by sudden population increases in the Source: U.S. Census 2013, Hodur 2013 50s and 70s, followed by slight decline. The period from 2000-2013 has been one of the fastest growth periods ( permanent residents) in Williston’s history, with an increase of approximately ▪▪ The City of Williston Building Department reports that 2017 Population Potential 42%. (Williston grew by 60% during the 1950s). Figure between 2010-2012, 3,877 housing units were built 1.3 shows the historical population change. in Williston and the 1-mile jurisdiction. A report from Reports from NDSU predict that Williston has the poten- the City estimated that 2,300 would be built in 2013 tial to grow to approximately 40,000 total residents by Population Estimates (see Figure 1.4). This information is used in con- 2017, with approximately 29,000 of those being perma- Williston’s rapid and unpredictable growth in recent years junction with the estimated average household size nent residents. The Williston region, which includes McK- of 2.36 for 2013 (Claritas), to provide the population has made it difficult to estimate the current population enzie, Williams, and Divide counties, has the potential to prediction shown in column 2 of Table 1.2. or make predictions for the future. Estimates vary wide- peak at over 100,000 residents in 2020, then decline to around 90,000 by 2030. (This estimate includes tempo- ly, with recent media reporting numbers ranging from 2012 Population Estimates 25,000 to 40,000. Table 1.2 shows population estimates rary residents.) These population potential estimates are and predictions based on several sources: reports from Estimates for Williston’s population range from 25,000- contingent on the ability of the city to provide housing North Dakota State University (NDSU), Claritas (a nation- 35,000 when including temporary residents, and around and infrastructure for these prospective residents. al data source), and an extrapolation of building permit 18,000 for permanent residents only. data. 10 MARKET REVIEW

Future of Oil: Table 1.2: Williston Area Population Estimates and Projections, 2013 & 2018 Influence on Population Projections Temporary and Permanent Residents Permanent Residents Only Predictions for future population are heavily dependent City of Williston Williston and McKenzie, Williams, City of Williston Primary (20-mile) Primary & Secondary on the outlook for the oil industry. Estimates for how (Hodur 2013) 1-mile Jurisdiction Divide Counties* (Hodur 2013) Market Area Areas (60-miles) (Williston ED 2012) (Hodur 2013) (Claritas 2013) (Claritas 2013) long the boom will last are all over the board, but many 2010 14,715 ~16,000 -- 14,715 19,200 49,800 sources have predicted that this drilling boom will last around 20 years. 2012/2013 25,000-34,000 ~25,000-30,000 ~75,000 (2012) 17,800 23,050 (2013) 57,300 (2013) (2012) A 2013 report from North Dakota State University proj- 2017 / 2018 40,000-44,000 -- ~95,000 (2017) 28,650 (2017) 27,650 (2018) 66,700 (2018) (potential) (2017) ects that the number of total jobs in the Williston region will peak around 2020, followed by an approximate 10% Sources: Claritas, Inc. 2013; Hodur 2013; Williston Economic Development 2012 decline over the next 5 years, before leveling off through the late ‘20s and early ‘30s. Figure 1.3 is taken from the 2013 report and shows 3 scenarios that project employ- Figure 1.4: Total Employment in Williston Region*, 2000-2012 data, 2012-2036 projections. ment through 2036.

North Dakota is predicted to have approximately 35,000- 45,000 workers operating oil wells by the mid 2030s, which could translate to an equal number of long-term jobs for maintenance workers (The Minneapolis Star Tri- bune 2011, Hodur 2013).

A USGS survey released in April 2013 doubled the projection for the amount of recoverable oil in the Williston region (Bakken Formation), which has lead to speculation that a significant level of oil drilling could last as long as 30 years or more (U.S. Department of the Interior, 2013).

Source: Hodur 2012 *The Williston region is McKenzie, Williams, and Divide counties.

11 Chapter 1

▪▪ Estimated median age for 2013 was 37.3 for the pri- ferings such as the sushi restaurant show an awareness of downtown Customers mary market, 41.7 for the secondary market (20-60 the changing market. mile radius, excludes primary market), and 37.0 for This overview of market area demographics will help the the State as a whole. Based on local observations, Household Size downtown district better understand what its customers these numbers may be underestimating the percent- (and potential customers) want. Williston’s rapid growth age of young adult residents (21-34) and male resi- Table 1.3 shows that average household size in the Willis- makes it difficult to provide reliable data. The data here dents. ton market area is typical for the state and has decreased are estimates from a nationally-regarded source (Claritas), slightly in recent years, in accordance with state and na- This age distribution is good news for downtown. Across but the numbers should be balanced with local knowl- tional trends. the country, 25-34-year-olds and baby boomers are the edge. primary drivers of downtown revitalization, as young Income Age Distribution people come downtown looking for entertainment and night-life, empty-nesters come to downsize to an urban Table 1.4 shows incomes rising dramatically for the Wil- ▪▪ From 2000 to 2013, the Williston area added the most living setting, and both groups are seeking out a lively liston area over the past decade. Estimates of median population in the young adult (25-34) and pre-retire- environment. (From 2000-2010, the 25-34 age group household income for 2013 are almost 90% more than ment age categories (55-64). This trend was true for grew twice as fast in major cities’ downtowns as it did in what they were in 2000 for the primary market area. In both the primary and secondary market areas. Figures metro areas overall (CEOS for Cities 2011)). Downtown comparison, the median household income for the state 1.4 and 1.5 show the age distribution in 2000 and Williston should be particularly attentive to the interests of North Dakota increased approximately 40%. 2013 for the primary and secondary market areas. of young and pre-retirement adults. New downtown of-

Figure 1.5: Age Distribution for Primary Market, 2013 Figure 1.6: Age Distribution for Secondary Market, 2013

Sources for 1.4 and 1.5: U.S. Census 2013, Claritas, Inc. 2013

12 MARKET REVIEW

Race/Ethnicity Table 1.3: Average Household Size Table 1.4: Median Household Income 2000 2013 2000 2013 % Increase Table 1.5 shows Williston’s primary and secondary market areas having a very similar racial distribution to the Primary Market Only (<20 miles) 2.4 2.36 Primary Market Only (<20 miles) $31,817 $59,727 88%

State of North Dakota as a whole. Approximately 90% Secondary Market Only (20-60) 2.45 2.38 Secondary Market Only (20-60) $29,827 $52,199 75% of residents are white, and there is a significant minority Primary & Secondary Markets 2.43 2.37 Primary & Secondary Markets $30,502 $55,244 81% of residents who identify as American Indian/Alaska Na- tive (largely due to the presence of two reservation areas State of North Dakota 2.41 2.29 State of North Dakota $34,667 $48,389 40% within the secondary market area).

Education Table 1.5: Race and Ethnicity, 2013 Primary Market Secondary Market Primary & Secondary Markets State Table 1.6 compares education attainment for Wil- liston market areas and the State. Distributions in- White 91.4% 83.0% 86.4% 89.3% dicate a similar share of residents with high school Black or African American 0.4% 0.2% 0.2% 1.3% degrees, a greater percentage with Associate de- American Indian or Alaska Native 4.3% 13.8% 10.0% 5.7% grees, and a lower percentage with Bachelor’s and Asian 0.3% 0.3% 0.3% 1.1% Advanced degrees. Native Hawaiian/Pacific Islander 0.0% 0.02% 0.0% 0.1% Some Other Race 0.3% 0.7% 0.5% 0.6% Two or More Races 3.3% 2.1% 2.5% 1.9% Figure 1.6: Age Distribution for Secondary Market, 2013 Hispanic/Latino 2.3% 2.7% 2.5% 2.2%

Table 1.6: Educational attainment for residents 25 years and older, 2013 Primary Market Secondary Market Primary & Secondary Markets State

Less than high school degree 10.8% 11.9% 11.4% 9.8% High School Graduate or GED 29.0% 33.8% 31.9% 27.2% Some college, no degree 23.2% 24.2% 23.8% 24.0% Associate Degree 16.7% 11.9% 13.8% 12.0% Bachelor’s Degree 16.8% 14.3% 15.3% 19.6% Advanced Degree 3.5% 4.0% 3.8% 7.5%

Sources for Tables 1.3, 1.4, 1.5, & 1.6: U.S. Census 2013, Claritas, Inc. 2013

13 Chapter 1

Retail Opportunities Table 1.7: Retail Sales for Williston Market Areas Primary Market Primary & Secondary Market Williston’s retail sales have increased dramatically over the (<20 mile radius) (<60 mile radius) past several years, and opportunity for additional growth Retail Category 2013 Demand 2013 Supply Opportunity 2013 Demand 2013 Supply Opportunity is apparent in both the data and on-the-ground observa- (Consumer (Retail Sales) Gap/(Surplus) (Consumer (Retail Sales) Gap/(Surplus) tions. The section of the report suggests how much and Expenditures) Expenditures) what type of new retail could be successful in downtown Total Retail Sales $434,543,315 $797,512,794 ($362,969,479) $1,012,756,726 $1,579,904,072 ($567,147,346) Williston. Although there are a number of challenges to Adjusted Retail Sales downtown retail development, the numbers suggest that 249,889,631 341,702,336 (91,812,705) 612,907,110 594,364,800 18,542,310 (Excludes auto, gas, and non-store) downtown has a tremendous opportunity to expand and better serve the region.

Current City-Wide Retail Conditions Motor Vehicle and Parts Dealers 113,356,674 271,058,475 (157,701,801) 226,065,859 381,297,987 (155,232,128)

Overall, the Williston market areas sell more in retail than Furniture and Home Furnishings 7,659,739 16,970,929 (9,311,190) 18,746,177 27,883,433 (9,137,256) expected based on population estimates. The data sug- Electronics and Appliance 7,917,702 65,380,414 (57,462,712) 18,985,250 68,984,721 (49,999,471) gest that Williston is attracting spending from outside the market area and/or that residents in the area are spend- Building Material, Garden Equip 37,393,373 84,626,592 (47,233,219) 93,028,830 140,364,605 (47,335,775) ing more money on retail goods and services than average. Food and Beverage 47,848,520 71,826,271 (23,977,751) 120,195,671 123,655,414 (3,459,743)

However, for the retail categories most relevant to down- Health and Personal Care 22,799,170 23,076,087 (276,917) 55,452,668 42,263,439 13,189,229 town, there are gaps in the market. When motor vehicles, gas stations, and non-store retailers are taken out of Gasoline Stations 41,230,269 172,574,737 (131,344,468) 101,191,778 539,171,868 (437,980,090) the calculation, the data suggest that there is an overall Clothing and Clothing Accessories 18,219,983 19,743,422 (1,523,439) 43,239,501 32,673,352 10,566,149 unmet retail need in the secondary market area, and a variety of unmet needs in both markets in specific retail Sporting Goods, Hobby, Book, Music 7,104,202 3,940,798 3,163,404 17,240,995 14,538,895 2,702,100 categories, such as food service and drinking places. General Merchandise 49,414,429 27,957,414 21,457,015 121,025,060 33,490,618 87,534,442 ▪▪ Table 1.7 shows 2013 estimates for both the retail demand (expenditures of those who live in the market Misc. Store Retailers 11,424,292 3,936,747 7,487,545 27,986,996 55,650,584 (27,663,588) areas) and retail sales (the value of goods/services actually sold in the market areas) in each retail category. Non-Store Retailers 30,066,741 12,177,246 17,889,495 72,591,979 65,069,417 7,522,562

Food service and Drinking Places 40,108,219 24,243,661 15,864,558 97,005,962 54,859,739 42,146,223

Source: Claritas, Inc 2013 14 MARKET REVIEW

Table 1.8: Potential for increased retail square feet in Williston market areas based on existing demand

Primary Market Primary & Secondary Markets Potential SF Potential SF Existing Existing Retail Category supported by gap supported by gap Comments Retail Gap Retail Gap (100% capture) (80% capture)

Sporting Goods, Hobby, Book, Music Stores $3,163,404 7,500-9,500 $2,702,100 5,000-6,500 Minor gap, perhaps enough to support a small specialty shop.

General Merchandise Stores Unlikely to be located downtown. Average store sizes: 100,000- $21,457,015 50,500-66,000 $87,534,442 165,000-215,500 (e.g. Target, Walmart, JCPenney) 150,000 sq ft.

Surplus of Misc. Store Retailers $7,487,545 17,500-23,000 -- Includes likely downtown tenants, such as gift shops or florists. ($27,663,588)

Food Service and Drinking Places Establishments vary in size. This is a prime market for the $15,864,558 37,000-49,000 $42,146,223 79,500-103,500 (e.g. Restaurants and Bars) downtown.

Health and Personal Care Stores Surplus of -- $13,189,229 25,000-32,500 Average size of a Walgreens: ~15,000 sq ft (e.g. - Walgreens) ($276,917) Surplus of Clothing and Clothing Accessories Stores -- $10,566,149 20,000-26,000 ($1,523,439)

Sources: Claritas, Inc. 2013 Current City-Wide Retail Gaps A Conservative Approach

When calculating the primary and secondary markets to- The need for additional retail may be greater than what is shown in this report due to 3 factors: gether, there is an overall gap, or shortage, of retail. In both markets, there are several retail categories where 1. The data may be obscuring existing retail gaps. Many local businesses have reported unusually high levels of sales. Despite the fact that adequate sales are taking place to meet the demand, the amount of retail space Williston retail establishments are reportedly only meet- may still be under-supplied. For example, there may be a retail category where one store is doing the sales ing about half of the current consumer demand. If retail- of two, and a new store could therefore be supported by the existing market, even where no supply gap is ers in these categories could capture this demand, they shown in the data. could potentially support additional retail space as shown in Table 1.8. 2. Square footage estimates are based on the assumption that Williston retail establishments have $325-$425 in sales per square foot of retail space, which may be low for Williston due to the aforementioned high sales volume.

3. The data may be under-estimating the amount of expected demand, due to lagging population estimates.

15 Chapter 1

City-Wide Retail Growth Estimates Table 1.9: Projected increase in retail demand for select categories in Williston market areas. Based on 2017 projection of 10,000 person population increase. Based on current estimates of consumer demand, if Wil- Retail Category Estimated Increased Demand Potential SF supported by population liston grows by 10,000 people, it would experience an increase (100% capture) increase in consumer demand that could translate to Food service and Drinking $17.5 million 41,000-53,500 approximately 250-330,000 square feet of retail space across the entire community if 100% of the demand was Misc. Store Retailers $5 million 11,500-15,000 “captured” in Williston (estimate does not include motor vehicle sales, gas stations, and non-store retailers). This Sporting Goods, Hobby, Book, Music $3 million 7,000-9,500 opportunity is presented by retail category in Table 1.9. Clothing and Clothing Accessories $7.9 million 18,500-24,500 Retail Growth Potential for Downtown Health and Personal Care $9.9 million 23,500-30,500 Downtown Williston has the potential to capture a por- Furniture and Home Furnishings $3.3 million 8,000-10,000 tion of the total city-wide demand shown in Tables 1.8 and 1.9. Table 1.10 estimates that 67,000-87,000 sq ft Electronics and Appliance $3.4 million 8,000-10,500 of Williston’s 5-year retail growth potential could locate downtown. This estimate assumes a population growth Food and Beverage $20.8 million 49,000-64,000 of 10,000 and partial capture rates for retail most likely to locate downtown. For example, Table 1.10 assumes that General Merchandise $21.5 million 50,500-66,000 downtown Williston will catch 0% of the motor vehicle Building Material, Garden Equipment $16.2 million 38,000-50,000 market, 20% of the food service/drinking market, and 50% of misc. store retailers market. Table 1.10: Five-year retail growth potential for Downtown Williston (sq ft)

Retail Category Current Gap Future Gap Downtown 5-year Downtown for Market Areas for Market Areas Capture Rate Growth Potential Food service and Drinking 79,500-103,500 41,000-53,500 20% 24,100-31,400

Misc. Store Retailers -- 11,500-15,000 50% 5,750-7,500

Sporting Goods, Hobby, Book, Music 5,000-6,500 7,000-9,500 25% 3,000-4,000

Clothing & Clothing Accessories 20,000-26,000 18,500-24,500 25% 9,650-12,650

Health and Personal Care 25,000-32,500 23,500-30,500 25% 12,100-15,750

Food and Beverage -- 49,000-64,000 25% 12,250-16,000

Total 129,500-168,500 150,500-197,000 -- 66,850-87,300

Source: Claritas, Inc. 2013 16 MARKET REVIEW

Available Downtown Space Map 1.2: Vacant Space, 2013

Downtown Williston currently has about 43,500 sq ft in ground level space available for new retail (in addition to 75,500 in upper level spaces that are less likely to be used for retail). An additional 6,500 sq ft of commercial space is expected to open up with the new Mercy Hospital mixed-use complex, and 8,000 sq ft of retail is planned for the Renaissance on Main project, for an additional 14,500 sq ft of space downtown in the near future. Based on the projection of 67,000-87,000 sq ft of growth potential, there should be more than enough demand to fill these spaces. However, the full use of these spaces will be dependent on addressing challenges such as labor costs, parking, and other issues that could hinder downtown retail development.

17 Chapter 1

Retail in Comparable Downtown Common Downtown Offerings Minot ArtSpace Lofts Minot, North Dakota A 2010 Wisconsin Study analyzed 13 downtowns in cities Minot is currently developing the “ArtSpace Lofts” as a cultural anchor for their with populations between 25,000-50,000 to determine Downtown Williston can provide a unique feature in the downtown. This $9.4 million project will include 34 units of affordable live/ the most common retail and service offerings, along with region, as a walkable, compact, niche shopping environ- work space for artists and will be available to households with incomes below the average number of establishments in each category. ment. One of the closest comparable areas is downtown 60% of median income. This list can give a reference point for what a town of Wil- Minot. At around 40,000 residents, Minot has been liston’s projected size could expect to support. The busi- much larger than Williston in the past, but Williston may ness types with the highest average number of establish- be catching up. Looking at Minot provides an example of ments per downtown were: what a town of Williston’s growing size can provide in its downtown. According to the Downtown and Business ▪▪ Full-service restaurants - 12 Professional Association, downtown Minot has a wide va- Beauty salons - 9.5 riety of offerings, including: ▪▪ ▪▪ Drinking places (alcoholic beverages) - 6 ▪▪ Variety of Restaurants and Bars, including a brewery ▪▪ Automotive mechanical & electrical repair - 2.6 and a wine/tapas bar ▪▪ Gift, novelty, & souvenir stores - 2.4 ▪▪ Diverse retail, including specialty clothing, gifts, furni- ▪▪ Appliance, television, & other electronics stores - 2.4 Residential, including 34 new affordable live/work ture, culinary/kitchen, floral, books, jewelry, and bikes ▪▪ ▪▪ Used merchandise stores - 2.3 spaces for artists (under construction) ▪▪ Limited-service eating places - 2.3 ▪▪ Services such as spas, banking, realty, health services, auto-body repair, and a hotel The Minot Downtown and Business Professional Associa- ▪▪ Sporting goods stores - 2.1 tion boasts nearly 100 members, and hosts events such ▪▪ Nail salons - 1.6 ▪▪ Offices for areas as diverse as Insurance, Property as the wine walk and a downtown festival. Barber shops - 1.5 management, Accounting, Non-profit organizations, ▪▪ Media (TV/radio), Architecture, IT Minot’s estimated retail sales in 2012 were $1.3 billion ▪▪ Florists - 1.5 and estimated demand was $630 million, indicating that ▪▪ Grocery stores - 1.5 ▪▪ Cultural offerings, including the Taube Museum of they have $701 million surplus in sales and are likely ▪▪ General merchandise stores - 1.5 Art, Old Soo Depot Transportation Museum & Rail- drawing in a great deal of spending from outside the city, road Museum, Arlene Theater, Public Library, Margies possibly from the Williston market area. ▪▪ Jewelry stores - 1.4 Art Glass Studio, Pangea House (music and art com- (Ryan et. al 2010) munity center), a church, and offices for cultural organizations

18 MARKET REVIEW

Housing Opportunities Table 1.11: Housing characteristics, 2013 Estimates Primary Only Secondary Only Primary & Secondary Existing Housing Total Occupied Housing Units 9,561 14,151 23,712 The population boom has led to a shortage of housing Owner 6,325 10,257 16,582 and a dramatic increase in housing costs. Rents have % Owner 66.2% 72.5% 69.9% quadrupled in recent years, making it hard for a typical Renter 3,236 3,894 7,130 worker to afford housing. Average rent for a 1-2 bed- room apartment rose from approximately $500 in 2005 % Renter 33.8% 27.5% 30.1% to approximately $2,400 in 2012 (Williston Impact State- Median Home Value (Owner) $127,118 $89,636 $100,609 ment 2012). Group Quarters Population 472 590 1,062 % Family Households 61.3% 65.5% 63.8% Table 1.11 provides an overview of housing data in the Williston market areas. Notable characteristics include:

Figure 1.7: New Housing Unit Construction by year in Williston and 1-Mile Jurisdiction, 2009-2013 ▪▪ Median home value goes down drastically as you get farther from Williston. The median home value in the 20-60 mile radius from Williston is approximately 30% lower than the median of homes within 20 miles of Williston.

▪▪ The percentage of renter households is higher in the primary market area than the secondary market, but it is not unusually high for the state.

Source: Williston Economic Development 2012 **2013 Estimate

19 Chapter 1

Downtown Housing Under Figure 1.8: Demand for Housing (Total Units) for the Williston Region (McKenzie, Williams and Divide Counties), Development 2012-2036

Central Williston has several major housing projects under-way that are geared toward providing options for more permanent residents. These include:

▪▪ Mercy Medical Center is recently developed a $10-$12 million, 65-unit complex open to hospital employees, local teachers, first responders and other public sector employees. The complex will include 6,500 sq ft of commercial space (O’Brien 2013, Klimasinska 2013).

▪▪ Lutheran Social Services Housing is partnering with the North Dakota Housing Finance Agency (NDHFA) to redevelop the former Junior High School at 612 1st Avenue West into affordable rentals for seniors. The project broke ground late in 2012 and includes 28 one-bedrooms and 16 two-bedrooms with rents from $330-$780 per month. The $10.6 million re- Source: Hodur 2013 development is supported by federal, state and local funding, including $7.1 million in equity by Enterprise, “affordable,” and aimed at people who work in ser- in the Williston Region (McKenzie, Williams and Divide $565,000 from the NDHFA programs, and Federal vice and retail, according to developer Nancy Kapp. counties), followed by a gradual decrease to around Historic Preservation tax incentives. Other partners Some public parking will be available (Forum News 45,000 units by 2030 (Figure 1.6). (As of the 2010 cen- on this project include: City Of Williston, North Da- Service 2013, Williston Herald 2013, Downtown revi- sus, the secondary market area for Williston had around kota Department of Commerce, USDA Rural Develop- talization plan creates divide in Williston 2013). 24,000 housing units). ment, First International Bank & Trust, Lancaster Pol- lard (NDHFA 2012). Future Housing In the overall housing market, investors and developers will need to be careful about overbuilding permanent If the expected population increase of 10,000 occurs ▪▪ Renaissance on Main (2nd and Main): The city sold a housing, and should continue to include temporary hous- parking lot to The Renaissance Companies, a Chicago in Williston between now and 2017, there will be ing as a significant part of the long-term strategy. Willis- developer, to build a $16 million mixed use building. demand for approximately 4,200 additional hous- ton should strike a balance between providing temporary The 6-story building will include 45-60 apartments on ing units. A 2013 report from North Dakota State Uni- housing (such as the “man camps” on the edge of town) levels 4-6, 8,000 sq ft retail on level 1, and 9,500 sq versity predicted a peak demand of 50,000 housing units and permanent housing opportunities. ft office on level 3. 50% of the housing units will be

20 MARKET REVIEW

Due to the unique nature of the downtown environment, Sources Hodur, Nancy M. and Dean A. Bangsund (Jan 2013). Williston Ba- redevelopment sites there should focus on housing op- sin 2012: Projections of Future Employment and Population North Artspace.org (2013). Minot Artspace Lofts. http://www.artspace. Dakota Summary. Agribusiness and Applied Economics Report tions for the stable (non-temporary) population at me- org/our-places/minot-artspace-lofts#tab-node_place_full_ 704 published by North Dakota State University, Agribusiness and dium and high densities, such as apartments, condos and group_overview (Accessed August 2013). Applied Economics. http://www.ag.ndsu.edu/agecon/research- extension-centers/agribusiness-and-applied-economics-reports townhouses. Downtown housing, with its easy access CEOs for Cities (2011). The Young and Restless in a Knowledge Econ- (Accessed July 2013). to services and lively environment, has the potential to omy. http://www.ceosforcities.org/research/the-young-and-rest- remain attractive to the stable population, even after the less-in-a-knowledge-economy/ (Accessed July 2013). Klimasinska, Kasia (Feb 20 2013). Oil Boom Forces Employers to Be Landlords in North Dakota. http://www.bloomberg.com/ temporary “man camps” have come and gone. At the Claritas, Inc. (2013). Neilsen Site Reports. http://www.claritas.com/ news/2013-02-21/oil-boom-forces-employers-to-be-landlords-in- same time, the infusion of housing into the downtown sitereports/Default.jsp (Accessed July & August 2013). north-dakota.html (Accessed Aug 2013). area can help build up the downtown as a retail and entertainment center, creating a virtuous cycle where down- Downtown Business & Professionals Association (2013). Down- NDHFA - North Dakota Housing Finance Agency (Nov 2012). Con- townMinot.com. (Accessed August 2013). version of Former Williston Junior High to Senior Apartments Begins. town housing becomes even more desirable, and con- http://www.ndhfa.org/Default.asp?nMenu=02460 (Accessed Au- tinues to support the downtown economy. Downtown gust 2013). Downtown revitalization plan creates divide in Williston (May 30 housing should therefore be built to appeal to long-term 2013). http://oilpatchdispatch.areavoices.com/2013/05/30/down- North Dakota Office of State Tax Commissioner (2012). North Da- residents looking for an urban living environment, rather town-revitalization-plan-creates-divide-in-williston/ (Accessed August 2013) kota Sales and Use Tax Statistical Report. www.nd.gov/tax (Ac- than catering to temporary workers (although temporary cessed August 2013). workers may live there in the short term). Forum News Service (May 31 2013). Downtown Williston Project Approved. http://www.prairiebizmag.com/event/article/id/14809/ O’Brien, Nancy Frazier (2013). Mercy rises to the challenge of (Accessed August 2013). North Dakota’s oil boom. Catholic Health Association of the Unit- If downtown captured just 10% of the projected ed States. http://www.chausa.org/publications/catholic-health- housing demand for 2017, there would be potential world/article/june-15-2013/mercy-rises-to-the-challenge-of- Hodur, Nancy M. and Dean A. Bangsund (Jan 2013). Population Es- north-dakota%27s-oil-boom (Accessed Aug 2013). for 420 units. As indicated in the previous section, ap- timates for the City of Williston. Agribusiness and Applied Econom- proximately 150 units have been recently completed or ics Report No. 707-S published by North Dakota State University, Agribusiness and Applied Economics. http://www.ag.ndsu.edu/ Ryan, Bill and Beverly Stencel and Jangik Jin (2010). Retail and Ser- are under construction in the downtown. agecon/research-extension-centers/agribusiness-and-applied- vice Business Mix Analysis of Wisconsin’s Downtowns. University of economics-reports (Accessed July 2013). Wisconsin - Extension. http://fyi.uwex.edu/downtown-market- analysis/files/2011/02/Retail_and_Service_Business_Mix_Analy- sis0417111.pdf. (Accessed July 2013). 21 chapter TWO Existing Conditions

This chapter examines existing conditions and opportunities for Williston’s downtown business district. The downtown has many unique and distinctive features that create a sense of place, and the district as a whole brings added value to the community. Chapter 2

Williston was named for a friend of the owner of the The city, like most of the country, suffered through the In conjunction with the recent boom in energy develop- Great Northern Railroad, the transportation artery which Great Depression, returning to slow growth through the ment, new businesses and developments have come to originally animated the region. Since then, Williston has 1940s and early 1950s. But Williston’s pivotal change downtown Williston. These include the development of contributed to the long and storied history of North Da- came in 1951, when the discovery of oil provided the kick significant new residential properties to support Williams kota culture, serving both as a significant agricultural hub start to economic and physical growth that the city and County employees and those of Mercy Medical Center, and a center for natural resource extraction. Williston’s region had been waiting for. This initial boom brought a and several new restaurants. Additionally, existing busi- downtown district, as the civic and cultural heart of the wave of prosperity and development and helped fund the nesses have been able to expand their offerings. This new community, has been at the center of the city’s growth construction of many of Williston’s notable landmarks, in- development pressure is an exciting opportunity to help and development over the past 190 years. cluding the Plainsman Hotel building on Main Street and shape the future and form of Downtown Williston for the ‘new’ armory building on the south end of the down- generations to come, and that is precisely what this plan Williston was incorporated in 1890, and over the next town district. is designed to do. decades, the downtown would grow to have an opera house, movie theater, armory, and numerous commer- A second peak in energy-related development in the late cial and residential buildings. Williston was largely an ag- 1970s brought an additional influx of residents and com- ricultural city until the 1920s, when rural electrification mercial activity. In 1988, horizontal drilling began in the brought easier access to electricity and a diversification area, along with associated city growth. Activity again of local industries, including a creamery and a telephone slowed through the 1990s and early 2000s. company.

24 EXISTING CONDITIONS

Study Area Map 2.1: Study Area and Emerging Districts

The downtown study area is centered on the core of the downtown district, roughly bounded by Second Avenue West, Fifth Street, Third Avenue East and the railroad Harmon tracks. There are significant peripheral assets that lend Park vitality and prominence to the downtown district, including its adjacent residential neighborhoods, transportation corridors, and recreational assets, each of which will be addressed later in this plan. The patterns of building and land uses begin to frame districts in the downtown area, including: North ▪▪ Downtown Core Main Street »» Main Street »» Civic Services Residential »» Southeast Industrial Neighborhoods

▪▪ North Main Street DOWNTOWN CORE ▪▪ Harmon Park Area ▪▪ Residential Neighborhoods

The design and characteristics of each of these districts are explored in more detail in the following pages. Civic Services Main Street

Southeast Industrial

25 Chapter 2

Downtown Core Defining Characteristics.

Main Street is the central spine of the Downtown Core. As the commercial and civic heart of Williston, the core includes a mix of land and building uses. The streetscape is in reasonably good repair, but service and amenity items such as trash cans, benches, and shade plant- ings are few and far between, when present at all. Main Street is fairly wide and heavily travelled, and the current streetscape configuration creates a long pedestrian cross- housing built by Williams County and Mercy Medical The growth and development of the downtown ing distance at intersections. Identifiable sub-districts Center to support their workforce. should carefully plan for the transition of these uses within the Downtown Core include: to more appropriate locations, along with the rede- ▪▪ The Southeast Industrial Area. The Southeast In- velopment of these properties. ▪▪ The Main Street Corridor. The Main Street Corridor dustrial Area is characterized by a shift to larger oper- presents the image that most residents and visitors ations, including some mechanical repair and service ▪▪ Traffic Circulation. Heavy traffic on State Highway would think of when they imagine ‘downtown’. It is businesses, light industry, and, at its furthest extent, 1804 degrades the pedestrian environment and at the collection of commercial and residential buildings scrap and junk yards. times makes crossing the corridor feel unsafe. This on either side of Main Street. route cuts across Main Street, it has the effect of a Many of these are long-standing businesses which ‘soft barrier’ to pedestrian traffic, potentially inhibit- Many of these have significant character and place draw significant revenue from their support of the ing the redevelopment of properties on the southern value, if not specifically definable historic value. energy services sector. Some of the uses might be end of the Main Street corridor. Structures range from nondescript one-story office more appropriate in a less central part of Williston. buildings to the seemingly-towering Plainsmen Hotel ▪▪ Streetscape. Despite ongoing maintenance efforts, building, which is now used as professional offices Challenges some elements of the streetscape are becoming dat- and residential apartments. ed. This will be remedied with full implementation of ▪▪ Redevelopment Pressure. As development pres- Williston’s new downtown streetscape plan. ▪▪ The Civic Service Corridor. The Civic Service Cor- sure increases, there will be some urge to modify or ridor extends to the east of Main Street along Broad- replace historic buildings along Main Street. Given ▪▪ Upper-story Reuse. Extreme demand in the hous- way and is home to many government offices, agen- the amount of underused land in and around the ing market has led some building owners to covertly cies, and services as well as many professional offices Downtown Core, this is not necessary. convert the upper stories and basements of their and a limited number of retailers. buildings to ‘man-camp’ style rental housing. A significant portion of the Commercial Core district The district is home to Williston City Hall, County of- is taken up by parking lots and land-intensive com- These arrangements should be inspected to ensure fices, the County Courthouse, County Sheriff and mercial operations such as car dealerships and nomi- they meet building code for life safety and should be Emergency Services, Post Office, and the offices of nally industrial operations. either normalized or discontinued. the local utility. This corridor is also home to the 26 EXISTING CONDITIONS

North Main Street Corridor Harmon Park Area Residential Neighborhoods Defining Characteristics Defining Characteristics Defining Characteristics

North of the Downtown Core, Main Street enters a resi- Harmon Park, home to the Eckert Youth Pool and Virgil Surrounding the Downtown Core to the north, east, and dential district. Though land use remains predominantly Syverson Performance Center, is a significant center of west are established residential neighborhoods. The resi- residential, the auto-oriented character of this corridor – recreational and civic life in Williston and the northern ex- dences in these neighborhoods act as a primary source and its mix of multi-family residential, commercial, and tent of the downtown study area. Land uses around the of customers and visitors to the downtown district, while civic uses – distinguish it from the surrounding areas. park vary; it is adjacent to established residential neigh- serving as a residential scale counterpoint to the buildings borhoods and two auto-oriented commercial corridors. and activities of the commercial core. Challenges The fact that the park serves as a central asset to the community suggests that the surrounding area should be These neighborhoods have houses typical to the con- ▪▪ Although the character of the building stock along addressed as a district. struction practices and styles of the early and mid-20th this corridor is primarily residential, Main Street serves century, some of which may have historic value. as one of the primary routes to and from downtown, Challenges giving the corridor a more urban sensibility. Challenges ▪▪ The pedestrian crossing into the park from the south is challenging, as it is at the intersection of two major Conversion of houses into short-term worker accom- ▪▪ As businesses look for new locations for small and me- ▪▪ automobile circulation routes for the downtown area. modations and the proliferation of sub-legal housing dium scale operations and pressure for rental housing in basements and attics. continues, properties along this corridor will contin- Programming within the park district lacks a clear con- ue to be converted into multi-family and commercial ▪▪ nection to downtown activities. Greater integration uses. This is a natural part of urban growth and suc- ▪▪ In places where houses have been converted to mul- between these assets could help create a more cohe- cession, but will require a different approach to the tiple residences, or where they have multiple tenancies sive downtown and a stronger public experience. management of the corridor. in one residence, parking space can become limited.

Although the park is bordered on two sides by a wide ▪▪ The ongoing conversion of single family residences ▪▪ ▪▪ Preserving neighborhood character and retaining the range commercial businesses and restaurants, be- into rental and commercial properties will, potentially, single-family housing stock, while actively engaging to cause of the traffic volumes and speed on West 11th lead to some measure of parking conflict during busi- meet the region’s increased housing demand. St and North 2nd Ave, there is little essential connec- ness hours. tion between the recreational asset of the park and these businesses. This challenge will be mitigated by the fact that during typical business hours, many residents will be away at work. The biggest challenges will occur during special events and at the beginning and end of business hours.

27 Chapter 2

Building Use

Maps 2.2 identify building use. Table 2.1 presents building use information for Downtown Williston, compiled through on-site visual survey of the study area. These calculations focus on the study area, and do not include the adjacent residential districts. Gross floor area in downtown is just over 1.3 million square feet, 68.3% of which is first floor space.

Data on building use was collected through a combination of visual survey, building signage, and interviews with The size of space that can be used as a restaurant can town Williston would lose a significant retail presence, building owners/employees. The survey excludes inspec- vary significantly. However, in the short term, there are and with it the visitors who make secondary purchases at tions of upper-stories and basements. Rumored “man not many vacant spaces that are well suited to develop- other downtown retailers. Additionally, the departure of camp’ style housing accommodations were excluded. ment as a restaurant. any of these retailers would leave a large amount of floor space vacant. These kinds of buildings are challenging Ground floor uses in the commercial core are predom- As additional mixed use development proceeds in the to lease, as local upstart retailers typically require smaller inantly commercial offices (27.8%), retail (20.6%), and downtown, this is a key type of space/tenant that should square footage. service offices (12.1%). be prioritized for inclusion in projects. Upper Stories. Upper floor uses are even more strati- Restaurants. There is a lack of space dedicated to res- Retail Space. The figures for the percentage of first floor fied and weighted heavily towards office uses (41.3% of taurant and entertainment uses. These uses help ani- space dedicated to retail belie the precarious nature of total). the retail market in downtown Williston. mate downtown districts in the evening hours, as people The significant percentage of vacancy (18.1%) in upper seek meals and recreation after the work day is over. On the surface, the market would appear to be suffering stories suggests that this is a potential avenue for bring- Places to eat, in particular, are in short supply both in from a mild shortage of retail. However, approximately ing new businesses into the downtown area. Downtown Williston and citywide. Despite significant 21% of the retail space in downtown is held by only three demand for prepared food, there are significant physical retailers: JC Penny’s, Maurice’s, and Heddrich’s. The rehabilitation of upper stories in historic downtowns and structural challenges to developing new restaurants is not without challenges, but can be especially suited to in the downtown area. In this light, it becomes clear that the loss of any or all of small and locally owned enterprises with limited capital them would significantly impact on the market. Down- for a new facility.

28 EXISTING CONDITIONS

Map 2.2: Building Use, Ground Floor 2013 Table 2.1: Building Use, 2013 Ground Upper % of Use Floor % Floors % Total Total Housing 50,028 5.6% 45,201 10.8% 95,229 7.2% Auto 46,784 5.2% 19,210 4.6% 65,994 5.0% Civic 78,305 8.7% 11,076 2.7% 89,381 6.8% Restaurant/Entertainment 37,683 4.2% 22,203 5.3% 59,887 4.5% Industrial 67,776 7.5% 0 0.0% 67,776 5.1% Office 358,330 39.8% 224,588 53.9% 582,918 44.3% Retail 184,970 20.6% 19,333 4.6% 204,303 15.5% Storage 32,489 3.6% 0 0.0% 32,489 2.5% Vacant 43,372 4.8% 75,371 18.1% 118,743 9.0% Total 899,737 416,983 1,316,720

Source: RDG Planning and Design, 2013

29 Chapter 2

Historic and Architectural Significance

Williston’s rich history is reflected in a strong stock of historically significant commercial buildings in the Down- town Core. These buildings do much to create the place character of the district.

As in most downtowns, they function as the ‘walls’ of the urban room, defining the public realm and rooting it in the history of the city’s development and growth. Many Historic Contributing. Buildings that appear to James Memorial Library. The James Memorial Library of the buildings are excellent examples of the vernacu- ▪▪ be of an appropriate age for listing to the National building, constructed in a subdued Beaux Arts Classicism, lar commercial architecture common to the cities of the Register of Historic Places, and have preserved ar- was built in 1911 and served for many years as the center plains in the late nineteenth and early twentieth century. chitectural features such that they contribute to the of civic life in Williston. Railroad magnate Arthur Curtis sense of the historic development of Downtown James built the library in honor of his father Willis, for Although downtown Williston probably lacks an appro- Williston. whom Williston was named. The original building and its priately significant collection of well-maintained historic 1959 addition continued to serve as a library until 1983. ▪▪ Historic Potentially Contributing. Buildings that structures to make a credible application for a national Other than being used briefly as the base of operations given their age and modest integrity of original de- register district, the role of the existing historic architec- for Williston’s centennial festival, the building sat vacant sign, have the potential to contribute to the sense ture in creating a sense of place is not to be denied. until 1993, and fell under threat of demolition. Citizens of the historic development of Downtown Willis- rallied to preserve it as an art and cultural center for the ton, pending a sensitive evaluation and restoration community. This character should be protected and enhanced through of architectural elements on the façade. a façade rehabilitation and restoration program for exist- Old Williston High School. When it was built in the ing buildings and a program of design guidelines to en- Historic Buildings in Downtown 1930s, this art deco building was thought to be an excep- sure that new construction in the downtown area is done tionally forward thinking design for a school, featuring in a sympathetic style to the existing buildings. Map 2.3 All four of the buildings in Williston listed on the Nation- the vertical ornamentation and large banded windows al Register of Historic Places are within the Downtown describes the location of architecturally significant build- typical to buildings of the architectural style. The building Study Area. This designation provides them with some ings in downtown Williston. The following is a discription later housed Williston’s middle school, but has been va- of their classification: limited protections and creates special tax incentives for cant since 2005. It is currently being rehabilitated to serve their preservation and rehabilitation. In North Dakota, the as 44 units available for residents ages 55 and over, 35 of ▪▪ Historic Buildings. Buildings that, as result of their fact that some of these buildings are within a Renaissance which will be reserved for low-income seniors. physical characteristics or roles in the progression of Zone provides additional incentives for their preservation the history of the region, have been placed on the and adaptive reuse. National Register of Historic Places.

30 EXISTING CONDITIONS

Map 2.3: Historic Significance of Buildings

Old Armory. The Old Armory building was designed as a multi-purpose activity center for the use of the citizens of Williston and the surrounding area. Architecturally, it does not adhere to the tenets of any single recognized academic style. With its antecedents in the design of cas- tles and fortresses, the armory might best be described as based in Eclecticism. Built in 1916, the armory was financed by a wide range of community interests, many of which housed their activities there. While it was primarily a building for the use of the National Guard, it also played host to teen dances, and the annual rock and precious mineral show. Although it no longer functions as an armory, the building remains a popular meeting place for the Williston community.

Old US Post Office. Built in 1915, The Old Williston Post Office building on Main Street is a neoclassical revival structure sheathed in limestone. It originally served as the local home of the US Post Office as well as the Internal Revenue Service, the Soil Conservation Service, and numerous other federal government functions, including a Navy recruiting office. Significant for its architectural style and detail, the building is a rarity in western North Dakota and the only example of the style in Williston. Although it was vacated by the Post Office in 1969, the building has been rehabilitated to serve as professional offices. 31 Chapter 2

Current trends This program is already under way in Williston, but Building Condition could be revised, enhanced, and expanded. ▪▪ Return on Investment (ROI). One ongoing chal- As would be expected in a downtown of its age, building Clear design guidelines should be drafted and en- lenge to the rehabilitation of downtown Williston’s condition varies significantly within the study area. forced to ensure consistent use of funds for success- stock of historic buildings relates to the payback on ful projects. these investments. Although vacancy is relatively low in the downtown study area, a significant number of the commercial buildings Although the area is experiencing an economic ▪▪ Scale and Character of New Development. As could benefit from some investment in their historic fa- boom, with this resurgence has come a significant renewed development pressure generates new con- cades. City support for these investments may prove cat- uptick in the costs of goods and services, particularly struction projects in the downtown area, it is worth- alytic to new business development, as the changing im- in skilled trades like construction. while to ensure that they are created in a style and age of downtown may help attract residents who previ- massing that is complimentary to the existing build- This makes restoration activities more expensive to ously would not have thought to shop and dine in down- ing stock. building owners and more difficult to justify based on town Williston. their cash-flow benefit to the business. This does not mean that new projects should seek to simply re-create or mimic the buildings that are cur- For the purposes of this study, buildings in downtown ▪▪ Facade Rehabilitation. One way that the city can rently in Downtown Williston. Williston were visually surveyed from the street and given help downtown property owners mitigate ROI con- Instead, well-crafted design guidelines for the district a rating from 1 (virtually new or recently rehabilitated) to cerns is to offer façade rehabilitation loans. 5 (potential candidate for demolition). These ratings are should help ensure that new projects reinforce the based solely on what is visible from the public right of These loans can be interest free or forgivable, and character of the existing buildings and legibility of the way and do not presuppose any knowledge of a build- can help reduce the cost of capital associated with downtown district as a whole. ing’s interior condition. Map 2.4 shows building condi- improving the exterior of the buildings in the central tion information for the study area. business district.

32 EXISTING CONDITIONS

Map 2.4: Building Conditions, 2013

33 Chapter 2

Traffic and Circulation Table 2.2: Average Daily Traffic Location 2008 2009 2010 2011 2012 2013 Change 08 to % Change The downtown traffic circulation system consists of a bi- 12/13 directional network of gridded streets, set at a slight an- US 2 BUS BET WASHINGTON & 1ST AVE W. 2120 6590 6905 6615 4495 212% gle to the citywide grid. Most blocks and buildings are FRONT ST BET MAIN ST & 1ST AVE E. 255 400 635 380 149% served by rear alleys. This allows for building service and 2 ND ST E BET 1ST & 2ND AVE E. 2400 3470 4750 2350 98% utility functions to be set away from the street, improving US 2 BUS BET 2ND & 3RD AVE W. 6005 13275 13570 11710 5705 95% the public realm. BROADWAY BET 2ND AVE & WASHINGTON 3085 3880 7035 3950 128% BROADWAY BET 1ST AVE E & MAIN 4175 6210 7155 2980 71% Map 2.5 shows the traffic counts for the study area. The BROADWAY BET UNIV & 6TH AVE E. 3240 3395 6960 3720 115% forecasts in Williston’s Transportation Master Plan were Source: NDDOT, RDG based upon a population of 21,000 to 27,500 by 2035, which may have already been exceeded in Williston. In provides key regional connectivity between Williston and most areas, the 2013 traffic is 50% higher than the 2035 other regional destinations. forecast, with one area at double the forecast. The fore- 1804 is heavily used by vehicles associated with the oil casts assumed a NE bypass and NW bypass would be in and gas sector. These heavy vehicles can, at times, create place. Forecasting traffic over and above the 2035 fore- adverse effects as they pass through Downtown Willis- cast and/or latest existing traffic count is beyond this ton, creating a barrier between the southern end of the study. With that, this plan recommends updating the district and the city. City’s Transportation Master Plan to account for the influx in traffic. Signalized Intersections. In the Commercial Core of Downtown Williston, nearly all intersections with Main US Highways 2 and 85. These routes provide regional Street, Second Street West, and East Broadway are sig- connectivity between Williston and regional destinations. nalized. This is logical, given the wide variability in traffic Although they pass through downtown nominally as volumes along these corridors. Trail Connections. Williston’s regional bike and trail net- a ‘business route’, the bulk of through traffic on these work is under-developed and does not link to downtown. Second Avenue West. Second Avenue has more resi- highways is routed around the downtown on West Da- dential character, and greater access to recreational ame- Traffic Volumes. The volume and scale of traffic is a sig- kota Parkway, preserving access while minimizing adverse nities than Main Street. About ~5,000 (at Broadway) to nificant challenge to downtown circulation and the qual- impacts. ~9,000 (at 11th Street) vehicles travel this corridor. ity of downtown experience, which is especially true of These attributes suggest that it would be a good choice State Highway 1804. State Highway 1804. Named after the year that Lew- for an alternate route for bicycles and pedestrians travel- is and Clark traveled through North Dakota, this route ling from the Commercial Core to Harmon Park, the site of many public and civic events.

34 EXISTING CONDITIONS

Map 2.5: Average Daily Traffic Other Transportation Documents

Recognizing the significant impacts generated by the recent rapid change in Williston’s economy, the city prepared two studies that seek to improve mobility and capitalize on the economic opportunities of development. A summary of each of these documents is provided below.

Citywide Transportation Plan. The Citywide Transpor- tation Plan was completed in 2010. The document provides policy and program guidance on transportation decisions as development pressure continues to increase. Although the focus of the document is on the street network, it addresses all modes of transportation, including bicycle, pedestrian, passenger and freight rail, and air- plane. Also, the plan seeks to accommodate the new volume of heavy truck traffic associated with energy development. Unfortunately, the 2035 projections for many areas in the downtown were exceeded in just two years, necessitating further investigation.

Downtown Streetscape Plan. In 2011, the city prepared a streetscape plan for Downtown. The overall objective of the streetscape plan was, “to enhance the Downtown area’s role as Williston’s front door by creating an improved atmosphere which increases economic development, fosters a stronger sense of community, and promotes a safe, friendly and enjoyable experience for residents and visitors alike.”

The plan addresses paving materials and design, landscape materials, light fixtures and street furniture, opportunities for small parks and greenspace, gateway mark- ers, traffic calming elements, opportunities for public art, and the removal or buffering of ‘unsightly’ elements.

35 Chapter 2

Supporting Infrastructure

This section provides a general review of existing infrastructure serving Downtown Williston and identifies sub- jects for further study. The City Engineer provided invalu- able assistance and information for this review.

Overall System

The existing water, sanitary sewer and storm sewers serving the 93 acre downtown study area date as far back as 1910. Sewer and water lines use a variety of materials, in- water main from 5th Street to 2nd Street and an 8” cluding vitrified clay, pvc, cast iron, concrete pipe and tar Water System water main from 2nd Street to Front Street. The wa- lined cardboard. The current infrastructure has received Water Supply. The existing water system has an ex- ter lines north of Broadway and east of Main Street good maintenance, but specific areas appear to require ▪▪ isting water storage reservoir capacity of 12.75 Mil- were upgraded to 8 inches in 2013. The estimated replacement because of age and obsolescence. The ca- lion Gallons and a 2 Million Gallon clear well is under fire flows that these system changes provide at each pacity and condition of infrastructure in the central dis- construction at the water treatment plant. It has suf- hydrant operating at a 20 psi residual pressure are trict will require detailed study. Williston is challenged by ficient storage to support a 6 hour firefighting effort shown below. (map?) unprecedented growth, placing significant new demands at 3,000GPM. on infrastructure both within and outside Downtown. The estimated fire flows resulting from the upgrade to 8 inches of remaining water lines operating at 20 Under these conditions, development projects needed to ▪▪ Water Pressure. The City Engineer indicates that psi residual pressure are shown below. (map) The accommodate new population can outstrip investment in static water pressure along Main Street ranges from City Engineer considers these flows are to provide ad- new supporting infrastructure. Based on calculations sup- 54 psi at 7th street to 60 psi at Front Street. The equate fire protection for the downtown area. plied by the City Engineer, downtown capacity appears static water pressure in the rest of the downtown is sufficient to accommodate the short-term development similar. Increasing the static water pressures in the ▪▪ Water Treatment. The existing water treatment targets identified by the market analysis. However, a con- downtown area would require the creation of a new plant has a 10 million gallon per day treatment ca- pressure zone with increased water pressures pro- tinuation of current growth trends will clearly require a pacity. A 4 MGD treatment capacity expansion is vided by a pump station and a new elevated water more detailed capacity analysis, and ultimately a phased under construction. This project is to be immediately storage reservoir. The City calculates fire flows us- capital improvement program to increase capacity and re- followed by a 7 MGD treatment capacity expansion ing a 20 psi residual pressure, and current readings in place outdated facilities. project for a total treatment capacity of 21 Million downtown exceed that standard. Gallons per day. The footprint of the water plant site The following discussion reviews downtown’s infrastruc- Recent improvements, including the reconstruction of has enough room for another 7 MGD expansion proj- ture systems. Main Street, will replace a 6” water main with a 12” ect.

36 EXISTING CONDITIONS

Sanitary Sewer System

Sanitary sewer system requires additional study. The City Engineer indicates that the current configuration and size of the existing sewer system does not present serious problems. However, most sewers downtown area use vitrified clay pipe and should be replaced with contemporary materials. The sewers north of East Broadway and east of Main Street were replaced in 2013.

▪▪ Development Capacity. An effort to determine the capacities needed to provide adequate sanitary sewer pable of servicing an equivalent population of 40,000 Recommendations in downtown is complicated by the site specific, type people. The foot print of the Waste Water Treatment 1. Create a master utility plan for the entire City and size of future redevelopment projects, as well as Plant site would allow for an additional 4 MGD of flows into the area from upstream development out- service area, for sanitary sewer, storm sewer treatment capable of servicing an equivalent popula- and water. The master plan must demonstrate side of downtown. This element requires additional tion of 80,000. how service will be provided to all areas. study. Storm Sewer System It should also identify developers’ options on Based on available data to the City, a 150 unit hotel location and building use and provide mecha- would have a peak waste water flow of ~150 GPM. nisms to finance infrastructure necessary to ▪▪ Condition. Most of the existing storm sewer mains A 150 unit apartment building would have a peak support development. are made of reinforced concrete pipe, while some of waste water flow rate of ~50 GPM. The lowest re- the sewer lines are vitrified clay pipe. Vitrified clay serve capacity of the sewer system in the downtown 2. Consider installing cable raceways in alleys. pipes should be replaced. The city engineer indicates area is 262 GPM near the 1st Avenue East 8” sewer that the system is probably in fairly good condition. 3. Replace sanitary and storm sewer lines con- main between East Broadway and 4th Street. This structed of vitrified clay pipe with contemporary sewer was replaced in 2013, and could support a materials. new hotel and two apartment buildings or five apart- ▪▪ Management. The downtown area straddles a ridge ment buildings. the runs north from the intersection of 2nd Street and Main Street to 6th Street and 1st Avenue East as shown below. Runoff water that is not taken by ▪▪ Treatment. The existing undersized waste water the limited storm sewers in the downtown area flows treatment facility is being replaced by a new 4 MGD down streets towards the rail yard. Activated Sludge Waste Water Treatment Plant ca-

37 Chapter 2

Off-street Public vs Off-street Private Parking Williston has both publicly controlled off-street parking A significant challenge to the continuing revitalization lots, which are managed by the Williston Parking Author- and development of Downtown Williston will be the pro- ity, and private off-street parking lots, which are man- vision of parking. Parking must be available, visible, and aged by the individual owners or coalitions of businesses convenient without dominating the district and compro- that share the parking spaces of the lot. Map 2.5 indi- mising its scale and pedestrian quality. There are a num- cates lots that are public and private lots. ber of variables that affect downtown parking demand in a rapidly-growing small city such as Williston. ▪▪ In neither case is there a charge to park, although the owners of the privately held parking lots would prefer that users of their lots be there to patronize their On-street vs Off-street Parking. Parking in all cities is Instead, parking demand will ‘spill over’ into parking fa- businesses. divided into two distinct classes, on-street and off-street. cilities nearby, where building density decreases and parking availability increases. ▪▪ On-street. On-street parking typically takes the form ▪▪ This arrangement creates the false sense that parking of parking spots along the curb edge of the street is a ‘public good’, where the consumption on the part As new development in Downtown Williston increas- right-of-way. These spots are commonly parallel or of one person doesn’t affect the available supply. es, new forms of parking, including structured parking ‘angle-in’, though ‘back in’ parking is becoming and shared off-site parking, may be necessary to provide more widely accepted nationwide. Supply and Demand parking within a reasonable distance of commercial and In some cases, cities may provide a center parking Map 2.6 illustrates the study area’s existing parking. Cur- retail businesses. lane as well, separating the traffic flow on a two-way rent on-street and off street parking counts for each block street. On-street parking is typically either: free but are provided numerically, while the coloration of each Current Supply and Demand subject to time restrictions; fee-based and regulated block or half block suggests the balance between supply Based on an analysis which applies standard parking gen- by a regime of parking meters; or allowed by special and demand. Some clear patterns begin to emerge. permit. eration rates to the square footage of existing uses in the downtown, there is a shortage of 370 parking spots in Parking Overflow ▪▪ Off-street. Off-street parking is considered any park- Downtown Williston. ing outside of the street right-of-way. This can be on Given that the Main Street corridor is the locus of com- either publicly controlled or privately controlled prop- mercial activity in Downtown Williston, it is natural that Despite this supposed shortfall of parking, businesses erties and can run a wide gamut of conditions from this is also the area of greatest parking demand. seem to function without significant hardship. surface lots to structured and subterranean parking garages. Paradoxically, because it is the most densely built district This may suggest that idiosyncrasies of the specific busi- in the entire city, it has the fewest opportunities for park- nesses in the study area generate fewer trips than other The universe of off-street parking is further subdivid- ing in the half-blocks adjacent to Main Street. In short, it business types nationally. ed into public and private parking facilities. is unreasonable for these kinds of densely built areas to handle their parking demand on-site.

38 EXISTING CONDITIONS

Map 2.5: Public and Private Parking, Downtown Williston Table 2.3: On Street vs. Off Street Parking

Location Stalls On-Street Public 794 Off-Street 1,619 Public 423 Private 1,196 Total 2,413

Source: RDG Planning and Design, 2013

Table 2.4: Supply and Demand of Parking

Stalls Supply 2,413 Demand 2,783 Balance -370

Source: RDG Planning and Design, 2013

Table 2.5: Projected Future Demand for Parking

Building Use Parking per 1,000 SF Civic 2.5 Retail 2.5 Office 3 Restaurant/Entertainment 3 Service 2 Industry 0.25 Housing 1.3 Multi-Family 1.5 Source: RDG Planning and Design, 2013

39 Chapter 2

Challenges Future Demand Parking Management

▪▪ Available Parking. Visitors, residents, and business Future demand for parking can be estimated based on Public parking in the downtown area is managed by the owners perceive a significant shortage of parking the square footage and type of possible new develop- Williston Parking Authority. The authority partners with downtown. Visitors often perceive that their destina- ment and the rehabilitation of existing buildings. Natu- the Williston Police Department to issue parking tickets tion is a business, rather than the district. Paths from rally, as development increases in Downtown Williston, and to enforce parking regulations for on-street parking parking lots to storefronts are indirect, reinforcing the so too will the amount of parking required to support and city-owned off-street parking lots. Revenues generated from infractions go into a parking lot fund for the impression that parking is limited. these new homes, businesses, and stores. There is some upkeep and maintenance of parking facilities downtown variability in this projection of parking demand, given that Some parking lots, both public and private, are not and to pay off bonds on the same. well marked either on-site or with directional graph- it will shift based on the scale and scope of the projects ics, which can lead to under-utilization. that are pursued. Revenues. The Parking Authority started a three-year as- Future Supply sessment for $36,000 over three years (or $12,000/year). ▪▪ Parking Enforcement. Lack of enforced limits for This is shared between property owners, and was recently on-street parking and centrally located lots enables Supply will vary dramatically based on the types of proj- longer-term parking in prime locations, adding to the renewed in 2013. There is a minimum payment of $300 ects that are pursued. In almost all cases, new residential impression of scarcity. for property owners. This was figured through a formula development will manage its increased parking demand based on square footages, and covers operational and on-site, via private garages and parking lots. ▪▪ Parking Design. Several parking lots are not de- maintenance costs. This includes removing and hauling signed to optimize the number of cars that can be snow, which is contracted to a third party by the City Au- Additionally, public and private projects proposed in the parked there, artificially limiting their capacity. ditor’s office. development program, addressed in later chapters, will all have an eye toward managing the parking inventory Currently, overnight parking permits are available at no Employee Parking. Parking spots along Main and ▪▪ charge, with no designated lot for them to use. in adjacent lots are heavily used by employees, limit- in downtown Williston in a variety of ways, ranging from ing the number of available stalls for customers. ensuring that new development handles their parking demands on-site, to expanding the supply of downtown Enforcement. Currently, the parking authority does not ▪▪ Parking Lot Reuse. The redevelopment of the sur- parking, to better management and design of existing enforce parking in the district, except by complaint. Park- face parking lot at 2nd Street and Main Street for the parking facilities. ing policy and enforcement is a subject for review in the Renaissance on Main will temporarily remove public development plan. Current management strategies for parking for surrounding businesses. public and private lots include: Table 2.6: Projected Future Demand for Parking

Estimate Stalls Public Parking. No active enforcement.

Low Estimate 4,073 Private Parking. Most privately owned lots are marked High Estimate 4,474 for no overnight parking. This is in response to long-term Source: RDG Planning and Design, 2013 ‘car camping’, which has become a significant issue as prospective workers have come to town without more permanent housing. 40 EXISTING CONDITIONS

Map 2.5: Parking Supply and Demand by Block

41 Chapter 2

Opportunity sites

The downtown study area has fairly low rates of vacancy, particularly among the first-floor spaces most attractive to tenants. This suggests that in order for new businesses to locate in downtown Williston, new buildings will have to be developed. Fortunately, the study area has a fairly significant supply of potentially under-utilized land, held both publicly and privately. Map 2.6 identifies properties within the Downtown Core that present possibilities for new opportunities.

ation of a centralized location of structured parking residential redevelopment projects undertaken by Wil- Parking Lots. A number of parking lots could be rede- off-site, but nearby. Given that these sites are private- liams County and Mercy Medical Center. As the district signed to maximize efficiency or be redeveloped for ally-controlled, the city may have less direct influence continues to grow and evolve, some of these more in- ternative use. on the building program for these projects, however tensively industrial properties could easily transition into design could still be influenced through the creation light-industrial uses, which pose fewer adverse external ▪▪ Public Parking Lots. A number of publicly owned of a design-overlay district. influences. This could allow for the intermixing of com- parking lots could be redeveloped into a vertical mix of structured parking, commercial or retail space, and mercial uses or live-work residential units within this area. Select Ford Properties. Nationally, the trend has been residential apartments or condominiums. This is simi- for car dealerships to move their operations to ‘auto mall’ Elite Fitness and Wellness Center. The site has a large lar to the approach that is planned for the parking lot type complexes outside of the central business district. parking lot that could be developed with outlying build- on the south east corner of Main Street and Second However, in Williston, a local car dealership has long held ings. Alternatively, the site could be considered for a re- Street. Because these lots are publicly owned, the city has significant sway over how they are redevel- several sites in Downtown Williston as their base of op- development project. oped and can guide everything from the mix of uses erations both for sales and service. In total, Select Ford Elevator. The grain elevator is an iconic structure in to guiding developers toward creating buildings with controls significant portions of four blocks in the down- downtown that is not operational. The building or site improved design features. town area. If a suitable location could be identified for could be rehabilitated or redeveloped. the relocation of their operation, this would free a signifi- ▪▪ Private Parking Lots. Several privately owned park- cant area for redevelopment into a more urban land use. Buildings. There are a number of existing buildings that ing lots associated with businesses have the potential could be rehabilitated or expanded to provide new op- for redeveloping into new commercial, residential, or South-East Industrial Properties. At the south-east portunities for commercial offices or residential develop- mixed-use buildings. The lost parking could be ac- corner of the downtown study area there is an area of ment. commodated either in structured parking as part of challenged housing, light industry, scrap material, and the redevelopment of these sites, or through the cre- transport activity. This area is in close proximity to recent

42 EXISTING CONDITIONS

Map 2.5: Initial Opportunity Areas for Development

Opportunity Areas

43 chapter THREE Strategic Planning

This plan’s concepts flow from the opinions and percep- tions of those who know the downtown best – the residents and people who work or invest in the Downtown. While participation in a downtown planning process typically focuses on business and property owners, every resident of Williston has a compelling interest in the heart of their city and had the opportunity to participate at some level. Chapter 3

The planning process includes Six Principal Tasks. The first task, Community Involvement, carried on throughout the entire process. Figure 3.1 shows the schedule for preparing the plan in 2013. Components of the public participation process included:

▪▪ Downtown Steering Committee. The steering committee met monthly throughout the planning project to provide input, review the progress of the plan, suggest mid-course corrections, and offer guidance to development concepts. Participants in the committee are acknowledged at the front of this document and were instrumental in the preparation of the plan.

▪▪ Stakeholder Discussions & Individual Interviews. Stakeholder groups provided several days of discussions about the state of downtown and the overall downtown area, and explored issues and directions for the district. Also, several individual interviews provided in-depth understanding of the community’s emerging issues. to improve and market their downtown. Following ▪▪ Open House. A public Open House occurred on No- the presentation, the public separated into smaller vember 21st at the MDU building. The open house ▪▪ Virtual Town Hall. The planning process included an groups to participate in round-table discussions with provided the public an opportunity to review and online town hall hosted by MindMixer. The town hall their peers to identify goals, issues, and aspirations comment on the development plan before further offered an opportunity for people locally and from for downtown and the community. development and adoption. around the country to offer comments on the issues and opportunities for the future of downtown. ▪▪ Design Studios. Two on-site design studios took ▪▪ Plan Approval Meetings. The City Commission and place on July 16-18, 2013 to engage citizens, resi- Planning Commission held public hearings prior to ▪▪ Kick-off Presentation and Community Roundta- dents, business owners, and other stakeholders di- the approval of the downtown plan. The Planning ble. A community kick-off event took place June 18, rectly in conceptual planning for downtown. Partici- Commission and City Commission meetings were 2013. This event included a public presentation that pants shared their ideas, issues and concerns infor- held in February 2014. discussed the planning process and presented strat- mally with the design team, and helped define and egies that comparable communities have pursued test concepts for the future of the planning area.

46 STRATEGIC PLANNING

Most Popular Ideas Virtual Town Hall: An Online Public Forum The issues discussed on PlanDowntownWilliston.com are listed below by category. In each category, the ideas are As part of the public participation process, the planning listed in descending order of popularity (starting with the team launched and promoted www.PlanDowntownWil- most popular). Only those receiving 5 or more votes are liston.com, an online public forum where residents were listed. invited to share and exchange ideas to improve the community. The website used the “MindMixer” format, a Parking platform that has been used by 800,000 people in 400 ▪▪ Reserve prime parking spots for customers and handi- community planning projects. The site administrator capped. Encourage employees to park in the back posts a challenging question to the community, then site spaces/lots. users submit their ideas, view and comment on ideas sub- Do a land trade with Select Ford and use their site for mitted by other users, and vote for their favorites. The ▪▪ parking best ideas rise to the top as they generate positive responses from other users. ▪▪ Add a parking ramp or garage ▪▪ Change Main Street to 2 lanes and add angled park- The planning team promoted the website using posters ing in local businesses, media coverage in print and television, links from the city website and project website, e- Additions to Downtown mail blasts from the Chamber of Commerce, and more. ▪▪ Add a Bike Lane The website was launched in June 2013 and promoted Add Street Trees primarily during June and July (though it remained open ▪▪ through September 2013). The site received 560 unique ▪▪ Increase lighting at night and widen sidewalks to visitors, 4,360 page views, and generated over 100 inter- make downtown feel safer. One suggestion: use post- actions (votes, comments and ideas). lamp lighting that burns natural gas. ▪▪ Add outdoor plaza to use as concert venue, skating ▪▪ Eliminate “Red Light” District There were 47 registered, active participants. 60% of rink, and more ▪▪ Lift restrictions on unique uses such as microbrewer- these participants were female, with an average age of ies, sidewalk dining, and food trucks Modifications to Downtown 39 and an age range of 18-64. ¾ of participants were Economic Development Ideas from the 58801 postal code, and 10 other zip codes had ▪▪ Beautification of downtown through architecture, 1-2 participants each. greenery, art, and diverse building materials ▪▪ Diversify our industries beyond oil and gas ▪▪ Address unpleasant traffic issues, including truck traf- ▪▪ Limit regulations on businesses. No need to use in- fic and aggressive/reckless driving centives.

47 Chapter 3 community roundtable

Approximately 70 participants attended the event to discuss ideas and projects for improving downtown for the future. Participants separated into smaller groups to participate in round-table discussions with their peers to identify goals, issues, and aspirations for downtown and the community. Participants reconvened to share the results of their small groups.

Frequent responses include:

▪▪ Parking availability, design, and convenience to businesses and residences is critical and must be a top priority. ▪▪ Implementing the streetscape project is a priority. De- fining a brand for downtown and improving the overall image of downtown with new street configuration, lighting, and furniture will enhance the public’s perception. ▪▪ Redevelopment and mixed-use opportunities for existing sites, including land for car dealership, industrial areas, and underused properties. ▪▪ Retain and attract more retail and restaurants. Other responses that were common among some groups ▪▪ Connect Harmon Park and Railroad Park ▪▪ Downtown should be a destination. Arts and culture include: ▪▪ More housing in downtown amenities clustered in downtown help people discover ▪▪ Policies and incentives should steer developers to build ▪▪ Possible new gathering spaces Williston. desirable projects. Establish private/public partner- ▪▪ Retaining the historical character of downtown. ▪▪ Possible new senior center ships. Local ownership is most desirable. Downtown should not have any vacancies. ▪▪ Possible new event center ▪▪ Connection to the river ▪▪ Improving safety for pedestrians. Relocating adult ▪▪ Possible new hotel ▪▪ Location for performances and music businesses outside of downtown. ▪▪ Possible new market ▪▪ Improve signage for businesses and directional infor- Resolve traffic circulation issues, particularly with the ▪▪ ▪▪ Possible new City Hall mation truck route. Provide better alternative transportation, including bicycling and walking. ▪▪ Possible reuse for elevator

48 STRATEGIC PLANNING

DESIGN studios

Multi-day public design studios took place in Williston during July. The consultant team spent several subsequent months refining concepts on-site. The plan presented in Chapter Four reflects and refines the work done in these sessions. During the workshops, public discussion defined the following themes and principles:

▪▪ Parking Adequacy and Aesthetics. An adequate parking supply for patrons, business operators, students and faculty, and residents is necessary. Parking access should be convenient and clear without inhib- iting pedestrian movement. Several sites provide locations for new parking structures, and several existing surface lots were evaluated for their efficiency.

▪▪ Highway Truck Route. Realign the Highway 1804 truck route away from the heart of downtown. The truck route bisects the district, which influences people’s desire to cross the street.

▪▪ Improving safety and comfort in the district. Through-traffic, lighting, and externalities of bars and portation to strengthen the relationships between public market, but has since closed. Williston needs clubs influence people’s perception of security in the uses. an indoor space for year-round activity. district, particularly during the evening. ▪▪ Redevelopment Sites. Significant redevelopment ▪▪ Streetscape Design. Williston’s downtown ▪▪ 4th Street Corridor. Creating an east-west connec- opportunities throughout the district emerged. The streetscape is a concurrent project that was not part tion that links Recreation Park and the Old Armory to development plan should be flexible to allow for a of this planning process. However, the plan incorpo- Main Street. mix of redevelopment proposals, including housing, rates emerging concepts from that process, including hotel, office, and retail. 3-lane sections, corner bump-outs, lighting, and a ▪▪ Accessibility and Linkages. The Downtown Plan possible library of urban design elements. should promote linkage and accessibility among its ▪▪ Public gathering space. Harmon Park, Recreation constituent parts, including new housing projects to Park, and the Railroad Depot provide public gathering ▪▪ Community Identity. Reinforce the character of the east, the renovated junior high, depot, elevators, space on the periphery of downtown. These spaces Williston through public and private improvements, and Harmon Park. The development concept should should connect to Main Street to have the sense that while using public art as a unifying concept. use continuous paths for alternative modes of trans- they are part of the district. Downtown once had a 49 Chapter 3

OPEN HOUSE

Taking place at the MDU building on November 21st, 2013, the open house provided the public an opportunity to review and comment on the development plan before the consultant team prepared a publication. The Open House included a 25-minute presentation followed by a break-out to various stations focusing on development areas. Over 30 people attended the event.

Participants showed support for all concepts. The most favored projects include:

▪▪ 4th Street Cultural Corridor ▪▪ Public Market ▪▪ North Main Street Streetscape to 11th Street ▪▪ Truck Bypass ▪▪ Parking garage

50 STRATEGIC PLANNING the Program

The downtown vision begins with establishing a program, much like the architectural program for a building project. The program establishes the ingredients of development for present and future community needs, current projects that are pending, and other opportunities. The program includes three separate agendas:

▪▪ Functional Agenda. Functional agenda includes policies, actions or projects that improve the circulation, utilization, and operations of downtown.

▪▪ Development Agenda. Development agenda includes policies, actions, projects, or opportunities that respond to existing or desirable market demands.

▪▪ Community Agenda. Community agenda includes policies, actions, projects, or initiatives to improve the enjoyment of downtown.

51 Chapter 3

Functional Agenda ▪▪ Define parking policy. Parking is extremely compet- ▪▪ Directional information to destinations. As travel- itive throughout the district and may necessitate time ers approach downtown, they should be oriented to ▪▪ Main Street reconstruction. The Main Street limits. Also, the mix of uses and peak times for uses various destinations in the community. varies, creating some opportunity for shared parking streetscape in the primary retail core presents, at in the district. Pedestrian Crossings and Safety. Crossing four best, a challenging pedestrian environment. Strate- ▪▪ lanes of traffic is dangerous for pedestrians. Partici- gic landscaping, traffic calming, lighting, and pedes- ▪▪ Address 1804 traffic conflict and impact. The pants in the planning process prefer fewer lanes and trian-friendly features will improve the customer expe- Highway 1804 Truck Route effectively splits the Main bump-outs at corners to reduce the crossing distance rience and create a more positive business climate in Street business district into north and south parts, and and conflict. Crosswalks should be painted, signed, the main street core. The streetscape should be easily has contributed to the disinvestment of south Main and signals should provide countdown timers and au- maintained for businesses to scoop walks after winter Street as a business environment. The plan should re- dible signals to alert pedestrians and motorists. storms. duce the impact of Highway 1804, and consider its relocation away from the Commercial Core. ▪▪ Pedestrian and bicycle access. The programmed ▪▪ Improved parking supply and linkages. While con- streetscape for Main Street will introduce increased bi- venient parking is needed throughout the district, it is ▪▪ Calm traffic. Motorists should sense that the pedes- cycle transportation and tourism into the downtown, in especially short supply near the Civic area and for trian, the customer, has the right-of-way. Vehicles and will require better intracommunity connections. half blocks adjacent to Main Street. The efficiency of should naturally slow down through the district, while existing lots should be reviewed, along with evalua- through-traffic should ideally be redirected away from tion of sites for a possible parking structure. the commercial core.

52 STRATEGIC PLANNING

Community Agenda ▪▪ Park links to downtown: Harmon, Railroad, and ▪▪ Connection to rivers. The railroad physically sepa- Recreation parks. The forgotten anchors to Down- rates downtown from the river, effectively making the ▪▪ Public space for community activities. Creating town are the parks on its peripheral edges. These are river out-of-site. Accents in downtown, much like the public space for events, individual enjoyment, and the most distinct green spaces for downtown. features in Railroad Park, reinforce the city’s historical structured/unstructured activity is an important down- connection to the water. town priority. ▪▪ Arts. The James Memorial Arts Center, Recreation Park, and Old Armory are popular assets within a few ▪▪ Neighborhood Reinvestment. While Downtown’s ▪▪ Placemaking and destination-making. Downtown blocks of the Main Street core. However, the connec- built environment is in relatively good condition, sur- should be a place for activity during the day and eve- tion between this recreation and cultural center and rounding housing shows evidence of distress. Dete- ning, filled with amenities that appeal to working pro- downtown is weak and unfriendly to pedestrians. As riorating properties should be targeted for rehabilita- fessionals, students, retirees, and children. The expe- a result, these important community assets do not re- tion or redevelopment, encouraging further reinvest- rience of visiting downtown must embed a positive inforce each other. ment by owners of surrounding properties. memory that lasts a lifetime. ▪▪ Enhancing Main Street. The anticipated downtown ▪▪ Evening safety and security. The occasional loiter- streetscape project should include a theme that is cel- ing around bars, adult businesses, the train depot and ebrated in features such as the kiosks, benches, pe- parking lots, raises concern for public safety. Pedestri- destrian lighting, bump-outs at corners, and public ans do not feel comfortable in these areas, and often art, to help create a sense of place and human scale. pedestrians prefer walking on parallel streets to avoid activity along Main Street. This type of deterrent influences consumer preferences.

53 Chapter 3

Development Agenda ▪▪ Reinvest in the existing building stock and im- a regulatory framework that maintains some level prove facades. Williston has a strong stock of of commercial use. Convenient parking, circulation, ▪▪ Define sites for private development. The de- buildings, yet many of them have been adapted sig- and pedestrian/bicycle transportation contribute to a nificantly over the decades. Owners should refrain velopment concept should provide flexibility for the viable mixed use district. from altering their buildings in a way that diminishes redevelopment sites. Sites that could be assembled the building’s historic integrity. to create larger development projects should be re- ▪▪ Parking to support new development. Parking served for: is an issue in nearly every town center across the na- ▪▪ Hotel. The development program should provide tion, and in many cases the availability of parking »» Retail. Downtown Williston has the potential to alternative sites for a multi-story building. Hotel sites can either make or break a district. Parking demand capture a portion of the total city-wide demand. should provide connections to a possible event center exceeds what is currently available in downtown Wil- This plan estimates that 67,000-87,000 sq ft of and convenience to Main Street businesses. liston, and is anticipated to become more competitive Williston’s 5-year retail growth potential could lo- as upper-story uses become more active. This plan cate downtown. ▪▪ Event center. The new Armory could be adapted to must show strategies to improve the district’s parking environment, including increasing parking, adding »» Housing. If downtown captured just 10% of the be a small event center in the future. Programming “green” features to existing parking lots, improving projected housing demand for 2017, there would and reuse of the armory may be best if coordinated wayfinding, and establishing routes from car-door to be potential for 420 units. with the development of a hotel. store-door. The plan should focus on possible sites ▪▪ Mix uses: Office, residential, retail. Downtown for a parking garage. ▪▪ Retain existing businesses. Improving the quality should accommodate both market trends for resi- of downtown creates an environment that encour- Building design standards. As redevelopment oc- dential development and a clear community prior- ▪▪ ages businesses to stay downtown, while attracting curs, it should exhibit characteristics that blend with ity to preserve the character and vitality of its history. new private investment. Recommendations should the existing form of the district, including architec- This requires a mixed use development concept and include improved access to available parking and en- ture and landscape. hancing the overall experience of visiting Williston.

54 chapter FOUR Downtown Development Plan

The development plan for Downtown Williston builds on the character of the district to create an enduring, economically strong district that provides sound function, comfort, convenience, and delight to its various users. Ul- timately, in an environment of rapid change, Downtown provides a stable link both back to Williston’s historical traditions and forward to its exciting future. Chapter 4

This traditional role makes it especially important as a introduction unique anchor district within a rapidly changing envi- Development FRAMEWORK ronment. But downtown also includes land uses that This chapter integrates the analysis and findings of the The Framework diagram displayed in Map 4.1 uses the are either functionally obsolete, likely to relocate, or previous three chapters to develop a unified develop- structure of the central study area presented in Chapter do not achieve full development potential. Identify- ment vision and program for Downtown Williston. This Two and adds other elements of the development pro- ing sites that can take advantage of rapid economic program responds to major needs identified during the and demand expansion is an important priority for gram. It provides the context for other individual devel- strategic planning process, including improved and more this plan. These development possibilities include opment ideas presented in this chapter. It also anticipates convenient parking, a safer and more pleasant environ- both public and private projects. a relationship between public actions and private market ment, identifying development opportunities and reuse reactions, by which various public projects create a fertile possibilities for underutilized properties, improving circu- ▪▪ Preservation. The conservation and reuse of Down- environment for desirable private reinvestment and con- lation and linkage to other parts of the growing city, and town’s existing stock of substantial buildings is an im- stituent activity. The elements of such a program include creating public places that encourage desirable activity portant ingredient of development policy. both positive and restrictive public projects and actions. and interaction. Positive actions produce incentives that provide support ▪▪ Zoning and Design Guidelines. Downtown de- for new investment, and include such items as creating The components of this development program include: cisions will be made incrementally by a number of amenities, making new public places, providing support different players. A plan like this document cannot facilities like parking, improving circulation, and helping anticipate every project or emergence of different Mobility and Parking. This includes the circulation to assemble sites. “Negative” actions involve removing ▪▪ opportunities. Therefore, it must have the flexibility framework system that takes traffic to and through obstacles or establishing techniques that manage or re- to anticipate and provide policy guidance to a num- Downtown, connects major projects, and links the strict undesirable development, including code enforce- ber of different alternatives. A full discussion of zon- district to the larger Williston community. Because ment, management of negative effects, zoning regula- ing and design guidelines is included in the following most people will arrive downtown by car, parking is chapter, addressing plan implementation. tion, and design guidelines. fundamental to the mobility system. But multi-modal transportation, addressing how people move to and Key program features include: through downtown on foot or by bike, can provide Many downtown plans include a master plan drawing that provides very specific uses or physical design con- alternatives that reduce stress on parking resources. ▪▪ An enhanced Main Street and Broadway retail core, cepts for their study districts. By contrast, the Downtown with an economical but appealing streetscape, cre- Williston planning process demonstrated the need for ▪▪ Supporting Corridors. This considers streets that ating a pedestrian-friendly and amenity-rich environ- are fundamental to the character of Downtown and a more nimble plan, capable of remaining relevant and ment. create the fabric that links major projects together maintaining a meaningful vision for a number of devel- and links downtown to other destinations. opment options and decisions. Map 4.1 displays a Devel- ▪▪ Realignment of the Highway 1804 Truck Route, re- opment Framework diagram that establishes a unified, ducing its negative impact on the downtown core ▪▪ Development Opportunities. Downtown is Wil- higher order fabric with the flexibility to accommodate a and minimizing conflicts with pedestrians and other liston’s traditional center of commercial and civic life. number of site-level decisions. Its key elements include downtown users. transportation movements, subdistricts, and redevelopment areas.

56 DOWNTOWN DEVELOPMENT PLAN

Improving downtown parking by improving the ▪▪ Map 4.1: Downtown Development Framework efficiency of existing parking and developing new, strategically-placed parking facilities, ideally as part of other public or private development initiatives. Harmon ▪▪ Expanding the development opportunities for Park underused sites, and considering the possibilities th of desirable mixed use scenarios of investment. 11 Street Supporting Corridor ▪▪ Extending the central Williston business district with functional and aesthetic connections to Harmon Park, Recreation Park, the West 2nd Av- enue Commercial Corridor, and the railroad depot and surrounding uses.

▪▪ Revitalizing the North Main Street segment of the corridor, with a new north gateway at 11th DOWNTOWN CORE Street, potential redevelopment, preservation of the adjacent housing, and transportation enhancements. Recreation Park 4th Street ▪▪ Integrating the character and values of Willis- Supporting Corridor ton into the physical environment, using these features to establish distinctive public spaces for multiple activities. West Expansion East Gateway Civic District

East Gateway South Gateway

57 Chapter 4

• Degradation of the potential for economic develop- truck route to 1st Avenue, transitioning to Front Street mobility and PARKING ment and outdoor activity on major sites that touch on a diagonal alignment east of 1st Avenue. The truck the First Street corridor because of environmental The street grid of a downtown district establishes many route then follows Front Street, returning to the present effects caused by noise, emissions, and frequency of aspects of character and function – the length of blocks, East Broadway route between East 2nd and University the trucks. the footprint of buildings, ease of walking and access, Avenues. circulation of trucks and service vehicles, and even use of ▪▪ Constraining truck turning movement at 1st and Main Advantages land. Williston’s central district is served by a traditional Streets. While alternative truck routes are available, street grid that will be enhanced by a reconstruction and ▪▪ First Street becomes a pedestrian-oriented local street compliance is imperfect and the routes do not address that supports better utilization of adjacent develop- streetscape project along core blocks of Main and Broad- all movements. In addition, the geometry at this inter- ment sites. way, scheduled for construction in 2014. The plan an- section does not accommodate movements by large Acquisition is minimized and focuses on land that ticipates some relatively minor modifications to this grid vehicles. ▪▪ to accommodate development and parking needs. How- should be redeveloped or reused. This route generally • Conflicts among different traffic streams, including does not involve intensive use or very costly purchases. ever, one major circulation recommendation with sub- through-trucks, slow-moving downtown traffic, oth- stantial benefits to Downtown requires a greater change ▪▪ Expands the highly marketable downtown core by er local movements, and pedestrians. Typically, truck to existing patterns and a significant capital investment moving truck traffic to the edge of the district. drivers prefer to avoid these conflicts if possible, – the possible realignment of the Highway 1804 truck Provides some improvement to truck traffic flow by without adding excessive mileage. ▪▪ route, now carried along 1st Street. relaxing curves and reducing conflicts with other types of traffic. ▪▪ Parking along 1st Street under existing conditions. The intersection of 1804 and Main Street (US Highway 2 Heavy truck traffic intimidates motorists uncomfort- ▪▪ Opens sites along Front Street for traveler services and before the re-designation along the Dakota Highway by- able with parallel parking and discourages use of on- parking. pass) was a significant development node for the district. street parking. As traffic volumes increased, this intersection experienced Disadvantages significant stress. The northwest bypass provided some ▪▪ Extending Front Street east requires redesigned ac- relief, but industrial land use patterns still directed heavy Options for Truck Route Realignment cess and circulation to industrial properties. However, east-west truck traffic through the heart of the city cen- Map 4.2 displays the existing alignment and two possible land required for the extension is generally vacant or ter. The Bakken oil boom has substantially increased this realignments of the 1804 Truck Route. in marginal uses, and avoids major impact on the op- traffic, which in turn creates serious functional, econom- eration of the business. Alternative A: Current Alignment. This “no-build” ic, and environmental impacts. These include: Requires relocation of some Main Street businesses on continues to direct truck traffic from West 2nd Street to ▪▪ alignment with Front Street. It should be noted that 1st Street, using 2nd Avenue as a transition. A relaxation • Creating a major barrier that separates the “0” block these relocated uses are generally viewed as deterring of the curve radius from 2nd Avenue to 1st Street could of Main from the rest of Downtown, decreasing the investment in the area and creating a perception of in- marginally improve the function of the current route. ability of pedestrians to move along Main Street and security for downtown customers.

affecting the character of land use and development Alternative B: Near Realignment along 1st and ▪▪ Puts truck traffic adjacent to Railroad Park, while also increasing the visibility of the park and the depot. on that block. Front Street. This option follows the current 1st Street

58 DOWNTOWN DEVELOPMENT PLAN

Alternative C: South Alignment Map 4.2: Transportation Plan This alignment transitions from 2nd Avenue to Front Primary Circulation Street by using railroad land south of the City Elevator. Proposed Circulation This property is not used for rail transportation purposes. Collector Pedestrian Routes Possible Development Sites Advantages ▪▪ Minimizes the negative impacts of the truck traffic to the city center. ▪▪ Reduces the amount of time for trucks moving North Main Improvements through the district and provides the most favorable Spur Route truck alignment. ▪▪ Construction has minimal disruption to local traffic. ▪▪ The Front Street alignment for 1804 is still part of the downtown environment and in fact provides better Main Street Improvements visibility to off-street parking serving adjacent businesses and increases the amount of developable land. 4th Street Cultural Corridor Disadvantages ▪▪ Requires acquisition of land currently owned by the BNSF.

▪▪ Higher cost project than Alternative B because of additional new roadway. Broadway Loop ▪▪ Crosses Thomas Petroleum rail siding.

▪▪ Requires relocation of some industrial storage yard activities. A

C B

Highway 1804 Truck Route Alternatives

59 Chapter 4

Parking Strategies ▪▪ Improving the experience of walking from nearby parking to popular destinations. Downtown is a special economic and social environment that requires patronage – the patronage of the residents ▪▪ Educating residents and business owners about the who live there; the patronage of the employees and em- importance of proper parking management to the ployers who work there; and the patronage of the peo- overall vitality of downtown. ple who come there to do business, shop, and find entertainment. In modern American culture, most of these ▪▪ Continuing to encourage downtown residential and activities involve the use and storage of the automobile. mixed use development. Downtown residential and mixed use development can re- It is possible to go “car-less” for the long-term in some duce overall parking demand by encouraging pedestrian trips. Developing the appropriate amount of parking American cities. But in Williston, comfortably and conve- ▪▪ through a combination of using existing resources niently accommodating motor vehicles is a vital ingredi- and land use policies that encourage people to park once more efficiently and adding new supply in strategic ent of a successful downtown. for many purposes, also makes one stall serve more than one destination. and visible locations. Map 4.3 shows potential sites for expanding the parking supply and using on-street Traditional downtowns function differently from auto- parking more effectively. oriented big box and commercial center environments. Parking policies should also minimize frustration and in- According to the Urban Land Institute, parking standards convenience. For example, at certain peak times, some Strategies for Improvement for typical suburban retailing are based on demand dur- downtown traffic is generated by customers and other ing the twentieth busiest shopping hour of the year. This downtown visitors driving around looking for convenient This section elaborates on the supply strategy by recom- leaves as much as half of the parking spaces unused for parking. This discourages them from coming downtown, mending efficiency improvements and describes oppor- more than forty percent of any given year. Downtowns, endangers pedestrians, and adds to traffic friction. tunities for creating new parking spaces. Recommenda- with higher density development and a more limited sup- tions are not necessarily listed in order of priority. ply of land, do not have the luxury of tolerating this kind Strategies that overcome these problems include: of inefficiency and maintaining the character that make Restricting parking duration on high-demand streets. 1. Psychology, Convenience, and Time as Parking them distinctive. Therefore, central districts, including ▪▪ Demand Management. This principle represents a Downtown Williston, should follow a standard of provid- ▪▪ Providing longer parking limits on streets adjacent to logical approach to ensuring a quality supply of parking the amount of parking actually needed. This requires high-demand areas for visitors seeking to combine ing for a wide range of users in a downtown area. both effective supply and management policies and proj- stops in the district. As downtown users increase their length of stay, the ects. time spent walking from parking location to destina- ▪▪ Shifting the longer-term parking from curb-side stalls tions is ‘amortized’ across their activities. Therefore, Parking management also interacts with land use and ur- to centrally-located surface parking lots or parking it makes sense to ensure that stalls most convenient ban design policies. For example, downtown residential structures. to centers of commercial and civic activity have high and mixed use development, which makes it possible for rates of turnover during regular business hours. The people to work within walking distance of their home, ▪▪ Providing clear directions and markings for both on- outlines of such a program follow. actually reduces parking demand. Parking management street and off-street parking.

60 DOWNTOWN DEVELOPMENT PLAN map 4.3: Downtown Parking Site Strategies

Possible Parking Reconfiguration

Possible Parking Structure Site

A City Hall Site 1a City Hall Site 1b 90 City Hall Site 1c Minutes B City Hall Parking and Relocation 3 hr Utilities/County Parking Site E C South Site

D West Site 1a 90 Minutes West Site 1b A B E Surface Parking Consolidation and D 1st Avenue “Parking Street” 3 hr

3 hr C

61 Chapter 4

»» On-Street Short Term Parking - 90 Minutes. A Figure 4.1: First Avenue Parking Lot Redesign - Current Supply 90 minute limit in the Main and Broadway core creates shorter-term parking spaces for easy, convenient access to downtown retail, service, and restaurant uses. The shorter limit accommodates simple and straightforward shopping and busi- 24 ~18 ness visits, resulting in higher turnover and making parking available for quick trips to downtown 60 businesses. 14 18 »» On-Street Short Term Parking - 15 minute Run-in parking. Businesses that need very high parking turnover rate (such as coffee shops, phar- macies) could petition for very short-term adja- 42 cent parking, analogous to drive-through windows in auto-oriented districts. This approach has succeeded in other growing jurisdictions.

»» On-Street Medium Term Parking – 3 Hours. Three-hour parking stalls should be provided nesses and offices are a good example of this type buffering all come into play when maximizing the along cross streets to Main Street as well as adja- of user. value of a site for parking. cent parallel streets. These allow for longer visits that chain together one or more stops or appoint- »» Off-Street Private Surface Parking Lots. Pri- An excellent example of the benefits of redesign ment. A three hour limit requires most downtown vate surface lots, despite being privately-owned, are the public and private parking lots along 1st Av- employees to move their car twice a day. This in- are often used for public parking, even when enue West, south of 4th Street. By unifying lots and convenience would discourages employees from signed. The relative competition for available the intervening street into a single parking facility, monopolizing on-street parking. parking encourages the patron to park whenever the number of stalls in this area can be increased by convenient. Several adjoining private lots should about 35%. The above on-street time restrictions should be in be redesigned to maximize yield and reduce the effect only during regular business hours and can amount of land used for circulation, as discussed 3. Shared Parking. As more residential and retail/res- be removed in the evenings, as is the case in Bowl- below. taurant land uses develop in Downtown Williston, ing Green, KY ; Milwaukee, WI ; and Omaha, NE. city parking requirements in the district should be »» Off-Street City-controlled Surface Parking 2. Parking Lot Design. The layout and design of park- adjusted to account for complementary demands: Lots. Off-street surface lots can continue to op- ing lots can affect the number of parking spaces they different uses generate peak demand at different erate without an enforced time limit, beyond the contain. The most efficient lots reduce the amount of times of day. This suggests that many of the parking current restriction on overnight parking, to pro- gross area devoted to circulation. The orientation of spots required to serve these new businesses could vide parking for those who require a longer stay parking bays and travel lanes, the dimensions of the be shared between them, reducing the total parking in the downtown district. Employees of local busi- parking stalls and location of landscape elements and required for any one business. 62 DOWNTOWN DEVELOPMENT PLAN

Figure 4.2: First Avenue Lots Parking Redesign

Left: City Engineer’s drawing of reconfigured First Avenue with consolidated parking lots. Redesign adds 58 parking 38 stalls to the area and improves pedestrian cross-access. Existing Stall Count = 176 stalls Testing Count= 234 stalls 59 60 Change= +58 stalls % Change: +33%

This approach to parking helps make more efficient use of land and reduces the costs of and barriers to new development. The drafting of the UDC should address shared parking. 70

4. Parking Streets. Consider creating parking sreets for the half-blocks east and west of Main Street. Few candidate areas exist, although parking demand may stimulate interest for redeveloping lots for surface parking. Parking streets provides relief to the parking demand, yet preserves the character of the corridor. Areas along North Main are possible candidates and a demonstration for a parking street is available on Page 73. ASB Drive-thru 5. Permit Parking. Permit parking can be applied to structured or surface parking lots. Spaces could be Church designated for permanent or shared use. For structured parking, businesses or property managers could lease stalls for employees and guest parking. Long- term lease agreements can be arranged to help finance parking structures and their ongoing maintenance. The drafting of the UDC should address permit parking. Typical parking minumum requirements for new development, include: »» Apartment. 1 stall per unit »» Condominium. 1.5 stalls per unit

63 Chapter 4

Figure 4.4: Parking Structure Scenarios - standalone or incorporated

6. Development and Operation of Parking Struc- tures. Parking structures provide the maximum number of stalls at high demand, high convenience locations. In many urban locations, cities partner with residential buildings and office complexes to create parking facilities with both private and public components. Map 4.3 on page 61 identifies possible sites for a parking structure, while Figures 4.1-4.8 in the subsequent pages explore possible configurations. »» Partnerships. Parking partnerships can provide facilities that leverage major private projects. For example, in a multiple-level parking structure serv- Possible structure as Possible structure as ing a mixed use residential building with an office stand -alone project part of project component, one or more levels could be access- controlled for the exclusive use of building ten- »» Additional Study. The Downtown Plan identi- 7. Enforce Parking Rules. Enforcing parking regula- ants, both residential and commercial. The ad- fies a significant shortage of parking in down- tions is a relatively inexpensive way to improve the ditional levels of parking can be available to the town and increasing need for additional parking effective supply of parking. The highest enforcement public for free, or on a pay-to-park basis. to accommodate new development. Also, the expense is the cost of personnel and this cost can be plan identifies methods for improving the efficien- reduced significantly by using un-sworn personnel. »» Lease Agreements. Additional long-term park- cy of existing surface lots, possible sites for park- While successful parking enforcement will require ing demand from commercial tenants can be met ing structures, and possible partnerships in their public support, it is the only way to ensure the effi- by a parking lease arrangement, where the busi- development. The City should hire a specialized cient supply of parking relative to time limits. ness pays a set fee for a parking permits, giving parking consultant to analyze the capacity (de- parking rights to employees in a public lot. fine the number of stalls and levels), management One way to ease into enforcement is with a transition (partnerships), and detail the costs for construc- period of ‘courtesy tickets’. These initial non-fine ci- »» Third Party Management. Cities often con- tion. Candidate sites for a parking structure are tations would come with information about the new tract with third parties to manage the operation identified in Map 4.3. parking regime. These could be used for a period of of these lots, especially when they operate on a time before true enforcement begins, and also as a pay-to-park basis. ‘first warning’ for offenders after enforcement begins. (Figure 4.5)

64 DOWNTOWN DEVELOPMENT PLAN

Figure 4.5: Courtesy Ticket in Kearney, NE map 4.4: Parking Strategies in Civic Center Area Figure 4.6:

Scenario for Scenario for structured parking surface parking

8. Educate Downtown Workers and Residents. In 9. Signage/Wayfinding Program. Improve signage 10. Improve Pedestrian Experience. An excellent pe- order to maximize the availability of existing parking throughout the downtown by implementing a way- destrian experience is essential to the vitality and stalls, especially in areas where demand is high and finding program that directs visitors and residents place character of the district. Creating a great ex- expansion of parking is impossible, cooperation of to services, specifically including appropriate park- perience can help ease the transition for residents downtown workers is imperative. ing locations. The program should utilize consistent and visitors who have grown accustomed to virtually themes and graphics at both the pedestrian and ve- unlimited street parking within sight of their destina- The City, with the help of the Chamber of Com- hicular scale. The downtown plan (page 71), along tion. The improvement of the streetscape increases merce, should continue to educate business owners with the 2011 Streetscape Plan, show examples of people’s sense of destination from a single business and operators of the importance of reserving prime directing people to parking through wayfinding. to a much broader area. Paths leading from park- parking stalls for customers. ing lots to Main Street should be appealing. Façade improvements, displays, murals, and streetscaping all Identification of appropriate parking locations that increase the sense of destination. are reasonable and realistic must to be continually conveyed to businesses.

65 Chapter 4

figure 4.7: City Hall Site 1a figure 4.8: City Hall Site 1b

City Hall Site 1a City Hall Site 1b Capacity: 112-120 stalls per level Capacity: 68-76 stalls per level Design: Ramp on south module, flat plate along Broadway. Two way circulation Design: Helix with continuous ramping and two-way circulation; option of one- with 90 degree parking. way double helix with continuous ramping. Access: 1st Ave East Access: 1st Ave East

Advantages Disadvantages Advantages Disadvantages

▪▪ High parking capacity ▪▪ Requires (and must be coordinated ▪▪ Good connections and support for ▪▪ Low parking capacity produces high with) construction of a new city hall. Main Street and Broadway retailing cost per stall ▪▪ Good connections and support for Main Street and Broadway retailing ▪▪ Demolishes city hall building ▪▪ Supports redevelopment of Select Ford ▪▪ Requirement for continuous ramping site to make elevations precludes retailing ▪▪ Supports redevelopment of Select Ford ▪▪ Parking is not directly adjacent to civic along Broadway site campus ▪▪ Site is in public ownership Access uses existing street grid with ▪▪ Requires (and must be coordinated ▪▪ Site is in public ownership ▪▪ Requires closure of 1st Avenue E be- ▪▪ with) construction of a new city hall. tween 2nd Street and Broadway signalized intersections ▪▪ Design with flat plate along Broadway Parking is not directly adjacent to civic permits retail space along the street ▪▪ Eastern part of garage provides rea- ▪▪ sonable (if not adjacent) access to a campus ▪▪ Flexibility to use different parking lot potential City/County civic campus ▪▪ Requires closure of 1st Avenue E be- designs tween 2nd Street and Broadway ▪▪ Retains historic city hall building for ▪▪ Access uses existing street grid with continued city occupancy or private signalized intersections reuse ▪▪ Eastern part of garage provides reasonable (if not adjacent) access to a potential City/County civic campus

66 DOWNTOWN DEVELOPMENT PLAN

figure 4.9: City Hall Site 1c figure 4.10: City Hall Parking/Relocation Sequence

City Hall Site 1c City Hall Parking/Relocation Sequence Capacity: 76-80 stalls per level Design: Helix with flat entry, continuous ramping and two-way circulation; option 1 Relocate city offices to temporary quarters -- DMU buildings and other sites. of one-way double helix with continuous ramping. Access: Broadway using 1st Ave East 2 Replace city hall with new parking structure.

Advantages Disadvantages 3 Build new city hall and associated government center parking.

▪▪ Very good connections and adjacency ▪▪ Probable requirement for continuous Demolish DMU building and develop a Civic Commons, a park/plaza that is the to Main Street and Broadway core re- ramping to make elevations precludes 4 tailing retailing along Broadway central open space for the government center. ▪▪ Supports redevelopment of Select Ford ▪▪ Requires (and must be coordinated site with) construction of a new city hall. Redevelop Select Ford and other sites with supporting parking provided in the ▪▪ Site is in public ownership ▪▪ Demolishes existing city hall building city hall site structure. ▪▪ Access uses existing street grid with ▪▪ Requires closure of 1st Avenue E be- signalized intersections tween 2nd Street and Broadway ▪▪ Eastern part of garage provides rea- ▪▪ Relatively lower capacity per floor than sonable (if not adjacent) access to a full block garages. potential City/County civic campus ▪▪ Allows easy phasing of city hall offices. ▪▪ Relocates city offices near other government facilities. ▪▪ May be re-configured depending on potential Select Ford redevelopment

67 Chapter 4

figure 4.11: Utilities/County Parking Site figure 4.12: South Site

Utilities/County Parking Site South Site Capacity: 104 stalls per level Capacity: 104 stalls per level Design: Ramp on south module, flat plate along 2nd Avenue East. Two way Design: Ramp on west module, flat plate along 1st Avenue. Two way circulation circulation with 90 degree parking. with 90 degree parking. Access: 1st Ave East Access: 1st Ave East

Advantages Disadvantages Advantages Disadvantages

▪▪ High parking capacity ▪▪ Somewhat separated from existing re- ▪▪ High parking capacity ▪▪ Distant from and relatively poor ser- tail core along Main Street and Broad- vice to areas of greatest parking need: Eventually can be integrated into a Supports redevelopment or reuse of ▪▪ way blocks between 1st Avenue East ▪▪ Main and Broadway retail corridors city/county government center New Armory and 0 block of Main and West; could be moderated by and county government campus Street Excellent adjacent parking for court- opening some city hall parking to gen- ▪▪ Separated from Downtown core by house and convenient to city hall eral public use Site is in public ownership ▪▪ ▪▪ First Street [possible ND 1804 truck ▪▪ Good connection possibilities, includ- ▪▪ Does not directly support future rede- ▪▪ Design with flat plate along 1st Ave route realignment] ing skywalk access to courthouse and velopment of Select Ford sites permits retail space along the street adjacency to a future city hall site ▪▪ Redevelopment opportunities sup- ▪▪ Requires acquisition of MDU site and ▪▪ Flexibility to use different parking lot ported by parking location emerge ▪▪ Most of site is assembled by MDU at least one home; future city hall de- designs most strongly with relocation of 1804 ▪▪ Design concept provides retail oppor- velopment requires additional land ac- ▪▪ Provides a buffer for relocated 1804 truck route to Front Street alignment quisition tunity at 2nd and Broadway route proposed by downtown plan ▪▪ Does not support strongest redevelop- ▪▪ Supports new development at county ment possibility on Select Ford sites and hospital housing site ▪▪ In the short-term, could free some existing city hall parking for general public retail use

68 DOWNTOWN DEVELOPMENT PLAN

figure 4.13 West Site 1a figure 4.14: West Site 1b

West Site 1a West Site 1b Capacity: 104 stalls per level Capacity: 80 stalls per level Design: Ramp on east module, flat plate along 1st Avenue, with auto bank Design: Helix with continuous ramping and two-way circulation; option of one- incorporated into design. Two way circulation with 90 degree parking. way double helix with continuous ramping. Access: 1st Ave West Access: 1st Ave West

Advantages Disadvantages Advantages Disadvantages

▪▪ High parking capacity ▪▪ Requires reconstruction of auto bank ▪▪ Medium parking capacity ▪▪ Smaller footprint and continuous and requires special design for compat- ramping increases cost per stall Excellent support for existing retail Excellent support for existing retail ▪▪ ibility with current overhead pneumatic ▪▪ core along Main and Broadway core along Main and Broadway Does not support redevelopment on system; requires temporary auto bank ▪▪ east side of Main corridor, including Good connection possibilities, includ- site during construction Good connection possibilities, includ- ▪▪ ▪▪ Select Ford site; additional parking ing second level access to two-level ing second level access to two-level needed to support redevelopment and Main Street buildings. ▪▪ Does not support redevelopment on Main Street buildings. east side of Main corridor, including Se- city/county parking needs Auxiliary parking for proposed Renais- lect Ford site; additional parking need- Auxiliary parking for proposed Renais- ▪▪ ▪▪ Adds structured parking in an area sance project compensates for public ed to support redevelopment and city/ sance project compensates for public ▪▪ with significant surface parking en- parking reduced by this project county parking needs parking reduced by this project hancement potential ▪▪ Much of site is already public Adds structured parking in an area with ▪▪ Much of site is already public ▪▪ ▪▪ Requires some additional property ac- ▪▪ Design with flat plate along 1st Ave significant surface parking enhance- ▪▪ Avoids impact on auto bank quisition provides good visual character on ment potential street ▪▪ Site includes public parking that struc- ▪▪ Requires some additional property ac- ture will replace at greater cost quisition Does not offer street level retail poten- Site includes public parking that struc- ▪▪ *Note: Open House Participants ▪▪ tial ture will replace at greater cost preferred Scenario 1a ▪▪ Need to incorporate auto bank may pre- clude street level retail potential 69 Chapter 4

Vehicular Wayfinding 10 Highway 1804 Eastbound, west of University 3 Recreation Park Wayfinding Arrow North - Williston State College Destination Recreation Park 1 2nd Avenue Southbound, north of 11th Street Arrow North - City/County Facilities East Blade - Main Street Installing directional wayfinding graphics will inform Arrow East - Downtown East Blade - Historic Armory Arrow East - Williston State College 11 Highway 1804 Westbound, east of University East Blade - Cultural Corridor Walk travelers of the many destinations that Williston offers. Arrow South - Highway 1804 Arrow West - Downtown The signage system should be a coordinated, themed, Arrow North - City/County Facilities 4 Visual Arts Center Spine Route 2 11th Street Westbound, b/w Main and 2nd Arrow North - Williston State College Visual Arts Center three tiered system that includes: Destination Harmon Park West Blade - Recreation Park Arrow North - Airport 12 3rd Street Westbound, east of Main St East Blade - Main Street Arrow West - Mercy Medical Center Destination Downtown ▪▪ Tier 1: Welcome signs near district gateways Arrow West - Ball Fields Arrow South - Event Center and Hotel 5 Main Street at 4th Arrow West - High School Arrow South - Parking Ramp Destination Main Street Arrow West - Parking Lots East/West Blades - Cultural Corridor ▪▪ Tier 2: Vehicle-oriented. Signs that direct mo- 3 11th Street Eastbound, b/w Main and 2nd East Blade - Historic Armory Destination Harmon Park torists to major community destinations. 13 3rd Street Eastbound, west of University West Blade - Recreation Park Arrow East - Williston State College Arrow North - Williston State College South Blade - Events Center Arrow South - Downtown South Blade - Railroad Park ▪▪ Tier 3: Pedestrian-oriented. Signs oriented to Arrow South - Railroad Depot 14 3rd Street Eastbound, east of University South Blade - Depot pedestrians, with placement near decision-making Arrow West - Downtown North Blade - Harmon Park 4 Main Street Northbound, south of 11th St points for travelers. Signs could include QR codes Arrow North - Williston State College Arrow East - Williston State College 6 Historic Armory for smart phones. Arrow West - Airport 15 University Avenue, south of 3rd Street West Blade - Recreation Park Arrow South - Mercy Medical Center Arrow West - City/County Facilities West Blade - Main Street Arrow North - Williston State College South Blade - Railroad Park ▪▪ Tier 4: Bicycle Route System. Possible signage 5 University Avenue, north of 11th St system for bicycle routes and trails throughout the Arrow North - Williston State College 16 1804 Westbound, west of 7th Avenue 7 Main Street at Broadway city. Arrow West - Downtown Destination Main Street 6 Main Street Southbound, north of 7th St Arrow West - Railroad Depot East/West Blade - Parking Arrow West - Visual Arts Center Arrow South - Downtown 17 3rd Street Westbound, east of University 8 Broadway at 1st Avenue E Arrow South - Railroad Depot Arrow West - Downtown West Blade - Main Street Arrow North - Williston State College North Blade - City Hall 7 Highway 1804 Eastbound, west of 2nd Ave South Blade - Railroad Park Arrow North - Airport South Blade - Event Center Arrow North - Recreation Park Pedestrian Wayfinding Arrow North - Cultural Corridor 1 Harmon Park 9 Railroad Depot Arrow East - Downtown Destination Harmon Park Destination Depot South Blade - Downtown North Blade - Downtown 8 Highway 1804 Eastbound, west of Main St South Blade - Shopping North Blade - Shopping Arrow North - Downtown South Blade - Restaurants North Blade - Restaurants Arrow North - Harmon Park Arrow South - Railroad Depot 2 Visual Arts Center 10 Railroad Park Destination James Memorial Center Destination Railroad Park 9 Highway 1804 Westbound, east of Main St South Blade - Cultural Corridor Walk West Blade - Depot Arrow North - Downtown North Blade - Harmon Park North Blade - Events Center Arrow North - Harmon Park North Blade - Historic Armory Arrow South - Railroad Depot

70 DOWNTOWN DEVELOPMENT PLAN

2 3 1 5

6 2

Vehicular Wayfinding Pedestrian wayfinding 5 6 3 4

13 14 16 12 17

7 7 8

10 11 11

10 1# Vehicular Wayfinding

9 8 # Pedestrian Wayfinding 9 10

71 Chapter 4

Main Street and map 4.5: Supporting Corridors Supporting Corridors 11th Street Main Street - Commercial Core

Main Street is the traditional commercial core of Down- town and the health of the overall district depends en- tirely on the health of the central street. The concept for Main Street is to invest in the public realm to stabilize and improve local business. Thus, unlike some other major project areas, the Main Street concept does not involve North Main Street substantial redevelopment. The desired outcome is creating a stronger, more active business environment. The upcoming reconstruction of Main Street’s infrastructure creates a unique opportunity to design an easier to use, Commercial Core more comfortable and pleasant customer environment.

In 2013, the City began the process of detailed design for the reconstruction of Main Street from Front Street to Cultural Corridor 6th Street. The reconstruction includes the replacement of underground utilities and replacing the surface for the entire right-of-way, from building-face to building-face. The 2011 Streetscape plan laid out the reconstruction, including:

▪▪ Converting from 4-lanes to 3-lanes of traffic with a center turn-lane. ▪▪ Retaining parallel parking. ▪▪ Planting shade trees and landscaping. ▪▪ Installing streetscape furniture including benches, trash bins, and other features to help make the area more usable and appealing for shoppers and tourists . ▪▪ Creating wider walks and bump-outs.

72 DOWNTOWN DEVELOPMENT PLAN

North Main Street

This segment of Main Street between 6th and 11th Street features a mix of residential, commercial, and office uses; historic buildings; and a pedestrian-scaled cityscape. This area has some overlap with the Down- town Core, having a similar street section of 4 lanes with parallel parking. Homes along the corridor have converted to commercial use, but retain the neighborhood character. Parking along the corridor is limited but competition is marginal.

Development Strategies

▪▪ Encourage adaptive reuse of existing buildings in coordinated, high quality projects.

▪▪ Continue to retain a green cityscape in the transition between Downtown and the more automobile-oriented segments to the north.

▪▪ Consider modifying the street section to match the redeveloped parts of Main Street, a three-lane section with a center turn-lane and parallel parking.

▪▪ Consider converting the half-blocks east and west of Main Street to parking streets (see diagram). This eliminates the need for on-street parking and provides buffers for adjacent residential areas. Replacement of on-street parking provides space for landscaping and more comfortable sidewalks. Main Street

Possible Concept for a Parking Street on 7th Street

73 Chapter 4

Bicycle and Pedestrian Connections

An expansive sidewalk network is available throughout Williston and most neighborhood streets in the study area are lined with full-growth trees. The basis for pedestrian and bicycle connections are already in place. Some of the key locations that Williston residents travel to and from on a regular basis include downtown, nearby parks, schools, Williston State College and the library. Connect- ing these destinations through a pedestrian and bicycle Casper, WY network would enhance all parts of the city, including downtown. Development Strategies and re-striping the street for bicycle lanes alerts motorists of bicyclists, and subtly slows the speed of ve- There are also several challenges to developing a viable ▪▪ Main Street. Bicyclists should ride on the street hicles along the residential corridor. pedestrian and bicycle network: when in downtown, rather than on sidewalks. How- ever, bicyclists do not feel safe sharing the road ▪▪ 4th Street. 4th Street is one of Williston’s few east- ▪▪ Pedestrians need to be able to cross city roadways with trucks, or biking by parked vehicles that could west streets running through the downtown. Paint- safely and comfortably. To ensure this, some pedes- back into them. Main Street should be marked with ing bicycle lanes or sharrows along 4th Street would trian crossings need improvement. share-the-road signs to direct bicyclists where to ride connect users to 9th Avenue, which provides a con- and alert cars to the likely presence of bikers. nection to northwest Williston. ▪▪ 11th Street presents a physical and psychological barrier between downtown and the city to the north. ▪▪ Main Street, north of 6th Street. The City does ▪▪ University Avenue. University Avenue, north of There are no bike racks downtown or at other destina- ▪▪ not anticipate to modify the street section of Main Highway 30, is 46 feet wide with two lanes of traffic tions. Street north of 6th Street, yet the possibility exists for and parallel parking. The street is wide enough to be ▪▪ There are no designated bike lanes in the city. other streets to be modified. Also, lane reconfigura- re-striped for 5’ bicycle lanes without affecting traffic tions could be considered in its long-term future. flow. This would establish bicycle lanes to Williston Potential projects to enhance pedestrian and bicycle con- State College and reinforce the College’s connection nections to downtown include: Continuing the new lane configuration of downtown to downtown. (3 lanes with center turn lane and parallel parking) ▪▪ Installation of bike racks downtown and at community linkage points such as parks and schools.

▪▪ Designating bike lanes through striping and signage.

▪▪ Development of safe pedestrian crossing points on 11th Street.

74 DOWNTOWN DEVELOPMENT PLAN

ADA Accessibility figure 4.13: Retrofitting Streets for Bicycle Lanes In accordance with the Americans with Disabilities Act (ADA), new or altered sidewalks are required to have ramps at all pedestrian curb crossings, including any mid- block crossing with designated crosswalk, and at any stop. ADA regulations contain requirements for width, slope, maximum rise, and landings. Detectable warning surfaces are no longer required through ADA regulations, but the US Department of Transportation requires them for any local governments that are receiving federal financial assistance. Other considerations:

▪▪ ADA-complaint van parking spaces are required to be 16 feet in width (including the parking space and access aisle). Access aisles must be adjacent to an acces- sible route, which means that additional curb ramps may be necessary if ADA-complaint parking were placed on-street.

▪▪ Manual of Uniform Traffic Control Devices, or MUTCD, provides guidance for crosswalk design. Crosswalks should be striped using a ladder pattern. Tactile sur- facing should be considered at high-risk crossings.

▪▪ Pedestrian signals with audible signals and countdown timers should be installed at all crosswalks to improve pedestrian safety and accessibility.

▪▪ Many businesses in the downtown district are not at- grade with the sidewalk and require a step (or steps) to enter. ADA-complaint ramps should be installed at businesses to improve access; ramps are allowed to be slightly steeper in historic buildings if space limitations are present. Additional accessibility improvements for businesses include automatic door openers, lever-op- Typical lane configuration of Main Street north of 6th Demonstration of retrofitting a street with a bike lane. This con- erated door handles, and swing-away door hinges to Street. 2013 figuration is not being considered and is a demonstration only. increase the clear opening of entrances. 75 Chapter 4

11th Street Corridor Gateway Enhancement At the fulcrum of Williston’s principal commercial corri- Signal Improvements dors, Main Street and 2nd Avenue West, is Harmon Park and a small segment of 11th Street that unites them. Harmon Park is the northern bookend of downtown’s Main Street corridor, and traditionally the center for activities during the summer. As the role and character of the park has evolved, so too has the development around the park. Circulation between the areas, both for pedestrians and vehicles, has become more separated and difficult to navigate, creating numerous conflicts and challenges to the marketplace for new investment.

Development Strategies

A. Harmon Park Enhancements. The City of Williston is preparing a Parks Master Plan, which will be completed in 2014. For the purposes of this planning effort, this plan advises that enhancements include: »» Direct pedestrians to cross at intersections, including connections to Main Street and 2nd Avenue West »» Deter crossing at midblock along 11th Street them to the various amenities in the park. shared parking between uses and greater efficiency and yield. »» Increase the appeal of the park from the street C. Improved pedestrian crossings. Crosswalks have »» Relocate access and parking away from 11th Street pedestrian-actuated signals. The response time from F. Gateway Feature. The northeast corner of 11th and to reduce or eliminate conflicting turning move- pressing the button could be more immediate to en- Main Streets could mirror the landscaping pattern on ments; people congregating in the parking lot of- courage pedestrians to cross at the intersection. Also, the southwest corner of the intersection, providing ten cross 11th Street, which increases the frequency signals could be equipped with countdown timers and symmetry and enhanced design to the area. Placing of conflict audible signals to improve safety. a public art feature at this corner intersection would reinforce the corner’s prominence in the community. »» Improve circulation within the park D. Pedestrian barricade. Pedestrians, particularly young adults, are seen crossing 11th Street at mid- G. High Profile Corner. The property on the southeast B. Improved pedestrian connections into park. En- block, which creates significant safety issues. corner of 11th and Main is a prominent location in trances to Harmon Park from surrounding neighbor- Williston and is a marketable site for commercial use. hoods are inconvenient. Pathways do not lead pedes- E. Access management. The south side of 11th Street trians from major intersections and do not connect from Main Street to 1st Avenue should be redesigned Markets will dictate the redevelopment of this corner, to eliminate conflicting movements and improper but all properties near the corner should be consid- stacking of turning vehicles. Changes would allow for ered if any redevelopment were to occur, including 76 DOWNTOWN DEVELOPMENT PLAN

map 4.6: 11th Street Corridor

Arby’s A

B B Office D F C C E G Movie 3 Amigos Gallery Gas Hardee’s DQ

H I

a. Harmon Park Enhancements the three houses hemmed in between the parking lots »» Allow homes to be occupied by businesses b. Improved pedestrian connections into park of the video store and church. Access and parking »» Preserve the character of the corridor; replacing a c. Enhanced pedestrian crossings (timers/markings) should be coordinated to limit conflicts. home with an alternative structure will fragment d. Pedestrian barricade to deter mid-block crossing H. Lane Diet. Main Street, north of 6th Street, could be the pattern of the street e. Access management: consolidate curb cuts reduced from four lanes to three lanes with a turning »» Establish standards for signage. f. Gateway Feature / Public Art lane. During winter conditions, the corridor effectively g. High profile corner The implementation chapter offers possible intent lan- operates as a three lane street. Adapting this street h. Lane diet guage for a new zoning district for this area. segment to 3-lanes is unlikely in the near-term. i. Neighborhood Preservation J. Possible circulation enhancements. Vehicle cir- j. Possible circulation enhancements I. Neighborhood Preservation. The housing along culation between properties is challenging near Dairy Main Street from 10th to the downtown core has a Queen and Three Amigos. Houses that front these defined character. The plan proposes to preserve the uses are somewhat confined, causing concern for their qualities of this area and recommends: marketability. Providing an access road would improve »» Preserve the tree canopy alley circulation for the neighborhood, while also improving circulation for customers. With this improve- »» Re-stripe the street for a dedicated turn-lane, there- ment, the businesses could unify parking spaces and by increasing the ease of owners to access their increase the overall yield. property

77 Chapter 4

Cultural Corridors Map 4.7: Cultural Corridors

The concept of the Cultural Corridors connects Williston’s Principal Corridor two most significant resources for the arts to each other and downtown - the performing arts program at the Old Spur Route Armory and the visual arts program at JMCenter for Vi- Major Node sual Arts. Elements of the framework include: Minor Node

▪▪ Principal Corridor. The spine route, 4th Street, establishes a pattern of public improvements that could be replicated along Broadway. Spur Route

▪▪ Broadway Loop. While 4th Street is the initial priority route, similar improvements should be extended to Broadway. Again, improvements should focus on enhancing the public environment to stimulate private investment and public interest in walking the 4th Street Cultural Corridor corridor. Three laps around the loop constitute nearly 2 miles.

▪▪ Spur Route to Center for Visual Arts. The spur route on 1st Avenue West from 4th Street to 7th Street connects the 4th Street Cultural Corridor to the JMCenter for Visual Arts. Broadway Loop

▪▪ Major Nodes. The arrival to Recreation Park and the Old Armory could be celebrated with enhancements that lead people to enter their space.

▪▪ Minor Nodes. Nodes at intersections should be a point of interest, while also directing pedestrians to remain on the course.

78 DOWNTOWN DEVELOPMENT PLAN

Recreation Park figure 4.14: Recreation Park Plan Concept

Concurrent with this planning process was the prepara- Principal Corridor tion of the Park Master Plan for Recreation Park. The Spur Route park is an integral element of the downtown plan and establishes the sequence of improvements for the 4th Major Node Street Cultural Corridor. This plan identifies some prin- Minor Node ciples for improvement to increase the number of visi- 4 tors between downtown and Recreation Park.

Development Strategies 1. Improve crossings at 2nd Avenue West to encourage pedestrians to enter the park. Strip- ping and pedestrian diamond signs will alert motorists and communicate crossings. 2. Pathways should lead pedestrians into the park and circulate to other pathways. 3. Pathways should lead to the playground equipment. 4. Arrival points with signage.

1 2 1

79 Chapter 4

4th Street Corridor

map 4.8: Cultural Corridor

1 3 2

Canopy of trees

1 2 3

Improve sight lines into park

Improve pavement markings Lighting and Landscaping

80 DOWNTOWN DEVELOPMENT PLAN

Mural Sites

Bump-outs 6

Art Refuges

4 5 6

Art

Facade Improvement Restore view of building Bump-outs Convertible Street

81 Chapter 4

Street Environment

Transforming the sidewalk environment from Main Street Light tubes to Recreation Park will improve the pedestrian’s experience and sense of the park’s proximity as part of downtown. Elements of the concept may include:

Monument features to define entrances and cor- ▪▪ Define edge of parking area ners. Materials should be consistent with the Main Tree cover Street streetscape. ▪▪ Install lighting that is similar to the adopted standard for Main Street.

▪▪ Landscaping along the edge rather than a paved sur- Vertical Accents face. Railing to buffer parking area ▪▪ Placing public art along the corridor to reinforce the cultural features of the community.

figure 4.15-16: Street Environment

Small park. A small pocket park along 4th Street would effectively be an extension of Recreation Park, providing a link to Main Street

82 DOWNTOWN DEVELOPMENT PLAN

The 2011 Streetscape Plan includes vertical elements in- figure 4.17: Possible Streetscape Features tended to be repeated throughout the district. Street lighting, furniture, and materials were among the elements presented as unifying features.

Williston’s environment creates a long season for winter. Investing in pavers and intersection enhancements that are in the ground plain are expensive and frequently go unnoticed. Vertical features have proven to have more influence. The downtown plan supports the concept of developing a family of elements and offers addition- Form. Elements use a versatile pedestal that can use iconography, al designs to stimulate interest for their inclusion in the art, or railings. streetscape.

The three concepts to the right show an adaptation to the Streetscape Plan,

▪▪ Cultural Iconography. The concept is to develop an icon that can be repeated near gateways and intersections to reinforce people’s perception that they are in downtown. Icons can be used to lead pedestrians to destinations and symbolize the culture of the community. Railroad Park. Elements used at Railroad Park are extended into the streetscape. Windows create opportunities for glazed images ▪▪ Art Installation. A pedestal can be used to support temporary/permanent art or used as a small of life in Williston. seating space. ▪▪ Railings. Railings can be used to separate pedestrian paths from outdoor dining areas or parking areas. Articulation of railing could be a form of public art.

Geology. Exhibits pedestals that resemble bluffs, internally lit pillar of light wrapped in bluff cutouts, and railing exhibiting cutouts for bluffs and wind. 83 Chapter 4 figure 4.18-19: Street Environment

Vertical Monuments

Bump-outs at intersections shorten the crossing distance for pedestrians and create refuges for public art and land- Bump-outs scaping. Figure 4.18 shows a perspective on Broadway at 1st Avenue East.

Art on Blank Walls

Seating Areas

Adding color and interest to blank walls improves the experience of visiting downtown. Figure 4.19 shows a possible application of an art wall along 4th Street near Main Street. Paintings can be completed in a studio and assembled on site or can be painted directly onto the building.

84 DOWNTOWN DEVELOPMENT PLAN

Armory Plaza - A Convertible Street map 4.9: Armory Plaza Downtown Williston was not designed around a public square or open space. Rather, it was a commercial corridor that spurred from railroad activity. Downtown has not benefited from the life and activity that parks and gathering spaces offer business districts. Participants throughout the planning process advocated for establishing gathering spaces in downtown that would connect to the peripheral parks. Sites considered for the new open space included vacant lots, underused buildings, and parking lots, yet none of these sites seemed logical for Williston, since they would remove prime real estate from the market.

Planners began looking at streets and corridors for conversion to either temporary or permanent gathering spaces. The west end of the Cultural Corridor is anchored by Recreation Park, while the east end is loosely anchored by the Old Armory and Williston Restaurant.

Participants in the process conveyed stories of walking from the Williston Restaurant to the Armory for a performance, and going to weddings at the Old Armory, then walking over to the Williston Restaurant. Also, participants conveyed interest in creating opportunities for out- ▪▪ Establishing safe, unobstructed, pathways that con- door performances that would be directly supported by nect the entrances of the restaurant and Old Armory Entertainment Inc! ▪▪ Creating paving patterns within the street that convey the alignment for seating and aisles The solution was a new gathering space between the Old Armory and Williston Restaurant, conceived as a convert- ▪▪ Installing power to the east end of the block for stag- ible street that would temporarily close for special events ing and concerts and activities. Details of the concept could include: ▪▪ Planting trees along the street to provide shade during special events ▪▪ Establishing interesting scenes for event photos 85 Chapter 4

Development Opportunities Map 4.10: Candidate Sites for Development Opportunities

Williston’s dramatic new development provides enor- mous opportunities for Downtown, and the district is po- sitioned to participate in this growth. Downtown’s current land use patterns and the availability of relatively under-used sites allow the district to accommodate its potential for new retail, office, residential, lodging, and business development. A primary approach of this plan is to create the conditions that support major private sector reinvestment.

Property owners and developers, in responding to this 11 potential, may take different, equally valid approaches to 12 these available sites. Therefore, this plan takes an approach that identifies possibilities, choices, and patterns, 13 rather than matching a specific development or project site with each site. This approach:

▪▪ Identifies fourteen sites for probable redevelopment. Some of these are publicly-owned, others by a single owner contemplating development possibilities, and others requiring some form of site assembly. (Map 1 4.10) 3 10 14 2 ▪▪ Establishes a range building or site uses for each site that meet the downtown development goals of the 5 6 community and potential markets. (Table 4.2) 4 ▪▪ Presents development concepts and patterns that il- 9 lustrate how various sites could be developed in ways that maximize their potential and reinforce and con- 7 8 nect to the larger fabric of downtown Williston. Sites in a Downtown are not isolated parcels of land – in successful downtowns, sites connect and relate to one another to create a stronger, unified district.

86 DOWNTOWN DEVELOPMENT PLAN

Table 4.1: Summary of Possible Development Opportunities

Site Range of Possible Land Uses 1 City and/or private offices, parking facility, commercial 2 Parking structure, hotel/hospitality, office, retail, civic center 3 Government offices/civic campus, residential, parking facility, commercial 4 Mixed use commercial, office, hotel/hospitality, residential, supporting parking 5 Mixed use commercial, office, residential, supporting parking Omaha, NE Mixed Use 6 Mixed use retail, office, residential 7 Park, public market, parking facility, civic center, support for future reuse of New Armory 8 Hotel/hospitality, commercial, office, supporting parking facility 9 Public museum, commercial 10 Office, supporting parking, secondary commercial 11 Mixed use commercial/office 12 Mixed use residential/commercial 13 Passageway Wauwatosa, WI Mixed Use 14 ASB Parking Lot

Table 4.2: Possible Permitted Development Opportunities Possible Public Uses 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Government Offices l l Parking Facility l l l l l Supporting Parking l l l l l Civic Center l l Public Market Museum l Gathering Space l l l Possible Private Uses Private Offices l l l l l l l Commercial l l l l l l l Hotel l l l Residential l l l l Mixed-Use Commercial/Office/Residential l l l l

87 Chapter 4

Quadrangle Development Map 4.11: Possible Quadrangle Sites

Map 4.10 identifies blocks where property could be assembled and redeveloped for a single project. Even when sites are in multiple ownerships, they should develop in a unified, coordinated way, where individual projects work together (and may be developed together) to meet full potential. This section presents patterns and ideas that illustrate the concept of unified block development.

One pattern of unified mixed use development that com- bines the need to define the street with urban buildings and the amenity of private open space is a quadrangle configuration. This concept covers most of a block (although it can be adapted to smaller sites), defines the 12 street perimeter, and provides central courtyards shared by residents, offices, retail customers, and other users.

Features of prototype buildings include:

▪▪ The possibility of mixed uses, provided by retail and service spaces at corners, in a wing or wings of the quadrangle, or on the entire first floor dedicated to retail and services. 3 ▪▪ Parking provided under the buildings, most economically by a split-level design that places covered parking a half-level below grade, and elevates the first floor 4 5 above street level.

▪▪ A townhouse scenario includes residential entrances a half-level above street grade, accessed via a tradi- 8 tional stoop. This concept includes small individual gardens along the street, floor-through townhomes on the first level, and courtyard decks behind.

88 DOWNTOWN DEVELOPMENT PLAN

▪▪ Different upper-level configurations, including the possibility of both street- and courtyard-facing flats or floor-through units

▪▪ Rooftop gardens and balconies.

The quadrangle form encourages architectural variety within a basic building format, and may change to reflect the surrounding neighborhood context.

The typical blocks in the prototype examples achieve a net density of about 30 units per acre. Despite this density, common open space, street scale, and variety of units are highly appealing to urban residents. The prototype example with the interior courtyard results in high land coverage, pleasant courtyard views for interior units, and excellent street frontage that establishes the desired pedestrian environment. Further, the prototype, because of the simplicity of construction, will keep costs down and make the units affordable to a wide range of people. Retail or Service on first Upper-story housing or office space floor or corners

Lower Level Ground Level Upper Levels

89 Chapter 4

Quadrangle Site Possibilities

North Main Street (12). This site, currently occupied by the Elite Health and Fitness Center, is a converted grocery that offers important services, including physical therapy practice, occupational health, and a quality health club. However, the site’s location near downtown makes it a possibility for more intense development.

Possible Advantages

▪▪ Single property owner with sufficient space Possible Disadvantages Possible Disadvantages ▪▪ High profile location along Main Street ▪▪ Multiple property owners require acquisition ▪▪ Several single-family homes, requiring site assembly Possible Disadvantages ▪▪ Long-standing business would be influenced as their operation would suspend during reconstruction. Hotel and Parking Garage ▪▪ Infrastructure. Water and sanitary sewer capacity may require upgrades to manage the additional 2nd Street North Side (3). The block between Broad- The hotel concept proposes the possible redevelopment demands. The system must be upgraded from the way and 2nd Street from 2nd and 3rd Avenues East in- of an entire block. The listed sites are candidates for large south, requiring a seven block extension of lines to cludes six separate ownerships. The north side of the scale redevelopment. Site assembly may require some reach the project site. block is owned by two parties, of which half is dedicated level of city assistance. Development should incorporate to the MDU Building. Redevelopment of the block could the following patterns: 2nd Street South Side (4). The block between 1st and occur in phases in any order. 2nd Streets from 1st to 2nd Avenues East is under two ▪▪ Build-to Lines. Redevelopment of the block 1st Street Properties (5, 8). The blocks on either side ownerships. The Select Ford Dealership owns most of should hold to the property lines. the parcel, excluding Bill’s Back Forty in the middle of the mix small single-family dwellings with light industrial uses. ▪▪ Access. A mid-block alley provides access to flank- block. A unified property creates an opportunity for a Possible Advantages ing development. major, full-block development project. ▪▪ Parking. Parking garages with street exposure Possible Advantages ▪▪ Opportunity to expand the district with more urban should include retail uses at street level and provide uses an urban facade the reinforces the streetscape. ▪▪ Opportunity to better connect Main Street businesses Redevelopment offers a marketable resale of the sin- to the housing projects on the fringe of downtown, ▪▪ ▪▪ Corners. Corners of blocks should provide visual gle-family homes that are otherwise surrounded by in- creating a unified district interest. dustrial uses and surrounding traffic ▪▪ Existing, long-standing business in new space could ▪▪ Transparency. Long, unbroken lengths of wall Upgrades to the infrastructure are more affordable be incorporated into, and bring equity to, the redevel- ▪▪ along streets should be avoided and pedestrians than northern sites opment program should see activity behind the street walls.

90 DOWNTOWN DEVELOPMENT PLAN

Access to the loading dock must be preserved at 1st Av- figures 4.22-25: Possible Hotel Scenario enue East. Any alterations to the circulation patterns of Front Street must consider the mobility of trucks approaching the depot, particularly when backing into the loading dock.

Hotel Scenario 2nd Street 2nd Ave East 2nd Ave East Williston has discussed the possibility of attracting a ho- 2nd Street tel to downtown, using the city’s physical assets, character, and strategic location. Although this study does not include a market feasibility study, it recognizes that 2nd Street 2nd Street several sites could be suitable for the development of a hotel. Criteria include sites that could accommodate the space needs, and provide access and convenience to downtown businesses and cultural venues. The building’s design should fit within the character of downtown, respecting the scale, setbacks, and materials of the surrounding area. 1st Ave East 1st Ave East 2nd Ave East 1st Ave East 2nd Ave Front Street Front Street

Kress Inn (De Pere, WI; pop. 24,000). Beloit Inn (Beloit, WI; pop. 37,000). Test Fits Kress Inn has 46 guest rooms. The project is supported Beloit Inn’s lower-level includes a family restaurant, Building footprints from the examples are superimposed by St. Norbert College, located east of the hotel. The meeting rooms, and guest services. Floors 2 through 4 onto an aerial to illustrate the minimum site requirements. building covers an area that is approximately 150’ x 90’ for have a total of 53 guest rooms. Its footprint measures 200’ Neither of the examples provide adequate parking for a total square footage of 30,000 SF (10,000 SF per floor). x 60’ for a total square footage of 48,000 SF (12,000 SF per their guests or special events. Williston has an opportunity Parking is shared with St. Norbert College. floor). Some parking is available on site. to accommodate such needs on multiple sites.

91 Chapter 4

Depot Preservation MarketPlace Armory Event Center

Built in 1910 by the Great Northern Railway, the Depot Participants throughout the planning process expressed The Armory Building is conveniently located in downtown represents a historical artifact of the community’s change, desire for a public gathering space that supports various and offers the largest space for public/private events in and marks the point of arrival for many people coming to programs, while not using land that would otherwise be the area. The facility’s continued use as an event cen- Williston in the past and present. The Williston Amtrak prime developable property. Residents offered historical ter supports local activities and economic development Station is a traditional gateway to the community. The images and memories of the festival space that was once in the area. Downtown Plan supports the preservation and rehabilita- behind American State Bank between Broadway and 2nd tion of the depot as a historical destination in the city, and Street. The space hosted activities for Band Day, farmer’s The meeting space is a critical asset to downtown and celebrates its role in welcoming passengers to the City. market, and other celebrations. The proposed Market- excellent venue for attracting smaller, mid-tier events. In Place echoes those characteristics. the future, Williston is likely to develop a larger event ven- As possible alterations to the alignment of Highway 1804 ue. Such a facility will probably be attracted to an exist- occur, those alterations should consider the mobility of The proposed shelter offers space for farmer’s markets, ing cluster of hotels, making it a logical part of a future trucks loading and unloading at the depot’s loading dock. art festivals, and car shows, provides staging space to redevelopment program for the existing airport property. support activities at the Armory, and creates a fulcrum between Main Street and possible redevelopment to the The size and design of the facility limits its programming east. Designing the Market Place area should include de- capacity. Sound carries poorly throughout the space and the facility is not designed to be separated into class- sign elements established at Railroad Park, reinforcing the rooms. A retrofit into a contemporary facility should ad- space as extension of the park. Also, the shelter’s orien- dress these issues. Also, facilities of this size are typically tation, as shown in Map 4.12, places the locomotive at not self-supporting, requiring a public sector role. Often center stage. these spaces are managed and maintained by a third party, such as a hotel.

92 DOWNTOWN DEVELOPMENT PLAN

Map 4.12: South Gateway Properties Figure 4.26: Historical Festival Space

Main Street

Broadway

Armory Event Center B C D E

F a. Armory Rehabilitation Historical Festival Space b. Main Street Connection to Armory American State Bank c. Armory - East Entry d. Possible shelter wrapped with parking Below: The City Market is located on the near north side of e. Possible redevelopment site for hotel/parking Downtown Kansas City. Businesses wrap around a parking lot, f. Connection to Railroad Park and Depot which has three shelters used for farmers markets, community A yard sales, art and car shows, and other activities. One shelter G g. Preservation of loading dock is adaptable for all weather conditions, and presents a possible application for Williston.

7 1 8

2 3

1. Eaves to provide overhang into parking area. 4. Marked spaces define vendor spaces. 7. Retractable doors for retaining heat or security. 2. Loading zone. 5. Enclosed shelter for year-around activity. 8. Heating elements. 3. Protected structure. 6. Drivable pedestrian path

93 Chapter 4

Map 4.13: Possible Sites for Office Development

New City Hall

As the City and its services has grown, so has the level 11 12 of staff that works to provide those expanded services. However, the physical office space does not provide the space or circulation to efficiently provide services to the public. Available physical space gets repeatedly subdivid- ed to accommodate new staff, and improvised circulation creates difficulties for staff and public alike. These apparent inefficiencies will grow if departments split into separate buildings to provide adequate operating space.

The City should evaluate the long-term space needs and 1 3 consider developing a new city hall in downtown with 10 2 close proximity of city departments, and reasonable con- 5 6 venience to county offices. Retaining City Hall in down- 4 town is critical to providing efficient government services to the public, and shows a public commitment to the bet- 9 terment of downtown. 7 8

94 DOWNTOWN DEVELOPMENT PLAN

City Elevator figure 4.26A: City Elevator Area

While the City Elevator no longer operates, it is an important piece of architecture that stands out in the landscape. Improved access and connections from the elevator to the downtown core could expand options for potential reuse or redevelopment. An unusual idea could create a “National Grain Elevator Center” or a development concept themed around these iconic North Dakota forms.

The elevator’s small site limits options for development. Identifying nearby parking to service the site will create a more marketable project. Figure 4.26A shows parking located north of the elevators and assumes agreement among property owners for leasing spaces. The concept shows how access and parking into the site could generate a small development project on the southwest corner of Broadway and 2nd Avenue W. figure 4.26A: City Elevator Area, Relocated 1804 figure 4.26B: City Elevator Area, Current Figure 4.26B also reflect the relocation of Highway 1804 and the closure of 1st Street from Washington Avenue and 2nd Street West. This configuration also encourages convenient parking adjacent to the elevator site and larger private development opportunities.

95 Chapter 4

▪▪ Strengthen property values. The stabilization and matching funds up to $5,000. Downtown Williston’s Preservation and improvement of property values benefits everyone in buildings may not all be eligible for Historic Tax Credit Rehabilitation the city. since the buildings in the district have experienced so much modification. Downtown holds a special place in the hearts of many ▪▪ Ensure economic sustainability. Older buildings communities. This is especially true for downtown Willis- are perceived as being energy-inefficient. However, Adopting policies to encourage development of qual- ton. Not only is the district unique in the city, it is a unique the cost of upgrading insulation and mechanical sys- ity downtown housing include preservation codes regional attraction. This document is an effort to preserve tems in historic buildings is often only marginally building permit policies, and parking supply that encourage upper level reuse. These actions should and enhance the best qualities of the downtown. Willis- greater than the same improvements in a contempo- adequately address the substandard conditions that ton residents and building owners take great pride in the rary structure. With these improvements, a historic resulted in a housing moratorium. downtown and the concentration of historic and archi- building’s energy performance can rival or even ex- tecturally interesting buildings. This document provides a ceed contemporary construction, helping the owner save significantly on utility bills. Additionally, replac- ▪▪ Business Signs. Desirable signage includes wall- guide for preserving and rehabilitating the historic building a historic building with a new one requires the mounted signs with individual letters, awning ings of the district. demolition and removal of the historic structure, in- signs, and carefully designed projecting signs. curring the cost of demolition and disposal of a large Typically, flush-mounted cabinets, pole signs, and Retaining the historic quality of a district is important for volume of building materials. other “auto-strip” signs are not appropriate in the the sake of historic preservation but there are also other downtown district. Signs should not obscure large important benefits to a community. Historic preservation Development Priorities areas or major façade design features. can: ▪▪ Focus on Upper-story Improvements. The devel- ▪▪ Corner Buildings. Complete restoration of corner ▪▪ Enhance the environmental quality. Improving opment program includes adaptive reuse of upper buildings is a strategic investment for downtown and maintaining individual buildings cumulatively en- levels for residential and office development. Hous- development. The Heddrich’s building is an iconic hances the overall quality of the downtown environ- ing is a key element of most downtown revitalization structure with an inoperable neon sign. The combi- ment. The quality of the individual stores in a down- programs and is important to this plan’s vision of the nation of The Renaissance on Main project and minor town is very important but the overall environment future of downtown as a lively mixed use neighbor- facade enhancements to the Heddrich’s building will should attract people to the district. The downtown hood. Residential development makes downtown a create a powerful arrival to the district. should be perceived as a district that people want to living, 24-hour neighborhood. spend time in both shopping and exploring. ▪▪ Rehabilitate and Reuse Buildings. The life and economy of downtown takes place in its buildings. Improve the economic potential. Heritage tour- Many upper-level units may initially be rental, al- ▪▪ Under-used or vacant buildings should be rehabilitat- ism and the attraction of unique commercial districts though some may provide owner-occupied apart- ed to provide marketable space for offices and hous- are becoming more and more attractive to local and ments for people who live over their businesses or ing. Buildings along Broadway and Main Street are regional markets. Establishing a quality environment otherwise seek equity settings. Existing tax-driven in- priority candidates. will attract both visitors and new businesses. Visitors, centives such as the Low-Income Housing Tax Credits and Historic Tax Credits are oriented to rental hous- looking for single-day stops to interesting destina- »» Business Types. Downtown Williston does not ing, while Williston’s STAR program provides local tions in the State are an important economic oppor- have a outdoor café or community gathering tunity for downtown Williston. space during the evening, aside from bars. At- 96 DOWNTOWN DEVELOPMENT PLAN

Upper-story windows Business signage Awning and lighting Awning and lighting

Doors and windows

97 Chapter 4

mosphere, management and quality of the busi- Storefronts - The Basics. Traditional storefronts used as Typical Building Details ness will lend to its success if one were ever es- much glass as possible, making the business transparent Cornice tablished. and goods visible to the pedestrian. Work on a storefront will identify, retain, preserve, or restore features such as: Date/Name block »» Life along the sidewalk. Downtown Williston does not have a restaurant with outdoor seating ▪▪ Doors, especially entrance locations Window Lintel (Typical) space or the ability to see activity in the restaurant ▪▪ Transom windows, size and location from the sidewalk. Future restaurants in the dis- Bulkhead or base panel, style and material trict should consider engaging the sidewalk, cre- ▪▪ Storefront Lintel ating an atmosphere that is unique in downtown. ▪▪ Corner posts, style and material Transom Windows Alternatively, the Passageway concept presented ▪▪ Window system size, configuration, and material later in this plan provides an opportunity for shel- Column Sign locations tered outdoor seating. ▪▪ Display window Recessed doors »» Energy Efficiency Audits and Improvements. En- Windows. The type, shape, number of panes, and deco- Bulkhead ergy efficiency improvements may include insu- rative features including the lintel, sill, and fenestration lation, window upgrades, ceiling repairs, heating (arrangement) are important defining characteristics of a and ventilation system upgrades, and lighting. historic building. Maintain original entrance locations. ▪▪ Re-establish windows that have been covered by pan- ▪▪ ▪▪ Facade Improvements. In general, façade up- eling or boards. ▪▪ Maintain or restore the original openings. grades should restore windows to original scale, re- ▪▪ Preserve glass, sash, hardware, and window surround- ▪▪ Multiple storefront entries should look alike. place inappropriate storefronts, and include awnings, ings (lintel or decorative window hoods). ▪▪ Identify, preserve, and retain entrance features includ- doors, and other features that add scale. However, When second story is not in use, curtains or blinds ing doors, sidelights, and pilasters. diversity is important in an eclectic district, and abso- ▪▪ should be used instead of enclosing windows. lute uniformity is neither necessary nor authentic. ▪▪ Features should be historically accurate. ▪▪ When necessary, replacement windows should match Financing incentives to encourage façade improve- the historic window in size, style, material, dimension, Awnings. Awnings were used to shelter customers from ment and restoration should be part of the down- sight line, and number of panes, and they should fill the sun and rain and merchandise from the deteriorating town program. However, these incentives work most the historic openings. effects of the sun. Retractable cloth awnings also provid- effectively when building owners see an economic ▪▪ Previously altered windows should be restored to their ed climate control for the business owner. return from these investments. Often, improvements original size, material, and design. in the public environment create conditions that Over the years many downtowns added metal and wood make these incentive-driven investments more attrac- canopies. These are not compatible with the original de- Entries. Entries should welcome visitors to a business. tive to owners. sign of the buildings but may have gained significance The entrance is an important point of welcome and the in their own right. Features of awnings should include: transition point between the public realm of the street and the more private realm of the building.

98 DOWNTOWN DEVELOPMENT PLAN

Wall Signage Projecting Signage Lighting Awnings

▪▪ Cloth awnings that match the shape and size of the ▪▪ If accent or facade lighting is desired, a comprehensive Color. Paint color can greatly enhance the historic feel window lighting design for the building should be done by a of a building. The use of multiple, appropriate colors can professional lighting designer ▪▪ Retractable awnings for storefronts provide additional character and appeal throughout a district. A paint color or pattern should have continuity with ▪▪ Style, color, and height similar to other appropriate ▪▪ Wiring and power lines should be concealed and not the district and not create a visual distraction. Brick and awnings in the district be visible stone elements like headers and sills should be kept un- Mounted to the building Sign Guidelines. Signage should complement and not ▪▪ painted and cleaned. Guidelines for selecting colors in- compete with the character of the building and the down- Awnings can be used to conceal inappropriate alterations clude: town in general. Signage should be evaluated based on to a storefront. ▪▪ Use a paint analysis to identify the historic paint colors design, location, type, material, lighting and size. Guide- lines for signage location and design include: ▪▪ Select colors that are historically appropriate and com- Lighting patible with the building and surrounding structures ▪▪ Locate on storefront lintel or in transom area ▪▪ Should have detailing and materials compatible with ▪▪ Use contrasting colors a shade lighter or darker on the character and style of the building ▪▪ If lintel is not applicable, then signage should be on a doors, windows frames, molding, and cornices when flat unadorned part of the facade appropriate ▪▪ Incandescent and vapor lighting ▪▪ Paint signage directly on the glass of the storefront ▪▪ Colors should emphasize details; avoid dark colors ▪▪ Concealed light fixtures or fixtures appropriate to the that obscure them and use gloss or semi-gloss paint Place signage on awnings building’s period ▪▪ for easy cleaning Lighting fixtures should be low profile and have mini- ▪▪ Signage should be in scale with the building, propor- ▪▪ Not Recommended mal projection from building face tioned to a building’s horizontal and vertical elements ▪▪ Light fixture hardware should be anchored into mor- ▪▪ Projecting signs must meet the height and projection ▪▪ Painting brick that has never been painted. tar, not masonry regulations of the Williston UDC. ▪▪ Using more than two or three tones. ▪▪ Lighting should reflect down, minimizing ambient ▪▪ New murals and other artwork of a noncommercial ▪▪ Primary colors should not be used on the entire build- light to upper-story uses and preserving dark skies nature shall be sympathetic to the district’s character ing or storefront ▪▪ Avoid bright hues, use more natural tones

99 Chapter 4

The Passageway

The building gap between Nemont and 413 Main Street (GOGO Donuts) provides an opportunity for infill development or adaptive reuse. Many communities use these opportunities to create intermediate or permanent gathering spaces or pathways. Possible directions for the space include:

▪▪ New Construction. The character of new construction should (1) hold the property line, (2) have significant transparency on the first level, and (3) use materials that are in context of downtown.

▪▪ Enclosed tenantable passageway. An under-used portion of a building in Cedar Falls, Iowa was adapted to create a passageway between the buildings facing Main Street and rear-loaded parking. Several small tenantable spaces open to the pathway.

▪▪ Outdoor Gathering and Restaurant Eating. The 413 Main Building immediately south of the gap is vacant and advertised for retail, restaurant, or office space. Adapting the gap for outdoor dining would provide a unique dining experience sheltered by wind. This concept increases the marketability of the building being reoccupied. A building gap in Wau- watosa, Wisconsin was converted into a small outdoor dining area, using a trellis to frame the space.

Walkway. The gap is fenced off, preventing access ▪▪ Main Street from Main Street. The space could be redesigned as a pleasant pedestrian walkway. Smaller building gaps in Davenport offer a highly functional pathway.

100 DOWNTOWN DEVELOPMENT PLAN

The passageway 25’ Building gap concealed by fencing Wauwatosa, WI Wauwatosa,

1 Trellis framing outdoor dining space 1 Signage, lighting, and contrasting surfaces Possible public art and lighting feature Davenport, IA Cedar Falls, IA

2 Enclosed passageway with tenant spaces 3 Enhanced pathway to connect to parking

101 Chapter 4

Public Art Program

Participants in the planning process wanted to see more public art downtown. The creation of a public art master plan can help to guide the location and nature of the public art that a community chooses to incorporate into the street environment and public spaces of the community. At the same time, a public art committee should be formed to oversee the community’s public art program and decide project priorities. Map 4.14 shows the begin- nings of a Public Arts Master Plan for Downtown Wil- City installs the artwork and maintains insurance in 1.6 mile walk through the downtown in the fall of liston. case of damage/vandalism. Art that is displayed is 2012. sold to private buyers and a portion of the sale pro- ▪▪ Selection of Art. Selection of art is completed by ceeds goes into funding for future sculptures. Many Two case studies are presented here to guide the City of the River City Sculptures on Parade group. Williston in establishing and managing a public art pro- of the sculptures have become part of a permanent ▪▪ Funding, Ownership & Installation. Each sculp- gram. collection through purchases by the Mayor’s Art Council and through private donation. ture is sponsored at the cost of $1,000 and art- Gillette, WY – Avenues of Art ists retain ownership of the pieces while displayed ▪▪ Promotion. The City’s website and a brochure for one year. Public funding provided seed money highlight installed sculptures, as well as the public ▪▪ Background. Starting in 2003, the City, through (approximately $12,000) to begin installing sculp- and private sculptures available for viewing. Sculp- the Mayor’s Art Council, assembled a collection of tures and gain interest in the program, but private tures that are available for sale are listed with their 91 privately-owned and publicly-owned sculptures sponsorship has now taken over as new sculp- price to purchase. The Gillette Main Street Program that grace the streets of Gillette. Most of the sculptures are installed. Art sponsors are recognized on organizes art walk events celebrating art, local art- tures are concentrated on two streets downtown: the plaques and in marketing materials. The non- ists and local retailers. A website geared to elemen- Gillette Avenue and 4-J Road (a significant arterial profit group solicits volunteers to maintain the area tary students encourages students to use technolo- in the city). around the pedestals and to install new sculptures. gy, decode maps, find the sculptures and document ▪▪ Selection of Art. The Mayor’s Art Council was cre- their favorite sculptures. Visitors are invited to vote on sculptures. The city ated to administer the program. The Council sends has set aside money for 2013/2014 for the pur- Impact. Since the program’s inception, 79 sculp- invitations for entry and then selects sculptures ▪▪ chase of the sculptures designated with the “Peo- tures have been purchased and 66 sculptures have based on pre-determined criteria (durability, artistic ple’s Choice Award.” The City uses a portion of become a part of the City’s permanent collection. merit, size, etc.). Selection is unveiled as a part of a hotel/motel taxes to make contributions. community festival. Mason City, IA – River City Sculptures on Parade ▪▪ Promotion. River City Sculptures on Parade main- ▪▪ Funding, Ownership & Installation. Selected Background. Community members in Mason City tains a website, publishes a brochure and holds an artists are paid $500 to display their sculpture for ▪▪ formed the non-profit group, River City Sculptures annual Artist Reception for artists and sponsors. one year and are provided with a pedestal. The art- on Parade, and partnered with the SculptureOne ist maintains ownership of the sculpture, but the ▪▪ Impact. Still in its first year, the program supports organization to begin installing sculptures on a 26 sculptures along the 1.6 walk.

102 DOWNTOWN DEVELOPMENT PLAN

Map 4.14: Public Arts Master Plan

Space in front of Trinity Health Group

Prominent arrival at Recreation Park

Grand art installation in center of roundabout

103 Chapter 4 chapter FIVE Implementing the Plan

Participants in the planning process frequently indicated the need for partnerships between the public and private sectors to achieve desirable outcomes. Several projects lend momentum to downtown becoming even more successful, including the Streetscape Plan, restoration of the Old Post Office, and the Renaissance on Main Proj- ect. These projects, along with the number of possibilities presented in this plan, present a flexible framework for a better tomorrow. Chapter 5

The Downtown Master Plan presents a flexible and var- Organizational Structure Downtowners Association. Currently, marketing ac- ied program for improving the heart of the community. tivities are managed by the Downtowners Association. This chapter considers several factors necessary for plan The plan consists of ideas, concepts, and scenarios for The Downtowners Association is a committee of down- implementation, including the improvement of the district. This redevelopment pro- town business owners who are housed under the Con- gram has many moving parts – managing public improve- vention and Visitor’s Bureau. Until several years ago, they ▪▪ Organizational Structure ment projects, marketing and administering redevelop- were in the Chamber of Commerce. Members currently ment sites, coordinating transportation improvements, ▪▪ Priority Criteria have no dues. There is a board, made up of four down- conducting development deals, and seeking financing. town business owners/representatives. ▪▪ Opinion of Project Priorities and Schedule ▪▪ Implementation Scenarios The Downtowners Association puts on several events a City of Williston. The Downtown Plan should operate year, and works with the City to make sure banners in Policy Recommendations ▪▪ under the City of Williston’s Planning Department, in as- the downtown are changed seasonally. They also serve ▪▪ Funding Techniques sociation with the Economic Development Department. as the voice of the downtown in most public meetings. Day-to-day plan implementation would be carried out by The Plan and its scheduling will inevitably change over the City Staff. The City will likely need to broker projects The plan recommends that the Downtowners Associa- time. Some projects may advance as opportunities or for the private sector, establishing incentive packages and tion act as an advisory association to the BID. Not all busi- demands open, while others appear less important over working with property owners to assemble land for larger nesses in the downtown area will fall in the boundaries of time. However, the overall concept, begun by the city’s development projects. the BID, but all have a stake and interest in downtown. vision to convert blighted and unproductive property into a pulsing central district, is compelling and will change Initially, the City can offer marketing support to the pro- Parking Authority. The parking authority is a five- the face of the city. This section provides tools to help the posed Business Improvement District. However, eventu- member board that oversees municipal parking lots. The city and stakeholders move ahead toward accomplishing ally the BID should operate independently of the city and board effectively operates as an advisory board to the this vision. possibly associate with the Chamber of Commerce. City, and has not taken formal action.

This plan recommends shifting responsibilities of public Business Improvement Distrct (BID). The plan rec- parking from the parking authority to the Business Im- ommends that the business community establish a Busi- provement District. ness Improvement District. The organization’s primary objectives, initially, should be (1) marketing of downtown Helena, MT established a BID for the purpose of manag- while Main Street is being reconstructed, then include (2) ing parking. Likewise, Williston’s proposed BID could be maintenance above the standard provided by the City. authorized to manage parking for the downtown district. Businesses fronting Main and Broadway receive the most significant benefit from the district, and should contrib- Chamber of Commerce. The Chamber of Commerce is ute more as they are receiving more direct benefit of the based in downtown. The Chamber of Commerce should BID. Businesses along side streets or peripheral areas re- continue recruiting businesses to the City and organizing ceive a benefit as well, although slightly less than those events that showcase the community, including down- 106 along Main or Broadway. town. IMPLEMENTING THE PLAN Economic Development Grants assistance

Maintenance

City of Williston Planning

Tax Public Incentives Works

Convention & Visitors B Bureau BID B

Marketing B

Chamber of Downtowners Commerce B partnerships B

Arts Council B B B B 107 Chapter 5

The plan recommends the proposed BID partner with ▪▪ Does the project respond to specific or high-profile Opinion of Probable Costs & Funding the Chamber of Commerce to temporarily locate in the community issues or needs? Financing of elements of Downtown projects will require Chamber office. The Chamber would not administer BID ▪▪ Does the project generate maximum private market both public and private participation. Table 5.2 describes programs, but rather provide a common location for of- response? fice materials. probable costs, schedule and available funding sources What is the project’s potential to transform the image ▪▪ and techniques. Priority Criteria of the area and community? ▪▪ Does the project improve safety and security for pe- Opinions are based on industry principles with modest The Downtown Plan establishes a number of public proj- destrians and/or motorists? increases to account for increased costs in the region. ects that can be developed over time. However, real ▪▪ Will the project improve function and convenience for The costs are based on gross assumptions, and individual implementation is an incremental process that requires patrons, residents and employees? projects require further study. The purpose of reporting setting priorities, completing initial steps, and evaluating ▪▪ Does the project attract both local residents and visi- an opinion of probable costs is to understand the magni- new conditions along the way. Williston is fortunate to tors, increasing business traffic and creating new rea- tude for development. The City and its planning consul- have two catalyst projects occurring by 2015; the recon- sons for people to be downtown? tants (RDG and KLJ) are not liable for any judgements by struction of Main Street and the development of Renais- Does the project support the growth of existing busi- individuals, particularly when considering financial invest- sance on Main, a mixed use project. ▪▪ nesses? ment. Individuals must seek private council. ▪▪ Does the project capitalize on established, but unmet, The City, with coordinating agencies, should maintain a ▪▪ For example, the 2013 RS Means publication is a re- market needs? three year Downtown capital program, updated annually, source to estimate cost per square foot of a buildings much as city and state governments do with their capital ▪▪ Can the project be realistically implemented within a throughout the nation. For a City Hall with 11,000 improvement plans. reasonable time frame with potentially available re- square feet (SF), it estimates the SF cost at $135. Wil- sources? liston’s location factor is 0.82, which translates to a SF Table 5.1 identifies individual projects and provides a con- ▪▪ Does the project generate substantial community sup- cost of $124 ($135-($135x0.82)). To account for the ceptual priority for implementation. Initial priorities were port or consensus? increased costs Williston is experiencing, the location assembled by the steering committee. However, mar- factor is excluded and the $135/SF is assumed. ▪▪ Does the project incorporate and leverage outside ket demands and opportunities will inevitably affect this funding sources, such as state grants or charitable ▪▪ Evaluating sanitary and water infrastructure is usually priority. Annually, the Downtown Steering Committee contributions? determined by linear foot cost of about $400 LF. The (or other organization such as a BID) should update the The City should use the criteria above to develop specif- number is elevated to increase costs over time. schedule, based on priority criteria. Evaluative criteria may ic project priorities. Initial public improvement priorities, involve applying the following questions to specific proj- some of which are relatively modest projects, may include ects at the time of consideration: three types of implementation scenarios that balances immediate improvement and sustained improvement.

108 IMPLEMENTING THE PLAN

Table 5.1: Evaluation and Priority of Public Projects

Project Community Private Image Safety Function Attraction Existing Meets Implement- Community Total needs Response business unmet able Support growth markets Public Spaces Main/Broadway Core Streetscape High High High High High High High High High High Highest Main/Broadway extended Streetscape High High High 4th Street Culture Corridor High High High High Recreation Park Redesign High High Old Armory Plaza High High High Harmon Park High High High High Transportation Route 1804 High High High High High High High Highest Public Parking Garage High High High High High High High Highest 11th and Main Improvement High High High High 1st Ave Parking Redesign High High High High High High High Bike/Pedestrian Improvements High High High High Wayfinding High High High High High High Destinations New Armory Reuse High High High Conference Center High High Public Market High High High High High High New/Expanded City Hall High High High High High City Elevator Area High High Policy 100 Block Redevelopment High High High High High Site Assembly High High High High High Zoning High High High High High High

109 Chapter 5

Table 5.2: Implementation Program - Downtown Core

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years MOBILITY POSSIBILITIES Main Street Reconstruction NDDOT, City Capital in progress l NDDOT Parking Reconfiguration (200 Block) Private Action l City manages contractor Parking Reconfiguration (300 Block) Private Action City manages contrator Vehicle Wayfinding City Capital Design: $30K l City Pedestrian Wayfinding BID Capital $1,000 /unit l City Joint Use Parking Garage City, County, Private Capital Study: $60-$80K l City/County DEVELOPMENT POSSIBILITIES Facade Enhancements Private Policy 25% match l Matching Grants Quadrangle Developmenet Projects (Full or Half Block) Private/Public Action $180 SF l Public assembles property Passageway Infill Private Policy $75K ($20 SF) l Grants Possible New City Hall City Capital $200 SF l City Renaissance on Main (Mixed Use) Private/Public Action in progress l Private POLICY Maintenance and marketing Incorporate Business Improvement District Private Action - l Assessments Parking Requirements Public Action - l -

Table 5.2: Implementation Program - Civic District

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years DEVELOPMENT POSSIBILITIES City Possible New City Hall Public/Private Capital $200 SF l Grants Armory Plaza Public Action l Public/Fundraising Possible Parking Garage Public - City/County Capital $22K Stall l TIF/Private/City County Facility Expansion County Capital $200 SF l County

110 IMPLEMENTING THE PLAN

Table 5.2: Implementation Program - Mobility

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years MOBILITY Main Street Reconstruction NDDOT, City Capital in progress l NDDOT Main Street Lane Reconfiguration and Bicycle Access NDDOT Action l Paint Highway 1804 Relocation Study NDDOT, City, County Action Study: l Grants 11th Streets Improvements NDDOT, City, County Capital/Action l Public/Fundraising Community Wayfinding Program City, BID Capital l City 2nd Avenue Crossing at 4th Street* City Action l City

Table 5.2: Implementation Program - North Downtown

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years NORTH DOWNTOWN Main Street Lane Reconfiguration and Bicycle Access NDDOT Action l Paint 11th Streets Improvements l Pedestrian Crossing Enhancements at Main Street NDDOT, City Capital l NDDOT, City Pedestrian Crossing Enhancements at 2nd Avenue NDDOT, City Capital l NDDOT, City Business access consolidation NDDOT, Public/ Private Action l NDDOT, City, Private parking Harmon Park Pedestrian Barrier City Capital l City Community Wayfinding Program Capital l City North Gateway Art Installation Arts Council l Grants Policy Neighborhood Preservation Zoning Public/Private Policy l - Downzoning Public Policy -

111 Chapter 5

Table 5.2: Implementation Program - East Gateway

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years MOBILITY POSSIBILITIES Highway 1804 Relocation Study NDDOT, City Action l City/NDDOT Vehicle Wayfinding City Capital l City DEVELOPMENT POSSIBILITIES Flex Buildings Private Policy Private Quadrangle Developmenet Projects (Full or Half Block) Private/Public Action l Public assembles property Office Development Private Action Private Infrastructure Opportunities Sewer Main Upgrades City Capital l TIF Water Main Upgrades City Capital l TIF

Table 5.2: Implementation Program - West Expansion

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years MOBILITY POSSIBILITIES Highway 1804 Relocation Study NDDOT, City Action l City/NDDOT DEVELOPMENT POSSIBILITIES Office Redevelopment Site Private Action varies l Private City Elevator Reuse/Redevelopment Private Action l Private Infrastructure Opportunities Sewer Main Upgrades City Capital LF l TIF Water Main Upgrades City Capital LF l TIF

112 IMPLEMENTING THE PLAN

Table 5.2: Implementation Program - South Gateway

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years MOBILITY POSSIBILITIES Highway 1804 Relocation Study NDDOT, City Action l City/NDDOT Pedestrian Path to MarketPlace City Action l Grant/City DEVELOPMENT POSSIBILITIES Armory Event Center Public/Private Capital l Grants MarketPlace Shelter Public Capital l Public/Fundraising Hotel Private Developer Action/Capital l Private Parking Garage Public/Private Capital $22K /stall l TIF/City/Private Depot Enhancements Private Capital l Private Lighting (Streetscape) Public Capital $9K /unit l NDDOT, City Front Street Enhancements (lighting, walkways, landscaping) Public Capital l NDDOT/City Infrastructure Opportunities Sewer Main Upgrades Public Capital l TIF Water Main Upgrades Public Capital l TIF

Table 5.2: Implementation Program - Cultural Corridor

On- < 3 3-10 Over 10 Description Organization Type Cost Range Funding Mechanisms Going Years Years Years OPPORTUNITIES Recreation Park Enhancements City Capital pending review l City 2nd Avenue Crossing at 4th Street* City Capital l City Pocket Park City Capital l City Mural Walls Public/Non-profit Capital l Arts Council Art Refuges Public/Non-profit Capital <$10K /site l City, Fundraising Armory Plaza Public/Private Capital l Fundraising

113 Chapter 5

These projects create conditions that encourage ties and opportunities will inevitably shift the schedule for Implementation Scenarios other people to make significant, if smaller, invest- some projects. Major game changers include: ments. Catalytic projects often combine an un- The Downtown Williston Revitalization Plan proposes a der-used existing asset with a demonstrated need ▪▪ Highway 1804 Realignment long-term program for investment in this important and or market opportunity. Renaissance on Main is a ▪▪ Parking Garage active business district. This program is built of many in- major development project that helps stimulate individual projects and recommendations that, over time, terest of other investors. The possible redevelop- ▪▪ Downtown Streetscape create an economically strong city center that offers cus- ment of the Select Ford Properties will make way tomers, residents, and visitors a diverse and attractive to other larger and smaller investments. environment. However, not everything can be done at 1804 Realignment Next Steps Enhancement projects, usually investments that once, and the downtown development is a process that »» improve the appearance, image, or function of moves forward in increments. In applying the Priority Cri- The Highway 1804 truck realignment concept should be the public environment. teria discussed earlier and examining options for develop- viewed as a medium-range, five to ten year project. Next steps in pursuing this project include: ment, the plan proposes several basic principles: »» Sustaining programs encourage private businesses, developers, and property owners to respond ▪▪ Continue consultation with NDDOT, Railroad and oth- Public investments in early phases of the pro- to the improved environment that “catalytic” and ▪▪ er officials, including formal presentations of the con- cess should create a “chain reaction” - a strong “enhancement” projects create. cept and its advantages. It is important to realize that and desirable private market response that the idea presented here is a concept and by no means leads to self-sustaining investment. Thus, the ▪▪ Different projects mature at different times dur- a refined design. ability of initial projects to generate positive momen- ing the downtown development process. Table tum is very important. The reconstruction of Main 5.1, the Implementation Schedule, is based on this ▪▪ Funding and execution of a corridor feasibility study Street, particularly with care for the pedestrian en- principle. The largest proposed project, the redirec- to determine the relative feasibility, costs, and benefits vironment, will be a catalyst to private investment tion of the Select Ford Properties, has the potential of the Front Street concept, other alternatives, and a in the form of new business interest and facade im- to change the image of downtown and create highly no-build alternative. provements. Adding design elements advances the visible places for new business. However, the current streetscape from a purely functional improvement to market is still being tested to support the project, ▪▪ Assuming a positive outcome, development of a de- creating memory and experiences for the visitor. and an effort to develop it prematurely is likely to fail. tailed corridor study, functional design, and environ- Other, equally important, more modest projects come mental assessments. ▪▪ Projects proposed by this revitalization plan first to create conditions that allow the redevelop- fall into three categories: catalytic, enhancement to occur naturally. ment, and sustaining projects. The implementa- ▪▪ Inclusion of the project on the state capital program. tion chapter presents direction on the next steps for An initial schedule, prepared with the Downtown Steer- the “top three opportunities” for future downtown ing Committee, is presented here to guide the public and The Project Team reviewed the proposed ND Highway development. private agencies in the process of making this plan a re- 1804 realignment and downtown redevelopment pro- ality. The schedule establishes five time frames: Ongo- posal with Stacey Hanson, Local Government Division at »» Catalytic projects, substantial efforts that are large ing, Within 3 Years, 3-10 Years, 10+ Years. Again, priori- NDDOT. Implementing a re-designation of ND Highway and strategic enough to change an important 1804 alignment will require concurrence with the NDDOT part of the downtown economy or environment. 114 IMPLEMENTING THE PLAN

Map 5.1: Possible Highway 1804 Truck Realignments Parking Garage Next Steps

Parking is clearly a critical priority for Downtown Williston and expanding parking supply through a new structure may be the city’s first large public investment initiative. This plan has presented four potential sites for parking development, each with somewhat different markets, benefits, and attributes. In order to move forward, this plan recommends the following steps:

Make a decision. A parking need exists to support existing businesses and public parking demands, as well as at the request of the City of Williston. Based on discus- to NDDOT, and NDDOT’s staff could review the the needs for new construction. The city and downtown sion, the following potential issues were identified that proposal to identify environmental and other is- community must initiate a process that will provide maxi- may have to be addressed to accommodate the proposed sues related to implementation. mum benefits for all markets. This process should also realignment: recognize that a project may not be the district’s only Funding. Funding for the project is likely to depend on parking structure. The process should include a specific 1. ND Highway 1804 is a federal aid route, and Surface Transportation Program (STP) funds but will in- decision-making timeline and may involve the assistance any right-of-way acquisition would have to fol- clude a substantial local match from conventional sources of a specialized parking consultant who can assist with low the federal right-of-way acquisition process such as transportation bonds and unconventional sources defining specific parking needs and the relative efficiency regardless of implementation funding. such as tax increment financing (TIF) and redevelopment 2. The existing pavements on Front Street should of different parking configurations. bonds. be investigated to determine the structural capacity to support the new truck traffic. Initial Roadway Section. The proposed realignment Develop a financing plan. The nature of financing de- 3. The proposed realignment may require NEPA would transfer through-trips on ND 1804 south one pends on the character of the project. For example, a site environmental clearances in order to not jeop- that serves existing business demands may require some ardize any future use of federal funding along block to Front Street. The 2010 Transportation Plan’s Ta- the corridor. ble 1 indicates a 2-lane urban roadway has a capacity of combination of TIF, a special district, and public financ- 4. The NEPA clearances would require investiga- 8,000 ADT, with 6,800 ADT approaching capacity; while ing. On the other hand, an alternative that serves city tions into potential resource impacts, includ- a 3-lane urban roadway has capacity of 14,000 ADT, with and county employees with a smaller public component ing but not limited to cultural resources/historic 11,900 ADT approaching capacity. The west end 2013 may be financed largely through a public bond issue, and properties, hazardous materials, potential social traffic counts were 6,905 ADT, with 2,430 ADT on the a structure that also supports private redevelopment re- impacts of any minority or impoverished popu- quires a more complex cost-sharing arrangement. De- lations, and possibly a noise impact assessment east end of ND 1804, with truck volumes ranging from of additional traffic being located closer to any 2,210 daily trucks west to 1,520 daily trucks east. There- tailed financing and implementation depends on com- noise sensitive properties such as the park. fore, it appears that a 3-lane urban roadway would ac- pleting the first step – making a community decision on 5. NDDOT suggested the project sponsors could commodate 2013 traffic volumes while still providing direction. A properly designed and located structure is send a letter describing the proposed project some additional capacity for traffic growth. needed and will be a good investment, even if it does not solve every need at the same time. 115 Chapter 5

Policy Recommendations Map 5.2: Possible Renaissance Zone Amendment

Amending the Renaissance Zone and Unified Develop- ment Code will help support desirable development in the central district.

Renaissance Zone

The Renaissance Zone is intended to encourage private investment to develop, renovate, rehabilitate and revital- ize the downtown area. The purpose of the Renaissance Zone program is to offer financial incentives that will encourage capital investments within the Zone needed to produce the desired economic, commercial, residential and entertainment outcomes.

The boundaries of the zone were once modified to en- Proposed courage investments to the west. This plan proposes to amend the boundaries to incorporate property to the east. These properties are candidate sites for redevelop- Amendment ment, and expanding the zone to the east will help stimulate investment. Also, the block where Elite Fitness is lo- Amendment cated should be considered as an eligible site.

Proposals for development should be brought to the City Proposed prior to amending the boundaries. The spirit of the proj- Renaissance Zone ect should be consistent with the context and design of Boundary the downtown community to ensure that the project will Amendment benefit the district and reinforce investment into the central city.

116 IMPLEMENTING THE PLAN

Development Regulations Map 5.3: Possible Zoning Amendments

The project area has several issues relating to appropri- C2 ate uses, zoning and design. Zoning establishes land use C2 C2 C2 C2 controls, while Design Guidelines provide advisory, or R3 perhaps mandatory, restrictions and requirements on the R3 performance of the property. R3 Rezone downzone TD Recommended zoning for downtown includes creating R3 R3 R2 two new districts, a transitional district for North Main R3 and down-zoning the surrounding neighborhood. These R3 districts will be further explored in the drafting of the Uni- R3 fied Development Code (2014). C1 C1 Rezone C1 C3 R2 C3A - CBD NEW C-3 CBD - Central Business Core District

▪▪ Zoning Intent Statement. The CBD district provides appropriate development regulations for Down- town Williston. The CBD is designed to accommodate a wide variety of commercial activities that will C3 R3 C3 result in the most intensive and attractive use of Wil- R2 R2 liston’s downtown. The grouping of uses is designed C3 C3 to strengthen the downtown’s role as a center for C3 C3 C3 C3 C3 Rezone trade, service, and civic life serving the community C3 - CBD C3 and the region. Mixed uses are allowed and encour- C3 downzone R3 C3 C3 C3 aged within the CBD District. However, first floor C3 C3 C2 C2 uses are primarily commercial in nature. Pedestrian C2 C2 M1 M1 M1 M1 M1 accommodation and amenities are a central consider- M1 M1 C3 C3 C3 C3 ation in regulating development in the CBD.

M1 M1 M1 ▪▪ Permitted Uses. Those currently permitted in C-3. C3 C3 M1

▪▪ Signs M1 1. Free-standing signs are not permitted in the CBD. All signs must be attached.

117 Chapter 5

2. Attached signs shall be designed as an integral on the adjacent residential areas. Delete uses such as Design Guidelines part of the building elevation and integrated taverns and auto dealerships (permitted by SPU). into the overall design of the building. Attached The Unified Development Code should provide design signs shall be located above the building en- New Transitional District (TD) guidelines for future development that address the form trance, storefront opening, or at other locations of the building. These items will be covered in detail in that are consistent with and emphasize the ar- ▪▪ Zoning Intent Statement. The Transitional District the Unified Development Code and closely align with the chitectural features of a building. is intended and designed to provide certain areas 3. Total sign square footage for a building shall be T5 and T6 districts. limited to a maximum of 20% of the building of the city for the development of professional and street façade. low-intensity business offices in areas where residen- Mass and Scale for Buildings >20,000 SF tial dwellings predominate. This district is intended SmartCode, a transect style planning and zoning 1. Breaks shall be incorporated into the mass of to include older, established types of development the building at significant entrances or along template document , allowed signage: designed mainly for residential purposes, but where walls that front plazas or other significant pe- 1. Blade signs, not to exceed 6 sq. ft. for each sep- changing conditions have made limited office use destrian features. Methods of breaks may in- arate business, perpendicular to façade, with 8 clude towers, pediments, or façade articulations suitable and not incompatible with the basic residen- ft. clearance over sidewalk. or variations; changes in the horizontal plane; tial character of the district. This district is also in- 2. A single external permanent sign band applied or enhancements in color and materials, con- tended for certain established residential areas which, to the façade of each building, provided that sistent with the overall design of the building. such sign shall not exceed 3 ft. in height by any because of proximity to existing commercial and in- length. dustrial areas, would be suitable for limited office 2. Primary building facades shall meet one of the use. following guidelines: NEW C-3A CBD. Central Business Support District a. Facades greater than 100 feet shall incor- It is further the intention of this district that the clas- porate projections or recesses in the wall ▪▪ Zoning Intent Statement. The C-3A is intended to sification as TD of an area will aid in the preservation plane with a depth of at least 3% of the provide for medium-to high-intensity pedestrian and and stabilization and not in the depreciation of prop- length of the façade and extending for auto-oriented office, retail, commercial, mixed-use erty values. To this end it is the intention that new at least 20% of the length of the façade. (commercial/residential) development in support of buildings or the conversion and alteration of existing Maximum uninterrupted length of wall the downtown core and also to serve the entire com- buildings be compatible by means of landscaping, shall be 100 feet. munity. The C-3A serves as a transitional district be- open space, and architectural treatment with neigh- b. Facades shall display a repeating pattern of tween the downtown and adjacent residential areas boring residences. at least three cycles of color change, tex- and therefore permitted uses and development regu- ture change, material change, or expres- Downzoning. The adjacent neighborhood is zoned for lations are intended to minimize adverse impacts on sion of structural bays with an offset of at adjacent residential uses. It is intended that this dis- R-3, which allows for conversions of homes that would least 12 inches from the ruling plane of the trict not be mapped outside the downtown area. otherwise not be desirable for a neighborhood that is façade. largely occupied by single-family homes. Downzoning 3. The (REVIEW BODY) may waive these guidelines from R-3 to R-2 prohibits the conversions and steers high- ▪▪ Permitted Uses. Review permitted C-3 uses and if the applicant demonstrates an alternative remove those uses, or reduce the permitted scale of er density residential projects toward the downtown core building design that in the Director’s opinion those uses, which create excessive negative impacts and other parts of the community, thereby retaining the provides visual interest and scale to the build- character of the neighborhood for single-family uses. ing. 118 IMPLEMENTING THE PLAN

figure 5.1: Form Based Districts from SmartCode, version 9.2

Architectural Elements 4. All rear and side building facades oriented to 2. The following exterior materials are prohibited: streets shall be subject to all requirements for 1. Front facades facing a primary street shall have split shakes, rough-sawn wood; painted con- front façade design with the exception of pro- visible, clearly defined customer entrances that crete block; tilt-up concrete panels without an viding customer entrances. architectural finish; fieldpainted or pre-finished include at least three of the following elements: 5. Other rear and side facades may use a simplified canopies or porticos, overhangs, recesses or expression of the materials and design used on standard corrugated metal siding; pre-finished projections, arcades, raised cornice parapets other building elevations. metal panel systems; standard single- or dou- over the entrance door, distinctive roof forms, ble-tee concrete systems; or barrier type EIFS. Architectural Materials arches, outdoor patios or plazas, display win- 3. Materials on all sides of the building shall be dows, or integral planters. 1. Permitted exterior building materials shall be consistent with materials and colors of the front 2. At least 40% of the surface area of front com- high quality, durable materials that include, but façade when visible from public streets and mercial facades up to a height of 16 feet shall are not limited to, brick; native or manufac- trails and adjacent residential areas. tured stone (Renaissance stone or similar ma- be transparent. Transparency may include 4. These guidelines are not intended to inhibit cre- glazed doors, windows, and display windows. sonry materials); integrally colored, burnished, ativity and innovation in building design. The 3. Front facades shall utilize variations in color, textured, or glazed concrete masonry units; (REVIEW BODY) may permit the use of other horizontal planes, materials, patterns, height, quality metals such as copper; high quality pre- and other techniques to provide visual interest stressed concrete systems; and drainable (water materials if the applicant demonstrates that the and scale to buildings. managed) EIFS. use of such materials will result in a building that gives a sense of quality and permanence.

119 Chapter 5

State Funding Tools Funding Techniques ▪▪ North Dakota Development Fund Available financing tools to help realize the vision for the North Dakota Community Foundation downtown include: ▪▪ ▪▪ North Dakota Tourism Grants Local Funding Tools ▪▪ Main Street Loan Program ▪▪ Building Façade Easements ▪▪ Business Improvement District Federal Funding Sources ▪▪ City Funds ▪▪ Brownfields Redevelopment Assistance ▪▪ Estate Taxes ▪▪ Community Development Block Grants ▪▪ General Obligation Bonds ▪▪ Community Development Corporation Grants ▪▪ Land Sale Proceeds ▪▪ HOME Investment Partnerships Program – HUD ▪▪ Private and Foundation Philanthropy ▪▪ National Trust Main Street Program ▪▪ Renaissance Zones ▪▪ Neighborhood Stabilization Program (HUD) ▪▪ Revenue Bond ▪▪ Recovery Zone Bonds ▪▪ Star Fund ▪▪ Recreational Trails Program (RTP) (FHWA) ▪▪ Tax Increment Financing ▪▪ Rural Business Enterprise Grant (RBEG) (USDA) ▪▪ Rural Community Development Initiative Grants (USDA Rural Development) ▪▪ Small Business Administration ▪▪ Small Cities Development Grant Program ▪▪ Transportation Enhancements

120 IMPLEMENTING THE PLAN

Local Funding Tools City General Revenues

Building Facade Easement General revenues, appropriated through the city’s annual budget process, can finance services, improvements, fa- Buildings fronting Main Street and Broadway could be cilities and development projects. These appropriations candidates for establishing a building façade easement. are separate from general revenues devoted to debt ser- Façade easements, typically 4” to 8” from the surface of vice on bonds. Common uses of general revenues in the building, could be dedicated to the City. Effectively, downtown development programs include funding staff the facade is placed under the control of the public, yet and organizational expenses, or projects that can be di- typically dissovle in 10 years, returning responsibility back vided into smaller phases, such as improvements for 4th to the private owner. During this period, the easement Street. acquisition for other redevelopment activities. For exam- protects the façade from unsympathetic modifications ple, the sale of a block where properties were assembled and provides a tax benefit to the donor. In addition, vari- Estate Taxes for major redevelopment could be returned to improve- ous forms of public financing, including TIF, may be avail- ments in the downtown. able as a result of permanent public easements. Estate taxes are collected by the county and may be used to help finance downtown Williston capital improve- Private and Foundation Philanthropy Belle Plaine, Iowa adopted a facade easement, which en- ments. abled the community to apply public funding to numer- The Plan provides a variety of opportunities for individual General Obligation Bonds ous facades in their downtown. or foundation contributions. Private philanthropy, with General obligation bond issues, typically secured by gen- appropriate recognition and commemoration, is a criti- Business Improvement District eral city revenues or incremental property taxes, can fi- cal part of the downtown implementation program, and is especially appropriate for cultural projects, community The State of North Dakota authorizes municipalities to es- nance major public projects or improvements. General attractions such as the Armory Plaza, 4th Street Corridor, tablish business improvement districts (BIDs) for the pro- revenues may include property taxes or local option sales and other public open spaces. motion, management, maintenance and development of taxes. Appropriate uses for bonds include streets, infrastructure, park and public space projects, and similar im- the district. The State of North Dakota does not specify Renaissance Zone an assessment formula for municipalities to follow. The provements. majority of BIDs charge a fee based on the value of the This program is primarily used to incentivize redevelop- property (typically a set fee per $1,000 in value). Oth- For additional information, contact Community and Eco- ment and reuse of older buildings. It requires an invest- er widely used assessment formulas include assessments nomic Development Director of De Pere, WI at 920-339- ment of at least 50% of the building’s worth back into based on the frontage foot, or a flat fee for each property 4043. structural upgrades, including HVAC, electrical, roof, and within the BID. Establishing special assessments should fire protection. The incentive includes a state level abate- Land Sale Proceeds be reasonable, to avoid deterring investment into and ment of 100% of income taxes for five years, and a city/ around project areas. Regional BIDs include Downtown Proceeds from the sale of land to development projects county level property tax abatement of varying percent- Fargo and Billings, Montana. could be allocated back to downtown improvements and ages.

121 Chapter 5

Revenue Bonds are bona fide expenses related to the project. The City interest savings. A Project could save as much as $75,000 reserves the right to make final determination. Eligible in interest with this program. Project cost minimum is Revenue bonds are debt instruments that are repaid all or uses include exterior building improvements, new busi- $125,000. The STAR Fund will provide a match at a des- in part from revenues generated by the project or by oth- ness startup rent subsidies, and handicap accessibility, as ignated participation level. The commitment is $10,000 er associated revenue sources. For example, part of the well as others. for projects $125,000 - $250,000 and $24,999 for proj- capital cost of a parking structure may be repaid through This plan recommends that funding for individual projects ects $250,000 and larger. parking fees generated by that structure, or other parking be eligible for up to $40,000 with a 1:1 match, result- facilities in a community. Revenue bonds typically are not Tax Increment Financing (TIF) ing in $80,000 of total new investment in downtown. secured by the credit of the community. Local Tax Increment Financing (Local TIF) permits the use The process for requesting funds should be based on a of a portion of local property taxes to assist funding the STAR FUND – Mini Match & FLEX PACExpress competitive process, and require owners to remain in the redevelopment of certain designated areas within the building for a set amount of years. community. Projects pay their entire established tax obli- Mini Match. The STAR Fund may match the investment gation. However, taxes produced by the added value of in commercial and industrial zoned property projects on Flex PACExpress. The STAR Fund may match the Bank the property caused by redevelopment or improvements a 1:1 basis. The current STAR Fund may invest a maxi- of North Dakota through the FLEX PACE Interest Buy- may be used to finance project-related improvements or mum of $5,000 per project. The applicant will fill out an down Program to encourage investment in commercial other public improvements in the district. TIF may be used application along with an estimate of construction costs. and industrial property. The STAR Fund may invest up to to pay certain costs incurred with a redevelopment proj- The STAR Fund will pay based on submittal of construc- a maximum of $24,999 per project as the community’s ect. Such costs may include, but are not limited to: tion bills for the project and inspection by the City build- portion of the interest buy-down at a designated partici- ing inspector that the project was completed. Applicant pation level set by the Bank of North Dakota. The Bank of ▪▪ Public improvements and amenities is responsible for providing documentation that expenses North Dakota will provide an additional percentage of the ▪▪ Infrastructure improvements and upgrades ▪▪ Site improvements and preparation

122 IMPLEMENTING THE PLAN

▪▪ Rehabilitation of structure, including adaptive reuse or rehabilitation of private properties. ▪▪ Property acquisitions

State Funding Sources ND Development Fund

Managed by the North Dakota Department of Com- merce, The North Dakota Development Fund was created through legislation in 1991 as an economic development Primary sector includes individuals and businesses Visit www.NDDevelopmentFund.com for additional in- tool. It provides flexible gap financing through debt and ▪▪ which, through the employment of knowledge or la- formation on the programs listed above. equity investments for new or expanding North Dakota bor, add value to a product, process or service which primary sector businesses. results in the creation of new wealth. Typical primary ND Tourism Grants sector businesses include manufacturers, food proces- The Development Fund makes investments of up to sors or export service companies. Primary sector also Managed by North Dakota Tourism, the organization of- $300,000. The Board of Directors may adjust the limit includes tourism and specific types of investor-owned fers the following: when deemed appropriate. In general, the following cri- agriculture, such as livestock feeding or milking opera- teria apply to Development Fund investments: tions, or other value-added agriculture located apart Tourism Expansion Grants. Tourism Expansion Grants from an individual farm operation that is profession- support new or expanding tourism or recreation facilities The entrepreneur must have a realistic financial com- ally managed and has employees. ▪▪ or designated development areas primarily through infra- mitment at stake. Usually, principals are required to structure projects. Applications for the next round of Ex- have a minimum of 15 percent equity in the project. Loan and equity programs managed by the North Dakota pansion Grants will be due prior to April 2014. Grants Development Fund include: can range from $5,000-$24,000 in any given year. ▪▪ Refinancing of debt is not eligible. ▪▪ North Dakota Development Fund Marketing and Event Grants. The Marketing Grant ▪▪ Principal shareholders with 20 percent or greater own- Regional Rural Revolving Loan Fund Program has funds available for individual businesses, ership are generally required to guarantee the debt. ▪▪ communities and tourism marketing organizations want- Other shareholders may also be required to guaran- ▪▪ Rural Incentive Growth Loan Program ing to promote North Dakota tourism-related programs tee. Small Business Technology Program ▪▪ or projects for the 2015 season. ▪▪ Child Care Loan Program ▪▪ The Development Fund will not participate in more The Events Grant Program has funds available for com- than 50 percent of a project’s capitalization needs. ▪▪ New Venture Capital Program munities and event promoters wanting to regionally pro- ▪▪ Entrepreneur Loan Program mote their 2015 tourism-related event. ▪▪ Financing is available to any primary sector business Entrepreneurial Center Loan Program project with the exception of production agriculture. ▪▪

123 Chapter 5

Visit www.ndtourism.com. Applications for 2015 are due ▪▪ Term: Working capital: 1-18 months, Equipment: up Belle Plaine, Iowa underwent a facade improvement plan in August 2014. to 3 years, Maximum: 5 years and was able to leverage a Brownfields Grant for build- ▪▪ Rates: Fixed rate (established at time of loan approval) ing improvements. North Dakota Community Foundation ▪▪ Repayment: ACH payments required on the 1st of Community Development Block Grant The North Dakota Community Foundation supports the month a broad range of projects throughout communities in ▪▪ Collateral: Personal guaranty; 1st lien assets, cosign- The Community Development Block Grant Program North Dakota. The board is interested in learning about ers, etc. (CDBG) offers grants to small communities to improve lo- projects that are important and current to the commu- cal facilities, address critical health and safety concerns, ▪▪ Equity: Minimum 10% investment by owner required nity, and makes decisions based on specific community and develop a greater capacity for growth. CDBG is a Fees: 2% origination fee (minimum $100) plus all needs. Grants normally do not exceed $5,000. ▪▪ “pass through” funding program from the US Depart- hard costs ment of Housing and Urban Development authorized by Main Street Loan Program the Housing and Community Development Act of 1974. Federal Funding Sources They offer funds for projects that can range from hous- The Main Street Loan Program provides direct loans to ing and street repairs to industrial loans and job training. Brownfields Assessment Pilots/Grants small businesses in North Dakota to be used for working capital, inventory, and small equipment. Funding amount Assessment grants through EPA provide funding for a This federal funding is intended for housing and econom- is between $1,000 and $25,000. grant recipient to inventory, characterize, assess, and ic development to benefit low-and moderate-income res- conduct planning and community involvement related idents. It is also for rehabilitation and infill projects, di- The purpose of the Dakota CDC Main Street Program to brownfield sites. An eligible entity may apply for up rected to projects that benefit low- and moderate-income is to encourage the creation and stability of small busi- to $200,000 to assess a site contaminated by hazardous households or eliminate blighted areas. nesses in North Dakota. The Main Street Program will substances, pollutants, or contaminants (including haz- HOME provide financing in participation with a local economic ardous substances co-mingled with petroleum) and up to development entity to assist new and/or emerging small $200,000 to address a site contaminated by petroleum. HOME is the largest Federal block grant to State and lo- businesses and support their job retention mission. Da- Applicants may seek a waiver of the $200,000 limit and cal governments designed exclusively to create afford- kota CDC intends to be an integral part of the economic request up to $350,000 for a site contaminated by haz- able housing for low-income households. Each year it al- growth and development of North Dakota. ardous substances, pollutants, or contaminants and up locates approximately $2 billion among the States and to $350,000 to assess a site contaminated by petroleum. hundreds of localities nationwide. HOME provides formu- ▪▪ Type of Loans: Participation with local lenders or di- Such waivers must be based on the anticipated level of la grants to States and localities that communities use- rect loan to business hazardous substances, pollutants, or contaminants (in- often in partnership with local nonprofit groups-to fund a ▪▪ Eligible Businesses: Small Businesses (new or exist- cluding hazardous substances co-mingled with petro- wide range of activities that build, buy, and/or rehabilitate ing) operating in North Dakota (visit with DCDC for a leum) at a single site. Total grant fund requests should affordable housing for rent or homeownership or provide complete list of eligibility requirements) not exceed a total of $400,000 unless such a waiver is direct rental assistance to low-income people. ▪▪ Use: Working capital, inventory, small equipment requested. Due to budget limitations, no entity may ap- ▪▪ Amount: Minimum: $1,000 and Maximum: $35,000 ply for more than $700,000 in assessment funding. The For more information, visit www.hud.gov/offices/cpd/af- performance period for these grants is two years. fordablehousing/programs/home/ 124 IMPLEMENTING THE PLAN

Neighborhood Stabilization Program (HUD) revolving loan funds, acquisition of land and buildings, For additional information, visit www.rurdev.usda.gov/ infrastructure improvements to enhance business devel- ne/rural_business_enterprise_grant_program.htm. The Neighborhood Stabilization Program provides as- opment, provision of technical assistance, and other sup- sistance to acquire and redevelop foreclosed properties port strategies. Small Business Administration that might otherwise become sources of abandonment The Small Business Administration (SBA) has a financial and blight within their communities. Neighborhood Sta- ▪▪ Eligible Applicants Include: Public bodies, non-profits, assistance program which provides access to debt and bilization funds can be used to purchase foreclosed or and Indian tribes equity, primarily from banks or other private sources. SBA abandoned homes and to rehabilitate, resell, or rede- ▪▪ Eligible areas include unincorporated rural areas, cities evaluates each loan application on two levels; the first is velop these homes in order to stabilize neighborhoods and towns with populations of less than 50,000 (pri- for eligibility, which varies by industry and SBA program, and stem the decline of property values of neighboring ority given to populations 25,000 and smaller). and the second is based on the credit merits of the ap- homes. ▪▪ Project cannot be agriculture production; comprehen- plication. SBA programs and services support small busi- Rural Business Enterprise Grant Program sive area planning or projects not owned or controlled ness owners, connecting businesses to loans, govern- by at least 51 percent U.S. citizens. ment contracting opportunities, disaster assistance and This program provides grants that facilitate and finance ▪▪ Grants will support local and regional economic de- training programs. For more information, visit www.sba. the development of small and emerging private busi- velopment programs that will support non-farm busi- gov. nesses in rural areas through establishing small business nesses. 125