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Monument Downtown Assessment and Action Steps Monument, Colorado January 2018 ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 2 Table of Contents Executive Summary 3 Branding 4 Organizational Development (OD) 6 Placemaking 8 Wayfinding 10 Next Steps 11 APPENDIX A: Map: Gateways, Connections & Vacant Space 12 APPENDIX B: DCI Consultant Team Biographies 13 APPENDIX C: Committee Meeting Agendas 15 ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 3 EXECUTIVE SUMMARY Downtown Colorado, Inc. (DCI) and its Advisory Team facilitated a Stakeholder Summit in Monument, CO on November 14th, 2017 and a follow-up, full day Downtown Assessment on January 17th, 2018. The DCI Advisory Team, with the help of the Local Leadership Team, crafted objectives and action steps around four key focus areas: Branding, Organizational Development, Placemaking and Wayfinding. In preparation for the summit meeting, team members and the Local Leadership Team prepared the following background material that was provided to the team for reference and increased understanding of the Town of Monument history and needs: 2005 Community Revitalization Program Report, completed by DCI and the Department of Local Affairs (DOLA) A map with vacant and opportunity properties on map of Monument List of Monument Businesses and property owners in the downtown core List of all Monument Events and the Monument Brochure Marketing Map New Business Packets with Marketing Map List of all stakeholders invited To achieve these goals, DCI worked with a Local Leadership Team to prepare for the Downtown Assessment, and ensure an accurate understanding of local needs. The Monument Local Leadership Team included Chris, Town Manager, Madeline VanDeHoek, Community Relations Manager and Laura Hogan, Town Clerk. The goal of the January 17th, 2018 Downtown Assessment and Meeting was to: Define four key focus areas looking at Branding, Organizational Development, Placemaking, and Wayfinding. Establish two to three objectives for each focus area with action steps to move forward. Develop meeting agendas to inform the Monument Downtown Revitalization meetings to foster community engagement in the process of implementing the action steps. The Local Leadership Team also facilitated a tour for the DCI Advisory Team members. The two Downtown Assessment teams included the following members, each with a specific focus area: Clay Brown, Colorado Department of Local Affairs, Katherine Correll, DCI (Placemaking) Brian Corrigan, Oh Heck Yea (Branding) Will Cundiff, DCI (Wayfinding) Sarah Humbargar, Colorado Springs Downtown Partnership Nicole Malo, CityGal Solution LLC (Wayfinding) Deana Miller, Arts Planning and Funding (Placemaking) Anne Misak, Colorado Enterprise Fund Jamie Shapiro, DCI (Organizational Development) Kevin Tilson, Castle Rock Downtown Alliance (Organizational Development) ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 4 BRANDING Branding is defined as exposing the soul of community, and enabling people to describe the place in a unique way in one sentence. Empowering others to share our story. Branding in online world is about what other people say we are. Objectives 1. Community Engagement. Use the process of investigating the authentic brand as a way to engage the community. 2. Identify a designer and analyze the costs. 3. Create a new and authentic brand. 4. Enhance outreach with an ambassador program. Action Plan by Objective B1. Community Engagement. Use the process of investigating the authentic brand as a way to engage the community. A. Tell the story, “We are Monument and we want to tell our story.” Define community, increase attraction, engagement and cohesion in the community. B. Create an online input and distribution process (survey, form, etc.) that results in a prize given out that is from a local business. C. Who are the audiences/platforms: a. New Residents: Consider creating an easy to produce post card inviting new residents to find out how they can get engaged, be part of the community and what is upcoming. b. Events: Gather input through fun and creative ways for feedback and ideas. For example, have a popsicle stand where you give a free popsicle to everyone who shares an idea. c. Online Presence: Create Downtown Monument pages for Facebook, Nextdoor, Instagram, and Twitter (post regularly). D. Create process for instore engagement: A poster/post cards or talking points to encourage owners and employees to talk to people. Prizes for the most input are great. B2. Identify a designer and analyze the costs. A. Consider if a new logo design or slogan is needed. B. Work with a designer to talk about how it is used, what guidance is given, how can you increase consistency and how can other events and logos fit with Monument. C. Use community input and the story of the Town to ensure this is authentic. B3. Create a new and authentic brand. A. Inventory physical and digital assets for telling your story: logo/mark design overlay, voice, video, website, social media, etc. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 5 B. Keep the public informed about Monument Downtown Revitalization Committee meetings C. Plan a series of add-ons to events and meetings that can include some fun ways for people to share ideas. Consider Chalk art engagement to collect ideas and bring people to town. B4. Enhance outreach with an ambassador program. Ambassador Program—encourage stewards and community use of the brand. Marketing comes not just from town, but from community. A. Create an ambassador job description with an appreciation program. B. Create a timeline for promoting the downtown (develop list of six engagement activities per year). Bring people in and share the schedule, so that people share with their networks. People will help if they know exactly what is expected of them. E.g. share video 4 times a year. C. Meet with people individually. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 6 ORGANIZATIONAL DEVELOPMENT (OD) Organizational Development considers how to focus and align organizational resources and initiatives to support downtown revitalization projects to increase performance, visual and long-term impact and ability to measure success. Objectives 1. Business Retention and expansion. Develop and maintain efforts for enhanced communication with business through a “million cups of coffee” effort to hold individual meetings with business and property owners to build relationships, assess needs and desires, and build support. 2. Increase opportunities for downtown business participation and access to business support. 3. Develop marketing campaign for a 1-2% sales tax increase for quality of life initiatives to include A) Downtown Improvements, B) Senior Center and C) Parks and Recreation. 4. Consider organizational structure and staffing to increase resources for downtown revitalization efforts. Action Plan by Objective OD 1: Business Retention and Expansion. Develop and maintain efforts for enhanced communication with business through a “million cups of coffee” effort to hold individual meetings with business and property owners to build relationships, assess needs and desires, and build support. A. Create a list of downtown business owners, property owners and stakeholders, and prioritize stakeholders for outreach. B. Obtain permission form Town Council and/or manager for a budget for one-on-one meetings. C. Reach out to and meet one-on-one with downtown stakeholders. D. Reach out to commercial brokers and meet one-on-one to give them “secret insight” on vacant sites. Record data on how much doing a project costs. Discuss permit and fee waivers during this meeting, and bring data to Town Council for these incentives. E. Wherever possible, address needs, or bring those who can, at these meetings. For example, invite the Chief of Police or Town Manger. Let people know that they are being heard. F. During one-on-one meetings, discuss the possibility of a quality of life sales tax initiative, or other downtown financing strategies. G. Maintain a tracking sheet that includes needs and desires of downtown business and property owners, and their support of financing and other larger projects. OD2: Increase opportunities for downtown business participation and access to business support. Develop marketing Reach out to HMMA to see if Town can support with note taking at meetings, outreach for meetings, and structure of work. Ask what needs they have that Town could support. A. Identify staffing resources to support Monument’s Downtown Revitalization, including Town’s Community Developer staff time to support HMMA in a well-defined role. Consider other staffing options, Best and Brightest, DCI Downtown Capacity Building VISTAs or an internship program to support Town’s efforts. B. Consider long-term financing to support Monument’s Downtown Revitalization. Discuss options for a sales tax initiative or other financing mechanism for downtown, including a ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 7 Downtown Development Authority. Track responses to different ideas from downtown businesses or property owners. C. Work with all business support organizations, including HMMA, the Chamber, and Tri-Lakes Views to consider their needs, and how to structure collaboration and support. Host some panels and discussions from other groups to consider useful models. OD 3: Develop marketing campaign for a 1-2% sales tax increase for quality of life initiatives to include A) Downtown Improvements, B) Senior Center and C) Parks and Recreation. Define downtown improvements, and prioritize them. E.g. sidewalks and crosswalks. A. Use responses gathered in Objectives 1 & 2 above regarding a sales tax increase or other financing structures for downtown improvements to plan an information and education campaign for options. B. Identify one-two downtown champions working in the private sector to help drive the discussion and build momentum for the initiative. C. Use stakeholder visioning and discussion to outline the benefits of Downtown Revitalization to downtown stakeholders. This can include graphics and pictures of what improvements might look like, and could include images or sketches to provide examples of what downtown could look like. D. Create a draft marketing document that includes options for improvements and financing improvements, including a DDA, sales tax, etc. and show it to some stakeholders for feedback. Use marketing materials to conduct outreach regarding the sales tax increase or other financing mechanism. Couple this with one-on-one meetings. OD4. Consider organizational structure and staffing to increase resources for downtown revitalization efforts. A. Host educational sessions with community leaders from other communities to discuss financing structures for downtown, and explore pros and cons of each. Look into a DDA, the possibility of creating a Downtown Development Authority (DDA) or other entity to support site development and redevelopment in Monument Downtown. Continue to build existing relationships with other community leaders. B. Consider having a VISTA from Longmont Downtown Development Authority or Buena Vista Main Street share the work they do at a meeting. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 8 PLACEMAKING Placemaking is defined as how to capitalize on community assets inspiration, and potential to create spaces that promote health, happiness and wellbeing. Objectives 1. Engage private businesses and property owners to identify types of enhancements they would host. 2. Develop special programming options for large vacant lots and vacant buildings for town to establish pop up events. 3. Create self-directed activities with community celebration to activate public parks and spaces during events. Action Plan by Objective P1. Engage private businesses and property owners to identify types of enhancements they would host. A. Create survey/process to collect input about what enhancements/amenities private business/property owners would like to host at their place. Prioritize projects by interest and site. Include inquiry about how the business or property owner would like to contribute with money, space, resources. Consider: Bike Racks Murals Flowers Art Displays Lighting Window Displays Seating B. Town creates process for locals to submit proposals for provide services to increase amenities/enhancements. Include themes and ideas from branding processes in the request for proposals. C. Consider how to add amenities, enhancements, and fun Monument sites to map and walking tour. D. Plan for cross walks and bike paths and directional signs can be accompanied with painted street murals. P2. Develop special programming options for large vacant lots and vacant buildings for town to establish pop up events. A. Use the inventory the vacant lots and empty buildings to create a communication to property owners asking if the town/chamber can plan some fun temporary events on their property. Work with those who are responsive. B. Brainstorm a list of fun projects, some ideas: A Day at the Beach: Bring in sand, volley ball, and lounge chairs for a temporary Monument Beach. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 9 Train Spotting: Invite art installations and creative work around trains from a place where people can watch the trains, create a cheer or activity to do while the train is going by. Chalk Art Visioning: Invite chalk artists to draw Monument vision ideas to create a path of Monument ideas. Ask people to write or draw something they like about each business or building on the sidewalk in front of the store. Host a family friendly movie series, board game/trivia night, or local fashion show in one of the vacant buildings. P3. Create self-directed activities with community celebration to activate public parks and spaces during events. A. Work with Tri-Lakes Views to consider ways to create a fun and educational game to learn about the art installations in the Art Park. Consider a trivia game or scavenger hunt. Or hide “Monument Mr. Potato Heads” around town that could be a fun feature that people look for, include options for stores to Host a Potato. B. Make available games like Cornhole, Croquet, or other simple games in the Art Park and Limbach Park. These can move to pop up sites when needed. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 10 WAYFINDING Wayfinding is defined as the identification of high traffic key anchor locations and corridors to catch people’s attention and attract them to downtown and key recreational amenities using clear signage and corridor connectivity tools (trees, flags, lights, sidewalks, bike paths) Objectives 1. Identify downtown area entry points and key amenities where signage should be locate. 2. Enhance bicycle and pedestrian connectivity and amenities. Action Plan by Objective W1. Identify downtown area entry points and key amenities where signage should be located. A. Create a Signage Prioritization Plan that starts simply by using existing sign types to add information, and evolves into a full signage program once branding and place making efforts have taken shape. Use the Monument Downtown Map to consider the 12 gateways, nodes of activity, and areas in need of activity to identify properties and locations that present opportunities in Monument. Continue to add to the map to include historic buildings, parks, public art areas, retail, recreation opportunities, services, restaurants, existing parking lots, farmers market. Number and locations of signs proposed should consider speed of movement. E.g. at the roundabout, one sign should be located at each roadway exit and Highway 103 should have multiple signs at important intersections or bends where drivers can get lost or may miss a sign. Create a prioritized list of where signage is needed in a phased process. Consider short-term, affordable solutions to create stronger gateways and key decision points. Work with a sign designer to consider a sign family design that supports the community brand and includes a conceptual cost per sign to budget for new downtown signage in the future. For installation purposes, the Town should review the American Planning Association - Planning and Urban Design Standards for Wayfinding Systems to identify exact signage distance measurements and tips for best practices. B. Look into “mobile wayfinding” for key amenities. Consider different mobile apps that allow you to tag or list the various amenities in the downtown. Use the Monument Downtown Map to ensure geographic and site diversification. Consider ways to physically mark the sites so that when people find them using their mobile wayfinding, there is a way to know they have arrived. W2: Enhance bicycle and pedestrian connectivity. Create a simple Connectivity Prioritization Plan. 1. Create a Connectivity Prioritization Plan. Identify bike, pedestrian and recreation trails and connections to Downtown Monument. Identify gaps in pedestrian and bike connections. Emphasize strong connectivity between residential areas (East of I-25) to downtown. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 11 Identify and budget for key gaps in pedestrian and bike connections targeting downtown mobility and connectivity from residents East of I-25. Budget for phased plan for sidewalk improvements; quick wins vs. long term. 2. Create Crosswalk Design options The Monument Downtown Revitalization Committee should work with Town Staff to identify priority crosswalk locations. Committee should research examples from other communities, the City’s motto and logo, as well as other unique community symbols (such as the train) to come up with several creative crosswalk designs that can be easily repeated, or easily implemented. Alternatively, the committee could suggest that a community contest is executed – Whichever is faster and more effective for staff NEXT STEPS Based on visioning process of the Stakeholders Summit, the objectives create around the four key focus areas during the Downtown Assessment, the DCI Advisory Team create 12 months of agendas, topics and action steps for the Monument Downtown Revitalization Committee based on the four key areas identified in the above report. The list of meeting agendas can be found in Appendix C of this report. The agendas have been organized in an order that will flow well, however it is up to the Monument Downtown Revitalization Committee on how to best utilize and organize the meetings. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 12 APPENDIX A: MONUMENT MAP: GATEWAYS, CONNECTIONS & VACANT SPACE ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 13 APPENDIX B: DCI CONSULTANT TEAM BIOGRAPHIES Brian Corrigan Oh Heck Yea Brian Corrigan is a creative strategist who uses critical, creative and conceptual skills to solve problems and issues in the new economy. Recognized by CEOs for Cities as an innovator and community change agent who is shaping the future of America in cities, Corrigan specializes in creating strategies rooted in culture. He believes in the natural selection of ideas where crowds inform what assets are the strongest and then optimize accordingly. Business today requires solutions that break silos to create shared value. Over the past seven years, Corrigan has brought together city agencies, artists, designers, business leaders, nonprofits, developers, digital producers and arts organizations to create a portfolio of work that has been recognized by thought leaders and cultural gatekeepers such as Daniel Pink, Springwise, PSFK, Dwell, Huffington Post and Cool Hunting. Katherine Correll, Downtown Colorado, Inc. Katherine Correll has experience spanning the fields of community outreach to advance downtown and community development, not-for-profit administration, project development and management, local government planning, marketing, financial and economic development services, volunteer program development, and education. She has Bachelors in Politics and Urban Studies from New York University and a Masters from Rutgers University in Public Administration for International Development. Katherine focus on organizational models and how communities can leverage their assets for sustainable development. She has experience with business improvement, creative, and main street districts as well as downtown development and urban renewal authorities. Will Cundiff, Downtown Colorado, Inc. Will grew up outside of London, UK which is where he first discovered his interest in urban planning and design. Will has a BA in Urban Planning from Miami University (OH), and a M.U.R.P from the University of Colorado Denver. His focus is multi-modal transportation and planning initiatives. Nicole Malo C+B Design Nicole Malo is a solutions-driven land use planner with 9 years of experience in both the private and public sectors, where she has specialized in complex regulatory processes, redevelopment, and community engagement. She is AICP and LEED GA accredited. While in the public sector, she recommended projects for elected and appointed board approval for over 150 applications, many of which included vesting determinations, site plan review, historic preservation, and legal determinations for high stake and controversial projects. Ms. Malo also led community redevelopment efforts, regulatory reform, and long range plan updates, where she managed consultant teams and public engagement processes. As a consultant she has coordinated entitlement programs for multifamily projects, engaging teams, directing site design and approval processes, managing schedules and budgets, and preparing persuasive strategies, including public engagement approaches. Jamie Shapiro, Downtown Colorado, Inc. Jamie has experience working in human services, GIS mapping, property management and preservation planning for large infrastructure improvements. He has worked for DCI for three years, including one- year as DCI’s AmeriCorps VISTA. Jamie loves folk music, skiing, historic architecture, and community development in Colorado. Jamie has a BA from Colorado College and a Masters in Historic Preservation from the University of Colorado Denver. ---PAGE BREAK--- DOWNTOWN COLORADO, INC. (DCI) MONUMENT DOWNTOWN ASSESSMENT 14 Kevin Tilson, Castle Rock Downtown Alliance Kevin Tilson has worked in economic development for over 12 years, working at the municipal, county and state level. At Adams County Economic Development, Kevin focused on the retention and attraction of primary employers, working closing with municipal partners. He also managed the Enterprise Zone at the local level, helping businesses in distressed areas create new jobs and expand their operations. At the State Level, Kevin served under Governor Ritter and Hickenlooper in the Office of Economic Development and International Trade working to attract and retain some of the largest employers in the state. At the state, he managed the Enterprise Zone and focused on assisting distressed areas including many historic main streets throughout the state. He also managed the Venture Capital Authority and Colorado Innovation Investment Tax Credit programs, which focused on strengthening the growing investment and venture capital industry in the state. He currently works for the Castle Rock Downtown Alliance serving as the Director of the Castle Rock Downtown Development Authority (DDA) and Downtown Merchants Association (DMA). The Castle Rock Downtown Alliance works to create an active and vibrant downtown through a two-pronged approach, with the DDA focusing on infrastructure and the built environment and the DMA focusing on producing events and activities that foster vibrancy.