Document Moscow_doc_f91165ac24

MOSCOW DOWNTOWN REVITALIZATION PLAN for the City of Moscow, Idaho & University of Idaho in partnership with the Latah Economic Development Council and the Moscow Downtown Revitalization Program Committee Prepared By: DUFRESNE-HENRY, INC. 240 S. Montezuma, Suite 105 Prescott, Arizona (520) 443-7466 HATCHMUELLER, P.C. 208 North 4th Street Coeur d’ Alene, Idaho 83814 (202) 676-8444 May 6, 2002 ---PAGE BREAK--- Table of Contents The Project Team City of Moscow Gary J. Riedner, City Supervisor Dale Pernula, Director, Moscow Department of Community Development Joel Plaskon, City Planner University of Idaho Joanne Reece, Assistant Vice-President, Facilities Sylvia Ferrin, Planning Analyst “Teddi” Lindley, CADD Technician Latah Economic Development Council Barbara Richardson, Executive Director Moscow Downtown Revitalization Committee JoAnne Mack, Chairperson Dufresne-Henry & Hatchmueller Peter Bourgois, Project Manager, Project Manager and Landscape Architecture Ted Brovitz, Planning and Economic Development Stephen Plunkard, Public Participation and Visioning Dell Hatch, Landscape Architecture Table of Contents Page 2 ---PAGE BREAK--- Table of Contents Table of Contents 1. Background & Executive Summary 2. Public Participation & the Visioning Process 2.1 A History of Community Involvement 2.2 Visioning Workshops & Design Charettes 2.3 Downtown Moscow Revitalization Committee 2.4 The Stakeholders 2.5 Public Survey Results 3. The Physical & Social Environment 3.1 Downtown Property Inventory & Trends 3.2 The Downtown Environment & Opportunities 3.3 Historic & Cultural Resources 3.4 Parking and Traffic 3.5 The Town & Gown Relationship 3.6 Municipal Policy and Regulations 3.7 Development Opportunities in the Downtown Area 4. Downtown Market Analysis & Plan 4.1 Background 4.2 Applications 4.3 General Socio-Economic Trends 4.4 Who’s Doing Business in Downtown? 4.5 Downtown Moscow Trade Area 4.6 Market Opportunities & Position Statement 4.7 Downtown Moscow Strategic Marketing Plan 5. Implementation & Action Plan 5.1 Organizational Needs & Opportunities 5.2 Strategic Downtown Marketing Program 5.3 Events & Celebrations 5.4 Business Recruitment and Retention Program 5.5 Public Capital Improvement Projects 5.6 Private Capital Improvement Projects 5.7 “Town/Grown” Partnership Projects 5.8 Public Policy & Regulations Table of Contents Page 3 ---PAGE BREAK--- Table of Contents 5.9 Funding Opportunities 5.10 Phasing & Priorities 5.11 Capital Program and Cost Improvements Tables 3-1 Downtown Property Summary 3-2 Downtown Moscow Property Use & Value by Block 3-3 Downtown Moscow Core Commercial Property Uses 3-4 Downtown Moscow Residential Units 3-5 Downtown Buildings on the National Register of Historic Places 3-6 Downtown Moscow Daily Traffic Counts, 1990-2000 3-7 Downtown Moscow Parking Inventory 4-1. Moscow Regional Demographic Trends 4-2 Economic Census for Moscow Region, 1992 & 1997 4-3 Moscow Business Inventory by District, 2001 4-4 Downtown Moscow Business Inventory 4-5 Downtown Moscow Primary Trade Area (PTA) Socio-Economic Profile 4-6 Downtown Moscow Secondary Trade Area (STA) Socio-Economic Profile 4-7 Downtown Moscow Market Competition 4-8 Total Estimated Consumer Spending in Downtown Moscow PTA 4-9 Total Estimated Consumer Spending in Downtown Moscow STA 4-10 Downtown Moscow Trade Area Leakage 4-11 Downtown Moscow Trade Area Spending Potential Index 4-12 Estimated Sales Growth Potential for Downtown Moscow PTA 4-13 Downtown Moscow Non-retail Business Development Potential 5-1 Summary of Downtown Moscow Action Plan Maps 1-1 The Moscow Region 2-1 Downtown Moscow Gateways and Core Areas 3-1 Downtown Moscow Business District by Blocks 3-2 Downtown Revitalization District – Air Photo 3-3 Downtown Moscow Weaknesses, Opportunities & Threats 3-4 Downtown Moscow Population and Hosuing by Block Table of Contents Page 4 ---PAGE BREAK--- Table of Contents Table of Contents Page 5 4-1 Moscow Business Districts 4-2 Moscow Downtown Business Districts 4-3 Downtown Moscow Business Directory Map (No Map Shown) 4-4 Downtown Moscow Business Cluster Map 4-5 Moscow Primary and Secondary Trade Area 5-1 Public Improvements & Implementation Budgets 5-2 Short Term Revitalization Plan 5-3 Long Term Revitalization Plan 5-4 Rendering – Fourth & Main Streets 5-5 Rendering – Sixth and Jackson Streets Figures 2-1 Schedule of the Visioning Process 2-2 Downtown Moscow Survey Responses on Attributes and Ideas 3-1 Downtown Business Environment and Opportunities 5-1 Downtown Moscow Revitalization Plan Implementation & Action Strategies Plans 2-1 Vision & Values from the Public Workshop Plan A 2-2 Vision & Values from the Public Workshop Plan B 2-3 Vision and Values Public Workshop Preference Results – Plan A 2-4 Vision and Values Public Workshop Preference Results – Plan B ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan CHAPTER 1 BACKGROUND & EXECUTIVE SUMMARY Moscow is Idaho’s “City with a Smile”. It is home to the University of Idaho and its beautiful and historic 1350-acre campus, which lies at the edge of downtown. Moscow is a thriving community with a strong agricultural heritage, rolling hills, peaceful neighborhoods and a vibrant downtown. The City has a “small town” atmosphere with plentiful cultural, recreational, and educational opportunities. Moscow’s population is about 21,000 with an additional student population of over 11,500. Also known as the “Heart of the Arts”, it is ranked in the Top 100 “Art Towns” in America. This recognition has much to do with University of Idaho sponsored cultural facilities and events which attract artists and art lovers from around the county. Fact: Moscow is ranked 38th in The Best Small Arts Towns in America. The “Town-Gown” relationship is very important to the University and City. Building this relationship attracts new students and builds the City’s employment and cultural base. Objectives of the Revitalization Plan The overall goal of the Downtown Revitalization Plan is to provide the City of Moscow, University of Idaho, Latah Economic Development Council, Moscow Area Chamber of Commerce, the Downtown business community and property owners, and the citizens with a comprehensive and practical strategy that establishes short and long-term, cohesive actions needed to sustain successful lasting revitalization. Background & Executive Summary Page 1-1 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan The Plan lays out visionary yet practical programs through the guidance of the Moscow Downtown Revitalization Plan Committee and strong participation by local citizens and downtown stakeholders. The end result is a series of tools to galvanize action throughout the community; share the community’s vision with existing and prospective business and investors; and enlist wide participation in Moscow’s downtown revitalization effort. Mission of the Moscow Downtown Revitalization Plan Committee: o Establish a vision and mission with guiding principles, goals, & objectives o Analyze existing conditions, history and pattern of uses o Identify new opportunities and innovative solutions through the best practices of other successful communities o Evaluate economic factors and potential impact of new strategies on existing private stakeholders o Facilitate Broad based discussion with general public and key constituents o Maintain public relations and communications throughout the revitalization process o Identify short and long-term improvement strategies for downtown o Seek funding opportunities and optimal sequencing of improvements o Address potential revisions to current policy, project review, and implementation methods to generate greater vitality of downtown o Fill key niches and property development opportunities in the near future. The Community’s Vision for Downtown Defining a downtown vision and associated strategies involved hard work by the community. Over 40 meetings, workshops, charrettes and other “visioning” sessions were held during the course of the project. Downtown “stakeholders” including business and property owners, city and county officials, University administration, faculty and students, and the general public all participated in developing this plan. The vision for Downtown Moscow today and into the future is a vibrant mixed-use district with attractive streetscape, public spaces and buildings serving the regional population’s needs and desires for shopping, eating, entertainment, government services, education, culture, recreation, medical and other professional services. Background & Executive Summary Page 1-2 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Downtown Moscow 10-Year Vision As defined by the stakeholders • Downtown Moscow is a thriving center drawing people for a variety of needs and purposes; • Downtown’s historic buildings and attractive architecture are highly valued assets and a strong part of Downtown’s attraction; • The community and region recognize the value of coming to Downtown and coming back to downtown; • Downtown Moscow and the University of Idaho have strong physical and social connections; • Downtown Moscow is recognized by the region as a major factor in the quality of life for all residents. Summary of Market Analysis The Market Analysis creates the foundation in the development of an overall revitalization strategy for Downtown Moscow. This analysis was completed with the cooperation and assistance of the University of Idaho, City of Moscow, Latah County Assessor’s Office, and the Latah Economic Development Council. The compactness of downtown and the variety of businesses and services has allowed it to remain competitive with other area shopping districts such as the Palouse Mall and the East Side Galleria. Implementation and Action Strategy The 5-year Implementation & Action Strategy identifies specific revitalization strategies (projects and programs), a timeframe for completion, potential funding sources, and entities involved in to carry out the action. The key to success is creating a strong partnership between the City, University and downtown business and property owners. Each has a significant stake and major role in carry out the revitalization strategy. Strategy: Establish a new organization to lead the revitalization and marketing program in Downtown Moscow. Strategy: Over the next 5 years the Downtown Partners should consider a Business improvement District (BID) Organization to provide a permanent revitalization program and funding source. Strategy: Create a consistent and multi-media joint advertising program. Strategy: Develop a series of promotional materials for Downtown Moscow. Strategy: Establish a public relations campaign to inform customers and stakeholders of downtown activities and progress. Background & Executive Summary Page 1-3 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Background & Executive Summary Page 1-4 Strategy: Assess Existing and Create New Entertainment Venues and Events Strategy: Create new financing tools to attract targeted businesses and enhance existing businesses. Strategy: Seek partnerships with existing businesses, the University and developers for existing business expansions and targeted projects (such as “Verizon” Building, the Moscow Hotel, the Ag/Ind Area or assemblage of parcels at the North End of Main Street) and business expansion Strategy: Provide professional service and support through existing resources at the City, University, Chamber and LEDC. Strategy: Initiate a series of “short term” public improvements (1 to 5 years) that focus on improving access to and awareness of the downtown Moscow and the goods and services provided in the downtown Strategy: Facilitate Redevelopment of Underutilized Buildings and Property Strategy: Identify and Promote Infill Development Opportunities Strategy: Work with Property Owners on Building and Frontage Enhancement Strategy: Establish partnership opportunities between the City and University to create a strong working relationship between the campus and downtown. Strategy: Revise Zoning Regulations Visions of Moscow’s Downtown Sample Quotes from Stakeholders and Workshop Participants “Moscow is the Heart of the Arts and downtown is the Heart of Moscow. It’s alive and pulsating at all hours with adults, small children, seniors and teens. We have a unique and inviting downtown…” “Moscow will have a downtown organization with its own paid planner that will coordinate the marketing and financing plans for the future.” “Downtown will become a strong, prosperous heart of the Moscow community culturally, economically, socially and architecturally.” ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan CHAPTER 2 PUBLIC PARTICIPATION & VISIONING PROCESS 2.1 A History of Community Involvement Moscow is a community that cares. Residents have invested endless time and energy over the past few years thinking and strategizing about the downtown and the broader community. For example, over the past few years the following forums have taken place: Moscow Community Retreat1; Downtown Moscow Economic Summit2; and Downtown Moscow Revitalization Workshop and Strategy Report (2201). Additionally, the adopted the new Moscow Comprehensive Plan in 2000, which places a high emphasis on Downtown Moscow. All of these community efforts played an important role in formulating this revitalization plan. 1 The Moscow Community Retreat was held in June 1998 with nearly 200 people attending and Tom Hudson facilitating. 2 The Downtown Moscow Economic Summit was conducted by HyettPalma, Inc. in September, 1998 Public Participation & Visioning Process Page 2-1 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan MOSCOW COMMUNITY RETREAT Summary of Recommendations • Increase parking at Gritman Hospital and for nearby physicians offices by vacating part of 8th Street. • Prioritize Bill Chipman Palouse Trail to Pullman • Vision for the Linear Park • New boulevards and open space • Ice skating facilities • On-street bike lanes/Make Moscow a bike/pedestrian friendly place – this can be accomplished by developing a comprehensive bicycle safety program, reducing motorist access in downtown areas, and continuing to develop an integrated network of bike paths and sidewalks. • Community center for seniors and other activities • Plant street trees and others as part of long term plan It was through these planning efforts that the community realized a comprehensive strategy with specific and acheivable actions was needed for Downtown Moscow. While the community was generally pleased with downtown, they collectively saw a great deal of potential to build on existing success. DOWNTOWN MOSCOW ECONOMIC SUMMIT 1998 Vision for 2005 • Retain the greatest number of existing businesses, making them stronger and more viable to better serve the marketplace • Maintain a collection of unique and interesting businesses • Provide a broad mix of businesses including the addition of the following: o Evening restaurants o Art galleries o Music offerings o More outdoor uses o Year-round farmers market o Basic apparel for men, women, and children o Specialty prepared foods o Business incubator o Hands-on museum for children and adults o Winter classes and demonstrations o Coffee house/cyber café in library o Performing arts theater/small venue o Indoor, family entertainment center o Uses for students other than bars and sporting goods Public Participation & Visioning Process Page 2-2 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan DOWNTOWN MOSCOW ECONOMIC SUMMIT 1998 Vision for 2005 • Retain the greatest number of existing businesses, making them stronger and more viable to better serve the marketplace • Maintain a collection of unique and interesting businesses • Provide a broad mix of businesses including the addition of the following: o Evening restaurants o Art galleries o Music offerings o More outdoor uses o Year-round farmers market o Basic apparel for men, women, and children o Specialty prepared foods o Business incubator o Hands-on museum for children and adults o Winter classes and demonstrations o Coffee house/cyber café in library o Performing arts theater/small venue o Indoor, family entertainment center o Uses for students other than bars and sporting goods 2.2 The “Visioning” Process A comprehensive visioning process was carried out as part of the Downtown Revitalization Plan providing multiple opportunities for residents and stakeholders to participate. The “visioning” process included not only workshops that were open to all community participants, but also meetings with groups, individuals, charrettes with students, discussions at community civic events and anecdotal comments returned on questionnaires and received in the mail. Numerous meeting locations and venues were used to collect the ideas, visions and dreams of a broad spectrum of the community. The main objectives of the “visioning” process were as follows: • Establish a clear “Vision” for the Downtown • Clarify Downtown goals and objectives • Inform and empower downtown stakeholders and the general public • Create focus groups and research of successful revitalization processes in other communities • Conduct and review a series of community surveys • Develop local leadership in the revitalization process Public Participation & Visioning Process Page 2-3 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan The first formal public “visioning” workshop was held in the City Council chambers on May 1, 2001. Approximately 30 community stakeholders participated in this initial interactive forum and identified downtown’s weaknesses, opportunities and threats. This was followed by a series of formal and informal workshops, meetings and discussions that continued from May through December of 2001. Spring and Summer 2001 At the May workshop the public was engaged to respond to several questions and images that were used as springboards for discussion about how the community sees itself and what are the community’s visions of the future downtown. The participants were challenged to questions, metaphorical thinking, analogies and visualization images. The complete responses and mission/vision statements are included in the Appendix of the report. The challenges included: “If Moscow were a car, what kind of car is it?” “How is downtown Moscow like or not like a carnival?” “How is downtown Moscow like or not like a cruise ship?” “How is downtown Moscow like or not like a vacuum cleaner?” “Visual downtown on a Saturday night in October 2005…What do you see?” t “Visual downtown on a December evening in 2005…Wha do you see?” “Visual downtown on Saturday morning in July 2005…What do you see?” “What is Moscow doing for the travel market in downtown? “What matters most to Moscow for the downtown?” “What matters most to downtown?” “Write a Mission/Vision Statement for the Downtown.” Example Mission/Vision Statements excerpted from participants at the May workshop: • We need a stronger emphasis on diversity in the business sector. For example, restaurants and other eating establishments with a diverse selection of entertainment and recreational activities. Historic development or restoration of the Arts, catering to new and upcoming Artisans as well as a stronger interaction between Moscow and the University of Idaho staff and personnel. • A vibrant community that emphasizes environment, art, sidewalk cafes, music, while drawing a wide diversity of socio-economic residents to its streets. • I want a downtown that is friendly, safe and where I can feel wanted and familiar • Create an organization that will coordinate marketing and physical/visual improvements using Moscow’s historic character and cultural activities as magnets. Public Participation & Visioning Process Page 2-4 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • Become a model city that has never been seen in other places. Healthy downtown can be done if a glass dome/cylinder (vacuum on its side is installed over downtown Main Street. • Downtown Moscow needs to expand its diversity of shops to include retail opportunities for tourists and University of Idaho students, faculty and staff. • Transform the core downtown area by making it more aesthetically appealing, giving it more of an organized, collective feel. • Organize a marketing committee to broaden market capability and lower business turnover and sustain year-round planned downtown events. • Downtown Moscow is the focal point of the community and the region attracting people through an organization to live, work and shop in the attractive setting. • It is the mission of downtown Moscow to provide a richly diverse, artistic community that champions equal access, exceptional service and vibrant energy for people of all ages and cultural backgrounds. During the first week of May and continuing through the summer one-on-one meetings were held with various business, owners, stakeholders and students. A temporary “design office” was set up at the Moscow Chamber of Commerce to serve as a hub for meetings, field visits, design work and communications. On May 5 a booth was set up at the annual Renaissance Fair at which over 200 questionnaires were distributed and collected from community members. Additionally, informal discussions were held with visitors to the booth that represented a broad cross-section of the community. In addition to the May meetings visits were made during the summer to observe the “summer” life of the community and hold informal discussions with stakeholders. Because of their importance, events including Rendezvous-in-the-Park and the Farmer’s Market were visited to observe the “summer” culture and provided excellent opportunities to hold informal discussions with community participants. Fall and Winter 2001 Continuing into the fall a series of workshops and meetings were scheduled to articulate the “vision”, formulate and critique plans, and explore options for implementing the revitalization plan. The schedule included three “visioning” workshops to be conducted at intervals starting in September and continuing through November. Each workshop included a progression of physical plans, economic information, action recommendations and public response and comment. Also, during this time various formal and informal meetings were held with stakeholders, and a group of students from the College of Art and Architecture participated in the workshops, charrrettes and review of the plans and process. A working meeting was held in Public Participation & Visioning Process Page 2-5 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan December with the City Council to present the results of the process and to gather comments from the Council and public. The September 11 workshop was cancelled due to the World Trade Center tragedy. It was decided to combine this workshop with the October 16 workshop. Even with the September setback some meetings were held during the week of September 11 including a student charrette at the College of Art and Architecture. During the time between the September meetings and the October workshop, conceptual plans and preliminary market information were prepared. A PowerPoint presentation including a brief history of the community and “vision” statements prepared as a result of the May workshop and meetings were presented along with preliminary market data at the workshop held at Gritman Medical Center on October 16. The following physical revitalization plan options were presented at a workshop: Public Participation & Visioning Process Page 2-6 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan The “pro’s” and “con’s” of each plan were discussed and the participant’s were given the opportunity to graphically identify which components of the plans were most favorable and least favorable. Each participant was given 5 green dots and 5 red dots. They were then asked to place the dots on the plans. Green dots represented ideas that were most favorable and ones that he or she would encourage. Red dots represented ideas that were least favorable and ones that he or she would not encourage… Green = “That’s a good idea!” Red = “That idea’s not so good.” Opinions varied widely on “good” ideas versus the “not so good ideas”; however, there were several areas of general consensus. Public Participation & Visioning Process Page 2-7 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan “Good Ideas” • Concentrate improvements in the downtown core – Specifically the area of 4th Street and Main Street and Farmer’s Market. • Improve the South Gateway; perhaps include “Visitors’ Center”. • Create a “Civic Core” on 3rd Street and Jefferson. • Encourage room for Otto’s to expand at the current location. • Encourage a Hotel/Conference Center in the Ag-Industrial area. • Improve 6th Street connection to campus with pedestrian/streetscape amenities. • Start a trolley or bus system between downtown and campus. • University investment in the downtown and Ag-Industrial area. “Not so Good Ideas” • Hotel/Conference Center downtown or at the South or North Gateways. • Parking garage in the downtown. • Ag-Industrial area converted to “park”. “Pro’s and Con’s”(Partial list) Plan A – “Pro’s” • “Creekside” Commercial area along Paradise Creek • Mixed-use / Residential on 6th • Increases living space downtown • Good location of Hotel / Conf. • Addresses “forgotten” areas along Paradise Creek Plan A – “Con’s” • Needs better connection between downtown and campus • Looks like a university project and not downtown project • Needs expanded transit loop • Add children’s garden in ag center / school of education / ag / art / arch. Plan B – “Pro’s” • Civic Core • Adaptive re-use of ag buildings / business / museum • Otto’s “Emporium” (Otto’s expanded at current site) Plan B – “Con’s” • Hotel / Conf. downtown is too dense • Less strength in connection to campus • Farmer’s market is moved out of downtown These plans were reviewed and discussed and interim plans and sketches were prepared and circulated for review and comment. A workshop was held on November 13th at the recently Public Participation & Visioning Process Page 2-8 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan completed community center in the 1912 Building. Revised plans and sketches were presented and additional market information along with questionnaire results were summarized and critiqued. An outline action plan was also presented. Once again the participants were asked to express their opinions about the plans and information provided. Comments were varied; however, much of the discussion focused upon the result of the questionnaires and the market data. A long term improvement plan was presented and the participants were asked to weigh in with comments and prioritization of improvements. Conceptual Long Term Plan – “Priority’s and Focus Areas” • Highest priority = Improvements to Center of Downtown 4th and Main Civic Core 6th and Jackson Create an historic district • High priority = Gateways (emphasis on South Gateway) Improvements in the area of Otto’s Intersection improvements along Main, 6th, Jackson and Washington • Priority = Mixed-Use area / Hotel & Conference Parking deck on Jefferson (west side of the high school) Other Comments • This plan focuses too much on development and not enough on the downtown. • We need recommendations for immediate short term improvements that we can implement – such as Christmas lights. The plans and sketches were refined and presented to the City Council for comments in mid-December. The market analysis and action plan were subsequently distributed for review and comment. (Larger size prints of the plans and sketches are included in the Appendix of this report.) Public Participation & Visioning Process Page 2-9 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan VISION STATEMENT The downtown will become the heart of the city and region. The historic downtown will become the center of shopping, working, Living and playing – serving the needs of residents, students and visitors. It will become the regions cultural center for arts and entertainment. GOALS AND OBJECTIVES • Leadership • Organization and management • Planning and design • Finance and economic structuring • Marketing and promotion • Culture 2.3 Downtown Moscow Revitalization Committee The Downtown Moscow Revitalization Committee oversaw the plan and represented various public and private interests. The Committee was instrumental in gathering information, generating public interest and input, and reviewing various elements of the plan. This core group should continue to meet after the acceptance of the Revitalization Process to initiate the implementation process, including the development of a formal downtown organization. Public Participation & Visioning Process Page 2-10 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan 2.4 Meetings with the Stakeholders A series of meeting were held with individual business owners, property owners, and other groups involved in downtown business, cultural or social activities. City department heads, economic development officials, City Councilors, and University of Idaho representatives were all solicited for input on various downtown issues. Through the vision process, committee meetings, and interviews with key stakeholders, it was determined that one of the best opportunity to expand Downtown Moscow’s market is by building on existing markets. Customers who are already patronizing downtown stores were considered the best resource for new businesses and for expanded lines of goods and services in existing businesses. 2.5 Public Survey Results In order to determine who the existing customers are, their needs and desires, and perceptions about downtown, a series of surveys were conducted of downtown business owners, downtown property owners and area residents. (The Downtown Moscow Survey Forms and the full results of the survey are included in Appendix Business Owners - Approximately 300 Downtown Business Surveys were distributed to each business owner in the district in May 2001. A total of 69 surveys were returned for a response rate of about 23%. Approximately 30% of the business respondents were restaurant or retail operators, and the majority of the rest were providers of professional services. The majority of business owners were renters (71%) and the average square footage of the responding businesses was about 3,000. Primary Goals of the Downtown Survey • Assess market potential and consumer demand, habits, preferences and attitudes. • Identify and target customers including local and regional residents, tourists, downtown employees, business owners, and University staff and students. The majority of business owners (68%) indicated that business had grown over the past 3 years and attributed it to a strong economy. Most responding businesses have been in Downtown Moscow for over 4 years (81%) generally indicating a low turnover rate. The majority of businesses generate 75% of their business from customers within 15 miles of Downtown. Based on this response and statistical analysis for the market Study we have determined this to be Downtown Moscow’s Primary Trade Area. Property Owners - Approximately 250 Downtown Property Owner Surveys were also distributed in May 2001 and 41 were returned for a 16% response rate. A significant majority of property owners (71%) have owned their building for more than 10 years but very few were business operators as well. Few owners had indicated that they have made any improvements to their buildings over the past 3 years while about 54% indicated that rents have stayed the same or increased over the same period of time. Public Participation & Visioning Process Page 2-11 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Area Residents - Palouse Area residents were surveyed by several methods. A total of 5,000 surveys were inserted into the Moscow Daily News in May 2001 and distributed to subscribers around the region. A customer intercept survey was also conducted in April at the Renaissance Festival and again in July at the Art in the Park Festival. A total of 173 area residents completed the survey. The survey respondents were fairly young (reflecting the median age of the community) with 21% under the age of 24 and another 54% between 25 and 49 years. The vast majority (79%) was residents of Moscow and about half had lived in the area for over 5 years. The majority of residents worked in Moscow and 14% were students at the University of Idaho. Approximately 70% of respondents lived in downtown or within walking distance. About two-thirds of respondents patronize downtown stores and restaurants at least 2 or 3 times a week, and mostly in the daytime hours. Forty-two percent (42%) of respondents indicated that they spent between $50-$100 per month in downtown while another 17% estimated that they spend between $100-$200 per month. Survey Comparisons – Each business, property owners and resident survey included an identical table asking them to rate various downtown attributes and ideas. The results of these questions are included in Figure 2-2. According to the surveys, business and property owners rated parking as the weakest attribute in downtown (43% and 53% rated parking as “poor” respectively). However, area residents didn’t feel that parking was a major constraint and a majority rated this attribute as “good” to “excellent”. The majority of all three survey groups did respond that parking management needed to be improved and additional parking added over time. Promotion of downtown was a concern for all three groups with the highest percent of residents and property owners placing promotions in the “poor” category. The majority of property and business owners rated downtown events as “fair” to “poor” while the area residents rated events as “fair” to “good”. Preserving historic character was an important goal with 80% responding in favor for all three survey group. Area residents as well as business owners were also highly in favor of more cultural and entertainment (88% and 85% respectively) while property owners were less enthusiastic (50% in favor). All three groups strongly supported improved connections between the University of Idaho campus and Main Street. Area residents and business owners are also in favor of improving building appearance and more residential use of upper floor space while the majority property owners did not support this idea. All three groups were strongly in favor of more outdoor dining. Area residents indicated a strong interest (83%) for more attractive street furniture but business owners (44%) and property owners (53%) were less supportive. All three groups indicated very little support for two-way traffic flow on both Jackson Street and Washington Street. Public Participation & Visioning Process Page 2-12 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Figure 2-2A: Downtown Moscow Business Survey Responses How would you rate the following attributes in Downtown Moscow? Excellent Good Fair Poor Category No. % No. % No. % No. % Total Parking 0 0% 6 21% 10 36% 12 43% 28 Cleanliness 1 4% 16 57% 8 29% 3 11% 28 Traffic Circulation 0 0% 13 46% 13 46% 2 7% 28 Shopping Hours 1 4% 19 68% 8 29% 0 0% 28 Promotions 0 0% 6 21% 19 68% 3 11% 28 Downtown Events 2 7% 6 21% 16 57% 4 14% 28 Crime Prevent on i 7 25% 20 71% 1 4% 0 0% 28 Quality of Business 4 14% 18 64% 4 14% 2 7% 28 Business Selection 1 4% 14 54% 9 35% 2 8% 26 Customer Service 4 15% 17 63% 6 22% 0 0% 27 Sidewalk Maintenance 1 4% 10 36% 11 39% 6 21% 28 Snow Removal 1 4% 10 36% 12 43% 5 18% 28 TOTAL 22 7% 155 47% 117 35% 39 12% 333 Do you favor the following ideas? Yes No Not Sure Category No. % No. % No. % Total More Mixed Uses 15 58% 6 23% 5 19% 26 Two-way traffic flow on: Main St. 22 85% 2 8% 2 8% 26 Washington St. 4 15% 19 73% 3 12% 26 Jackson St. 4 16% 19 76% 2 8% 25 More Res. Use above Stores 20 71% 4 14% 4 14% 28 Expand Outdoor Dining 23 85% 1 4% 3 11% 27 Improve connection - Main St. and UI 20 77% 3 12% 3 12% 26 Preserve historic character 24 89% 2 7% 1 4% 27 Increase public parking 20 74% 2 7% 5 19% 27 Improve parking management 22 85% 3 12% 1 4% 26 More police presence (bikes, walking) 10 38% 12 46% 4 15% 26 Building appearance improvements 19 70% 4 15% 4 15% 27 More year-round types of businesses 23 82% 4 14% 1 4% 28 More attractive sidewalks & furniture 11 42% 5 19% 10 38% 26 More cultural & entertainment 22 85% 2 8% 2 8% 26 TOTAL 259 65% 88 22% 50 13% 397 Public Participation & Visioning Process Page 2-13 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Figure 2-2B: Downtown Moscow Property Owner Survey Responses How would you rate the following attributes in Downtown Moscow? Excellent Good Fair Poor Category No. % No. % No. % No. % Total Parking 0 0% 3 20% 4 27% 8 53% 15 Cleanliness 0 0% 7 44% 8 50% 1 6% 16 Traffic Circulation 0 0% 6 38% 8 50% 2 13% 16 Shopping Hours 0 0% 6 40% 9 60% 0 0% 15 Promotions 0 0% 2 15% 8 62% 3 23% 13 Downtown Events 0 0% 7 50% 5 36% 2 14% 14 Crime Prevention 2 13% 11 73% 2 13% 0 0% 15 Quality of Business 1 7% 9 60% 3 20% 2 13% 15 Business Selection 0 0% 3 20% 8 53% 4 27% 15 Customer Service 0 0% 11 73% 2 13% 2 13% 15 Sidewalk Maintenance 1 6% 6 38% 7 44% 2 13% 16 Snow Removal 0 0% 8 53% 6 40% 1 7% 15 TOTAL 4 2% 79 44% 70 39% 27 15% 180 Do you favor the following ideas? Yes No Not Sure Category No. % No. % No. % Total More Mixed Uses 4 25% 5 31% 7 44% 16 Two-way traffic flow on: Main St. 16 100% 0 0% 0 0% 16 Washington St. 4 27% 11 73% 0 0% 15 Jackson St. 4 27% 11 73% 0 0% 15 More Res. Use above Stores 7 44% 3 19% 6 38% 16 Expand Outdoor Dining 10 67% 4 27% 1 7% 15 Improve connection - Main St. and UI 14 88% 1 6% 1 6% 16 Preserve historic character 12 80% 2 13% 1 7% 15 Increase public parking 15 94% 0 0% 1 6% 16 Improve parking management 11 69% 3 19% 2 13% 16 More police presence (bikes, walking) 7 44% 5 31% 4 25% 16 Building appearance improvements 7 50% 4 29% 3 21% 14 More year-round types of businesses 8 53% 3 20% 4 27% 15 More attractive sidewalks & furniture 8 53% 4 27% 3 20% 15 More cultural & entertainment 8 50% 4 25% 4 25% 16 TOTAL 135 58% 60 26% 37 16% 232 A total of 16 property owners responded to this portion of the survey Public Participation & Visioning Process Page 2-14 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Public Participation & Visioning Process Page 2-15 Figure 2-2C: Downtown Moscow Survey Results of Palouse Area Residents How would you rate the following attributes in Downtown Moscow? Excellent Good Fair Poor Category No. % No. % No. % No. % Total Parking 18 11% 72 45% 52 33% 18 11% 160 Cleanliness 36 22% 93 57% 32 20% 1 1% 162 Traffic Circulation 10 6% 70 43% 70 43% 12 7% 162 Shopping Hours 11 7% 82 52% 51 32% 15 9% 159 Promotions 9 7% 52 39% 54 40% 19 14% 134 Downtown Events 28 19% 78 52% 35 23% 9 6% 150 Crime Prevention 43 29% 93 63% 10 7% 2 1% 148 Quality of Business 34 21% 98 62% 26 16% 1 1% 159 Business Selection 20 13% 66 43% 66 43% 2 1% 154 Customer Service 42 27% 95 60% 17 11% 4 3% 158 Sidewalk Maintenance 28 18% 106 67% 21 13% 3 2% 158 Snow Removal 27 17% 83 53% 37 24% 9 6% 156 TOTAL 306 16% 988 53% 471 25% 95 5% 1860 Do you favor the following ideas? Yes No Not Sure Category No. % No. % No. % Total More Mixed Uses 72 48% 32 21% 46 31% 150 Two-way traffic flow on: Main St. 96 64% 31 21% 22 15% 149 Washington St. 31 21% 89 61% 25 17% 145 Jackson St. 29 20% 91 64% 22 15% 142 More Res. Use above Stores 92 61% 34 23% 24 16% 150 Expand Outdoor Dining 136 88% 8 5% 10 6% 154 Improve connection - Main St. and UI 114 75% 21 14% 18 12% 153 Preserve historic character 136 88% 9 6% 10 6% 155 Increase public parking 83 54% 41 27% 30 19% 154 Improve parking management 84 55% 24 16% 45 29% 153 More police presence (bikes, walking) 46 31% 66 44% 37 25% 149 Building appearance improvements 99 66% 26 17% 26 17% 151 More year-round types of businesses 116 77% 8 5% 27 18% 151 More attractive sidewalks & furniture 125 83% 11 7% 14 9% 150 More cultural & entertainment 137 89% 7 5% 10 6% 154 TOTAL 1396 62% 498 22% 366 16% 2260 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan CHAPTER 3 THE PHYSICAL & SOCIAL ENVIRONMENT A comprehensive inventory of existing conditions was conducted in the Downtown Moscow District. The Study Area included 47 blocks generally covering the Central Business District north to E Street, South to Sweet Avenue, East to Jefferson Street and West to the railroad tracks on 6th Street. (See Map 3-1 below). The core business area is centered on Main Street and covers all existing businesses between D Street, State Highway 8, Washington Street and 6th Street to the railroad tracks. This analysis includes a full inventory of businesses, properties and available spaces (those occupied or vacant), types of business and land uses, employment, and sales volume, the general physical environment, downtown anchors and business clusters. 3.1 Downtown Property Inventory & Analysis Property Inventory A comprehensive inventory of all property located in the Downtown Business District identified an estimated183 properties with a combined assessed value of over $30 million. A breakdown of property values indicated that buildings accounted for over $23.1 million and property values $7.4 million. The breakdown of building designation is illustrated in Table 3- 1 below. (A full list of downtown properties in included in Appendix 2. Table 3-1: Downtown Property Summary by Category Use Category Number Description Combined Value 21 6 Commercial Land $16,718,026 30 1 Non-Res. Improvement on Lot $35,001 41 34 Residential Building $2,682,255 42 123 Commercial Building $27,607,030 67 3 Operating Property (i.e. Utility) NR 81 16 Tax Exempt (Public & Non-Profit) NR TOTAL 183 $30,571,786 Latah County Assessors Office, 2001 As a percentage of all taxable property in the City, Downtown Moscow property represents only about 5.4%. The total value of downtown properties, however, is significantly higher that listed in Table 3-1 due to the fact that public and other non-taxable properties are not given a listed value by the County Assessors Office. Nonetheless, there are a significant number of these public and non-profit properties. Many are used for commercial enterprise and contribute significantly to Downtown Moscow, both in terms of value and customer draw. The Physical & Social Environment Page 3-1 ---PAGE BREAK--- file:///GI/MOSCOW/MAP3-1.jpg (1 of 2) [8/5/02 4:50:55 PM] ---PAGE BREAK--- file:///GI/MOSCOW/MAP3-1.jpg file:///GI/MOSCOW/MAP3-1.jpg (2 of 2) [8/5/02 4:50:55 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 3-2 represents the distribution of downtown property by block, assessed value, and use. As illustrated, the most valuable properties are located in blocks 4, 9, 11, and 15, which represents the core of the downtown area. Block 11 (between Main and Jackson, and First and Third Streets) had the highest property values. When some of the smaller blocks were added together, the downtown core area along Main Street between First Street and Sixth Street represented the highest property values. Table 3-2: Downtown Moscow Property Use & Value by Block Block Total Properties Use Code Number) Total Value 2 4 42(4) $744,600 4 11 21(1),41(3),42(7) $2,151,778 5 5 41 42(3) $1,106,944 6 6 21(1),41(3),42(2) $559,863 7 4 42(3),81(1) $732,100 8 6 21 42 81(1) $1,490,200 9 15 42(12), 67(3) $2,097,200 10 5 42(4), 81(1) $1,536,770 11 14 42(13), 81(1) $2,550,700 12 8 21(1), 41(4), 42(3) $845,823 13 8 41(2), 42(3), 81(3) $677,250 14 1 81(1) NR 15 6 42(6) $1,799,000 16 5 42(4), 81(1) $984,400 17 7 42(6), 81(1) $1,301,400 18 6 42(5), 81(1) $1,082,400 19 9 42(9) $1,526,100 20 5 42(5) $1,827,300 21 6 21(1), 42(3), 81(2) $549,900 22 5 41(1), 42(4) $897,910 23 3 42(1), 81(1) $118,000 24 7 41(4), 42(3) $713,143 25 4 21(1), 42(3) $812,100 27 1 42(1) $226,000 29 6 41(2), 42(4) $1,205,493 36 7 41(3), 42(3), 81(1) $718,486 37 13 41(7), 42(6) $1,742,234 44 6 30(1), 41(3), 42(2) $574,692 Total 183 $30,571,786 The Physical & Social Environment Page 3-2 ---PAGE BREAK--- file:///GI/MOSCOW/MAP3-2.jpg [8/5/02 4:52:32 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Commercial Uses Combined commercial space represents the largest property use in Downtown Moscow. Using baseline information, trends in commercial property uses were analyzed and are illustrated in Table 3-3 below. Table 3-3: Downtown Core Area Commercial Uses Retail/Rest. Prof. Serv. Other Notable Block Use Use Uses 7 13,890 6,289Medical Offices, LCGA 8 9,100 21,696Moscow Fire Department 9 35,693 4,800Royal Inn (37 units), Church 10 16,535 23,113Moscow Hotel (46 units) 11 29,420 8,874United Church of Moscow 12 11,060 0Eagles Lodge 14 0 62,424Gritman Hospital (62 beds) 15 25,439 23,786Key Bank 16 27,845 240Kenworthy (480) & Nuart (427) 17 27,902 8,836Howard Hughes 18 32,323 18,884Moscow Police Station 19 20,434 35,305Martins Auto 20 13,332 17,812Kenworthy Plaza 21 12,318 3,459CJ Dance Club TOTAL 275,291 235,518 Source: Downtown Moscow Parking Study, 1993 Commercial use patterns have been distribution in a natural and complimentary way in keeping with the street grid of Downtown Moscow. The highest density and variety of uses are located in the Downtown Core, and several business clusters are developing including restaurants, professional offices, and medical offices. (Business clusters are described in more detail in Chapter 4: Downtown Market Analysis). Essential commercial services are also being provided and maintained in downtown. Some examples would include banks, drug stores, hardware, grocery stores and clothing stores. Downtown Moscow is a place of “necessity” for local residents, which is critical for community support and long-term viability. Food and entertainment uses have been growing in Downtown Moscow. Many smaller downtowns are relying more of food and entertainment growth opportunities such as restaurants, theaters, museums, and active recreation. This is important for maintaining and expanding the residential base in downtown, and making a stronger connection to the University of Idaho. The Physical & Social Environment Page 3-3 ---PAGE BREAK--- file:///GI/MOSCOW/MAP3-3.jpg [8/5/02 4:53:43 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Residential Uses Downtown residents are the primary business customers for the district and provide a built in security for businesses. An inventory of downtown housing stock was drawn from the 2000 Census, which is listed in Table 3-4 The total number of residents in the Downtown District is 1,132, which represents only 5% of the City’s total population. The Downtown Core on Main Street includes only 190 residents representing only 1% of total population. The median age of downtown residents (28.5), particularly in the Core District (29.9), exceeds the City’s overall median age of 24.4. Downtown contains 606 housing units, which represents 8% of the City’s total of 8,029. The Core District contains only a small amount of the downtown units with 140. The majority of downtown housing units (495) are rentals. New incentives need to be incorporated into local policies and plans to expand downtown housing’s stock particularly for graduate students and professionals that work in downtown or attend the University of Idaho. Industrial Use Issues There are few industrial uses located in the Downtown District most of which are located on the southern end next to the railroad tracts and adjacent to the University of Idaho. Historically, Downtown Moscow has served as the base of industry for the City as well as the region. However, as the economy has declined in agriculture and forestry - two very important industries in the region – so have the industrial uses in Downtown. The largest industrial use is the Latah County Growers facilities located along the railroad tracts. Several of these buildings are currently vacant or underutilized. However, new opportunities for light industrial uses, high-tech, incubator space and collaborations with the University for research facilities exist and should be explored. Public Uses Public spaces, services and organizations are drawing significant numbers of residents and visitors to Downtown. The City and County governments are located on the edge of the Downtown District as are several federal facilities. Additionally, several service providers that regularly work with government agencies (i.e. social and human service agencies) are located downtown. Maintaining and enhancing these facilities is important in supporting private businesses and residential investment in the area. The Physical & Social Environment Page 3-4 ---PAGE BREAK--- file:///GI/MOSCOW/MAP3-4.jpg (1 of 2) [8/5/02 4:56:05 PM] ---PAGE BREAK--- file:///GI/MOSCOW/MAP3-4.jpg file:///GI/MOSCOW/MAP3-4.jpg (2 of 2) [8/5/02 4:56:05 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 3-4 Downtown Moscow Population & Housing, 2000 Census Tracts Total Pop. Med. Age Total HHs Total H.U.s Rent-Occ. CITY-WIDE 21,291 24.4 7,724 8,029 4,343 Census Tract 51 Block Group 1 1042 45 26.4 25 27 21 1043 0 0 0 0 0 Block Group 3 3003 42 26 24 25 18 3004 31 24.8 20 21 17 3005 23 30.5 10 10 8 3006 49 25.4 22 22 14 3007 58 33 37 40 22 3017 13 28.2 9 10 9 3018 42 43.5 37 39 35 3019 0 0 0 0 0 3020 0 0 0 0 0 3021 0 0 0 0 0 Block Group 4 4000 2 76.5 2 2 0 4001 5 9.5 1 1 1 4002 0 0 0 0 0 4003 32 26.5 13 13 11 4004 93 24.1 63 63 62 4005 53 25.1 28 29 23 Block Group 5 5002 0 0 0 0 0 5003 20 27 13 13 13 5004 63 24.1 45 46 45 5005 19 25.9 14 15 13 5006 35 23.1 20 25 17 5007 35 24.8 25 29 21 5008 17 27.5 8 13 6 5009 107 25.1 64 67 59 5012 4 40 1 1 0 5013 47 31.2 32 32 32 5014 0 0 0 0 0 5015 9 40.5 5 5 5 5016 0 0 0 0 0 Census Tract 53 Block Group 3 3003 45 22.8 18 18 18 3004 0 0 0 0 0 3005 0 0 0 0 0 3006 18 25.7 8 8 4 3013 19 24.3 10 10 10 3014 4 22.5 2 4 2 3015 6 27 3 4 3 3016 19 27.5 8 8 2 3023 3 23.3 1 1 1 Census Tract 54 Block Group 3 3001 0 0 0 0 0 3010 0 0 0 0 0 3011 0 0 0 0 0 3012 174 20.2 3 5 3 TOTAL DOWNTOWN 1,132 28.5 571 606 495 % OF TOTAL 5% 117% 7% 8% 11% DOWNTOWN CORE 190 29.9 129 140 120 % OF TOTAL 1% 123% 2% 2% 3% Source: U.S. Census Bureau, 1990 and 2000 Bold Blocks indicate Downtown Core Area The Physical & Social Environment Page 3-5 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Potential Uses of the Property Inventory From the downtown building and land Inventory, a Downtown District Map and Business Directory should be developed. Additionally, a SPACE (SPace Available for Commercial Enterprise) Report should be developed. The SPACE inventory should list available building space for rent and/or sale in the Downtown Area. It can be designed and cataloged to assist prospective entrepreneurs and investors to locate the most suitable buildings for new or expanding businesses. The inventory should include detailed information on costs, square footage, adjacent uses, real estate contacts, parking, and other important information needed for site selection. The SPACE Inventory should be distributed to the following: • The City of Moscow and LEDC • Moscow Redevelopment Authority • Latah County Planning Department • All area real estate businesses • The Moscow Area Chamber of Commerce • University of Idaho • Downtown Business and Property Owners • Other organizations that can assist new businesses in locating in the Downtown Area. 3.2 Downtown Environment & Opportunities The physical environment of the downtown currently has a very strong fabric of buildings and streetscape that should be enhanced to encourage shopping, visiting, events and activities that provide opportunities for the cultivating business growth and expansion. Several opportunity areas are listed below and a detailed description of public improvements is included in Section 5. Improvements and Opportunity Areas include: • Signage and “Wayfinding” Systems • Public Performance and Civic Event Areas • Downtown “Gateway” Improvements • Sixth Street Connection to University • Agricultural Heritage Center & Park • Expansion Public Farmers Market • Alternative Transportation Oppotunities • Long-Term Housing • Streetscape Improvements • Street and Pedestrian Level Lighting • Façade Improvements The Physical & Social Environment Page 3-6 ---PAGE BREAK--- file:///GI/MOSCOW/FIGURE3-1.jpg (1 of 2) [8/5/02 4:45:34 PM] ---PAGE BREAK--- file:///GI/MOSCOW/FIGURE3-1.jpg file:///GI/MOSCOW/FIGURE3-1.jpg (2 of 2) [8/5/02 4:45:34 PM] ---PAGE BREAK--- file:///GI/MOSCOW/FIGURE3-1.jpg (1 of 2) [8/5/02 4:45:34 PM] ---PAGE BREAK--- file:///GI/MOSCOW/FIGURE3-1.jpg file:///GI/MOSCOW/FIGURE3-1.jpg (2 of 2) [8/5/02 4:45:34 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Gateways Attractive entrances (or gateways) into downtown are critical to making a good impression on visitors and potential customers. Downtown Moscow’s main gateways include the following: • Washington Street at State Highway 8 (the South Couplet) • Jackson Street at Main Street (the North Couplet) • Sixth Street Connection to the University of Idaho Each of these approaches pose challenges to the vitality of downtown. From a traffic flow point of view, the north and south couplets route vehicles around Main Street at a fairly high travel speed. The unfamiliar driver can easily miss downtown entirely. Poor quality sign contributes to the problem. The Sixth Street corridor is the primary gateway to the University. Traffic congestion, dilapidated buildings and auto-oriented businesses, and limited landscaping, however, discourage students and faculty from using this corridor particularly at night. Each of Downtown Moscow’s main gateways should be redesigned and enhanced to create a welcoming atmosphere. Specific treatments should include traffic calming measures such as center medians, neckdowns and possibly roundabouts to slow traffic and provide safe access by pedestrians. New landscaping including street trees, shrubs and flowers should also be used to enhance these links as well as high-quality, visible directional signage. Finally, each gateway should contain a “Welcome to Downtown Moscow” sign. Streetscape & Furnishings The current Main Street streetscape has a good structure. The scale is very pedestrian; both buildings and trees combine to provide an attractive pedestrian environment. The trees have reached a size that they provide scale and shade and have nearly reached the appearance of providing a full canopy over Main Street. However, Main Street and the surrounding side streets are in need of improvement. Sidewalks and crosswalks need improvement in many areas of the downtown as well as cross streets. New efficient and safe pedestrian scale lighting is needed throughout the downtown to make visitors comfortable in the evenings. The addition of street furnishings such as benches and trash receptacles is generally lacking. Gathering locations such as Fourth Street and Friendship Square need “a new look” to provide a stage for the Farmer’s market and expanded events and activities. These areas of downtown are basically worn out and out-dated. New improvements can make these areas and all of the downtown much more attractive and create a much enhanced business- friendly environment. The Physical & Social Environment Page 3-7 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Signage and Wayfinding The downtown is desperately in need of a signage and wayfinding system. The current signage is insufficient. New and very recognizable signage should be placed at key locations along Washington and Jackson Streets to guide visitors to public parking and Main Street. Kiosks should be located at key locations such as public parking areas and prominent downtown locations to direct visitors to businesses and services. Sense of safety According to the business, property owners, and area resident surveys, downtown visitors and residents generally feel safe downtown. There are, however, particular areas of concern particularly at night including the 6th Street corridor and College Street which both connect downtown with the campus. Additionally, a few public and private parking lots located behind Main Street with access to Jefferson Street and Washington Street have been identified as safety concerns. Crime report data from the Moscow Police Department indicate that Downtown Moscow as well as the city at large is a very safe environment. Most of the safety issues associated with downtown have to do with poorly lit lots and streets giving the perception that they are unsafe. Overall, this is a minor problem and can easily be resolved Maintenance All new improvements should be low maintenance. The use of durable materials for lighting, surfaces and pedestrian furnishings is critical to avoiding long term costs associated with maintenance and replacement. While the initial costs may be higher the life cycle cost of higher quality durable materials will outweigh the long term maintenance and replacement costs. Materials should be selected that can be easily maintained by City staff, avoiding specialty custom construction. City Public Works staff should be included in the review of proposed fixtures and furnishings. Facades A comprehensive photo record was made of the Main Street facades and other structures in the project area by “Teddi” Lindley of the University of Idaho Facilities Department. The photos provide a record of the existing condition and appearance of Main Street facades. The existing conditions and styles of the structures vary widely. However, the core downtown buildings have for the most part withstood the test of time and could be relatively easily preserved or restored to there original facades. A façade program should be implemented and linked closely to the establishment of an historic district. These programs provide incentives for business and property owners to make improvements to the appearance of their buildings and storefronts. The Physical & Social Environment Page 3-8 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Accessibility According to City and University officials, several downtown buildings do not meet the current Americans with Disabilities (ADA) requirements for handicapped accessibility. In particular, only a handful of local restaurants and hotels are up to code requirements. This has been a limiting factor is Moscow’s ability to hold statewide or publicly-sponsored conference which require accessibility for all attendants. The Disability Action Center should be consulted during the design phase of public and private improvements. Investment Opportunities It is important for City, University and economic development organizations to understand the reasons why investment in the form of new development, redevelopment and rehabilitation is not taking place at a paced desired by the community. It is also important to focus public attention and participation on the issues elements that may increase the likelihood of investment, and monitor how the investment climate might be improving. Several variables related to the downtown environment affect investment interest and need to be considered: Vacancy – This is one of the strongest indicators. A vacancy rate of 5% or less is a sign of a healthy business district and good investment opportunity. Above 20% is a sign of a poor investment environment. Downtown Moscow has a fairly low vacancy rate, particularly at ground level, which is a positive sign for investment. Appearance – The physical appearance of public areas is a strong indicator of the City’s commitment and importance it places on downtown. If it is attractive, clean, active, and has good public improvements it is a sign of potentially good investment. Downtown Moscow’s public environment including its streetscape, furnishing, and parks are somewhat dated and, in given areas, poorly maintained. Economic Activities – The more diverse downtown is the more likely that different developments will succeed. Retailing is an essential ingredient. Strong downtowns and investment opportunities are where there is a good mix of retail, residential, service, and financial uses. The mix of businesses and uses in Downtown Moscow is quite healthy. There are a variety of civic, retail, restaurant, service and cultural uses that draw customers for a variety of purposes. This bodes well for future investment, which can build off the existing mix and draw to downtown. Health of Business – The more successful existing businesses are the likely that new businesses will be successful. Also, profitable businesses make good tenants, which can justify additional investment in downtown. According to the business survey responses and business analysis (Chapter 4: Market Analysis), Downtown Moscow businesses are, for the most part, growing and thriving. One limitation, however, is the fairly small primary and secondary trade area markets that provide natural boundaries to future economic growth. The Physical & Social Environment Page 3-9 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Downtown Orientation – Strong downtowns accommodate a balance of automobiles, pedestrians and bikes. While Main Street provide an excellent balance between the different modes of transportation, Washington and Jackson Street, connections between the University and downtown, and the north and south couplets are heavily oriented toward the automobile. These are the main gateways to downtown and have created a partial barrier for pedestrians and bicycles. Even automobiles may have a difficult time accessing the commercial core because of poor directional signage and excessive speeds. Parking – Well-planned, well-managed, and conveniently located parking for existing and future uses can add value to downtown and provide a positive investment environment. Downtown Moscow parking is well distributed and accessible. However, like many downtowns, there is a perception by many customers and business owners that not enough parking is being provided. There are opportunities to provide small lots in and around downtown. Additionally, good directional signage and enforcement of short-term spaces can also provide short-term improvements to the parking system. Downtown Location – Location in relation to potential customers and competitors is an important investment factor. Well-located downtown in relation to residential areas, employment centers, transportation routes, competing shopping areas and new commercial development are all important investment factors. Downtown Moscow is very well positioned for the local and regional market with excellent access to residents and employment centers. Additionally, regional competition is limited as discussed in greater detail in the Market Analysis. Change in Downtown – New construction, rehabilitation, additional investment, falling vacancy, and rising rents are all signs of positive changes in downtown that can lead to new investment. These changes have been slow over the past several years in Moscow with only a handful of new developments or rehabilitation projects. Available Financing – The availability, interest rates, and terms of financing have a major impact on the economic feasibility of a real estate investment project in Downtown Moscow. It is also a barometer of what financial institutions make of potential investments in downtown. Some key indicators are the following: • Loan-to-value ratio – How much of the value of the property the lender is willing to loan. Generally, 90% would be a sign of strong investment opportunity. • Interest Rate – If the interest rate is higher in downtown vs. other areas, the lender is less confident in the investment proposed. • Term – The longer the term amount, the less the loan payments will be and the more confidence in lender has in the downtown market. According to the survey of business and property owners, limited available financing has been a deterrent to redevelopment and revitalization in Downtown Moscow. Available Public and Nonprofit Funds – Investment opportunities can be enhanced significantly by entrepreneurial and experienced public/non-profit organizations with good The Physical & Social Environment Page 3-10 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan redevelopment incentive programs. Currently, there are no specific programs or non-profit organizations with a primary purpose of assisting business and property owners in Downtown Moscow. Available Tax Benefits – Investment opportunities can be enhanced by using tax benefit programs as a rehabilitation program such as for low-income housing tax credits and historic rehab tax credits. Again, there are no specific programs established at this point for Downtown Moscow. 3.3 Historic and Cultural Resources Art, culture, and diversity are prevalent in Downtown Moscow. The City has developed extensive programs in this area and the strong influence of the University of Idaho is felt but not dominating. Some of Downtown’s cultural assets include the Farmer’s Market, Rendezvous in the Park, the Renaissance Fair, Mardi Gras, and the Lionel Hampton Jazz Festival. While not all these events occur in downtown, they have a large influence on the area. Friendship Square has become a focal point for Downtown and plays host to the Farmer’s Market from late spring through early autumn each year. It is also the scene of live music and other entertainment venues throughout the year. The Pritchard Art Gallery is owned by University of Idaho and located on Main Street. It hosts several exhibits annually in traditional art, painting, sculpture along with ceramics, photography, glass art, fine craft, computer art, folk art and many more forms of expression. Downtown Moscow, like many “college towns”, has had a reputation for student partying and rowdiness in downtown bars. However, that reputation has faded in recent years as the drinking age has increase and there are fewer places for students to conduct such business. In its place have grown a number of ethnic restaurants and higher quality pubs, which are very important to growing cultural opportunities downtown. Downtown has two historic theaters in the Nuart and Kenworthy. These facilities have undergone preservation and continued use. They serve as a major nighttime draw for downtown and provide numerous opportunities to expand culture and entertainment. Downtown has the opportunity to market itself as a diverse, “culture-friendly” community. The key is for the University and City to blend its collective resources in a cooperative effort. Some potential ideas include artist cooperative housing, expanded entertainment programs at the Nuart and Kenworthy Theaters, expanding the Farmers’ Market, establishing an ethnic restaurant incubator, and developing an arts center including all aspects of theater, music, and visual arts. Downtown Moscow is the historic center of Latah County with several building listed on the National Register of Historic Places including the following: The Physical & Social Environment Page 3-11 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 3-5: Downtown Buildings on the National Register of Historic Places Building Address Year Built Old Moscow Post Office Courthouse (City Hall) 3rd St 1911 McConnell Mansion 110 S. Adams St. 1886 Cornwell Residence 308 S. Hayes St. 1889 Skattaboe Block 4th & Main St. 1891 Carnegie Library 110 S. Jefferson St. 1906 Lievallen Residence 101 S. Almon St. 1884 Davids Building 3rd and Main St SE 1889 Fort Russell Historic District (116 sites) Several Old Moscow High School 410 E. 3rd St. 1912 Preserving historic buildings is important to residents, business owners and property owners as evidenced on the surveys. And while there are several individual listings on the National Register, there are many more building that are eligible and should be on the Register because of their importance to local and regional history. The Physical & BIG PLANS FOR THE 1912 CENTER Family Uses • Senior Center with attached Wellness Center • The Great Room for gatherings, ballroom dancing & receptions • Commercial Kitchen • Auditorium for forums, small performances, workshops • Community Lounge – informal community gathering space Heritage Uses • Historic Classrooms • Moscow’s Hall of Fame • Latah County Historical Society Science Uses • Palouse Discovery Science Center (hands-on learning for all ages.) • Soda Fountain • Earthwatch Center • Life Science Hall • Body Works • Kids Space • Physical Science Arcade • Exhibit Room – for traveling exhibits Art Uses • Gallery – for meetings, receptions, classes and display • Moscow Arts Commission • Arts Workroom – instruction on industrial arts • Ceramics Studio – instruction for ceramics and sculpture • Painting Studio – for visual arts Social Environment Page 3-12 Downtown property owners that have buildings on the National Register may benefit in many ways. For those owners that are restoring historic properties according to standards provided by the Department of Interior there are historic tax credits available. Additionally, individual buildings and districts can be used as a promotion tool for Downtown visitors. There is a growing trend in historic tourism and being on the National Register only enhances this opportunity for bring in visitors. There is a common misperception that the National Register will regulate improvements made to private property. This is not the case. Only local historic districts maintain control over private property unless public funds are used to rehabilitate listed or eligible properties, which would then be subject to state review. ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Some recommendations for preserving and enhancing historic buildings in Downtown Moscow are as follows: • Maintain integrity and appearance of the city’s entrances, corridors, and downtown • Consider the inclusion of the Downtown Historic District on the National Register of Historic Places • Develop incentive programs for historic building restorations • Call attention to significant places, sites and buildings through promotion and walking tours • Zone land to ensure compatibility of land uses and housing types • Document building that are eligible for listing and work with owners to support preservation and appropriate alterations 3.4 Parking and Traffic Circulation Traffic Circulation How people and goods move from one place to another is a fundamental issue that needs to be addressed when planning for future growth in Downtown Moscow. As the community plans to attract new commercial development and expand existing business, adequate transportation infrastructure and services must be provided. Downtown transportation planning principles, however, should not necessary be based on maximizing the level of service (which amounts to streets operating at or above a given average speed), but to keep traffic flowing smoothly within the downtown grid while minimizing traveler delay and enhancing pedestrian and bicycle safety. Slow and steady should be the goal rather than high levels of service ratings and speed, which detract from the sense of community. The majority of downtown traffic is carried on the main north-south (Main Street, Jackson Street, and Washington Street) and east-west corridors (3rd Street and 6th Street). Overall, traffic volumes in the downtown street grid have risen moderately with higher increases on the north-south streets than the east-west streets (See Table 3-6). The three highest daily traffic volume areas are on Main Street (between 8th & Sweet Ave. and D & A Streets), 3rd Street (between Jackson Street and Line Street). The majority of east-west traffic in Downtown Moscow is carried by Third and Sixth Streets and access to the CBD can be a problem at certain times a day. Congestion is also a factor on Sixth Street and alternative roads need to be looked at to carry some traffic and provide better access to CBD. The one-way couplets on Jackson Street and Washington Street have greatly reduced traffic volumes on Main Street allowing for better pedestrian orientation and safety. However, these The Physical & Social Environment Page 3-13 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan couplets have also redirected potential customer traffic away from the CBD and induce higher speeds. The three-lane cross section throughout most of the Jackson and Washington Street corridors provides a significant amount of vehicle capacity compared to the actual traffic volumes. There may be additional opportunities to utilize one o the lanes to provide additional on-street parking spaces for the Central Business District. This would also reduce travel speeds, which creates a barrier between the CBD and surrounding neighborhoods and the University. The north end of Main Street between Third Street and A Street (the one-way section) seems to be particularly disadvantaged by this circulation system. On-street parking has been significantly reduced to provide for 3 travel lanes and traffic speed is noticeably higher. Consequently, property values are lower and the vacancy rates higher here than other sections of Main Street further south with 2-way traffic and on-street parking on both sides. The Physical & Social Environment Page 3-14 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 3-6: Downtown Moscow Daily Traffic Volumes Change in Street and Area 1990 2000 Volume % Change Main Street Between 8th & Sweet Ave. 18851 NA NA NA Between 6th & 8th St. 4348 3682 -666 -15% Between 3rd & 6th 5537 5739 202 4% Between A & 3rd St. 4148 3649 -499 -12% Between D & A St 7867 16411 8544 109% North of D Street (US 95) 6144 11363 5219 85% Jackson Street Between 6th & 8th St. 7008 10364 3356 48% Between 3rd & 6th 10295 11899 1604 16% Between A & 3rd St. 9256 9761 505 5% Between D & A St 6972 8935 1963 28% Washington Street Between 6th & 8th St. 11001 13884 2883 26% Between 3rd & 6th 11440 12544 1104 10% Between A & 3rd St. 6408 7661 1253 20% Between D & A St 1147 877 -270 -24% Almon Street Between 3rd & A St. 1190 984 -206 -17% North of A Street 3953 3790 -163 St. Highway 8 - Between Main & White 10934 11749 815 7% 6th Street Between Washington & Hayes 5497 5889 392 7% Between Jackson & Line St. 11026 10729 -297 3rd Street Between Washington & Hayes 7777 8542 765 10% Between Jackson & Line St. 17617 17361 -256 A Street - Between Almon & Line St. 5760 8485 2725 47% D St. - Between Washington & Hayes 3155 5316 2161 68% Source: State of Idaho Dept. of Transportation The University of Idaho represents a critical resource for the success of Downtown Moscow. Students and faculty regularly walk from campus to Main Street via Main Street and Sixth Street, which directly connect the University with Downtown. However, busy intersections along State Highway 8 deter pedestrian flows up Main Street from the The Physical & Social Environment Page 3-15 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan University. Also, Sixth Street is dark at night without much activity creating the perception of an unsafe corridor. The “livability” of streets declines as volume and speed of traffic increase. Controlling traffic speed is a key to pedestrian-oriented commercial streets. Residents are more likely to walk, bike, and play along streets where speed is low to moderate. Several traffic calming techniques would be very effective in developing a new streetscape for Downtown Moscow that balances the needs of automobiles, pedestrians, and bicycle riders. (See Table 3-7). The goal of these traffic-calming measures is to reduce speed through design (not just posted speed limits). Design speeds between 20 and 35 mph are recommended. Speed limits must be self-enforcing. The width of local streets is probably the most important factor in effective traffic calming (other important factors include high street-side activity, short blocks, on-street parking, short building setbacks, and street trees). Roundabouts are a very effective traffic calming devices for intersections. They typically have more capacity and produce shorter delays than signals when traffic flows are fairly well balanced. Several traffic calming measures are incorporated in the Downtown Moscow conceptual plans for streetscape improvements. Parking The Downtown Moscow Parking System consists of nearly 3,000 public and private spaces, which are generally well distributed throughout the district. Table 3-8 and Map 3-3 illustrate the location and distribution of parking in the district. There are over 1,200 public parking spaces with the majority (75%) located on-street. There are two primary off-street public parking lots located on Jackson Street and Washington Street. Public parking is further divided into limited spaces (3 hours) and all-day spaces. The Services Division of the Police Department carries out parking enforcement. There are no parking meters for public parking and revenue to maintain and enhance the system is derived solely through violation revenues. quarterly and annual parking permits can be bought from the City at a reasonable cost in designated on and off-street locations. All private commercial and residential spaces are located off-street in lots throughout the district. According to the business and property owner surveys, a shortage exists in public parking spaces, which is a major issue for downtown. The survey of area residents, however, did not consider in availability of parking to be a major issue. Convenient parking can be limited in The Physical & Social Environment Page 3-16 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 3-7: Downtown Moscow Parking Inventory Public Private 1993 Study Study On-Street On-Street Public Commercial Residential 24-Hour District Block (Limited) (All Day) Off-Street Off-Street Off-Street Total Surplus/Deficit A1 11 46 0 30 31 9 116 -56 A1 12 0 26 0 0 11 37 -50 A1 19 21 0 0 12 0 33 -87 A1 20 36 0 0 30 0 66 -75 A1 21 21 0 40 33 0 94 -34 Subtotal 124 26 70 106 20 346 -302 A2 9 30 0 141 40 0 211 36 A2 10 12 0 0 18 2 32 -148 A2 16 32 0 0 41 0 73 -217 A2 17 47 0 0 6 0 53 -91 A2 18 42 0 0 3 9 54 -121 Subtotal 163 0 141 108 11 423 -541 A3 7 8 14 0 76 0 98 52 A3 8 17 0 0 5 0 22 -100 A3 13 0 14 0 40 2 56 22 A3 14 28 0 0 20 0 48 -14 A3 15 40 0 0 66 0 106 -47 Subtotal 93 28 0 207 2 330 -87 B1 5 10 16 0 62 29 117 -5 B1 6 0 35 0 20 9 64 34 Subtotal 10 51 0 82 38 181 29 B2 1 0 12 0 35 0 47 30 B2 4 6 39 0 146 7 198 -62 Subtotal 6 51 0 181 7 245 -32 C1 28 8 15 0 22 0 45 -1 C1 29 0 22 0 48 4 74 -5 Subtotal 8 37 0 70 4 119 -6 C2 25 0 21 0 122 6 149 108 C2 26 4 20 0 36 0 60 -75 C2 27 17 4 0 52 0 73 15 Subtotal 21 45 0 210 6 282 48 C3 22 0 23 0 37 21 81 16 C3 23 0 31 0 55 8 94 56 C3 24 5 24 0 7 23 59 -76 Subtotal 5 78 0 99 52 234 -4 D1 3 0 18 0 19 21 58 -2 Subtotal 0 18 0 19 21 58 -2 D2 2 0 6 0 62 0 68 -62 Subtotal 0 6 0 62 0 68 -62 E1 32 7 22 9 20 4 62 -14 E1 33 8 30 0 12 7 57 7 E1 35 0 12 0 21 0 33 16 Subtotal 15 64 9 53 11 152 9 E2 30 0 27 0 0 31 58 20 E2 31 2 37 0 106 32 177 -53 E2 34 27 0 61 32 0 120 28 Subtotal 29 64 61 138 63 355 -5 TOTAL 474 [PHONE REDACTED] 235 2793 -955 Source: 1993 Parking Study for Downtown Moscow and on-site inspection The Physical & Social Environment Page 3-17 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan downtown during certain times of day. This can lead to increased congestion as drivers search for available spaces. Two parking studies of Downtown Moscow have been conducted in recent years: the Downtown Moscow Parking Study1 and the Downtown Parking Issues Report2. The purpose of the Downtown Moscow Parking Study Downtown was to determine if Downtown Moscow has a parking shortage, as is the perception of many who live and work in downtown. In particular the study attempted to assess where overall parking shortages were most acute. This involved counting all existing public and private spaces in a 35-block area. Demand was determined using the requirements of the Moscow Zoning Ordinance. Square footage and uses on each block were tabulated to determine how much of parking deficient or surplus existed. Several blocks were determined to have occasional high parking demands (i.e. churches, taverns and theaters). Therefore two figures were calculated: weekday considering all businesses except these assembly uses; and 24-hour considering all uses generating parking demand at the same time. Based on zoning requirements, the analysis yielded the following results: Total Parking Supply 2,804 Weekday Parking Demand 2,800 Weekday Surplus/Deficit +4 24-Hour parking Demand 3,682 24-Hour Surplus/Deficit -878 According to the analysis, the two parking districts with the highest 24-hour parking deficient were A1 (-302) and A2 (-541). This district represents the core business area between A Street, Jackson Street, 6th Street and Washington Street. For the Downtown Parking Issues Report, two questionnaires were administered to downtown employers and employees regarding their perceptions and behavior about parking in Downtown Moscow. A total of 139 business owners/managers completed the survey for an estimated 63% response rate. Another 387 employees returned completed surveys. Results from the two surveys of downtown employees suggest that changes need to be made in the current downtown parking system, which are still applicable today. Several specific conclusion were drawn from the data: • Most employees are not purchasing parking permits. • There is little knowledge about downtown parking regulations among employers and employees. • Most employees surveyed were parking in the 3-hour time limit zone and moving their cars to avoid ticketing. 1 Downtown Moscow Parking Study, Moscow Community Development Department, August, 1993 2 Downtown Parking Issues: Perceptions and Behavior of Downtown Employees and Employers; Downtown Moscow Parking Committee, January, 1993 The Physical & Social Environment Page 3-18 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • There is little support for the use of public transportation by downtown employees and employers. Based on these two recent studies, the recent downtown surveys and interviews with municipal staff, issues and opportunities may improve the public parking system in Downtown Moscow: • The optimal location for new parking lots is along the periphery of the Central Business District to maintain compactness, pedestrian orientation while providing convenient customer and employee parking. Additional parking in off- street lots with access from arterial streets should be created when possible. Properties near the arterial streets bordering the CBD should be evaluated for parking feasibility and acquisition. This would provide convenient parking while maintaining the compactness of the district for pedestrians. Additional parking on the south end of Main Street is needed during busy evening hours. • Parking structures in the CBD should be considered to make maximum used of available land. This could keep more land on tax roles, increase inventory and decrease maintenance and operational costs. The existing public parking lot on Jackson Street is well suited for parking structure. • UI students tend to highly utilize on-street parking in the residential sections of Downtown but have also been known to take up valuable CBD spaces when space is limited in these areas. Additional on-campus parking on the west side of campus would help satisfy the demand from students and additional areas should be identified on the periphery to maintain the fabric and pedestrian nature of the CBD while still providing convenient parking. • Alternative transportation modes should be enhanced to reduce the parking demands in the Downtown District. Bicycle traffic in the CBD can be accommodated with new bike lanes and bike parking convenient to stores. Where possible, bike and auto traffic should be separated. Public transportation is limited in Moscow. A shuttle bus between the CBD, University and downtown neighborhoods could potential relieve traffic congestion and demands on the parking system, particularly from students and faculty. • Most convenient public parking lot is located in the CBD along Jackson Street. However, pedestrian access to Main Street is limited and should be improved. • Improve the aesthetics of parking lots and public signage. Landscaping in parking areas is needed. • New private development in CBD should provide on-site parking. Where this is not possible, a parking fund should be established with contribution made by developers and used for downtown parking improvements and enhancements. • There is a considerable problem with trucks blocking alleys and streets. New commercial structures should have adequate loading areas. • An educational effort should be made to inform employers and employees of long-term parking options. Students make up a large percentage of the downtown workforce and need to be provided information on a regular basis. • The City should consider making changes to the 3-hour parking to provide a mixture of 1 and 2 hour parking opportunities. The intent of this change would The Physical & Social Environment Page 3-19 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan be to increase the turnover of short-term spaces in the core area and discourage employees and employers from using these spaces for loner periods of time. 3.5 The Town & Gown Relationship The University of Idaho was established in 1889 as a Land-grant institution. Presently, there are approximately 70 educational and residential buildings located on the 1,420-acre campus adjacent to the Central Business District. The University has 154 areas of study attracting students nation-wide and from abroad. Some of the key properties in and around campus that influence Downtown Moscow are as follows: • Old Greek Row – situated on 3 blocks between University Avenue, Elm Street and 6th Street • Idaho Commons – Support services for student life including a large food court, art gallery, bank, satellite bookstore, market, and much more • Arboretum and Botanical Gardens – 65 acre site featuring ponds, gardens and a variety of trees and plants from Asia, Europe, and North America • Chipman Trail – 8-mile paved path for running, biking, in-line skating from Moscow to Pullman, Washington. • UI Bookstore – located on Deakin Avenue, this is a full-service retail outlet In 1996, the University conducted a comprehensive image study. A statewide survey was conducted with 711 respondents including general residents, alumni, guidance councilors, parents of accepted students that did not attend, and civic leaders. Generally, the results were indicated that the University has a very positive image. The most common negative responses, however, where that the University is: isolated, a party school, and less accessible. As a result of the study, the University has focused on establishing a better relationship with the public, emphasizing strong programs and a challenging academic environment. A 5-Year initiative campaign to enhance the image of the University was established which is tied in with a strategic plan with the objectives: • Enhance the University’s undergraduate experience, and make the University the residential campus of choice in Idaho and the West • Be a globally competitive center for high-quality graduate, professional, and research programs, and • Expand the capacity and delivery of outreach programs and services in keeping with the UI’s land-grant mission. The University of Idaho and the City of Moscow have developed a good relationship over the years and have cooperated on several projects and programs to the benefit of the entire community. There is a degree of mutual self-interest on the part of the University and the City in maintaining the vitality of the community. Like many cities, Moscow is looking to UI as a source of economic activity and stability as other local industries have declined or departed. The University is concerned with the potential urban decline, and the impact this may have on the community’s image. This could directly affect UI’s ability to compete for enrollment, faculty, and to function as viable academic environment. The Physical & Social Environment Page 3-20 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Common threads that unit the University of Idaho and the City of Moscow are as follows: • The City is in need of vehicles for renewal and reinvestment. • The University is a dominant influence on the physical environment and socio- economic vitality of the community, particularly the downtown district. • The University is an active participant in urban improvements and social support. • The University is making and has made significant investment in facilities and improvements to enhance the campus and surrounding environment. The University is a basic industry for Moscow: the knowledge center. It brings money into the City, buys from local vendors and services, and employs local people. Like a business, UI depends on a market to support their product, and there is intense competition among institutions. To remain viable, the partnership between the University of Moscow and City of Moscow must meet the short and long-term needs of each party. Third party funding may be required for this in the form of federal and state grants and institutional endowments. Some of the potential areas of cooperation include the following: • Development and rehabilitation of the Latah County Grain Growers property, which separate the campus from the central business district. • Providing adequate parking for full and part-time faculty, staff and students so as not to place a burden on the public parking system in the central business district. • Rehabilitating downtown properties for cultural, education and residential uses to enhance vitality in the district. • Rehabilitation of housing on the downtown neighborhoods • Limiting on-campus competition with retail, restaurant, and other services in the central business district. • Sponsoring cultural and entertainment events. • Continuing education, a career center, and extension service can provide some of the routes to connect the off-campus community with on-campus resources. The municipal and university leaders operate with very different organizational charts for decision-making and implementation. Being partners requires an on-going relationship that recognizes and accommodates each other’s traits such as the following: • Public officials function on a biennial election cycle. Academics on a cross between a semester and many years. • Public officials seek “bricks and mortar” projects and swift results. Institutions urgently need operating funds for programs, payrolls, and maintenance. • College administrators need to work tactfully through committees and often- extensive meetings, which can loose momentum. The Physical & Social Environment Page 3-21 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Local business leaders are crucial to bridging the gap between institutional and municipal viewpoints. 3.6 Municipal Policy and Regulations General Policy Economic development and revitalization are a high priority with City Council and the Mayor. Downtown is generally considered to be the heart of the community but Pullman Highway is where the money is being spent. Nonetheless, community leaders see existing and potential new projects as a means to building the downtown economy. There is a strong commitment by the City to improve connections to the University. Redevelopment opportunities along 6th street west and south of the couplet on Jackson at Sweet Avenue and South Main are the primary focus of the Redevelopment Authority. . This area could become a bridge to UI. Also, the Paradise Creek Park re-alignment will follow a planned linear park north of the Recreation Center connecting University students with downtown. However, with limited budgets and a general downsizing in local government, the City’s focus has been on more economic than physical improvements. The City currently has no staff to specifically address downtown economic development issues and there is a general reluctance to support financial organizations and LID-funded physical improvements, which was used in 1980 to construct downtown streetscape improvements. City-Wide Master Plan The City-wide Master Plan was adopted in 2000 and has a major focus on downtown revitalization. The Policy state for the district reads as follows: “Maintain a viable central business district that serves as one of the city’s major shopping areas, provide a pleasant environment for shopping and working, provide an opportunity for socializing, and act as a focal point for the community” Recommended strategies for improving the district include the following: • Concentrate CDB business core to maintain pedestrian environment • Improve access to CBD by all modes of transportation • Decrease noise and traffic congestion • Provide adequate parking for shoppers and employees • Improve general appearance • Create cultural interest The plan also emphasizes the following strategies: The Physical & Social Environment Page 3-22 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • Future growth should occur to the west, between 3rd and 6th streets toward the railroad tracks. This will maintain the compactness and take advantage of the university. New apartments would be compatible with the CBD with proper site design. The Plan recognizes the need for the City to participate in parcel acquisition in this areas to facilitate commercial development and that motor business zoning in this area must be restricted. • Encourages downtown business and property owners to work together toward compatible building design by enhancing existing buildings, developing quality new buildings and the preserving historic character of CBD. Bulk, exterior materials, and general style should be considered with new or remodeled buildings. • Landscaping should be expanded throughout the CBD including benches, lighting, fountains, trash receptacles, and street trees. Signs should also be compatible in size, style and materials. • Create a service center in CBD with public restrooms, telephone, rest areas, visitor services, and possibly a new parking structure. • The CBD should expand special events and festivals such as Farmer’s market, exhibits, bazaars, and music. • Improve access and flow through CBD by redistributing heavy traffic on 6th and 3rd streets onto other streets. Major through traffic should be discouraged by establishing an arterial or collector to west of CBD. Regulations The Zoning Ordinance generally provides the flexibility in uses and dimensional requirements to create a viable mixed-use district. A combination of commercial, service, public, residential, and light industrial uses are permitted at a scale which is consistent with the existing fabric of the central business district. However, the City currently has no design, site plan, or historic review process. This could result in building design and placement that is inconsistent with prevalent architectural styles and scales. Adopting a design review process would ensure consistency with new development and quality in rehabilitation projects. 3.7 Development Opportunities in the Downtown Area Core CBD – There is a very limited amount of land available for new development in the core area of Downtown Moscow. This limitation could lead to desired commercial develop locating on the fringes or in other commercial districts which may dilute the commercial density and viability of the CBD. It should be encouraged where possible to infill available sites, increase stories (particularly 1-story buildings) and redevelop dilapidated, non-historic that are out of scale and character with the majority of building in the core. West – This area includes primarily older neighborhoods on the fringe of the commercial district that are somewhat deteriorated. Expansion in this area is generally encouraged for limited commercial and high-density residential development. The Physical & Social Environment Page 3-23 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan The Physical & Social Environment Page 3-24 North – This area becomes more auto-oriented as one moves away from the commercial core of downtown. Buildings are further apart making a less desirable environment for pedestrians. Expansion of this area is not encouraged but higher density infill would provide new commercial/residential opportunities and connect with the scale and fabric of the commercial core of downtown. South – Some expansion is possible to the south of the core. However, this area is limited by Highway 8. Some commercial development has occurred in recent years particularly the conversion of residential home to medical offices due to the close proximity of Gritman Hospital. ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan CHAPTER 4 DOWNTOWN MARKET ANALYSIS 4.1 Background The Market Analysis creates the foundation in the development of an overall revitalization strategy for Downtown Moscow. This analysis was completed with the cooperation and assistance of the University of Idaho, City of Moscow, Latah County Assessor’s Office, and the Latah Economic Development Council. Objectives of Downtown Market Analysis • To gain a higher level of knowledge concerning the business operations and market orientation of Downtown Moscow; • To Identify opportunities, and weaknesses for Downtown Moscow’s retail and service industry; • To determine the optimum mix of goods, services, activities, and uses for the downtown area; • To access regional economic trends/forces and determine successful roles for Moscow within the regional context. • As a basis for developing revitalization strategies to enhance existing businesses currently operating in downtown; • To attract additional businesses which complement the existing mix businesses; and • To guide further enhancement and development of Downtown Moscow’s public environment. Fully understanding the market conditions affecting downtown and formulating effective strategies for guiding and enhancing its economic revitalization are the keys to any market analysis. Research completed in association with this section included: • A review of all available and previously completed planning studies, surveys, and market reports; • Findings from a series of public visioning sessions; • Survey results of area residents, downtown business operators, and downtown property owners; • A comprehensive inventory of downtown retail space, office space and housing; • An on-site assessment of downtown’s current business climate; • An assessment of commercial districts which represent some degree of competition for Downtown Moscow; • Analysis of the demographic and socio-economic profile of trade area residents; • Review of all relevant statistical information published by the State of Idaho, U.S. Department of Labor and the Census Bureau; Downtown Market Analysis Page 4-1 Dufresne-Henry 8/5/02 • Field research conducted by Dufresne-Henry and Hatchmueller. ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan In addition to information sources listed above, individual business information was obtain from InfoUSA ListBazaar Market Resources. This is a well-established market information provider and was utilized to identify business names, addresses, employment, sales volumes, and standard industrial codes for all businesses in the City of Moscow. To compete successfully, Downtown Moscow will have to encourage entrepreneurship. A large collection of independent stores currently exists in Downtown Moscow and will most likely be its future niche. Downtown Moscow must also build and maintain the mixed-use nature of the district with a balance of commercial, residential, governmental and cultural uses that are so important to the long-term viability of the district. 4.2 Applications In order to compete with other local and regional commercial districts, downtown business operators need to have access to the same high quality market information provided to national chains. The primary application of the market analysis is to identify business opportunities in downtown. Quality information supports existing and prospective businesses in the following ways: • In preparing better business plans; • Identifying opportunities for existing businesses to expand or add new lines of product; • Developing a recruitment program for complimentary businesses; • Focusing advertisements on targeted customers; • Reducing risk in business ventures; and • Providing property owners and realtors information needed to attract appropriate businesses that have a good chance to succeed. This market analysis is also designed so that the community can continue to update the information and use it to strengthen Downtown Moscow. Market analysis is not an exact science. However, it can be an effective tool for making the best possible educated guesses about downtown’s potential sales and for understanding its most likely customer base. Today’s customers have come to expect high-quality promotions and an inviting shopping atmosphere such as exists in most malls. They will expect this of Downtown Moscow as well, and to be competitive the revitalization effort must make shopping on Main Street a unique, enjoyable experience. 4.3 General Socio-Economic Trends Demographic Trends The Moscow Region, including most of Latah County, Idaho and Whitman County, Washington, has demonstrated slow but steady growth over the past 20 years as shown in Table 4-1. Since 1970 the total population of the two-county area has grown by only 12,877 Downtown Market Analysis Page 4-2 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan people or 17%. Latah County, and Moscow in particular, have shown the highest increases in actual population with the addition of 4,318 and 2,893, respectively, over the past 10 years. Unlike a lot of smaller cities around the country, Moscow has been able to maintain its population base and even grow at a steady pace. It is fairly common for similar size cities to have lost population over the Table 4-1: Moscow Regional Demographic Trends Location 1970 1980 1990 2000 Latah County, ID 24,898 28,749 30,617 34,935 Moscow 14,146 16,513 18,398 21,291 Bovill 350 289 256 305 Deary 411 539 529 552 Genesee 619 791 725 946 Juliaetta 423 522 488 609 Kendrick 426 395 325 369 Onaway 166 254 203 230 Potlatch 871 819 790 791 Troy 541 820 699 798 Whitman County, WA 37,900 40,103 38,775 40,740 Pullman, WA 24,661 25,086 TOTAL 62,798 68,852 69,392 75,675 Source: U.S. Census past 30 years as more residents seek suburban or rural living nvironments. Moscow’s population growth and its position as the County seat and cultural enter bode well for enhancing its overall economy with a focus on downtown. e c Economic Trends An evaluation of the Moscow regional economy over the past 10 years was conducted using information from the 1992 and 1997 Economic Census (U.S. Department of Labor), the University of Idaho, and the Latah Economic Development Council. Generally, the region has always had a good balance between traditional industries such as agriculture and for government services, manufacturing, retail and financial service. However, over the past 10 years th estry, e agricultural and forestry sectors have declined while government and service ctors have increased. Most retail sectors have also shown steady growth during this time ame. se fr Downtown Market Analysis Page 4-3 Dufresne-Henry 8/5/02 ---PAGE BREAK--- file:///GI/MOSCOW/MAP4-1.jpg [8/5/02 4:56:59 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 4-2 identifies the trends over the past decade in the retail sector for Latah and Whitman County. Overall, most retail trade sectors have shown a slow and steady growth in both number of establishments and sales. Not surprisingly, the vast majority of the County’s retail e the City of Moscow. (A total of 89% of sales in 1997 an ent sector. In fact, cent estimates show that over 44% of lity, , ajor shifts in the onomy. In fact, most of the larger government employers are either located directly in to tor also generally presents a portion of the population with less disposable income. iness in Downtown? stablishments and sales are located in d 91% in 2000 were estimated). he City’s Non Farm Employment i n the Pu ctor Sector Num Emplo Percen Of Tota Wholesale/Retail 3,508 24.4% Finance, Ins. & RE 362 2.5% Service and Misc. 8.3% 2,627 1 Government 6,376 4 While the retail sector in the region and City continue to grow, a significant percentage of employment in Moscow is found in the governm re the City’s working population is employed in the public sector. As the County Seat, largest municipa and home of the University of Idaho Moscow will always have a significant employment base in the public sector. This potentially bodes well for the Downtown Business District in that the government sector is less vulnerable to m Other Categories 1,504 10.5% TOTAL 14,377 Source: Idaho Dept. of Commerce, 1999 Fact: Over 44% of t - s i blic Se ber yed t l 4.3% ec Down wn Moscow or well within walking distance. However, this sec re 4.4 Who’s Doing Bus Moscow Business Districts For the purposes of this analysis, the City of Moscow was divided into 14 separate business districts as listed on Table 4-3 and illustrated on Map 4-1. Table 4-3 shows that the total estimated number of businesses in the City of Moscow (as of May, 2001) was 833 with a total full-time employment of 10,3 56 and sales volume of $973,342,000. The highest concentration of businesses is located in the Downtown District (3 l busines scow has over twice the number of businesses than of all of hest number of employees with 1,853. In terms of total sales 02 total) representing 36% of al Moscow’s Largest Emplo e y rs, 1999 University of Idaho 2,870 Moscow School Distric 350 t City of Moscow 105 niversity Inn 65 Gritman Medical Center 330 Wal-Mart 207 Latah Health Services 180 ses in the City. In fact, Downtown Mo any other district. Downtown Moscow has an estimated employment base of 2,343 representing 23% persons employed in the City. This is second only to the University of Idaho with an estimated employment of 3,060. The West Business District, which includes the Palouse Mall and other commercial areas along Highway 8 west Downtown, has the second highest number of businesses (148) and third hig Tidyman’s Warehouse Foods 100 U Downtown Market Analysis Page 4-4 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Latah County, ID City of Moscow, ID Whitman County, WA City of Pullman, WA. NAICS 1992 1992 Sales 1997 1997 Sales 1992 1992 Sales 1997 1997 Sales 1992 1992 Sales 1997 1997 Sales 1992 1992 Sales 1997 1997 Sales Description Code Establ. ($1,000) Establ. ($1,000) Establ. ($1,000) Establ. ($1,000) Establ. ($1,000) Establ. ($1,000) Establ. ($1,000) Establ. ($1,000) Total Retail Trade 44-45 167 187,760 176 253,828 134 173,628 137 224,788 128 128,557 156 243,954 106 117,581,000 65 148,709 Motor Vehicle & Parts 441 12 38,808 18 53,809 10 D 15 53,201 18 31,845 19 58,101 4 10 51,096 Furniture & Home Furn. 442 22 13,994 9 6,349 21 D 8 D 13 2,746 7 D 6 3 D Furniture Store 4421 4 3,870 3 3 D 2 Home Furnishings 4422 5 2,479 7 5 2,479 Electronics & Appliances 443 8 5,514 4 8 5,514 6 1,031 1 2 D Appliances, TV & Other 44311 6 D 8 6 D 3 Computer/Software 44312 1 D 3 1 D Build. Materials/Garden 444 11 14,200 18 29,506 6 D 11 16,369 12 6,208 33 70,786 4 4 9,693 Build. Materials 4441 10 15,039 4 8 D 9 D 2 Other Build Mat. 44419 6 12,503 2 5 D 2 Lawn & Garden 4442 8 14,467 24 D 1 D Nursery & Garden Ctr. 44422 6 D 23 60,232 1 1 D Food & Beverage Store 445 27 49,172 19 58,761 14 39,121 10 53,283 19 45,073 24 D 7 8 D Grocery Store 4451 14 56,762 11 7 D 6 7 D Health & Personal Care 446 10 9,081 8 D 10 7,906 5 4 D Drug and proprietary stores 44611(5912) 7 10,703 5 D 11 10,221 5 Gasoline Stations 447 13 11,842 21 17,254 11 D 12 10,488 13 12,777 14 12,093 8 9 8,908 Clothing & Accessories 448 20 10,155 21 11,660 20 10,155 21 11,660 9 2002 11 D 7 8 1,687 Clothing Store 4481 * 8,973 13 8,973 1 D Sp. Goods, Hobby, Book, Music 451 19 12,006 18 D 7 15,403 3 5 D Sporting Goods, hobby, music 4511 14 8,091 7 13 D 5 D 3 D Gen.Sporting Goods 4511101 3 2,436 4 3 2,436 3 Hobby, toy, & games 45112 4 3,777 2 3 D Sewing & piece goods 45113 3 D 4 3 D 1 Book, periodical & music 4512 5 3,915 5 3,915 2 D 2 D Book store and news dealer 4512111 4 D 4 D 2 D 2 D General Book Store 4512111 3 D 4 3 D 2 D 2 2 D Specialty book store 4512112 1 D 1 D General Merchandise 452 9 26,402 4 41,946 6 26,063 4 41,946 3 D 4 D 1 1 D Misc. Store Retailers 453 46 12,484 18 4,605 41 12,162 18 4,605 30 D 15 D 18 10 D Office Supp., Stationary & Gifts 4532 8 D 8 D Office Supplies & Stationary 45321 2 D 2 D Office Supplies Stores 4532102 1 D 1 D Nonretailers 454 11 3,337 1 4 D 6 D 1 D Accomodations & Food 72 91 33,527 49 75 29,104 110 30,911 82 26,562 Accommodations 721 25 10,584 25 10,584 39 7,770 36 D Hotels 72111 5 7,401 5 7,401 Rooming & Boarding Houses 7213 20 3,183 20 3,183 33 6,130 32 D Foodservices & drinking places 722 57 21,066 66 22,943 49 19,829 50 18,520 68 24,632 71 23,141 42 46 D Limited-Service Eating Establ. 7222 29 11,846 26 D 26 11,913 20 10,396 Special Foodservice 7223 2 D 1 D Arts, Entertainment & Rec. 71 7 1,524 Table 4-2: Economic Census of Moscow Region for Selected Sectors, 1992 & 1997 Retail, Accomodations, Food & Entertainment From U.S. Census of Retail Trade, 1992 and 1997, U.S. Dept of Labor ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan volume, Downtown Moscow far exceeds other districts with an estimated $352 million or 36% of all sales in the City. Moscow’s largest employer is by far the University of Idaho. In fact, four out of the five largest employers in the City are public or quasi-public entities. The largest private employer Wal-Mart with just over 200. Being the largest employers in Moscow, and located directly the Downtown District or within walking distance, the public sector represents a major market for the cen is in tral business district. No. of Number of % of Total % of Total % of Total Sales District Bu s sinesse Volume Bu s sinesse $ Vol. University District 8 3060 $ 66,944,000 1.0% 29.5% 6.9% Downtown District 302 2343 $ 352,473,000 36.3% 22.6% 36.2% East Business District 62 621 $ 111,006,000 7.4% 6.0% 11.4% North Business District 17 108 $ 22,392,000 2.0% 1.0% 2.3% West Business District 148 1853 $ 241,688,000 17.8% 17.9% 24.8% South Business District 56 385 $ 71,751,000 6.7% 3.7% 7.4% Northwest Residential District 19 86 $ 10,700,000 2.3% 0.8% 1.1% Northeast Residential District 142 845 $ 58,277,000 17.0% 8.2% 6.0% Southwest Residential District 204 12 $ 10,312,000 1.4% 2.0% 1.1% Southeast Residential District 16 163 $ 7,874,000 1.9% 1.6% 0.8% Moscow Parks District 2 42 $ - 0.2% 0.4% 0.0% Paradise Creek District - 0.0% 0.0% 0.0% 0 0 $ Civic Area District 39 535 $ 13,941,000 4.7% 5.2% 1.4% Outside Moscow City Limits Table 4-3: Moscow Business Inventory by District, 2001 Employees Employees 10 111 $ 5,984,000 1.2% 1.1% 0.6% TOTAL 833 10,356 $ 973,342,000 100% 100% 100% Source: InfoUSA List Bazaar Downtown Business Inventory Downtown Moscow includes a total of 302 businesses representing over 100 different dustry codes. (A full list of businesses by name, and category is listed in Appendix al, ligious, professional, light industrial and governmental uses. Downtown Moscow is by far e most complete and diverse business district in the region. It serves every segment of the in Table 4-4 and Map 4-3 illustrate the number, type and location of Downtown Moscow Businesses. Overall, the district is very balanced with an excellent mix of retail, medical, education re th City as well as the regional population for a variety of basic and discretionary needs. Downtown Market Analysis Page 4-5 Dufresne-Henry 8/5/02 ---PAGE BREAK--- file:///GI/MOSCOW/MAP4-2.jpg (1 of 2) [8/5/02 4:57:38 PM] ---PAGE BREAK--- file:///GI/MOSCOW/MAP4-2.jpg file:///GI/MOSCOW/MAP4-2.jpg (2 of 2) [8/5/02 4:57:38 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Several downtown business sectors also serve a particular market. For example, health e tores, wn has irly low idering the size of the downtown working population, the roximity of two major universities, traffic volumes on local roadways and the limited Potential opportunities for retail expansion in the central usiness district based on the characteristics of Downtown Moscow’s trade area are services are a predominant sector with Gritman Hospital and several private medical offices serving the regional population. Professional services such as banking, insurance, legal and real estate are also well established in downtown. While the retail sector covers a broad range of services and merchandise, there appears to be some categories that are underserved, particularly for students, tourists, and upscale lifestyl needs. This is reflected by a relatively small number of clothing stores, antiques, books jewelers, hotels, restaurants, and evening entertainment venues. For example, downto nearly 20 restaurants and pubs, which is the most in the region. However, this is a fa number of establishments cons p competition in the region. b discussed later in this analysis. Downtown Anchors Anchors are an important component of the downtown business district. As with malls, larger stores and services draw a larger customer base for the smaller specialty stores. Often anchors will attract customers that are also potential customers for other stores and services creating linked trips and increasing the time sp th public and private anchors in Downtown Mos uniq e in the regional arket. They are ent in the district. There are a number of bo cow based on their size, customer draw, or identified on Map 4-4 below. Gritman Hospital – Gritman is the largest hospital in Latah County with 330 employees This complex on lower South Main Street draws thousands of people to downtown eac year. It has also generated the establishme of numerous private practices in the dis providing additional potential customers the form of st ue nich m Downtown Anchors rs Peak Hou Public Fed. Bldg/Post Office 8-5 M-F City Hall 9-5 M-F Gritman Medical Center -5 All Week 9 Moscow Library 2-7 M-F University of Idaho 9-5 M-F Farmer’s Market Seasonal Private Moscow Food Coop 12-7 M-S Rosauer’s Grocery 12-7 M-S Gart Sports 9-5 M-S Mingles 5-11 T-Sun . h nt trict in aff, patients and visitors. The verage daily census is about 20 patients. is tion is 104 years old, the current facility on South Main Street was built in 1940. It is the 3rd largest employer in Latah t a Administration estimates that Pullman residents account for about half of th population. Gritman Hospital is a 501c3 non-profit corporation. While this independent organiza County (UI is 1st and Moscow School Distric is 2nd). N. Idaho Athletic Club 2-11 All week Book People 9-7 M-Sat. Creighton’s Clothing 9-5 M-Sat. Hodgin Drug Store 9-5 M-Sat. Downtown Market Analysis Page 4-6 Dufresne-Henry 8/5/02 ---PAGE BREAK--- file:///GI/MOSCOW/MAP4-4.jpg [8/5/02 4:58:16 PM] ---PAGE BREAK--- No. of SIC No. of % Total Employ- % Total Sales % Total Business Category Code Bus. & Subtotal ees & Subtotal Volume & Subtotal Non-Consumer Sales 24 7.9% 334 14.1% 118,748,000 $ 33.4% Agriculture, Forestry and Fisheries 01 to 09 3 12.5% 12 3.6% 728,000 $ 0.6% Construction & Manufacturing 15-39(-27) 6 25.0% 35 10.5% 5,690,000 $ 4.8% Printing & Publishing 27 6 25.0% 212 63.5% 11,765,000 $ 9.9% Wholesale Trade 50-51 9 37.5% 75 22.5% 100,565,000 $ 84.7% Consumer Sales- Services 192 63.6% 1,305 54.9% 160,652,000 $ 45.2% Communications 48 2 1.0% 6 0.5% 1,467,000 $ 0.9% Transportation Services 47 2 1.0% 14 1.1% 994,000 $ 0.6% Banks and Credit Institutions 60-61 12 6.3% 89 6.8% 14,067,000 $ 8.8% Security, Commodity Broker & Services 62 1 0.5% 3 0.2% 1,206,000 $ 0.8% Insurance Carriers 63 2 1.0% 4 0.3% 2,656,000 $ 1.7% Insurance Agents, Brokers, & Services 64 10 5.2% 31 2.4% 4,278,000 $ 2.7% Real Estate 65 13 6.8% 61 4.7% 7,784,000 $ 4.8% Hotels, Rooming Houses & Lodges 70 2 1.0% 15 1.1% 1,125,000 $ 0.7% Beauty Salons & Barber Shops 7231;7241 13 6.8% 29 2.2% 1,143,000 $ 0.7% Personal Servces all other 72 9 4.7% 27 2.1% 1,164,000 $ 0.7% Business Services 73 13 6.8% 39 3.0% 5,137,000 $ 3.2% Auto Repair Service 75 5 2.6% 24 1.8% 2,948,000 $ 1.8% Miscellaneous Repair Services 76 2 1.0% 7 0.5% 826,000 $ 0.5% Theater and Dance 78 2 1.0% 12 0.9% 948,000 $ 0.6% Amusement & Recreational Services 79 3 1.6% 12 0.9% 476,000 $ 0.3% Health Services 80 39 20.3% 558 42.8% 85,113,000 $ 53.0% Legal Services 81 22 11.5% 66 5.1% 11,022,000 $ 6.9% Educational Services 82 8 4.2% 21 1.6% 644,000 $ 0.4% Human Services 83 23 12.0% 223 17.1% 8,639,000 $ 5.4% Engineering & Management Services 87 9 4.7% 64 4.9% 9,015,000 $ 5.6% Consumer Sales - Retail Trade 78 25.8% 659 27.7% 76,153,000 $ 21.4% Bldg Mat., Hardware & Garden Supply 52 3 3.8% 19 2.9% 4,437,000 $ 5.8% Grocery & Convenience Stores 541 3 3.8% 119 18.1% 19,642,000 $ 25.8% Miscellaneous Food Stores 549 3 3.8% 18 2.7% 1,980,000 $ 2.6% Auto Supply Stores 553 2 2.6% 41 6.2% 6,232,000 $ 8.2% Gasoline Service Station 554 2 2.6% 16 2.4% 4,800,000 $ 6.3% Dealers 557 1 1.3% 4 0.6% 1,324,000 $ 1.7% Women's Clothing Stores 592 2 2.6% 6 0.9% 464,000 $ 0.6% General Apparel 569 2 2.6% 11 1.7% 1,316,000 $ 1.7% Floor Covering Stores 571 1 1.3% 17 2.6% 3,451,000 $ 4.5% Computer & Software Stores 5734 4 5.1% 18 2.7% 6,516,000 $ 8.6% Record & Tape Store 5735 1 1.3% 2 0.3% 288,000 $ 0.4% Musical Instruments 5736 2 2.6% 11 1.7% 1,837,000 $ 2.4% Eating & Drinking Places 5812 17 21.8% 247 37.5% 9,800,000 $ 12.9% Drinking Places 5813 3 3.8% 20 3.0% 1,000,000 $ 1.3% Pharmacies & Drug Stores 5912 2 2.6% 18 2.7% 1,098,000 $ 1.4% Beer, Wine & Liquor Stores 5912;2084 2 2.6% 6 0.9% 1,792,000 $ 2.4% Used Merchandise Stores 5932 3 3.8% 10 1.5% 880,000 $ 1.2% Sporting Goods & Bicycle Stores 5941 5 6.4% 26 3.9% 3,848,000 $ 5.1% Book Stores 5942 2 2.6% 5 0.8% 665,000 $ 0.9% Stationary Stores 5943 1 1.3% 4 0.6% 484,000 $ 0.6% Jewelry Stores 5944 2 2.6% 4 0.6% 474,000 $ 0.6% Gifts, Novelty & Souvenir Shops 5947;7699 3 3.8% 8 1.2% 759,000 $ 1.0% Sewing, Needlework & Souvenirs 5949 2 2.6% 7 1.1% 637,000 $ 0.8% Florists 5992 2 2.6% 7 1.1% 476,000 $ 0.6% Optical Goods Stores 5995 1 1.3% 3 0.5% 345,000 $ 0.5% Miscellaneous Retail Stores 5999 7 9.0% 12 1.8% 1,608,000 $ 2.1% Other Non-Consumer Services 16 5.3% 77 3.2% 0 0.0% Government Services 91-97 4 1.3% 31 1.3% - $ 0.0% Membership Organizations 861-865 6 2.0% 17 0.7% - $ 0.0% Religious Institutons 866-869 6 2.0% 29 1.2% - $ 0.0% TOTAL 302 2375 355,553,000 $ TOTAL SALES SERVICE + RETAIL 236,805,000 $ Source: InfoUSA Table 4-4: Downtown Moscow 2001 Business Inventory by Category ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Gritman Hospital has a master plan for major expansion. Existing facilities occupy 62, square feet of space whi 424 le existing needs are for 106,640 square feet. The projected need for 010 is 108,345 square feet. Administration estimates current parking needs to be 208 spaces 2 and there are just over 100 currently. The Hospital’s master plan is contingent on closing 8th Street. The master plan and design has been two years in the making and was recently approved by the City. University of Idaho – UI is located on the edge of the central business district. The campus encompasses 1,420 acres with 8,511 full-time students, 2,794 part-time students and 2,882 faculty and staff. The University of Idaho is the largest employer in the City as well as La County. The campus is directly connected to downtown tah through several corridors including: tate Highway 8, 3rd Street, 6th Street, Deakin Avenue, College Avenue, and Sweet Avenue. in S The University also has one facility downtown, the Pritchard Gallery, at the corner of Ma Street and Fifth Street. The gallery serves as an anchor to downtown and represents an important presence by the University in the downtown. Moscow Food Co-op – This natural food grocer is unique in the region. The Co-op has etween 1,500-1,700 members and families. Sales have been $700,000 - $2 million over past rage that b, osauer’s Grocery, Mingles Bar and rill, Northern Idaho Athletic Club, Gambino’s Restaurant, a number of bank branches, ell positioned in areas between downtown and the niversity of Idaho campus, such as on 6th Street or South Main Street. These areas are tilized, and create a barrier between the central business district and ampus. Well-placed anchors drawing local residents as well as university faculty and staff b 5 years. Even with significant growth over the past 5 years, sales are under national ave for the region. The Co-op has a good opportunity to expand sales as well as their role in Downtown Moscow. There are a number of smaller private downtown anchors that collectively draw large numbers of customers for themselves as well as other local businesses. Some examples have been identified in surveys and interviews include the following: the Breakfast Clu Gart Sports, Book People, Creighton’s Clothing Store, R G Latah Realty, Moscow Realty, Moscow-Pullman Daily News, Royal Motor Inn, Keeny Brothers Music, Hodgin Drugs, Hong Kong Café, Basillio’s Restaurant, Casa D’Oro Restaurant, Moscow Florists, and Kenworthy Theater. Existing anchors are well dispersed throughout the district. This creates an opportunity for downtown customers to pass many of the smaller stores on their way between anchors. Potential future anchors could be w U largely vacant or underu c could help to erode these barriers. Business Clusters Business clusters are similar types of businesses located in close proximity of each other. lustering businesses that share customers or have complimentary goods strengthens the e C customer’s choices and downtown’s perception as a shopping destination. Identifying clusters can also guide the revitalization effort by assisting new businesses in finding th optimal location for their stores. Downtown Market Analysis Page 4-7 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Map 4-4 illustrates the pattern of business clusters in Downtown Moscow. There are strong clusters in government, education, medical, retail and restaurant facilities. The largest government cluster is on the east side of the central business district, which includes City Hall, the Federal Building and Post Office, County Administrative Offices, the Moscow Library, High School, and several other government facilities. The medical cluster anchors South Main Street with Gritman Hospital and severa T f Idah is a cluster in its ow d nt enting over 40% of the total umber of similar establishments in the core area. dents rict (through relocation and expansion) and ew. Other loner retail and restaurant businesses in the district that may be struggling could es an f this 5-block area for retail and restaurant activity. For example, requiring ground oor occupancy by retail and restaurant establishments, encouraging sidewalk cafes, tasteful tail displays, short-term parking with enforcement, minimum building height requirements f 2 stories, and sidewalk furnishing could all work in strengthening and expanding this luster. l private and affiliated medical offices. n right just west of the central business The retail and restaurant clusters tend to be more dispersed. However, there is a high concentration of both clusters on South Main Street between 1st Street and 6th Street. Over 30 retail and restaura establishments are located in this core area repres he University o o campus istrict. Downtown Mo ster scow Business Clusters Business Clu Location Government Services gton & Between Washin Jefferson Restaurant/Retail S. Main between 1st & 6th St. Restaurant 6th Street west of Jackson North n district. Of the 17 restaurants in the district, 10 of them are located in this Health Services S. Main Street below 6th St. Professional Offices Jackson & Washington Street Social Clubs Main St. Publishing & Press Jackson between 3rd & 6th St. Another small restaurant cluster has developed along 6th Street between Jackson Street and the University. Four restaurants operate in this 2-block area and cater primarily to stu and faculty from the University. Identifying and reinforcing the South Main Street retail and restaurant cluster is important for several reasons. First, it can be a targeted area for the recruitment of similar and complimentary businesses both within the dist n potentially be more successful in this well-established cluster. Second, the cluster provid opportunity to create an effective joint marketing program to guide customers to this area of Main Street. The correlation between the retail/restaurant clusters and the physical environment is important for bolstering existing businesses as well a future recruitment efforts. This part o Main Street includes some of the most attractive historic buildings, Friendship Square and Farmer’s Market, convenient public parking, two-way traffic, and a pedestrian friendly streetscape. The City and business community should consider measures to preserve and enhance fl re o c Downtown Market Analysis Page 4-8 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan 4.5 The Downtown Moscow Trade Area Primary Trade Area The “primary trade area” for Downtown Moscow can be defined as the geographic area om which 70 to 80 percent of downtown’s customers are drawn. For the sake of this roperty owners and area residents. Combining these quantitative and qualitative sources, th mi miles radius from the center of the district, which includes the communities in Table 4-5. the whole as declined This is due Moscow and Pullman also make up about 85% of the total number of households in the primary trade area. Over the last 10 years the total number of households has increased by 2.5 fr analysis, the primary trade area for downtown is identified as a whole recognizing that individual businesses and sectors will draw different customer basis. The primary trade area was defined based on an analysis of regional population patterns, spending habits, socio-economic trends, and local and regional competition. Most importantly, however, was the input received through the surveys of business owners, p e Downtown Moscow Primary Trade Area was deter omic Indicators of Downtown Moscow’s • The primary trade area has an estimated population of 57,690 with an estimated 20,942 ho • The average household size is 2.5 perso which is lower than the national average. • The total estimated annual income of households within the primary tra approximately $1,016,278,845. The median household income for tho ned to be an area of about a 15 Moscow and Pullman are most populated communities in the primary trade area by a significant amount. Combined, the population of these two cities makes up nearly 85% of all residents in the trade area. While these two cities have increased in population over the past 10 years, the primary trade area as a h mostly to small decreases in some of the more rural towns. • The median age in the PTA is 34 but Moscow is about 25 and Pullm Socio-Econ PTA useholds. ns, de area is • se in the primary trade area is $38,519. an is about 24. Downtown Market Analysis Page 4-9 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Profile Moscow Viola Princeton Genesee Potlatch Troy Pullman WSU Palouse Colton Uniontown TRADE AREA Miles from Moscow 0 9 14 12 12 9 9 9 13 13 14 Population 1990 21905 [PHONE REDACTED] 1876 1420 24661 1261 1270 726 339 55801 2000 23776 [PHONE REDACTED] 1867 1404 25086 1167 1154 670 313 57690 2005 23378 [PHONE REDACTED] 1780 1336 24603 1149 1085 633 296 56389 Annual Change 90-00 0.8 0.1 -0.5 -0.5 0 -0.1 0.2 -0.8 -0.9 -0.8 -0.8 -0.02 % of Trade Area 41.2% 0.8% 1.2% 1.9% 3.2% 2.4% 43.3% 2.0% 2.0% 1.2% 0.5% Households 1990 7856 182 259 436 [PHONE REDACTED] 154 512 291 134 19295 2000 8887 188 250 424 [PHONE REDACTED] 155 480 277 128 20942 2005 8792 181 238 403 [PHONE REDACTED] 151 458 266 123 20631 Annual Change 90-00 1.5 0.4 -0.4 -0.3 0.2 0.1 1 0.1 -0.8 -0.6 0.0 1.16 2000 Ave. HH Size 2.35 2.45 2.78 2.59 2.48 2.57 2.29 2.76 2.4 2.42 2.45 2.50 2000 HH as % of T.A. 42.4% 0.9% 1.2% 2.0% 3.6% 2.6% 42.3% 0.7% 2.3% 1.3% 0.6% Families 1990 4561 145 201 331 [PHONE REDACTED] 61 375 212 97 10745 2000 4964 146 189 312 [PHONE REDACTED] 55 339 195 90 11105 Annual Change 90-00 1 0.1 -0.7 -0.7 -0.2 -0.2 0.2 -1.2 -1.2 -1 -0.9 0.03 Race (2000 % of Total) White 94 98 99.1 98.1 99.1 98.1 86.7 77.2 96.5 97.8 97.8 94.8 Black 1.1 0 0 0 0 0.1 1.8 3.9 0.5 0 0 0.7 Asian/Pacific 3.5 0.2 0.1 1.1 0.2 0.6 9.6 16.8 0.2 1.5 1.6 3.2 Hispanic 3.1 0.7 1.2 0.9 0.9 1.7 3.5 4.7 2.3 1.8 1.9 2.1 Age Distribution 0-4 1379 28 42 73 131 81 1054 39 85 40 19 2971 5 to 9 1236 32 57 84 123 83 928 35 76 48 23 2726 10 to 14 1117 30 65 77 119 115 853 16 76 53 25 2548 15-19 2710 31 42 79 [PHONE REDACTED] 380 84 51 24 7698 20-24 5350 23 23 49 131 76 8228 464 43 24 11 14422 25-44 6491 154 198 324 [PHONE REDACTED] 215 381 217 101 14977 45-64 3638 114 169 270 [PHONE REDACTED] 16 262 154 72 8415 65-84 1474 44 87 121 [PHONE REDACTED] 1 127 72 33 3324 85+ 380 6 11 16 34 20 125 0 18 9 4 624 18+ 19306 352 [PHONE REDACTED] 1038 21699 1069 856 499 232 47756 Male 12173 237 357 558 950 709 12969 717 591 346 162 29770 Female 11603 224 338 539 917 695 12117 450 563 324 151 27920 Median Age 25.2 38 37.9 36.8 36.9 37.5 23.5 21.2 37.4 37.2 37 34 Household Income Total Personal 2000 Income 441,639,200 $ 9,539,473 $ 10,809,335 $ 22,467,657 $ 35,818,395 $ 28,621,944 $ 417,907,674 $ 8,295,036 $ 22,387,600 $ 12,740,050 $ 6,052,481 $ 1,016,278,845 $ Per Capita Income 18,575 $ 20,693 $ 15,553 $ 20,481 $ 19,185 $ 20,386 $ 16,659 $ 7,108 $ 19,400 $ 19,015 $ 19,337 $ 17,616 $ Household Base 8890 189 248 427 [PHONE REDACTED] 157 479 276 127 20941 Less than $15,000 1742 22 38 38 95 69 2239 68 50 29 13 4403 $15-$24,999 1316 35 26 57 124 57 1345 34 56 26 12 3088 $25-$49,999 2863 43 94 132 [PHONE REDACTED] 40 200 122 55 6442 $50-$99,999 2231 70 81 173 [PHONE REDACTED] 9 146 89 42 5330 Table 4-5: Downtown Moscow Primary Trade Area Socio-Economic Profile ---PAGE BREAK--- $100-$149,000 551 13 7 21 18 39 540 6 22 8 3 1228 $150,000 or more 196 6 2 6 11 9 195 0 5 2 2 434 Median HH Income 35,706 $ 47,292 $ 42,000 $ 47,279 $ 38,429 $ 43,560 $ 31,344 $ 20,329 $ 39,083 $ 39,219 $ 39,464 $ 38,519 $ Med. HH Income 2005 43,222 $ 56,639 $ 50,757 $ 56,837 $ 46,528 $ 52,435 $ 38,146 $ 25,667 $ 47,321 $ 47,500 $ 47,321 $ 46,579 $ Average Home Value 110,601 $ 103,728 $ 84,563 $ 82,955 $ 78,277 $ 91,714 $ 110,378 $ NA 91,201 $ 92,575 $ 92,137 $ 85,284 $ Average Rent 285 $ 202 $ 196 $ 247 $ 184 $ 252 $ 346 $ NA 233 $ 234 $ 240 $ 220 $ Ave. Disposable Income by Age All Ages 34976 40358 35530 40327 36058 38820 35020 21774 37474 37466 38150 < 35 22949 27600 35918 35971 29926 37403 20956 20780 32010 31349 30886 35-44 42456 38488 34643 46142 40222 37846 43452 14722 42466 42783 41210 45-54 52402 62425 48062 49661 41251 43842 58153 39286 47514 44318 45795 55-64 48127 36466 35326 34198 39998 40529 63671 0 37611 40786 40278 65+ 34415 22083 22500 28942 26412 23519 43810 0 29091 28958 27596 Source: 2000 CACI ---PAGE BREAK--- TOTAL SECONDARY Profile Julietta Orofino Lewiston Kendrick Deary Colfax Clarkston TRADE AREA Miles from Moscow 17 25 23 23 Population 1990 985 5757 29635 994 1459 4042 16286 59158 2000 1017 6385 32480 1019 1465 3908 19908 66182 2005 990 6433 32924 991 1400 3746 20520 67004 Annual Change 90-00 0.3 1 0.9 0.2 0 -0.3 2 4.1 % of Trade Area Households 1990 39 2168 12111 [PHONE REDACTED] 6498 23387 2000 421 2472 13746 [PHONE REDACTED] 8283 27527 2005 414 2539 14188 [PHONE REDACTED] 8702 28376 Annual Change 90-00 0.7 1.6 1.5 0.6 0.3 0 3 7.7 2000 Ave. HH Size 2.42 2.35 2.31 2.49 2.59 2.31 2.37 2.41 2000 HH as % of Trade Area Families 1990 294 1581 8158 [PHONE REDACTED] 4503 16357 2000 300 1739 8924 [PHONE REDACTED] 5585 18324 Annual Change 90-00 0.2 1.2 1.1 0.2 -0.1 -0.5 2.6 4.7 Race (2000) White 91.5 96.2 97.1 98.1 97.9 96.4 96.8 96.3 Black 0.1 0.2 0.2 0.3 0 0.1 0.3 0.2 Asian/Pacific 0.3 0.5 0.8 0 0.9 2.4 0.9 0.8 Hispanic 2 2.8 2.1 1.4 1 1.4 2.9 1.9 Age Distribution 0-4 6 3.9 5.6 6.4 6.6 5.7 6.8 5.9 5 to 9 5 5.1 5.7 5.9 7.3 6.4 7.3 6.1 10 to 14 7.1 6 6.1 6 6.9 6.7 7.7 6.6 15-19 6.2 7.5 7.6 7.8 7.2 6 8 7.2 20-24 5.9 6.5 7.9 4.6 5.7 3.6 6.1 5.8 25-44 24.3 25.4 26.5 26.4 27.7 26.2 26.3 26.1 45-64 27.7 29.1 24.3 27.3 27.1 25.3 22.6 26.2 65-84 16 14.3 13.9 13.2 10.9 15.9 12.8 13.9 85+ 1.6 2.4 2.5 2.6 0.5 4.1 2.3 2.3 18+ 77.6 79.7 78.2 76.3 74.3 77 73 76.6 Median Age 42.1 42.3 38.8 41.2 37.5 41.9 37.3 40.2 Male 50.6 52.2 48.8 50.9 50.4 48.2 48.4 49.9 Female 49.4 47.8 51.2 49.1 49.6 51.8 51.6 50.1 Household Income Total Personal 2000 Income 5,196,000 $ 29,820,372 $ 193,659,724 $ 5,527,326 $ 7,158,196 $ 22,093,948 $ 103,596,165 $ 367,051,731 $ Per Capita Income 17,320 $ 17,148 $ 21,701 $ 18,242 $ 17,084 $ 20,962 $ 18,549 $ 20,031 $ Household Base 420 2471 13744 [PHONE REDACTED] 8282 27524 Less than $15,000 80 373 2172 55 70 231 1458 4438 $15-$24,999 59 497 1773 52 93 222 1300 3995 $25-$49,999 [PHONE REDACTED] 176 [PHONE REDACTED] 9990 $50-$99,999 [PHONE REDACTED] 102 [PHONE REDACTED] 7122 $100-$149,000 8 94 852 18 14 64 373 1423 $150,000 or more 5 27 302 9 4 28 166 541 Median HH Income 34,038 $ 34,162 $ 38,853 $ 38,214 $ 40,870 $ 42,399 $ 34,830 $ 37,624 $ Med. HH Income 2005 41,429 $ 41,739 $ 44,402 $ 45,096 $ 49,911 $ 50,571 $ 40,068 $ 44,745 $ Average Home Value 81,941 $ 72,797 $ 91,865 $ 88,298 $ 66,839 $ 85,845 $ 86,866 $ 82,064 $ Average Rent 173 $ 214 $ 263 $ 165 $ 177 $ 236 $ 256 $ 212 $ Ave. Disposalbe Income by Age All Ages 31507 31900 36709 34207 34165 38592 35392 34,639 $ < 35 27029 27342 29213 28144 39931 31377 25767 29,829 $ 35-44 36164 37162 43493 44749 36690 44828 40661 40,535 $ 45-54 35566 39474 47052 40944 34955 44975 44610 41,082 $ 55-64 38786 33172 39945 35929 34091 52922 40718 39,366 $ 65+ 20818 21129 26263 25429 23056 26685 25106 24,069 $ Table 4-6: Downtown Moscow Secondary Trade Area Socio-Economic Profile Source: 2000 CACI ---PAGE BREAK--- file:///GI/MOSCOW/MAP4-5.jpg (1 of 2) [8/5/02 5:02:36 PM] ---PAGE BREAK--- file:///GI/MOSCOW/MAP4-5.jpg file:///GI/MOSCOW/MAP4-5.jpg (2 of 2) [8/5/02 5:02:36 PM] ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan The median age of the primary trade area is 34 years. However, Moscow (25.2) and Pullman (23.5) have a significantly lower median age because of the presence of the University of Idaho and Washington State University. This indicates that the majority of residents in the primary trade area are young adults. The per capita income and median household income in the primary trade area are $17,616 and $38, 519 respectively. Both Moscow and Pullman are below these figures due primarily to the high student population. While the population of the primary trade area is expected to continue to decline over the next 5 years, the number of households and median household income are expected to rise at a moderate rate. Secondary Trade Area The secondary trade area is the ring of influence for downtown beyond the primary trade area. Residents in the secondary trade area can get to Downtown Moscow with relative ease and will make the trip for special business purposes or events. Downtown Moscow’s secondary trade area includes those communities within 25 miles of the center of the district. This encompasses an additional 7 cities and towns as identified in Table 4-7 including some larger communities such as Clarkston, Washington and Lewiston, Idaho. The total population for the secondary trade area is approximately 66,182 with an estimated 27,527 households. The largest communities by far in the secondary trade area are Lewiston (32,480) and Clarkston (20,050), which make up almost 80% of the total population, collectively. These two cities also account for 22,029 households or 80% of the total number of households in the trade area. The total income for this area is $367,051, 731 and the median household income is $37,624. The secondary trade area is anticipated to grow moderately over the next 5 years in both population and median household income. The influence of the secondary trade area on Downtown Moscow is fairly limited because the largest communities (in terms of populations and households) are located the farthest away: Orofino (25 miles); Lewiston (23); and Clarkston (23). Market Competition Existing and potential new businesses need information about the area competition. To advocate for Downtown Moscow as an excellent business location and differentiate it from other choices, an assessment has been made of the competing commercial centers with a description of their markets. According to the results of the market surveys, Downtown Moscow’s main retail competition at this time is primarily within the City itself, and specifically at the Palouse Empire Mall. A vast majority downtown business owners and property owners indicated that the mall was the major source on competition for downtown. Area residents surveyed indicated that the mall is their primary shopping area. Local and regional market competition clusters are identified in Table 4-7 below. Downtown Market Analysis Page 4-10 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Palouse Empire Mall – This shopping mall was built in the 1980s on State Highway 8 across from the University of Idaho and about 1 mile from Downtown Moscow. The Palouse Mall is the only enclosed mall in the region and is small by industry standards with 44 retail stores, 8 restaurants, and 10 service businesses. In addition to the mall facility itself, there are several development pads in the complex containing additional larger businesses such as Office Depot, Hastings, restaurants, and bank branches. The mall also contains 4 movie theaters, which draws customers at night and on the weekends. Table 4-7: Downtown Moscow Competition Competing District Distance From DM Apprx. No. Bus Trade Area Size Palouse Empire Mall 1 mile 62 15 miles East Side Mall 2 miles 62 Local Moscow-Pullman Highway 2 miles 15 miles University of Idaho .25 miles Campus Pullman, WA 8 miles 65* 15 miles Lewiston 23 15 miles Clarkston 23 15 miles Spokane 90 miles 15 miles * Retail The mall contains several national franchises that are popular with young adults, college students and the general public. A number of these are clothing stores including the Gap, Footlocker, and Bon Marche. Clothing is a particular market segment that is well served by the mall and underserved in Downtown. The mall also caters to younger people with a number of stores specializing in books, music, computer equipment and software, video games, and outdoor apparel and equipment. University of Idaho – The University Commons includes a large bookstore (affiliated with Barnes & Noble) and a number restaurant franchises. In terms of its competition with Downtown, the University does not have a significant impact. However, the convenience of these services on campus may be a deterrent to students, faculty and staff considering visiting downtown for the same purposes. Pullman, Washington – Pullman is located only 8 miles from Downtown Moscow and is very accessible. Washington State University is located in Pullman with an enrollment of 17,688 (1998). Pullman has a limited retail cluster with approximately 65 establishments and $148,709,000 in sales (Retail Census, 1997). Pullman residents and students at WSU add an important segment to the trade area for Downtown Moscow, particularly for those in the age groups under 25. However, this population segment may be underserved in Downtown Moscow currently. Moscow-Pullman Highway (State Highway 8) – There are a number of retailers along the highway particularly on the west side of Moscow. Businesses include Wal-Mart, Staples, Tri- State, and numerous franchise restaurants and convenience stores. This highway-oriented commercial district serves more as a convenience shopping area for University students, faculty, staff and commuters than a destination district, although some franchise retailers such as Wal-Mart are destination businesses. The continued growth of this area threatens to dilute the retail potency of both downtown Moscow and Pullman. Downtown Market Analysis Page 4-11 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Eastside Marketplace – This commercial center is located southeast of downtown on Highway 8 near Mountain View Road. The Marketplace is a small indoor mall in transition. The recent loss of its major anchor, Sears, has substantially reduced its customer draw. A number of the retail stores have also been converted into professional office spaces and restaurants. The market place has a major grocery store, which primarily serves the surrounding neighborhoods, as do the restaurants and professional services. Numerous pad sites and businesses are located near the Marketplace several of which include franchise restaurants. Tidyman’s Market is located on the south side of Highway 8 across from the Marketplace. Estimated Current Retail Sales in the Trade Area A major indicator of market strength is current retail sales patterns. Two measurements of retail sales include the estimated retail sales per household and retail sales trends by segment. Retail sales per household compare the retail sales in Downtown to the region as a whole. Retail sales trends identify sales increases or decreases over time for specific categories of goods. Both help to put local retail sales into perspective and identify Downtown’s and weaknesses. Total consumer spending (all categories) in the primary trade area is estimated to be $828,170,226. Subtracting housing and related utility costs, spending in the primary trade on consumer products and services is estimated to be $513,911,627. This figure is calculated by comparing the number of households and their income levels with the Consumer Expenditure Survey for the Northwest United States issued by the U.S. Department of Labor. (See Appendix Downtown Moscow’s total consumer retail and service spending is estimated to be $236,805,000. This represents nearly 46% of all consumer expenditures in the primary trade area – a significant percent. Table 4-8 estimates the consumer spending for the Downtown Moscow Primary Trade Area by retail sector and household income. The Secondary Trade Area encompasses those cities and towns with 25 miles of Downtown Moscow. The total consumer retail spending (subtracting housing and related utility expenses) in this trade area is $690,999,754. Adding the retail sales of both the primary and secondary trade areas together, the total spending equals $1,204,911,381. Downtown Moscow’s percentage of sales from both trade areas is just under 20%. As mentioned above, the other business districts in the City represent the largest competition in the retail sector to Downtown Moscow. While Downtown Moscow maintains a healthy percentage of total retail sales and businesses (a much higher percentage than most other small cities similar in character), there is more retail competition in the City than in the rest of the primary trade area. In fact, excluding downtown, the City has more retail sales than anywhere else in the trade area. Downtown Market Analysis Page 4-12 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Downtown Moscow Sales Leakage The term “sales leakage” refers to the amount of consumer retail and service sales not spent in Downtown Moscow but in other areas of the primary and secondary trade areas. Table 4- 10 indicates that retail sales leakage is approximately $277 million in the prime trade area (PTA sales are made outside of Downtown Moscow). This means that approximately 54% of potential sales are leaking out of the downtown trade area to competing shopping areas. Sales leakage from the Downtown Moscow Trade Area may be attributable to the loss of customers to other shopping districts, particularly in other areas of the City. Additionally, the largest population clusters in the district, Moscow and Pullman, have a very young median age with a lower median income than the rest of the trade area. Evaluating the composition of stores and services, and estimated sales, this segment appears to be underserved. There are some surpluses (vs. leakage) in particular downtown business sectors including health services. This may be attributed to the fact that Gritman Hospital and related medical services has a larger regional draw than expected. Downtown Market Analysis Page 4-13 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Downtown Moscow Market Analysis Total Less $5,000 $10,000 TOTAL EST. TOTAL EST. TOTAL EST. TOTAL EST. Moscow CBD DTOWN DTOWN Complete than to to HH SPENDING HH SPENDING SPENDING DTOWN SALES IN Sales Leakage % OF PTA % OF ALL Merchandise/Business Type Reporting $5,000 $9,999 14,999 MOSCOW PTA MOSCOW STA MOSCOW PTA+STA MOSCOW CBD in PTA SALES TA SALES Food 5,216 $ 2,873 $ 2,576 $ 2,917 $ 113,226,426 $ 152,292,166 $ 265,518,592 $ 31,422,000 $ 81,804,426 $ 27.8% 11.8% Food at home 3,010 $ 1,804 $ 1,817 $ 1,993 $ 64,978,196 $ 87,149,296 $ 152,127,492 $ 21,622,000 $ 43,356,196 $ 33.3% 14.2% Food away from home 2,206 $ 1,069 $ 759 $ 923 $ 48,247,038 $ 65,140,939 $ 113,387,977 $ 9,800,000 $ 38,447,038 $ 20.3% 8.6% Alcoholic Beverages 348 $ 271 $ 100 $ 180 $ 7,571,173 $ 10,114,225 $ 17,685,398 $ 2,792,000 $ 4,779,173 $ 36.9% 15.8% Housekeeping Supplies 549 $ 238 $ 258 $ 285 $ 11,933,834 $ 16,048,761 $ 27,982,595 $ Household Furnishing & Equipment 1,619 $ 700 $ 488 $ 684 $ 34,975,276 $ 46,970,677 $ 81,945,953 $ Furniture 391 $ 208 $ 109 $ 176 $ 8,370,372 $ 11,202,509 $ 19,572,881 $ Floor Coverings 46 $ 49 $ 13 $ 27 $ 1,019,529 $ 1,356,831 $ 2,376,360 $ 3,451,000 $ (2,431,471) $ 338.5% 145.2% Major Appliances 190 $ 86 $ 69 $ 108 $ 4,055,631 $ 5,451,841 $ 9,507,472 $ Small Appl., misc housewares 114 $ 48 $ 33 $ 41 $ 2,494,504 $ 3,341,146 $ 5,835,650 $ Apparel and services 1,871 $ 993 $ 699 $ 893 $ 39,970,759 $ 53,707,751 $ 93,678,510 $ Men and boys 451 $ 218 $ 125 $ 133 $ 9,834,991 $ 13,320,914 $ 23,155,905 $ Men, 16 and over 352 $ 139 $ 88 $ 90 $ 7,665,212 $ 10,412,195 $ 18,077,407 $ Boys, 2 to 15 99 $ 78 $ 37 $ 44 $ 2,171,598 $ 2,910,265 $ 5,081,863 $ Women and girls 707 $ 431 $ 296 $ 411 $ 15,014,452 $ 20,051,692 $ 35,066,144 $ 1,508,000 $ 13,506,452 $ 10.0% 4.3% Girls, 2 to 15 113 $ 36 $ 38 $ 78 $ 2,339,638 $ 3,126,698 $ 5,466,336 $ Children under 2 74 $ 41 $ 43 $ 37 $ 1,651,509 $ 2,239,968 $ 3,891,477 $ Footwear 327 $ 166 $ 126 $ 175 $ 6,967,900 $ 9,435,194 $ 16,403,094 $ Other apparel products & services 311 $ 137 $ 109 $ 137 $ 6,498,819 $ 8,655,989 $ 15,154,808 $ Transportation 7,222 $ 3,117 $ 2,240 $ 3,697 $ 157,693,791 $ 213,360,556 $ 371,054,347 $ 16,289,000 $ 141,404,791 $ 10.3% 4.4% Health Care 2,042 $ 935 $ 1,162 $ 1,641 $ 42,823,407 $ 57,245,656 $ 100,069,063 $ 85,113,000 $ (42,289,593) $ 198.8% 85.1% Drugs 398 $ 180 $ 299 $ 432 $ 8,043,806 $ 10,606,684 $ 18,650,490 $ Medical Supplies 119 $ 54 $ 53 $ 110 $ 2,553,684 $ 3,418,152 $ 5,971,836 $ Entertainment 1,978 $ 907 $ 643 $ 969 $ 42,821,568 $ 57,431,901 $ 100,253,469 $ Fees and Admissions 482 $ 187 $ 128 $ 159 $ 10,461,018 $ 14,053,778 $ 24,514,796 $ 1,424,000 $ 9,037,018 $ 13.6% 5.8% TV, radios, sound equipment 632 $ 333 $ 309 $ 395 $ 13,604,662 $ 18,226,996 $ 31,831,658 $ Pets, toys, and playground equip. 368 $ 155 $ 128 $ 187 $ 8,028,074 $ 10,805,571 $ 18,833,645 $ Other Entertainment Supplies 496 $ 233 $ 78 $ 227 $ 10,732,854 $ 14,352,096 $ 25,084,950 $ Personal care products & services 447 $ 233 $ 219 $ 209 $ 9,696,120 $ 13,081,599 $ 22,777,719 $ Reading 169 $ 68 $ 68 $ 102 $ 3,609,294 $ 4,839,598 $ 8,448,892 $ Education 593 $ 863 $ 354 $ 267 $ 12,639,317 $ 16,409,437 $ 29,048,754 $ 644,000 $ 11,995,317 $ 5.1% 2.2% Tobacco products and supplies 315 $ 259 $ 223 $ 257 $ 6,817,982 $ 9,114,584 $ 15,932,566 $ TOTAL ESTIMATED SALES 513,911,627 $ 690,999,754 $ 1,204,911,381 $ 236,805,000 $ 277,106,627 $ 46.1% 19.7% Table 4-10: Estimated Sales Leakage from Downtown Moscow to PTA and STA Sources: 2000 Consumer Expenditure Survey, U.S. Department of Labor; CACI, Dufresne-Henry, Inc. Page 1 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan 4.6 Market Opportunities & Position Statement While Downtown Moscow will not be able to capture all of the retail and service sales dollars that are currently going out of the district, with better connections to the student population, streetscape enhancements, strategic development, quality promotions, and aggressive retail retention and recruitment programs a percentage of recapture is achievable. To be conservative, the market analysis projects a 3-5% market recapture in the next 5 years. This figure could be well exceeded based on the progress of the revitalization and marketing plan. Based on the analysis of current market conditions and potential market demand, the best opportunities for business development in Downtown Moscow identified below. Retail Growth Potential As illustrated in Tables 4-8 and 4-9 above, the total estimated demand for retail products and services in the Downtown Moscow Primary Trade Area is $513,911,627 per year. In the Secondary Trade Area the annual total demand is $690,999,754. It is estimated that Downtown Moscow retail and service businesses are now generating a total of approximately $236,805,000 in annual sales. The combined estimated square footage of these two sectors in Downtown Moscow is 510,809 (275,291 s.f. of retail and 235,518 s.f. of professional service). This results in a total combined $463/square foot of sales. Over the next 5 years, the population and number of households in the Primary and Secondary Trade Areas is anticipated to remain about the same. While trade area sales should remain about even as well, with the implementation of the Downtown Revitalization Plan, and barring a significant decline in the national and/or regional economy, it is estimated that Downtown Moscow may have the potential to increase its share of the retail sales within the Primary Trade Area from its current level of 46% to between 3% and 5% by the year 2006. This would amount to between $15.4 and $25.7 million in additional annual sales growth over the next 5 years (in 2000 dollars). This amount of square feet, based on an average retail business size of approximately 2,000 square feet, could potentially accommodate the introduction of approximately 7,700 to 12,850 additional small retail businesses in Downtown Moscow by the year 2006. This retail space could also include the expansion or increased sales by existing Downtown businesses, the filling of existing vacant space and/or the construction of new retail space. The Spending Potential Index for the Primary and Secondary Trade Areas is somewhat below the national average (CACI, Inc.). These coincide with the lower consumer expenditures for the Northwest United States compared with other regions of the County (U.S. Department of Labor). However, this does not necessary limit the potential for consumer sales growth in the Downtown Market Area. For the purposes of this analysis, the Spending Potential Index in Table 4-11 was rated high if the index was above 90. Downtown Market Analysis Page 4-14 Dufresne-Henry 8/5/02 Potential Trade Area Spending Index (Table 4-11) • Below 70 – Low Potential • Between 71-80 Moderate Potential • Above 90 – High Potential ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Based on the findings of the spending potential index, downtown business inventory, and market analysis, an opportunity exists for the enhancement or expansion of certain types of businesses in Downtown Moscow. A list of the types of existing retail businesses, which may enhance their revenues through expansion or merchandise line reorientation, and the types of businesses, which may be recruited to Downtown, is presented in Tables 4-12. Table 4-12 recognizes existing businesses with the Downtown Moscow District and assumes that they will continue to serve the community and the trade area in the future. In addition, it is possible that business opportunities could be realized through the combination of new businesses with an existing business. Table 4-11A: Downtown Moscow Primary Trade Area Spending Potential Index PTA Profile Moscow Viola Princeton Genesee Potlatch Troy Pullman WSU Palouse Colton Uniontown Average Financial Services Auto Loan 94 97 101 101 101 102 94 83 96 102 102 97.5 Home Loan 97 75 64 79 74 79 103 89 63 79 79 80.1 Investments 90 85 70 82 78 82 100 79 70 82 82 81.8 Retirement Plan 91 82 83 87 85 87 97 81 76 87 87 85.7 The Home Home Repair 97 95 91 97 95 97 100 85 92 97 97 94.8 Lawn & Garden 92 93 92 94 93 94 96 75 92 94 94 91.7 Remodeling 97 118 116 120 119 120 97 85 110 120 120 111.1 Appliances 91 98 99 102 101 102 91 74 96 102 102 96.2 Electronics 93 96 92 98 96 98 93 81 93 98 98 94.2 Furniture 87 86 72 89 83 89 88 64 75 89 89 82.8 Entertainment Restaurants 90 85 77 89 85 89 91 75 76 89 89 85.0 Sporting Goods 84 86 94 93 93 93 84 70 85 93 93 88.0 Theater/Concerts 82 80 75 84 81 84 83 67 73 84 84 79.7 Toys & Hobbies 87 90 93 96 95 96 87 74 86 96 96 90.5 Travel 83 76 69 76 74 76 87 70 70 76 76 75.7 Video Rental 88 92 93 95 94 95 88 79 92 95 95 91.5 Personal Apparel 89 85 80 90 86 90 91 75 78 90 90 85.8 Auto-Aftermarket 92 89 88 92 91 93 93 80 86 93 93 90.0 Health Insurance 92 98 105 101 102 101 93 83 102 101 101 98.1 Pets & Supplies 90 91 94 97 96 97 91 79 89 97 97 92.5 Source: 2000 CACI Downtown Market Analysis Page 4-15 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 4-11B: Downtown Moscow Secondary Trade Area Spending Potential Index Total Trade Area Profile Julietta Orofino Lewiston Kendrick Deary Colfax Clarkston Average Financial Services Auto Loan 96 98 97 102 101 94 97 97.9 Home Loan 67 72 87 74 75 63 83 74.4 Investments 75 82 91 79 79 70 86 80.3 Retirement Plan 78 82 90 86 84 75 88 83.3 The Home Home Repair 94 96 99 95 96 92 98 95.7 Lawn & Garden 92 94 97 93 93 92 96 93.9 Remodeling 111 114 105 119 118 109 108 112.0 Appliances 97 99 98 101 101 96 99 98.7 Electronics 94 95 97 96 97 93 97 95.6 Furniture 79 83 92 83 86 76 91 84.3 Entertainment Restaurants 79 83 91 85 85 76 88 83.9 Sporting Goods 85 89 88 94 92 83 89 88.6 Theater/Concerts 76 80 87 81 82 73 85 80.6 Toys & Hobbies 88 91 91 95 94 85 91 90.7 Travel 72 75 84 74 74 71 81 75.9 Video Rental 93 93 93 94 94 92 93 93.1 Personal Apparel 80 83 90 87 87 77 88 84.6 Auto-Aftermarket 87 89 93 91 91 86 92 89.9 Health Insurance 101 101 98 102 100 101 98 100.1 Pets & Supplies 89 93 92 96 95 88 92 92.1 Source: 2000 CACI In all cases, existing and new retail businesses located in Downtown Moscow must place a high emphasis on variety, quality, customer service and dependability with each business understanding and serving its own unique market orientation. Particular opportunities seem to be apparent in home furnishing, entertainment, specialty gifts, and apparel targeted to the professional and student. Downtown Market Analysis Page 4-16 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Downtown Moscow Market Analysis TOTAL EST. TOTAL EST. Moscow CBD DTOWN Potential HH SPENDING SALES IN Sales Leakage % OF PTA Growth in Merchandise/Business Type MOSCOW PTA MOSCOW CBD in PTA SALES MOSCOW CBD NOTES Food 113,226,426 $ 31,422,000 $ 81,804,426 $ 27.8% MODERATE Good opportunties for specialized market + rest. Food at home 64,978,196 $ 21,622,000 $ 43,356,196 $ 33.3% LOW High percentage already exists Food away from home 48,247,038 $ 9,800,000 $ 38,447,038 $ 20.3% HIGH Good support by prof. Offices, students, visitors Alcoholic Beverages 7,571,173 $ 2,792,000 $ 4,779,173 $ 36.9% MODERATE Good support by prof. Offices, students, visitors Housekeeping Supplies 11,933,834 $ MODERATE Area competition strong Household Furnishing & Equipment 34,975,276 $ HIGH SPI indicates strong potential for many categories Furniture 8,370,372 $ HIGH Good support by prof. Offices, students, visitors Floor Coverings 1,019,529 $ 3,451,000 $ (2,431,471) $ 338.5% MODERATE Surplus indicates comm. sales +large trade area Major Appliances 4,055,631 $ MODERATE Area competition, space requirements Small Appl., misc housewares 2,494,504 $ LOW Area competition, space requirements Apparel and services 39,970,759 $ HIGH Underserved sector in high quality and specialized Men and boys 9,834,991 $ HIGH Potential for high quality and style products Men, 16 and over 7,665,212 $ HIGH Potential for professional and student markets Boys, 2 to 15 2,171,598 $ HIGH Proven success in many downtown districts Women and girls 15,014,452 $ 1,508,000 $ 13,506,452 $ 10.0% HIGH Potential for professional and student markets Girls, 2 to 15 2,339,638 $ HIGH Proven success in many downtown districts Children under 2 1,651,509 $ HIGH Proven success in many downtown districts Footwear 6,967,900 $ HIGH Potential for professional and student markets Other apparel products & services 6,498,819 $ HIGH Potential for professional and student markets Transportation 157,693,791 $ 16,289,000 $ 141,404,791 $ 10.3% LOW SPI indicates limited potential for growth Health Care 42,823,407 $ 85,113,000 $ (42,289,593) $ 198.8% MODERATE Large trade area and aging population Drugs 8,043,806 $ MODERATE Support from office, medical and student pop. Medical Supplies 2,553,684 $ MODERATE Large trade area and aging population Entertainment 42,821,568 $ HIGH Good support by prof. Offices, students, visitors Fees and Admissions 10,461,018 $ 1,424,000 $ 9,037,018 $ 13.6% HIGH Limited current options but high potential TV, radios, sound equipment 13,604,662 $ HIGH Potential for professional and student markets Pets, toys, and playground equip. 8,028,074 $ HIGH Good support by prof. Offices, students, visitors Other Entertainment Supplies 10,732,854 $ HIGH Good support by prof. Offices, students, visitors Personal care products & services 9,696,120 $ MODERATE Good support by prof. Offices, students, visitors Reading 3,609,294 $ HIGH Good support by prof. Offices, students, visitors Education 12,639,317 $ 644,000 $ 11,995,317 $ 5.1% MODERATE Draw from IU and WSU Tobacco products and supplies 6,817,982 $ MODERATE Specialized store has good potential TOTAL ESTIMATED SALES 513,911,627 $ 236,805,000 $ 277,106,627 $ 46.1% Table 4-12: Estimated Sales Growth Potential for Downtown Moscow in PTA Sources: 2000 Consumer Expenditure Survey, U.S. Department of Labor; CACI, Dufresne-Henry, Inc. Page 1 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Office Market Opportunities It is anticipated that most of Downtown’s office market growth will continue to serve primarily professional, medical and business needs of those who live in the primary market area, as is currently the case. One exception may be the expansion of facilities and services of the University of Idaho into the Downtown District. It is anticipated that future growth in Downtown Moscow office users will continue to be primarily health services targeting households in the Primary Trade Area. Additionally, it is anticipated that Downtown Moscow will experience an increase in office demand as the Downtown Revitalization Plan is implemented resulting in more office users seeking the character of a traditional downtown district as an alternative to higher-priced, auto-oriented commercial districts in other sections of the Primary Trade Area. It has been demonstrated in numerous similar commercial districts that have embarked on progressive revitalization strategies that an increase in office space demand normally follows. Key Economic Indicators Downtown Office Market • Downtown Moscow currently has a significant base of office development. • Downtown Moscow currently contains a total of approximately 200 various office occupants. • The majority of occupied office space within Downtown serves the personal, medical and business needs of those who live in the Primary Trade Area (i.e. banks and financial institutions, insurance, health services, legal services, social services, membership organizations, and government services). • The majority of Downtown Moscow office users require small spaces, and this presenting an opportunity for additional office space users in upper floors on Main Street and at grade on side streets. A list of non-retail business types in Downtown Moscow is included in Table 4-13. Expanding these service businesses is appropriate based on one or more of the following factors: • These business sectors currently exist in a significant manner in Downtown Moscow forming a cluster recognized by the PTA. • They provide services generally sought out by area residents, students and workers as indicated in the surveys. • They often seek a traditional downtown location • These office types generally requires a small amount of square feet (between 500 and 2,000) and will locate on upper floors • These office types often seek less expensive but quality space generally found in older buildings • The business sectors have demonstrated an interest in locating in Downtown Moscow in recent years. • These business sectors seek locations near other uses found in significant numbers within Downtown. Downtown Market Analysis Page 4-17 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 4-13: Downtown Moscow Non-Retail Business Current Current Current SIC No. of Employ- Sales Business Category Code Bus. ees Volume Non-Consumer Sales 15 287 $ 112,330,000 Printing & Publishing 27 6 212 $ 11,765,000 Wholesale Trade 50-51 9 75 $ 100,565,000 Consumer Sales- Services 192 1,305 $ 160,652,000 Communications 48 2 6 $ 1,467,000 Transportation Services 47 2 14 $ 994,000 Banks and Credit Institutions 60-61 12 89 $ 14,067,000 Security, Commodity Broker & Services 62 1 3 $ 1,206,000 Insurance Carriers 63 2 4 $ 2,656,000 Insurance Agents, Brokers, & Services 64 10 31 $ 4,278,000 Real Estate 65 13 61 $ 7,784,000 Hotels, Rooming Houses & Lodges 70 2 15 $ 1,125,000 Beauty Salons & Barber Shops 7231;7241 13 29 $ 1,143,000 Personal Servces all other 72 9 27 $ 1,164,000 Business Services 73 13 39 $ 5,137,000 Auto Repair Service 75 5 24 $ 2,948,000 Miscellaneous Repair Services 76 2 7 $ 826,000 Theater and Dance 78 2 12 $ 948,000 Amusement & Recreational Services 79 3 12 $ 476,000 Health Services 80 39 558 $ 85,113,000 Legal Services 81 22 66 $ 11,022,000 Educational Services 82 8 21 $ 644,000 Human Services 83 23 223 $ 8,639,000 Engineering & Management Services 87 9 64 $ 9,015,000 Other Non-Consumer Services 16 77 0 Government Services 91-97 4 31 $ - Membership Organizations 861-865 6 17 $ - Religious Institutons 866-869 6 29 $ - TOTAL 223 1669 $ 272,982,000 Source: InfoUSA Housing Market Opportunities As Downtown Moscow is further enhanced, it will offer an environment more conducive to living and investment in more housing development/rehabilitation. To its advantage, Downtown Moscow currently contains a 606 housing units (Census, 2000) and has a large number of residents and students living near the boundaries of Downtown. (See Chapter 3 for Downtown Housing Inventory). Downtown Market Analysis Page 4-18 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Every effort should be made in the future to encourage the development of more housing in appropriate upper story building space throughout Downtown Moscow. A specific effort should also be made to encourage the development of housing for young and middle-age households in order to ensure a broader range of age group distribution living within Downtown. The timing of further downtown housing development should be governed by the progress of the overall revitalization effort. The market appeal for housing in Downtown Moscow will be much greater as downtown’s retail base is further strengthened and when the physical environment is further enhanced. These steps should be taken prior to any major effort to develop more housing in order to ensure that Downtown living is of the highest quality possible. Housing Opportunities in Downtown Moscow: • Housing in appropriate upper story building spaces throughout Downtown (i.e. such as loft spaces); • Live/Work Space for local artists and professionals; • Infill housing in the peripheral areas of the district; • Conventional, non-assisted housing in Downtown Moscow to satisfy potential housing demand in the community; and • Housing for young (i.e. students) and middle-age households in order to ensure a broader distribution of age groups living within Downtown. Downtown Niches The market analysis confirms that Downtown Moscow has a strong niche for health services, education, government, restaurants, entertainment and independently owned small retailers. These conclusions are drawn from the business inventory, surveys, cluster analysis and trade area comparisons. In order to build on these niches the City, University and business community need to work in partnership on every aspect of the revitalization plan. In terms of building on non-retail business niches, efforts should be made to facilitate upper floor and side street renovations and occupancy. To build on existing retail niches, efforts should be made to promote the district for high quality expansion targeting existing geographic clusters. There are particular niche opportunities in high quality apparel, ethnic restaurants, home furnishings and entertainment. Market Position Statement A Market Position Statement distinguishes the downtown shopping district from surrounding shopping opportunities. It describes the type of retail mix and indicates the target customer market. The market position statement for Downtown Moscow is as follows: Downtown Market Analysis Page 4-19 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Downtown Market Analysis Page 4-20 Dufresne-Henry 8/5/02 “Downtown Moscow is the regional market and service center for the majority of residents in Latah County and parts of Whitman County. It serves as the region’s premiere shopping, arts, and entertainment district emphasizing independently owned shops and services in an vibrant, attractive historic atmosphere. It also provides numerous government, health, financial, and educational goods and services. Downtown Moscow serves the trade area with a wide range of shopping and cultural opportunities for residents, students and visitors”. 4.7 Downtown Moscow Strategic Marketing Plan A great deal of improvement to existing businesses and the addition of new high quality complimentary business can be accomplished in Downtown Moscow by implementing an effective marketing program. The City of Moscow, University of Idaho, Latah County EDC, and downtown business community must work in partnership to implement this Year-round Marketing Program. The Downtown Moscow Implementation & Action Strategy (Chapter 5) outlines existing and potential new marketing programs. ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan CHAPTER 5 IMPLEMENTATION & ACTION STRATEGY This 5-year Implementation & Action Strategy identifies specific revitalization strategies (projects and programs), a timeframe for completion, potential funding sources, and entities involved in to carry out the action. The key to success is creating a strong partnership between the City, University and downtown business and property owners. Each has a significant stake and major role in carry out the revitalization strategy. The Action Strategy is summarized in Table 5-1 below. Additionally, the implementation plan is summarized in Section 10, Phasing and Priorities, which describes each Action Category, Description of the Action, Leaders and Partners, Potential Funding, Frequency and Priority. 1. Organizational Needs & Opportunities Strategy 1: Establish a new organization to lead the revitalization and marketing program in Downtown Moscow. For Downtown Moscow to reach its full economic potential, there must be a permanent vehicle that allows the City’s key constituents to fully visualize, plan and implement the downtown revitalization strategy. Given the constraints currently placed on the Planning Department, which is responsible for development review and general planning, the City does not have the capacity to fulfill this critical need. The Latah County Economic Development Council, Moscow Chamber of Commerce, and the Moscow Redevelopment Authority are involved in broader economic development issues. However, they must play an integral role in the new downtown organization. It is essential that these organizations work cooperatively for the benefit of the community. The opportunity exists to establish a new organization that can provide lasting and sustainable support to downtown in the form of promotion, business development, events planning, maintenance, and capital projects. Implementation & Action Strategy Page 5-1 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Table 5-1: Summary of Downtown Moscow Action Plan 1. Organizational Needs & Opportunities Strategy 1: Establish a new organization to lead the revitalization and marketing program in Downtown Moscow. Actions A. Create Downtown Partnership as Initial Organizational Structure B. Incorporate Downtown Moscow, Inc. C. Establish Organizational Objectives D. Develop a Schedule for Incorporation and Hire Staff E. Developing a Budget and Funding Mechanism Strategy 2: Over the next 5 years the Downtown Partners should consider a Business improvement District (BID) Organization to provide a permanent revitalization program and funding source. Actions A. Establishing Boundaries B. Select an Assessment Mechanism C. Create an MOU between the City and BID 2. Strategic Downtown Marketing Programs Strategy 1: Create a consistent and multi-media joint advertising program. Actions A. Print Ads B. Radio Advertisements C. Cable Television D. Inserts Strategy 2: Develop a series of promotional materials for Downtown Moscow. Actions A. Create Downtown Slogan and Logo B. Brochures and Booklets C. Marketing Brochures D. Posters and Leaflets E. Downtown Business Directory F. Directional Signs and Downtown Information Kiosks G. Point–of-purchase Displays H. Tie-ins I. Downtown Magazine J. Create Downtown Contests, Games, and Sweepstakes K. Coupons L. Create a Downtown Gift Certificate M. Create a Downtown Catalog N. University Credit Program O. Issue Employee Discount Cards P. Welcome High School Students Q. Create a Series of Direct Marketing Programs Implementation & Action Strategy Page 5-2 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Strategy 3: Establish a public relations campaign to inform customers and stakeholders of downtown activities and progress. Actions A. Media Coverage of Downtown Progress B. “Meet the Community” and “Welcome” C. Seminars D. Annual Reports E. Newsletters F. Lobbying G. Expand the Downtown Website 3. Downtown Events & Celebrations Strategy 1: Assess Existing and Create New Entertainment Venues and Events Actions Provide Regular Events and Entertainment 4. Business Development Programs Strategy 1: Create new financing tools to attract targeted businesses and enhance existing businesses. Actions A. Establish a Business Loan Pool B. Facade and Sign Improvement Program Strategy 2: Seek partnerships with existing businesses, the University and developers for existing business expansions and targeted projects (such as “Verizon” Building, the Moscow Hotel, the Ag/Ind Area or assemblage of parcels at the North End of Main Street) and business expansion Actions A. Create Local Limited Partnerships B. Joint Ventures C. Tax-Exempt Financing D. Property Assemblage E. Land Cost Write-Downs F. Relocation Funds G. Property Tax Abatement Strategy 3: Provide professional service and support through existing resources at the City, University, Chamber and LEDC. Actions A. In-Kind Services B. Provide Informational Services 5. Public Improvement Projects Implementation & Action Strategy Page 5-3 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Strategy 1: Initiate a series of “short term” public improvements (1 to 5 years) that focus on improving access to and awareness of the downtown Moscow and the goods and services provided in the downtown Actions A. Downtown Business Directory, Informational Kiosks & “Wayfinding System” B. “Heart of the Arts” / Friendship Square Improvements C. Downtown “Gateway” Improvement Projects D. South “Gateway” Park E. Public Parking Improvements F. Traffic and Circulation Improvements G. “Civic Core” H. “Art in the Alley” I. Sixth Street Corridor Redevelopment J. “Linear Park” K. Agricultural Heritage Center & Park L. Streetscape Enhancement Projects 6. Private Rehabilitation and Development Projects Strategy 1: Facilitate Redevelopment of Underutilized Buildings and Property Actions A. Provide Incentives B. Encourage Redevelopment and Rehabilitation C. Work with Absentee Landlords to Repair or Sell D. Focus on Main Street Strategy 2: Identify and Promote Infill Development Opportunities Strategy 3: Work with Property Owners on Building and Frontage Enhancement Actions A. Window Treatments B. Gritman Medical Center and “Medical Arts Health & Wellness” District C. Agricultural/Industrial “Mixed-Use” District 7. “Town & Gown” Partnership Opportunities Strategy 1: Establish partnership opportunities between the City and University to create a strong working relationship between the campus and downtown. Actions A. Coordinate Planning Efforts B. Build Local Leaders C. Create a Neighborhood Partnership Program D. Create Partnerships for Revitalization Projects 8. Public Policy & Regulations Implementation & Action Strategy Page 5-4 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Strategy 1: Revise Zoning Regulations Actions A. Permitted Uses B. Dimensional Standards C. Outdoor Uses D. Sidewalk Café Ordinance E. Parking F. Incorporate Smart Growth Principals G. Create a Downtown Historic District H. Establish a Design Review Process for Key Areas I. Ensure that the Development Review Process is Efficient J. Common Dumpster Ordinance 9. Potential Funding Opportunities A. HUD Partnership Demonstration Grants B. Disabled Access Tax Credit C. Inner-City Ventures Fund D. Johanna Favrot Fund E. National Preservation Loan Fund F. Preservation Services Fund G. Rehabilitation Investment Tax Credit H. Tax Deduction for Removing Architectural and Transportation Barriers to People with Disabilities and Elderly Individuals I. Transportation Enhancement Program J. Trees for Local Communities Grant K. Tax Increment Financing District L. Other Potential Grant Programs: M. National Endowment for the Arts – Grants to Organizations 10. Phasing & Priorities Implementation & Action Strategy Page 5-5 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Actions A. Create Downtown Partnership as Initial Organizational Structure To begin the process of revitalization, key stakeholders should form a voluntary board to plan for a permanent organization and carry out some of the short-term strategies. Every effort should be made to structure the Board as a private-public partnership and as a group of powerful, influential leaders. For ease of management, the Board size should be kept to a limited number of members (such as 12-20). Each representative should be a voting member of the Board. For the short term or transitional period key members of the CRC and LEDC boards can serve as the bridge until a permanent board is in place, however there are individuals (some listed below) who should be added to the transitional and permanent board. The Board of Directors should include the following composition and representation: • Planning & Community Development Director • The Mayor and City Supervisor • City Council Member(s) • LEDC Board Chair and Director • Redevelopment Authority Chair • Chamber of Commerce Board President • University of Idaho President / or Designated Representative • Bank and Industry CEOs / Managers (Latah County Grain Growers, Banks, Gritman, Avista, etc.) • Downtown business owners/operators • Key Residents • Historic Commission Chair • Newspaper / Media CEO • Arts Commission Director • UI Student Representation The Board should create task forces and give them the decision-making authority required to implement the strategy. The Board should also be responsible for hiring and overseeing the organization’s executive director. B. Incorporate Downtown Moscow, Inc. The City, UI, LEDC, and business leaders should initiate the creation of a new non-profit organization to work with the downtown business community and the City on various economic development and revitalization programs. There are several different ways in which a permanent organization can be established for the purposes of carrying out the economic development strategy: • 501c3 - Most common and flexible designation; good access to grant programs • 501c(4) - Civic leagues or organizations operated exclusively for the promotion of the social welfare. Implementation & Action Strategy Page 5-6 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • 501 c Business leagues, chambers of commerce, real estate boards and similar organizations. They are membership organizations with lobbying ability. The most flexible designation is the 501 c(3), which is also the most recognized by other charitable organizations, foundations and grant programs. C. Establish Organizational Objectives Once the management vehicle is selected for incorporation, the organization should fill the following role: • Act as an umbrella organization that pulls together and coordinates Downtown Moscow’s constituents from both the private and public sectors; • Become the centralized and authoritative voice for downtown business development, capital projects and marketing; • Position Downtown Moscow as a major asset within the region; • Hire and oversee staff; • Provide and cultivate the leadership necessary to implement the Plan; • Garner an adequate level of resources – staff, volunteers, funds, etc. - to successfully implement the strategy; • Define the mission of organization with representation from local business community. Example Mission Statement for Downtown Moscow Inc. “The Pride of the Palouse!” DOWNTOWN MOSCOW, INC. is committed to enhancing the economic climate of Downtown Moscow, and will serve as a partner to all public and private groups working for positive change by promoting and facilitating an attractive environment for business development for the benefit all local and regional residents. GOALS • Develop partnerships with local businesses, the City, University of Idaho, and other organizations for the retention and recruitment of businesses that will sustain a positive economic climate. • Promote and support efforts of existing and new businesses in downtown through marketing assistance. • Identify and offer financial incentives needed to encourage current and prospective businesses to expand/locate in the downtown area. • Develop assistance programs for small business in the area of finance, marketing, and other related activities. • Communicate regularly with business community, revitalization partners and the general public D. Develop a Schedule for Incorporation and Hire Staff The Downtown Revitalization Partners (i.e. City, UI, LEDC, Chamber, and involved businesses) should strive to incorporate Downtown Moscow, Inc. and hire staff with 6 months. In order to achieve this a financial commitment will have to be in place to provide the funding mechanism. Staffing for the first year of operation should include an executive Implementation & Action Strategy Page 5-7 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan director and full-time administrative assistant with future expansion of staff to include an assistant director. The executive director should have experience in marketing, economic development, and public planning. It is imperative that the director’s position be formed as soon as possible. It may be possible to provide an interim director hired for the transitional period to initiate some of the short-term actions. Administrative assistance could be shared with existing organizations. It is very important to make the transition as soon as possible to permanent staff. E. Develop a Budget and Funding Mechanism The funding mechanism for the new organization should include commitments from several sources for a 3 to 5 year period. (One and two year commitments do not generally allow enough time for the organization to take root and make progress on the plan). For Downtown Moscow, the new organization should have a starting annual budget of $100,000 as a goal to be effective in taking action of the revitalization plan. Budgeting for the initial and subsequent years determines the staffing pattern and the service components for the district. First step should include the following: • Description of services to be provided in the current fiscal year • Whether the services will be done in house or contracted out. • What percentage of the budget will be dedicated to services • What staff will be necessary to administer the program. The budget is divided into two main categories: • Services - May include marketing and promotion, holiday and other special lighting, streetscape enhancement and other capital improvements, policy and regulation revisions, and business development. • Administration - May include personnel salaries, employee benefits, liability insurance, rent and utilities, telephone, legal and accounting fees, printing and postage, office equipment and supplies. The larger public and quasi-public partners such as the City, UI, local banks, Gritman Medical Center, and utilities should be primarily responsible for the administrative side of the budget and be committed to a 3 to 5 year contribution of approximately $75,000. (About $10-20,000 per year per partner depending on the number). The downtown business and property owners should be responsible for annual contributions of $50,000 towards the service programs. With approximately 300 businesses in Downtown Moscow the average annual contribution would be about $170. This can also be supplemented through a variety of fundraising events. Many downtown organizations have fizzled out after just a few years because of the lack of long-term financial support or because staff is held responsible for major fundraising. The Downtown Moscow Partner should ensure that this is avoided. Implementation & Action Strategy Page 5-8 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Strategy 2: Over the next 5 years the Downtown Partners should consider a Business Improvement District (BID) Organization to provide a permanent revitalization program and funding source. A BID is an organizing and financing mechanism used by property owners and merchants to determine the future of their retail, commercial and industrial areas. The BID permits property owners and merchants to band together to use the City’s tax collection powers to “assess” themselves in order to carry out the revitalization strategy. These funds are collected by the city and returned in their entirety to the BID and are used for purchasing supplemental services maintenance, security, promotions and special events) and capital improvements street furniture, trees, signage, special lighting) beyond those services and improvements provided by the City. In essence, the program is one of self-help through self-taxation. The BID Organization proposed here is unlike the BID created by the City over 20 years ago to fund the streetscape project. The key difference is that the BID would provide funding for supplemental services and projects that are needed but not being carried out by the City. The BID is also different from the voluntary organization recommended in Strategy 1 in that it would provide a sustainable effort and funding source to ensure consistency in services and programs, and ability to pursue projects over several years. This structure also insures that revitalization program and project costs are shared equitably among all the stakeholders. A. Establishing Boundaries Variations in property benefit may occur because of the mix of uses within the district and the differing benefits that may or may not accrue to some properties. Retail, office and residential properties benefit differently depending on the programs and services offered by the BID. The tests for defining boundaries are: • Where are services and improvements needed? • Where do these needs correspond with a community of interest within the business/commercial property sector that is willing to finance services or improvements. B. Select an Assessment Mechanism There are several assessment options that may work for Downtown Moscow including the following: • Assessed Valuation o Responds directly to benefits provided by BID o Easy to calculate o Includes several variables associated with each property (i.e. size, age, locations, lot size, equipment, etc.) o Appeals procedures well established with the city o Easy to understand and widely accepted as equitable Implementation & Action Strategy Page 5-9 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • Square Footage o Does not require unimproved properties to share costs that will benefit them (fully developed properties bear larger share of costs) o Excludes important property variables (assumes all properties are equal) • Street Frontage o Tends to under-assess properties with deep lots and small exposure to the street o Easy to understand and calculate. Some BID Organization Web Sites (Burlington, VT) (Syracuse, NY) www.timessquarebid.org (New York City) www.portlandmaine.com (Portland, ME) www.danbury.org/org/citycenter (Danbury, CT) www.hyannisdowntown.org (Hyannis, MA) www.bennington.com (Bennington, VT) www.intownmanchester.com (Manchester, NH) www.firsttowndowntown.org (Windsor, CT) www.newlondonmainstreet.org (New London, CT) www.springfielddowntown.com (Springfield, MA) www.stamford.com (Stamford, CT) • Location o Well suited to circumstances in which the principal benefit is a centrally located facility. (Assumes that properties benefit inversely with distance from facility) o Not well suited where services are applied uniformly. • Business Use o Method permits different assessment depending on different property uses and assumes a different agree of benefit depending on the use. o Places heavy emphasis on services to retail and hotels. For Downtown Moscow we recommend using an assessed value formula. Assessments must ensure predictable, multi-year revenues. This is necessary in solving problems that are not quick fixes and attracting professional staff. Assessments must also be proportionate to benefits received. Tailoring an assessment formula to varying benefit levels can make a vital difference in gaining property owners acceptance of a BID. Ultimately the BID structure would take the place of a few generous participants and municipal support, which can be unpredictable. Nonetheless, continued participation by public and non-profit entities is essential and should be encouraged. Additional voluntary support for BID depends on types of organizations. GSA (i.e. government and post offices) do not pay taxes but can pay for services provided by the BID that it would be paying for in some other way. Implementation & Action Strategy Page 5-10 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan C. Create an MOU between the City and BID This agreement would clearly define the roles that the new organization as well as the City will play in the revitalization process. MOUs typically address the BID area, fee assessments and process, services to be provided to the BID and by the City (including public safety, public health and infrastructure protection and maintenance, administrative services, billing and collection of fees and disbursement of funds), ownership obligations and property rights, policies affecting the joint use of city and private property, amendments of the improvement plan and/or BID Boundaries, dissolution, changes to the agreement. 2. Strategic Downtown Marketing Programs In developing the Strategic Downtown Marketing Program the primary and secondary trade area information was used to identify strategic advantages of doing business in Downtown Moscow. Basically, a great deal of improvement to existing businesses and attracting new high quality complimentary business can be accomplished in Downtown Moscow through an effective marketing program. The City of Moscow, University of Idaho, LEDC, and downtown business community must work in partnership to implement this Year-round Marketing Program. A marketing task force should be established to carry out this program. The following is an outline of existing and potential new programs including a list of promotional medians for use in marketing Downtown Moscow. Strategy 1: Create a consistent and multi-media joint advertising program. Coordinate and target advertising by downtown businesses through various media sources. Complimentary businesses can increase distribution, space and time through collective ads at reasonable costs, while informing potential customers on the variety of downtown stores and services. It should also be used to let the public know about upcoming events. Joint advertising should be geared toward promoting the downtown as a district rather than individual businesses. Actions A. Print Ads Develop a cooperative advertising program targeted to regional residents, students and visitors in different demographic and socio-economic categories based on the current mix of businesses in the Downtown Moscow. Develop full page, half page, 3x5 column, and inserts for the Moscow Daily News (identified as the primary source of information in public surveys) and other local news publications. Joint ads should be attractive, include a map of downtown with public parking and other important features, be printed on most effective day (typically Thursdays and Fridays), and adjusted seasonally. B. Radio Advertisements Radio was also identified as a significant advertising media in the public surveys. The following are guidelines for an effective radio proposal: 1. Use 60 Second Commercials including a Downtown Jingle 2. Include 15-20 Businesses with a rotation of 4 per commercial Implementation & Action Strategy Page 5-11 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan 3. Mention of weekly downtown events and reference print ads in newspapers 4. Days of the Week: Thursday, Friday, and Saturday are typically the best days to advertise. 5. Pick stations to broadcast to students and other demographic targets. (Demographic and Socio-economic stats on audience are available from the stations). 6. Hours: 6-9 AM and 4-7 PM as typically the best 7. Use a minimum of 12 spots per station per day 8. Seasonal Formats: Starting with Fall (Sept. – November); Christmas (Nov. 25- Dec 25); Winter (Jan. – March); Spring (April – May); Summer (June – August). 9. Weekly Costs: Broken down by season 10. Utilize other medias (i.e. linking to website promotions, etc) 11. Utilize sales associates at station(s) to assist with development and soliciting participating businesses C. Cable Television Put together similar proposal to radio stations with attractive pictures of downtown and featured businesses based on funding sources. D. Inserts Advertising upcoming events, activities, and downtown businesses through small inserts (8 ½ x 11 or less). Typically, these are less expensive than print and are effective costs for regional distribution when important activities are scheduled for downtown (i.e. festivals, sales, parades, etc.). Use local artists when possible to design background art for ads. Insertions should be made in the Moscow Daily News and other local newspapers. Strategy 2: Develop a series of promotional materials for Downtown Moscow. A. Create Downtown Slogan and Logo Create a new logo and slogan for Downtown Moscow. These help create a positive symbol for downtown that serve as a constant reminder to the public and potential customers. Use the slogan and logo on all advertising and promotional materials. “Heart of the Arts” is a logical candidate for the slogan, and can be built upon to include other significant community cultural characteristics such as Moscow’s strong historic character. B. Brochures and Booklets Coordinate with the Chamber of Commerce on an Annual Moscow Visitor’s Guide. Create a new brochure featuring Downtown Moscow with business directory (use GIS Map and Directory as model). C. Marketing Brochures Work with local businesses, the City, Arts Commission, Historic Commission, LEDC, the Chamber and the University to develop and distribute tourist and marketing materials highlighting Moscow’s businesses, events, cultural and recreational resources, educational opportunities and history. Implementation & Action Strategy Page 5-12 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan D. Posters and Leaflets Develop posters for window display at downtown businesses, UI and area hotels listing of seasonal events and activities. Posters should include a map of the downtown area. Use local artists to create background for posters and leaflets. E. Downtown Business Directory A full list of downtown businesses should be developed using the business inventory and GIS maps created as part of this project. This could be distributed as an insert in local papers, to visitors through the Chamber of Commerce, area hotels, the University of Idaho and Washington State University (in the fall), and local businesses. Determine distribution volume and work with local printers (including the newspapers) to obtain the best rate, F. Directional Signs and Downtown Information Kiosks Develop a plan for strategically located Informational Kiosks directional signs. (Details of this project are covered in other sections of the Downtown Revitalization Plan). The ‘Wayfinding System” should incorporate and emphasize the arts community. G. Point–of-purchase Displays Provide advertisements, maps and other promotional materials available in downtown stores at the check out counters. H. Tie-ins Cooperate on advertising with others such as local businesses, malls, UI, EDC, the Chamber of Commerce, social organizations, Arts Commission, ASUI, etc. I. Downtown Magazine Create a quarterly publication that can be used to update residents and visitors on upcoming activities and events, advertise local businesses and attract new businesses. Provide interviews with local businesses, and write about any new projects. Distribute through the local newspapers and on campus at UI and WSU. The magazine could also be included on the downtown website. J. Create Downtown Contests, Games, and Sweepstakes Work with local businesses to develop contests and prizes that bring visitors to downtown. This could be used as an incentive to attract new customers. K. Coupons Create a coupon program for Downtown Businesses as an added incentive to attract new customers and measure effectiveness of advertising programs. This program should provide discounts for shops and restaurants to targeted customers such as college students, visitors and conference attendees. The coupons should be linked with University events such as homecoming, parents weekends, RV show, Coupon books can be assembled with discounts for each participating business, or “Downtown Dollars” could provide coupons at a variety of businesses. Implementation & Action Strategy Page 5-13 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan L. Create a Downtown Gift Certificate This could be a Single Certificate valid at all Downtown businesses. It can be treated like a traveler’s check and accepted at face value. Certificates should be $25 or less (the goal is to get shoppers downtown) and a customer receives cash back when purchase is less that gift certificate amount. Gift certificated would be deposited like all other checks received during the business day. M. Create a Downtown Catalog Catalog revenues nationwide in 1997 surpassed $60 billion. Downtown’s are starting to create catalogs featuring shops’ and stores’ goods with prices. Updated seasonally and use local newspapers and printers to assist in production. Create a local, regional and national mailing list based on store sales records, area hotels, residents, and student information. This project represents an investment of time and money but it can reach a significant new customer base. Major costs include copywriting, layout and design, photos and illustrations of merchandise, postage and cost of renting a mailing list. A cooperative downtown catalog can help reduce the cost for individual retailers. It could also be placed on the internet to create the “Moscow Downtown E-Shop”. This also can and should build on the unique arts, history and culture of the community. N. University Credit Program – Create an agreement with the University of Idaho to enable students to utilize their student cards to purchase food and merchandise in downtown shops and restaurants. Create credit for UI students for downtown who work and volunteer their efforts. O. Issue Employee Discount Cards – Tap the economic power of people who work downtown. Discount cards can encourage employees to shop in and use the services of their own downtown environment. P. Welcome High School Students Reports show that high school students have about $90 per week in disposal income. To bring it downtown, advertise in school newspapers or create a discount card. Cards could be given as rewards to students excelling in scholastic achievement, sports excellence, citizenship, etc. Q. Create a Series of Direct Marketing Programs – This may include the following ideas: • Mailings – Send out mailings to targeted customers notifying them of upcoming events and individual business advertisements • Electronic Shopping – Promotional emails to targeted customers informing them of sales through the downtown website, businesses that have their own website. • Fax Mail – Develop a broadcast fax program to notify downtown businesses and customers of upcoming events. • E-mail – Develop a broadcast E-Mail program to notify downtown businesses and customers of upcoming events. Implementation & Action Strategy Page 5-14 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Strategy 3: Establish a public relations campaign to inform customers and stakeholders of downtown activities and progress. Actions A. Media Coverage of Downtown Progress Regular articles and radio interviews covering new businesses, expanding businesses and other enhancement projects are a key component of the marketing strategy. Consistent media coverage of important events and development should be accomplished regular press releases and articles. Creating a local cable TV program for downtown is also an effective means of informing the public of important activities and serves as a promotional opportunity. B. “Meet the Community” and “Welcome” New and expanding downtown businesses can be given the opportunity to make a brief presentation to the Mayor and City Council. Three or four businesses are given a two to three minute time slot each during the beginning of the Council meeting to introduce themselves and give a brief snapshot of business or expansion plans. C. Seminars Create a speaker series for local business owners featuring experts in various fields such as retailing, marketing, design, promotion, and business planning. Seminars should be video tapped so that businesses that can directly participate have the opportunity to see the presentation at a later date. The National Main Street Center website includes a list of speakers in these different fields. D. Annual Reports Once the new downtown organization is established, annual reports should be made highlighting the progress in different areas of the Revitalization Plan. Annual reports should be attractive with graphics and pictures so that they can be distributed to prospective businesses as well as existing businesses, property owners and other stakeholders. E. Newsletters These publications should be issued quarterly with updates on local businesses, upcoming events, and various projects underway in the downtown area. F. Lobbying Maintain regular contact with key civic associations, public officials and local businesses to identify important public policy and regulation issues for downtown. Work with local officials, department heads, and civic groups to move important downtown projects forward such as rezoning, traffic circulation improvements, streetscape projects, parking improvements, etc. G. Expand the Downtown Website The new downtown website (www.downtownmoscow.com) should eventually include full list of businesses with an associated directory map, promotional events, the quarterly newsletter, and upcoming projects. Additional potential uses include the following: Homepage should contain the following information: Implementation & Action Strategy Page 5-15 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • Upcoming events and celebrations • Downtown business incentive programs • Downtown Business Directory and Map • Services provided by Downtown Partners, City, Chamber and the University • Downtown Building Space Inventory • Demographics and Market Analysis • Traffic volumes and public parking areas • Latest newsletters and reports • Links to downtown businesses that have their own homepages • On-line shopping catalog for downtown businesses 3. Downtown Events & Celebrations The Downtown Partners or new organization should work with the business owners, University, Chamber and the City to assess on-going and potential new downtown events and celebrations to enhance the community and region’s image of downtown, attract students to the downtown, attract new customers and demonstrate the viability of the area to prospective businesses. Several tourist opportunities were identified during this project including the Lewis & Clark Trail Bicentennial (4 million visitors over 4 years are expected) and regular events at both UI and WSU (i.e. sporting events, festivals, homecomings, concerts, etc.). Strategy 1: Assess Existing and Create New Entertainment Venues and Events Actions Provide Regular Events and Entertainment Provide regular entertainment to supplement existing programs during each season. An Events Committee should be established, “brainstorm”, and decide when, where and how much we should invest in this program. Currently, there is little entertainment or event activity downtown; however throughout the community there are several events that can be built upon to provide activity in the downtown. Some new events may include evening concerts or movies at Friendship Park, business after hours, and seasonal festivals and exhibits. There are numerous opportunities to draw visitors to downtown by building upon existing events and creating new ones. The following are some ideas to consider: Fall • UI Homecoming – Build upon the Homecoming Parade to include live entertainment, sales and food. • “Taste of Moscow” Festival – Create a new event in the fall where downtown restaurants set up buffets along Main Street (close for the event) and provide samples of their menu. This event should occur as the students return and include live Implementation & Action Strategy Page 5-16 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan entertainment. This is a great opportunity to introduce downtown restaurants to new students and faculty. • “Horribles” Parade and Pumpkin Celebration – Create a Halloween Festival with a costume parade for children, traditional activities (i.e. bobbing for apples, story telling, etc.), trick or treating in stores (opportunity to have parents see merchandise) and live entertainment. Conduct a pumpkin contest featuring the most pumpkins, biggest pumpkin, and best jack lantern. • Turkey Trot Road Race and Pumpkin Festival – Create a 5-k roadrace over the Thanksgiving Weekend and other events to celebrate the holiday. • Palousafest – Build upon the fall music event by having some of band performances in the downtown. • Downtown “On-Campus” – Take the downtown to campus. During student orientation or early fall the downtown could go on-the-road by setting up a introduction to downtown stores and services at the Idaho Commons. Winter • Establish Christmas Lighting Program – Install holiday lighting on Main Street. Raise funds and in-kind services from local businesses and utility company, seek equipment donations from hardware stores and ask the City and utility company to assist in the installation. • “Village of Lights” Festival – A new celebration of the holiday season with a Christmas Stroll along Main Street with hay rides, craft fairs, ice sculpting, Santa arriving, window display judging, live music, open houses, and tree lighting ceremonies. • First Night Celebration – Create a New Year’s celebration with live music venues, food, and contests. • Winter Carnival – Create a winter celebration probably in February with sporting events, music and food. Set up a temporary lighted ice skating rink in Friendship Park. • Lionel Hampton Jazz Festival – Build upon this major event with sponsorships by the new downtown organization, coupons, for shops and restaurants and downtown music venues. Spring • Earth Day Festival – Celebrate this event with downtown cleanup, invited speakers, exhibits, music and food, tree plantings, “green activities” or trade show, human powered kinetic energy vehicle races, etc. • Pride on the Palouse Festival – Create a new festival featuring living on the Palouse with entertainment, historical tours and speakers, period dress, and exhibits. • Clothesline Art Exhibit – Create a regional artists exhibit with booths, demonstrations and activities for children. • The “Hans Brinker (or some local hero) Annual Skate Challenge” The University of Idaho challenges WSU to an in-line skate race on Main Street. Implementation & Action Strategy Page 5-17 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Summer • Farmer’s Market – Expand this event by moving onto Main Street and closing to traffic. Consider adding more food products as well as “juried” arts and crafts and expand musical programs. • Forth of July Celebration - Re-establish 4th of July fireworks and celebration • “Life on Wheels” RV Show - Build upon this major event with sponsorships by the new downtown organization, and coupons for shops and restaurants. • Renaissance Festival – Build upon this event with downtown venues and sales and a shuttle between downtown and East City Park. • Rendezvous in the Park - Build upon this event with downtown venues and sales or special deals that precede the music events in the park. • “Flicks” at Friendship – Run movies at Friendship Park on Thursdays or Fridays to encourage families to come to downtown. Seek sponsorships from local restaurants and start movies early enough for children to attend. Coordinate with movie events and film festivals at the Kenworthy Theater. Year-Round • UI Sporting events – Sponsorship, discounts to ticket holders, conduct post game shows in downtown location • Sidewalk Sales – Hold sidewalk sales in traditionally slow retailing periods. These can also be linked to other events or have a particular theme to attract more customers (i.e. link sidewalk sales to a “Classic Car” Show and use the pitch that prices are rolled back to earlier days on Main Street. • “Music on Main Street” Concert Series – Hold musical events on Main Street with local bands and artists. Target families and students and link with downtown restaurants. • Historic Tours – Conduct regular historic walking tours of downtown and link them to other events. • Cultural Events – Create new cultural events through the City and University and link them to other events. • Fairs and Trade Shows – This is a good way to attract customers to Main Street. Should be family oriented and high quality. This could include “The Taste of Moscow” featuring downtown restaurants. It should be held in the fall as the students arrive at IU and WSU. • Exhibits – Work with the City, UI, and local artists to create themed exhibits. Coordinate with art teachers in local schools to create seasonal sidewalk student art exhibits in storefronts. This is a great opportunity to get the parents to come downtown. • Student Ambassador Program – Enlist students as downtown “ambassadors” to promote downtown shops, services and activities. Implementation & Action Strategy Page 5-18 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan 4. Business Development Programs Business development incentives may include a variety of programs geared to private investment and expansion of the tax base. Specific strategies and incentives are identified below and focus primarily on retaining successful existing businesses and helping them grow. This is typically the most effective use of time and funding. The recruitment of new businesses should focus primarily on the following: • Entrepreneurs in different commercial sectors that compliment successful existing businesses. • Focus on opportunities from the targeted customer groups • Seek to fill gaps in the business mix • Strengthen existing or developing business clusters Making contact with prospective new investors and business operators is also critical. Sources of information in developing a targeted business list include real estate journals, business associations, and local knowledge regarding entrepreneurs and area businesses looking to expand. 5 Key Points from the Market Analysis • The primary trade area is about a 15 miles radius with a population of about 80,000; 80% is within Moscow and Pullman • Most competition for downtown is within the City limits • Downtown has the highest employment base in the region with several well established clusters (i.e. medical and public services) and emerging clusters in specialized retail and restaurants. • The trade area is relatively young with UI and WSU but few businesses are geared to this customer base • There are market growth opportunities in high quality, specialized retail and restaurant operations Actions Strategy 1: Create new financing tools to attract targeted businesses and enhance existing businesses. A. Establish a Business Loan Pool This is a good tool to attract new businesses and assist existing businesses that want to expand. Downtown Moscow may use grants and other funds to establish low-interest loan programs for business and property development. Private foundations and banks are also means to initiate these programs. Local banks that participate in such programs are eligible for Community Reinvestment Act (CRA) credits that they are required to fulfill on an annual basis. Typically these loan programs are used for start-up costs including equipment needs, working capital, renovations or new development. Loans are often made at or below the prime interest rate as an incentive for locating in targeted areas of the community or to attract specific types of businesses. For Downtown Moscow, loan programs should be geared to restaurants, specialty retail and upstairs use of space by professional office uses. Implementation & Action Strategy Page 5-19 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan B. Facade and Sign Improvement Program This program would provide matching grants or loans to downtown property owners to make façade improvements in keeping with the historic character of the areas and/or add high-quality business signs and awning. The program should include guidelines for building improvements and maintenance to facilitate appropriate renovations. The most successful programs typically provide matching grant funds (such as a 50:50 match) with easements placed on the improvements for a number of years to ensure continued maintenance. Overall Goal for Downtown Moscow Business Development • Partner with the University • Establish program to encourage the careers and businesses of local artists • Establish restaurant and small retail business incubator • Maintain Moscow’s cultural identify keeping it as the center of community activity • Ensure less business turnover and encouragement of reasonable rents • Expand downtown trade area – seek customers from broader geographic area • Make students feel welcome and a member of the community Strategy 2: Seek partnerships with existing businesses, the University and developers for existing business expansions and targeted projects (such as “Verizon” Building, the Moscow Hotel, the Ag/Ind Area or assemblage of parcels at the North End of Main Street) and business expansion A. Create Local Limited Partnerships A new economic development organization could acquire real estate, make renovations and open businesses to create new job opportunities and tax value. This strategy works well on older vacant buildings. B. Joint Ventures Typically, municipalities assist with the land assemblage and financing, and the developer raises the remaining debt and equity capital, oversees the development process, and manages the project to completion. Moscow should consider this strategy for key development parcels in the CBD and adjacent Industrial districts targeted for redevelopment. Joint ventures with the University, Gritman, LCGGA and other private developers could foster redevelopment in these areas. C. Tax-Exempt Financing Bonds can be issued by the City using its tax-exempt status so that funds can be provided to the private developer at a reduced interest rate since the bondholder is not subject to federal income tax on the interest proceeds. D. Property Assemblage The City can acquire properties through condemnation under its powers of eminent domain with just compensation to property owner if the project is for the public good. Typically this is done to assemble parcels for resale or development for targeted businesses. Implementation & Action Strategy Page 5-20 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan E. Land Cost Write-Downs In combination with property assemblage, the City (or University) might resell property targeted for economic development for less than the original value to create an incentive for the type of development sought by the community. F. Relocation Funds A pool of funds could be established to relocate existing businesses to more suitable locations thereby creating new opportunities for targeted redevelopment. This strategy may be used to relocate certain operations downtown and in the Agricultural/Industrial area to more suitable locations and opening property for targeted redevelopment projects. G. Property Tax Abatement Property tax can be a significant cost in real estate development projects, particularly in the early years of the operation. If the development is an important community project, its possible to reduce the tax burden by: o Tax Waivers o Leaving taxes at pre-development level o Freezing taxes at pre-development assessed value o Tax stabilization (incremental increases over a 5-20 year period) o Combination of the above Strategy 3: Provide professional service and support through existing resources at the City, University, Chamber and LEDC. A. In-Kind Services Various City departments and other public entities can provide valuable assistance on important economic development projects by getting involved early in the process. Potential in-kind services include the following: • General Planning Assistance • Financial packaging of desired projects • Grant Applications • Historic Tax Credit Applications and National Register Nominations • Certified Local Government Application • City labor and materials contribution to an important project • Vocational/Technical School Labor • Site Clearance • Provision of Easements • Professional and student assistance from UI and WSU • Community outreach program to educate the public about downtown revitalization and redevelopment issues • Computer mapping services (GIS System) as a tool for economic development Implementation & Action Strategy Page 5-21 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan B. Provide Informational Services The City, UI, LEDC, or new downtown organization may provide studies and reports critical to businesses development decisions. Potential services may be funded through grants and include the following: • Appraisals and Business Plans • Feasibility Study and Pro Forma Analysis • Market Studies and Reuse Analysis • Engineering and Traffic Impact Report 5. Public Improvement Projects Public improvements to the downtown are ones that are usually confined to those areas within the lands and rights-of-way owned or controlled by public. The improvements a e ones that benefit the general public, creating barrier-free, pedestrian-friendly access to public spaces and downtown businesses. r Actions Strategy One: Initiate a series of “short term” public improvements (1 to 5 years) that focus on improving access to and awareness of the downtown Moscow and the goods and services provided in the downtown. (See “Short Term” Revitalization Plan graphic diagram.) A. Downtown Business Directory, Informational Kiosks & “Wayfinding System” Attractive directional signage should be installed to guide visitors and potential customers to public parking locations and other points of interest throughout downtown. Business Directory Maps should be installed in attractive cases and in informational kiosks at strategic locations for customers and visitors to easily identify. Primary locations include the new “Heart of the Arts” (see Item B, below) and at all “Gateways” and major intersections along Washington and Jackson Streets. The “Wayfinding” System should be implemented in concert with traffic calming and cross-walk improvements at major intersections. B. “Heart of the Arts” / Friendship Square Improvements Renovate the Friendship Square and the streetscape along Main and Fourth Streets to become “The Heart of the Arts”. The Square and streetscape should become the new improved center of activity downtown. Improvements include new paving patterns in the intersection of Main and Fourth making it a “stage” for special events. Archways are located at the four Main entrances to the square and new paving patterns, lighting, signage and street furnishings are located along Main between Third and Fifth and along Fourth Street between Jackson and Washington. The improvements will allow for expanded downtown events and activities. Main Street could be closed between Fifth and Third for new events as well as for expansion of the Farmer’s Market. All of the improvements including paving patterns, lighting, and furnishings should incorporate artistic elements and become visual examples of the community’s investment in the value of art as an important cultural aspect of Moscow. Implementation & Action Strategy Page 5-22 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan C. Downtown “Gateway” Improvement Projects Attractive entrances or “Gateways” into downtown are critical to making a good impression on visitors and potential customers. Tree planting programs, street banners, and decorative “Welcome” signs and features should be installed to enhance aesthetic value at the entrances to downtown. The “Gateway” improvements as well as “Wayfinding System” should highlight Moscow as the “Heart of the Arts”. The south gateway is described below. The north gateway should focus on improvements to the Main Street & Street intersection. The west gateway is located at Jackson and Third, and the east gateway is located at the “Civic Core” at Third and Jefferson. D. South “Gateway” Park A “Gateway” Park should be planned, designed and initiated on the lands owned by the University at the south gateway to downtown. The design should focus on emphasizing views into the downtown and Main Street. Consideration should be given to the feasibility of providing a small “Welcome Center”. Feasibility will depend upon vehicular access, circulation and management requirements. E. Public Parking Improvements The City and business community must find a more creative and efficient way to use public and private parking. Any additional public parking should be added where the opportunity already exists such as on-street parking and reconfiguration of off-street lots. Connections between parking lots (both public and private) should be made where possible to improve internal circulation and maximize parking opportunities. The business community and University should also consider the possibility of creating a night-time valet parking program to service restaurants and other evening businesses. This provides a convenient service to customers while maximizing the use of parking spaces. Potential locations for parking improvements include the following: • Internal connections for parking lots behind the buildings on the west side between Main Street and Jackson Street. • Internal connections for lots behind the buildings on the east side between Main Street and Washington Street. • Expand parking on the South end of Main Street to accommodate the Gritman Medical Center, UI students and downtown customers. • Expand public parking and make more efficient public parking in neighborhood of Old Post Office building and “Civic Core”. • Ensure viable operation of downtown parking facilities • Provide safe, easy access and remote parking off of Jackson, Washington and 6th Street where possible. F. Traffic and Circulation Improvements Roadway improvements must ensure that vehicles are well-distributed, maintain and enhance pedestrian character throughout the commercial district, don’t serve as a by-pass to Main Street, and create links between downtown and the University. The City should work with the University and downtown businesses to make the following improvements: Implementation & Action Strategy Page 5-23 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan • Study the feasibility of converting North Main Street (between A and B Streets) to 2-way traffic with on-street parking. This will allow direct access into the downtown for southbound traffic. • Street Improvements, intersection treatments, cross-walk improvements and additional on-street parking on Jackson Street and Washington Street to calm traffic and create more attractive environment • Establish a trolley system between the University campus and downtown. • Study the feasibility of incorporating a “round-about” at the south couplet at the intersection of Main, Washington, Jackson and Route 8. G. “Civic Core” Create a “Civic Core” / Public Forum at the intersection of Third and Jefferson and surrounding streetscape and parking at City Hal, the Coop, and the parking lot east on the east side of Jefferson Street. The Forum would become the gateway to downtown from the east and serve as a public open space dedicated open civic activity. Parking would still be provided; however the sidewalks, paving, street trees, furnishing and civic art would add an element of formality to the space and acknowledgement of civic values. H. “Art in the Alley” Transform unattractive alleys with new murals and other artwork. The presence of attractive art also discourages graffiti. Using a trellis with climbing vegetation also create an attractive environment and discourage graffiti. I. Sixth Street Corridor Redevelopment Improve the Sixth Street connection to University by the addition of new pedestrian level lighting, sidewalk improvements, signage, banners, street furnishings, crosswalk improvements and traffic calming devices at the intersection of Jackson and Sixth. J. “Linear Park” The “linear park” or Paradise Path should be completed between Sixth Street and the newly completed University parking lots. A study should also be made of where the best opportunity is for crossing Main Street at the “South Gateway”. Possibilities include at- grade crossings with well-defined paving patterns, signage and lighting or even a bridge across Main Street that also serves as a gateway feature and the south gateway. K. Agricultural Heritage Center & Park Explore the feasibility of creating an Agricultural Heritage Center and Park in the current Ag/Industrial area. The park could include displays and historic and current agricultural equipment and practices as well as information about the Moscow’s and the regions resource-based and University history. Ideally the center would be located in one of the existing elevator or agricultural structures. L. Streetscape Enhancement Projects Make improvement to the streetscapes along Main, Washington, Jackson, and the cross streets including: improved crosswalks, barrier-free access, traffic calming, trolley stops, provisions for alternative transportation, safe pedestrian level ornamental lighting, new sidewalks where needed, addition and maintenance of street trees, tree grates, benches, trash Implementation & Action Strategy Page 5-24 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan receptacles, planters, signage and establish an “adopt-a-street” program. Streetscape improvements should focused on enhancing access to the downtown with particular attention to linkages to the parking lots, the campus, residential areas, and Gritman Medical Center. 6. Private Rehabilitation and Development Projects Private revitalization in Downtown Moscow should be guided by a development framework that includes the following principals: • Further development of Downtown as a mixed-use district. • Encourage development of various housing types. • Make physical, economic and social connections to the University of Idaho. • A new downtown organization should take the lead in rehabilitating important downtown buildings and working with existing property owners to rehabilitate buildings. • Encourage an appropriate vertical mix of uses on Main, Third and Sixth Streets with retail and restaurants on the first floor and office and residential uses above and on the side streets. • Get the message out that Downtown Moscow is pro-business and a quality environment for new businesses and investment. Strategy 1: Facilitate Redevelopment of Underutilized Buildings and Property The Redevelopment and reuse of older commercial and industrial buildings is key to the downtown revitalization plan. Some possible actions for redevelopment in Moscow are as follows: Actions A. Provide Incentives Provide incentives for elderly housing, student housing and live-work units or artisan studios in vacant or underutilized older buildings (i.e. upper floor space on Main Street). B. Encourage Redevelopment and Rehabilitation Encourage redevelopment and rehabilitation of vacant and underutilized building for incubator space for small and fledgling businesses. C. Work with Absentee Landlords to Repair or Sell Work with absentee landlords to repair buildings or market properties to those who will. Encourage more business owners to purchase buildings and provide low interest financing. Implementation & Action Strategy Page 5-25 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan D. Focus on Main Street Focus on Main Street buildings and properties between the couplets and Rosauer’s Supermarket. Strategy 2: Identify and Promote Infill Development Opportunities Infill development on open parcels and redevelopment parcels should be encouraged that is consistent with the scale and design of existing buildings in the historic core of downtown. Infill development should be pedestrian oriented, multiple-story (2 to and mixed use with retail/restaurant use of the ground floor and service and residential uses above. Parking should be located on-street or to the side or rear of the building. Strategy 3: Work with Property Owners on Building and Frontage Enhancement Actions A. Window Treatments Window should be clean and free of unnecessary clutter (for example old posters). If possible, make sure the window space from about the knees and up is clear so customers can see out and potential customers can see in. Keep drapes open during business hours. Don’t create a closed environment. B. Building Access Improvements Implement access improvements to provide barrier-free access to buildings and public spaces. C. Building Façade and Signage Enhancements Implement building and signage improvements that enhance the character of the structures building upon historic character of the downtown. D. Landscape Enhancements Implement landscape improvements that increase greenspace along frontages with planters, trees, shrubs and flowers particularly in large open parking areas. Strategy 4: Facilitate New Projects for Downtown Area A. Downtown Center for the Arts & Entertainment Historic District Establish a high quality “center” for the arts, entertainment and historic district that becomes the hub for local and regional cultural activities. The development of the downtown into this “center” will be a joint effort between the private sector, the City and the University; however the private sector can play a leading role. The “center” should revolve around Moscow as “Heart of the Arts” and build upon the community’s art culture and historic fabric. The downtown literally becomes the site of mixed venues and support services for galleries, shows, entertainment, dining, and shopping. Private development should focus on the adaptive re-use of vacant space or underutilized space for conversion Implementation & Action Strategy Page 5-26 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan into mixed-use development including retail, office, restaurant, and housing. Specific target properties include: the “Verizon” building, the Moscow Hotel, primary structures at important intersections such as Main and Third and Main and Sixth, and the conversion of multi-level structures into office, housing, and/or art studios. Partnerships between the private sector and public, non-profit, and the University groups should be formed to support and encourage entertainment venues at the Kenworthy Theatre, the 1912 Building, the Prichard Gallery and other locations. B. Gritman Medical Center and “Medical Arts Health & Wellness” District Gritman’s presence as a primary employer and medical service provider in the community and region is an critical asset to the downtown and should be supported in plans for growth and expansion. Additionally the expansion of services around Gritman has been identified as becoming the center for health and wellness providers. Development within this “district” should include promoting private medical, health and wellness providers and services. Walking connections to shops, restaurants and other servcies within the downtown should be provided and encouraged. C. Agricultural/Industrial “Mixed-Use” District The agricultural/industrial area between campus and the historic downtown should be the focus of a variety of potential uses and activities to create and encourage a strong vital connection between campus and the downtown. Development within this area will likely require a joint effort between Latah County Grain Growers, private landowners, private developers, the City and the University and will require an well-planned series of studies, partnerships, land exchanges, relocations, development incentives and community dialogue before becoming a reality. However, because of the significance of this area as a bridge between the downtown and campus the planning process should continue as a major component of the this revitalization plan. Because of the community’s active agricultural economy and traditional agricultural heritage the adaptive re-use of the agricultural structures and elevators is strongly encouraged. C1. New Hotel & Conference Center – The hub of the north end of the ag/industrial mixed-use district is a hotel conference center to serve as an upscale center serving the downtown, the University, Gritman Medical Center and other local and regional lodging and conferencing markets. C2. Sixth Street Mixed-Use Development – Development along the private portions of the Sixth Street corridor should include mixed-use activities that support University activities as well as providing and strengthening the bridge between campus and the downtown. Uses include off-campus student centers and services, housing, and limited activity. The extent of commercial activity should be balanced with the commercial development of the downtown core so that timing does not conflict or diminish commercial activity in the downtown core. This area also includes provisions for the expansion of Otto’s Produce at the corner of Sixth and Jackson and the addition of similar commercial activities that build upon the attractive character and service that Otto’s is providing to that corner and the community. Implementation & Action Strategy Page 5-27 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan C3. “South” Ag/Industrial “District”– The south end of the Ag/Industrial District includes the area between College Street and the South “Gateway Park”. This area should become the focus of adaptive re-use of the agricultural structures and elevators. Building upon the presence of the College of Art and Architecture sculpture studio on College Street this area could grow into a hub of design activity for the College of Art and Architecture. The re-use of the structures for art, architecture, landscape architecture and interior design studios would create an atmosphere perfectly suited for students to live and study within walking distance of the downtown learning, the values of community development, historic preservation and adaptive re-use exciting distinctive historic structures. 7. “Town & Gown” Partnership Opportunities The University of Idaho should strive to seamlessly integrate with Downtown Moscow. University facilities should be arranged so that the institution and community intersect around shared interests and uses. Some techniques include clustering buildings and orienting them toward one another or to public streets, breaking up parking areas and screening them. Programs must be based on a foundation of shared community interest. At the core of this partnership is the idea that a viable community is the foundation upon which the University was created and thrives. The University of Idaho contributes significantly to the overall prosperity of local people (i.e. safety, health, the arts, business, housing, education), and in doing so is serving its own needs and interests simultaneously. Likewise a broad-based, lively, attractive, safe downtown serves a major role in the recruitment of new students and enhances campus and community life. There is a shared interest and choices should be made in the best interest of both. Actions A. Coordinate Planning Efforts The university and City should facilitate a comprehensive Urban Design Center focusing on the integration of the neighborhood into the downtown and university master plans. The program utilizes service workshops to provide bottom up planning for improvements to the neighborhoods surrounding the university. The college and city should continue to convene a committee of business and political leaders, neighborhood representatives and residents, college faculty and administrators and property owners to develop further plans to strengthen the links between the downtown and the university. B. Build Local Leaders Launch the Citizen’s Leadership Program for area residents. This program provides training for employment, leadership, and technology, as well as work with community health issues, literacy efforts and small business assistance. A “Study Circles” Program could also be established between UI, the City and neighborhood residents. HUD’s Community Outreach Partnership Program has been used to fund similar programs. Implementation & Action Strategy Page 5-28 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan C. Create a Neighborhood Partnership Program With a high percentage of students living off campus in the surrounding neighborhoods the university and the City should form an alliance to prepare a comprehensive neighborhood development and revitalization plan with the following objectives: • Establish a formal agreement with the City to address the relationship and needs with the surrounding neighborhoods. • Leverage federally subsidized mortgages so renters can buy homes, and renovate buildings. • Coordinate with the City on socio-economic and educational endeavors to sustain the neighborhood as a stable, multi-income urban setting. • Initiate a free tuition program to academically qualified children of neighborhood residents. Several new programs can be established out of this process including loan and grant programs for home ownership, neighborhood tuition programs, and faculty mortgage subsidies for neighborhood residency, and renovation funds. D. Create Partnerships for Revitalization Projects The university has and should continue been involved in redeveloping older buildings as a springboard for expanded technological research, cultural resources, and small business development. Other possibilities include • Share sports facilities with the City • Locate a satellite campus bookstore on Main Street partnering with an existing business or businesses. • Work closely with community organizations and business groups on building and refurbishing housing for local residents and students in Downtown. • Create a mortgage subsidy initiative for students, faculty and staff to live in downtown and surrounding neighborhoods 8. Public Policy & Regulations Historic downtown has served as the core of the business community since the City’s early days. In many ways, it has retained the essential elements of traditional village character: historic architectural styles, buildings close to the street, on-street parking, an attractive streetscape, an intimate pedestrian atmosphere, and a mixed-use environment. Main Street is still a place where folks can comfortably grab a bite to eat, make a variety of stops for business and pleasure, and converse with friends and acquaintances. However, as development pressures have increase over the past 25 years, artificial restrictions through zoning and other regulatory methods can work against revitalization by to separating uses, push buildings back, and allowing site design to accommodate auto travel rather than pedestrians. Public regulations and policies must be geared to preserving and enhancing the unique characteristics of downtown. Implementation & Action Strategy Page 5-29 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Strategy 1: Revise Zoning Regulations If Downtown is to compete with other commercial districts locally or regionally, we must focus on creating a mixed-use, year-round district. The Moscow Zoning Bylaws for the downtown area are fairly well suited to meet this goal. However, certain sections can be revised to provide greater flexibility needed to attract new investment, provides for a mix of uses and opportunities that serve all residents and visitors, enhances Main Street’s traditional civic and historic character, and re-enforce downtown as a “place of necessity” in the community. A. Permitted Uses The long-term viability of Downtown Moscow is dependant on the expansion and flexibility of commercial, professional and residential uses. A combination of uses including retail, food and entertainment, professional services (particularly medical with the presence of Gritman Medical Center in the downtown), light industrial, recreational, cultural, and governmental must be permitted if Main Street is to become a place of necessity for residents and continue to be an attraction for visitors and prospective investors. Well placed professional offices and residential uses (optimally on upper floors and side streets) fill vacant/underutilized spaces, create investment, establish year-round economy, provide built in security, and reduce traffic (i.e. you can live, work, shop and eat all within walking distance). Only truly incompatible uses should be separated in a downtown district. Much of the potential for incompatible uses can be addressed through performance standards and vertical separation, which would apply additional requirements to ensure that conflicts between certain uses don’t occur. B. Dimensional Standards Main Street’s scale and layout is distinct from all other commercial districts in the City. The zoning ordinance must ensure that: new development is built with pedestrians in mind (close or up to the sidewalk and adjacent buildings), no parking is allowed within the front-yard setback but behind or on the side of the building. Landscaping and streetscape amenities are provided (benches, hard surfaces, street trees, etc). Sufficient height must be allowed by right to permit new investment and a necessary mix of uses to create a year-round economy and reduce travel needs. The City should even consider minimum requirements for height (i.e. two stories or 15 feet) and maximum setbacks (i.e. 10 feet) with provisions for streetscape requirements aimed at improving the pedestrian environment. C. Outdoor Uses Expanded outdoor uses are very important to attracting residents and visitors to downtown. Additional adjustments need to be made to existing regulations permitting outdoor accessory retail, dining, venders, entertainment, and other attractive uses along Main Street. D. Sidewalk Café Ordinance Sidewalk café’s can generate new business and encourage additional pedestrian traffic, discourage street crime, give identity and vitality to downtown, serve as a special attraction and enhance the aesthetic value of urban life. They must be carefully monitored and Implementation & Action Strategy Page 5-30 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan regulated to ensure pedestrian access, sanitary conditions and that they are physically attractive. E. Parking Public parking is well-distributed throughout the downtown area. However, the existing parking requirements should strengthen the opportunity for shared parking in compatible situations (i.e. professional office and residential). Also, the City should create a parking fund and revise the existing permit program. We suggest defining the fund broadly, so that it may be used for any purpose reasonably related to creating or reconfiguring parking, closing or consolidating curb cuts, managing the supply of or demand for parking spaces, new or improved pedestrian paths or amenities, directional signage, and bicycle parking or public transit facilities. F. Incorporate Smart Growth Principals The philosophy behind Smart Growth is to protect open spaces, efficiently utilize local infrastructure and services, and invigorate existing employment centers and neighborhoods. As applied to Downtown, it means providing for a higher density of job and housing opportunities because of the established mix of uses, availability of public transportation and utilities, and other public and private amenities important to existing and prospective residents. G. Create a Downtown Historic District A Downtown Historic District would feature the building and places in downtown that are so important to the development of the community. Districts are often used as a promotional tool for visitors, and national trends indicate that more people are visiting historic areas than ever before. The district would not place any additional restrictions on private properties. The only potential requirement is if the property owner is using public funds to make renovations in which case a review of the project would be necessary to ensure compliance with the Department of Interiors standards for improvements to historic building. In fact, property owners would be eligible for certain historic preservation tax credits is renovations are made according to these standards. H. Establish a Design Review Process for Key Areas General standards to ensure that the scale, placement and orientation of the building are consistent with the character of the district would help maintain and enhance the vitality of Main Street. I. Ensure that the Development Review Process is Efficient The Planning Department should work with applicants to encourage discussion of projects even before an application is taken out, building guidelines are available to explain the review process, that all departments input is discussed early in the process, that the approval process is straight forward and expeditious. J. Common Dumpster Ordinance Allow shared dumpster facilities when possible and require dumpsters to be locked at all times. This helps do reduce offensive odors, scattered debris and rubbish and possible health hazards. Dumpsters should also be screen from view. Encouraging joint use or Implementation & Action Strategy Page 5-31 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan consolidation of use by block to cut down on the overall number of dumpsters. This is a particular problem on the west side of Main Street in the public parking lot between the backs of the Main Street buildings and Jackson Street. 9. Potential Funding Opportunities There are numerous local, state, federal and private grant programs to support development and redevelopment projects. Funding programs can be used for acquisition, construction and rehabilitation, and business development soft costs. Potential funding sources for economic development activities in Moscow include the following: A. HUD Partnership Demonstration Grants In 1995, HUD awarded $12 million to 5 universities to establish centers with the capacity “to implement a large-scale, multi-phased, multi-year community revitalization agenda in concert with their local communities.” B. Disabled Access Tax Credit Federal Tax credit of 50% of expenditures. Contact: IRS. C. Inner-City Ventures Fund Below market rate loans and grants to help older, historic neighborhoods serving low and moderate income. Up to $150,000 for acquisition, rehab and related capital costs. Contact: National Trust for Historic Preservation. D. Johanna Favrot Fund Grants for projects that preserve or recapture an authentic sense of place, through support of consultants costs and educational programs. Up to $25,000. Contact: National Trust for Historic Preservation. Implementation & Actio egy n Strat Page 5-32 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan conjunction with SBA and other agencies. • Small Business Incubators – loans, subsidies and technical assistance E. National Preservation Loan Fund ation. . Preservation Services Fund Below market rate loans, lines of credit to acquire, stabilize or rehab historic property for use, lease or resale. Up to $350,000. Contact: The National Trust For Historic Preserv F c preservation through consultants and studies. Matching grant program to initiate histori Up to $5,000. Contact: The National Trust for Historic Preservation. G. Rehabilitation Investment Tax Credit Federal 20% investment tax credit for qualified rehab of income-producing buildings listed on National Register. Eligible expen ditures include interior and exterior rehab, professional es, construction period interest and taxes, and accessibility work. . Tax Deduction for Removing Architectural and Transportation Barriers to People fe H wit isab h D ilities and Elderly Individuals Up $15,0 I. T nspo to 00. Contact IRS. ra rtation Enhancement Program ance multi-mod Fed l gra al transportation in areas of historic preservation, bike and pedestrian paths, scenic protection, mitigation of highway runoff, urist and welcome centers and transportation museums. Up to $300,000. Contact Dept. era nts for projects that enh to of Transportation. J. Trees for Local Communities Grant rban and U p Community Forestry Program offers grants for tree planting, maintenance, lanning and education. Up to $4,000 for planting and maintenance grants. About the Community Reinvestment Act (CRA) • Enacted in 1977 as a result in the charges of discretionary lending rs in small communities that were not held to the ce in low income neighborhoods and commercial areas (i.e. downtown) il out bill) of 1989 added an amendment utstanding, ompliance. • Generally, Banks participate in Downtown Revitalization while meeting e. seminars) Loans – Usually $10,000 or less Revolving Loan Pools – In cooperation with other banks for targeted areas oan Guarantee Programs – In practices by lende same standards as their larger counterparts. • All lending institution were required to contact local businesses, civic and government institutions to discuss need for assistan • The FIFRA (saving and loan ba to CRA ensuring that banks more accountable for actions. Provided tools to build and strengthen public-private partnerships. All banks have public ratings • FDIC rates banks CRA program under 4 categories: o satisfactory, needs improvement, or substantial non-c their CRA responsibilities in the following ways: • Technical Assistance • Micro • • Fed, State and Local L Implementation & Action Strategy Page 5-33 Dufresne-Henry 8/5/02 ---PAGE BREAK--- Dufresne-Henry Downtown Moscow Revitalization Plan Implementation & Action Strategy Page 5-34 Dufresne-Henry 8/5/02 K. Tax Increment Financing District A T Dist advance to nt of a designated area. Public financing is made in anti ation ed tax revenue generated in the redevelopment district. This program would work well in targeted business districts such as the CBD and the ricul . Other Potential Grant Programs IF rict allows the municipality to finance important public infrastructure projects in aid the redevelopme cip of repayment through the increas Ag ture/Industrial District. L : • Economic Development Administration Programs (Federal) Program • Urban Renewal Funds . National Endowment for the Arts – Grants to Organizations • Community Development Block Grants (CDBG) • Community Development Action Grants (CDAG) • Certified Local Government M ) rtistic work and development of professional artists. • Organizational Capacity (Services to the Field): Developing strong and valued arts organizations. • Access: Access to the arts for all. • Heritage/Preservation: Preservation of cultural heritage. • Arts Learning: Children and youth learning in and through the arts. 10. Phasing & Priorities NEA matching grants in amounts ranging from $5000 to $100,000 (most are under $25,000 are made to organizations and communities for specific activities that focus on the following: • Creativity: Creation and presentation of a Figure 5-1 identifies the priorities and phasing, lead organizations, and potential funding sources for specific actions and strategies to be implemented over the next 10 years for the revitalization of Downtown Moscow. 11. Capital Program and Cost of Public Improvements Map 5-1 shows areas of public improvements and the associated implementation budgets. In general the sequence of improvements should be consistent with and follow the priorities established in the Action Plan. The areas and budgets identified will need to be adjusted to take advantage of unforeseen opportunities that arise for funding sources and specific projects that come on line sooner than anticipated. ---PAGE BREAK--- 8/5/2002 Downtown Moscow Revitalization Plan STRATEGIES ACTIONS & DESCRIPTIONS LEADERS & PARTNERS POTENTIAL FUNDING* FREQUENCY PRIORITY ORGANIZATIONAL NEEDS & OPPORTUNITIES Create Downtown Partners to Initiate Process Board of key stakeholders to initiate process of creating a formal organization and carry-out some of the short-term strategies Key stakeholders including representatives from City, LEDC, MRA, UI, Chamber, property owners and business owners N/A N/A 1 Establish Downtown Moscow, Inc. Non-profit organization focused on downtown marketing, promotions, events, business retention/expansion, grant writing, policy, and development City, LEDC, MRA, UI, Chamber in cooperation with property owners and business owners City, UI, utilities and larger corporations to commit funds over 3-5 years; small businesses annually and property owners annually N/A 1 Consider New Business Improvement District Organization This organization would provide a permanent financing mechanism to carry out a full range of marketing programs, supplemental services and projects identified below. City, LEDC, MRA, UI, Chamber in cooperation with property owners and business owners Property owners assessment based on equitable formula with additional support from the City, UI, and business owners N/A 3 STRATEGIC DOWNTOWN MARKETING PROGRAM Create a Consistent and Multi-Media Joint Advertising Program Cooperative program to advertise downtown as a district with major themes such as holidays or businesses (I.e. restaurants, bridal needs, etc.). Should be done on print ads, radio, cable TV, and inserts Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization Downtown Businesses Bi-weekly 2 This programs should include the following: downtown slogan and logo, brochures and booklets, posters and leaflets, downtown business directory, directional signs and information kiosks, point-of-purchase displays, tie-ins, downtown magazine, contests and games, gift certificates, downtown merchandise catalog, university credit program, employee discount cards, welcome program for HS students and UI, and direct marketing programs Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization Downtown Businesses, Chamber of Commerce, LEDC, UI Under development 2 Downtown Business Directory & Map - Create annual business directory and map, distribute to local businesses, UI, City, hotels and other resources. Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization Downtown business sponsorships Annually 2 Downtown Logo and Slogan - Create a new logo and slogan for downtown that is distinct and recognized by the public Same as above To be determined 2 Downtown Marketing Brochures - Identify downtown businesses and events with maps; distribute to store owners Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization Downtown Businesses, Chamber of Commerce, LEDC, UI Annually 2 Direct Marketing Programs - Coupon Program, merchandise catalog, point of purchase displays, emails customer lists for Downtown Businesses Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization To be determined Seasonally 2 Establish a Public Relations Program Regular program of press releases, interviews, columns, editorials, etc. to keep public informed and media interest in revitalization Same as above To be determined on-going 3 Expand Downtown Website - Include downtown business directory, newletter, events, market information, merchandise catalog, new projects, etc. Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization Downtown Businesses, Chamber of Commerce, LEDC, UI Under development 3 Downtown Newsletters - Quarterly update on downtown issues, projects and events for businesses, property owners and residents. Downtown Businesses, Chamber of Commerce, LEDC, UI, City and/or new downtown organization Downtown Businesses, Chamber of Commerce, LEDC, UI Quarterly 3 FIGURE 5-1: PRELIMINARY DOWNTOWN MOSCOW REVITALIZATION PLAN IMPLEMENTATION & ACTION STRATEGIES Establish a Series of Downtown Promotional Materials Implementation Action Strategy Page 1 ---PAGE BREAK--- 8/5/2002 Downtown Moscow Revitalization Plan DOWNTOWN EVENTS & CELEBRATIONS Build off Existing and Create New Summer Events Capitalize on Farmer's Market, Life on Wheels RV Show, Renaissance Festival, Rendezvous in the Park. Possible new events include re-establishing 4th of July Celebration and "Flicks" at Friendship. Downtown businesses, Chamber, City, UI, service clubs, and volunteers Downtown businesses, Chamber, City, UI, service clubs,volunteers Annually 2 Build off Existing and Create New Fall Events Build of UI Homecoming and organize new themed events focused on holiday such as a Downtown "Turkey Trot" (5K), "Horrible" Parade, Pumpkin Festival, Palousafest, or Downtown "On-Campus" welcome event. Create Task Force with downtown businesses, Chamber, City, UI, service clubs, and volunteers Downtown businesses, Chamber, City, UI, service clubs,volunteers Annually 2 Build off Existing and Create New Winter Event Build of Lionel Hampton Jazz Festival. Focus new events on holidays to increase shopping. Potential events may include Christmas Stroll, Winter Carnival, "Village of lights", or First Night Celebration. Create Task Force with downtown businesses, Chamber, City, UI, service clubs, and volunteers Downtown businesses, Chamber, City, UI, service clubs,volunteers Annually 2 Build off Existing and Create a New Spring Event Create new spring events such as Earth Day Celebration, Pride on the Palouse Festival, Clothesline Art Exhibit, Interstate Bike Race, Hans Brinker (or some local hero) Skate Challenge. Create Task Force with downtown businesses, Chamber, City, UI, service clubs, and volunteers Same as above Annually 2 Create a New Summer Event Summer festival featuring music, entertainment, arts. Examples: "Summer Daze", Sidewalk Sales, Clothline Art Exhibit, etc. Same as above To be determined Annually 4 Create Year-Round Activity Build of UI sporting events are create regular activities such as "Music on Main Street" concert series, historic tours, art exhibits, student ambassador program, fairs and trade shows. Same as above 3 Expand Farmers Market Expand market onto Main Street during season and coordinate with stores to provide better exposure Same as above To be determined Annually 2 Create New Evening Events Create a routine of downtown visits with regularly scheduled events such a "Cruising Main Street" with vintage cars, evening concerts, movies, etc. Same as above To be determined Annually 4 Establish the "Taste of Moscow" Festival Downtown restaurants provide samples of their menu, on Main Street with entertainment. In fall to introduce restaurants and other businesses to UI Same as above Downtown restaurants, UI, City, Chamber Annually 3 Establish a Holiday Lights Program Lighting for downtown and storefronts Same as above Downtown businesses, City, University, utilities; in-kind services from utilities and City Annually 1 Re-establish Sidewalk Sales and Link with other Events Create sidewalk sales during low retail periods and link to other events Same as above Downtown businesses, Chamber, City, UI, service clubs,volunteers Semi-Annually 4 Implementation Action Strategy Page 2 ---PAGE BREAK--- 8/5/2002 Downtown Moscow Revitalization Plan BUSINESS DEVELOPMENT INCENTIVE PROGRAMS Establish a Low Interest Business Loan Pool Consortium of banks to provide financing for businesses expansion, working capital, equipment, and space improvement Chamber, UI, City, property owners, business owners, realtors, LEDC, new downtown organization, local banks Local banks (CRA credit) As needed 2 Create a Façade and Sign Improvement Program A matching grant program for business and property owners to use as an incentive to make attractive renovations and improvements to buildings and businesses signs Downtown Organization, City, Historical Society City, Financial Institutions, grants Application program 5 Establish Partnerships for Existing Business Expansion and Targeted Projects Acquisition, low-interest bonds, relocation, LLPs, write- downs, joint ventures, property assemble, and tax stabilization for important redevelopment projects Chamber, UI, City, property owners, business owners, realtors, LEDC, new downtown organization, local banks Chamber, UI, City, property owners, business owners, realtors, LEDC, new downtown organization As needed 1 Establish a Business Development Program Project Space - Space Available for Commercial Enterprise packet listing property for rent or sale and information needed for prospective businesses and inventors. Chamber, UI, City, property owners, business owners, realtors, LEDC, new downtown organization Property owners Quarterly 2 Create Prospect List - Based of market analysis identify prospective businesses and provide market information and SPACE information. Chamber, UI, City, property owners, business owners, realtors, LEDC, new downtown organization Chamber, UI, City, property owners, business owners, realtors, LEDC, new downtown organization Quarterly 2 Business Training & Workshops - Merchandizing, financing, display techniques, marketing and other small business development issues Same as above Chamber, UI, LEDC, new organization As needed 2 Provide Professional Service through Existing Resources Provide in-kind and informational services to existing and prospective businesses and investors City, Chamber, LEDC, new organization, Redevelopment Authority City, Chamber, LEDC, new organization, Redevelopment Authority As needed 1 PUBLIC IMPROVEMENT PROJECTS Install Downtown Directory & "Wayfinding System" Wayfinding System - Attractive signage at key access point to downtown and within CBD to direct to business areas and parking. City, UI, new downtown organization, property owners, business owners City, UI, Chamber, new downtown organization, business owners, property owners Based on funding sources 3 Business Directory & Kiosks - Attractive cases located at strategic downtown locations and at UI with business directory map and list of events City, UI, new downtown organization, property owners, business owners City, UI, Chamber, new downtown organization, business owners, property owners Based on funding sources 2 "Heart of the Arts"/Friendship Square Improvements New improved center of activity including new paving patterns at intersections, events stage, archways, lighting, signage, street furnishings City, UI, new downtown organization, property owners, business owners City, UI, Chamber, new downtown organization, business owners, property owners Based on funding sources 2 Create the "South Gateway" Park Small park with Welcome Center and emphasizing views into downtown along Main Street City, UI and property owners To be determined Based on funding sources 2 Make Public Parking Improvements Enhance Existing System - Consider short and long-term parking, reduce permit parking fees for long-term areas, meter short-term spaces for customers and proper turnover. City, UI, new downtown organization, property owners, business owners To be determined Based on funding sources 3 Expand Public Parking System Expand Parking System - Consider angled parking on Jackson and Washington, remote lots for employees, deck on Jackson Lot City, UI, new downtown organization, property owners, business owners To be determined Based on funding sources 4 Define the "Civic Core" New downtown gateway with open public space for civic activity at intersection of Third and Jefferson St. City, UI, new downtown organization, property owners, business owners To be determined Based on funding sources 4 Create "Art in the Alley" Transform unattractive alleys with new murals, landscaping and other artwork City, UI, new downtown organization, property owners, business owners City, UI, new downtown organization, property owners, business owners Annually 3 Install Comprehensive Streetscape Improvements Including traffic calming treatments, sidewalks, streetlights and furniture, crosswalks, banners, etc. City and new downtown organization CDBG grant, TEA 21 grant, City, UI, adjacent bus. & property owners, TIF Based on funding sources Phase I: Jackson/6th & 4th/Main St Intersection 1 Phase II: Main Street Corridor 4 Phase III: 3rd St. & Civic Core 5 Phase IV: Sidestreet between couplets-Rosauers to Gritman 5 Implementation Action Strategy Page 3 ---PAGE BREAK--- 8/5/2002 Downtown Moscow Revitalization Plan Sixth Street Corridor Redevelopment Improve connection between downtown and university with new lighting, sidewalk improvements, signage, banners, and traffic calming at Jackson & Sixth City, UI, new downtown organization, property owners, business owners CDBG grant, TEA 21 grant, City, UI, adjacent bus. & property owners, TIF Based on funding sources 2 Downtown Gateway Improvement Projects Streetscape improvements, paving changes, landscaping, archways at entrances City, UI, property owners, business owners City, UI, State, TEA21 Based on funding sources North Gateway 3 South Gateway 1 3rd Street 4 Traffic and Circulation Improvements 2-Way Traffic - Convert N. Main St to 2-way traffic between A and B St to improve access and pedestrian quality of area City in cooperation with adjacent businesses and property owners City, Tea 21, State Based on funding sources 3 South Roundabout - Study feasibility of traffic circle at south couplet to improve traffic flow and create new gateway into downtown City, UI, State and property owners UI, City, TEA21 and other grant sources Based on funding sources 4 Trolley- Create Trolley System between the University and Downtown UI and City UI, City, TEA21 and other grant sources Based on funding sources 1 Jackson & Washington Corridor Improvements - Traffic calming devices at all crosswalks, linkage to residential areas, new directional signage to downtown, street tree program, façade program City, UI, new downtown organization, property owners, business owners City, UI, State, TEA21 Based on funding sources 3 Complete Linear Park Complete "Paradise Path" between 6th St. and UI parking lots, identify best crossing points to form south gateway City and UI City, UI, State, TEA21 Based on funding sources 4 Agricultural Heritage Center and Park Determine feasibility for project with historic exhibits and displays utilizing existing agricultural elevators and structures City, UI, new downtown organization, property owners, business owners UI, City, TEA21 and other grant sources Based on funding sources 5 Facilitate Rehabilitation of Underutilized Buildings Provide incentives, encourage rehabilitation, work with absentee landlords on repairs or sales, focus on Main Street, Property owners in cooperation with City, LEDC, and UI Private with public financing incentives Based on private investment 1 Potential projects - Royal Motor Inn, N. Main Street Area, LC Growers, S. Gateway Area, and historic downtown theaters Property owners in cooperation with City, LEDC, and UI Private with public financing incentives Based on private investment 2 Identify and Promote Infill Development Opportunities Identify open and redevelopment parcels for new construction consistent with the scale and design of the historic core of downtown Property owners in cooperation with City, LEDC, and UI Private with public financing incentives Private with public financing incentives 2 Facilitate New Projects for Downtown Area Downtown Center for the Arts & Entertainment Historic District - Create a high quality hub for local and regional cultural activities. City, UI, new downtown organization, property owners, business owners Private with public financing incentives Private with public financing incentives 1 Medical Arts Health & Wellness Center - Gritman Hospital Center, professional medical offices, and medical support providers City, UI, new downtown organization, property owners, business owners Private funding Based on funding sources 3 Agri/Ind. Mixed Use District - Identify new opportunities in area between downtown and the campus such as a new hotel and conference center, 6th St. mixed use district, and "South" Ag./Industrial District City, UI, new downtown organization, property owners, business owners Private funding Based on funding sources 2 Neighborhood Rehabilitation - Private, City and UI investment in elderly, faculty, and student housing; improve connections to downtown and UI City, UI, and home owners City, UI, home owners, and State funding sources Based on funding sources 3 PRIVATE REHABILITATION & DEVELOPMENT PROJECTS Implementation Action Strategy Page 4 ---PAGE BREAK--- 8/5/2002 Downtown Moscow Revitalization Plan "TOWN/GOWN" PARTNERSHIP PROJECTS Coordinate Planning Efforts Facilitate an Urban Design Center focused on integrating the neighborhoods into the downtown and campus master plans. City, UI, Property & Business Owners City, UI, Property & Business Owners Beginning of implementation 1 Build Local Leaders Launch a Citizen's Leadership Program and Study Circles for area residents to provide education, training and outreach. City, UI, Property & Business Owners City, UI, Property & Business Owners Same as above 1 Create a Neighborhood Partnership Program Form as alliance and prepare a comprehensive neighborhood development and revitalization program City, UI, Property & Business Owners City, UI, Property & Business Owners Same as above 2 Create Partnerships for Revitalization Projects Continue to be involved in redeveloping older buildings as a springboard for expanded technological research City, UI, Property & Business Owners City, UI, Property & Business Owners Same as above 1 PUBLIC POLICY & REGULATIONS Revise Zoning Regulations Revise sign regulations, outdoor dining, dimensional standards,vertical mix of uses, upper floor residential uses City in cooperation with property and business owners NA Beginning of implementation 2 Public Parking Fund Program Contributions by new developments toward fund to expand public parking in lieu of on-site parking City in cooperation with property and business owners NA Beginning of implementation 3 Evaluate Financing Districts Create revenues from increased tax base to finance public capital improvements (I.e. streetscape) and/or incentives for private investment City in cooperation with property and business owners New tax revenue from new investment and value of property Beginning of implementation 1 Establish Downtown Historic District Use district as a marketing tool for tourists and visitors, recognition program, and for grant programs City and Historic Commission in cooperation with property and business owners NA Beginning of implementation 1 Expand Role of Planning Department Create Planning & Community Development Director Position with responsibilities for general planning, economic development and housing rehabilitation programs City in cooperation with property and business owners, UI, MRA and LEDC NA Beginning of implementation 1 Priorities are ranked from 1 to 5 with 1 being highest priority. Priorities will change based upon several factors many of which are unforeseen at this time. Priorities should be adjusted to account for opportunities that will arise. * Funding Sources will vary by project and program and could include private sources such as downtown business and property owners, contributions from citizens, or user fees. Public sources could include the City of Moscow, University of Moscow, LEDC, Chamber of Commerce, state and federal grants, and private endowments Implementation Action Strategy Page 5 ---PAGE BREAK--- file:///GI/MOSCOW/MAP5-1.jpg [8/5/02 5:03:39 PM] ---PAGE BREAK--- file:///GI/MOSCOW/MAP5-2.jpg [8/5/02 5:04:42 PM] ---PAGE BREAK--- file:///GI/MOSCOW/MAP5-3.jpg [8/5/02 5:05:59 PM] ---PAGE BREAK--- file:///GI/MOSCOW/main&fourth.jpg [8/5/02 4:49:40 PM] ---PAGE BREAK--- file:///GI/MOSCOW/Sixth&Jackson.jpg [8/5/02 5:13:38 PM]