St cloud draft placemaking design manual

City of St. Cloud

Placemaking Design ManualOctober 2, 2013

LAKOTA

Project Funders:City of St. Cloud – St. Cloud Planning Commission & St. Cloud Arts Commission

St. Cloud State University

St. Cloud Downtown Council

St. Cloud Convention and Visitor’s Bureau

Central Minnesota Community Foundation

Community Priorities Initiative:

Morgan Family Foundation

Initiative Foundation

Central MN Community Foundation

Steering Committee:Jake Anderson, Planning Commission Chairperson

Mimi Bitzan, ArtWORKS Chairperson

David Borgert, Centra Care Health Systems

Carolyn Garven, St. Cloud Neighborhood Coalition, St. Cloud Arts Commission

Tony Goddard, Paramount Theatre and Visual Arts Center, River’s Edge Convention Center

Tom Grones, GeoComm

Pegg Gustafson, St. Cloud Downtown Council

Steve Joul, Central MN Community Foundation

Rich Kelly, St. Cloud Neighborhood Coalition

Julie Lunning, St. Cloud Area Convention and Visitors Bureau

Marty Moran, ClearPath Consulting

Katrina Pierson, HBH Consulting

Sandy Toland, St. Cloud Public Library

Eddah Mutua Kombo, St. Cloud State University

Aspa Rigopoulou-Melcher, St. Cloud State University

Mag Patridge, St. Cloud Arts Commission Chairperson

Mark Springer, St. Cloud State University

City of St. Cloud:Dave Kleis, Mayor

Tammy Campion, Economic Development

Matt Glaesman, Community Development Director

Cathy Mehelich, Economic Development Director

Jennifer Penzkover, St. Cloud Arts Commission Coordinator

TABLE OF CONTENTS

Section 1 - Introduction: Planning Mission 5

Placemaking Process 6

Placemaking Design Manual 7

What is Placemaking? 8

Why is Placemaking Important? 8

What Makes a Great Place? 9

Section 2 - Placemaking Analysis Common Themes 10

Section 3 - Placemaking in St. Cloud St. Cloud > GREATER 12

Section 4 - Placemaking Implementation Plan Priority Placemaking Initiatives 14

Greater Community 15

Greater Connectivity 20

Greater Livability 24

Greater Activity 26

Greater Environment 28

Greater Opportunity 31

Implementation Roles & Responsibilities 32

Funding Sources 35

Implementation Matrix 37

Appendices Appendix A: Placemaking Presentation Exhibits

Appendix B: Input on Concepts & Strategies

ST. CLOUD PLACEMAKING DESIGN MANUAL

SECTION 1 - INTRODUCTION

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Section 1 - IntroductionPLANNING MISSIONIn December of 2012, the City of St. Cloud engaged The Lakota Group (planning and design), Chicago Public Art Group (art advisory) and Sparc, Inc. (graphic design and marketing) to initiate a planning process to identify placemaking strategies and opportunities that could be implemented to enhance the community’s quality of life. The process intended to build upon placemaking components identified in the City’s Comprehensive Plan Update (2003), the Strategic Plan for Downtown St. Cloud (2004), the Community Cultural Arts Plan (2008), and support several of the 2013 Community Priorities.

The City’s goal for this planning and design process is to create a clear, documented and shared vision, or “game plan,” for placemaking within the City that sets the stage for private and public activities to better establish St. Cloud’s “sense of place.” These goals were shaped by evaluating the City’s cultural, natural, urban and transportation context, as well as establishing an understanding of community priorities, character, financial capacities and human resources.

This planning process provided the City, its partners and its residents, with an important opportunity to:

• Review and evaluate existing placemaking initiatives within St. Cloud.

• Facilitate conversations with a range of stakeholders around placemaking and community identity and values.

• Educate City leaders and citizens about the value of placemaking.

• Create and test a range of alternative design, public art and development concepts and programs that increase vitality and sense of place.

• Develop optimal short-term and long-range strategies for placemaking initiatives.



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PLACEMAKING PROCESSThe first phase of this placemaking process involved an overall assessment of the City’s assets, including natural features, buildings, urban characteristics, cultural amenities, historic resources, transportation networks, businesses, institutions, associations and people. This phase also focused on extensive public participation through interviews, focus group sessions, an online community survey, discussions with City staff and agencies, as well as a Community Open House. The process, which began in January 2013, included the following phases:

Community Immersion Visit #1The first visit involved several days of group and one-on-one stakeholder interviews, meetings with City staff and the Placemaking Steering Committee, “What is Placemaking?” presentations to various groups, field review of existing conditions and an Open House to solicit input from the interested members of the community.

Following this first visit, the Team conducted an online survey to receive more input on the key amenities and opportunities within the City. The Team then prepared a summary of placemaking opportunities and began developing a range of concepts and strategies focused on these opportunities.

Community Immersion Visit #2The second visit included a presentation of the preliminary placemaking concepts and strategies to the Placemaking Steering Committee, an Open House to present the ideas, and several days of Field Office time, where the Team was located in an available space on St. Germain Street to allow stakeholders to provide additional input and discussion. The Team not only prepared concepts and strategies organized in a series of themed exhibits, but also a five-minute summary movie to help convey the overall goals and vision of the project.

After the second visit, the Team conducted another online survey to help begin to prioritize the placemaking initiatives. Through further discussions with City staff and the Steering Committee, the final list of priority placemaking strategies was developed.



7DRAFT

PLACEMAKING DESIGN MANUALA more specific plan direction was developed in the form of this Design Manual, as well as specific action items to assist in its implementation.

Purpose of the Design ManualThe City, as well as related organizations, will use the Placemaking Design Manual for evaluating and promoting placemaking plans and decisions over the coming years. The Plan will serve many purposes depending on the needs of the ultimate user, which may include:

• Public Investment Guide: The City will use the manual to prioritize public investment initiatives and improvement projects. The information provided will also be used to seek grants at the regional, state and federal levels.

• Future Vision: The manual will act as a local or regional marketing tool to inform current and future residents, businesses and private investors about the adopted shared vision for the City.

This Placemaking Design Manual describes the specific plan direction as refined throughout the process, as well as specific action items to assist in implementation.

Branding ProcessParallel to the placemaking process, the City undertook a community branding process. Because of the interrelationships between placemaking and branding, such as the perception and communication of community character, these two processes were synergistic. Both processes helped inform each other, resulting in richer outcomes.



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WHAT IS PLACEMAKING?The terminology of “Placemaking” began to develop in the 1970’s and has become a popular a philosophy and hands-on tool in revitalizing cities and neighborhoods. This philosophy stems from a refinement of community planning and urban design principles with a focus on people and their interactions with public spaces..

The outcomes of a placemaking process focus less on the buildings and more on the new or enhanced spaces such as:

• Public Squares

• Plazas

• Streets

• Other Public Spaces

• Improved Pedestrian Access

• Public Art

• Community Branding Programs

• Community Events/Markets

When a placemaking process is handled appropriately, it can address a range of different scales, levels of complexity and budgets to result in realistic and effective concepts and strategies for a community or neighborhood.

WHY IS PLACEMAKING IMPORTANT?The act of placemaking, when conducted in a thoughtful and sensitive manner, can result in many benefits for the community including:

• Building connections and creating common ground for a community

• Establishing community focal and gathering points

• Encouraging social interaction• Developing physical, cultural and visual linkages

within a community

• Increasing collaboration between various community organizations or groups such as:

• City Leaders and Staff• Residents• Non-Profits• Arts Organizations • Community Foundations• Institutions/Schools • Business Associations/Chambers of Commerce

• Helping form a community identity

• Identifying characteristics unique or valuable to the community

• Creating or strengthening community assets• Developing a shared community vision to

communicate to the outside world

• Catalyzing economic and community development

• Positively impacting real estate values• Increasing tourism• Increasing revenue for nearby businesses• Creating jobs• Attracting attention to the community’s assets

• Encouraging healthy communities by:

• Increasing• Walking / Biking• Time outdoors• Social Interaction• Trees and other landscape vegetation• Mental stimulation• Access to food

• Decreasing• Stress• CO2/ Greenhouse Gasses



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WHAT MAKES A GREAT PLACE?Part of the placemaking process involves evaluating the existing places within the community. To do so, it is important to understand the elements that all great places have in common. A great place needs to be:

SOCIAL

It draws a diverse group of people

It is a place where people can interact

There are almost always people there

Its friendly, welcoming and neighborly

People take pride in it

COMFORTABLE

It feels safe whether one is alone or with other people

There are areas of shade and sun to choose from on a typical day

There are places to sit and rest

Other physical characteristics reinforce the perception of comfort

ACTIVE

There are multiple things to do

It can accommodate groups of different sizes

The space is flexibile enough to be used for a range of activities

Unexpected events or moments of convergence can occur there

Both active and passive uses can occur simultaneously

It is stimulating and can evoke a mood

AUTHENTIC

It reflects the character of the community

It reveals histories and stories of the area

It has strong connections with its physical surroundings

It isn’t just for tourists (even if tourists like it too)

It incorporates local craftsmanship, artists and materials

CONNECTED

Takes advantage of existing networks at a local and regional scale

Is conveniently located in proximity to a wide range of uses and destinations

It is accessible by foot, bike and car

It lacks barriers to those with disabilities

Has both physical and visual connections to the areas

around it

10 ST. CLOUD PLACEMAKING DESIGN MANUAL

SECTION 2 - PLACEMAKING ANALYSIS

DRAFT

Section 2 - St. Cloud Placemaking Analysis:

Physical ConnectionsThe physical linkages, between and to places, are critical to creating a place that is cohesive. The strength of these interrelationships help foster a sense of an overall community or region rather than a series of disconnected places.

• To Lake George – both from the University and Downtown

• To St. Could State University

• Across 2nd Street/Route 23/Division – noted many times as challenging to cross

• To the Mississippi River

• To regional trails – specifically to the Wobegon Trail/Beaver Island Trail

• Between the regional communities

• Between the Downtown and the library

• Between public art installations

• Between Downtown and Munsinger Clemens Gardens

• To the Amtrak Station

• To the regional airport

• To the Twin Cities

COMMON THEMESThroughout the early phases of community engagement and analysis, the Team was able to meet with a wide range of stakeholders from throughout the community and region. These meetings included specific group meetings, small focus groups, one-on-one interviews and a community open house. Through the process, our Team came away with one clear theme - summarized by the word “Connections.” It was a word heard in many conversations relating to many different topics and objectives, and often addressed the recognition of gaps, missed opportunities and potential linkages that could, when addressed, strengthen the community.

While this one word may seem removed from the concept of placemaking, it is a word that has the potential to catalyze ideas and focus solutions for redefining St. Cloud’s identity. With a clearer sense of the community’s emergent identity comes a stronger ability to convey this message to the public through initiatives that strengthen the sense of place by creating connections.

The potential for meaningful “Reconnections” can be divided into four sub-themes – Physical, Social, Environmental, and Economic – which are further explored below.

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SECTION 2 - PLACEMAKING ANALYSIS

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Social ConnectionsThe relationships between different groups of people or organizations to the region, the City, and specific elements within the City help build an emotional bond that results in increased pride and identity.

• Between the City and the Universities

• To the student body – making them feel invested and welcomed in the community

• To the City’s identity – many commented that it needs to be better defined

• To a changing population – engaging them into the community and celebrating its diversity

• Between neighboring communities – building off regional strength

• To public art – highlight the strength of the local art community

• To the younger population – giving them reasons to stay or come back

Environmental ConnectionsIncreased respect for natural resources and features and other environmental considerations can be capitalized upon to create a higher quality of life and improved character and identity.

• To the Mississippi River

• Achieved through improved bikeability/walkability

• Between regional natural systems

• To Quarry Park & Native Preserve/Sand Prairie

Economic ConnectionsPlacemaking has strong implications for economic development and positioning of the City in a larger market. Opportunities to create new partnerships and connections around the synergies of Placemaking can lead to community-wide benefits.

• To financial and resource sharing opportunities in the Downtown

• Between potential users and vacant Downtown spaces – especially upper floors

• To becoming a regional destination instead of just a “gateway” or “pass-through”

• To branding and promotion opportunities

• Between public art and community development

• To CEOs and GMs of major employers as community leaders

• To Hospital/Health District

• To creative financing tools

• Between entrepreneurs and local opportunities – incubator opportunities

The common theme of “Connections” and the specific sub-themes provided the Team with the necessary context to develop initial placemaking concepts.


SECTION 3 - PLACEMAKING IN ST. CLOUD

DRAFT

Section 3 - Placemaking in St. CloudTo help further structure the development of placemaking concepts, the Team developed an overall “brand” for the placemaking process in St. Cloud: GREATER

• Embracing community diversity

• Further integrating art and the artist community

• Celebrating community history

The genesis of this idea was derived from synergies with the parallel branding study as well as the Team’s analysis and discussions with stakeholders. It became apparent through the process that there are many strong assets to the City of St. Cloud, including:

• Overall high quality of life

• Proximity to the Mississippi River

• Centralized location in the region

• Location of strong businesses

• Active arts community

• Range of high-quality secondary education opportunities

• Solid downtown with a core of historic buildings

• Access to a range of recreational opportunities

• Active leadership

However, it also became apparent that the people who live, work and go to school in the St. Cloud do not always acknowledge or flaunt these strengths. Additionally, there was a stated desire through the process to build upon these strengths. The GREATER brand reflects these core ideas and also takes the phrase “Greater St. Cloud” region and inverts it, in effect putting more emphasis on St. Cloud as the center and focus of the region – St. Cloud: GREATER.

GREATER also allows for flexibility by pairing the wording with specific concepts or ideas. The Team developed six specific categories to use in framing the placemaking concepts:

• Completing regional trail linkages

• Improving connections between the downtown and neighboring amenities

• Creating unified wayfinding signage

• Supporting and enhancing the downtown

• Improving public health through walkability and bikeability

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SECTION 3 - PLACEMAKING IN ST. CLOUD

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• Increasing festivals and special events

• Additional multi-use public open spaces

• Increasing streetlife in the downtown

The Team develop a range of specific placemaking concepts supporting each of the GREATER categories. These concepts, along with the GREATER brand, were presented to the community at a Public Open House on May 15th, and were available for additional review and comment on May 16th and 17th at a Field Office set up in the downtown. The presentation exhibits are included in Appendix A.

A follow-up on-line survey was used to collect additional input regarding community support and prioritization of the developed concepts.

The Team summarized the results (see Appendix B – Input on Concepts & Strategies) and discussed them with the Placemaking Steering Committee. The input received from the Committee informed the prioritization of the Implementation Plan as well as a core set of high priority initiatives, which is described and outlined in the next section

• Increasing opportunities to visually and physically interact with the Mississippi River

• Educating residents and visitors about the river

• Developing the appropriate environment for a creative, innovative community

• Encouraging an entrepreneurial environment

• Providing material for conveying the strengths of St. Cloud to outside entities

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SECTION 4 - PLACEMAKING IMPLEMENTATION PLAN

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Section 4 - Placemaking Implementation Plan

The following Implementation Plan for the City of St. Cloud provides designs and approaches to the range of placemaking projects envisioned through this process. These projects seek to enhance the unique characteristics of St. Cloud to more clearly define a unique sense of place and create a more active and vibrant character.

While the Placemaking Plan and process looked to the City and the Region, many of the Priority Placemaking Initiatives speak specifically to the downtown. This is due, in part, to the higher density of community assets located in and around the downtown. Additionally, the largest daytime population is concentrated in this area. As a center for commerce and culture in the region, the downtown is not only the core of the City, but of the Region. This is not to say that there are not valuable assets located elsewhere. It is more of a statement that initial use of limited resources should work to strengthen and enhance the core, and the build from there, thus creating more initial impact

These concepts and ideas indicate conceptual designs and approaches. Actual locations, sizes, quantities and final design will vary as property owners, agencies and organizations generate specific plans and approaches.

It is understood that there will be limitations due to budgets and staff capacity that will impact the ability to implement projects. Implementation will take time as well as the collaboration of several agencies and organizations. Setting clear priorities and expectations is critical to achieve short-term goals, show progress and build capacity for undertaking more complex projects. Prioritization will help in effectively coordinating implementation efforts between the public sector and other community partners.

The Priority Placemaking Initiatives provide additional detail and support on the projects that should be addressed first, based on community support, potential impact, existing momentum, staff capacity and budgets. The Implementation Matrix provides summary information, not only on the priority projects, but

others initiatives developed through this process. This matrix provides a longer-range road map for additional potential projects that could be pursued once the priority initiatives have been addressed. The City of St. Cloud and Placemaking Steering Committee should revisit the plan and Implementation Matrix on a regular basis to reevaluate initiatives in light of changes to ownership, funding or community support, and modify the approach as necessary.

PRIORITY PLACEMAKING INITIATIVESThe Priority Placemaking Initiatives are organized and categorized into the six GREATER categories, as previously described.



DRAFT

GREATER COMMUNITYPlacemaking projects that should further the sense of community awareness and pride.

Branding & MarketingSt. Cloud’s characteristics and assets are only as successful as the ability connect them physically and figuratively. In the figurative sense, when you communicate through branding about what St. Cloud has to offer, you assist the audience in connecting these assets and characteristics to their perception of St. Cloud. Additionally, a heightened awareness is created in the wake of the branding and marketing implementation. The Team believes the City Branding and the GREATER Brand Extension dovetail with other placemaking initiatives to provide a clear voice, visual impact and positioning, eventually leading to a new culture and attitude regarding the City.

Efforts to brand and market its retail, service, recreational and cultural offerings and attractions, as well as promote the area’s revitalization potential to investors, developers, new businesses and future residents will be especially important. Such activities will be critical to communicating the downtown’s characteristics, as well as the goods and services it offers to shoppers, visitors and potential investors. Therefore, the over-arching “GREATER” branding/marketing strategy can be used to develop marketing materials and advertising campaigns (print, online, outdoor/billboard and TV), organize targeted promotional/special events, conduct more effective public relations activities and coordinate with the planned downtown signage and wayfinding system.

Beyond manifesting itself on a macro level as mentioned above, the GREATER campaign should also be implemented on a micro level - vis-a-vis online/social media, promotional paraphernalia such as t-shirts, hats and vehicle magnets - all allowing for a very mobile and extremely swift spread of the campaign. And even more micro is that ever important “elevator speech!” A script should be created to allow a common verbal positioning of the GREATER campaign. This script would also allow flexibility for the speaker to expound on the spirit of the campaign by sharing a personal story or two. This interjects the human element and touch sometimes missing in public/downtown/city campaigns.

Lastly, since there is a strong link between the new City Brand and the GREATER Brand Extension, via the “chevron/greater sign,” rolling out the City Brand can happen simultaneously. This symbiotic marketing effort should prove to be successful in achieving the goals set forth by The City of St. Cloud and The City of St. Cloud’s Economic Development Authority.



DRAFT

Once the branding study currently underway is complete, first step priorities are to:

• Receive approval from the City for the proposed City Brand and GREATER Brand Extension.

• Develop a separate brand-specific implementation plan.

• Prepare brand guidelines to control how the brand is used and applied by other organizations and in a variety of mediums.

• Begin implementing targeted sectors of the brand (print, web, signage, etc.) based on the outcome of the implementation plan.

• Identify “collateral” products that can be produced in a short time frame to create brand awareness and build momentum. These could include:

• Merchandise to be sold or given away such as shirts, bags, stickers, pins and other items.

• Special program incentive items like restuarant carry-out bags.

• Digital projections of the brand at various venues around town like blank walls at night or performance space curtains.

• Develop a GREATER Campaign Partnership/Sponsorship or Licensee Program.

• Build a network of GREATER brand ambassadors to act as advocates.

Market to Millenials

In crafting future campaigns and marketing materials, specific audiences should be identified. One audience that received additional attention during the placemaking process are the “Millenials,” or “under 35 crowd.” Stakeholder input indicated that specific effort needs to be made to attracting and retaining young professionals and recent graduates. This audience has been identified by groups, such as Greater St. Cloud Development Corporation (GSDC) for the energy and innovation that they bring to the workforce. Marketing efforts need to stress the quality of life, walkability, bikeability, local art and culture and access to recreation opportunities.



DRAFT

Enhance Local Artist ProgramsSt. Cloud has a significant and active artist community, which supports and is supported by numerous groups. While there are many opportunities, in the form of venues and funding, provided through these organizations, many participants in the Placemaking process indicated the need for improvement. Stakeholders cited the need for performing and visual art spaces that cannot currently be met by existing facilities. Others noted that the Stearns History Museum is the only venue that has exhibit space accredited with the American Association of Museums but it is centrally-located in the downtown.

The strengthening of individual venues is best supported by strengthening the perception that St. Cloud is an exciting place for multiple and complex cultural experiences. Efforts should be made to identify specific sites and actions for collaboration between the Arts Commission, the Paramount Theater, St. Cloud State University and other associated groups. This may include establishing new performance or display spaces in the downtown that address specific unmet needs.

Municipal funding sources should be developed to allow for quick approval of temporary projects/curators accomplished cooperatively amongst interested groups. Additionally, efforts should be made to strengthen cooperation between all City departments having oversight/approval responsibilities and agencies and individuals seeking to initiate cultural activities

Beyond coordination and cooperation, the following recommendations should be considered to increase attendance and expand audience participation:

• Cross-program using contrasting aesthetic approaches into the same event/venue.

• Encourage/permit temporary installations and transformations of specific sites (vacant storefronts).

• Create more open-studio opportunities to allow visitors to observe artists’ creative processes as performance and with interaction.

• Use temporary art installations that transform unused public spaces in unexpected ways.

• Make a concerted effort to incorporate local artists in a meaningful way into other placemaking initiatives, such as festivals and streetscape, trails and signage projects.

• Continue and expand existing efforts to conduct regular gatherings of the artist community to create opportunities to present work in progress and explore options for collaboration and sharing of resources.

Case Studies:

In Toronto, a section near downtown, nearly abandoned of all use, has become a lively artist, restaurant and, now, residential area. In Pittsburgh, abandoned buildings have been repurposed to become centers that support artist and community activities by providing spaces for individuals, private parties, and small not-for-profit and business start-ups. In smaller towns, not-for-profit and community foundations repurpose underused structures to provide retreat sites for artists that result in performances and installations.



DRAFT

Additionally, the following should be considered as ways to expand financial support for public art enhancements:

• Include existing creative cultural organizations and representatives of less engaged demographic groups in the decision-making.

• Expand the target audience to include established residents and newcomers to the region.

• Modification of the revenue streams supporting cultural activities such as:

• Create a Percent for Art program/ordinance to include a percent of all municipal capital improvement projects. This program should be flexible to allow funds to be used in other parts of the community and not tied to specific projects or sites, allowing public art to further permeate the community.

• Incentivize private investment in public art through mechanisms like zoning bonuses or TIF funds.

“Face Greater St. Cloud”

One concept developed during the placemaking process, was to create a themed portrait program that would raise awareness of the community’s diversity. Many communities and cities across the nation have done a variation on this type of program. In New York, the portraits were plastered to the ground in Times Square. In Kenosha, Wisconsin, photos were taken of resident’s holding chalk boards that they wrote messages on. These portraits were hung in downtown shop windows, and eventually compiled in a book, which was sold to fund future art programs. During the placemaking process, a pilot project was tested, with several portraits taken of participants. A public art project seeking to explore the theme of St. Cloud’s diverse community members could be put out as a Call to Artists/Request for Qualifications and administrered through a public process by the City’s Arts Commission. This could be a relatively short timeframe project to complete and would show momentum developed from the Placemaking Plan.



DRAFT

Cultural/Historic SignageEmbracing St. Cloud’s history and culture is critical to establishing an authentic sense of place. The City has already made significant headway by designating a Commercial Historic District within the downtown and working to preserve the buildings in this district. The City, along with the Downtown Council and Sterns History Museum, has created a walking tour guide book that highlights the 64 buildings in the district. Additionally, the City has created several digital audio tours, funded by grants received by the Historic Preservation Commission.

These resources need to be further promoted through interpretive signage that helps make casual visitors and residents aware of the unique characteristics of St. Cloud. The effort put forward to select sites and create narratives for the guide book and audio tours gives the City an advantage in developing interpretive signs.

A standard format for interpretive signs should be developed in conjunction with an overall signage and wayfinding master plan. Standard ground mounted and building mounted signs should be designed. Creative funding sources should be sought, including additional grants similar to the one that funded the audio tours, and the project should be implemented in phases as resources are available. Once the specific sites are selected for a phase, a bid package can be developed for response by regional and national professional signage fabricators.

Ferndale, Michigan

The City of Ferndale, Michigan developed a coordinated, city-wide signage program. The process started by developing an overall Wayfinding and Signage Master Plan that set the roadmap for future phases. The plan not only identified community gateways, and directional signs for automobiles, bicyclists and pedestrians, it also incorporated cultural and historic markers, tied with QR codes to walking tours and community websites. The QR codes can be scanned using smart-phones or mobile devices which will direct visitors to specific web-based cultural information. In addition, a series of Ferndale Fun Facts was integrated into directional map signs to give the program a sense of whimsy and discovery. The master plan and first phase of installation were paid by a Preserve America grant.



DRAFT

GREATER CONNECTIVITYPlacemaking projects that link important amenities and features of the community, and connect visitors and residents to these elements.

Walkability/Bikeability/TrailsOne of the strongest supported initiatives during the process was enhancements to the walkability and bikeability of the community. St. Cloud and the regional communities have made great strides over the last several years creating regional trail systems, and these improvements should continue to be supported in the future. Additionally, day-to-day connections, such as sidewalks and on-street bike lanes, need to be evaluated and improved.

There is a growing national recognition that bicycling is a valid form of transportation, and not just recreation. So while the trail systems are important to recreation and tourism, the local infrastructure needs to be present to support bicycling for getting between work, home and shopping. While there are doubts in the community of the potential for increased biking due to the climate, many of the communities in the country with high bike usage are in similar climates, including Minneapolis, Chicago and New York.

Pedestrians need to be accounted for as well. The change in transportation planning has recently shifted to evaluate pedestrians, bicyclists and motorists on an equal level, a concept called Complete Streets, as opposed to planning with a priority placed on motorists. The City adopted a Complete Streets policy in November of 2011 which creates the foundation for further steps.

Guerilla Signage

One short term, low cost project that could be undertaken is “guerilla signage.” The concept comes from an illegal wayfinding project in Raleigh, North Carolina. A local designer and his friends hung a series of wayfinding signs at intersections throughout the downtown that directed visitors to local destinations and provided an approximate time needed to walk to them. The signs were initially taken down due to their illegal nature, but became embraced by the community under a campaign called Walk Raleigh, and reinstated. The simple, bold design, along with the message of distance translated to the length of time to walk, makes for a strong message that is quick and inexpensive to implement. Guerilla signage could be considered as a first step project to show results and build momentum.

One of the first steps is to hire a professional transportation planning firm to prepare a Complete Streets evaluation for the community, with special focus on the downtown. This will help identify priority projects to plan, budget and implement. These projects may range from improved cross-walks, to enhanced sidewalks, to creation of bike lanes.



DRAFT

10th Ave EnhancementsThe distance from Lake George to the downtown is only about 1,000 feet, but it is dramatically affected by the underpass of 10th Avenue at State Highway 23. The character of this area does not provide visual interest, nor does it encourage pedestrians to make the walk. However, it provides the perfect canvas for public art, integrated with landscape and dramatic lighting, to improve the area and help connect these two community assets.

Public art can successfully retrofit existing infrastructure at a fraction of the cost of building from the ground up. St Cloud City Leaders have capacity to transform local infrastructure in support of the private/public goal of enlivening spaces while creating 24/7/365 visibility for their efforts. The success of this project will be strengthened by conscious, deliberate and determined mutual support of the community of participants. Through this process, the transformed environment will reflect both the creative and persistent nature of the agencies involved and will represent the community’s interest in affirming the value of collaboration between different cultures and entities.

Local partners know local skills. Local skills seek opportunities to extend capacity. The exploration of complex, even contradictory themes, can accurately represent the strength and vitality of a democratic and engaged community.

The initial discussion should determine if the goal of a public art project is to present a single/complex public art installation expected to last for many years or to create the conditions in which many projects can be created over many years. A permanent project requires attention to details of materials selection, surface preparation and maintenance. A series of temporary projects permits more variety in materials and aesthetic approach, but require vigilant fundraising to remain an animated space. Neither approach is particularly more or less expensive than the other; the determination to secure either the full funding quickly or to secure the full funding over time is significant.

The recommended steps to move this initiative forward include:

• Determine the scope of the project, including budget and media

• Develop a RFQ for public art

• Create a selection panel of stakeholders

• Review potential artists and selecting arts to submit proposals

• Select the artist and contracting with them

• Coordinate with the selected artist through design, fabrication and implementation

• Develop contingency budget for long-term care and maintenance



DRAFT

5th Ave EnhancementsThroughout the placemaking process, the importance of the local universities and colleges was expressed. The presence of these institutions within the Region adds to the vitality and creative spirit of the community. Efforts should be made to strengthen the relationships with all of these institutions and look for shared synergies.

Clearly the closest and largest to the downtown of these institutions is St. Cloud State University. While there has been some history of issues, both perceived and actual, between SCSU and the downtown, there is positive momentum being generated by efforts from both City and SCSU leadership. One of the components of this positive momentum is the 5th Avenue Live project. This effort has been focused towards new development along 5th Avenue to bridge the gap between the SCSU campus and the downtown. Components have included Coborn Plaza, the Welcome Center and the commercial development across the street from City Hall. Additionally, redevelopment of existing buildings north of 2nd Street, including Brothers Pub, and the Creative Suites have helped bridge the gap.

These initiatives should be further supported with new streetscape along the 5th Avenue corridor to create a visual continuum. Currently, the streetscape is worn and lacks a defined character that establishes a sense of place. Additional visual elements can help enhance the 2nd Street and 5th Avenue intersection, which is uncomfortable and challenging for pedestrians. The City has plans already in place for enhanced streetscape, but they are not currently funded. Creative funding sources should be pursued to help move this project forward.

Further redevelopment should also be supported. The current development is positive as it extends the retail character of the downtown across 2nd Street to bring it closer to the campus. The inverse also needs to happen – that the University should bring some related use north of 2nd to bring campus activity into the downtown. This could be structured around local art or some type of incubator space, and could be accomplished as a private/public partnership.

Eddy Street Commons, University of Notre Dame/City of South Bend

Many universities and colleges reside in cities and towns without truly becoming part of the community. As a way to look outside the boundaries of their campus, many universities have begun to develop partnerships with their communities with the goal of enhancing the physical character of the place and provide culture and improved lifestyles for their students, faculty and employees.

Unlike many colleges and universities, the University of Notre Dame had never enjoyed a “college town” area that offers coffee shops, retail stores, restaurants, pubs, townhomes and apartments within an easy walk to campus. Immediately south of campus the Northeast Neighborhood offered few desirable housing options and was a deteriorated, mostly vacant district—a physical barrier between the University and South Bend’s downtown. The University embarked on a major redevelopment effort that has transformed its southern boundary into a truly mixed-use neighborhood. Although the University was the catalyst for this effort, it partnered with local stakeholder organizations and the City of South Bend to create a vision.

This public participation and partnership was key to build consensus and initiate the new public/private partnership called Eddy Street Commons, a planned mixed-use development. Opening in 2009, the project features retail, both rental and for-sale residential, a hotel and commercial spaces, including University office space. As a result, the area has begun to see increased development activity and the establishment of a vibrant mixed-use neighborhood that has, for the first time, built a bridge between South Bend and Notre Dame.



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Wayfinding & SignageAn integrated and master planned wayfinding system helps establish and reinforce a character and sense of identity for a community. It also helps identify major community assets and help direct visitors and residents to them. For example, linkages between the east and west sides of the river can be enhanced through appropriate signage. Through the placemaking process, participants identified a defined need to implement a wayfinding system to accomplish these goals.

While an entire system would be cost prohibitive to implement in one phase, a comprehensive and coordinated design should still be developed. The City should first hire a professional design firm to develop a wayfinding and signage master plan for the City. This plan will identify the variety of signs and components necessary, including gateway markers, directional signs, informational signs, street signs and other elements. The plan should also identify the key routes, decision points and location of community assets necessary to conceptually locate the necessary signs. Core neighborhoods and districts should be identified so that they can be better connected. This master plan will serve as a roadmap and reference for future improvements.

Following the preparation of the master plan, the City should appropriately budget within the Capital Improvement Plan to implement the plan over a series of years. Additionally, as private redevelopment occurs, the plan will be in place to guide improvements where appropriate.

Downtown Districts

One ancillary benefit to a wayfinding plan would be to define and support the idea of downtown districts. While the downtown is not of a scale that it needs to be sub-divided to help with wayfinding, it does have areas of different character and purpose – convention center, arts/historic, east river, university, county courthouse - which would lend itself to different districts. The idea was brought forth in the 2003 St. Cloud Comprehensive Plan and has applicability to today. The development of a wayfinding plan should look to identify, define and reinforce these districts.



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GREATER LIVABILITYPlacemaking projects that improve the comfort and social aspects of the public spaces in the community.

Downtown StreetscapeThe downtown, and specifically St. Germain Street, have undergone several transformations over the last 40 years. While many of the buildings have remained intact, the public realm was converted into a pedestrian mall 1972, which was a trend across the nation at the time. In 1997, it was reopened to automobiles and the sidewalks were enhanced with pedestrian lights and precast concrete pavers. Some of these amenities have not aged well, and the design does not include create an authentic character that is unique to St. Cloud.

A high quality streetscape project, when designed and implemented thoughtfully and sensitively to the context of the area, has been shown to spur additional private investment in nearby businesses and buildings. Additionally, master planning of the streetscape can include geometric changes to support Complete Streets policies as previously described. For example, the angle parking within the downtown could be modified to become back-in angle spaces. This modification creates a safer environment for bicyclists as it puts the driver in a position where they can more easily see oncoming bicycles when they are exiting the parking space.

The concept for improved downtown streetscapes was strongly supported at the community open house and online survey. However, a major challenge will be the funding of a project of this scale. One potential opportunity would be to create a Business Improvement District (BID) for the downtown. The structure and role of the BID are discussed later in this report.

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The following are the steps necessary to move this initiative forward:

• Work with City engineering and public works staff to identify the life expectancy of pavements and underground utilities within the downtown.

• Establish a streetscape advisory committee including members from the City, the Downtown Council, GSDC, the downtown BID if established, and the St. Cloud Convention and Visitors Bureau.

• Seek and identify funding for project design, engineering and construction.

• Retain a consultant team to prepare a Streetscape Design Master Plan that identifies and test options for downtown streetscape design, roadway engineering and Complete Streets initiatives and prioritizes the order of streets to be reconstructed.

• Following the completion of the Streetscape Design Master Plan, the City should identify a preliminary budget for the first phase of streetscape construction.

• Submit the first phase project to State and Federal agencies to attempt to secure supplementary funding to construct the project.

• Establish and maintain consistent lines of communication with the business community to minimize disruptions during construction. A “streetscape survival plan” should be developed to mitigate streetscape construction impacts on merchants and property owners. Coordinate marketing activities, announcements and special events throughout the construction process.

The development of a Streetscape Design Master Plan will take approximately twelve months, with the preparation of detailed design and construction documents taking approximately another six to eight months. Construction could be phased over a series of years depending on funding.

Outdoor Cafes

The presence of outdoor cafes creates a street level vibrancy for the downtown. Especially in climates like St. Cloud, customers take advantage of outdoor dining while the weather is good. Because of the seasonal nature of St. Cloud, there is some reluctance to integrating permanent infrastructure to support outdoor cafes. Additionally, there are often unintended regulatory and permitting barriers that dissuade businesses from creating outdoor cafes. Fortunately, in St. Cloud, the City has removed all permit requirements for outdoor cafes, so there should not be any barriers. To overcome the other challenge, the City should consider establishing a policy for leasing on-street parking spaces to the immediately adjacent building to allow for the creation of seasonal “parklets” to provide additional outdoor dining space. While this will create a small reduction in on-street parking spaces, there will be a net benefit of increased vibrancy and desire of residents and visitors to be downtown. The downtown parking decks have the capacity to accommodate any additional demand, and increased pedestrian traffic between the restaurants and the deck will create more window shopping and activity throughout the downtown, to the benefit of all businesses.



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GREATER ACTIVITYPlacemaking projects that create a variety of events throughout the year, driving increased desire to visit and explore various parts of the community.

Permanent Farmer’s MarketThroughout the country, famer’s markets are taking on a stronger role within their community. They become a key, regular community gathering, they support healthy lifestyles, they provide opportunities to incubate new businesses, and they provide exposure to the range of cultures within the community. In many cities permanent venues have been constructed to provide the infrastructure for these markets. They integrate flexible space that provides canopies, electrical connections and other elements to support the market. Additionally, they can include a small, year-around, indoor component that further helps with the development and incubation of related businesses.

The City has worked with the St. Cloud Area Farmers Market to provide the parking lot at the northeast corner of 10th Avenue and 2nd Street for the 2014 season location. Additionally, the Collaborative for a Culturally Diverse Economy has been involved to incorporate multi-cultural businesses into the market. The Central Minnesota Community Foundation and the Initiative Foundation have participated to help with funding.

A year-around public market would build on these efforts, but would likely need to advance incrementally over several years and should be supported and furthered through the following steps:

• Conduct a feasibility analysis including:• Projected revenues• Projected operating expenses• Estimate of working capital needed• Projected subsidies• Appropriate site location

• Establish a market development team• Create a market concept and business plan to test

feasibility and projections• Determine the preferred business model• Secure site control• Begin grant and capital campaign.

Capitol Market, Charleston, West Virginia

One of the most compelling examples is Capitol Market in Downtown Charleston, West Virginia, which operates as a 501(c) 3 nonprofit. Capitol Market began operations 14 years ago, in a converted railroad freight-transfer building.

The market operates seven days per week and hosts eight vendors, including a produce market, butcher, fish monger, wine seller, chocolatier, café, and a restaurant. A few vendors specialize in West Virginia products; most of the food vendors sell both raw and limited prepared foods (e.g., the butcher offers a limited selection of sandwiches). Café-style seating and Wi-Fi are available throughout the market hall. Outside is a seasonal farmers’ market, where growers sell West Virginia produce in spring, summer, and fall, and Christmas trees in December.

- City Population: 50,000

- Est. Market Hall Size: 15,000 SF

- Unenclosed Space: 20,000 SF

- Est. annual operating revenues (2010) $366,000

- Est. annual rent and maintenance

expenses (2010) $74,000

- Est. annual salaries and benefits (2010) $72,000

- Building ownership City



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Winter FestivalWhile there are many successful activities and festivals in St. Cloud, such as Summertime By George, further attention needs to be given to the winter, to activate the community throughout the year. The Granite City Pond Hockey Championship, going into a third year in 2014, is an excellent starting point for increased events, along with activities such as the Winter Nights & Lights Parade and the Santa Fun Run

Additionally, there are significant opportunities to introduce unique events and displays that integrate the local arts. Ice and snow can be used as a medium for temporary art installations, which can be further enlivened through dramatic lighting. Events can also be centered on other activities, such as snow shoe races, ice fishing tournaments and sledding.

The City has taken a major step by submitting an application to host Hockey Day in 2015. Regardless of whether they are successful or not, the City should use this as an opportunity to develop the relationships, capacity and infrastructure to host a yearly winter festival. Steps should include:

• Developing a winter festival steering committee, including the City, Downtown Council, St. Cloud Area Convention & Visitors Bureau, and the Minnesota Youth Foundation.

• Brainstorm activities and components of the festival.

• Identify potential dates and locations.

• Establish festival producer/organizer.

• Develop preliminary budgets/fundraising goals.



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GREATER ENVIRONMENTPlacemaking projects that increase awareness and provide additional opportunities to interact with the unique natural features of St. Cloud.

Kelly Inn SiteThe Mississippi River was repeatedly identified as a key resource throughout the placemaking process. Stakeholders recognized that in the future there needs to be increased opportunities for the public to easily connect with the River, both visually and physically. From the downtown, there are limited opportunities to interact with the River. One of the key challenges is that much of the river’s edge in the downtown is developed. The Kelly Inn site occupies about 650 feet of river, from the River’s Edge Convention Center on the north, to 2nd Street S on the south. While there is a multi-use path between the Kelly Inn site and the River, it has limited access. The building itself has a large and outdated footprint, the hotel tower is not oriented to provide maximum views of the river and valuable property adjacent to the river is taken up with surface parking.

The City has begun discussions with the ownership of the Kelly Inn, who have indicated that they are open to discussions about the future of their site. They have

further indicated that in the future they can envision a smaller footprint, however they would want to maintain adjacency to the convention center and not lose parking.

Due to the size of the site, the Kelly Inn could easily move into a new, more modern footprint, allowing for a mix of public amenities and river-oriented redevelopment. Based on stakeholder input, restaurants with outdoor dining facing the river are in high demand. Pedestrian connections to the river path could be made as part of the redevelopment, potentially at the extension of 1st Street S.

This redevelopment will need to occur as a private/public partnership between the City and the Kelly Inn. The City should continue to meet and discuss opportunities with ownership of the Kelly Inn as well as look for funding opportunities, such as Tax Increment Financing (TIF), to help finance the project.

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Rau Field at Cathedral Catholic SchoolAnother site near the downtown that offers expanded opportunities to interact with the river is the athletic field belonging to Cathedral Catholic School between 6th and 5th Avenues. While it is assumed that the school will want to maintain use of athletic fields on this site in the future, there are still opportunities for the City to work with the school to improve access to the river. By vacating 5th Avenue between the field and the river, the City can create the opportunity to enhance over 500 feet of riverfront. The additional space created through vacation of the street could allow for grading and shoreline enhancements and the potential for overlooks connected to the regional trail system.

Similar to the Kelly Inn site, the City should maintain contacts with the school and discuss opportunities for a future partnership to make these improvements.

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Interpretive Signage/ArtWhile many stakeholders indicated the Mississippi River as a key asset in the community, there is still a broad lack of understanding for its significance in the rise and life of St Cloud. There is a need to build awareness of residents and visitors to the social, cultural, scientific, agricultural and historic links between human life and the Mississippi River watershed.

A large part of embracing the river is through educating the broader public of the value and history of the River. Typically, this would take the form of interpretive signage providing insight on the River. Due to the resources in St. Cloud, this is a unique opportunity to also incorporate local artists. Because the goal is not just education, but also to convey the value of the river, art provides a venue for stimulating an emotional response.

Potential components could include:

• Representations of the historic use of the river and intended and inadvertent contemporary use of the river.

• Pieces that convey the historic and environmental importance of the river’s watershed to St Cloud.

• Representations of the volume of water and the geologic features of the river.

• Installations using flotsam and jetsam picked up along the river’s edge.

Ultimately, these elements, along with interpretive signage, will encourage improved accessibility to the Mississippi River and greater respect for the impact of the river on St. Cloud’s future. Access to the river will increase collective consciousness about its importance as formative resource for defining St. Cloud as a moving, fluid place for individuals, cultures, businesses and institutions that share the desire for a creative community.

The City Arts Commission would be a likely candidate to lead this process, while a larger steering committee may be formed with members of other organizations. The following are suggested steps for furthering this initiative:

• Brainstorm with committee or interview community to develop ideas for topics/themes of installations

• Develop and approve preliminary budgets

• Pursue and secure funding

• Select artists

• Design development led by individual artists

• Review and approve submitted budgets for each artist

• Fabrication/installation of each piece

• Marketing campaign to create awareness and excitement of the program

Case Study: Willapa Refuge Art Trail

The Willapa Refuge Art trail was developed around the Willapa National Wildlife Refuge in southwest Washington. In total, the project activated both professional artists and University of Washington students to produce 16 individual pieces. These pieces included custom art elements in place of picnic tables, boardwalks, and even brochure racks. Other installations convey information about local wildlife species and their interrelationships.



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GREATER OPPORTUNITYPlacemaking projects that help engage the business community as leaders in the planning and advancement of placemaking initiatives, as well as champions and storytellers conveying the merits of St. Cloud to a larger audience.

Engage Business LeadersOne of the City’s major assets is the presence of large regional businesses. Some of these are locally established, such as Coborn’s and Bernick’s Beverage and Vending, while others are international, such as Geringhoff. They all have several things in common, including strong leadership, an understanding of the attributes of St. Cloud and a vested interest in seeing St. Cloud improve. These commonalities need to be put to use to further placemaking in St. Cloud.

The first way this can occur is by engaging business leaders in further planning processes. The City is looking to initiate an update of the City’s Comprehensive Plan within the next year. This plan will be critical for setting the roadmap for the entire community for the next twenty years. The plan will need to appropriately recognize the role of placemaking and provide long-term goals and objectives for the City. Local business leadership should participate, both in a stakeholder capacity, but also within a steering committee structure. In preparation for their role, these business leaders should be provided resources that help them to make the connection between placemaking and economic development.

A second way that this group can benefit the City as a whole is to activate them as champions of the St. Cloud. Through their travels and networks, this group has the potential to be strong advocates and ambassadors delivering the message of St. Cloud to a range of audiences. This activity would build off of the development of the new City brand. Following the development of the brand, an “elevator speech” for the City should be developed. This will insure that a consistent message is delivered to outside audiences, no matter who is delivering it. The City should host local business leaders to make them aware of the new brand, as well as educate them in the desired message and key talking points.

Future steps in furthering this initiative include the following:

• Identify key partners for carrying the message forward, including, but not limited to: GCDC, Downtown Council, Chamber of Commerce, SCSU and CentraCare

• Conduct a placemaking seminar for local business leaders – understanding the links between sense of place and local economy

• Conduct an education session regarding the new City brand and related message



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IMPLEMENTATION ROLES & RESPONSIBILITIES

Economic Development AuthorityThe City of St. Cloud’s Economic Development Authority (EDA) is made up of a seven-member appointed board that works with economic development staff to assist existing and prospective businesses interested in the community, and generally working towards improving St. Cloud’s economic vitality and expanding the City’s tax and employment base.

Planning CommissionThe Planning Commission is a seven-member appointed commission that is charged with long-range planning for the City and is responsible for advising the City Council on matters of development, zoning and capital improvements. The position allows them to comment and influence planning policy and priorities, which will affect the implementation of the placemaking initiatives.

St. Cloud Arts CommissionThe St. Cloud Arts Commission is an appointed citizen board that oversees arts and culture within the City. Due to the nature of the placemaking plan and the emphasis on public art, the Commission will play a large role in facilitating the public art processes.

River’s Edge Convention CenterThe location of the River’s Edge Convention Center, between the downtown and the river, makes it uniquely positioned to participate in placemaking activities related to these two assets. Additionally, as an activity generator and home to cultural resources, such as the Minnesota Amateur Baseball Hall of Fame Museum, the River’s Edge is a key asset and needs to work cohesively with adjacent amenities to clearly define and support a sense of place. Additionally, the River’s Edge has an Advisory Board and staff that help appropriately position it within the community to maximize the economic impact on St. Cloud.

Establishing effective public/private partnerships and building local organizational capacity and leadership will be critical to long-term success in implementing the priority placemaking initiatives. Partnerships between the City and entities such as Downtown Council, Greater St. Cloud Development Corporation, St. Cloud State University, Central Minnesota Community Foundation and the Initiative, the St. Cloud Area Convention & Visitors Bureau, artists and arts organizations and other groups, will be especially vital in leveraging financial and human resources to accomplish more complex initiatives, and in managing ongoing marketing and promotion activities. Such partnerships can also maximize the leadership necessary from both the private and public sectors to help steward implementation from its early stages to the long term. Key partnership and organizational development implementation steps that should be considered include:

City of St. CloudThe City will need to take the key leadership role in moving placemaking strategies forward. City roles and responsibilities should include:

• Formally approving the Placemaking Design Manual.

• Preparing more detailed design documents for the recommended infrastructure, streetscape, signage and physical improvements.

• The City, along with its implementation partners, will need to seek out and secure funding sources for priority initiatives.

• Meeting directly with the owners of impacted sites to encourage their involvement and participation in placemaking projects.

City of St. Cloud is represented in a variety of ways, through departments and committees.

City Departments• Planning & Zoning Department

• Economic Development Department

• Public Works Department

• Parks & Recreation Department



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ArtWORKSThis group is coordinated with the St. Cloud Arts Commission and the Central Minnesota Community Foundation and includes community leaders. The purpose of this group is to add capacity to the Arts Commission and assist with funding opportunities to help move the Community Cultural Arts Plan forward. ArtWORKS should help to champion the arts based components of the placemaking plan.

Central Minnesota Community FoundationThe Central Minnesota Community Foundation was established in 1985 with the goal of engaging people, connecting resources, and building community. They fulfill their mission by making grants to support key issues in Central Minnesota and have participated in several placemaking related initiatives in St. Cloud. They are a resource for future support.

Downtown CouncilThe Downtown Council is a quasi-independent organization that works to promote and enhance the downtown, as well as advocate for the interests of local businesses and property owners. The Downtown Council is well positioned to have a role in many of the key initiatives.

The 2004 Strategic Action Plan for Downtown St. Cloud details a strong strategy and support for the development of a Municipal Service District (MSD) or Business Improvement District (BID) as a means of furthering key downtown initiatives. While the Downtown Council is able to accomplish many things, the creation of a BID to provide the appropriate organization and funding is critical for the evolution of the downtown and the implementation of the placemaking plan in the downtown.

Going forward, a BID could assume several implementation tasks and responsibilities that the City does not currently have the ability to address, including streetscape construction and maintenance.

It is important to note that to become a strong implementation partner, a BID would first need to develop its organizational capacity by hiring staff and developing its operational budget and membership.

If organized and funded properly, a BID can effectively supplement the City by being the “boots on the ground” staff/volunteers that work directly with local property and business owners.

Greater St. Cloud Development CorporationCurrently, GSDC has several target initiatives that overlap with the goals of the placemaking plan. Due to their strong connections to the local business community, they could also play expanded roles in generating both financial and vocal support for specific placemaking programs as well as assist the City in implementing the GREATER brand extension.

Mississippi PartnersMississippi Partners was established in 2012 to champion implementation of the urban river plan by prioritizing, educating, marketing/promoting, advocating, and fundraising for future river initiatives. Committee membership consists of active representatives from area cities and counties, environmental organizations, local businesses, and other river stakeholders meeting quarterly to spur greater interest, support, and leadership in riverfont projects. Mississippi Partners should continue to participate in the river related initiatives.

Paramount Theatre & Visual Arts CenterThe Paramount, a non-profit organization housed in the historic City owned theatre of the same name, currently provides opportunities for a diverse range of art and entertainment programs. The facility is a key asset to the City and a placemaking anchor within the downtown. The Paramount should continue to play a role in supporting arts based placemaking initiatives in St. Cloud.



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St. Cloud Area Convention and Visitors BureauThe Visitors Bureau currently undertakes a variety of activities and initiatives that promote tourism and conventions to St. Cloud. The Visitors Bureau can participate and collaborate with the City on marketing, wayfinding, special events/winter festivals and branding activities.

St. Cloud State UniversityWhile all local colleges and universities should support the placemaking process, SCSU is the most proximate to the downtown and other assets. The student population can provide positive vitality for the downtown. Through the enhancement of key community connections and support for downtown placemaking activities, SCSU can help improve the City to the benefit of residents, visitors and students alike.



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FUNDING SOURCESFunding from municipal, county, state and federal sources as well as local foundations, corporate, and civic and business organizations will be needed to finance placemaking elements. Key funding sources and incentive programs that should be explored further as critical placemaking plan implementation tools include:

Tax Increment Financing (TIF)Tax Increment Financing is a State authorized program administered by a municipality that allocates future increases in property taxes from a designated area for improvements dedicated to that area. While TIF is typically used for public infrastructure and urban design improvements, such as streetscape.

Capital Improvement PlanSt. Cloud has incorporated some aspects addressed in the placemaking plan within the municipal capital improvements plan, which should be evaluated on an annual basis. Capital improvement funding could be used to support various projects outlined in the Plan, including:

• Marketing and branding activites

• Riverfront improvements

• Signage and wayfinding programs

• Street improvements and streetscape implementation

Recognizing that public budgets are tight and somewhat limited in the current economy, the City should investigate shared improvements and funding opportunities with other municipal taxing bodies or public/private partnerships.

General Revenue BondsDepending upon the City’s bond rating and current bond/debt load and retirement, the City may investigate the ability of long-term bonds for specific portions of the Plan in order to facilitate redevelopment activities. Bonding for public infrastructure, open space or streetscape improvements, or site acquisition, are some of the key catalytic Plan elements that should be considered. The City should seek professional consultation to evaluate these opportunities.

Arts FundingAs mentioned in the plan, St. Cloud should strongly consider a consistent form of funding program, such as a percent-for-art program, which could be used for a public art program.

In addition, the City should continue work on building better intercommunication and cooperation with related private not-for-profits to build capacity for coordinated funding of projects.

Where appropriate, grants should be sought from the Central Minnesota Arts Board, the Minnesota State Arts Board and the National Endowment for the Arts and private philanthropies like the Central Minnesota, the Morgan Family Foundation, the McKnight Foundation and more.

Transportation Enhancement GrantsTransportation Enhancement (TE) activities offer funding opportunities to expand transportation choices and enhance the transportation experience through 12 eligible TE activities related to surface transportation, including pedestrian and bicycle infrastructure and safety programs, scenic and historic highway programs, landscaping and scenic beautification, historic preservation, and environmental mitigation. TE projects must relate to surface transportation and must qualify under one or more of the 12 eligible categories.

The Minnesota Department of Transportation (MnDOT) created eight Area Transportation Partnerships (ATPs) to oversee transportation plans, programs and grants. St. Cloud is served by the Central Minnesota ATP, which includes the St. Cloud Area Planning Organization. Potential projects seeking Transportation Enhancement funding would need to work with and be supported by the ATP so that they would be included in an Annual Transportation Improvement Program.



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Congestion Mitigation and Air Quality Improvement (CMAQ) ProgramA major source of flexible funding for improvement of pedestrian and bicycle facilities and promotional activities that encourage bicycle commuting is from the Congestion Mitigation and Air Quality Improvement Program (CMAQ). CMAQ has the objective of improving the Nation’s air quality and managing traffic congestion, by providing support for transportation projects that contribute to emissions reductions of carbon monoxide, particulate matter, and ozone and its precursors. CMAQ funding is coordinated through each MnDOT, and would be similar to the Transportation Enhancement grant.

Open Space & Trail GrantsThe Minnesota Department of Natural Resources (DNR) oversees several programs relating to open space and trails. These include

• Outdoor Recreation Grant Program

• Regional Park Grant Program

• Local Trail Grant Program

• Regional Trail Grant Program

St. Cloud has already taken advantage of these or similar grants in the funding of the Beaver Island Trail. These programs should also be considered for additional open space and trail projects, especially related to enhancement of the river edge.

New Market Tax Credits The New Markets Tax Credit Program (NMTC), established in 2000 and administered by the U.S. Treasury, with the goal of spurring the revitalization of low-income communities and neighborhoods. The NMTC Program provides tax credit incentives to investors for equity investments in certified Community Development Entities (CDEs), which must have a primary mission of investing in low-income communities and persons. Commercial and mixed-use real estate projects are among the eligible categories, as are community facilities and operating businesses. The NMTC will provide only a portion, perhaps 15 percent to 20 percent of the capital needed for a project, so other layers of financing will be needed.

Federal and State of Minnesota Historic Preservation Tax Credit Programs (Federal and State HPTCs)The National Park Service, in partnership with the Internal Revenue Service and the Minnesota State Historical Society (SHPO), has administered the Federal Historic Preservation Tax Credit Program to encourage rehabilitation and reinvestment in historic buildings. A federal 20 percent tax credit is provided to owners and developers of income-producing historic buildings who undertake a substantial rehabilitation project in which rehabilitation costs must be equal to or greater than the property’s adjusted basis. The State of Mineesota offers a 20 percent tax credit that parallels the Federal program. Both incentives can be used to finance the adaptive use of some of downtown St. Cloud’s larger historic buildings. Projects seeking both credits will be reviewed by the SHPO for compliance with the Secretary of the Interior’s Standards for Rehabilitation.



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IMPLEMENTATION MATRIXThe placemaking process resulted in many additional concepts and strategies beyond those detailed in the Priority Placemaking Initiatives. Through the evaluation process with the community, the Steering Committee and City Staff, these concepts were positively received but were lower priorities. The summary matrix on the following pages defines the main components of all initiatives, leadership roles, participants, funding sources and other details to document medium and low priority items to that they can be re-evaluated in the future. This matrix should be reviewed by City staff on a yearly basis to benchmark success and identify accomplishments and ascertain if factors have changed on medium and low priority items that make them more attractive to undertake.



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LEGENDBID: Business Improvement DistrictTIF: Tax Increment Financing DNR: Department of Natural Resources TE: Transportation Enhancements CMAQ: Congestion Mitigation & Air Quality

Concept / Initiative PriorityResponsible Parties

(Project Lead in Red)GREATER COMMUNITY

Develop New City Branding & Identity Office of The MayorCity of St. Cloud Economic Development Dept.City of St. Cloud Branding Resource Team

Advance Local Artist Initiatives City of St. Cloud Arts CommissionParamount TheaterSt. Cloud State UniversitySt Cloud public schoolsLocal business and property owners

Develop Cultural & Historic Signage Program City of St. Cloud Historic Preservation CommissionCity of St. Cloud Planning & Zoning Dept.St. Cloud Area Convention & Visitors Bureau

GREATER CONNECTIVITYWalkability/Bikeability/Trail Connections City of St. Cloud Planning & Zoning Dept.

City of St. Cloud Engineering Dept.City of St. Cloud Public Works Dept.Greater St. Cloud Development CorporationSt. Cloud Area Convention & Visitors BureauLake Woebegon Regional Trails Association

Enhance 10th Avenue Viaduct City of St. Cloud Arts CommissionCity of St. Cloud Planning & Zoning Dept.City of St. Cloud Engineering Dept.City of St. Cloud Public Works Dept.Downtown Council

Enhance 5th Avenue between Downtown and SCSU City of St. Cloud Planning & Zoning Dept.St. Cloud State UniversityPrivate DevelopersDowntown CouncilCity of St. Cloud Planning Commission

Develop Unified Wayfinding & Identity Signage Program City of St. Cloud Public Works Dept.St. Cloud Area Convention & Visitors BureauCity of St. Cloud Planning & Zoning Dept.City of St. Cloud Planning Commission

Develop a Biking Public Awareness Campaign City of St. Cloud Planning & Zoning Dept.Downtown CouncilSt. Cloud Area Convention & Visitors BureauCity of St. Cloud Planning Commission

GREATER LIVABILITYDowntown Streetscape City of St. Cloud Planning & Zoning Dept.

City of St. Cloud Economic Development Dept.Downtown CouncilCity of St. Cloud Planning Commission

Encourage Outdoor Cafes Downtown CouncilCity of St. Cloud Planning & Zoning Dept.City of St. Cloud Economic Development Dept.City of St. Cloud Planning Commission

Create Healthy Communitiy Initiative Programs City of St. Cloud Planning CommissionLocal hospitals and health organizationsCity of St. Cloud Planning & Zoning Dept.

Pursue Main Street Designation Downtown CouncilCity of St. Cloud Planning & Zoning Dept.City of St. Cloud Economic Development Dept.

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High

High

Medium

High

Low

Low

Work to become recognized as a Main Street community to attain access to organizational and revitalization resources for the Downtown.

Create and implement a campaign to improves recognition for bicycling as a form of transit and raises awareness to increase safety.

Create and implement a cohesive signage program that identifies and describes cultural and historic resources within the community.

Create and implement a cohesive signage program that establishes City-wide identity at key entrances and helps guide visitors to key destinations within the community.

Create a stronger connection between the Downtown and Lake George by enhancing 10th Avenue, specifically under the viaduct, with public art and lighting.

Create new branding and identity for the City and implement it appropriately throughout the community.

Partner with local health organizations and other entities to establish programs that support public health.

Pursue initiatives that will promote walkability/bikeability through enhancements of the public way and expansion of trails.

Develop and implement initiatives that encourage more people to perform, install, or exhibit their work in public spaces

Pursue initiatives that will create additional opportunities for outdoor cafes

Create a stronger connection between the Downtown and the SCSU campus by enhancing 5th Avenue through streetscape and supporting appropriate redevelopment.

Strengthen the sense of place within the Downtown by enhancing the public realm through high-quality, authentic streetscapes.



DRAFT

Implementation Tools/Funding Sources

Cost Level

General Timeline Actions/Key Tasks

Action/Task Duration

City Funds Finalize Brand Mark 1 monthCreate Implementation Plan 1 monthDevelop "collatoral" to create brand awareness 6 monthsImplement Brand Mark Launch 24 months

City Funds Municipal funding for quick approval of temporary projects/curators 3 monthsArts Grants Identify specific sites and actions for collaboration 12 monthsPrivate Funds Solicit grants from private and governmental sources 2 years

Fabrication/installation as funding is secured 3 years

City Funds Identify key elements 2 monthsGrants Develop standard sign design 2 months

Prepare bid package 4 monthsSelect farbicator/installer and implement 6 months

City Funds Complete a walkability assessment 6 monthsTIF Identify target improvements 3 monthsDNR Grants Develop engineering plans for target improvements 6 monthsBID Funding Identify funding 3 monthsTE Grants Implement improvements 6 monthsCMAQ Grants

City Funds Interview community regarding ideas for theme 3 monthsArts Grants Preliminary budget approved 3 monthsPrivate Funds Artist selection 3 months

Design development led by artist 4 monthsBudget reviewed and approved 2 monthsFabrication/installation 12 months

Private Funds Build public support for plan 6 monthsTIF Establish site control 6 monthsBID Funding Select developer for site specific projects through RFP process 6 months

Implement site specific projects 2 yearsImplement streetscape concurrently 2 years

City Funds Identify key community activity generators 2 monthsTE Grants Develop wayfinding master plan for the City 6 monthsTIF Integrate phased implementation into CIP 2 months

Implement wayfinding master plan in phases 4 years

City Funds Identify critical barriers and target audience 2 monthsCMAQ Grants Develop message and goals 2 monthsBID Funding Develop campaign materials 6 months

City Funds Develop base understanding of infrastructure 3 monthsTIF Establish streetscape advisory committee 1 monthBID Funding Retain consultant team to prepare plan 3 monthsTE Grants Develop streetscape plans and construction documents 12 months

Implement phased approach to construction as funds are available 4 years

Private Funds Prepare policy for seasonal cafes in on-street parking spaces 3 monthsBID Funding Create awareness of City's "no-permit" stance. 2 months

Private Funds Identify potential partnership organizations 2 monthsCity Funds Develop key goals 2 monthsGrants (Safe Routes to School) Draft program and identify priority projects 6 months

Implement projects 2 years

BID Funding Monitor Minnesota State Main Street program On-goingRegularly evaluate pros/cons to designation On-goingPursue designation if appropriate On-going

$$

$$$ >$500,000$$ $100,000 - $500,000$ <$100,000

$

0-2 Years

2-5 Years$$

$$$

2-5 Years

0-5 Years

0-2 Years

2-5 Years

$

$$

$

0-2 Years

$

$$

2-5 Years

$ 2-5 Years

0-2 Years

2-5 Years

$$$

$ 2-5 Years



DRAFT

LEGENDBID: Business Improvement DistrictTIF: Tax Increment Financing DNR: Department of Natural Resources TE: Transportation Enhancements CMAQ: Congestion Mitigation & Air Quality

Concept / Initiative PriorityResponsible Parties

(Project Lead in Red)

GREATER ACTIVITYDevelop Permanent Farmer's Market St. Cloud Area Farmer's Market

City of St. Cloud Planning & Zoning Dept.Downtown CouncilCollaborative for Culturally Diverse Economy

Develop Additional Winter Festivals City of St. Cloud Planning & Zoning Dept.Convention and Visitors BureauDowntown CouncilSterns History MuseumAdjacent Communities

Develop Downtown Lounge Open Space City of St. Cloud Parks & Recreation DepartmentSt. Cloud Area Convention & Visitors BureauDowntown CouncilCity of St. Cloud Planning & Zoning Dept.

GREATER ENVIRONMENTRedevelop Kelly Inn Site City of St. Cloud Planning & Zoning Dept.

Kelly Inn OwnershipMississippi PartnersGreater St. Cloud Development CorporationDowntown Council

Develop Rau Field at Cathedral Catholic School City of St. Cloud Parks & Recreation DepartmentCathedral Catholic SchoolMississippi PartnersCity of St. Cloud Planning & Zoning Dept.

Develop Interpretive Signage/Art Program for River City of St. Cloud Arts CommissionMississippi PartnersCity of St. Cloud Planning & Zoning Dept.

Develop River Design Guidelines & Standards City of St. Cloud Planning CommissionMississippi PartnersCity of St. Cloud Planning & Zoning Dept.

Create Environmental Educational Opportunities Mississippi PartnersCity of St. Cloud Arts CommissionLocal Schools

GREATER OPPORTUNITYEngage Local Business Leaders Greater St. Cloud Development Corporation

City of St. Cloud Economic Development Dept.City of St. Cloud Planning & Zoning Dept.City of St. Cloud Economic Development AuthorityCity of St. Cloud Chamber of Commerce

Strengthen Relationships with Local Colleges & Universities City of St. Cloud Economic Development Dept.St. Cloud State UniversitySt. Cloud Technical CollegeSt. John's University/College of St. Benedict

Develop a Pop-Up Shops Program City of St. Cloud Economic Development Dept.City of St. Cloud Economic Development AuthorityGreater St. Cloud Development CorporationDowntown CouncilSt. Cloud State University

Develop a Food Truck Program/Policy City of St. Cloud Economic Development AuthorityCity of St. Cloud Economic Development Dept.Downtown Council

Medium

High

High

High

High

High

Medium

Medium

Medium

Low

Medium

MediumWork with building owners to develop a pop-up shop program to incubate new businesses and introduce seasonal variety into the downtown environment.

Capitalize on Cathedral Field's proximity to the Mississippi River by renovating it into a Community Park, tied into regional bike paths with direct access to the River.

Create a program and related policies to encourage food trucks as a means of creating seasonal vibrancy, unique food options, and incubators for new restaurants.

Create and implement a cohesive signage and interpretive art program that educates and creates a sense of wonder of the Mississippi River.

Continue to foster a supportive environment between the City and regional secondary education institutions through marketing and private-public partnerships.

Protect the health and character of the Mississippi River through the development of guidelines and standards that apply to development adjacent to the river.

Develop programs and seasonal activites that further education of the Mississippi River and the local environment.

Create and implement a Downtown open space for passive recreation, festivels and special events.

Identify a location and establish a permanent site for a year around farmer's market

Continue current efforts to tap into existing knowledge base of local business leaders to support further placemaking activites, including branding and marketing.

Support redevelopment of the Kelly Inn site to provide opportunities for placemaking through increased access to and visibility of the Mississippi River.

Work with regional communities to create a diverse and complimentary series of winter festivals to increase winter tourism.



DRAFT

Implementation Tools/Funding Sources

Cost Level

General Timeline Actions/Key Tasks

Action/Task Duration

$$$ >$500,000$$ $100,000 - $500,000$ <$100,000

Private Funds Conduct site feasibility study 6 monthsCity Funds Create market business plan 6 monthsGrants Secure site control 12 months

Begin grant and capital campaign 12 months

City Funds Establish a festival committee 2 monthsPrivate Funds Develop concepts for additional festivals 2 months

Build community support for festivals 1 yearIdentify venues, dates and producer/organizers 6 monthsBegin fundraising 6 months

City Funds Evaluate potential sites and select preferred location 6 monthsDNR Grants Secure site control 6 monthsPrivate Funds Develop design and engineering drawings 6 months

Begin grant and capital campaign 12 months

City Funds Advance the site design process 6 monthsPrivate Funds Develop preliminary budgets 6 monthsTIF Identify funding sources 6 monthsNMTC Prepare design and engineering drawings 12 monthsDNR Grants

City Funds Continue conversations with school 6 monthsPrivate Funds Develop preliminary budgets 3 monthsDNR Grants Prepare design and engineering drawings 6 months

Vacate roadways as necessary 6 monthsConstruct improvements 12 months

City Funds Develop topics/themes of installations 3 monthsPrivate Funds Develop preliminary budgets 3 monthsArts Grants Pursue and secure funding 6 months

Select artists, fabricate and install 1 yearCreate awareness campaign 6 months

City Funds Identify issues and goals 2 monthsConduct research 3 monthsDraft guidelines 3 monthsRefine and submit to City for approval 2 months

City Funds Develop educational goals 2 monthsPrivate Funds Develop topics/themes of programs/activities 2 months

Identify partnerships 2 monthsIdentify locations/dates 2 monthsPrepare programs/installations/activities 6 months

Private Funds Identify key partners 2 monthsCity Funds Develop materials to help in storytelling 4 months

Conduct educational seminars 2 months

Private Funds Continue and strengthen communication between entities On-goingCity Funds Identify opportunities for cooperative initiatives On-going

Implement initiatives as appropriate On-going

BID Funding Identify potential storefronts/buildings/participants 4 monthsPrivate Funds Prepare template agreements/contracts 2 months

Adjust City ordinance/develop policy as necessary 6 monthsAdvertise program and available storefronts On-going

City Funds Identify issues and goals 2 monthsPrivate Funds Research comparable policies 2 monthsBID Funding Draft policy 4 months

Submit to City for approval 2 months

$ 0-2 Years

$

0-2 Years

$$

$ 0-2 Years

$

$$$

2-5 Years

0-2 Years

$$$

5-10 Years

$

$$ 2-5 Years

2-5 Years

$ 0-2 Years

$$ 5-10 Years

$ 0-2 Years

0-2 Years

EM

BR

AC

E C

ULT

UR

AL A

ND A

RT

IST

IC D

IVE

RS

ITY

FA

CE

GR

EA

TE

R S

T. C

LOU

D

DEV

ELO

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ATUR

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ITH

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ECO

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C

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wn

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nte

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ff e

r cl

asse

s

D

isp

lays

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ho

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oo

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aram

ou

nt

and

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nt

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ud

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te U

niv

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ity

CAP

TURE

DIV

ERSI

TY O

F TH

E CO

MM

UNIT

Y IN

A P

ORT

RAIT

PR

OG

RAM

THA

T IS

DIS

PLAY

ED IN

UNI

QUE

WAY

S TH

ROUG

HOUT

TH

E CI

TY.

L

oca

tio

n s

ho

uld

be

pro

min

en

t an

d

visi

ble

fro

m t

he

riv

er.

Appendix A: Placemaking Presentation Exhibits

SIG

NA

GE

EXA

MP

LES

BR

AN

DIN

G E

XAM

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S

TE

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TOR

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CA

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TUD

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OM

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dd

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ISIO

N A

VE.

CR

OSS

ING

pr

ogra

m g

roun

ded

in s

ucce

ssfu

l str

ateg

ies

C

ontin

ue to

sup

port

pla

nned

impr

ovem

ents

so

uth

of D

ivis

ion/

2nd

Stre

et

C

reat

e im

prov

emen

ts to

5th

Ave

nue/

2nd

Stre

et in

ters

ectio

n

Fu

ll in

ters

ectio

n pa

ving

enh

ance

men

ts

En

cour

age

fenc

ing/

land

scap

ing

at e

dges

of

exis

ting

park

ing

lots

Ex

tend

pro

gram

furt

her i

nto

the

Dow

ntow

n

Bl

ur th

e ed

ge b

etw

een

cam

pus

and

Dow

ntow

n

O

ff er p

rogr

ams

in D

ownt

own

spac

es to

at

trac

t stu

dent

s


CO

NN

EC

TIV

ITY T

HR

OU

GH R

EG

ION

AL T

RA

ILS &

WA

YF

IND

ING S

IGN

S

WAY

FIND

ING

& ID

ENTI

TY S

IGNA

GE

Sig

n e

lem

en

ts s

ho

uld

re

late

to

eac

h o

the

r as

a u

nifi

ed

fam

ily.

CO

NC

EPT

A

CO

NC

EPT

B

REG

IONA

L TR

AIL

MAP

NO

RT

H

LEG

END

Exi

stin

g R

ou

te

Pro

po

sed

Ro

ute

Exi

stin

g R

ive

r A

cce

ss P

oin

t

Pro

po

sed

Riv

er

Acc

ess

Po

int


ST. G

ERM

AIN

STR

EET

ST. G

ERM

AIN

STR

EET

7TH AVE.7TH AVE.

8TH AVE.8TH AVE.

NO

RT

H

CO

NC

EPTU

AL S

TREE

TSC

AP

E P

LAN

- S

T. G

ERM

AIN

STR

EET

ST. G

ERM

AIN

STR

EET

CO

NC

EPTU

AL S

TREE

TSC

AP

E R

END

ERIN

G

BE

FO

RE

BE

FO

RE

AF

TE

RA

FT

ER

DOW

NTO

WN

ENHA

NCEM

ENTS

E

xist

ing

bu

ildin

gs,

use

s, a

nd

co

mm

un

ity

anch

ors

sh

ou

ld b

e s

up

po

rte

d w

ith

au

the

nti

c p

ub

lic

imp

rove

me

nts

th

at h

elp

cre

ate

a s

en

se o

f p

lace

.

T

he

Do

wn

tow

n is

th

e c

ore

of

the

cit

y an

d t

he

re

gio

n; i

t sh

ou

ld b

e s

up

po

rte

d a

nd

nu

rtu

red

to

bu

ild s

tre

ng

th.

In l

ate

20

06

, th

e V

illag

e o

f O

ak P

ark

de

cid

ed

to

mo

ve f

orw

ard

wit

h a

n

agg

ress

ive

ti

me

line

fo

r re

op

en

ing

M

ario

n

Str

ee

t to

ve

hic

ula

r tr

affi

c b

y co

nst

ruct

ing

a h

igh

qu

alit

y st

ree

tsca

pe

de

sig

n.

His

tori

cally

, M

ario

n S

tre

et

has

be

en

a k

ey

no

rth

/so

uth

ro

adw

ay in

Do

wn

tow

n O

ak P

ark,

lin

kin

g t

he

mai

n

eas

t/w

est

sh

op

pin

g s

tre

et

– L

ake

Str

ee

t –

to

th

e c

om

mu

ter

trai

n a

nd

ele

vate

d

trai

n s

tati

on

s. M

ario

n S

tre

et

was

co

nve

rte

d in

to a

pe

de

stri

an m

all i

n t

he

late

19

70s

alo

ng

wit

h L

ake

Str

ee

t.

Lak

e S

tre

et

was

re

op

en

ed

to

tra

ffi c

in

th

e

late

19

90

s w

hile

Mar

ion

Str

ee

t re

mai

ne

d a

pe

de

stri

an m

all.

Ove

r th

e y

ear

s,

the

Mar

ion

Str

ee

t M

all

suff

ere

d f

rom

sig

nifi

can

t va

can

cie

s an

d f

rom

lim

ite

d

pro

pe

rty

mai

nte

nan

ce.

By

Th

anks

giv

ing

20

07,

tw

o b

lock

s o

f st

ree

tsca

pe

im

pro

vem

en

ts a

lon

g M

ario

n S

tre

et

we

re c

om

ple

ted

, in

clu

din

g b

rick

str

ee

ts,

his

tori

cally

insp

ire

d li

gh

tin

g, s

ton

e s

ide

wal

ks a

nd

su

stai

nab

le d

esi

gn

feat

ure

s.

Th

e r

esp

on

se f

rom

th

e p

riva

te s

ect

or

to t

he

im

pro

vem

en

ts w

as s

ign

ifi ca

nt

wit

h a

dra

mat

ic in

cre

ase

in p

riva

te in

vest

me

nt

in b

uild

ing

imp

rove

me

nts

an

d

ne

w t

en

ants

an

d b

usi

ne

sse

s.

Mar

ion

Str

ee

t is

no

w “

the

pla

ce”

in O

ak P

ark

to lo

cate

a b

usi

ne

ss.

Th

e V

illag

e im

ple

me

nte

d s

imila

r e

nh

ance

me

nts

on

tw

o

blo

cks

of

So

uth

Mar

ion

in 2

011

.

CA

SE S

TUD

Y:

MA

RIO

N S

TREE

T, O

AK

PA

RK, I

LLIN

OIS

SPEE

D T

AB

LEO

UTD

OO

R D

ININ

G

GR

EA

T P

LA

CE

S


PO

TE

NT

IAL

DO

WN

TO

WN

DIS

TR

ICT

ST

RU

CT

UR

E

DO

WNT

OW

ND

ISTR

ICTS

R

aise

d in

itia

lly in

19

96

D

ow

nto

wn

Str

ee

tsca

pe

&

Urb

an D

esi

gn

Pla

n

O

pp

ort

un

ity

to c

han

ge

p

erc

ep

tio

ns

of

“Do

wn

tow

n”

A

bili

ty t

o d

efi

ne

ch

arac

ter

and

infl

ue

nce

use

s

MAI

N ST

REET

APP

ROAC

H TO

DO

WNT

OW

N

WAL

KABI

LITY

B

ein

g in

a “

wal

kab

le”

are

a is

on

e o

f th

e m

ost

so

ug

ht

aft e

r tr

aits

in r

eal

est

ate

.

R

esi

de

nts

of

ne

igh

bo

rho

od

s w

ith

hig

he

r av

era

ge

w

alks

core

rat

ing

s b

en

efi

t fr

om

imp

rove

d h

eal

th.

In

cre

ase

d w

alka

bili

ty is

ach

ieve

d t

hro

ug

h:

In

crea

sed

dens

ity

A

mix

of l

and

uses

A

ttra

ctiv

e pu

blic

real

m e

nhan

cem

ents

A

ctiv

e st

oref

ront

s

Sa

fe a

nd c

omfo

rtab

le p

edes

tria

n en

viro

nmen

ts

REC

REA

TIO

N/J

OG

GIN

G T

RA

IL N

ETW

OR

K

C

om

mu

nit

y w

ide

he

alth

init

iati

ves

pro

gra

m

S

po

nso

red

by

he

alth

care

pro

vid

ers

P

rog

ram

s in

clu

de

:

W

ork

pla

ce w

elln

ess

po

licie

s

R

evi

sed

re

stau

ran

t m

en

u a

nd

ve

nd

ing

m

ach

ine

off

eri

ng

s

C

om

mu

nit

y g

ard

en

s

W

alki

ng

clu

bs

W

alki

ng

sch

oo

l bu

ses

N

ew

hik

ing

tra

ils.

HEA

LTH

Y C

OM

MU

NIT

IES

CA

SE S

TUD

Y:

BLU

E ZO

NES

, ALB

ERT

LEA

, MN

DO

WN

TOW

N S

T. C

LOU

D’S

WA

LK S

CO

RE

MA

P

GUE

RRIL

LA S

IGNA

GE

(D

.I.Y.

Cit

y B

uild

ing)

E

nh

ance

s o

rgan

izat

ion

al c

apac

ity

and

he

lps

leve

rag

e lo

cal r

eso

urc

es

U

se t

he

su

cce

ssfu

l Mai

n S

tre

et

Fo

ur-

Po

int

Ap

pro

ach™

de

velo

pe

d

by

the

Nat

ion

al T

rust

fo

r H

isto

ric

Pre

serv

atio

n

E

stab

lish

vo

lun

tee

r co

mm

itte

es

(5-1

0 p

eo

ple

) fo

r e

ach

ap

pro

ach

p

oin

t:

D

esig

n

E

cono

mic

Res

truc

turin

g

Pr

omot

ion

O

rgan

izat

ion

B

en

efi

ts o

f M

ain

Str

ee

t in

clu

de

:

En

gage

mor

e st

akeh

olde

rs

Bu

ild a

dditi

onal

fi na

ncia

l and

vol

unte

er re

sour

ces

Pr

ovid

e th

e ne

cess

ary

tool

s an

d su

ppor

t for

loca

l bu

sines

ses

W

ork

with

bus

ines

s an

d pr

oper

ty o

wne

rs to

impr

ove

build

ings

and

faci

litat

e ca

taly

tic d

evel

opm

ent p

roje

cts

Pa

rtne

r with

City

and

oth

er e

ntiti

es to

des

ign

infra

stru

ctur

e, s

tree

tsca

pe im

prov

emen

t and

pub

lic a

rt

proj

ects

Re

ceiv

e tr

aini

ng a

nd te

chni

cal a

ssist

ance

in M

ain

Stre

et

revi

taliz

atio

n

A

cces

s to

sta

tew

ide

and

natio

nal M

ain

Stre

et

mem

bers

hip

netw

orks


BE

FO

RE

BE

FO

RE

BIKI

NG P

UBLI

C A

WAR

ENES

S CA

MPA

IGN

C

ase

Stu

dy:

Bik

e C

leve

lan

d

S

up

po

rt c

reat

ive

tra

nsp

ort

atio

n s

olu

tio

ns

that

incr

eas

e b

ikin

g, w

alki

ng

an

d

the

use

of

pu

blic

tra

nsi

t to

imp

rove

th

e h

eal

th, v

ibra

ncy

an

d q

ual

ity

of

life

E

ng

agin

g c

asu

al b

ike

rs, n

ot

just

har

dco

re

Bi

ke la

nes

Bi

ke tr

ansp

orta

tion

safe

ty o

rdin

ance

s

Bi

ke s

harin

g pr

ogra

ms

Sh

are

the

road

mes

sagi

ng c

ampa

ign

C

ompl

ete

stre

ets

impl

emen

tatio

n

Su

ppor

t for

bik

e m

aste

r pla

n

Sp

ecia

l eve

nts

Bi

ke fr

iend

ly b

usin

ess

awar

ds

AF

TE

RA

FT

ER

DIV

ISIO

N S

TR

EE

T B

IKE

LA

NE

IMP

RO

VE

ME

NT

CO

NC

EP

TS

TY

PIC

AL

DIV

ISIO

N S

TR

EE

T C

ON

FIG

UR

AT

ION

- W

EST

EN

D

D

IVIS

ION

ST

RE

ET

BR

IDG

E

PO

TE

NT

IAL

DIV

ISIO

N S

TR

EE

T C

ON

FIG

UR

AT

ION

- W

EST

EN

D

HIG

H-Q

UALI

TY B

ICYC

LE A

MEN

ITIE

S

Ded

icat

ed B

ike

Lane

sD

edic

ated

Bik

e La

nes

Kin

zie

St.,

Chi

cago

, IL

Kin

zie

St.,

Chi

cago

, IL

Cap

ital B

ikes

hare

Pro

gram

Cap

ital B

ikes

hare

Pro

gram

Was

hing

ton,

D.C

. W

ashi

ngto

n, D

.C.

She

ltere

d B

ike

Park

ing,

NY

CS

helte

red

Bik

e Pa

rkin

g, N

YC

Cus

tom

ized

Bik

e R

acks

Cus

tom

ized

Bik

e R

acks

She

ltere

d B

ike

Park

ing

She

ltere

d B

ike

Park

ing

Bik

e Pa

rkin

g as

Art

Bik

e Pa

rkin

g as

Art

Bik

e Pa

rkin

g on

the

Stre

et

Bik

e Pa

rkin

g on

the

Stre

et

CR

EA

TE A

BIK

E-F

RIE

ND

LY C

OM

MU

NIT

Y


A G

RAND

OPE

N SP

ACE

FOR

THE

DO

WNT

OW

N

N

ew

“fr

on

t d

oo

r” f

or

the

do

wn

tow

n o

n D

ivis

ion

Str

ee

t

O

pp

ort

un

ity

to in

teg

rate

co

mp

lime

nta

ry

eve

nts

to

th

ose

at

lake

ge

org

e

In

teg

rate

pu

blic

art

, pe

rfo

rman

ce s

pac

e,

seas

on

al li

gh

tin

g

S

up

po

rt o

ffi c

e w

ork

ers

an

d s

ho

pp

ers

wit

h

pas

sive

re

cre

atio

n s

pac

e

LOU

NG

ING

AT TH

E P

AR

KD

ECO

RAT

IVE

/ TH

EMED

SEA

TIN

G C

UR

BSI

DE

CO

MM

UN

AL S

EATI

NG

AR

EAS

TH

E D

OW

NTO

WN L

OU

NG

E

BIR

D’S

EY

E IL

LUST

RAT

ION

OF A

GR

AN

D D

OW

NTO

WN

OP

EN S

PAC

E


OUT

DOO

R C

AFES

H

eav

ily s

up

po

rte

d b

y co

mm

un

ity

in

on

-lin

e s

urv

ey

H

elp

s cr

eat

e a

vib

ran

t d

ow

nto

wn

E

valu

ate

re

qu

ire

me

nts

/co

de

/e

nfo

rce

me

nt

- re

mo

ve u

nn

ece

ssar

y b

arri

ers

H

elp

bu

sin

ess

es

un

de

rsta

nd

th

e

pe

rmit

/ap

pro

val p

roce

ss

E

xplo

re t

em

po

rary

/po

p-u

p s

pac

e -

C

hic

ago’

s P

eo

ple

Sp

ace

Pro

gra

m

CA

SE S

TUDY

: AU

STIN

TRU

CK

ROU

ND

-UP

Fo

od

tru

ck ro

un

du

ps

hav

e b

eco

me

po

pu

lar e

ven

ts in

Au

stin

, Te

xas.

T

hro

ug

ho

ut

diff

ere

nt

tim

es

of

the

ye

ar, f

oo

d t

ruck

s co

ng

reg

ate

in

spe

cifi

c lo

cati

on

s su

ch a

s p

arks

, p

laza

s, c

om

me

rcia

l st

ree

ts a

nd

p

arki

ng

lots

fo

r fe

stiv

als

and

co

nte

sts.

Oft

en

, th

e e

ven

ts w

ill t

ake

p

lace

as

par

t o

f la

rge

r fe

stiv

als,

oft

en

ass

oci

ate

d w

ith

mu

sic.

Th

e

po

pu

lari

ty o

f th

e t

ruck

s h

as b

eco

me

su

ch a

n i

nte

gra

l p

iece

of

the

fo

od

an

d s

oci

al s

cen

e o

f th

e c

ity

that

do

zen

s o

f w

eb

site

s ar

e

de

vote

d t

o p

rovi

din

g i

nfo

rmat

ion

fo

r th

e v

ario

us

tru

cks,

tra

ilers

an

d

cart

s.

Th

ese

w

eb

site

s fe

atu

re

anyt

hin

g

and

e

very

thin

g

abo

ut

the

vas

t ar

ray

of

foo

d t

ruck

op

tio

ns,

su

ch a

s m

en

us,

map

s,

ph

oto

gra

ph

s an

d u

pco

min

g d

est

inat

ion

s an

d e

ven

ts.

FOO

D TR

UCKS

Fo

od

tru

cks

hav

e r

ise

n in

po

pu

lari

ty w

ith

th

e a

dve

nt

of

soci

al m

ed

ia s

uch

as

Fac

eb

oo

k an

d T

wit

ter

allo

win

g

mo

bile

fo

od

se

llers

th

e a

bili

ty t

o c

reat

ing

inst

ant,

e

ver-

chan

gin

g m

arke

tin

g c

amp

aig

ns.

Fo

od

tru

cks

off

er

asp

irin

g r

est

aura

nte

urs

low

er

star

t-u

p c

ost

s th

an

op

en

ing

bri

cks-

and

-mo

rtar

est

ablis

hm

en

ts a

nd

allo

w

en

tre

pre

ne

urs

to

bu

ild a

cu

sto

me

r b

ase

be

fore

se

ttlin

g

into

a s

ing

le lo

cati

on

.

Fo

od

tru

cks

oft

en

clu

ste

r ar

ou

nd

are

as o

f h

igh

act

ivit

y an

d c

an b

eco

me

a p

lace

mak

ing

to

ol b

y co

ntr

ibu

tin

g

to t

he

en

erg

y an

d a

ctiv

ity

of

pla

zas,

pu

blic

sp

ace

s an

d

soci

al c

en

ters

. Man

y ci

tie

s h

ave

sta

rte

d f

oo

d t

ruck

g

ath

eri

ng

by

bri

ng

ing

th

e t

ruck

s to

a s

ing

le lo

cati

on

fo

r p

eo

ple

to

sam

ple

th

e v

ario

us

cuis

ine

s.

ST

RE

ET L

IFE

CO

NC

EPT R

END

ERIN

G O

F ST.

GER

MA

IN S

TREE

T CA

FES A

T NIG

HT

Park

ing

lane

s us

ed fo

r ca

fe

Park

ing

lane

s us

ed fo

r ca

fe

seat

ing

- San

Fra

ncis

cose

atin

g - S

an F

ranc

isco

CA

SE S

TUD

Y: C

API

TOL

MA

RKET

, CH

ARL

ESTO

N, W

V

On

e o

f th

e m

ost

co

mp

elli

ng

exa

mp

les

of

a p

erm

ane

nt

farm

er’

s m

arke

t is

Cap

ito

l M

arke

t in

Do

wn

tow

n

Ch

arle

sto

n, W

est

Vir

gin

ia, w

hic

h o

pe

rate

s as

a 5

01(

c) 3

no

np

rofi

t. C

apit

ol M

arke

t be

gan

op

era

tio

ns

14 y

ear

s ag

o,

in a

co

nve

rte

d r

ailr

oad

fre

igh

t-tr

ansf

er

bu

ildin

g.

Th

e m

arke

t o

pe

rate

s se

ven

day

s p

er

we

ek

and

h

ost

s e

igh

t ve

nd

ors

, in

clu

din

g a

pro

du

ce m

arke

t,

bu

tch

er,

fi sh

mo

ng

er,

win

e s

elle

r, ch

oco

lati

er,

café

, an

d a

re

stau

ran

t.

A f

ew

ve

nd

ors

sp

eci

aliz

e i

n

We

st V

irg

inia

pro

du

cts;

mo

st o

f th

e f

oo

d v

en

do

rs

sell

bo

th r

aw a

nd

lim

ite

d p

rep

are

d f

oo

ds

(e.g

., th

e

bu

tch

er

off

ers

a l

imit

ed

se

lect

ion

of

san

dw

ich

es)

. C

afé

-sty

le

seat

ing

an

d

Wi-

Fi

are

av

aila

ble

th

rou

gh

ou

t th

e m

arke

t h

all.

Ou

tsid

e is

a s

eas

on

al

farm

ers

’ mar

ket,

wh

ere

gro

we

rs s

ell

We

st V

irg

inia

p

rod

uce

in s

pri

ng

, su

mm

er,

and

fall,

an

d C

hri

stm

as

tre

es

in D

ece

mb

er.

Pho

to C

redi

t: J

osh

Blo

omP

hoto

Cre

dit:

Jos

h B

loom

PER

MAN

ENT

FARM

ER’S

MAR

KET

Food

truc

k fe

stiv

al,

Food

truc

k fe

stiv

al,

Fulto

n, C

AFu

lton,

CA

INFO

RM

AL O

UTD

OO

R C

AFE

S


WIN

TER

FEST

IVAL

O

PPO

RTUN

ITIE

S

Bu

ild o

n t

he

su

cce

ssfu

l exi

stin

g f

est

ival

s

G

ran

ite

Cit

y P

on

d H

ock

ey

Ch

amp

ion

ship

S

t. C

lou

d S

tate

We

eke

nd

– W

inte

r C

ele

bra

te!

Ic

e B

ow

l Dis

c G

olf

– S

t. J

ose

ph

C

oo

rdin

ate

wit

hin

th

e r

eg

ion

to

co

mp

lem

en

t, n

ot

com

pe

te

Po

ssib

le id

eas

:

S

ho

wsh

oe

rac

e a

t Q

uar

ry P

ark

S

no

w o

r Ic

e W

all p

ain

ted

by

loca

l art

ists

Ic

e fi

sh

ing

co

nte

st

Ic

e s

culp

ture

mo

lds

mad

e f

rom

th

e R

ive

r –

pla

ced

o

n f

ron

t ya

rds

S

no

w(w

o)m

an p

ort

rait

s

CA

SE S

TUD

Y -

QU

EBEC

WIN

TER

CA

RNIV

AL

Sin

ce t

he

be

gin

nin

g o

f o

ur

Fre

nch

co

lon

y, t

he

hab

itan

ts o

f N

ew

Fra

nce

cr

eat

ed

a r

ow

dy

trad

itio

n o

f fe

asti

ng

fo

r a

we

ek

or

two

up

un

til

Mar

di

gra

s (“

Fat

Tu

esd

ay”,

or

Sh

rove

Tu

esd

ay)

be

fore

th

e 4

0-d

ay-l

on

g f

asti

ng

o

bse

rvan

ce o

f L

en

t b

eg

ins.

Car

niv

al c

ele

bra

tio

ns

we

re a

pri

vate

aff

air

lon

g b

efo

re t

he

fi r

st o

rgan

ize

d e

ven

t in

18

94 i

n Q

ue

be

c C

ity

wit

h t

he

co

nst

ruct

ion

of

the

fi r

st ic

e c

astl

e.

Th

e fi

rst

lar

ge

win

ter

Car

niv

al in

Qu

éb

ec

Cit

y, t

he

wo

rld

’s s

no

w c

apit

al,

too

k p

lace

in

18

94.

Oft

en

fa

ced

w

ith

w

inte

r’s

har

dsh

ips,

th

e

city

’s

po

pu

lati

on

re

inve

nte

d t

his

po

pu

lar

trad

itio

n w

ith

a w

inte

r ce

leb

rati

on

th

at w

arm

ed

up

th

e h

ear

ts o

f al

l of

it r

eve

lers

.

WIN

TE

R F

UN

ICE

AR

T D

ISP

LA

YS

NO

W S

CU

LP

TU

RE

SIC

E F

ISH

ING

TO

UR

NA

ME

NT

ICE

SC

UL

PT

UR

E

Eve

nts

:

• W

inte

r am

use

me

nt

par

k•

Ski

ing

, sn

ow

raft

in

g•

Ice

scu

lptu

res

• S

no

w s

led

slid

es

• O

utd

oo

r sh

ow

s•

Can

oe

rac

es

• D

og

sle

d r

ace

s

• L

ife

-siz

ed

ice

pal

ace

•

Ext

rem

e

can

oe

ra

ce-

pad

dle

rs

nav

igat

e

the

fr

oze

n

St.

L

awre

nce

R

ive

r’s

sno

w a

nd

ice

ob

stac

les.

•

Hu

man

-siz

ed

fo

osb

all g

ame

p

laye

rs a

re a

ttac

he

d t

o l

on

g m

eta

l ro

ds

in r

ow

s o

f th

ree

.


INC

RE

AS

E O

PP

OR

TU

NIT

IES T

O IN

TE

RA

CT W

ITH T

HE R

IVE

R

RE

DE

VE

LOP

ME

NT

OF

TH

E K

ELL

Y I

NN

SIT

E C

RE

AT

ES

OP

PO

RT

UN

ITIE

S TO

CO

NN

EC

T T

O T

HE

RIV

ER

WIT

H V

ISU

AL

CO

NN

EC

TIO

N A

LON

G 1

ST S

TR

EE

T, A

ND

PH

YSI

CA

L C

ON

NE

CT

ION

S T

HR

OU

GH

PLA

ZA

S A

ND

PA

TH

LIN

AG

ES.

CATH

EDR

AL

FIEL

D

DO

WN

TOW

N R

IVER

FRO

NT

Cat

he

dra

l Fie

ld o

ff e

rs a

n o

pp

ort

un

ity

to in

tera

ct w

ith

th

e r

ive

r.

va

cate

5th

ave

an

d c

on

tin

ue

bik

e p

ath

p

ed

est

rian

acc

ess

to

riv

er

R

ive

r e

dg

e e

nh

ance

me

nts

te

rrac

ed

se

atin

g f

or

foo

tbal

l fi e

ld

NO

RT

H

5th

Str

ee

t (E

xte

nd

ed

)

4th

Str

ee

t

6 t h A v e


On

Chr

istm

as E

ve, 1

921

, cit

izen

s o

f C

entr

al M

inne

sota

pai

d fi

fty

cent

s to

atte

nd t

he g

rand

op

enin

g o

f “S

t. C

loud

’s L

arg

est

and

Fin

est

Pla

yho

use,

”

The

Sher

man

The

atre

. The

eve

nt, f

eatu

ring

D.W

. Gri

ffith

’s s

ilent

film

“W

ay

Dow

n E

ast”

acc

om

pan

ied

by

a liv

e o

rche

stra

, was

the

beg

inni

ng o

f

gen

erat

ions

of

ente

rtai

nmen

t at

the

the

atre

incl

udin

g V

aud

evill

e ac

ts,

op

eras

, co

ncer

ts, B

road

way

ro

ad s

how

s, a

nim

al a

cts,

wre

stlin

g m

atch

es,

spee

ches

, po

litic

al r

allie

s, p

lays

and

mov

ies.

Alt

houg

h it

was

no

t th

e fi

rst

thea

tre

of

its

kind

in S

t. C

loud

, it

was

sai

d t

o

be

the

gra

ndes

t, w

ith

seat

ing

fo

r 1,

700

, a d

eco

rati

ve lo

bb

y an

d f

oyer

, a

maj

esti

c th

eatr

e o

rgan

, and

a s

tag

e to

acc

om

mo

dat

e la

rge

sets

and

up

to t

hirt

y d

ance

rs. E

nter

tain

ers

and

cel

ebri

ties

enj

oyed

the

She

rman

’s

pri

vate

dre

ssin

g r

oo

ms,

sta

te-o

f-th

e-ar

t “a

ir c

ond

itio

ning

sys

tem

,” a

nd

its

pro

xim

ity

to S

t. C

loud

’s fi

nest

ho

tel,

the

Bre

en. A

lso

bui

lt in

19

21, t

he

Bre

en H

ote

l ser

ved

as

the

per

fect

co

mp

anio

n fo

r th

is lu

sh n

ew t

heat

re

wit

h it

s 18

0 m

aho

gan

y-fi

nish

ed r

oo

ms,

tw

o d

inin

g r

oo

ms,

and

ele

vato

rs

wit

h it

s 18

0 m

aho

gan

y-fi

nish

ed r

oo

ms,

tw

o d

inin

g r

oo

ms,

and

ele

vato

rs

that

bro

ught

gue

sts

up t

o a

ro

of

gar

den

whi

ch, a

t th

e ti

me,

was

the

hig

hest

po

int

in t

he c

ity.

Tod

ay, t

hese

land

mar

k b

uild

ing

s st

and

as

sym

bo

ls t

o r

esid

ents

of

wha

t a

livel

y, b

ustl

ing

dow

ntow

n St

. Clo

ud m

ight

hav

e b

een

like

in t

he “

Ro

arin

g

Twen

ties

.” In

19

97, t

he B

reen

Ho

tel i

s no

w k

now

n as

the

Ger

mai

n To

wer

s;

the

upp

er fl

oo

rs h

ave

bee

n co

nver

ted

to

ho

usin

g u

nits

fo

r el

der

ly

resi

den

ts. T

he S

herm

an T

heat

re (

ori

gin

ally

nam

ed a

fter

wel

l-kn

own

Min

neap

olis

mo

tio

n p

ictu

re e

xecu

tive

Har

ry A

. She

rman

) w

as r

enam

ed

the

Par

amo

unt

in 1

930

whe

n th

e th

eatr

e un

der

wen

t it

s fi

rst

reno

vati

on,

add

ing

so

und

eq

uip

men

t to

acc

om

mo

dat

e th

e ne

w “

talk

ies”

and

feat

urin

g a

new

mar

que

e.

Alt

houg

h m

ovie

s ha

d b

eco

me

the

pri

mar

y fo

cus,

the

gen

erat

ion

that

follo

wed

enj

oyed

var

ious

typ

es o

f en

tert

ainm

ent

incl

udin

g r

oad

sho

ws,

mov

ie s

tars

, and

eve

ntua

lly W

WII

ralli

es a

nd p

erfo

rman

ces.

The

TH

E M

IGH

TY

MIS

SISS

IPP

IR

IVE

R A

ND

SH

OR

EL

INE

INC

RE

AS

E U

ND

ER

STA

ND

ING A

ND R

ES

PE

CT F

OR T

HE E

NV

IRO

NM

EN

T

Inte

rpre

tive

sig

nag

e a

nd

art

can

he

lp e

du

cate

vis

ito

rs a

nd

cre

ate

an

e

mo

tio

nal

re

spo

nse

to

th

e n

atu

ral e

nvi

ron

me

nt.

CR

EA

TE

OP

PO

RT

UN

ITIE

S TO

E

DU

CA

TE

CH

ILD

RE

N O

N T

HE

RO

LE

OF

TH

E R

IVE

R.

A S

ER

IES

OF

WA

TE

R

TAB

LES

PLA

CE

D I

N T

HE

DO

WN

TOW

N

OR

AT

LO

CA

L F

EST

IVA

LS C

AN

HE

LP

CR

EA

TE

AP

PR

EC

IAT

ION

OF

TH

E R

IVE

R.

Est

ablis

h g

uid

ance

fo

r w

hat

can

/can

no

t o

ccu

r ad

jace

nt

to t

he

riv

er

Pro

tect

vie

ws

fro

m r

ive

r to

th

e s

ho

res

En

cou

rag

e p

ract

ice

s th

at e

mb

race

an

d r

esp

ect

th

e r

ive

r

Est

ablis

h s

etb

acks

to

pro

vid

e s

pac

e f

or

gre

en

way

co

rrid

or

and

fu

ture

tra

ils

Als

o a

dd

ress

:

Arc

hit

ect

ure

Bu

ildin

g c

on

stru

ctio

n

Par

kin

g

Fe

nci

ng

EDU

CATI

ON

CO

NSID

ER R

IVER

DES

IGN

GUI

DELI

NES/

STAN

DARD

S

Art

fro

m U

niv

ers

ity

of

Was

hin

gto

n S

tud

en

ts a

nd

P

rofe

ssio

nal

Art

ists

16

se

par

ate

pie

ces

In

pla

ce o

f tr

adit

ion

al in

terp

reti

ve s

ign

s, t

rad

itio

nal

p

icn

ic t

able

s, o

r o

the

r fe

atu

res.

CA

SE S

TUD

Y: W

ILLA

PA R

EFU

GE

ART

TRA

IL

INC

RE

ASE

UN

DE

RST

AN

DIN

G A

ND

RE

SPE

CT

FO

R T

HE

EN

VIR

ON

ME

NT


MA

JOR

GAT

EWAY

SIG

N C

ON

CEP

T

STRE

NGTH

EN R

ELAT

IONS

HIPS

WIT

HLO

CAL

COLL

EGES

& U

NIVE

RSIT

IES

ENG

AGE

LOCA

L B

USIN

ESS

LEAD

ERS

CAPI

TALI

ZE O

N RE

GIO

NAL

STRE

NGTH

S

CU

LTIV

AT

E A

SS

ET

S

CE

NT

RA

CA

RE

ST

. CLO

UD

C

EN

TR

AC

AR

E S

T. C

LOU

D

HO

SP

ITA

L C

AM

PU

SH

OS

PIT

AL

CA

MP

US

ACT

IVEL

Y M

ARKE

TTO

‘MIL

LENI

ALS’

L

oo

kin

g f

or

vib

ran

t co

mm

un

ity

wit

h

cult

ure

O

pp

ort

un

itie

s to

live

clo

se t

o w

ork

B

ike

able

/wal

kab

le c

ore

E

ff o

rts

curr

en

tly

un

de

rway

by

the

Gre

ate

r S

t. C

lou

d D

eve

lop

me

nt

Co

rpo

rati

on

B

uild

Pu

blic

/ P

riva

te P

artn

ers

hip

s

M

en

tors

hip

- lo

cal S

CO

RE

(S

erv

ice

Co

rps

of

Re

tire

d E

xecu

tive

s) o

ffi c

e


Ve

rde

HO

US

E

is

an

org

aniz

atio

n

that

sp

eci

aliz

es

in

fi lli

ng

u

nd

er-

uti

lize

d

spac

e

wit

h t

em

po

rary

use

s. T

he

gro

up

par

tne

rs

wit

h

real

e

stat

e

pro

fess

ion

als

to

mat

ch

tem

po

rary

te

nan

ts

wit

h

avai

lab

le

vaca

nt

spac

e w

ith

th

e g

oal

of

turn

ing

th

e s

pac

es

into

eve

nt

ven

ue

s. T

he

ult

imat

e g

oal

of

the

o

rgan

izat

ion

wo

rks

to p

rovi

de

be

ne

fi ts

fo

r b

oth

th

e p

rop

ert

y/b

uild

ing

ow

ne

r an

d t

he

“p

op

-up

” e

ven

t h

old

er.

Th

ey

mar

ket

the

sp

ace

to

re

cou

p h

old

ing

co

sts

of

pro

pe

rty,

w

hile

th

e s

ho

rt-t

erm

use

bri

ng

s fo

ot

traffi

c

and

mar

keti

ng

exp

osu

re t

o t

he

sp

ace

. T

he

sh

op

or

eve

nt

org

aniz

ers

ge

t a

spac

e t

o

dis

pla

y th

eir

g

oo

ds

and

se

rvic

es

wit

ho

ut

com

mit

tin

g t

o a

lon

g-t

erm

co

ntr

act.

CA

SE S

TUD

Y -

TH

E V

ERD

EHO

USE

, WA

SHIN

GTO

N, D

.C.

PO

P-U

P S

HO

PS

The

Idea

:

Po

p-u

p s

ho

ps

are

se

aso

na

l or

tem

po

rary

re

tail

ers

th

at

oc

cu

py

va

ca

nt

sto

refr

on

ts o

r re

tail

sp

ac

es

wit

ho

ut

co

mm

itti

ng

to

lo

ng

te

rm l

ea

se a

gre

em

en

ts.

Po

p-u

p r

eta

ile

rs

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Planning Urban Design Landscape Architecture Community Relations

212 West Kinzie Street, 3rd Floor Chicago, Illinois 60654 p 312.467.5445 f 312.467.5484 www.thelakotagroup.com

MEMO

TO: Jennifer Penzkover, City of St. Cloud June 19, 2013 FR: Daniel Grove, Associate Principal RE: St. Cloud Placemaking – Input on Concepts & Strategies CC: Matt Glaesman, City of St. Cloud Cathy Mehelich, City of St. Cloud Tammy Campion, City of St. Cloud The following is a summary of the public input and reaction to the concepts and strategies presented as part of the St. Cloud Placemaking process. The initial concepts and strategies, divided into the six different “Greater” categories, were presented to the public at the May 15th Community Open House. About 40 people participated in that event, where they were shown a five-minute video that provided an overview of the concepts. They were also given the opportunity to review a series of exhibits that provided more detail about each concept, and they were asked to identify their preferred concepts using eight gold star stickers that were provided to them. In addition, participants were encouraged to submit comments as another opportunity to provide input. Following the Open House, the concepts were displayed at the Black Box Theater space on the 16th and 17th. The Lakota Team was there to describe the process, answer any questions and elaborate on the concepts and ideas. There were about 30 visitors over the two days. These participants were also offered gold star stickers to use in identifying preferred concepts. Based on the input received from the Open House and the Field Office, all of the placemaking concepts and strategies were well received. None of the ideas were dismissed out-right, and all seemed to have some level of favorable response. Several participants identified that they felt the east side of the City was left out, and they would like some additional thoughts provided in the next phase of work. The preferred concepts identified through the placement of the stars were:

Redevelopment of the Kelly Inn site to provide additional access to the Mississippi River.

Creation of a centralized downtown green space, identified in the concept as the Downtown Lounge.

Creation of a cultural and historic signage program.

Enhancement of the downtown through new streetscape.

Promotion of walkability within the City.

Support of local artists. An on-line survey was opened at the beginning of June in an attempt to collect further input. The Open House exhibits were provided digitally for review and participants were asked to identify what priority they thought should be assigned to each concept or strategy. A total of 145 people completed the survey. This data was then synthesized with the Open House and Field Office feedback.


Lakota 2 of 3

Based on the input received, the top priority projects are:

Promotion of walkability within the City.

Improving & expanding the area’s regional trail network.

Creation of a permanent indoor Farmer’s Market

Engaging the local business leaders to provide additional resources for new businesses.

Continue to strengthen relationships with the local colleges and universities.

Enhance connections between the Downtown and Lake George. While Lakota thinks any of the concepts or strategies could be successfully moved forward within St. Cloud, a successful implementation strategy needs to respond to the organizational and fiscal capacities of the community. Additionally, it needs to balance community desires with political will. Based on our professional opinion, the implementation plan will need to identify both priorities and timing. Therefore, we have taken all of the concepts and assigned a priority level (1, 2 or 3), and a timeframe (Short = 3 to 6 months, Medium = 1 to 2 years, Long = 2 to 10 years). We have based these recommendations on the input received as well our professional opinion. Priority Timeframe Concept

1 Short Promote Walkability 1 Medium Permanent Farmer's Market 1 Short Engaging Local Business Leaders 1 Medium Enhancing Connections between Downtown & Lake George via the 10th Avenue Viaduct 1 Short Support Local Artists 1 Short Outdoor Cafes 1 Short Enhancing Connections between Downtown & SCSU by Supporting 5th Avenue Live 1 Medium Downtown Streetscape Enhancements 1 Long Kelly Inn site 1 Short Winter Festival Opportunities 1 Medium Cultural & Historic Signage Program 1 Medium Unified Wayfinding & Identity Signage System 1 Short New City Branding & Identity 1 Medium Interpretive Signage & Art 1 Short Portrait Program 2 Medium Improving and expanding the area's regional trail network 2 Short Capitalizing on Regional Strengths 2 Short Strengthening Relationships with Local Colleges & Universities 2 Medium Business Incubator Programs 2 Short River Design Guidelines & Standards 2 Short Educational Opportunities 2 Short Healthy Community Initiatives 2 Medium High Quality Bicycle Amenities 2 Medium Actively Marketing to Millenials 2 Medium Downtown Lounge Open Space 2 Short Guerrilla Signage


Lakota 3 of 3

2 Short Pop-Up Shops 3 Medium Main Street Program 3 Medium Biking Public Awareness Campaign 3 Long Bike Lanes on Division Street 3 Long Cathedral Field 3 Long Developing a Focal Feature with National Recognition 3 Medium Downtown Districts 3 Short Food Trucks Working with City Staff, Lakota would like to identify the best approach to the Implementation Plan, if the full list of concepts and strategies should be included, what organizational capacities exist to move the concepts forward, and what budgets or financial resources are available to support these concepts. This information will be used to inform the creation of the Implementation Plan as the final piece of this process.


Documents

St cloud draft placemaking design manual