Role of OPM

The State of Connecticut Office of Policy and Management will administer the Main Street

Investment Fund. Dimple Desai, Community Development Director with OPM, will clarify all

program information and answer all questions regarding the program.

http://www.ct.gov/opm/cwp/view.asp?a=2990&q=505894

Role of CT Main Street Center

CT Main Street Center is collaborating with the Office of Policy and Management to promote and

conduct regional information sessions that describe the Main Street Investment Fund and

prepare communities for successful grant applications.

http://ctmainstreet.org/workshop/main-street-investment-fund-program-workshops/

Workshop content:

1. Overview, guidelines, criteria of Main Street Investment Fund

2. “Town Commercial Center Plan” – definition and examples

3. Examples of successful projects and their participants

4. Walk-through of the application, Q&A session

�

�

�

Definition

“The town commercial center is a town’s central business district or neighborhood

commercial district that is the community’s or neighborhood’s ‘hub’ for a well-

integrated mix of commercial retail, commercial office, governmental, community,

institutional, entertainment and residential activities. A vibrant town commercial

center is a sustainable and walkable compact mix of land uses and transportation

choices that attract residents and visitors to frequent the activities located at the

center.”

Recognizing that not every eligible town will have a comprehensive town center

plan, we strive to be flexible in what qualifies – as long as the collected plans,

studies, etc. are previously approved by the town governing body and lay out a

strategy to develop or improve the ability to attract small business, promote

commercial viability, and improve aesthetics and pedestrian access.

�

Introduction

In 2009 the Town of Simsbury embarked on a Charrette for downtown, hiring Code

Studio out of Austin, Texas, with the goal of creating a shared vision for the Town

Center and translating that vision into new zoning regulations.

The public was invited to participate interactively with Code Studio’s team of

professionals which includes planners, urban designers, historic preservationists,

transportation and market analysis professionals – all of whom listened and turned

the public’s ideas into tangible drawings and computer renderings. As these

products were created, the public was invited to react and give input, leading to

more refined versions.

�

�

Following an initial brainstorming session, Code Studio held open design and technical

sessions throughout the week for the public to come in and give input. Both the drop-in open

house and the final presentation at the end of the week received another several hundred

participants.

The Charrette provided the vehicle by which residents, businesses and property owners were

able to work together toward a common vision. This eliminated much of the earlier animosity,

and each side walked away feeling that the process and early results were a victory for the

entire town.

Conclusions

� Market: Demand is NOT the issue, supply is the issue

� Economic Niche: 18-hour, boutique, mixed-use center – people living/working in the

Town Center

� Products: Small buildings, distinctive design, upscale positioning, affordability via

efficient design, density

� Target Markets: Primary: empty nesters and retirees, young professionals

� Implementation: Pilot project -- publicly-owned parking lot redevelopment to establish

new standard

1) An Illustrative Master Plan resulted from the Charrette Process. It articulates, via text and images, the desires of the community.

2) In 2011 a customized Form-Based Code translated the Town Center Vision and Master Plan into a regulatory framework.

3) In 2012 Town Center Design Guidelines were developed and approved by the Town.

http://www.town.simsbury.ct.us/Public_Documents/SimsburyCT_PlanningZone/index

�

NOTE: While Norwalk is obviously a larger city, the issue of creating districts is one that many eligible towns may benefit from.

Cities and towns are composed of unique neighborhoods and areas. Creating districts is a means of formalizing those associations. The creation of districts assists in the application of wayfinding signage for an area. Districts also provide a means of organizing an area at a pedestrian scale due to the nature of their geographic size. Several districts within the study area were identified by key stakeholders and are identified on the map.

To date, planning and development has been mostly project-focused, rarely zooming out to survey the big picture of Downtown Norwalk’s combined totality. This approach will not yield an economically and physically unified Downtown.

Following a long-established city policy to direct future development to its center, constructed and planned developments are each located downtown and in such close proximity to one another that they would create a continuous two-mile-long corridor of activity from South Norwalk to Wall Street. Given the character and objectives of the various development plans proposed for Downtown Norwalk, the question of “how people will travel to, from, and between these developments other than by car” must be answered.

�

The outcome of the Connectivity Plan will serve to inform citizens on the importance of planning Downtown Norwalk in a way that promotes not only a better experience for its residents and visitors, but also long-term economic growth. The Goals of the Connectivity Plan:

1) Develop a better & more efficient dynamic between traffic, transit and parking2) Promote bicycling in the downtown core3) Improve pedestrian experience, wayfinding and heritage tourism

http://www.connectnorwalk.com/

One small town’s approach to Downtown Planning: Putnam, Connecticut

Downtown Parking Study & Buildout Analysis- 2008

� Observed that, although downtown Putnam would be naturally considered to be a

traditional mixed use town center, there are “no housing or active residential uses in the

central downtown area”.

� “Land uses in downtown primarily office, retail, restaurant, with a substantial number of

vacant or underutilized buildings”

� Identified site-specific available parking, future needs and recommendations

Creation of a Downtown Vision, Action Plan & Policy/Regulatory Plan - 2010

� Citizen-led Walking Audit of Downtown

� Led to the “2020 Vision” which focused on enhanced pedestrian experience

� Comprehensive analysis of and recommendations for sidewalks/footpaths, intersections,

traffic, signage/facilities, safety/lighting, and aesthetics.

�

11

Recommended improvements

1) Connect downtown to hospital via a sidewalk network (less than ½ mile)

2) Unified pedestrian amenities: benches, trash cans, shelters, signage, public art

3) Lower traffic speeds & creating a calmer pedestrian environment

4) Maintenance: trash, trees & landscaping, signs and traffic & parking

enforcement

5) Goal of creation of a “Downtown Improvement Authority” – that can plan and

project manage downtown

If you do not yet have what would considered to be a Town Commercial

Center Plan, we suggest these steps.

Page 2 of the MSIF Fact Sheet provides suggestions for what should appear

in the Plan.

��

The examples that follow will address:

� Roles of major participants

� How the community was involved

� How projects related to a Downtown / Town Center Plan

��

��

• Catalyst was 1.1 mile long boardwalk, extending along the coast, adjacent to downtown. Cost was $4.4 million

• ROI: 2006 value of boardwalk=$14.5 million. Used by 80,000 people per year. It is the main attraction of Niantic.

• Niantic Streetscape - Roles of participants:• Niantic Main Street: PR, Outreach and private sector fundraising• Town: Engineering, Design and Project Oversight. Worked with ConnDOT to install

brick crosswalks as a pilot program• Niantic Streetscape Project funded via 4 STEAP grants plus Town and private funding.

Includes sidewalks, granite curbing, lighting and amenities.• Vision of the Community informed the Streetscape Plan, facilitated by Niantic Main Street.

THE STREETSCAPE PLAN OBJECTIVESFunded by STEAP grant and private donations, via community outreach by Niantic Main Street• An inviting, walkable downtown, with pedestrian-friendly lighting

• Visual continuity created by repetition of elements throughout Main Street.

• Flower pots that add color, change with the season and visually mark crosswalks for drivers.

• Sidewalks made safer by removal of cracks and bumps from the surface.

• Trees that will not heave the sidewalk, their branches will not interfere with the power lines, and

their foliage will provide shade.

• Better handicap accessible crosswalks: attractive, more visible, safer ramps with increased

functionality.

��

��

Spin-off activity and projects:• Hole in the Wall Beach parking lot reconfigured to provide 50 spaces, plus

and “outdoor classroom for storm water run off” – treats 22 acres of run off that formerly ran into Long Island Sound (instigated by Town Engineer)

• Includes impervious pavers, various grasses, bio swills• Can be viewed online in real time

• Adjacent property owners started fixing up, business started moving back in

• 2009 UCONN study, in conjunction with POCD update, addressed circulation in downtown (pedestrian-friendly, infill opps). Perceived lack of parking generated design improvements Niantic has now made.

• 2011 – shared parking behind retail, with trees and landscaping. Still working on possible installation of side walk connection to Main Street: requires an agreement with property owners.

• Future: public restrooms, Economic Gardening program to encourage small business, Property acquisition to improve view sheds to downtown and to the water.

��

Roles of participants:

•Council of Elected Officials: Developed the Façade Improvement Program and provided

incentive financing.

• LH Ec Dev Ptnrshp and NW Chamber: provided coordination and technical assistance for

program.

• Municipality: through its membership in Council of Elected Officials. The Town appointed

the Winsted Façade Improvement Committee.

•Winchester FIC: operated the program – developed design guidelines, program priorities,

application schedule, review applications and projects.

•State Historic Preservation Office: technical assistance on design guidelines compatible

with local architecture, character and history.

• Friends of Main Street: promote the program to property owners, merchants and the media,

and obtained a grant from CEDF for design consultant who provided design consultant to work

with property owners and provide drawings of selected properties.

•The private sector that committed to improvements, facilitated financing, and performed the

work.

��

2005 Winsted Façade Improvement Program

Financing Description:

� DECD Urban Act Program: $1 million, to leverage an equal amount in private resources

� Winsted Façade Improvement Program: rebated 50% of cost of approved exterior façade and site improvements for first $30k; 20% rebate for additional expenses up to $100k

� Applicants referred to area lenders, though not obligated to fund through bank loan

Results:

� Over 30 Façade restoration projects were completed from 2003 – 2006.� All together, over $979,000 was allocated for Winsted’s 3-Year Façade Improvement

program.� Increase in non-grant funded improvements on Main Street.� Increase in storefront occupancy on Main Street.� Self Image: increase in pedestrian activity and community “buzz” around local property

improvements.

� Collaborative was created by partnership between two regional planning organizations in

northwestern CT, the Litchfield Hills Council of Elected Officials and the Northwestern CT

Council of Governments, to provide land use planning assistance to small towns in northwest

Connecticut with an emphasis on village center vitality and housing that is affordable to

working families and seniors.

� Began with a 2010 Village Center Vitality Study which examined current conditions and

proposed strategies to bring village centers in 7 towns back to life

� Resulted in consensus among top elected officials in 7 communities: we can only survive if

we work together

� Began with highly visible project, Village Center Signage & Wayfinding Program, which

pulled in the small business community in each center

� Resulted in STEAP funding to construct and erect signs, an engendered cooperation of

ConnDOT to allow signage on state right-of-ways

� Collaborative moving to comprehensive educational program for local EDCs

� Caught the attention of WNPR as a model for regional approaches to economic

revitalization, affordable housing: http://www.yourpublicmedia.org/content/wnpr/beating-

downturn-together

�

New London Landmarks (local Historic Preservation organization) and New London

Main Street (downtown management organization) led grass-roots efforts to

revitalize the Parade and engage the community in a series of "charrettes" to

envision a new future for the Parade.

They established design goals and assisted the city in re-directing state

transportation monies from an ill-conceived pedestrian bridge extending from the

Municipal Parking Garage across Water Street and connecting to Union Station and

further to the Cross Sound Ferry terminal.

�

The new “Parade” plaza is a total re-design of a critical New London downtown area

known as Union Plaza. This plaza was created in 1968 by a failed urban renewal

initiative which obstructed pedestrian and automobile traffic, blocked views of the

city from the landmark H.H. Richardson Railroad station, and became a seedy

location for vagrants and the homeless. Also on this site, the Nathan Hale

Schoolhouse Museum contended with constrained and difficult access for both

school children and tourists.

21

The new Parade Plaza restores and re-creates the open space of the original

Parade as a 21st century urban center adjacent to a newly rejuvenated Downtown

Waterfront district. The major features of the new and expanded Parade Plaza

included the terracing of the sharp slope providing an easy transition from

downtown to the station and Thames River beyond; new amphitheater seating

created for public performances; and sidewalks reinstalled along all the streets with

traditional street furniture and lights.

The historic school house was relocated to its own plaza enabling classroom visits

and events; a smelly sewage pump house was buried and turned into a seating

pergola; a Civil War-era Soldiers and Sailors monument was cleaned, restored,

made ADA accessible and given new prominence; and a new water feature

“Whale’s Tail” fountain was installed.

22

Since the Parade's opening, the space has been programmed for a wide variety of

performances, festivals, and community activities including the “Field of Dreams”

farmers’ market. This past winter, an ice skating rink was erected and winter

musical events were held, establishing downtown activities that heretofore never

had a home. The revitalized Parade serves as both a casual gathering spot and a

stage for scheduled activities throughout the year, and it has become an important

economic engine for downtown retail businesses.

��

��

��