Seward Revitalization Plan by RDG Planning & Design

September, 2017

ACKNOWLEDGMENTS The project team would like to acknowledge the contributions of the residents of Seward who gave their time, ideas, and expertise for the creation of this plan. It is only with their assistance and direction that this plan gained the necessary depth to truly represent the spirit of the community and it is with their commitment that the plan will be implemented.

STEERING COMMITTEE

CITY OF SEWARD

Julie Marble

Joshua Eickmeier, Mayor

Gary Rolf

Greg Butcher, City Administrator

John Owens

Edward Gonzalez, Building/Zoning Code Enforcement Director

Ellen Beck Members of the Planning Commission Rick Gray Members of the City Council Carla Ketner Bonnie Elwell

SEWARD COUNTY CHAMBER & DEVELOPMENT PARTNERSHIP

Karl Miller

Jonathan Jank, President and CEO

Gerald Homp

Suzanne Gligorevic, Marketing and Communications Coordinator

Jeanne Wiemer

SPECIAL THANKS A special thanks to the Nebraska Department of Economic Development for their financial support of this Downtown Revitalization Plan

CONSULTING TEAM

RDG Planning & Design Omaha and Des Moines www.RDGUSA.com

TABLE OF CONTENTS Chapter 1:

Forward

Chapter 2:

Market Analysis

Chapter 3:

Downtown Today 39

Chapter 4:

Development Plan 63

Chapter 5:

Implementation

CHAPTER ONE FORWARD

Forward: onward so as to make progress; toward a successful conclusion. Downtown â&#x20AC;&#x201C; the idea, the image, and the reality â&#x20AC;&#x201C; serves as the focal point of any city and sets the trajectory for the community as a whole. Whereas it is difficult for a community to succeed if its downtown does not function as a place of pride, a city with a lively and prosperous downtown is equipped with an energy that extends throughout all aspects of the community including its growth and development. As such, the future prosperity of downtown is in the public interest.

GLOSSARY OF TERMS Words carry a great amount of meaning and, since this plan uses many of them, it is important to share several that carry additional meaning in the context of an urban development plan. Downtown Revitalization Funds: A grant program from the Nebraska Department of Economic Development to help communities to strengthen their downtowns.

Destination: a place to which people will make a special trip to visit ·· Often used to describe the type of businesses or amenities that drive traffic to a place. More broadly, a destination district (such as the Old Market in Omaha or the Haymarket in Lincoln) is one where people make a special trip rather than to the individual businesses it contains.

·· Phase 1 Planning Grant. Funding this planning initiative, the Phase 1 Grant is intended to help communities develop a strategy for their downtowns and to articulate catalyst projects that can be supported by a Phase 2 grant

Capacity: the ability or power to accomplish a project

·· Phase 2 Implementation Grant. Following the adoption of a Phase 1 Downtown Plan, the community is eligible to apply for funds to help implement a catalyst project in their downtown.

·· Often used to describe the finite amount of human, financial, and organizational capacity available at a given time. Capacity is something that can be expanded with experience and success. Momentum: the amount of energy behind an idea or activity ·· Often used to describe the intangible force created by successful actions that align with a goal such as revitalizing downtown. Momentum can segue into additional complementary projects.

WHY A PLAN?

Catalyst: Projects that are planned and designed to cause a corresponding and complementary reaction

·· Downtown is important to all of Seward

·· Many of the projects articulated in this plan are designed to generate further support (momentum) and action for the improvement of the district. Catalyst projects, such as the project that will be implemented using DTR Phase II funds, should be designed and tailored to the particular opportunities, challenges, and aspirations of the community and the district.

·· Downtown is complicated (many stakeholders, many constituents) ·· It can be challenging to reach consensus and mobilize for action ·· A collective strategy to guide investment allows for the most efficient use of resources including financial, organizational, and human resources.

Leverage: To use something to maximum advantage by engaging complementary resources to the greatest extent practical ·· Often used to describe the ability of a catalyst project or an initiative to engage partners to the greatest impact possible. Leverage can be used to describe engaged partner organizations (financial, organizational, and human capital) to enable a greater outcome or to gain access to additional funds such as grants by pledging local resources.

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Downtown is a collective resource for all residents of Seward. It represents more than a collection of buildings or businesses but rather is a civic, recreation, and commercial center that plays a major role in tourism, quality of life, and the overall economic strength of the city. The plan seeks to expand each of these roles so the downtown can lead the way to Seward’s best future.

A COMMUNITY BUILDING PROCESS ·· Establish a common vision based on stakeholder engagement ·· Build partnerships for action

Downtown Seward needs a plan because it is complicated; with many stakeholders, including building and business owners, community leaders, and the public at large, it is difficult to reach consensus and to mobilize for action on behalf of the district. Through a tactical approach with steps to improve the physical environment and the business climate, it is possible to improve the way the district functions and the way it serves the community.

·· Establish an implementation plan that builds momentum and capacity The planning process is a conversation about the future, the statement of a common vision, and the creation of a practical implementation strategy to generate meaningful outcomes and momentum for future action.

ROLES OF DOWNTOWN

The process recognizes that each resident and stakeholder has a valuable perspective but also the ability (and responsibility) to help create a better future for their community. More can be accomplished together than possible through individual action.

Civic Heart

STEERING COMMITTEE: Economic Development Engine

Recreation & Leisure Destination

Quality of Life Amenity

Commercial Shopping

Local knowledge, insight, and guidance is essential to crafting a plan that truly represents Seward’s aspirations for its downtown. To achieve this level of local participation, a group of representative stakeholders was assembled to guide the process, to provide direction, and to help engage a diverse array of stakeholders. The Steering Committee included building owners, business owners, community leaders, historians, and financial institutions.

WALKING TOUR: Tourism Destination

In addition to the stakeholder group meetings, the planning team led members of the steering committee on a tour of the district. The purpose of the tour was for the planning team to learn more about the district and its history but also to help the steering committee to view the district from a fresh perspective, in the same way that a customer or visitor would.

Steering Committee Walking Tour

FOUNDATIONAL DOCUMENTS:

STAKEHOLDER GROUP MEETINGS:

This plan builds upon a solid foundation of planning efforts and community outreach initiatives. Foundational materials include: 2017 Downtown Seward Marketing Plan (and the approximately 300 survey responses); 2013 Seward Strategic Plan; 2001 Comprehensive Development Plan; the application for DTR Phase I grant funds; and the Seward Land Development Ordinance.

The planning team held a series of stakeholder group meetings to explore the opportunities and challenges facing the district and the community. These discussions allowed the planning team to learn from residents, to share experiences from other communities, and to begin formulating the ideas that would emerge from the downtown plan. Over the course of two days in May, a total of nine meetings were held with a total of 36 stakeholders in attendance.

DESIGN WORKSHOP: The planning team hosted a design workshop over the course of two days in June at the Seward Civic Center. The purpose of the workshop was to work through potential design solutions, to gain input and guidance from members of the public, and to build partnerships and consensus around a vision for downtown.

DOWNTOWN SEWARD MARKETING PLAN

2013 Seward Strategic Plan

Adopted March 5, 2013 Resolution No. 7-13 (JEO Project No. 120088.00)

Kayla Hansen, Travis Hollman, and Dream Solko MARKETING MANAGEMENT SEMINAR 856 SPRING 2017 INSTRUCTOR: DR. SRIVATSA SESHADRI 4/27/2017

T H E

S E W A R D

P L A N

THE COMPREHENSIVE DEVELOPMENT PLAN FOR SEWARD, NEBRASKA PREPARED WITH THE CITY OF SEWARD BY RDG CROSE GARDNER SHUKERT IN ASSOCIATION WITH KIRKHAM MICHAEL ASSOCIATES JULY, 2001

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COMMUNITY OPEN HOUSE MEETINGS:

“A city is not an accident but the

While much of the process featured tactical outreach to the business owners, property owners, and community leaders, a series of community open house meetings were held to recognize the essential role that residents have on the viability and vitality of the district. These open house meetings were held to gather ideas and guidance on the plan.

result of coherent visions and aims.” - Leon Krier

THE PLAN

PUBLIC PRESENTATION AND PUBLIC HEARING:

PHILOSOPHY Renowned architect and urban planner, Leon Krier once said, "a city is not an accident but the result of coherent visions and aims." Cities are an intentional act, created by the actions of individuals and groups, and guided through a vision established by community leaders. Change is inevitable and will occur as people choose to invest, reinvest, and renovate their properties. To abide to Krier’s words, a plan should establish a common vision and then guide the district toward achieving the vision.

The process was concluded by a public presentation of the downtown plan and a public hearing to solicit final comments on the plan. Residents, stakeholders, and community leaders were invited to review, comment, and offer their input on the plan, its content and implementation strategy. The presentation highlighted a series of catalyst projects identified in the plan that could be eligible for assistance from a DTR Phase II implementation grant.

SEWARD |

Since its original settlement, downtown has evolved with its changing population, technology, and trends of the day. These intentional actions, such as the shift from wood to brick as a building material or the transition from carriage to the automobile, resulted from a desire to remain relevant in a changing world.

DOWNTOWN REVITALIZATION

Today, the world is changing more quickly than ever and it is the responsibility of this generation to articulate and implement the intentional actions needed to prosper, into the future.

DOWNTOWN WORKSHOP & OPEN HOUSE WHAT: A COMMUNITY OPEN HOUSE ABOUT: THE FUTURE OF DOWNTOWN WHEN: MONDAY JUNE 19TH, AT 5 PM TUESDAY JUNE 20TH, AT 5 PM WHERE: SEWARD CIVIC CENTER | 616 BRADFORD ST.

WHAT IS A DOWNTOWN PLAN? A guidebook to the future of the downtown, shaped by you and our community. The plan will serve as a framework to guide policy, investment, and initiative decisions related to downtown. It includes everything related to a downtown district: economic development, tourism, housing opportunities, parks and civic spaces, and infrastructure. Join us and help shape the plan!

WHAT IS THE WORKSHOP The workshop will help lift the downtown plan off the ground. You’ll get the chance to learn about the new downtown plan, hear and contribute to ideas, to get involved in the planning process, and to work along side the planning team. Join the efforts to cast a new vision for downtown!

FOUNDATIONAL STATEMENTS

The heritage, architecture, and character has allowed the district to remain special and relevant for generations. This plan will honor and preserve the heritage and the character of the district while seeking to expand upon these traits. The physical quality of the heritage buildings must be preserved â&#x20AC;&#x201C; because they are timeless amenities â&#x20AC;&#x201C; but their occupancy, the public realm, and the role in the community should continue to evolve.

Downtown is a collective resource. It is the responsibility of not only the shopkeepers and building owners but also the shared responsibility of all stakeholders to ensure downtown remains vibrant and viable. As a public good, downtown must receive thoughtful investment on behalf of the city as a whole. Property owners, business owners, city and institutional leaders, and employers throughout all of Seward should be engaged in the revitalization of downtown.

Downtown should not be a museum. While historic, Downtown Seward has never been stagnant, it has been constantly evolving in response to market conditions, urban trends, and changes in the way the world operates. Downtown must embrace technology, destination and experiential retailing, and housing to be resilient to the changing world.

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â&#x20AC;&#x153;[Public investment] has to be something that will generate a wide-spread and sustained reaction by the private market.â&#x20AC;? - Alexander Garvin

ROLE OF THE DOWNTOWN PLAN Document Approach

CURRENT CONDITIONS

A COMMUNITY VISION TO UNITE AND ACTIVATE

IMPLEMENTATION ROAD

The plan is organized to provide a rational guide for how to most efficiently and completely strengthen the district within the physical, functional, and economic realities. The plan explores market realities and physical conditions to establish a baseline of existing conditions in Downtown Seward today. The development plan and implementation strategy then identifies catalyst projects, policies, and initiatives to address issues, create energy and momentum for the revitalization of the district, in an incremental approach designed to most efficiently strengthen the downtown.

CHAPTER TWO MARKET ANALYSIS

Many factors combine to create the economic reality for downtown Seward. Beyond Seward, many residents throughout the region look to Seward for goods, services, and an experience; it is important to note that both of these areas are changing and will impact the economic reality for downtown. This chapter explores the character of the areas on which downtown relies, how they are changing, and what market opportunities exist for downtown Seward.

INTRODUCTION AND ORGANIZATION As stated in the chapter introduction, many factors contribute to form the market landscape for downtown Seward and therefore the market analysis is organized into five sections: ·· Population and Demographics ·· Business and Employment ·· Retail Performance ·· Retail Spending Patterns ·· Housing

MARKET AREAS Primary Market: Seward City Limits. Residents of the Primary Market will look to Seward first for goods and services. If a product or service is available locally and is competitively priced, residents of this area will purchase from local businesses.

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Figure 2.1: Primary Market Area

Secondary Market The area where residents view Seward as the most convenient population center for goods and services. This area reaches up to 18 miles from Seward with the largest potential area extending to the northeast. The Secondary Market was derived by examining transportation routes, drive times, and distribution of population centers. Tertiary Market The Tertiary Market area extends beyond the secondary market and represents the region from which Seward may draw visitors for special events, tourism, and niche businesses. This geographic area is difficult to define because certain features and amenities can attract visitors from hundreds of miles away but these typically occur only a few times per year. In Seward, the Fourth of July Festivities attract approximately 40,000 visitors into the downtown district for that single day.

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Figure 2.2: Secondary Market Area

POPULATION AND DEMOGRAPHICS Downtown is the heart of Seward and will therefore ebb and flow with the city. Seward continues to experience healthy growth with a 2015 population estimate at 7,167 residents, 203 more than recorded in the 2010 Census. This continues the trend of steady growth between 2000 and 2010 which saw the community grow by 645 new residents. A share of this growth can be attributed to Sewardâ&#x20AC;&#x2122;s convenient location to Lincoln, its emerging role as a bedroom community, but also its quality of place that makes people want to live in Seward.

FIGURE 2.3: Historic Population Change, 1960-2015

1960

1970

1980

1990

2000

2010

2015

DIFFERENCE

Seward City, Nebraska

4,208

5,294

5,713

5,634

6,319

6,964

7,167

2,756

Seward County, Nebraska

13,581

14,460

15,789

15,450

16,496

16,750

17,110

3,169

Annual growth rate (City)

2.32%

0.76%

-0.14%

1.15%

0.98%

0.58%

Annual growth rate (County)

0.63%

0.88%

-0.22%

0.66%

0.15%

0.43%

Source: U.S. Census Bureau

Figure 2.4: Historic Population Change

Historic Population Change

20,000

16,000

12,000

8,000

4,000

1960

1970

1980

Seward County, Nebraska

1990

2000

2010

2015

Seward City, Nebraska

Source: U.S. Census Bureau

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FIGURE 2.5: Predicted 2010 Population Versus Actual 2010 Population

AGE GROUP

ACTUAL POPULATION 2000

PREDICTED POPULATION 2010

ACTUAL POPULATION 2010

DIFFERENCE PREDICTED V. ACTUAL 2010

% VARIANCE

Ages 0-14

1,152

1,301

1,313

1.0%

Ages 15-19

741

411

725

314

76.5%

Ages 20-24

809

396

848

452

113.9%

Ages 25-34

609

1,536

771

-765

-49.8%

Ages 35-44

836

602

724

122

20.2%

Ages 45-54

695

817

850

4.1%

Ages 55-64

434

652

682

4.5%

Ages 65-74

392

368

452

22.9%

Ages 75-84

404

270

362

33.8%

Ages 85+

247

244

237

-7

-3.0%

6,319

6,598

6,964

366

5.5%

Total Population

Source: U.S. Census Bureau; RDG Planning & Design

FIGURE 2.6: Change in Population Character 2000-2010

AGE GROUP

NUMBER OF RESIDENTS 2000

Ages 0-14

PERCENT OF RESIDENTS 2000

DIFFERENCE IN RESIDENT COHORTS 2000 TO 2010

1,313

18.9%

161

Ages 15-19

725

10.4%

-16

Ages 20-24

848

12.2%

Ages 25-34

771

11.1%

162

Ages 35-44

724

10.4%

-112

Ages 45-54

850

12.2%

155

Ages 55-64

682

9.8%

248

Ages 65-74

452

6.5%

Ages 75-84

362

5.2%

-42

Ages 85+ Total Population

237

3.4%

-10

6,964

100.0%

645

Source: U.S. Census Bureau; RDG Planning & Design

Emerging

Established or Establishing

Seniors and Empty-Nesters

The Emerging Cohort, ages between 0 and 24 years, represent those adolescents and young adults

The Establish(ed/ing) Cohort, ages 2554, represent adults who are established in jobs and housing or are in the process of establishing. Representing the broadest range of all cohorts, many of these households are seeking stability. Three sub-cohorts exist.

The Senior and Empty Nester Cohort, ages 55+, represent adults transitioning into their senior years.

The most mobile of all cohorts – they can choose to relocate for college, for work, or relocate with their family. If retained, this cohort will establish their own lives and families in Seward. From 2000 to 2010, this cohort grew by 184 residents, most brought to Seward with a young family.

Ages 25-34. At the earliest phase of the cohort. This group grew by 162 residents. While growth exists, this is 49 percent less that predicted in Figure 2.5. Ages 35 – 44. More established in Seward but will, if needed, relocate for additional stability. While this cohort lost 112 residents, this is an increase from the amount expected in Figure 2.5. Likely attributed to Lincoln as an employment center, Seward’s strong job market, and its strong image as a good place to raise a family.

These households often begin to shift their way of life as they approach retirement including down-sizing to smaller housing and finding their ‘new-normal’ without dependent children and retirement. Much like the other cohorts, this group is seeking stability through their senior years. This group grew by 256 residents which is significantly above the increase expected by Figure 2.5. Many of these residents were likely drawn to Seward based on its strong image, proximity to Lincoln where they may have lived or worked, and a desire for a small-town atmosphere in their later years.

Ages 45 – 54. Often the most stable with developing children and stable careers. This phase often segues smoothly into the next cohort.

Preferences in Downtown

Youngest Residents and Young Families. Seeking youth and family activities, places to play and gather with friends, and amenities that are interactive and engaging.

Young Families. Seeking youth and family activities to entertain young children and themselves. Downtown could be a family outing.

Empty Nesters and Seniors. Many emptynesters and active seniors interact with urban environments with similar preferences as young professionals.

Families with or without children. Seeking an engaging shopping, restaurant, and entertainment district. Nightlife but to a lesser degree than Young Adults (18-24).

With greater stability and disposable income but a similar level of responsibility to the emerging cohort, these residents often desire to engage more deeply with a downtown as a place to down-size (live), play, and focus their lives.

·· Such as: water features, interactive art, playgrounds, and shaded gathering spaces. Young Adults. Seeking a vibrant urban space with things to do, throughout the day but primarily in the evenings. Interested in using downtown for academic, cultural, and social activities. May be most interested in living near downtown. ·· Such as: restaurants and bars with outdoor spaces; coffee shops, book stores, and other lounge spaces; interactive or photographable art; and housing near downtown.

Eating and drinking establishments. Nightlife but typically to a lesser degree than the emerging cohort. Dining preferences may be more upscale than the emerging cohort. ·· Both convenience (necessary) and experiential (enjoyment/leisure) shopping opportunities ·· More inclined to use the district as a novelty (shopping, gathering, etc) than as a place for utility shopping (grocery, convenience goods, etc). than the other cohorts.

·· In addition to the examples provided for the emerging cohort, an empty-nester/ active retiree cohort may require more convenience items within close proximity to make their ‘new lifestyle’ easy and enjoyable.

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POPULATION PROJECTION

Figure 2.7: Population Projection

To properly plan for the future of a community or a district within a community, it is important to predict whether the community will continue to grow and, if so, by how much. Seward is expected to grow based on its role as a bedroom community to Lincoln but also as an economic center. Based on previous growth, growth in Lincoln, and housing construction trends, it is projected that Seward will grow at an annual rate of one percent to reach a population of approximately 10,000 near 2030. This is a healthy rate with positive implications for the downtown but also requiring consideration about how Seward will retain its small-town character.

12,000 10,104

10,000 8,000

6,964

7,502

8,082

8,707

10,885

9,379

6,000 4,000 2,000 0 2010

Character preservation

2015

2020

2025

2030

2035

Annual Growth of 1.5% Annual Growth of 1.0% (Selected) Annual Growth of 0.75% Natural Population Change

Seward is well regarded as a place where people want to live and want to visit. Growth should not detract from the character of the community. The following principles should guide growth and development. ·· A Comprehensive Plan should guide the way Seward grows over the next 20 years.

Source: U.S. Census Bureau; RDG Planning & Design

·· New development should be contiguous to existing neighborhoods, should lay the groundwork for additional outward growth, and new neighborhoods should be connected to community destinations (including the downtown) by a continuous system of trails and sidewalks. ·· Reinvestment in core neighborhoods should be prioritized to ensure that the founding neighborhoods, including the downtown, remain vibrant. ·· The downtown should remain the focal point of the city and this fact should continue to be solidified through a cohesive strategy for public and private investment. The downtown has weathered the decades and has remained a beacon of light in the community and because of this, the downtown continues to support the overall vitality of the district. Actions in this generation should carry forward this legacy.

2040

Many participants noted that it is a challenge for Seward businesses to compete with Lincoln, especially for those residents who travel to Lincoln on a regular basis for their jobs. Figure 2.9 illustrates the distance and direction that residents travel for their primary employment. This figure quantifies the extent to which residents travel east for work and the total distance. Of those 984 residents who travel east for employment, approximately 65% travel between 10 and 24 miles; for reference, the Kawasaki facility is approximately 17 miles, and the Haymarket is approximately 24 miles.

BUSINESS AND EMPLOYMENT LANDSCAPE The employment character of Seward impacts the way people interact with the business district. In addition to those who work and live in Seward, this plan must also consider those who choose to live or work elsewhere but still interact with the local economy on a regular basis as their home or workplace.

EMPLOYEE AND RESIDENT TRANSPORTATION PATTERNS

This figure confirms that while many residents work in and around Seward, approximately 34%, a large share travel east to work in Lincoln and Omaha, 29% and 5% respectively. The remaining workforce travels to smaller population centers through the region including: York; Grand Island; David City; Hastings; Columbus; Crete; Beatrice; and others.

While Seward does function as a bedroom community for many residents employed in Lincoln, it is a strong employment center in its own right. This is evident by the number of people entering Seward for work, compared to those residents who chose to live in Seward but work outside of the city. Figure 2.8 illustrates that more than 5,000 employees interact with Sewardâ&#x20AC;&#x2122;s economy as part of their workday including the nearly 3,000 who travel into Seward for work or choose to live and work within the city.

Figure 2.8: Inflow Outflow for Primary Employment

1,888 Employed in Seward, Live Elsewhere

1,069 Employed and Live in Seward

2,047 Employed Elsewhere, Live in Seward

U.S. Census Bureau (8 year average â&#x20AC;&#x201C; 2008, 2010, 2012, and 2014 estimates) *Arrows do not indicate the direction of travel.

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FIGURE 2.9: Where and How Far Seward Residents Travel for Work (Distance and Direction)

NORTHWEST

NORTH

NORTHEAST

Less than 10 miles

187

10 to 24 miles

147

25 to 50 miles

142

Greater than 50 miles

114

104

201

589

Total

WEST

EAST

Less than 10 miles

150

10 to 24 miles

25 to 50 miles

125

Greater than 50 miles

127

154

Total

387

984

644

SEWARD

SOUTHWEST

SOUTH

SOUTHEAST

323

432

110

10 to 24 miles

142

25 to 50 miles

Greater than 50 miles

364

530

359

Less than 10 miles

Total Source: U.S. Census Bureau; RDG Planning & Design

FIGURE 2.10: Where Seward Residents are Employed

2008

2010

2012

2014

AVERAGE

Seward NE

31%

32%

37%

36%

34%

Lincoln NE

28%

30%

29%

30%

29%

Omaha NE

All Other Communities

35%

33%

28%

31%

Source: U.S. Census Bureau; RDG Planning & Design

BUSINESS AND EMPLOYMENT TRENDS The business and employment character of the city and the Secondary Market area provides insight into the workforce and the economy. Seward has a diverse and balanced economy that becomes even more resilient with the addition of the business and employment market in the secondary market. Primary Market Establishments

mmary (All) Services Summary Industry(All)

38.8% 17.60% mmary (All) Services Summary Industry (All)

Total Market Establishments (Primary and Secondary)

Industry Finance, Insurance, Real Finance, Estate Insurance, Real Estate Summary (All) Summary (All) 17.60% 10.02% 10.02% Industry Finance, Insurance, RealFinance, Estate Insurance, Real Estate

Services Summary (All) Services Summary Industry(All) 34.81% 34.81% 26.34% Services Summary (All) Services Summary Industry (All)

Summary (All) 17.60% 10.02%

Summary (All) 10.02%

e Summary (All) Retail Trade Government Summary (All)

Government Unclassiﬁed

Unclassiﬁed

17.85% 12.96% e Summary (All) Retail Trade Government Summary (All)

12.96% 2.69% Government Unclassiﬁed

2.69% Unclassiﬁed

12.96% 2.69%

2.69%

15.84%

38.8%

17.85%

17.60%

12.96%

Primary Market Employment

46.99% 18.12% mmary (All) Services Summary Industry (All)

e Summary (All) Retail Trade Government Summary (All)

Government Unclassiﬁed

Unclassiﬁed

21.43% 7.77% e Summary (All) Retail Trade Government Summary (All)

7.77% 0.31% Government Unclassiﬁed

0.31% Unclassiﬁed

7.77% 0.31%

0.31%

21.43%

7.77%

Government Unclassiﬁed

Unclassiﬁed

11.97% 2.76% Government Unclassiﬁed

2.76% Unclassiﬁed

11.97% 2.76%

2.76%

15.84%

11.97%

Services Summary (All) Services Summary Industry(All)

Industry Finance, Insurance, Real Finance, Estate Insurance, Real Estate Summary (All) Summary (All) 18.12% 5.68% 5.68% Industry Finance, Insurance, RealFinance, Estate Insurance, Real Estate Summary (All) 5.68%

18.12%

Retail Trade Summary (All) Retail Trade Government Summary (All) 15.84% 15.84% 11.97% Retail Trade Summary (All) Retail Trade Government Summary (All)

26.34%

Total Market Employment (Primary and Secondary)

Summary (All) 18.12% 5.68%

46.99%

Summary (All) 8.29%

34.81%

·· In the total market area (including both the primary market and the secondary market), prevalence of service businesses decreases by 4% and the share of industrial businesses increases by 8%.

·· The remaining classified businesses all account for between 10 and 20% of all establishments. This balance suggests that the economy would be resilient to market shifts.

mmary (All) Services Summary Industry(All)

Summary (All) 26.34% 8.29%

34.81%

·· Service businesses account for nearly 39% of all businesses operating in Seward.

Industry Finance, Insurance, Real Finance, Estate Insurance, Re Summary (All) Summary (All) 26.34% 8.29% 8.29% Industry Finance, Insurance, RealFinance, Estate Insurance, Re

43.74% 43.74% 22.99% Services Summary (All) Services Summary Industry (All)

Summary (All) 22.99% 4.98%

Summary (All) 4.98%

Retail Trade Summary (All) Retail Trade Government Summary (All)

Government Unclassiﬁed

Unclassiﬁed

20.03% 20.03% 8.19% Retail Trade Summary (All) Retail Trade Government Summary (All)

8.19% .07% Government Unclassiﬁed

.07% Unclassiﬁed

20.03%

8.19% .07%

.07%

43.74%

·· Following the above discussion on the balance of business establishments in Seward, these charts illustrate the total share of employment by each market sector.

Industry Finance, Insurance, Real Finance, Estate Insurance, Re Summary (All) Summary (All) 22.99% 4.98% 4.98% Industry Finance, Insurance, RealFinance, Estate Insurance, Re

43.74%

20.03%

22.99%

8.19%

·· Much like the employment trend in the primary market, both the service and retail sectors employ a larger proportion than their share of establishments. This suggests the presence of a few major employers operating in these market sectors.

·· The service businesses that account for nearly 39% of all establishments, employ nearly 47% of all employees. Likewise, retail trade (18% of all establishments) employs more than 21% of all employees.

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FIGURE 2.11: Business Summary

PRIMARY MARKET

PRIMARY AND SECONDARY MARKET

POPULATION: 7,340

POPULATION: 10,470

ESTABLISHMENTS

EMPLOYMENT

ESTABLISHMENTS

EMPLOYMENT

409

100%

3,537

100%

543

100%

4,358

100%

17.60%

641

18.12%

143

26.34%

1,002

22.99%

1.47%

0.42%

5.71%

125

2.87%

7.33%

102

2.88%

8.47%

151

3.46%

Manufacturing

2.93%

391

11.05%

3.31%

444

10.19%

Transportation

2.93%

1.75%

4.79%

150

3.44%

Communication

0.73%

0.45%

0.92%

0.87%

Utility

0.49%

0.68%

0.37%

0.55%

Wholesale Trade

1.71%

0.88%

2.76%

1.61%

Retail Trade Summary (All)

17.85%

758

21.43%

15.84%

873

20.03%

Home Improvement

1.47%

1.10%

1.47%

1.31%

General Merchandise Stores

0.49%

186

5.26%

0.37%

186

4.27%

Food Stores

1.47%

2.29%

1.29%

1.97%

Auto Dealers, Gas Stations, Auto Aftermarket

3.18%

2.23%

2.95%

2.25%

Apparel & Accessory Stores

0.00%

Furniture & Home Furnishings

1.47%

1.07%

1.10%

0.87%

Eating & Drinking Places

3.91%

249

7.04%

3.87%

271

6.22%

Miscellaneous Retail

5.87%

2.43%

4.79%

136

3.12%

10.02%

201

5.68%

8.29%

217

4.98%

1.96%

103

2.91%

1.66%

110

2.52%

1.71%

0.54%

1.29%

0.46%

Insurance Carriers & Agents

3.18%

0.93%

2.58%

0.89%

Real Estate, Holding, Other Investment Offices

3.18%

1.30%

2.58%

1.10%

159

38.88%

1,662

46.99%

189

34.81%

1,906

43.74%

Hotels & Lodging

1.22%

1.07%

0.92%

0.87%

Automotive Services

2.69%

1.39%

2.21%

1.24%

Motion Pictures & Amusements

3.42%

1.47%

2.95%

1.38%

Health Services

4.40%

492

13.91%

3.50%

495

11.36%

Legal Services

Industry (All) Agriculture Construction

Finance, Insurance, Real Estate Summary (All) Banks, Savings & Lending Institutions Securities Brokers

Services Summary (All)

0.49%

0.59%

0.37%

0.48%

Education Institutions & Libraries

2.44%

416

11.76%

3.13%

547

12.55%

Other Services

24.21%

594

16.79%

117

21.55%

692

15.88%

Government

12.96%

275

7.77%

11.97%

357

8.19%

Unclassified

2.69%

0.31%

2.76%

0.07%

Source: U.S. Census Bureau; RDG Planning & Design; ESRI

RETAIL PERFORMANCE

·· Food and Drinking Establishments: ›› $7.9M in sales accounts for 10% of adjusted retail sales. There is a gap of $1.6M in this market sector. Several items must be considered regarding restaurants:

This section explores the spending patterns in Seward’s Primary and Secondary Markets. The analysis compares actual spending to the amount predicted based on the population. The purpose of this analysis is to identify the market sectors that attract spending into Seward (surplus sectors) and those market sectors where spending is not being captured (gap sectors). This section then seeks to interpret if it would be possible to support additional businesses by capturing lost spending.

»» The gap in the Primary Market may not be sufficient to support an additional restaurant in the downtown based on this population alone. It is recommended that any new restaurant be positioned to secure a strong market hold throughout the region.

The analysis is focused on evaluating opportunities for businesses that are appropriate for a downtown scale. For this reason, fuel stations, automobile dealers, and nonstore retailers are removed from the analysis.

»» It may be possible to position downtown Seward as a unique dining destination, however, this would require (1) committed restaurateurs; (2) a holistic investment strategy to recruit, incubate, and support destination quality restaurants, and (3) any chain restaurants should be encouraged or required to follow aesthetic guidelines to promote development that fits the character of the downtown district.

Primary Market Review Seward (the Primary Market) exceeds the total amount of spending that would be expected based on the size of the population by 1.1%. This demonstrates that Seward’s retail and service economy generally meets the demand generated by its population, however, this spending is achieved by strong performance in certain sectors and gaps in others. The following analysis explores Figure 2.13 on the following page.

·· Health and Personal Care Stores: ›› $3.1M in sales accounts for 3.9% of adjusted retail sales. There is a gap of $2.7M from the estimated amount of spending.

·· Total Adjusted Sales (Actual): $79.1M

Primary and Secondary Market (Total Market Area)

·· Total Adjusted Sales (Expected): $78.2M

The total market area is comprised of those geographic areas from which residents will look to Seward first for retail goods and services. The way to use this section is to view it with the findings of the primary market to see how the expanded market area changes the amount of leakage or surplus that occurs across market sectors.

›› A total surplus of approximately $875,000. Much of this surplus is generated by strong performance in General Merchandise Stores, including many of the sales recorded at Walmart. ·· General Merchandise Stores: ›› $47.0M in sales, accounts for 59.5% of all adjusted sales in Seward with a surplus of $29.8M in the Primary Market alone. These retailers draw a significant amount of spending into Seward and therefore plays a major role in the region.

·· Total Adjusted Sales (Actual): $88.8M (an additional $9.7M beyond the Primary Market alone) ·· Total Adjusted Sales (Expected): $118.8M (an additional $40.6M beyond the Primary Market alone) ›› The total market area exhibits leakage of $30M that is fairly balanced across virtually all market sectors.

·· Food and Beverage Stores: ›› $9.5M in sales accounts for 12% of adjusted retail sales. While this is the second largest market sector in Seward, there is a gap of $9.4M suggesting that spending in this market sector is leaking from Seward. Based on the estimated sales, the projection forecasts that this sector should account for 24% of total adjusted sales rather than the 12% today.

›› A total surplus of $875,000. Much of this surplus is generated by performance in General Merchandise Stores including many of the sales recorded at Walmart.

SEWARD DOWNTOWN REVITALIZATION

·· General Merchandise Stores:

·· Food and Drinking Establishments:

›› $48.0M in sales, accounts for 54.0% of all adjusted sales in the region and exhibiting a surplus of $21.9M in the total market alone. As described in the Primary Market review, these retailers attract a significant amount of spending. It is important to note that Seward (the Primary Market) accounts for 98.0% of all sales in this market and is therefore very successful in serving its total market area.

›› $8.7M in sales accounts for 9.9% of adjusted retail sales. Much like food and beverage stores, the gap widens with the addition of the secondary market, in this case to a total gap of $5.4M. Seward accounts for most sales in this region, all but $861,000 suggesting that the region may be under-served in this sector. ·· Health and Personal Care Stores: ›› $3.1M in sales accounts for approximately 3.5% of adjusted retail sales. There is a gap of $5.8M from the estimated amount of spending. Seward accounts for the clear majority of sector sales in this region, all but $37,000 suggesting that the region may be underserved in this sector.

·· Food and Beverage Stores: ›› $10.3M in sales accounts for 11.6% of adjusted retail sales. As indicated in the Primary Market review, there is a gap between actual and expected spending that is significantly wider than in the primary market; while the Primary Market indicated a gap of $9.4M the total market indicates a gap of $18.6M. Seward accounts for most sales in this region, all but $800,000 suggesting that the region may be underserved in this sector.

FIGURE 2.12: Market Composition by Market Sector

Electronics and Appliance Stores: 4.91% Building Materials, Garden Equipment and Supply Stores: 4.46%

Misc. Store Retailers: 8.26%

Electronics and Appliance Stores: 5.41% Food Services and Drinking Places: 9.90%

Remaining Five Sectors: 8.37% Food Services and Drinking Places: 10.20%

Remaining Five Sectors: 11.24%

Food and Beverage Stores: 12.05% Food and Beverage Stores: 11.63%

General Merchandise Stores: 59.51% General Merchandise Stores: 54.06% PRIMARY MARKET PRIMARY MARKET SECONDARY MARKET SECONDARY MARKET PRIMARY MARKET SECONDARY MARKET

Source: U.S. Census Bureau; RDG Planning & Design; ESRI *All percentages indicate the percent of Adjusted Retail Sales

FIGURE 2.13: Retail Expenditure Analysis

PRIMARY MARKET 2016 Actual Sales

Total Retail Trade and Food & Drink

2016 Expected Expenditures

SECONDARY MARKET ONLY Opportunity (Leakage/ Surplus)

2016 Actual Sales

2016 Expected Expenditures

Opportunity (Leakage/ Surplus)

$105,019,015

$109,233,570

($4,214,555)

$16,957,507

$57,695,146

($40,737,639)

Total Retail Trade

$97,087,631

$99,697,515

($2,609,884)

$16,096,450

$52,978,962

($36,882,512)

Total Food & Drink

$7,931,384

$9,536,055

($1,604,671)

$861,057

$4,716,183

($3,855,126)

$79,122,063

$78,246,717

$875,346

$9,717,837

$40,645,797

($30,927,960)

$16,498,559

$22,694,059

($6,195,500)

$6,624,337

$12,486,962

($5,862,625)

$579,256

$2,333,649

($1,754,393)

$11,586

$1,112,897

($1,101,311)

$4,277,200

$5,452,605

($1,175,405)

$85,544

$2,649,204

($2,563,660)

$3,527,734

$6,451,244

($2,923,510)

$605,445

$3,566,123

($2,960,678)

Bldg Material & Supplies Dealers

$1,583,275

$5,628,914

($4,045,639)

$31,666

$3,075,254

($3,043,588)

Lawn & Garden Equip & Supply Stores

$1,944,459

$822,330

$1,122,129

$573,779

$490,869

$82,910

Food & Beverage Stores

$9,533,506

$18,959,829

($9,426,323)

$801,924

$9,992,641

($9,190,717)

$9,464,770

$16,851,300

($7,386,530)

$674,271

$8,890,637

($8,216,366)

$68,736

$1,250,969

($1,182,233)

$127,652

$655,884

($528,232)

$857,560

($857,560)

$446,120

($446,120)

Health & Personal Care Stores

$3,119,738

$5,836,458

($2,716,720)

$37,139

$3,189,456

($3,152,317)

Gasoline Stations

$6,562,125

$6,894,084

($331,959)

$560,638

$3,782,394

($3,221,756)

$265,974

$3,185,949

($2,919,975)

$5,319

$1,545,051

($1,539,732)

$1,583,801

$3,388,106

($1,804,305)

$254,919

$1,716,696

($1,461,777)

$610,436

$3,009,677

($2,399,241)

$85,027

$1,525,323

($1,440,296)

$973,365

$378,429

$594,936

$169,892

$191,373

($21,481)

$47,081,911

$17,227,493

$29,854,418

$941,639

$8,831,783

($7,890,144)

$46,470,588

$14,551,881

$31,918,707

$929,412

$7,418,897

($6,489,485)

$611,323

$2,675,612

($2,064,289)

$12,227

$1,412,886

($1,400,659)

$1,221,559

$5,875,329

($4,653,770)

$6,113,265

$3,325,762

$2,787,503

Florists

$290,189

$173,760

$116,429

$4,122

$97,366

($93,244)

Office Supplies, Stationery & Gift Stores

$288,637

$1,102,888

($814,251)

$5,773

$553,237

($547,464)

Used Merchandise Stores

$378,306

$472,727

($94,421)

$7,566

$222,125

($214,559)

Other Miscellaneous Store Retailers

$264,427

$4,125,954

($3,861,527)

$6,095,804

$2,453,034

$3,642,770

$2,836,268

$1,398,710

$1,437,558

$54,695

$779,993

($725,298)

$7,931,384

$9,536,055

($1,604,671)

$861,057

$4,716,183

($3,855,126)

$266,733

($266,733)

$138,619

($138,619)

Limited-Service Eating Places

$819,545

$908,829

($89,284)

$328,092

$390,525

($62,433)

Special Food Services

$7,111,839

$8,360,493

($1,248,654)

$509,830

$4,187,039

($3,677,209)

Adj Retail Sales (Exc. of Auto, Gas, & NonStore) Industry Group Motor Vehicle & Parts Dealers Furniture & Home Furnishings Stores Electronics & Appliance Stores Bldg Materials, Garden Equip. & Supply Stores

Grocery Stores Specialty Food Stores Beer, Wine & Liquor Stores

Clothing & Clothing Accessories Stores Sporting Goods, Hobby, Book & Music Stores Sporting Goods/Hobby/Musical Instr Stores Book, Periodical & Music Stores General Merchandise Stores Department Stores Exc. Leased Depts. Other General Merchandise Stores Miscellaneous Store Retailers

Nonstore Retailers Food Services & Drinking Places Full-Service Restaurants

Drinking Places - Alcoholic Beverages Source: RDG Planning & Design; ESRI

SEWARD DOWNTOWN REVITALIZATION

TOTAL MARKET AREA 2016 Actual Sales

2016 Expected Expenditures

Opportunity (Leakage/ Surplus)

$121,976,522

$166,928,716

($44,952,194)

$113,184,081

$152,676,477

($39,492,396)

$8,792,441

$14,252,238

($5,459,797)

$88,839,900

$118,892,514

($30,052,614)

$23,122,896

$35,181,021

($12,058,125)

$590,842

$3,446,546

($2,855,704)

$4,362,744

$8,101,809

($3,739,065)

$4,133,179

$10,017,367

($5,884,188)

$1,614,941

$8,704,168

($7,089,227)

$2,518,238

$1,313,199

$1,205,039

$10,335,430

$28,952,470

($18,617,040)

$10,139,041

$25,741,937

($15,602,896)

$196,388

$1,906,853

($1,710,465)

$1,303,680

($1,303,680)

$3,156,877

$9,025,914

($5,869,037)

$7,122,763

$10,676,478

($3,553,715)

$271,293

$4,731,000

($4,459,707)

$1,838,720

$5,104,802

($3,266,082)

$695,463

$4,535,000

($3,839,537)

$1,143,257

$569,802

$573,455

$48,023,550

$26,059,276

$21,964,274

$47,400,000

$21,970,778

$25,429,222

$623,550

$4,088,498

($3,464,948)

$7,334,824

$9,201,091

($1,866,267)

$294,311

$271,126

$23,185

$294,410

$1,656,125

($1,361,715)

$385,872

$694,852

($308,980)

$6,360,231

$6,578,988

($218,757)

$2,890,963

$2,178,703

$712,260

$8,792,441

$14,252,238

($5,459,797)

$405,352

($405,352)

$1,147,637

$1,299,354

($151,717)

$7,621,669

$12,547,532

($4,925,863)

Translating Gaps to Opportunities Opportunities can exist in two forms from this type of gapanalysis: first, a business can fill a gap to capture dollars that are currently leaking from the market area; second, a business could reinforce an existing market stronghold within Seward to become a destination for a certain category or a series of complementary market sectors.

BUY LOCAL!

In areas where the combined total market exhibits an overall leakage, these areas may represent an opportunity for a new or existing business to fill the gap. In other words, a leakage means that a demand is not being met and thus, residents are forced to travel for a specific good or service. This section converts the gaps identified in Figure 2.14 to the number of square feet of floor area that the demand could support. The floor area space is then converted to determine whether the gap is sufficient to fill a storefront, an incubator space, or an alternative retail arrangement. Realistically it should not be assumed that any market can capture 100% of market demand and therefore, to ensure a realistic and sustainable projection it is assumes that: ·· Primary Market capture: 20% of spending

While a common phrase, “Buy Local” is not an empty feel-good sentiment but rather an economic principle that is fundamental to the viability of small towns across the nation.

·· Secondary Market capture: 5% of spending + 20% of spending in the Primary Market ·· Business Viability Threshold: $300 per square foot ·· Typical Storefront Size: 1,200 square feet

Money spent at a local business circulates for wages, supplies, and as disposable income within the local economy; compared to money spent at national chains or in other communities where little or no economic benefit is returned to the local community. Even a modest increase in local spending has an exponential impact on the overall economy so, please “buy local.”

SEWARD DOWNTOWN REVITALIZATION

FIGURE 2.14: Translating Gaps to Opportunity

INDUSTRY GROUP

TOTAL SQUARE FEET SUPPORTED

Furniture & Home Furnishings Stores Furniture Stores Home Furnishings Stores Electronics & Appliance Stores

NOTES ON POTENTIAL OPPORTUNITIES

1,537

Potential, Boutique Scale

1,078

Potential, Boutique Scale

459

Potential, Boutique Scale

1,638

Depends on type

Bldg Materials, Garden Equip. & Supply Stores

2,936

Potential, Depends on type

Food & Beverage Stores

9,348

Potential

7,663

Potential

Grocery Stores Specialty Food Stores

964

Boutique scale

Beer, Wine & Liquor Stores

720

Boutique scale

Health & Personal Care Stores

2,862

Potential, Boutique Scale

Clothing & Clothing Accessories Stores

2,460

Potential

Clothing Stores

1,753

Shoe Stores

325

Jewelry, Luggage & Leather Goods Stores

382

Sporting Goods, Hobby, Book & Music Stores

1,690

Potential, Boutique Scale

2,080

Sporting Goods/Hobby/Musical Instr Stores Miscellaneous Store Retailers

2,173

Office Supplies, Stationery & Gift Stores Other Miscellaneous Store Retailers Food Services & Drinking Places Full-Service Restaurants Limited-Service Eating Places Special Food Services

Potential, Depends on the type (a mix of small stores)

725

1,360

2,355

Depends on the type. Destination quality could position this is as a stronghold.

224

2,058

Source: U.S. Census Bureau; RDG Planning & Design; ESRI Note: Each business and market sector are unique. The purpose of this analysis is intended to provide a high-level overview of spending patterns. This should not be used in lieu of a business plan or additional research.

RETAIL SPENDING PATTERNS The retail spending index provides a glimpse into the spending habits of residents in both the primary market and the total market areas compared to the national average (an index value of 100). In addition to the national comparison, the average per capita spending is illustrated by market sector. The retail spending index illustrates consumer habits by considering what goods and services are convenient, the willingness to spend money in certain market sectors, and other contributing factors. Notable findings include: ·· Pets: Spending above the national average in both the primary and secondary markets (106 and 114 respectively); ·· Toys, Games, Crafts, and Hobbies: Spending at or above the national average in both the Primary and Secondary Markets (100 and 103 respectively); ·· Sport, Recreation, and Exercise Equipment: Spending near or above the national average in both the Primary and Secondary Markets (98 and 107 respectively); ·· Reading: Spending above the national average in both the Primary and Secondary Markets (104 and 106 respectively); ·· Food: Many respondents expressed interest in more restaurants in downtown Seward. In concert with the previous section, this retail spending index provides insight into the purchases of food at home (grocery), food away from home (restaurants), and food and drink on trips (travel and tourism). ›› Food at home: Spending near or above the national average in both the Primary and Secondary Markets (99 and 102 respectively) ›› Food away from home: Spending below the national average in both the Primary and Secondary Markets (93 and 94 respectively) ›› Food and drink on trips: Spending slightly below the national average in both the Primary and Secondary Markets (96 and 97 respectively)

SEWARD DOWNTOWN REVITALIZATION

FIGURE 2.15: Retail Spending Index

PRIMARY MARKET

TOTAL MARKET

Spending Potential Index

Average Amount Spent

Total

Spending Potential Index

Average Amount Spent

Total

$1,831

$4,845,058

$1,839

$7,214,667

Men's

$358

$947,482

$358

$1,405,856

Women's

$639

$1,691,497

$650

$2,553,125

Children's

$289

$765,595

$289

$1,133,844

Footwear

$390

$1,033,880

$394

$1,545,853

Watches & Jewelry

$95

$251,976

$92

$363,134

Apparel Products and Services (1)

$58

$154,626

$54

$212,854

$2,831

$7,490,870

$2,893

$11,346,372

Fees and Admissions

$473

$1,252,557

$443

$1,740,594

Pets

106

$568

$1,503,513

114

$611

$2,397,416

Toys/Games/Crafts/Hobbies (4)

100

$114

$303,531

103

$117

$461,660

Recreational Vehicles and Fees (5)

106

$114

$301,992

112

$120

$471,915

Sports/Recreation/Exercise Equipment (6)

$162

$430,754

107

$177

$697,569

Photo Equipment and Supplies (7)

$51

$135,674

$50

$198,712

Reading (8)

104

$135

$359,795

106

$138

$543,662

Catered Affairs (9)

$23

$62,646

$22

$88,477

$7,787

$20,606,445

$7,960

$31,222,075

Food at Home

$4,916

$13,008,169

102

$5,061

$19,852,332

Food Away from Home

$678

$1,796,383

$2,898

$11,369,744

Airline Fares

$392

$1,039,729

$381

$1,497,985

Lodging on Trips

$444

$1,176,704

$447

$1,753,408

Auto/Truck Rental on Trips

$20

$55,046

$20

$81,893

Food and Drink on Trips

$419

$1,109,423

$423

$1,661,991

Apparel and Services

Entertainment & Recreation

Food

Travel

Source: U.S. Census Bureau; RDG Planning & Design; ESRI

HOUSING

Housing Above Retail

A successful downtown is a place that people can visit and enjoy (tourist patrons), a place for people to work and earn a living (employee patrons), and a place where people can live (resident patrons).

ro n s

Re s i d

Pa t

ent

ee oy

t ro

Townhomes

Touri s t Pa t ro n s

A district must incorporate and balance these groups to realize its full potential. By incorporating residential units into the district, the downtown can become more of a neighborhood: ·· Eyes on the street (security)

Single Family Attached

·· Additional vitality and life added to the district throughout the morning, day, and evening ·· Additional consumers embedded in the district ·· Additional stable revenue streams for owners While there are several dwelling units in and around the downtown district today, there are still potential to add additional units on the upper floors of downtown buildings and at the periphery of the district. The following analysis provides a foundation of market and housing characteristics to guide residential housing production. It is important to note that the analysis is derived from the U.S. Census Bureau and the American Community Survey for all of Seward.

Single Family Detached

·· Approximately 65% of all units in the city of Seward are owner-occupied. This suggests that downtown housing could be a mix of owner-occupied units such as townhomes or condominiums in addition to apartments offered for rent. ·· A healthy vacancy rate of approximately 6%. This allows new residents to access the housing market and for current residents to move-up, move laterally, or to down-size within Seward’s housing market as illustrated on Figure 2.16.

SEWARD DOWNTOWN REVITALIZATION

·· A median home value of $135,600 and a median contract rent of $504 per month. The median home value is competitive with many of the peer communities and is likely to continue to rise due to strong activity in the housing market. Likewise, the median contract rents are consistent with peer communities and, if additional high-quality units were constructed near the downtown, it is expected that they would command rents well above the median. Figure 2.17

$75,000 per year appear to be under-served by the housing market. With the addition of high-quality units in this market, above $150,000 for ownership options and above $1,000 per month for rental options, the downtown may be able to absorb a share of Seward’s housing demand. Figure 2.17. ·· To meet the estimated annual growth rate of 1%, the community will need to produce approximately 40 new housing units per year. To reinforce the central role of the downtown district, a share of new development should be promoted in and surrounding the downtown district and with new development connected with the core of the city.

·· Many of the rental options appear to focus on households earning between $25,000 and $49,999 per year with rental options comprising nearly 69% of all units for this range. The households earning more than

FIGURE 2.16: Occupancy and Tenure

TYPICAL

% OF OCCUPIED UNITS

2000

% OF OCCUPIED UNITS

2010

CHANGE 2000-2010

% OF OCCUPIED UNITS

2015

CHANGE 2000-2015

Total Units

2,415

2,796

+381

2,748

+333

Occupied Units

2,281

2,521

+240

2,573

+292

Owner-Occupied

1,497

65.6%

1,736

68.9%

+239

1,673

65.0%

+176

Renter-Occupied

784

34.4%

785

31.1%

900

35.0%

+116

+141

175

Total Vacant

134

275

Vacancy rate

5.5%

9.8%

+41

6.4%

Source: U.S. Census Bureau

FIGURE 2.17: Housing Affordability Analysis # Households in Each Range

Affordable Range for Owner Units

# of Owner Units

Affordable Range for Renter Units

# of Renter Units

Total Affordable Units

Balance (+/-)

$0-24,999

544

$0-49,999

$0-399

126

197

-347

$25-49,999

512

$50,000-99,999

305

$400-799

671

976

464

$50-74,999

633

$100,000-149,999

611

$800-1,249

664

$75-99,999

413

$150,000-199,999

387

$1,250-1,499

396

-17

$100-149,999

306

$200,000$299.999

225

$1,500-1,999

235

-71

$150,000+

165

$300,000+

$2,000+

104

-61

Income Range

Source: U.S. Census Bureau; RDG Planning & Design

CHAPTER CONCLUSIONS Seward is projected to continue growing. Its economy and housing market are growing. With its role as a bedroom community, as an employment center, and as a destination district for tourists, shoppers and prospective residents, Seward is positioned for growth. While this is overwhelmingly positive, this growth must be executed with forethought to emphasize the character and amenities that make Seward a great place to live, visit, and do business.

REINFORCE THE IMAGE AND QUALITY OF SEWARD AND ITS DOWNTOWN With urban development plans, it is important to recognize exactly what the plan is trying to accomplish. Any visitor would be quick to note that downtown Seward is in excellent condition and has a very positive image. This plan seeks to preserve the character pieces that make downtown Seward (and more generally, Seward) a great place to live and visit, without compromising its authenticity. The below statements illustrate the vision that this plan seeks to achieve.

DOWNTOWN SEWARD IS/WILL BE...

A safe, small-town, and thriving community (fabric and character)

A place to visit and enjoy (tourism and impressions)

SEWARD DOWNTOWN REVITALIZATION

A downtown that is easy to find, easy to use, easy to linger (a destination district)

Near the big city but with an independent character and spirit (a unique bedroom community)

A vibrant heritage district (a historic and compelling experience)

CHAPTER THREE DOWNTOWN TODAY

Downtown is both a symbolic and functional space. It provides the emblem and the lasting image for the community while also operating as a living commercial district. These roles are mutually beneficially and the strength of one serves to benefit the other. This chapter is a detailed examination of the downtown district, the way it is used, and the way it is viewed. From this, the action plan is built.

COMMUNITY STRUCTURE

DEFINING DOWNTOWN

One of the first downtowns in Nebraska to be listed on the National Register of Historic Places, Seward’s downtown has remained a relevant and active center throughout its history. When Seward was founded, the decision to arrange the community around a central square marked the downtown as both the functional and ceremonial center of the emerging community.

When asked to define the extent of Seward’s downtown, most would begin with the areas surrounding the courthouse square before expanding the boundaries to include several of the side streets and civic attractions. For the purpose of this plan, the study area is illustrated on Figure 3.1. The following chapter will examine the downtown through the following perspectives:

The configuration and the commitment to the district has allowed it to weather many of the national fads that devastated downtowns throughout the nation. With the formal designation on the National Register of Historic Places, Seward declared that “downtown is the center our community, both past and present” and has held to the declaration. Trends and fads will continue to challenge Seward and it is important that this sentiment and longview remain. A strong heritage district is a timeless and resilient asset that reflects the overall health of the community.

·· Impressions and Arrival ·· Event Use ·· Building Condition ·· Building Occupancy and Use ·· Parking Supply and Demand ·· Transportation

Much of Seward’s quality, in previous decades and today, is held in its size and character – it is a place where children can walk or ride their bikes to school or parks, where residents are never far from anywhere, and where people are able to connect with the spirit of the community. In the face of steady growth, much of which is occurring to the north, it is important that growth not jeopardize the character of the community.

SEWARD DOWNTOWN REVITALIZATION

Downtown Study Area

Gateway

Roberts Street

Bradford Street

Jackson Street

Seward Street

Gateway

Corridors of Strategic Importance

Main Street

South Street 4th Street

5th Street

6th Street

7th Street

8th Street

Gateway

400

3rd Street

Gateway

200

Esri, HERE, DeLorme, MapmyIndia, Â© OpenStreetMap contributors, and the GIS user community, Source: Esri, DigitalGlobe, GeoEye, Ea

Figure 3.1: Downtown Study Area and Primary Elements

·· Pedestrian Friendliness. Due to the high traffic volumes on Highway 34 and Highway 15, it can be uncomfortable for visitors to cross or walk beside the highways and this breaks the integrity to the business district into three separate pieces.

IMPRESSIONS For anyone visiting downtown Seward, it is obvious that the community cares about its downtown district. The buildings generally appear to be in excellent condition, generally true to their original architecture, and the business community is strong with nearly all storefronts occupied. The Seward County Courthouse and its ceremonial square is the focal point of the downtown which brings an air of civic importance to the district.

›› Recommended Action. Shorter crossing distances and wider sidewalks (along Highway 34) to enable visitors to use the downtown as a place where they are comfortable parking their vehicle once and walking to all of their destinations.

This strong impression is vitally important because Seward hosts approximately 40,000 visitors for the annual Independence Day Festivities. This exposure is an opportunity to bring visitors back more often. The impression is created from equal parts human factors (businesses, friendliness, event programming, etc.) and physical factors (how the community feels, looks, and functions).

·· Façade Condition and Vacancy. While many of the buildings are in good condition with ground floor occupancy, there are several storefronts in poor condition, some of which are vacant and some of which are occupied. ›› Recommended Action. The storefronts, especially those with window and awning issues, are easily noticed by newcomers and quickly find their way into the overall impression. Both issues serve to break the continuity of the district by suggesting that there is nothing more to see beyond the vacant storefront. Focus on addressing facade issues.

While the impression is overall positive, there are several areas that can be improved through simple interventions. ·· Gateway Impressions. Approaching on Highway 34 (both east and west), visitors do not have a clear sense of arrival to the downtown until the courthouse suddenly emerges into view.

›› Recommended Action. Focus on filling the remaining vacant storefronts with businesses that will complement the district as a whole.

›› Recommendation Action. The installation of gateway features and aesthetic improvements would emphasize the importance of the downtown and help solidify that the district is the destination.

SEWARD DOWNTOWN REVITALIZATION

GATEWAYS AND ARRIVAL There are four primary entry-points to the downtown identified in this plan; these are the places where visitors should begin to feel they have entered downtown. From the first glimpse of the “downtown”, a visitor begins to form their impression and it is therefore imperative that these gateways provide an intentional welcome to downtown Seward. The entry-points are illustrated on Figure 3.1 on Page 41.

CORRIDORS OF STRATEGIC IMPORTANCE: HIGHWAY 15 AND HIGHWAY 34 CORRIDORS The corridors contribute to the impression that many residents, visitors, and passersbys have of Seward and, therefore, the Highway corridors are of strategic importance and mark the transition into the downtown. Development along this corridor should abide by the following guidelines:

Example: Appropriate Urban Scale Signage

·· Buildings and adjacent private developments on major corridors should contribute to the quality of the street environment and should enhance the experience of the motorized or non-motorized traveler along the corridor. A strongly defined building edge is especially important along wider streets such as Highway 34 and 15. ·· A clear connection should be provided between public sidewalks and pathways and the entrances to buildings and adjacent major development. ·· Buildings should be at least as apparent as signs and parking lots to travelers along major corridors. ·· The visual impact of parking lots directly visible and adjacent to the street should be reduced, although the route from the street to parking areas should be extremely clear.

Example: Appropriate Building Edge Along a Corridor

·· The edges of the property should be landscaped with turf, trees, and native grasses that may be punctuated by ornamental stones and elements, however, rock and gravel should not be considered an acceptable landscape material. The extent of these strategic corridors is illustrated on Figure 3.1. It may be appropriate to develop specific development guidelines to be adopted into the Seward Unified Land Development Ordinance.

Example: Appropriate Building Orientation

HIGHWAY 34 AND 3RD STREET Arriving from the east on Highway 34, there is no evident suggestion that a visitor is approaching the downtown district. The only hint that a more urban environment is approaching is the former school which frames the south side of the street while the north side of the street is dominated by several homes that are set back from the street with some visible signs of deferred maintenance. ·· Recommended Actions. The installation of a gateway feature, possibly in conjunction with a redevelopment project, would welcome visitors to the district at this location.

Gateway Location. Highway 34 and 3rd Street

HIGHWAY 34 AND 8TH STREET From the west on Highway 34, the only evident sign that a visitor is approaching an area of civic importance is the Seward County Justice Center located on the south side of the street. The gateway is proposed at Highway 34 and 8th Street and with the installation of a gateway feature that may occur in conjunction with new development and a greenspace. ·· Recommended Actions. The installation of a gateway features would welcome visitors to the district at this location.

HIGHWAY 15 AND SOUTH STREET

Gateway Location. Highway 34 and 8th Street

From the south on Highway 15, the approach toward downtown is most obvious beginning with the stretch beginning at Ash Street and with a gateway finally announced at South Street. This entry is denoted by the Seward Memorial Library on the east and the Jones National Bank & Trust Co. greenspace on the west. While this is the most evident of all gateways, it could be improved through several simple interventions. ·· Recommended Actions for Highway 15 between Ash and South Street. »» Landscaping to replace the rock beside the roadway. Appropriate replacements would include turf, native grasses, and/or shrubs below three feet in height are appropriate.

Gateway Location. Highway 15 and South Street

»» Replace the chain-link fence atop the retaining wall with a black guard-rail. »» Incorporate a gateway feature or art installation into the pedestrian zone at the southeast corner of the Jones National Bank & Trust Co. property.

Gateway Location. Highway 15 and Roberts Street

SEWARD DOWNTOWN REVITALIZATION

HIGHWAY 15 AND ROBERTS STREET From the north on Highway 15, the approach toward downtown transitions from residential to commercial beginning around Lincoln Street culminating to a logical entry-point at Roberts Street. The guidelines established in the Corridors of Strategic Importance discussion should be applied here to ensure an appropriate transition from the residential neighborhoods into the downtown. 路路 Recommended Actions. Enhance the north gateway by supporting improvements to existing development along the corridor and by imposing development standards on new developments. 路路 Recommendation Actions. New buildings should be oriented to Highway 15 with entrances or outdoor patios where appropriate, parking areas should be separated from the street by landscaping, with monument signage in favor of signs mounted atop tall poles. These features will reinforce the human scale of the district by slowing traffic and making the area more comfortable for pedestrians.

Example of Street Yard Landscaping with Rock (Present Condition)

Example of Street Yard Landscaping: Recommended (Turf)

EVENTS

EVENTS AND ATTRACTIONS

·· Independence Day Celebration. The largest event in Seward and likely the largest event of similarly sized communities in Nebraska, the Independence Day Celebrations require tremendous organization to handle single-day crowds of approximately 40,000. During the festivities, attendees park on the streets in addition to schools and churches where shuttles then bring them downtown for the activities. During the celebration, many of the business owners are open with sidewalk displays.

Seward is a popular destination for an assortment of events and festivities, most notably the Independence Day Celebration. These events and activities serve as a gateway for many visitors that, if they have a pleasant experience, will return back more often. Further, the way these attractions interact with one another and the community often brings to light opportunities to improve the overall benefit between the community and the attraction/event.

ATTRACTIONS ·· Concordia University. With enrollment of approximately 2,700 students, Concordia University brings nearly 1,200 students to Seward each year. Concordia hosts an annual event to introduce incoming students with the businesses and organizations operating in downtown Seward; in previous years, the event was held in the downtown district but has moved to the campus more recently.

·· Farmers Market. Held weekly throughout the summer, the farmers market is located on the northside of the courthouse square. ·· Seward Community Band Concerts. Held weekly throughout the summer, the community band plays their concerts at the Seward Band Shell.

›› Recommended Actions. The annual orientation event should be returned to downtown to highlight the downtown and its businesses to new students. ›› Recommended Actions. The University should continue to support the arts with performances on campus but also in the downtown. In addition, it should continue to promote downtown businesses and events with its staff and students. ·· Nebraska National Guard Museum. Located at the western terminus of Jackson Street, the Nebraska National Guard Museum opened in 2016. The museum and grounds are free to the public and the largest single-day attendance record is over 8,000. ›› Recommended Actions. The role of this new museum is emerging and should be considered a vital part of the downtown with strong pedestrian connections to/from the downtown. ›› Recommended Actions. The Jackson Street Corridor from Highway 15/6th Street should prominantly feature the Nebraska National Guard Museum and draw visitors to the museum. A uniform and general plan should be developed for these two blocks. ·· Civic Center. A hub of activity, the Seward Civic Center regularly hosts multiple community meetings each day. In addition to assorted community meetings, the Civic Center is also home to the Seward County Chamber & Development Partnership (SCCDP) and a de facto visitor center. ›› Recommended Actions. The Civic Center should remain a place where residents can go to learn about community and downtown events and activities. Fourth of July Festivities, 2017

SEWARD DOWNTOWN REVITALIZATION

BUILDING CONDITION

There are many attractions and events that are held in Seward. Each brings a unique audience to their events and this is an opportunity to expose more patrons to the downtown district. In a community the size of Seward, each event and attraction must play a role in promoting the community, the downtown, and other attractions to meet its potential benefit. This means that each facility should host marketing materials for other attractions or that employees be trained to actively promote other amenities in the community.

As a communal resource, it is in the public interest that buildings in the downtown remain in good condition and they should be viewed as infrastructure. The district continues to operate effectively because it is a collective of shops that complement each other in a way that allows the downtown to function as a destination district instead of stand-alone ventures. As described in the Impression Section, most of the buildings are in good condition but several have known or suspected structural issues that may jeopardize the future life of the building.

It can be difficult and labor intensive to market local events like a farmer’s market or a band concert, but it may be appropriate for multiple events to be held on the same day or night and to market these events together; this will increase the exposure and attendance for both events.

Building Condition Priorities ·· The I.H. Feary Building. After suffering a catastrophic fire in 2016, the fate of this building located on the east side of the square is unknown. ›› The building should be saved if at all practical. If not practical, the façade should be saved and a building or courtyard greenspace should be developed behind the facade. ›› If the building cannot be saved, a building should be constructed in its place with architecture that respects the context of the district including a distinct façade from the adjacent buildings. ›› It would be appropriate if one of the adjacent owners would like to develop offices or apartments on the second floor of the building but, to respect the character of the downtown district, the building should maintain a unique storefront to house one or more retail businesses. ›› In a 2015/2016 community survey, respondents expressed a strong desire for a small grocery store or bakery in the downtown district. This building may be a candidate for one of these uses.

I.H. Feary Building: catastrophic fire in 2017

·· J.F. Goehner Building (DBA Gold Star Martial Arts). Located on Seward and 7th, the building has several visible condition issues that suggest larger issues. On the west wall of the building, the stucco is failing and is pulling away from the original brick façade. The upper floor windows are blocked with insulation suggesting potential weather issues. This building should be stabilized to ensure it can remain structurally viable.

J.F. Goehner Building: Potential structural issue along west wall

·· Stable and Watertight. The greatest enemies of any building are water and weather; a building interior that is exposed to the elements (most notably water) will deteriorate quickly to a point where it may be costprohibitive to rehabilitate. Buildings that are maintained in structurally stable and watertight condition, even if vacant, can typically last for decades. ›› Recommended Actions. Ensure that all heritage buildings are maintained in a structurally sound condition and a state of good repair. ·· Safe for Occupants and Pedestrians. A municipal responsibility is to provide for the health, safety, and welfare of its residents and, as such, the buildings in the downtown should be maintained in a condition that is safe for occupants and pedestrians alike.

Sign of vacancy conveyed by deteriorated awning

›› Recommended Actions. To ensure the safety of the district, visual inspections should be completed on a regular basis to assess potential hazards and incentive programs should be available to ensure the building envelope is sound. ·· Aesthetic Factors. The outward appearance of the community sends a strong message to visitors about the morale and self-confidence of its people and collective spirit; attention to aesthetic features is directly realized as economic development through tourism, through employee and business recruitment, and when residents decide to reinvest in their homes and community. ›› Signage. Professional signage that is appropriate for the pedestrian scale of the downtown will help lift the appearance of the district. ›› Awnings. Awnings are a relatively inexpensive opportunity to dramatically change the appearance of a building to reflect the brand of a new business. However, awnings have a limited lifespan, will age quickly in the elements, and if allowed to deteriorate, will quickly make the storefront and the district appear unkept.

Good example of a sidewalk presence and visual merchandising

›› Facades and Storefronts. The outward appearance of a business is inherently tied to whether a patron will enter through the doors of the business. Further, in a destination district like Seward, the appearance of one or two unkept buildings may deter a visitor from shopping or returning as a shopper. ›› Recommended Actions. Reinvestment and attention should be paid to: window displays and visual merchandising; façade condition; upper story window condition; and overall cleanliness of the storefront including the store windows. Good example of a pedestrian scaled business signage. Norfolk, NE

SEWARD DOWNTOWN REVITALIZATION

UNDERSTANDING PEDESTRIAN MOVEMENT

·· An engaging environment and how it changes the perception of distance. A visitor walking through an area that is engaging to their senses - with elements such as appealing window displays, elegant architecture, aromas from the storefronts, and other shoppers - will be comfortable walking a farther distance than in a less engaging environment. If that same visitor must walk past vacant storefronts or an expanse of offices, they are more likely to return to their vehicle and leave the district.

The occupancy of downtown buildings dictates the nature of traffic flow throughout the downtown district. A concentration of retail shops, such as the north side of the square, invites pedestrians to stroll and windowshop, to explore what else they might find. This is the type of pattern that downtown should seek to replicate. First, it is important to understand the nature of pedestrian movements, barriers to movement, and the drivers of pedestrian movement.

·· Streets as barriers. Both conscious or sub-conscious, even a moderately busy street will act as a pedestrian barrier unless they see a reason to visit the other side of the street and have a comfortable means of getting there. Pedestrian scale signage, sidewalk displays, and outdoor dining are effective ways to show that activity extends into the next block.

·· Park once. Patrons become pedestrians once they park their vehicle or, better yet choose to make a trip on foot or by using a bicycle. It is important that patrons are able to park within a reasonable distance of their destination, as a customer, this should be no more than one or two blocks. ·· A comfortable walking environment. It is desirable to make the walk from the parking lot to their initial destination an interesting and low-stress experience. If it is necessary for a patron to cross a road, the distance they need to cross should be short and guided by a marked crosswalk.

BUILDING OCCUPANCY AND USE

an opportunity to draw visitors further into the block if there were shops and businesses to visit.

Main Floor Occupancy

3. The east side of the square includes a large office building (Cattle National Bank & Trust Co.), a vacant storefront (once an antique store severely damaged by fire), and a building containing several serviceoriented businesses. The greatest challenge is the limited number of uses that invite residents to visit this block of downtown; today, 60% of the frontage is filled by Cattle National Bank & Trust Co. & Trust Co. (an office visited only by bank patrons and employees) and, if the Feary Building (another 16%) is demolished or converted to office use, only the remaining 24% could be inviting to general patrons.

·· Figure 3.2 (on page 51) illustrates ground floor occupancy in the downtown district. Several patterns emerge from examining geographic distribution: 1. The north side of the square includes a mix of retail, restaurants, and entertainment uses near one another and convenient parking. Considered the strongest block in downtown, this can be attributed to the high percentage of occupancy (100% ground floor); the complementary nature of businesses and building uses (mostly retail and entertainment); the comfort and experience that patrons have when frequenting the businesses in this block.

»» It is therefore imperative that the future of this building contains one or more retail or service businesses to allow retail activity to occur on all blocks surrounding the square.

»» A measure of business diversity is the percentage of the total block that each business occupies (a healthy and engaging block will have more distinct uses). As an average, each business occupies 27% of the total lineal street frontage in the north block 2. The west side of the square includes occupancy that is predominately offices, not for profits, low visitor retail, and several ground floor vacancies. In contrast to the north block, the west block contains fewer destinations that bring patrons to the block, fewer complementary uses that encourage patrons to linger beyond their initial destination, and several storefronts that are not intended to engage the senses (offices, vacancies, and not-for-profit organizations). A further challenge is Highway 15 disconnects this block from the courthouse square. . »» The Café on the Square is an institution and has recently installed outdoor seating during the summer months. This street activity and the destination quality of the restaurant create

West Square

North Square

East Square

SEWARD DOWNTOWN REVITALIZATION

# of parking spaces indicated as

Figure 3.2: Main Floor Occupancy and On-Street Parking Counts

4. The block south of the square includes a mix of office and service uses including the Post Office and City Hall in addition to the Rivoli T heater and Movie Place. While the Rivoli Theater is a destination, its location in the middle of the block and separation from the remainder of downtown by Highway 34 isolates it. Movie-goers must also locate limited parking, many likely park their vehicle along the blocks of the square. 5. The block southwest of the square is comprised entirely of Jones National Bank & Trust Co.. Many of these visitors arrive in cars solely for bank business. As described in the gateway section, the southeastern portion of the site contains an opportunity for public art or a gateway feature to welcome travelers to downtown Seward. South Square

6. The block southeast of the square seems to be emerging and is in a state of transition. »» Situated along Highway 34 is the Seward Youth Center, a gymnasium, and offices. Due to the traffic volume and the narrow sidewalks along this section of Highway 34, all but the gymnasium have their entrances on either 4th or 5th Streets. »» Attention to the facades (the gymnasium) and landscaping to screen the activity center play area from traffic will improve the function of these businesses and the gateway into downtown Seward. »» Extending south on 5th Street, this block is seeing a significant amount of reinvestment. The Seward Memorial Library (opened circa 2003) and Bottle Rocket Brewery, anchor the extension of the downtown square to the south. These uses attract people to the downtown for entertainment and activities. In addition to these projects, there is also a building under renovation but its proposed use is unknown at this time.

Southwest Square

»» Potential relocations. With the construction of the new middle school on the north side of town, the related facilities including the School District Offices and the Seward Youth Center may relocate. If this occurs, special priority should be placed on the reuse of these buildings and sites with complementary ventures.

Southeast Square

SEWARD DOWNTOWN REVITALIZATION

7. The blocks northeast of the square include a variety of service, office, retail, entertainment, and light industrial uses. »» The buildings situated on the north side of Seward Street and along 5th Street, toward the Band Shell and the proposed wellness center, should be treated as an extension of the north block of the square. Through signage, comfortable street crossings, outdoor dining and merchandise displays, patrons should be encouraged to flow comfortably between the blocks for business and pleasure. »» The Sparetime Lounge & Grill hosts one of the only outdoor dining patios in the district. If this outdoor space were improved with pavement, shade, and landscaping, it would provide an opportunity for downtown patrons to linger for longer in the district and would also help position the Sparetime Lounge & Grill as principal dining and entertainment venue. »» The Farmers Cooperative is a major employer and therefore plays a key role in the downtown district, especially along 4th Street. If an alternative location for the cooperative can be found, the land may present an opportunity for the district. Regardless, it is recommended that the city coordinate to reposition the gravel parking lot at the southeast corner of 4th and Jackson as public parking.

Northeast Square

8. The blocks northwest of the square host a restaurant, several retail, service and office uses in addition to a major vacancy (the former Dollar General). While these blocks have good occupancy, Highway 15 serves as a psychological barrier that divides the district. »» Through signage, comfortable street crossings, outdoor dining and merchandise displays, patrons should be encouraged to flow between the blocks.

Northwest Square

MAIN FLOOR OCCUPANCY CONCLUSIONS Most storefronts throughout downtown Seward are occupied with reliable tenants. With only 8-10 notable vacancies in the study area, the district appears lively with shoppers, employees, and general activity. The following considerations will improve the way businesses complement one another: ·· Concentrate retail and service businesses. By concentrating these common destinations, patrons will extend their visit to include trips to other businesses and other attractions. By concentrating shops together, it helps make the pedestrian experience more engaging and allows the businesses to complement one another to the maximum degree possible. ·· Consider the efficiency of storefront occupancy. The occupancy of downtown buildings should follow the approach employed by shopping malls, the placement of each business is intentional to complement the center as a whole. Applied to a downtown, this approach suggests that:

Cluster of retail & restaurant around the square - these businesses rely on foot traffic from complementary businesses

›› Retail and restaurants occupy the locations with the highest visibility (main floors at the center of the business district) because they require the most visibility while offering the greatest complement to other businesses; ›› Service businesses should be located at the periphery or on the upper floors because their patrons will seek them out specifically for the visit; patrons should be encouraged to visit other businesses in the district; ›› Offices to be located on the upper floors, at the periphery, or distributed throughout the district evenly to avoid creating long spans of quiet storefronts. This is because their customers are often drawn to the district specifically for their visit and leave immediately following their appointment. Employees play much the same role as downtown residents shopping for convenience and frequent restaurants with more regularity than most.

Office and service at the periphery and upper stories - these businesses complement the downtown but are not reliant on foot traffic

·· Bring marketing beyond the storefront. Often businesses promote themselves with only a sign on their storefront or awning, however, these methods are not sufficient. Increasingly, businesses are bringing the activity of their store beyond their walls and onto the sidewalk; in the case of retail and restaurants, this means sidewalk displays, outdoor dining, or roll-up windows. As discussed earlier in this section, potential patrons must be encouraged to stop their car or to continue walking to a business and the best way to accomplish this is through activity outside the shop walls. Example of expanding the business beyond the storefront through sidewalk displays and outdoor dining

SEWARD DOWNTOWN REVITALIZATION

SECOND FLOOR OCCUPANCY

There are approximately 45 buildings that are well-situated for an upper-story use. While it is not reasonable to expect that all spaces will develop as office or residential in the short term, it is important to highlight these opportunities to add additional life and economy to the district.

Most upper floors exist in an unaltered and vacant state and this is not unusual for a community this size; there are physical traces that some of these spaces were once occupied as housing units, as offices, or as warehousing. However, today few upper stories are occupied for a commercial or residential purpose. While there are several challenges to second floor occupancy, such as fire prevention and access, the upper floors represent an opportunity to increase the overall vitality and economic stability of the downtown district.

If all of the spaces developed, the downtown could support approximately 108 new housing units.

A glimpse of upstairs downtown...

Photo of an upper floor interior

PARKING SUPPLY AND DEMAND

Parking Analysis Findings ·· There are a total of 971 parking spaces in the downtown study area including 760 on-street spaces and 411 offstreet spaces (public and private). Based on current occupancy and the standard demand model, there is demand for 887 parking spaces.

Often a parking problem is a combination of perception and reality and this appears to be the case for downtown Seward. Downtown has little vacancy, many employees working in the district, and much of the parking is provided along the city streets. To evaluate the issue of parking supply and demand, a general analysis was completed.

·· While there is a surplus of 84 parking spaces above estimated demand, several factors must be considered when evaluating the extent of parking issues, whether it warrants action, and the type of intervention necessary.

·· Parking Supply Calculations ›› Counts from June 2017 High Resolution Aerial Photography

›› It is not reasonable to expect that a visitor would park in one corner of the study area to access a business or amenity in the opposite corner. For this reason, the analysis was conducted on a block-by-block basis to allow patrons and employees to flow within the block and between adjacent blocks.

›› Off-street counts reflect current parking configurations (public and private), not necessarily the most efficient configuration. ·· Parking Demand ›› Calculated based on the square footage of each land use in the downtown district.

›› The analysis includes both public parking (on- and off-street) and privately-owned parking areas. As an aggregate, this balances out to absorb employee, owner, and customer parking.

›› The analysis demonstrates current conditions including vacant buildings. As the plan recommends that these spaces be filled, it includes a scenario in which ground floor is decreased by half.

›› The most significant parking shortages exist surrounding the square due to the concentration of businesses. Many of these business owners recognize this shortage and therefore instruct their employees to park on the side streets. Often within close proximity to blocks with a shortage of parking are blocks with a surplus of parking.

›› The analysis also examines the impact on parking if all upper stories were occupied as residential or by office spaces (1.5 spaces per 1,000 square feet). ·· Acceptable walking distance. In a community the size of Seward, it is expected that a customer is generally willing to walk 200 feet for services and an employee is willing to walk 300 feet to their place of employment. For reference, a block in downtown Seward is approximately 250 lineal feet.

›› The supply and demand will change as businesses open and close. For example, the Seward County Justice Center will reduce parking demand on the square. ·· Downtown Seward is approaching a point where additional parking may be required. However, parking is sufficient today and requires limited interventions.

FIGURE 3.3: Parking Demand Model

Land Use Restaurant

4.5

Service

3.0

Office

2.2

Retail

2.0

Light Industrial

1.5

Public, Semi Public

2.0

Residential – Urban

Residential – Single Family

›› Awareness. Many patrons and employees are not aware of what is city property and what is private parking. All parking located in the public right of way is available for public use.

PARKING DEMAND PER 1,000 SF

›› Allocation. Parking in front of businesses should be reserved for customers. Residents and employees should be able to park slightly farther away. It is appropriate to allocate parking as an economic development tool to support upper-story housing development. ›› Efficiency and Reconfigurations. By reconfiguring private and public parking areas, a significant increase in overall yield can be expected. It is also appropriate to reposition vacant lots, such as the Farmer's Cooperative's gravel lot, into a public parking area.

1.5

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Parking Supply Analysis 3rd Street Third Street

4th Street Fourth Street

Shortfall Block (Parking Demand Exceeds Supply)

Roberts Civic Center

5th Street Fifth Street

Surplus Block (Parking Supply Exceeds Demand)

6th Street

Eigth Street

Seventh Street

Neutral Block (Parking Supply Equals Demand

Dairy Queen

Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

59 19 78 27 51

Street Supply Off‐Street Supply* Total Supply Demand Surplus/Gap

24 42 66 40 26

Residential/Vacant Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

5 12 17 9 8

Bradford City Garage Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

14 10 24 28 ‐4

Fast Mart Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

66 47 113 30 83

Propose Wellness Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

47 77 124 11 113

Residential/Misc Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

7 10 17 62 ‐45

Herpolsheimers Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

46 19 65 65 0

Northwest Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

49 24 73 92 ‐19

North Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

53 12 65 113 ‐48

Bandshell / NE Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

51 5 56 73 ‐17

Co‐Op Parking Street Supply Off‐Street Supply* Total Supply Demand Surplus/Gap

78 53 131 32 99

Dale's Steakhouse Street Supply Off‐Street Supply* Total Supply Demand Surplus/Gap

19 38 57 32 25

West Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

35 17 52 106 ‐54

Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

41 0 41 49 ‐8

East Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

31 34 65 102 ‐37

Jones Insurance Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

33 26 59 49 10

Public Parking Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

10 84 94 35 59

Jones State Bank Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

28 46 74 37 37

South Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

44 26 70 74 ‐4

Southeast Square Street Supply Off‐Street Supply Total Supply Demand Surplus/Gap

20 40 60 64 ‐4

Jackson

Seward

Main

South

Figure 3.4: Parking Supply and Demand Analysis

*Greater efficiency could be achieved by reconfiguring parking supply.

FIGURE 3.6: Parking Analysis (Future Ground Floor Occupancy Decrease by 50% District Wide)

FIGURE 3.5: Parking Analysis (Current Trend)

Parking Analysis Parking Analysis

Parking Count

Parking Count Total Parking Supply

Total On-Street Parking Supply

760

Total Off-Street Parking Supply

411

Total Parking Supply

971

Total Parking Demand

887

Surplus/Gap

+84

971

Total Parking Demand

1,146

Surplus/Gap

-175

Parking Analysis (Additional Demand Created By Upper Floor Use)

50% Percent of Upper Floors (54 units). Additional Parking

›› General Notes and Interventions »» Parking enforcement – even on a complaint basis driven by business owners – would help correct parking behaviors. Some communities have even distributed “friendly parking tickets” to vehicles parked illegally to share the location of appropriate parking and the amount of revenue that is lost to each business when a space is occupied by a non-patron. »» There are two public parking lots that are open to residents and employees located in the downtown. »» 5th and South Street. Located across from the library and immediately south of Bottle Rocket Brewing Company, this lot is well-used at certain times of the day. However, it is not clear if this parking lot is for general parking use, exclusively for library, or Bottle Rocket patrons. The signage should be simplified to read "Public Parking."

traffic on Highway 34.

TRANSPORTATION Vehicular The downtown district is bisected by two major transportation routes, Highway 34 (Main Street) from east to west and Highway 15 (6th Street) from north to south. The highways bring approximately 15,000 through the downtown district each day (Nebraska Department of Transportation, 2013 Counts); with this traffic comes valuable exposure to the businesses and the overall quality of the district.

»» 7th and South Street. Located between Jones National Bank & Trust Co. and the Seward County Justice Center on South Street, this public parking lot was developed using tax increment financing. Unlike the 5th/South parking lot which receives use due to its adjacent land uses, the 7th/South parking lot is under-used for much of the day. This can be attributed to several factors:

The Nebraska Department of Transportation has a project planned for the Highway 15 corridor. Slated for construction in 2021/2022, the project would resurface the roadway through downtown and widen the segments north of downtown. Additionally, the department may consider reducing the number of lanes on Highway 34 from fivelanes to three including a center turn lane; this project is not planned at this time.

»» Awareness and visibility. The parking lot is located down 7th Street with its view obstructed from Main Street by an autorepair shop. »» Perceived distance from the square. The distance between this parking lot and the downtown feels significant due to the condition of public environment. A pedestrian would walk along 7th Street, cross four-lanes of Highway 34, past a vacant building (former Dale’s Steakhouse), Seward Lumber, and the Herpolsheimers car lot. Alternatively, a pedestrian could cross Highway 34 and turn east to walk along the narrow sidewalk that runs between the blank wall of Seward Lumber, the Masonic Lodge and

·· It is recommended that the width of these transportation routes be reduced to allow for wider sidewalks and shorter crossing distance for pedestrians, places for landscaping, and slower vehicular speeds through the downtown. Pedestrian The pedestrian environment is comfortable and welcoming throughout much of the district. Many of the sidewalks throughout the core of the downtown are 10’ wide and decreasing to 5’ wide toward the neighborhoods; a 10’ sidewalk is sufficient for outdoor dining, sidewalk merchandising, and the installation of street furniture such as bicycle racks, benches, and trash receptacles. However, the sidewalk width is uncomfortable along Highway 34 through the core of the business district where the 5 feet

SEWARD DOWNTOWN REVITALIZATION

sidewalk places the pedestrian directly between traffic and a brick wall. Seward Street is a logical and direct connection from the trail system along the east side of town into the downtown district. This connection could be reinforced by signage at the trail and along Seward Street to signify the direction, distance, and time it would take to walk into the downtown. ·· Recommended Action. Highway 34 be reduced from a four-lane section to a three-lane section to allow for a larger sidewalk and pedestrian zone. ·· Recommended Action. The city could complete a sidewalk inventory to assess and ensure that sidewalks extend between the downtown and the neighborhood on all streets. Ample sidewalks on three sides of the Square

·· Recommended Action. A sign at the junction of the trail and Seward Street to direct pedestrians and bicyclists into the downtown. ·· Recommended Action. The city should work with the Nebraska Department of Transportation to refine the plan for Highway 15 for implementation in 2021/2022. Bicycle Many of the streets in Seward are appropriate and comfortable for people to ride bicycles. From the popularity of the trail, it is clear that many residents are interested in riding bicycles for recreation and enjoyment, but often these bicyclists are hesitant to ride for transportation. By incorporating an extension of the trail using Seward Street, bicyclists can be invited to extend their leisurely ride into downtown, to the aquatic park, and, upon its completion, to the west half of the recreational trail.

Space for outdoor dining and merchandising

·· Recommended Action. Install a "sharrow lane" on Seward Street to delineate a direct and intentional route between the trail and the downtown. If this pathway were extended through downtown to Moffitt Park, it would form a strategic bicycle and pedestrian connection and position downtown at the center of the system. ·· Recommended Action. Similar to the recommendation in the pedestrian section, signage installed at key locations to direct users toward the downtown including the junction of the trail and Seward Street, and arround the Concordia Campus. The signage should include not only the direction to downtown but also the distance, and the time it would take.

Example of a "sharrow" lane. Brookings, SD

CHAPTER CONCLUSIONS Seward is a community that is well-respected by visitors and loved by residents. The downtown embodies the quality and character of Seward as a whole. In general, the downtown conveys the care that residents have for their community and also the distinct identity that separates Seward from other cities in the region. Positive Features ·· Historic Buildings. Many of the buildings retain their historic appearance and appear to be structurally sound. ·· Low Vacancy Rate. The many businesses contribute to the vitality of the downtown district. ·· Strong Civic Features. The Library, City Hall and offices, the Courthouse, the Courthouse Lawn, and the Seward Band Shell, send the strong message that the downtown remains the civic soul of the community. ·· Visual Merchandising and Street Activity. Many businesses invest in the way their business appears from the street by designing attractive window displays, creating sidewalk displays and spaces for outdoor dining. ·· Generous Pedestrian Spaces. The blocks surrounding the Courthouse Square and north of Highway 34 have generous sidewalks that allow for pedestrians, storefronts, and activities to interact gracefully. These pedestrian zones allow for outdoor dining, sidewalk merchandise displays, and for window shopping.

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Opportunity Features

the neighborhoods surrounding downtown. By increasing bicycle and pedestrian access with the neighborhoods, patrons may linger for longer in the downtown and would reduce the overall demand for vehicle parking in the district.

·· Improve building façades. While the majority of buildings are in excellent condition, there is an opportunity to improve the appearance and structural integrity of building facades. Special attention should be paid to masonry, storefront and upper story windows, awnings, and signage.

·· Use gateways to reinforce first impression. The installation of gateway features would improve the first impression for those visiting Seward and serve to welcome people back to Seward.

·· Occupy vacant storefronts. While there are few vacant storefronts remaining in downtown Seward, these spaces represent a major opportunity for bringing additional businesses that will complement the overall function of the downtown district.

·· Reinforce pedestrian spaces and street crossings. While much of downtown Seward is comfortable for pedestrians, the sidewalks along Highway 34 are narrow and daunting for visitors, and the highway crossings (both Highway 15 and 34) could be improved. The potential reduction in the width of Highway 34 presents the opportunity to reclaim part of the right of way as a pedestrian space.

·· Occupy upper stories. While limitations exist to opening the upper stories of downtown buildings for occupancy, the addition of residents and office/service tenants on the upper floors represents an opportunity to bring more life to the district, to add more longterm revenue to building owners and businesses, and to create downtown as a district where people can live, work, and play.

·· Evaluate and position events for greatest benefit. Seward hosts many events and community gatherings, which are well attended. Through coordination between the event coordinators and the business owners, it may be possible to increase the attendance and awareness of each event while also promoting the business community.

·· Increase connections to the community. Use Seward Street to connect the recreation trail, Concordia University, the aquatic center, with the downtown district. Provide a connected system of sidewalks radiating from the downtown through

CHAPTER FOUR DEVELOPMENT PLAN

The first chapters establish the foundation of this plan â&#x20AC;&#x201C; the market realities and the way the district functions today. From there, the development plan is a synthesis of this foundation with the ideas, motivations, and aspirations identified through public engagement and observations. Together, the development plan draws a cohesive pathway forward to activate both the private and public markets to action for the good of the district and the community.

ISSUE AND OPPORTUNITY FRAMEWORK

“[Public investment] has to be something that will generate

ORGANIZATION AND COORDINATION (BUSINESS IMPROVEMENT DISTRICT)

a wide-spread and sustained

One of the greatest challenges facing any downtown district is the coordination needed to maximize the mutual benefit that the businesses, amenities, and character of the district receive from one another. A downtown is comprised of thousands of moving pieces that are continually evolving; from the operation of each business, the coordination of events and parking, to the need to represent the interests of the district to city government, there are many elements that fall outside the purview of any individual business. It is in these shared areas that most of the efficiency/benefit is lost.

reaction by the private market.” - Alexander Garvin

PHILOSOPHY The philosophy behind this development plan is best articulated in two quotations.

In a business improvement district (BID), the property owners join together as a cooperative business district with a shared interest. A business improvement district is created when property owners agree to self-tax and use proceeds for the mutual benefit of the district. The proceeds of the tax are often leveraged to gain access to additional funds that can be used to undertake revitalization projects. These districts are often formed to target critical issues such as:

Alexander Garvin, the noted planner, educator, and urban thinker, described the use of public investment as “something that will generate a wide-spread and sustained reaction by the private market.” Public and private sectors must work together for the benefit of the entire community – private investment responds to public initiatives that create an expectation of expanded business activity and improved property value.

·· Parking Supply and Management

Geoffrey West, acclaimed theoretical physicist and one of the leading scientists working on a scientific model of cities described “the purpose of urban planning as finding a way to minimize our distress while maximizing our interactions.” In the case of a downtown, this suggests that efforts should be taken to maximize the opportunities for residents, visitors, and patrons to interact with businesses and public amenities in an environment that is comfortable and stressfree.

·· Public Space Beautification and Maintenance ·· Events and Business Assistance

ORGANIZATION Issue and Opportunity Framework. The primary issues and opportunities facing the district along with strategies to overcome hurdles and embrace opportunities. Functional Framework. An assessment of how the district operates with strategies to improve the function of the district.

“The purpose of urban planning

Development Plan. A synthesis of the above frameworks in a cohesive plan for the physical improvement of the downtown district.

distress while maximizing our

is finding a way to minimize our interactions.” - Geoffrey West

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Project: To create a business improvement district (BID) comprised of property owners in the downtown district Benefit / Impact: ·· Implementation. Empowered by the city and their solidarity, the BID exists to strengthen the downtown district for the mutual benefit of all property owners. ·· Advocacy. The formal structure of owner representatives can advocate on behalf of the downtown. ·· Ability to Leverage Financial Resources. Financial participation in a BID allows the district to gain credibility, not-forprofit status, and access to additional financial resources. ·· Increased Organizational Capacity. The act of formalizing increases the commitment of each participant and the overall capacity of the group.

Resources: ·· Time and Energy (Moderate)

Partners: ·· Property Owners

·· Financial (Low)

·· City of Seward

·· Schedule: 6-9 months to form

HIGHWAY CORRIDORS AND A PEDESTRIAN DISTRICT Downtown functions best when it can provide a pedestrian friendly environment where patrons can navigate on foot without discomfort, stress, or inconvenience. This aspiration allows for businesses to operate as a seamless and complementary network of shopping, services, employment, and recreational amenities. The highway corridors – due to the volume of traffic, but also the width of these roadways – act as physical and psychological barriers that break this continuity. •

Highway Priorities ›› Shorten pedestrian crossing distances and reinforce pedestrian crossings ›› Reduce vehicle speeds through the downtown district ›› Reclaim pedestrian space where possible

Character of Highway 15

Character of Highway 34

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Project: Highway 15 Roadway Project. Scheduled for 2021/22 Construction. Scope:

It is recommended the City of Seward communicate the desired character of the roadway north of the downtown as illustrated below. The street section preserves a generous tree lawn, six foot sidewalks, and a 42 foot distance from curb to curb. Signed pedestrian crossings should be incorporated at critical locations. The project is not expected to change the character of the roadway through the core of the downtown district and will include only resurfacing at this location.

Resurfacing through the downtown core (no change in curb locations or lane configurations planned) and expansion north of the downtown district from two-lanes to threelanes (including a center turn lane) beginning north of Jackson Street. Likelihood:

This project is scheduled for design and construction beginning in 2021/22 and, barring anything unforeseen, will occur approximately as scheduled.

Highway 15: Desired Character

Benefit / Impact: ·· Improved roadway and preserved tree lawn. ·· Opportunity to communicate the desired character of the roadway with the Nebraska Department of Transportation and incorporate these changes into the final construction plans.

Resources:

Partners: ·· City of Seward

·· Time and Energy (Moderate)

·· Business Improvement District / Property Owners

·· Financial (Low Cost to City)

·· Nebraska Department of Transportation

·· Schedule: Ongoing comment. Construction scheduled for 2021/22

Project: Highway 34 Lane Diet. Not Scheduled.

·· Reduce the number of lanes from five-lanes (including an alternating turn lane) to a three-lane (including a center turn lane).

It is recommended that the City of Seward and the Nebraska Department of Transportation coordinate to reduce the number of lanes on Highway 34 through the downtown district. This project would calm vehicle traffic through the pedestrian district, increase safety, increase the amount of sidewalk space for pedestrians and businesses, and improve the overall impression of downtown Seward. The potential character of the roadway is illustrated below and would expand the sidewalks, feature three-lanes of traffic (a shared turn lane), and parallel parking on both sides of the street.

·· Reduce the curb-to-curb distance from approximately 70 feet to approximately 51 feet. This would increase the amount of on-street parking and expand the pedestrian sidewalks and retail zones from five feet to approximately 10 feet. This space can incorporate sidewalks, landscaping, and other streetscape elements. Likelihood:

This project is not currently scheduled but is consistent with the current desires of the Nebraska Department of Transportation. The likelihood of this project depends on the level of interest from the City of Seward, the ability to muster financial resources to implement the improvement, and the ability to schedule the project for implementation.

Scope:

·· The scope of this project must be determined. It is recommended that, at a minimum, the lane reduction occur between 3rd Street and 8th Street, but could extend throughout Seward. Highway 34: Desired Character

Benefit / Impact: ·· Shorten pedestrian crossing distances ·· Improve the comfort of crossing Highway 34 as a pedestrian ·· Reduce vehicle speeds and safety through the downtown district ·· Reclaim pedestrian and commercial sidewalk space ·· Increase the amount of parking

Partners:

Resources:

·· City of Seward

·· Time and Energy (Moderate)

·· Business Improvement District / Property Owners

·· Financial (Moderate to High)

·· Nebraska Department of Transportation

·· Schedule: To be determined

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BUILDING CONDITION AND APPEARANCE

Aesthetic issues may indicate larger or potential issues, but are predominately visual in their nature. The most common issues include: deteriorated awnings; deteriorated or outdated business signage; and other features that detract from the appearance of the downtown district.

The heritage buildings in the downtown are a vital piece of community infrastructure that contribute directly to the image of the community, the viability of the business district, and the way the downtown will function in the future. As such, it is essential that the buildings be maintained in a state of good repair to promote a long useful life. Due to the cost of renovating historic buildings, it is sometimes necessary to provide financial support to generate reinvestment.

Life Safety and Loss Prevention Recently, Seward experienced the catastrophic impact of a fire in its downtown district, which fortunately did not take any lives; however, the fire could have caused much greater damage to the district. This event must not be forgotten and should confirm a steadfast commitment to providing life-safety improvements to prevent future losses. These safe guards generally include: fire separation; fire suppression requirements; ingress/egress requirements; and land use requirements.

The following condition and appearance issues should be considered priorities: Structurally Sound and Weather-Tight The correction of structural issues is essential to preserving the long-term integrity of the district. Often related to the common walls, the foundations, and the facades, it is necessary to complete a district-wide evaluation to first assess, then address any major structural issues that may jeopardize the future of the downtown buildings.

A Pragmatic and Long-Range Perspective

Building, fire, and zoning codes must be tailored to the specific opportunities and challenges facing a downtown district. While it is important to institute all practical lifesafety improvements, a pragmatic perspective must be employed to achieve the intent of the requirements while also respecting the context of each building.

The failure to maintain buildings in a weather-tight state is a precursor to structural issues and other issues that cause rapid-deterioration. These issues are often related to leaking roofs, inadequate drainage from the roof or at the foundation that allows water to infiltrate the building or the foundation, and windows. Aesthetic Many aesthetic issues overlap with structural and weathertight conditions because, for example, a broken or failed window will look bad but also expose the building to the elements causing rapid deterioration; those issues fall into the above category and should be treated with a high priority.

Project: Façade Improvement Incentive Program The improvement of building facades serves multiple purposes: improving the appearance and longevity of the heritage buildings; promoting reinvestment in the structural envelope and increasing the viability of upper story occupancy; improving the ability to recruit new businesses; and increasing the likelihood that patrons will stay longer and return more often. While many of the downtown buildings in Seward are in excellent condition, there is a significant opportunity to bring reinvestment to the remaining buildings. A program should be implemented in accordance with design guidelines to ensure that projects are appropriate to the context of the district, including the historic character of the district. Downtown Seward has the honor of being recognized on the National Register of Historic Places as a Historic District and, due to this listing, owners (current and future) can access State and Federal Historic Tax Credits for appropriate renovations. The façade improvement program should follow these same standards to ensure that this character and funding mechanism is not lost for future generations. Scope:

If the city chooses to develop a façade improvement program, it will need to develop a program for how funds are used. Program Structure Considerations:

·· Grant, low interest loan, or a zero interest loan ·· Financial Package: ›› City; LB 840; state and philanthropic funds; property owner investment ›› Percent of grant or loan and the maximum incentive available ›› Percent of investment required of property owner ·· Intent of the Program: ›› Should the program target a few major rehabilitations or many minor improvements? ·· Activities for Consideration: storefront windows and doors; transom windows; upper story windows; awnings; signage; tuckpointing; restoration of other integral historic elements; etc. Criteria / Priority Elements for Consideration:

·· Potential Priority / Bonus Criteria (Yes/No Criteria): Location on the Square; location on a block immediately off the Square; priority or blighted building ·· Other Criteria may include: The amount of private investment leveraged; the anticipated visual impact; the value of the project; whether the project is a historic rehabilitation and whether it will lead to occupancy. 70

SEWARD DOWNTOWN REVITALIZATION

Benefit / Impact: ·· Improving appearance of downtown buildings ·· Reinvesting in the structural envelope of the buildings ·· Facilitating historic rehabilitation projects ·· Improving the longevity of downtown buildings ·· Increasing ability to recruit new businesses ·· Increasing viability of upper story occupancy

Partners: Resources:

·· City of Seward

·· Creation of Downtown Design Guidelines Recommended

·· LB 840 Board ·· Property Owners ·· Business Improvement District

·· Financial: Participating Property Owners (Moderate)

·· Nebraska Department of Economic Development

·· Financial: City and Partners (Moderate)

·· Community Redevelopment Authority

Project: Public Art and Mural The addition of public art make the commercial district more welcoming while also sharing the character of the district and the community. As the location and intent of murals and public art are designed for public consumption, these installations should be professionally conceived and implemented to ensure that the quality of the installation meets the expectations of the community. When evaluating the appropriateness of public art or a mural, the location, theme, and complexity of the endeavor must be considered. To illustrate the appropriateness of a mural, an example is provided to illustrate how the former Auditorium (now T’s Gym) could look with a mural. Note the following details: ·· the location is highly visible at a gateway to the district; ·· the character of the use does not necessarily require new windows along Highway 34 at this time; ·· the pattern is simple with only solid colors (no gradients); and ·· the theme speaks to the character of Seward and its historic role as an agricultural center.

Benefit / Impact: ·· Improvement of the appearance of the gateway corridors ·· Reinforce the character and charm of the district ·· An opportunity for residents to help improve the appearance of their community

Resources:

Partners:

·· City of Seward

·· Guidelines to restrict the type and location of installations are recommended. Historic façade renovations should be granted priority over the creation of a mural.

·· Volunteer Labor

·· Financial (Low to Moderate)

·· Property Owner ·· Business Improvement District

·· Schedule (Regular maintenance and replacement)

SEWARD DOWNTOWN REVITALIZATION

Case Study: South Omaha Mural Project The South Omaha Mural Project is a public-private partnership to convey the rich cultural heritage and traditions of the area through a series of compelling murals. Each mural location is strategically identified, agreements are made with the building owner, the art piece is developed and the linework is transferred to the wall. Once the linework is transferred, volunteers work under the direction of a professional to bring the mural to life using a large scale â&#x20AC;&#x2DC;paintby-numbersâ&#x20AC;&#x2122; approach. The citizen involvement generated by a mural projects helps solidify the commitment of volunteers to the district by allowing them to leave their mark in the revitalization effort.

Project: Upper Story Housing Originally, all of downtown was occupied and productive in pursuit of the American Dream. The upper floors would provide housing for the shopkeeper and their family, for a professional office, or to warehouse merchandise. Through the years with market fluctuations, the use of these upper floors fell mostly from fashion and many of these spaces today exist as museums to their former use. By restoring productive use to these spaces – most commonly as housing or, in some cases, professional office – it is possible to bring additional life and economic viability back to downtown. While costly and challenging to bring these spaces up to current life-safety standards, the vision for downtown Seward in 2040 should include upper stories that are alive with residential homes. To achieve this longterm vision, action must be made to remove barriers to upper story reuse and willing property owners must be found. Upper story housing brings additional life into the district, additional disposable income and stable revenue streams for building owners, while providing much needed housing and the full use of existing infrastructure.

Benefit / Impact: ·· Additional life in the district ·· Additional disposable income ·· Additional stable revenue streams for building owners ·· Provide additional housing opportunities

Partners: Resources:

·· Business Improvement District ·· City of Seward

·· Financial (Moderate to High)

·· Property Owners

·· Schedule (On-Going Commitment)

·· Granting Agencies and Philanthropic Community

SEWARD DOWNTOWN REVITALIZATION

Case Study: Downtown Housing Initiatives, Ottumwa, Iowa Beginning in 2010, Main Street Ottumwa and its many partners recognized that upper story housing must be a principle piece of the downtown revitalization effort. Much like Seward there were many barriers to the widespread conversion of the upper stories for housing development – code compliance, development costs, and the untested nature of the market - but the importance was deemed sufficient to justify action and investment. Over the next seven years, the community targeted incentive programs with a general mission to support full occupancy of its downtown buildings: by reinvigorating a downtown incentive program to offset commercial loans to zero; by targeting façade funds to ensure the building fronts have attractive and operable windows; and by eventually securing grants to assist with the development of upper story units. The financial wherewithal to drive these initiatives was cobbled together from ingenuity and thrift alone. In concert with the financial efforts toward fulloccupancy, a series of creative programs were implemented to change the way the public viewed the buildings in the downtown. One such effort was a tour known as “Upstairs Downtown” which invited people to tour the upper stories of Downtown Ottumwa in various states and condition – from completely unfinished and frozen in time all the way to newly renovated and occupied apartments – and, each year, exposed participants to the charm of its historic buildings, the district, and the realization that they can live in the downtown.

Project: Structurally Sound and Weather-Tight

Project: Life Safety Incentive Program

Investments should be made to ensure that properties are structurally sound and weather-tight. Most often this will involve the building envelope including the building façade, common walls, alley wall, the roof, and all exterior windows and doors. The purpose of this activity is to identify areas where the building envelope may be deficient and to resolve these issues.

Much in the same way as the Structurally Sound and weather-tight initiatives are focused on reducing deferred maintenance, life safety improvements focus on preventing the likelihood and loss from fire and building collapse. In addition to loss prevention, a program that supports lifesafety improvements also increases the ability of owners to use the upper stories for a productive purpose – either residential or commercial.

·· Evaluate building envelope condition, identify deficiencies, and request a work-plan to address issues.

Scope:

If the city chooses to develop a life safety incentive program, it will need to develop a program for how funds are used. It is recommended that the City of Plattsmouth be consulted for their guidance in developing a program.

·· Consider an incentive program to support reinvestment in downtown buildings, including structural and weather-tight improvements and investments made to support occupancy.

Benefit / Impact:

Benefit / Impact: ·· Extend the longevity of downtown buildings

·· Extend the longevity of downtown buildings

·· Reduce the future cost of rehabilitation

·· Loss prevention efforts to reduce the likelihood of fire and building collapse

·· Improve the appearance and overall stability of downtown buildings

·· Improve the viability of upper story occupancy

Partners:

·· Business Improvement District

·· City of Seward

·· City of Seward ·· Property Owners ·· Granting Agencies and Philanthropic Community

Resources: ·· Evaluation and Enforcement: (Financial Low)

Resources:

·· Evaluation and Incentive: (Financial Moderate)

·· Evaluation and Enforcement: (Financial Low) ·· Evaluation and Incentive: (Financial Moderate)

SEWARD DOWNTOWN REVITALIZATION

Case study: Plattsmouth, Nebraska In 2015, the City of Plattsmouth applied for DTR grant funding to help provide life-safety improvements to their downtown buildings. The need for these improvements became a sudden priority after a tragic New Yearâ&#x20AC;&#x2122;s Day fire resulted in the loss of two buildings (approximately 65 feet of downtown frontage). While the fire did not take any lives, it did leave the realization that life and heritage are fragile and that the city must be proactive in protecting what matters most to them. From this realization, the city applied and was awarded grant funds to support the installation of life safety improvements to downtown buildings including: projects to meet fire and electrical codes; to resolve access issues; and to provide dedicated waterlines and fire suppression as required. The purpose of this program is to protect the heritage buildings in the district and to overcome barriers to upper story occupancy.

BUSINESS SIGNAGE Business signage serves the function of both wayfinding and marketing – it is expected that signs convey the character of a business while also drawing attention to its existence. There are several critical issues pertaining to business signage: ·· Scale and Intended Audience ›› The signage industry has followed a bigger-is-better mentality through the automobile era which was necessary to attract the eye of a prospective patron as they passed through an environment saturated with competing signs (each taller and larger than the next) at high speeds. As business districts come to terms with their role and intended audience, the need for large signs designed exclusively for drivers continues to wither. Business owners are beginning to balance the need for their sign to be appropriate for drivers and pedestrians with the need to convey the quality of the business. ›› The district should be the destination. Auto-oriented signage should direct drivers to the downtown district and to available public parking. ›› The businesses should be the destination once a visitor sets foot outside of their vehicle and becomes a pedestrian. Pedestrian-oriented signage should direct visitors to specific businesses and the signage on the fronts of businesses should welcome visitors into the shop or business. ·· Current and State of Good Repair ›› Prospective patrons rely on signage to first, find a business and then, to establish their first impression. Outdated signs confuse visitors to the district and deteriorated signs detract from the impressions that shoppers and visitors have of the district.

SEWARD DOWNTOWN REVITALIZATION

Project: Signage Improvement Program

Scope:

Signage can contribute to the overall character of the district or detract from it. Many communities govern the type and scale of signage with design guidelines and several even promote businesses to update their signage with financial incentives. Often administered within a larger façade improvement program, a signage incentive seeks to assist businesses to install, upgrade, or refresh their business signage. Participating projects should follow the guidelines established in this section. Awnings should be eligible expenses under the signage and/or the façade improvement program.

If the city chooses to develop a signage improvement program, it will need to develop a program for how funds are used. Consider consulting the Norfolk, Nebraska signage program for guidance.

Benefit / Impact: ·· Assist businesses with the high-cost of opening and operating a business ·· Improve the visual appearance and image of businesses in the downtown

Partners: Resources:

·· Business Improvement District ·· City of Seward

·· Financial: (Low)

·· Property Owners

·· Incorporate into Facade Improvement Program. Develop design guidelines to govern the program.

·· Granting Agencies and Philanthropic Community

Building Vacancy and Redevelopment/Reuse Opportunities

·· Responsible Partners: ›› City of Seward

Seward has few vacant storefronts, only one priority redevelopment parcel on the square, and several potential redevelopment opportunities at the periphery of the district. While these vacant spaces contribute little to the district today, they should be treated as opportunities to improve the overall function of the downtown.

›› Seward County Chamber & Development Partnership ›› Property and Business Owners ›› Business Improvement District

TELL THE STORY OF SEWARD The complete history of downtown certainly contains many compelling themes and stories that are worth sharing. From the arrival of the railroad and the first buildings erected in Seward’s downtown, these stories often remain unshared and unknown to residents and visitors. When a story isn’t shared, the importance of a place is left quiet with only architecture to tell the story. It is important for Seward to connect with its history and share its story.

Strategic Actions ·· Recruit complementary businesses to fill vacant spaces ›› Downtown operates as a complementary system of businesses. The collection and character of the businesses in a district inherently influences customer/pedestrian behavior. By complementary clustering businesses together, it is possible to maximize the benefit of each and the district as a whole.

·· Strategic Actions: ›› Install a heritage pathway to share the story of Seward through a series of engaging storyboards and along a pathway through downtown with high quality signage, seating where practical, and environmental graphics to delineate the progression of the route. The various stops should pay homage to their location, heritage, and stories of places throughout the district.

·· Promote office uses and service businesses to locate on the side-streets or on the upper stories of buildings. ›› Professional offices and service businesses generate fewer trips to the district than retail and their patrons are generally less inclined to frequent additional businesses before or after their visit. While these bring people to the district, including employees and customers/clients, their role in the district can be played from the side-streets or from the upper stories of downtown buildings, rather than from around the square.

›› Assemble a toolkit of the many financial incentives available to property and business owners located within the Historic District to promote reinvestment in the downtown. ›› Responsible Partners:

·· Apply guidelines for development and redevelopment in the central business district

»» City of Seward »» Seward County Chamber & Development Partnership

›› The physical environment of downtown matters. The historic buildings, their character, and the public spaces that comprise downtown all contribute to the feel and quality of the district. As such, all changes should be carefully evaluated through a longrange perspective to ensure proposed changes are appropriate long term.

»» Property and Business Owners »» Business Improvement District »» Genealogical and Historical Societies

›› This consideration should be formalized into guidelines and regulations pertaining to property on the square, on the side-streets, and at the periphery where the district transitions into neighborhoods. These guidelines should promote: masonry building materials; significant transparency along the street frontage; parking situated behind the building when practical; and building heights that respect the character of the area.

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FUNCTIONAL FRAMEWORK DOWNTOWN RESIDENTIAL Downtown housing is a way to contribute to the commercial viability and resilience of businesses in the downtown, to address a vital housing need for young professionals and active seniors, and to promote the long term structural integrity of the district. This chapter previously examined the development of an upper story housing incentive from a physical and economic perspective, this section describes policy and organizational opportunities to support this worthy initiative. Strategic Actions ·· Create an Upper Story Housing Toolkit. The toolkit should assist property owners seeking to develop upper story housing units by articulating the general expectations of the city while providing owners support and resources to help them evaluate and design their project. The toolkit will establish common ground between the city and the developer and eliminate communication barriers to downtown housing development. ·· Establish a Parking Allocation Strategy for Downtown Residents. The strategy should establish a policy for dedicating public parking spaces for downtown residents. As the addition of upper story units assists the overall viability of the district, it is appropriate to allocate parking for downtown residents in relative proximity to the unit. ·· Explore Financial Incentives to Support Upper Story Housing Development. In addition to existing funding mechanisms that can support upper story housing development, such as historic tax credits and the state Value Improvement Program, the city and partners should evaluate the creation of a local incentive program. ·· Responsible Parties: ›› City of Seward ›› Business Improvement District ›› Property and Business Owners

PARKING Project: District Parking Strategy The parking analysis compared the amount of public parking provided with the amount of parking that is required based on the current land use in the downtown district. While the analysis revealed that shortages exist in certain blocks of downtown, it revealed that the issues are not significant to justify major investment to create additional surface parking. ·· Awareness. Actions are needed to promote the awareness of parking resources including off-street public parking lots and on-street spaces located at the periphery of the district. Wayfinding and public parking signage can raise awareness for the public parking resources that are available today. ·· Allocation. Many businesses ask their employees to park on the side streets. An allocation strategy would formalize this approach by granting permits to employees and residents. An allocation policy can be implemented by designating employee and resident parking permits and empowering the business community to self-enforce the plan. ·· Efficiency. Many of the public and private parking areas are configured in an inefficient manner that could be improved to offer a significantly higher yield. Additional efficiency can be obtained by extending parking configurations across property lines for mutual benefit.

Benefit / Impact: ·· Increase awareness of public parking locations ·· Provide clarity and reinforce where certain users should be parking (residents, employees, and customers) ·· Improve the supply of parking in the district and the use of public parking areas

Partners: Resources:

·· Business Improvement District ·· City of Seward and Police Department

·· Financial: (Low - Moderate)

·· Business Owners and Employees

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The organization of this section follows:

DEVELOPMENT PLAN The development plan seeks to articulate a systematic vision for addressing the issues facing the district through a series of physical improvements. While the plan is ambitious and long-term, it can be obtained through a series of individual projects that complement the overall vision. The individual projects should be arranged (sequence) and implemented (timing) to maximize the momentum behind the revitalization efforts. Coupled with the policy recommendations, the recommendations of this plan will strengthen downtown Seward.

·· Intent Statements ·· Connections | Experience ·· Pedestrian and Retail Space ·· Gathering Spaces ·· Gateway and Infill Priorities ·· Vehicle Parking and Neighborhood Connections

Roberts Street

Bradford Street

Jackson Street

Seward Street

South Street Figure 4.1: Development Concept 83

3rd Street

4th Street

5th Street

6th Street

7th Street

8th Street

Main Street

INTENT STATEMENTS

·· Pedestrian Pathways ›› Radiating from the Courthouse Square, the pedestrian pathways are the routes through which pedestrians are intended to travel. These pathways should include pedestrian amenities such as:

Downtown Seward is/will be… ·· A unified and mutually beneficial system of businesses and amenities ·· Proud and compelling in the way it shares its heritage and character with visitors

»» wide sidewalks,

·· A welcoming and comfortable place to visit, enjoy, and linger

»» short pedestrian crossing of roads (bump outs),

»» landscaping, »» slow vehicle traffic, and

The development plan, in concert with the policy recommendations, outlines a strategic plan to achieve each of these intent statements. The below sections will provide a business case for each concept, the recommendations, and an implementation strategy.

»» businesses focused primarily on retail, restaurants, and other complementary uses.

CONNECTIONS | PATRON EXPERIENCE All actions should reinforce the function of the downtown as a system – best visited on foot, comprised of complementary businesses, amenities worth visiting, and comfortable to shop, dine, and linger. These connections can be reinforced by policy, organization, and physical improvements that make it easier and more desirable for patrons to navigate throughout the district. The connections are best illustrated as a diagram to show the way amenities, businesses, and destinations interact in the context of the downtown district. Key Concepts: ·· Automobile Flow ›› East-West on Highway 34 ›› North-South on Highway 15 ·· Multi-Modal Pathway ›› The Seward Street Trail. Seward Street should be positioned as the primary pedestrian and bicycle east-west pathway through Seward. It should connect the recreational trail, Concordia University, through downtown, to Moffitt Park and the proposed trail extension around the westside of the city. This route should be reinforced with signage, lane marking, and thematic elements. ›› North to South Connection. A north-south pathway should be established to connect the northern neighborhood to the downtown district. This route should be reinforced with signage, lane marking, and thematic elements.

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Roberts Street

Bradford Street

Jackson Street

Seward Street

South Street

Multi-Modal Corridor (Seward Street) Pedestrian Pathways Vehicular Pathways Amenity Nodes

Figure 4.2: Downtown Flow Diagram 85

3rd Street

4th Street

5th Street

6th Street

7th Street

8th Street

Main Street

PEDESTRIAN AND RETAIL SPACE

After:

As the function of the district relies on the ability of businesses to complement one another, it is essential that the environment be welcoming and comfortable for pedestrians. The sidewalks offer a space where patrons can interact with the businesses - through merchandise displays, outdoor dining, and visual storefront merchandising - at a leisurely pace. The willingness of patrons to walk and roam throughout the district relies on the environment being engaging and comfortable (stress and impediment free). Before:

Seward Street Pathway Seward Street is conceived as a primary pedestrian pathway that will run from the recreational trail on the east to the Aquatic Center and the planned trail on the west side of the city. This pathway should be reinforced with signage, thematic elements, enhanced pedestrian crossing, historic interpretive panels, and the addition of “sharrow lanes” for bicyclists. Highway 34 Reclaim Pedestrian Space As discussed in “Highway Corridors and a Pedestrian District,” the concept of reducing the width of Highway 34 from five lanes to three lanes is recommended. At present, the highway fragments the corridor by isolating the southern blocks (businesses and parking areas) from the remainder of downtown, especially for pedestrians. This would provide the following benefits: ·· Slow vehicle traffic through downtown ·· Shorten pedestrian crossing distances (better connections across Highway 34) ·· More sidewalk (retail and pedestrian) space for businesses situated along Highway 34 ·· An opportunity to incorporate landscaping to improve the gateway quality of Highway 34 through Seward ·· Strategic Actions ›› See Highway Corridors and Pedestrian District on Page 68

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Enhanced Pedestrian Crossings It is important that pedestrians be comfortable navigating the entire downtown district on foot. The concentration of businesses and amenities in downtown is also a competitive advantage that it holds above contemporary commercial developments. To maximize this competitive advantage, a pedestrian must be comfortable crossing roads (including the highway corridors). Enhanced street crossings help make pedestrians more comfortable crossing traffic.

GATHERING SPACES Gathering places serve as a place where residents and visitors can stop, enjoy themselves, and participate in their community. Seward currently has several gathering spaces in downtown including the Courthouse Square, Memorial Park, the Seward Band Shell, and Civic Center Park. While each of these amenities is located within downtown (the study area, at the very least), they do not operate to their potential. This section of the concept proposes a strategy to provide an integrated system of gathering spaces that will increase the function of the district and provide additional ‘third places’ for patrons to use.

"Third Place" In the terminology of community building, a third place (or third space) is used to describe a social setting between the two most typical social environments – home is the “first place” and the workplace is the “second place.” A third place may include environments such as cafes, coffee shops, libraries, parks, or other comfortable environments.

The following narrative will examine the proposed progression and connections from east-to-west.

MEMORIAL PARK

Seward Street

PATIO GATHERING ON THE SQUARE

3rd Street

5th Street

6th Street

FARMERS COOPERATIVE PARKING LOT

4th Street

SEWARD BAND SHELL

Jackson Street

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Memorial Park Memorial Park is located at the corner of Third and Seward Street and serves the few residential homes in the immediate area. Through many conversations with stakeholders, it became evident that few knew of Memorial Park and even fewer have used the park on a regular basis. Much in the same way as how 3rd and Main (Highway 34) is proposed as the eastern vehicular gateway, Memorial Park should serve as the eastern pedestrian and resident gateway to downtown. This park should be improved to make it feel connected to downtown and to raise awareness to this resource. 路路 Simple improvements could be the configuration of the park including the installation of a small gateway feature and reorganizing of park amenities. 路路 Adding a new pathway to extend northwest through the Farmer's Cooperative parking lot which could be repositioned as a public parking area would create a diagonal pedestrian path leading toward the Seward Band Shell.

3rd Street

4th Street

Jackson Street

Seward Street

Seward Band Shell The Seward Band Shell is a wonderful amenity for the downtown; it is used in much the same way today as it was historically and remains a tremendous asset for the community and the downtown. While this resource plays an intermittent role that coincides with specific events and concerts, the park sits quiet much of the remaining time when a concert or activity is not held. There is an opportunity to improve the use of this facility in the following ways: ·· The addition of shade canopies over the audience section of the Band Shell to promote more use of the facility throughout the day. ·· Programming decisions to bring more activities to the Band Shell including activities from Concordia University, the municipal band, weddings and events, and other performances. ·· Incorporate seating at the periphery of the park to allow patrons, employees, and residents to picnic and dine near the Band Shell. This would help activate this space by inviting more people to use this public amenity and spend time in the district.

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Sparetime Lounge & Grill The Sparetime Lounge & Grill patio is an opportunity to strengthen the appeal of Seward Street. It would bring more business to this entertainment and dining facility, and to add more greenspace to the district. While this space is privately-owned, the improvement of this dining area would enhance the quality of the district as a whole and reinforce the pathway along Seward Street.

Gathering on the Square

The opportunity includes the following:

The Courthouse Square is the ceremonial front lawn for downtown. There was a time when the lawn was a center of activity and this continues today during the weekly farmers market, the arts and crafts fair, and the 4th of July destival, which hosts an ats and crafts fair. The Gathering on the Square proposes an activity node on the northeast corner of the Square where one of the large trees was recently lost.

·· The addition of interactive water feature (in ground fountain); ·· The addition of colored concrete that could coincide with the addition of a pedestrian bump out at this location; ·· Benches at the periphery of the water feature surrounded by low plantings to frame the gathering space.

The gathering space would seek to reconnect families with the ceremonial center of the city. It is proposed as a flexible space featuring ornamental pavers, interactive water feature (installed at grade and able to be shut off), benches, and would be surrounded by ornamental plantings. This space is conceived as a flexible addition to the ceremonial square – it could serve as a focal point and attraction to complement festivals or the fountains could be turned-off if needed.

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Western Plaza and Promenade

This opportunity includes the following:

The Western Plaza and Promenade is a long-range concept to reposition the Herpolsheimer’s display lot, the former steakhouse, and former motel as a gateway and festival/ parking area. This concept imagines this location as a space to host food trucks and other festival activities during events, but with the flexibility to be used as a public parking area on normal business days. In addition to adding a space for events and activities and creating a positive gateway on the western side of the district, the development also provides a strong pedestrian connection between the downtown core across Highway 34 to the public parking lot and the Seward County Justice Center.

·· Landscaping along 7th Street; ·· The addition of colored concrete or pavers to delineate the pedestrian pathway extending north-south across the block; ·· The addition of a gateway feature at the NE corner of Highway 34 and 8th Street; ·· A potential redevelopment project at the corner of 7th and Highway 34 (2-3 story, mixed use building); ·· Street lights, overhead string-lights, and electrical hookups for food trucks and other festival activities.

GATEWAY AND INFILL PRIORITIES

The 5th and Jackson Mixed Use concept would complement the increased role of the Band Shell, the proposed Seward County Wellness Center, and the 5th Street connection to downtown.

The majority of land in downtown Seward contributes to the health of the business district in a significant way. As Seward continues to grow in population and its buildings continue to age, it is important to look strategically at ways to add complementary uses – chiefly residential and commercial – near the business district. This section identifies properties at strategic locations and those that may be able to accommodate a more active use.

Eastern Gateway and Redevelopment Situated north and east of Highway 34 and 3rd Street, the Eastern Gateway and Redevelopment includes two potential projects: a gateway monument to welcome visitors into downtown Seward and a residential/mixed-use redevelopment.

Seward County Wellness Center The proposed Seward County Wellness Center, the former Mike’s Market, is in the process of fundraising and formalizing an implementation plan. As the largest vacancy in the district, the property is a strategic opportunity. The Seward County Wellness Center would be a positive addition to the district. It is recommended that the southeast corner of the building be positioned as retail to ensure the facility feels connected to the business district along 5th Street. 5th and Jackson Mixed Use

4th Street

Situated east of the proposed Seward County Wellness Center and immediately north of the Seward Band Shell, the 5th and Jackson site is imagined as a 2-3 story building (ground floor commercial with 1-2 floors of residential above) with underground parking. The addition of residential and commercial space would fulfill a need for new homes and would bring additional life and customers in the downtown district. This is a long-range concept illustrated on private land currently occupied by three single-family homes and a garage.

Main Street

Seward County Wellness Center

3rd Street

REDEVELOPMENT

Seward Street

GATEWAY FEATURE

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Eastern Gateway Feature

Eastern Gateway Development

Designed to welcome visitors and residents, the gateway feature must convey a sense of the quality and character of downtown Seward. The gateway feature is inspired by the material, pattern, and the architectural design of the Seward Band Shell including its characteristic curve. With ornamental landscaping, lighting, and the recommended lane-diet on Highway 34, the eastern gateway would position downtown Seward as a premium destination in the region and support the recommendations of this plan.

Proposed in coordination with the Eastern Gateway Feature, the corresponding development illustrates a concept for an urban-scale residential project to anchor the eastern edge of the downtown district. In much the same way as the 5th and Jackson Concept, the Eastern Gateway Development would fulfill a need for new homes and would bring additional life and customers in the downtown district. It would also contribute to the sense that a visitor has arrived in downtown Seward. This is a long-range concept illustrated on private land currently occupied by five single-family homes.

The Project ›› A gateway feature to set the eastern edge of downtown Seward

The Project

›› To include landscaping, lighting, pedestrian treatments, and material/design that pays homage to the Seward Band Shell

›› A residential/mixed-use development to set the eastern edge of downtown Seward ›› To include underground parking or parking hidden behind the building, 3-4 floors (the scale is appropriate due to the former school located south of Highway 34), high-quality architectural design, and building facades that are appropriate for the urban/ historic setting

›› Recommended Implementation Schedule: In conjunction with the lane-reduction on Highway 34 or the Eastern Gateway Development ›› Partners: City of Seward, Nebraska Department of Transportation, and the Philanthropic Community. ›› Cost: Moderate

›› Recommended Implementation Schedule: In conjunction with the lane-reduction on Highway 34 and the Eastern Gateway Feature (or after) ›› Partners: Private Sector, City of Seward, and the Nebraska Department of Transportation ›› Cost: High (Public and Private Resources)

VEHICLE PARKING AND NEIGHBORHOOD CONNECTIONS

Western Plaza: Gateway and Redevelopment Situated north and east of Highway 34 and 8th Street, the Western Plaza Gateway and Redevelopment includes two potential projects: a gateway monument to welcome visitors into downtown Seward and a residential/mixed-use redevelopment.

The parking analysis revealed that, while isolated parking shortages do exist, these do not merit significant interventions at this time. However, the analysis also revealed that with additional occupancy (residential and commercial), parking demand is expected to increase to a point where parking does become an issue that must be addressed. The functional framework of this section provided a series of recommendations pertaining to parking policies. In terms of physical changes to the district, it is recommended that additional parking be tactical (such as the recommendation to reposition the Farmers Cooperative parking lot as public parking), but also that infrastructure should encourage residents to walk or ride their bikes to downtown.

Western Gateway Feature

Designed to welcome visitors and residents, the gateway features along Highway 34 should be consistent and implemented at roughly the same time as the Eastern Gateway. Of the two projects proposed in this section, the installation of a gateway feature is a shorter term priority. Western Gateway Development

Proposed in coordination with the gateway feature or later, the development is a concept for an urban-scale residential/mixed-use project to anchor the western edge of the downtown district. The Western Gateway development would fulfill a need for new homes and would bring bring additional life and customers in the downtown district while improving the first impression for those entering downtown Seward. This is a long-range concept illustrated on private land currently occupied by a semivacant motel and a vacant building. I.H. Feary Building (Suffered Fire 2017) Due to a catastrophic fire in 2017, the fate of the I.H. Feary Building hangs in limbo. Condemned by the City of Seward, the property owner is in a position where they must submit a work plan that will lead to the removal or rehabilitation of the structure in a timely manner. This building represents the largest variable in the study area but this plan affirms that the priorities for the building should follow this order. 1. Save the faรงade and rebuild the remainder of the structure. 2. Save the faรงade and build a new building behind the storefront. 3. If the building or faรงade cannot be saved, construct a new building in its place to be occupied by a retail enterprise with architecture that respects the character of the district. 4. If the building or faรงade cannot be saved, consider alternative options that bring needed retail opportunities into the district while also honoring the character of the business district (concentration of storefronts and building uses that complement one another).

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Farmers Cooperative Parking Lot Conversion to Public The gravel lot at the corner of 4th and Jackson is one of several underused lots in the downtown district. Owned by the cooperative and used for parking and refueling, this lot is rarely fully occupied and is situated at a prime location. The concept for repositioning the lot recommends that a space be created for truck parking (south side of the parking lot), that the parking lot be paved, and that a pedestrian sidewalk extend diagonally from Memorial Park to the corner of 4th and Jackson. This project would create additional parking in the district, improve the appearance and function of an underused property and connect Memorial Park and the Eastern Gateway Development to the downtown district. A Walkable Neighborhood Commercial District A system of sidewalks and trails is only as strong as its weakest link. The grid system provides for efficient mobility, however there are street segments where the sidewalks end abruptly or are in poor condition; this breaks the continuity of the sidewalk system and limits comfortable pedestrian access to the downtown district. This sidewalk system, targeting a pattern that radiates from downtown and other community destinations, should be evaluated and improved to create continuity throughout the city.

CONCLUSION The many recommendations of this plan seek to strengthen the downtown district, the business community, and the greater role that the downtown plays in supporting the image of Seward as a whole. From these recommendations, a project will be selected for inclusion in a Phase 2 Implementation Grant Application. The remaining projects should be evaluated intermittently to consider available funding mechanisms and how to use momentum to segue into additional action and accomplishments.

CHAPTER FIVE IMPLEMENTATION

The Seward Downtown Plan sets the stage for a series of catalyst projects designed to generate a self-sustaining momentum that will carry the district forward. This chapter establishes a decision-making framework, opinions of probable cost, and a toolkit of funding mechanisms.

Principle Responsibilities:

“Planning for Our Future – We

·· Overseeing the implementation of the downtown plan

acknowledge the importance

·· Managing downtown improvements

of a shared vision and being

·· Preparing requests for proposals, policy revisions, and the creation of financial incentive programs

intentional about planning our

·· Assembling financial and partnership packages for revitalization projects

future. We believe our collective

·· Pursuing a Certified Local Government designation ·· Creating a Historic Preservation Commission

efforts will be sustainable for the long-term betterment of all

SEWARD COUNTY CHAMBER & DEVELOPMENT PARTNERSHIP

Seward County.”

The Seward County Chamber & Development Partnership (SCCDP) is a member-based organization that broadly supports Seward County and its communities “as vibrant, welcoming, family friendly, and safe communities.” Beyond this, the Seward County Chamber & Development Partnership adopted the Guiding Principle: “Planning for Our Future – We acknowledge the importance of a shared vision and being intentional about planning our future. We believe our collective efforts will be sustainable for the long-term betterment of all Seward County.”

– A Guiding Principle of Seward County Chamber & Development Partnership

FLEXIBILITY The plan and its scheduling will inevitably change over time. Some projects may advance as opportunities or demands emerge, while others may appear less important over time. The most important pillar of this plan is its implementation which requires an approach. This requires an approach which integrates physical improvements, stronger partnerships, community connections, and policy initiatives to support efforts toward revitalization.

The vision statements align perfectly with the economic, social, and quality of life roles of the downtown. The revitalization of downtown is an opportunity for SCCDP to continue its a meaningful role in a legacy project that will solidify downtown as a place that contributes to, and supports, the economy of Seward and also the quality of life for all residents and visitors.

IMPLEMENTATION STRUCTURE

Principle Responsibilities:

This section considers the organizational aspects of the business district and offers recommendations that can strengthen the support structure for downtown. Successful development structures require successful organizations and public/private partnerships. The plan proposes having three organizations to associate with one another to improve the district.

·· Advocating for reinvestment in downtown for the overall benefit of the community – all residents, businesses, and organizations ·· Designing and supporting events in downtown to raise awareness for its heritage, its businesses, and its revitalization ·· Providing business assistance and mentorship to support the long-term viability of new businesses

CITY OF SEWARD The City of Seward is a representative of its residents and is tasked with the responsibility of providing the high-quality services and infrastructure to ensure that Seward remains a successful community for generations to come. City Administration, as liaison to the City Council and Planning Commission, should be responsible for overseeing the overall administration and implementation of this plan. However, many of the elements of this plan require strong partnerships and diverse skill sets to implement. In these situations, the City should seek support and leadership from its partner organizations.

·· Leading community outreach activities and help to explore and implement the creation of the Business Improvement District

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BUSINESS IMPROVEMENT DISTRICT (BID) CASE STUDY: HASTINGS BUSINESS IMPROVEMENT DISTRICT

A type of special assessment district, a BID is an organization designed around the primary goal of enhancing a defined geographic area. This type of organization is an advocate, a development company, and an implementation agent. The creation of a BID, or comparable organization, to represent and advocate for the enhancement of downtown would be a valuable player and partner in the revitalization process.

An excerpt from the City Website. Visit downtown Hastings, and you'll find a unique assortment of niche shops, charming restaurants, fun entertainment spots, thriving offices, and beautiful apartments. Mixing Hastings' rich history with an engaged business scene has been the mission of the Business Improvement District (BID) since its creation in 1986.

BIDs are petitioned and approved by property owners and created by the City following a specific process established in the Nebraska State Statutes. The district is administered by a board. While BIDs are a valuable tool, it is important that assessments not be so large that they create a burden for property owners. The financial support must be viewed as proportionate to the value that participants receive from the district.

The BID is charged with enhancing the physical and economic well-being of the Central Business District, which encompasses a 20-block area in the heart of Hastings. Property owners within the District provide the funds needed to develop public activities and events, newsletters and promotional materials, banners, and physical improvements such as lighting, landscaping, benches, planters, trash receptacles, signing and more. Improving the environment where people shop, live and work creates a wave of progress that extends throughout the city, so the BID engages in long-term strategic planning, and anticipating the needs of the downtown district for years to come.” Primary responsibilities include: ·· Represent the downtown business district and advocate on its behalf for its continued enhancement ·· Support infrastructure and economic development in downtown through financial and logistical support

101

The Downtown Plan is built of many individual projects, recommendations, and actions that, over time, will create an economically strong city center that offers customers, residents, and visitors a diverse and attractive environment. However, not everything can be done at once and downtown revitalization is a process that moves forward in increments. The plan proposes several basic principles:

PRIORITY CRITERIA The plan recommendations are diverse with many stretching beyond the boundaries of the downtown district. Implementation is an incremental process that requires partners to set priorities, completing foundational steps, and evaluating new conditions as they arise. The city and coordinating agencies should maintain a five-year plan to guide actions and investment toward the implementation of certain priority areas of the downtown plan. The action plan should be evaluated annually with the following questions considered with regard to specific priorities and actions:

·· Public investments at the early phase of the project should create a ‘chain reaction’ – a strong and desirable private market response that leads to self-sustaining investment and energy. Thus, the ability of initial projects to generate positive momentum is very important.

·· Does the project lay the foundation for the implementation of future downtown revitalization initiatives?

·· Projects proposed in this revitalization plan fall into three categories: catalytic, enhancement, and sustaining.

·· Does the project respond to specific or high-profile community issues or needs?

·· Different projects mature at different times during the downtown development process. The implementation schedule is based on this principle.

·· Does the project generate the maximum level of private market response? ·· What is the project’s potential to transform the image of the area and the community? ·· Does the project attract both local residents and visitors, increasing business traffic and creating new reasons for people to be downtown? ·· Does the project support the growth of existing businesses? ·· Does the project capitalize on established, but unmet, market needs? ·· Can the project realistically be implemented within a reasonable timeframe with potentially available resources? ·· Does the project generate substantial community support or consensus? ·· Does the project incorporate and leverage outside funding sources, such as state grants or charitable contributions, or engage new financial partners?

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An option to reduce cost would not include a bump out. It may be possible to deliver the full project (proposed above) in several phases.

OPINION OF PROBABLE COST Financing downtown projects typically requires both public and private participation. This section describes available funding sources and techniques. Project staging is also likely to manage capital requirements. Opinions exclude property acquisition and relocation as well as utility extensions and upgrades. Additional study is required before project development. For the purpose of this plan, three catalytic projects are identified.

·· Site Preparation, Materials, Labor and Installation ›› $175,000 - $195,000 ·· Design and Engineering Services ›› Approximately 10 percent

GATHERING ON THE SQUARE The project as illustrated including the interactive water feature, surfaces, site furnishings, landscaping, and an extended plaza (bump out):

Seward Street

Opinion of Probable Cost (Full) ·· Site Preparation, Materials, Labor and Installation ›› $200,000 - $240,000 ·· Design and Engineering Services

5th Street

›› Approximately 10 percent

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SEWARD BAND SHELL CANOPY

Due to the strategic and historic importance of the Seward Band Shell, it may be necessary to invest in additional design services to ensure the canopy does not detract from the quality of the gathering space.

The project as illustrated including a shade canopy above the seating area of the Seward Band Shell. The below opinion of probable cost was prepared by Shade Systems, Inc. of Ocala, Florida. ·· Model:

Sails

·· Model Price:

$38,800

·· Drawings and Calculations:

$1,200

·· Shipping and Handling:

$4,500

·· Estimated Installation (by others):

$25,500

·· Estimated Total:

$70,000

A few notes provided with the opinion of probable cost. ·· The fabrics are warranted for ten years, and with proper care and regular wear these product durations can be achieved. The structural metal frames have a 20 year rust-through corrosion warranty. ·· These structures are considered permanent and are to remain year round, except for the fabrics. The structures are designed to have the fabrics removed easily and quickly. Northern climates are instructed to remove the fabrics for the winter season, as the fabrics do not hold a snow load.

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FAÇADE IMPROVEMENT PROGRAM The character of Seward is tied closely to its historical image and the building facades communicate this heritage effectively. The restoration of downtown facades is a potential project with the ability to improve the appearance of the district while also stabilizing any structural issues that may exist in the storefronts of these buildings. Project Objectives ·· Provide financing assistance for the design and construction of new or renovated building facades ·· Provide financing assistance for building owners to meet code requirements ·· Support the renovation and improvement of the exterior downtown buildings; including but not limited to; tuckpointing, new windows, etc. Project Guidelines In addition to facades, a program could be structured to fund roofs, windows/doors, tuckpointing, structural repairs, and interior systems such as electrical, plumbing and HVAC. With a focus on facade improvements, the program should seek to support the full occupancy of the district including the upper floors, improving the appearance of buildings, and supporting appropriate signage for downtown businesses. Funding decisions on individual building applications are all made at the local level by the City of Seward. This will ensure funding projects are at a level to meet the community's program goals. The funds could be awarded to properties as a grant, grant/loan mix, or a loan. Loans could be 10 year terms at 0% interest paid back to the City of Seward to create a reuse fund that can help with future projects. Opinion of Probable Cost ·· Site Preparation, Materials, Labor and Installation ›› $25,000 - $75,000 per building ·· Design and Engineering Services ›› Approximately 10 percent

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BUILDING FACADE GRANT PROGRAM

FUNDING MECHANISMS

Seward does not currently support building façade improvements. An incentive program should be developed to promote reinvestment and appropriate rehabilitation of building facades throughout the downtown district. This program can leverage a combination of funding sources including property owner funds, city funds, LB 840, tax increment financing, and Downtown Revitalization Phase II funds.

The following section identifies different tools and techniques for funding improvements in the downtown. Some of these have already been used by the city, others may not be appropriate at this time but should be kept in mind for future projects. Many of these funding mechanisms are administered by governments, philanthropic organizations and not-forprofit organizations. These tools and funding sources are subject to change due to many factors. In addition to the below funding mechanisms, it is recommended additional funding mechanisms be investigated.

BUSINESS IMPROVEMENT DISTRICT (BID) Business Improvement Districts (BID) are special assessment districts that permit businesses to finance public capital improvement projects and district management, promotion, and maintenance. BIDs are petitioned and approved by property owners and created by the City following a specific process established by Nebraska State Statutes Chapter 19 §4015 to §4038 and administered by a BID Board.

LOCAL TOOLS AND TECHNIQUES ·· Building Facade Grant Program ·· Business Improvement District ·· City General Revenues ·· Downtown Bond Issues

While BIDs are a valuable tool, it is important that assessments not be so large that they create a burden to property owners. This plan recommends that the City adopt a policy of public financing of major capital projects in addition to allocating funding for maintenance, district management, and promotion which may include the creation of a BID.

·· Estate Taxes ·· Land Sale Proceeds ·· Local Option Sales Tax (LB 840) ·· Private & Foundation Philanthropy ·· Revenue Bonds ·· Revolving Loan Program

CITY GENERAL REVENUES

·· Tax Increment Financing

General revenues, appropriated through the City’s annual budget process, can finance services, improvements, facilities and development projects. These appropriations are separate from general revenues devoted to debt service on bonds. Common uses of general revenues in downtown development programs include funding staff and organizational expenses, or projects that can be divided into smaller phases. DOWNTOWN BOND ISSUES General obligation bond issues are appropriate to finance major public projects or improvements, and are secured by general city revenues. These revenues typically include property taxes or local option sales taxes. General obligation bonds require majority voter approval. In the past, the City has successfully used local option sales tax to fund projects and improvements. ESTATE TAXES Estate taxes are collected by the county and may be used to help finance capital improvement projects for downtown enhancements.

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LAND SALE PROCEEDS

TAX INCREMENT FINANCING

Proceeds from sale of land to development projects could be allocated back to central city improvements and acquisition for other redevelopment activities.

Tax Increment Financing (TIF) permits the use of a portion of local property and sales taxes to assist funding the redevelopment of certain designated areas within your community. Projects pay their entire established tax obligation.

PRIVATE & FOUNDATION PHILANTHROPY The plan provides a variety of opportunities for individual or foundation contributions. Private philanthropy, with appropriate recognition and commemoration, is a critical part of the downtown implementation program, and is especially appropriate for public space projects like improvements to the Seward Band Shell.

However, taxes produced by the added value of the property caused by redevelopment or improvements may be used to finance project related improvements or other public improvements in the district. TIF may be used to pay certain costs incurred with a redevelopment project. Such costs may include, but are not limited to:

REVENUE BONDS

·· Professional services such as studies, surveys, plans, fiscal management, legal counsel

Revenue bonds are debt instruments that are repaid all or in part from revenues generated by the project or by other associated revenue sources. Revenue bonds typically are not secured by the credit of the community.

·· Land acquisition and demolition of structures ·· Building necessary new infrastructure in the project area such as streets, parking, decorative lighting

REVOLVING LOAN PROGRAM

·· Relocation of resident and business occupants located in the project area

A downtown revolving loan program could provide lowinterest loan funds granted by the City to cover any portion of costs to convert downtown buildings into more marketable assets. Those eligible to receive funds could include for-profit and non-profit organizations. For example, the City of Gothenburg established a revolving loan program with a starting capital of $100,000.

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STATE AND FEDERAL SOURCES

recreation centers throughout Nebraska and to support projects that foster maintenance or growth of communities.

·· Community Development Block Grants: Downtown Revitalization Phase II

The fund may be used for the creation of new civic and recreation centers or the renovation or expansion of existing civic, community, and recreation centers. The fund may also be used for preliminary planning related to the development or rehabilitation of eligible projects.

·· Civic and Community Center Financing Fund ·· Historic Tax Credits (HTC) ·· National Trust Main Street Program & Loan Fund ·· Value Improvement Program (VIP)

Eligible projects include: civic centers; community centers; recreation centers; and project planning. The maximum grant award for a community of less than 10,000 residents ranges between $250,000 and $375,000 depending on the balance of the fund.

·· ReTree Nebraska ·· Small Business Administration ·· Transportation Enhancements ·· USDA Grants ·· Business

HISTORIC TAX CREDIT (STATE)

·· Energy conservation and renewable energy

The Historic Tax Credit program offers a 25% investment tax credit for certified rehabilitation of National Register or National Register-eligible buildings subject to operating procedures and the availability of tax credits.

·· Community Facilities ·· Rural Water and Waste COMMUNITY DEVELOPMENT BLOCK GRANT PHASE II DOWNTOWN REVITALIZATION FUNDS

NATIONAL TRUST AND MAIN STREET PROGRAM & LOAN FUND

The Community Development Block Grant Program (CDBG) is administered by the Nebraka Department of Economic Development. The Nebraska Department of Economic Development offers a Phase II grant worth $350,000 to assist cities with costs for improving downtown. The City of Seward anticipates receiving this funding to pursue various projects identified in this downtown plan.

For Main Street communities, tax incentives may be available for restoration projects from the Nebraska State Historic Preservation Office. The National Trust Loan Fund (NTLF) has more than 35 years of experience in supporting preservation-based community development projects across the country. As a certified Community Development Financial Institution, it has a mission of providing financial and technical resources to organizations that use historic preservation to support the revitalization of under-served and distressed communities. NTLF specializes in predevelopment services, acquisition, mini permanent, bridge and rehabilitation loans for residential, commercial and public use projects. Eligible borrowers include not-for-profit organizations, revitalization organizations or real estate developers working in certified Main Street communities, local, state or regional governments, and for-profit developers of older and/or historic buildings.

HISTORIC TAX CREDIT (FEDERAL) The Historic Tax Credit program offers a 20% investment tax credit for certified rehabilitation of National Register or National Register-eligible buildings if: ·· The building is used for income-producing purposes; ·· Rehabilitation work follows the Secretary of the Interior’s Standards for Rehabilitation; and ·· The project receives approval from the National Park Service. Property owners, developers and architects must apply for the tax credit through the State Historic Preservation Office (SHPO) and are encouraged to work with SHPO staff to ensure that rehabilitation measures are appropriate. The SHPO then passes its recommendations on to the National Park Service for approval.

VALUE INCENTIVE PROGRAM (VIP) The Value Incentive Program (VIP) is a property tax preference for historic building renovations. The VIP temporarily holds the taxable assessment at the prerenovation value for a period of four years. To be eligible for VIP, the project must renovate a taxable historic structure to the specifications established by the Secretary of the Interior and must follow all program regulations. Additional information: www.nebraskahistory.org/histpres/vip/

CIVIC AND COMMUNITY CENTER FINANCING FUND (CCCFF) In 2013, the State Legislature amended the Civic and Community Center Financing Fund Act. The Act’s purpose is to support the development of civic, community, and

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RE-TREE NEBRASKA

and other non-motorized transportation projects, and the preservation of historic transportation structures. The program is administered by the Nebraska Department of Transportation with the assistance of a project review advisory committee.

ReTree Nebraska includes a variety of grant opportunities to communities, related to the protection and restoration of the tree canopy. These opportunities can be useful especially in partially financing landscape improvements in the public realm. Additional information: www.nfs.unl.edu/ReTree/

USDA RURAL DEVELOPMENT PROGRAMS Rural Development division has many programs for businesses, energy conservation and renewable energy, housing, community facilities, and rural water.

RURAL LOCAL INITIATIVES SUPPORT CORPORATIONS (RURAL LISC)

Business Assistance Programs

The mission of the Local Initiatives Support Corporation (LISC) is to provide assistance to community residents in transforming distressed neighborhoods into healthy and sustainable communities of choice and opportunity. LISC works to mobilize corporate, government, and philanthropic support to provide local community development organizations with:

·· Intermediary Re-Lending Program (IRP). These loans are made to public bodies and non-profit community development organizations who then make loans to businesses and communities with the ultimate goal of creating and/or saving jobs. Individual businesses or communities can contact IRP for a revolving loan. ·· Business & Industry Guarantee Loans (B&I). Lenders and financial institutions can apply for a guarantee from Rural Development in order to make sizeable loans to businesses (up to $25 million for a business, up to $40 million for cooperatives).

·· Loans, grants and equity investments ·· Local, statewide and national policy support ·· Technical and management assistance LISC’s support is geared towards building sustainable communities through the achievement of five goals in their support of local initiatives:

·· Rural Economic Development Loans and Grants (REDLG). These loans and grants are distributed to utility cooperatives who then can loan to businesses and/or community projects.

›› Expanding investment in housing and real estate ›› Increasing family income and wealth

·· Value-Added Producer Grant (VAPG). A farmer or producer group can apply for a grant to fund their feasibility study or working capital to add value to their raw goods.

›› Stimulating economic development ›› Improving access to quality education ›› Supporting healthy environments and lifestyles

·· The Rural Energy for America Program Grant. The REAP provides grants and loan guarantees to small businesses for renewable energy projects and energy efficiency improvements.

SMALL BUSINESS ADMINISTRATION The Small Business Administration (SBA) has financial assistance program which provide access to debt and equity primarily from banks or other private sources. SBA evaluates loan applications on two levels; the first is for eligibility, which varies by industry and SBA program, and second on credit merits of the application.

Community Facilities

Loans and grants to non-profits or public bodies such as counties, cities, community centers, day cares, senior centers, homeless shelters, fire halls, ambulances, fire trucks, emergency equipment, and more.

SBA programs and services support small business owners, connecting businesses to loans, government contracting opportunities, disaster assistance, and training programs to help your business succeed. Additional information: www.sba.gov

Rural Water and Waste

Loans and grants to help cities replace or upgrade city water, sewer and storm water systems. For more information visit: rurdev.usda.gov/mn/ or contact the local USDA Rural Development office.

TRANSPORTATION ENHANCEMENTS (TE) The Transportation Enhancement (TE) program provides 80% federal financing for such projects as enhancements to major transportation corridors, trails

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