Lake District Strategic Plan - Page 3 of 4

Topics on This Page

Revitalization Strategy:

Make a Great Plan
Many Different Projects and Actions
Many Different Stakeholders
Committed Ongoing City and Private Sector Leadership
Performance Standards
Communications and Marketing
Supportive Government
Ongoing Review

Downtown
Downtown-Midtown
Downtown-Northwest Boulevard
Downtown-Midtown-Northwest Boulevard
Midtown
Northwest Boulevard

Revitalization Strategy

Without a strategy for implementation, the vision for the revitalization of three districts is just that, a vision. The success of any plan cannot be measured simply by its adoption by a city council or by the quality of its physical design. Success is measured by actual programs and built projects that combine to change the landscape in ways that conform to the vision. Those changes can only be seen over time – the plans for Downtown, Midtown, and Northwest Boulevard are just the beginning of the process; not the end. Therefore, it is critical that a strategy to lay the groundwork and carry out the vision – an Implementation Strategy – be incorporated into the strategic plan.

Successful implementation involves several key components. It requires committed ongoing leadership and organization as well as a communications program that broadcasts accomplishments. Success is much more likely when there are supportive government structures and policies in place and a supportive media. The following eight components should be used to guide implementation of urban revitalization in Coeur d'Alene:

1. Make a Great Plan

The three district plans must capture the hearts and minds, and therefore the full enthusiasm, of the community. The plans for Coeur d'Alene will recognize a large number of projects — potential and existing, involve numerous stakeholders, and mobilize them with a motivating vision that captures their imagination.

Great plans:

Go far beyond patching problems with quick-fix solutions or reacting to specific issues;
Present strong enough visions to motivate and enliven people to take action;
Address long-term possibilities regardless of short-term constraints.
Developing the three district plans includes building the "human infrastructure" for a vision-making process to continue through implementation. The plans define concrete solutions to specific revitalization challenges and set a course for attracting new investment.

2. Many Different Projects and Actions

To keep the plans and visions on track, always maintain a variety and number of projects and actions. It is unlikely that a single big project will "save the day." Rather, through a series of small and mid-size actions, programs, and projects, the public and private sectors working together will achieve the visions of the three district plans. Having many, different projects in the three districts and elsewhere in the city will enable a diversity of development products, keeping projects small and facilitating involvement from the local financial and development community. The definition of what constitutes a project is broad — regulatory policy, code revisions, development projects, and educational programs are all projects:

Planning projects – physical plans, specific plans, illustrative plans;
Policy development, regulations, and design guidelines;
Public physical projects – parks, recreation, trails, open space, river and lake front access;
Waterfront enhancement – cleanup, environmental restoration, reclamation;
Public infrastructure improvements – utilities, access, street lighting, furniture;
Private sector housing development;
Private sector retail commercial & lodging development;
Private sector office and employment development;
Public sector cultural facility development;
Economic development programs;
Events – music and arts festivals;
Local lending pools for revitalization;
Application of varied financial tools for public-private partnerships.

The list of projects underway in each district should never drop below twenty- five. That way, the success of the district doesn't hinge on any single project. If one should fail or not happen, there will be plenty of other projects to sustain the momentum.

3. Many Different Stakeholders

Implementation requires collaboration and support among stakeholders. A stakeholder is any individual or organization with an interest in the three district's outcomes. This includes a wide group of individuals, companies, and public and private organizations, as well as government bodies at all levels – everyone from the city, county, and state to large local employers to North Idaho College and other educational institutions. The key to successful implementation will be creating mechanisms for marrying the numerous stakeholders – current and potential – with numerous projects – existing and proposed.

Stakeholders provide a broad base of involvement and promote project implementation;
Stakeholders form the basis of political support for implementation of the strategy;
A wide stakeholder base leads to a diversity of ideas, projects, and solutions;
People are often the biggest barriers to success of the plan – help them be part of the solution.

4. Committed Ongoing City and Private Sector Leadership

The plan will have many advocates, but ongoing, committed leaders who see the plan through are essential to its success. Seek out leaders who:

Desire success for the entire community;
Are respected by the community;
Have the ability to motivate and organize stakeholders; and
Promote and communicate the vision of the plan.

Early in the process, a "champion" should be designated within the City or LCDC. Implementation of the plan will involve multiple city agencies; a champion can help motivate and coordinate these agencies as well as quickly resolve issues and act as a liaison to policy makers. From the private sector, an individual, a committee, or an umbrella organization that represents a broad base of special interests should work in partnership with the City to further the three districts plans.

5. Performance Standards

Clear and consistent guidelines are necessary to communicate the visions for Coeur d'Alene. Plans are inherently forward-looking and are more likely to succeed if they offer dynamic and flexible standards that can easily respond to new opportunities as they arise. Successful performance standards provide an essential set of tools to facilitate implementation – without being overly prescriptive. Performance standards may include streetscape guidelines, zoning code revisions, building code amendments, strategic plan goals, and existing planning standards. Regardless of the existing pattern, it is important for the performance standards to be examined to identify whether they encourage implementation. Performance standards should:

Include clear and consistent guidelines that communicate the vision of the plan;
Encourage that which is desired and strongly discourage that which is not wanted;
Offer dynamic and flexible guides – pragmatic standards for change;
Allow for the vision to be implemented over a period of time; and
Back up those standards with enforcement, incentives and resources for implementation.

6. Communication and Marketing

A strategic communications and marketing plan brings pride with participation and creates an attractive community for residents and businesses. Achieving the vision of Coeur d'Alene as a world-class destination to live, work, and play requires getting the word out. With numerous projects underway at the same time, there will be many successes to broadcast. This increases prospects for further successes because investors, developers, and lenders seek out environments with market opportunity. In other words, success breeds success.

Both the organization and the leadership must communicate successful implementation;
Marketing means making news out of the continuing projects; and
Communication of projects is essential at all levels: among implementing agencies, between the numerous stakeholders, and among the greater Coeur d'Alene community.

LCDC, the City, and community stakeholders should formalize communication networks so that they become regularly filled with local implementation success stories. Communication may take place via a number of formats:

Local media – newspaper, TV, radio;
Newsletters;
Websites;
Public meetings;
Brochures and plans;
Signage; and
Internal and external e-mail networks.

The committed leadership should formalize communication networks so that they become regularly filled with local implementation success stories. Communication may take place via the same range of media cited above.

7. Supportive Government

Government is an essential partner, albeit one that is often misunderstood by the private sector. After all, there are some things only government can do. As marketers and developers, LCDC and the City have the responsibility and the authority to remove barriers to implementation. For instance, the City can change outdated and inappropriate codes and LCDC can offer public financing or development bonuses to encourage private investment. These efforts require leadership and innovation on the part of government. To be successful, government must look beyond traditional approaches to problem solving. It must think more like an implementer and facilitator and less like a regulator. Actions that government may take include:

Address financial barriers by developing funding strategies that capture local, state and federal dollars for matching private investment;
Develop good communication between governments and community leadership;
Prioritize key strategic actions LCDC will take to support effective implementation;
Provide support for achieving standards – consultation with property owners or potential developers, code enforcement and assistance; and
Assess the internal structure to review its practices and identify and change policies in a reasonable time frame so that private sector investors are encouraged to take an active role in implementation.

8. Ongoing Review

Most plans benefit from the opportunity to stop and examine progress so that the means are consistent with the goals. An ongoing review process will evaluate policies and the degree to which the plan is being successfully implemented. In order to remain effective:

Dynamic plans require ongoing review that elicits responses to changing conditions; and
All aspects must be evaluated – the plan, the projects, and communications – and periodic plan adjustments must be made when necessary.

As the plan evolves and the organization changes, the need for internal and external review will become increasingly important. Setting a date and responsibility for review during the first year and annual review thereafter is appropriate and necessary for Coeur d'Alene.

Applying the Strategy in Coeur d'Alene

Applying the implementation strategy to the Downtown, Midtown, and Northwest Boulevard districts begins by acknowledging that each district has its own set of challenges and opportunities. With a focus on implementation, the heart of revitalization lies in the numerous projects that will realize the vision. In order to implement projects, the strategy elements must, of course, be aligned.

The discussion of each district begins with a vision for the future – similar to the overall vision for Coeur d'Alene outlined earlier, but with more detail and specificity for each district. Each vision is implemented through a series of "Big Ideas." A Big Idea is project concept that can be broken down into multiple smaller elements. The following strategy describes the Big Ideas and smaller project for each district, and is prioritized by immediate actions followed by longer-term initiatives.

The prioritization reflects both the expertise of the consultant team and their experience in preparing similar strategies in other cities as well as through discussions with the LCDC board about what is desired and feasible in Coeur d'Alene. Projects priorities reflect a logical succession of actions so that the early actions lay the groundwork for future projects. More importantly, the priorities represent the types of projects and actions that will have the greatest positive impact on the revitalization of each district. While the list of projects is long, it is important that adequate attention be given to each action item so that projects have a fair chance of success and momentum is sustained.

While the Big Ideas are organized within the three districts here, many project apply to more than one or all three districts. In those cases, the description of the Big Idea and the list of sub-projects makes note of that. Further, within each district, many of the Big Ideas have overlapping elements.

Downtown

Cultural Center

A Downtown Cultural Center would reinforce Downtown as the heart of Coeur d'Alene – a place where residents and visitors would come to see plays, listen to music, hear lectures, view exhibits, and see movies. The picturesque location along the lake and the concentration of lodging and dining opportunities Downtown make it the best location for cultural and entertainment events. A number of cultural providers are already active in Coeur d'Alene and could be a part of a greater Cultural Center. The Center is unlikely to be a single element consisting of a group of venues in one large complex. Rather, it would be considered a center based on the shared purpose and focus of separate elements spread throughout Downtown and the Northwest Boulevard districts. The core factor is the recognition that cultural providers can benefit by their proximity to other providers and that each district can benefit by the increased visibility and activity provided by patrons. Integral to all of the projects and actions listed below is a true sense of partnership between LCDC and the numerous private organizations that will carry out the actions. To foster these partnerships, LCDC should seek out opportunities to interact with these organizations by attending meetings and sitting on committees.

Immediate Actions

Land acquisition and assembly: LCDC should acquire properties in strategic locations for specific cultural facilities. Likely locations are at the east and west ends of Downtown – near the future library and McEuen Fields at the east and near the North Idaho Museum and City Park at the west end.
Preparation of a detailed feasibility study for an arts center: The specific elements of a cultural center in Coeur d'Alene have not been defined at this point. A detailed feasibility study would assess the potential demand for various uses (theater, cinema, etc.) and would develop a financial plan to guide fundraising and development.
Development of the Human Rights Center: While the HRC is a private initiative, LCDC could play a supporting role in the development through property acquisition or construction financing. When developed, the HRC will attract positive national attention to Coeur d'Alene, which also helps support the vision for Coeur d'Alene as a world-class city.
Establishment and expansion of music or arts festivals: Music and arts festivals should be an integral part of Downtown's cultural focus. These could include both indoor and outdoor events depending upon the time of the year and the location. LCDC should support existing and new efforts to develop cultural events Downtown.
Marketing campaigns to promote Downtown cultural activities: LCDC and the City should be partners in any marketing efforts to promote Downtown. These are likely led by private organizations like the chamber, merchants associations, lodging associations, tourism organizations, and others. LCDC support could include both financial assistance as well as participation in the production of literature that touts the success of Downtown and recent projects.
Coordination of cultural activities with new library – maximize its impact: The upcoming construction of the new library at the east end of Downtown presents enormous opportunities to create a special sense of place beyond the library itself. In particular, LCDC should work with the library to consider special elements such as a public plaza, gardens, or conference rooms.
Pursuit of grants, donations, and other funding sources to support expansion and development of Downtown cultural providers: Many of the projects described above will be initiated by private or nonprofit organizations, but present opportunities for public participation by LCDC. Wherever possible, all parties should seek out grants and other funding sources to leverage local funding. As a public redevelopment agency, LCDC may be familiar with and have access to a number of federal and state resources. LCDC should make sure that it offers its assistance whenever private organizations are putting forward cultural initiatives Downtown.
Maintain and strengthen partnerships with cultural organizations: To coordinate its public efforts with private initiatives, LCDC should strengthen existing relationships with local arts and culture organizations and should seek out new partnerships where appropriate. Most projects in this category will be led by private sector organizations with LCDC playing a supporting role, so it is essential that strong partnerships be made to coordinate and guide this assistance.

Long Term Actions

Construction of a theater or performing arts center: If a feasibility study determines that a performing arts center makes sense for Downtown Coeur d'Alene, LCDC should be ready to participate in the actual development of the center. Details of the type and scale of assistance would need to be determined after the study is complete.
Development of an outdoor amphitheater along the waterfront: A waterfront amphitheater would help attract summertime music and performance
Construction of an urban plaza(s) in conjunction with new cultural facilities: As cultural venues are built, an important element of each of them should be a public plaza. A plaza helps to reinforce the importance of the site as well as offers a public gathering place before and after events. A simple, yet appealing outdoor amphitheater. A large public plaza near cultural and public facilities.

Parking

While often unfairly blamed for a downtown's ills, efficient and accessible parking is nonetheless an important element to a successful downtown. In Coeur d'Alene, parking must be conveniently located in multiple sites throughout Downtown so as to make parking relatively close regardless of where a business is. That said, it is also important to recognize that the role of parking is to support other land uses and should not determine them. Instead, parking should be used as a tool to leverage private investment in housing, office, cultural, or other uses that further the vision for Downtown.

Immediate Actions

Prepare a detailed parking inventory and demand analysis. First and foremost, LCDC and the City should commission a detailed parking study to understand the parking dynamics Downtown and to find out whether additional capacity is needed at all. If a parking shortage is determined, then additional tasks will be identified, which could include additional land acquisition, construction of surface parking lots or garages, adjustments to municipal parking rates, or the installation of meters.
Establish merchant validation and valet program: A validation program can encourage the use of paid, off-street parking spaces, thereby freeing up onstreet spaces for short term parking. Additionally, a valet parking program would support Downtown's growing cluster of quality restaurants. Both validation and valet programs could be organized privately or through a public-private partnership.
Create public-private partnerships to link new parking capacity to private development. No city should speculatively spend millions of dollars to supply expensive parking. Instead, the City should seek ways to link new capacity to a defined and captive customer base for spaces. LCDC and the City must acknowledge that the inability to provide adequate parking may cause potential employers to locate to other areas or cities that can provide parking at little or no cost even though Downtown's other amenities are superior. If developers or large employers seek to locate Downtown, LCDC and the City should make efforts to form a public-private partnership to secure existing parking or provide new capacity in order to level the playing field and maintain Downtown's competitiveness.
Acquire land where appropriate. While a parking analysis has not been completed, previous studies have identified likely locations for future parking. The Parking Framework plans outline existing and proposed parking areas. LCDC should make efforts to acquire these properties for future parking projects. LCDC and the City have already acquired some properties on the Federal Building block, bounded by Lakeside, Coeur d'Alene, 4th, and 5th Streets. In order to maximize future parking capacity or other redevelopment opportunities, LCDC should continue to pursue additional property acquisitions on this block. In the event that these sites are not needed for parking capacity, LCDC could still use them for other redevelopment opportunities such as housing, retail, or office.

Long Term Actions

No long term actions are specified other than continued implementation of the immediate actions described above.

Civic Campus

As the heart of Coeur d'Alene and Kootenai County, Downtown is home to most of the region's government offices including City Hall, the County Courthouse, the Federal Building, and other government offices. Particularly along the western edge of Downtown, this concentration of public facilities establishes a distinct civic character that can be expanded upon to give the subdistrict a stronger identity. Projects that would reinforce this civic identity include:

Consistent urban design features;
New government offices;
Civic plaza;
Signage, civic monument and historical markers;
Collaboration with private organizations like the Chamber of Commerce;

Civic buildings like the Federal Building help define the character of downtown.

Downtown-Midtown

Urban Housing

Often the greatest impact on a struggling district is the addition of new nearby, close in housing. Large destination retailers are unlikely to return to Downtown, and the City cannot pin its hopes on retail leading a revival. Instead, residents will support local-serving retail and will help give each district – Downtown and Midtown in particular – an 18-hour activity window seven days a week. Housing should serve all segments of the community, from high-end condominiums to affordable apartments. Downtown's amenities should attract residents of all ages, from retirees to students attending North Idaho College and the University of Idaho.

Immediate Actions

Land acquisition for future housing sites: Particularly north of Coeur d'Alene Avenue where the housing stock is somewhat deteriorated, there are numerous opportunities for housing development. LCDC should make strategic property acquisitions that are supportive of the concept maps in order to "land bank" housing sites for future projects. These housing opportunity sites could be used for public and private housing development projects that would occur in future years. By owning the land, LCDC can offer housing sites up for redevelopment and can define the type of development that is desired. Further, LCDC can write the land cost down as necessary in order to make a certain project feasible.
Creating a multifamily housing tax abatement program for Downtown (and for Midtown and Northwest Boulevard) to encourage the development of apartments and condominiums: Similar programs have been implemented in cities of all sizes throughout the country. These programs usually grant a developer reduced or eliminated property taxes for a period of time (usually ten years) for the development of multifamily housing in designated areas. As opposed to the low income housing tax credit program (granted by states), tax abatements are locally managed and can apply to all types of housing, regardless of targeted income. They have been successful in facilitating development in city centers and they help overcome the added expense of building in downtowns (higher land costs, more expensive construction techniques, etc.) LCDC should immediately work with the City to establish an ordinance to allow for a multifamily housing tax abatement program within the LCDC boundaries in Coeur d'Alene.
Creating partnerships with the housing authority or other housing provider to develop affordable units Downtown. With a largely seasonal service-oriented workforce Downtown, there will always be a need for affordable housing units close to these typically low paying jobs. LCDC should explore formal and informal partnerships with local housing agencies such as the Idaho Housing and Finance Association to support the development of new affordable housing units in all three districts.
Partnering with higher education institutions to locate student housing Downtown: As the Education Corridor initiative gets underway and the campuses in the Northwest Boulevard campuses expand, there will be an increasing need for housing for students and faculty. Due to its close proximity both to the schools and services, Downtown and the close-in neighborhoods will be ideal places for additional housing to serve these populations. LCDC should work closely with both NIC and UI to evaluate the current housing situation and quantify future needs and types.
Explore home ownership programs that encourage Downtown living; eg. first time home buyer, energy efficient mortgages, etc.

Long Term Actions

Public-private housing partnerships: Using direct financial assistance or the disposition of LCDC-owned land, LCDC should facilitate additional housing development in the three districts. Each housing opportunity will be unique to its specific location, but likely housing types for the three districts may include:
- Live-work town homes: Live-work townhomes are single-family attached homes that combine living and working space into the same structure. Often, this is accomplished by having a street level office or workshop accessible to the sidewalk, with actual living space located upstairs. With the increase of the proportion of people that work from home, this type of housing should be considered after the Downtown housing market has matured. o Senior housing: Downtown has many amenities that would be desirable for a senior housing development.
- Mid-rise condominiums: As the housing market matures in Coeur d'Alene, additional ownership projects will be supportable. Mid-rise condominiums are typically medium sized units (800 to 1,400 square feet) in buildings ranging from three to six floors.
- Apartments over retail: Many Downtown and Midtown buildings have under utilized space above the street-level retail, which could be remodeled into apartments.
- Mid- and low-rise apartments: Especially with the growth of NIC and UI, there will be an increasing demand for apartments in the three districts. Mid- and low-rise apartment developments can help fill this demand. Due to the relatively low rents in the Coeur d'Alene market, high-rise apartments are not likely to be feasible in the near future.

Garden Avenue Housing Opportunities

A specific project to implement the urban housing concept in Coeur d'Alene could occur in the blocks just north of the Downtown core. These streets, primarily between Coeur d'Alene and Foster, have many aging residential properties interspersed with vacant lots. Many of these homes show the effects of inadequate maintenance and others have been divided into multiple units. Current prices in this area reflect these conditions.

Unlike many urban areas, close-in neighborhoods in Coeur d'Alene are not experiencing an influx of new residents who buy and renovate older homes. This is a potentially untapped market for Coeur d'Alene. By renovating a small concentration of homes on the same block, a critical mass can be reached that will redefine that particular block and will hopefully attract new reinvestment adjacent to it, spreading outward like ripples. With the low home values in this neighborhood, LCDC could inexpensively start this process. Existing homes along Garden Avenue that illustrate the type of architecture to be used as reference for all new housing and renovations. Homes that have been renovated and restored in a fashion that is appealing and is consistent with their building era.

LCDC should begin this project by identifying three or four homes adjacent to each other that are in need of repairs and renovation. LCDC should then purchase these homes, perform basic upgrades and simple renovations and then resell them to new homeowners. Rather than full renovations, the improvements should focus on basic elements:

Electrical, plumbing, and HVAC repairs to bring up to modern code and efficiency standards;
New interior and exterior paint;
New or refinished flooring;
Structural repairs;
New roofs, if needed;
Front porches and repairs;
Landscaping.

Having three or four bright, clean, and attractive homes in a row with a unified identity would set a new tone for this area. This could even include giving the project a name (e.g. "Coeur d'Alene Place") so that people begin to refer to the area by name.

Since market prices are extremely low, it is not likely that LCDC would be able to recoup all of the remodeling costs at resale, however the net total investment would likely be small. The costs of remodeling could be offset by a number of ways:

Partner with North Idaho College to have trades classes perform some work;
Have the City of Coeur d'Alene waive all permit and inspection fees;
Ask local suppliers to contribute or discount building materials;
Ask local interest groups to supply volunteer labor;
Pre-qualify purchasers with a take out lender;
Lobby a local bank or banks to lend at some discount as a demonstration project;
Volume discounts by renovating multiple properties simultaneously;
Other techniques and strategies.

Prior to acquisition, LCDC should have thorough inspections of each property to determine the level of improvements required for each. Cosmetic repairs, electrical and plumbing, and minor structural work should not be a concern. However, if there are major structural repairs needed (like a new foundation, for example), the project may not make financial sense due to the high cost of repairs.

Locations

In order to create a sense of place, it is recommended that at least three or four homes adjacent to each other be renovated at the same time. There are a number of places along Garden Avenue and nearby streets that meet this criterion. To explore how such a project could work on Garden Avenue, a sampling of Garden Avenue residential properties was analyzed using an estimated acquisition cost of 120 percent of the county assessed value (adding 20 percent to account for the additional costs of the purchase transaction, potential higher appraisals, and relocation costs of current tenants if they are rentals). While the specific renovations for each house will vary, an average of 40 percent of the home's value has been used.

As mentioned above, LCDC should seek out partners to help perform some of the renovation work and defray costs. Once the properties are repaired, they should be put back on the market as owner-occupied housing. Especially for early projects, it is likely that total costs will exceed the price that can be achieved in the marketplace, in which case LCDC must sell the homes at a loss. Since LCDC will receive the sales revenues, the net expense of the program is simply the gap between total costs and the final sales price. The sales proceeds can then return to a revolving fund for further acquisitions. Over time, as more homes are renovated, a market will develop for home ownership in this neighborhood where people will desire to purchase and renovate homes on their own with no public assistance.

For this analysis, it is assumed that the renovated houses will be able to achieve a 20 percent price premium over their purchase price (or equivalent, un-renovated homes). Given these assumptions, the acquisition and renovation of each house would cost the following:

Sample Property	Purchase price (120% of assessed value)	Renovation Costs (50% of purchase price)	Total costs (purchase + renovation)	Likely sales price (120% of purchase price)	Net cost to LCDC
Property 1	$88,600	$35,440	$124,040	$106,320	$17,720
Property 2	$54,800	$21,920	$76,720	$65,760	$10,960
Property 3	$61,800	$24,720	$86,520	$74,160	$12,360
Property 4	$78,200	$31,280	$109,480	$93,840	$15,640
TOTAL	$283,400	$113,360	$396,760	$340,080	$56,680

Downtown-Northwest Boulevard

Garden Avenue Corridor

As shown in the Pedestrian Framework Plan, Garden Avenue is envisioned as a primary physical and visual connector between Downtown and the emerging Education Corridor. A connection across Northwest Boulevard here makes sense because existing streets on both sides of the street line are closely aligned, allowing for a relatively easy connection. Garden Avenue, between 5th Street and Northwest Boulevard will become an enhanced pedestrian corridor with improved streetscape elements, pedestrian amenities, and signage to reflect its new role as a gateway to the Education Corridor. With new and revitalized housing along its blocks (described in the "Urban Housing" section), Garden Avenue will become one of Downtown Coeur d'Alene's great urban streets.

Immediate Actions

Property acquisition: LCDC should pursue the acquisition of specific properties that will be needed for the future Garden Avenue right-of-way.
Streetscape plan: A detailed streetscape plan will need to be created in order to prepare a detailed cost estimate for the proposed improvements along Garden Avenue. LCDC (and appropriate partners like the City and the colleges) should initiate a planning process to design improvements and estimate the costs for the project in order to guide future steps.

Long Term Actions

Northwest Boulevard intersection construction: Once the Education Corridor strategic plan is complete, the mill is relocated, and expansion of the campuses is underway, it would be appropriate to begin construction of the Garden Avenue connection and a new intersection at Northwest Boulevard.
Streetscape improvements: Concurrent with the new street connection across Northwest Boulevard, LCDC should begin streetscape improvements along Garden Avenue between Northwest Boulevard and 5th Street. Specific improvements could include wider sidewalks, bulb-outs at intersections, special paving, signage, street trees, benches, and other amenities.

Downtown-Midtown-Northwest Boulevard

Parks and Public Spaces

In urban areas, the public realm defines private development and opportunity. That is, the streets, sidewalks, parks, and other public features create the framework that defines the opportunities for private investment. Moreover, the quality of the public realm sends a strong signal to the community and sets a precedent for the quality of private development. The public elements of each district should reflect Coeur d'Alene's stature as a jewel of the Northwest. A top-quality public realm will set similar expectations for private development. While the types of individual actions may be similar from district to district, each one must be defined separately since each district, and even sub-districts within each district, will have its own character and identity. Projects and actions include:

Immediate Actions

Begin implementation of the Civic and Open Space Framework Plan. These items include many individual recommended actions. Beginning immediately, LCDC should work with the City and other partners to implement each of the recommendations. While many actions may take years to fully implement, the process should begin now, especially when certain uses need to be relocated such as the ball fields. Specific actions could include:
- Land acquisition (for additional park space, new ball fields, etc.)
- Gateway features
- Implementation of the Downtown Public Places Strategic plan
- Rest rooms
- Park improvements
Development of sidewalk dining programs to encourage activity on the street. Sidewalk dining adds character and interest to the streetscape and is a favored dining option in the warm summer months. Instituting sidewalk dining program is an inexpensive opportunity to create an "early success" Downtown and may only require a code amendment to allow for outdoor dining on sidewalks.

Long Term Actions

Refined streetscape character elements for each subdistrict. Each district should eventually have its own defined streetscape character. The recent improvements along Northwest Boulevard have already given it a unique identify and many Downtown sidewalks have been improved with pavers, benches, and planters. Over time, similar projects should be extended throughout the three districts. Potential streetscape elements could include: ornamental lighting, street pavers, flower baskets, and street trees. Each district should have a streetscape plan that identifies specific improvements, common design elements (lighting styles, tree types, furniture styles, etc.), and locations.
Pedestrian improvements: LCDC should develop a streetscape program to implement the pedestrian improvements identified on the Pedestrian Amenities Framework Plans. Improvements could include bulb-outs at intersections, special crosswalk pavers, raised crosswalks.
Traffic calming: In addition to the pedestrian improvements, above, targeted traffic calming measures may also be appropriate and could include new signalized intersections, speed bumps, and narrowing of streets.
Signage: A signage program may include banners, historical markers, wayfinding signs, and other sign types. LCDC should support signage efforts that send a positive signal about each district and support the vision of each area.

Midtown

Neighborhood Node at 4th and Roosevelt

The intersection of 4th Street and Roosevelt Avenue and the surrounding blocks form the heart of the Midtown district. Revitalization of the district should start here, where the streetscape, building scale, and existing businesses set a suitable framework for a neighborhood commercial node. While there are existing commercial uses such as the dry cleaners and Capone's restaurant, there are also many opportunities for enhancement of the district. Public efforts and improving the area should focus on the following general areas, which will be detailed below:

Public spaces
Storefront improvement
Redevelopment

Given limited resources, revitalization should initially focus on the stretch of 4th Street between Foster and Boise Avenues. When implemented, the combination of actions listed below will create a true sense of place and should be categorized as an Immediate Action in the prioritization process.

Public Spaces

The physical environment of Midtown currently suffers from a lack of maintenance. Tired and rusty street lamps and broken sidewalks tell the passer-by that this is an area that has seen better times. While the streets have been recently paved, there is little to encourage the pedestrian to walk through the district. Enhancements to the physical realm will set a proper tone for revitalization and will send a signal that things are changing in Midtown. Specific improvements in the public realm should include:

Sidewalks: Many of the sidewalks are crumbling and are in need of replacement.
Bulb-outs at intersections: The sidewalks should bulb out at intersections to reduce crossing distances for pedestrians, thereby enhancing safety, slowing traffic speeds, and creating additional space for landscaping.
Street furniture and trees: The addition of benches, trees, planters, bike racks, and other fixtures help to decorate and define the space. The larger sidewalks at intersections are particularly suitable for these items.
Ornamental lighting: An ornamental lighting scheme adds character and enhances safety.

Cost summary:

Item	Cost per unit	Units	Total
Sidewalks - rebuild with bricks or pavers	$50 per lineal foot	1000 each side of street	$100,000
Bulb-outs	$10,000 per corner	6 corners	$60,000
Street furniture	$6,000 per block face	5 block faces	$30,000
Ornamental lighting- including underground wiring	$50,000 per block	5	$250,000
Scored concrete crosswalks	$2,500 per crosswalk	6	$15,000
		TOTAL:	$455,000

Storefront Improvement

Storefront improvement projects are a low-cost and effective way to dress up a tired retail area. Many cities have storefront programs that utilize matching grants to business and building owners. LCDC should consider this type of program for 4th Street.

Most storefront improvement programs are operated by cities and are specifically targeted to certain neighborhoods. The granting agency offers direct or matching grants for improvements to the facades of buildings in order to improve the look of a retail district. Usually these grants are limited to exterior improvements only. The agency begins by receiving applications from building and business owners. When a business leases, but does not own, its building, the consent of the building owner is required. Often, grants are available to both the building owner and the tenant, allowing for two grants to enhance the same building – even when the building and business owner are the same. Grants may be used for any type of exterior improvements including, but not limited to, window repair and replacement, lighting, awnings, doors, paint, signage, and professional services fees (architects and designers). Some programs include a limited amount of free time (paid for by the agency) from a selected list of local architects, while others leave this up to the applicant. Usually, the applicant must complete the improvements and submit receipts before the matching grant is made.

A storefront program could be operated directly through LCDC, or LCDC could seek out a community partner to manage the program. While the most accessible source of funding would be through LCDC's tax increment financing allocation, the storefront improvement program could be leveraged with CDBG and other state and federal grants.

In Midtown, the row of storefronts along the east side of 4th Street between Reid and Montana avenues should be initially targeted for a storefront improvement program. These buildings are at the heart of the district and would have the greatest positive impact if they were upgraded. With full participation by existing building and business owners, a grant or matching grant program would be sufficient to have a positive impact on Midtown's revitalization. The storefront program could easily be expanded to other LCDC districts.

Storefront improvement cost summary:

Item	Cost per building	# Buildings	Total
Matching grant up to $15,000	$15,000	10	$150,000
Matching grant up to $25,000	$25,000	10	$250,000

Redevelopment

Possibly in lieu of storefront improvement, some sites may be best suited for complete redevelopment by LCDC. This is most likely to make sense where there is little or no value remaining in existing structures or the site is already vacant. An analysis using county assessor data reveals the following sites have a high ratio of land to improvement (implying that the structures have little or no value). As a selecting criteria, we have chosen sites that have a land to improvement value of greater than 1.5 (the land is 1.5 times more valuable than the structures that sit on it). Also included are vacant properties (ones that indicate zero improvements). Refer to the Development Opportunities Framework Plan.

In the core area of Midtown between Reid and Montana Avenues, four properties fit these criteria. The two small properties totaling approximately 8,400 square feet are already owned by the Lake City Development Corporation. Two additional properties are currently valued by the county assessor as follows:

Acquisition cost summary

Property #	Description	Assessed Value	Add 15%	TOTAL
1	Lot size 4,750 s.f.	$26,259	$3,939	$30,198
2	Vacant parcel, 4,270 s.f. same as owner above	$19,070	$2,861	$21,931
			TOTAL	$52,129

Further research will be needed to identify the highest and best use for the properties for redevelopment. However, given our understanding of the neighborhood and the Coeur d'Alene market, LCDC should consider the following when planning the redevelopment of these sites:

With the focus of retail Downtown and, more significantly, north of I-90, new retail on 4th Street will struggle, especially with the higher rents that will be needed to support new construction. Retail space should initially be limited to renovation of existing structures along 4th Street.
As in Downtown, the addition of housing to Midtown will have the greatest positive impact and may be the most supportable by current market conditions. Multifamily housing, primarily rentals, should be considered.
To increase the diversity of uses, mixed-use projects should be considered. While housing is often located above retail, we have noted that retail is not strong here. Instead, housing could be located over services like medical and insurance offices, banks, and other walk-in uses that are not strictly retail, but have a street presence nonetheless. Similarly, live-work units should be considered, where housing units are directly connected to street level office and workspace.

Total Cost Summary

A summary of the recommended improvements for the 4th and Roosevelt neighborhood node is as follows:

Project	Cost
Streetscape improvements	$440,000
Storefront improvement program (grants only)	$250,000
Redevelopment opportunities (acquisition only)	$52,000
TOTAL	$742,000

Remove One-Way Couplet

The new freeway interchange on Northwest Boulevard has diverted much of the traffic that used to travel 3rd and 4th Streets to travel between I-90 and Downtown. Returning 3rd and 4th Streets to two-way streets would have many beneficial effects on the Midtown district. First, it would give two-way visibility to the retail merchants, allowing them to benefit from drive-by traffic in both directions – essentially doubling their exposure. Second, with parking on both sides of the street and two-way traffic, people would instinctively drive slower, which would make the area more pedestrian friendly and safer. While removal of the couplet is a single project, it has many parts:

Immediate Actions

Traffic studies: There is much to be studied before deciding to revert 3rd and 4th Streets back to two-way traffic. While the consultant team believes that it will be a positive move for Midtown, there could be unintended consequences or unforeseen problems that would prevent it from being possible. A detailed traffic impact analysis should be performed early to analyze the current and proposed system. An alternate consideration could be to convert only a portion of 4th Street to two-way traffic – the section from Harrison Avenue south to Downtown would be a logical section to begin.
Applications for state grants: Depending upon the results of the traffic analysis, the City and LCDC should pursue grants from the State and other sources to supplement tax increment financing to pay for the improvements.
Reconsideration of land uses along each street: Changing the traffic pattern on Fourth would have far-reaching land-use impacts. Certain properties that currently are automobile-oriented may be more suitable to pedestrian and neighborhood-serving uses after the traffic pattern is changed. The Preferred Land Use Framework Plan should serve as a guide for future zoning for Midtown.

Long Term Actions

Long term actions will likely include physical improvements to the street if the decision is made to pursue a traffic pattern change. In addition to the obvious physical changes such as new signalization, signage, and striping, there should also be many other streetscape improvements, which have been described earlier in the Neighborhood Node project.

Employment Center

Although the properties are outside the LCDC area, the recently vacated auto dealerships along 4th Street will have a substantial influence on the success of the entire Midtown district. Therefore, it is essential that they be addressed regardless of LCDC's current or future jurisdiction over them. Due to the large number of sites and total acreage, they could damage the entire corridor if they remain vacant. Likewise, they could help improve the entire corridor if they are returned to a supportive, active use. While the site area would be sufficient for big box or other retailers, it is unlikely that these uses could be lured away from the northern part of town. Furthermore, large, destination retailers would do little to enhance adjacent neighborhoods. However, large sites suitable for employment centers are rarely found in such close-in locations. The auto dealership sites represent a unique opportunity for Coeur d'Alene to attract employers into the heart of the community. For example, by partnering with the Education Corridor initiative, linkages could be made with North Idaho College and the University of Idaho to attract employers and provide training and education for workers.

Immediate Actions

Prepare an urban renewal plan to incorporate former auto dealer lots into an urban renewal area: LCDC should continue existing efforts to analyze the area in preparation for creating a new urban renewal area for the northern section of 4th Street. This is a necessary first step to allowing LCDC to have jurisdiction over the properties and enabling LCDC to spend money on improvements and programs.
Acquire the sites for land-banking: As soon as an urban renewal plan is approved, LCDC should acquire the former auto lots in order to land bank them while further planning is done to identify specific uses. This retail area has been enhanced with street trees, ornamental lighting, street furniture, and bulb-outs with on-street parking. Shops have some office and residential accommodations above them.

Long Term Actions

Secure partnerships with NIC and UI to support and lead the project and potentially locate certain programs there. LCDC can play an integral part in securing the sites and funding improvements, but the discussion of what should replace the auto lots should be a community-wide process.
Conduct an economic development study with LCDC's community partners to identify strategic industries and needs.
Prepare development requests for qualifications (RFQs) and requests for proposals (RFPs) to solicit development partners.
Develop an employment center with partnerships between schools and employers;
Open discussions with Jobs Plus to identify possible users. Jobs Plus is an indispensable community resource and should be an integral partner to defining and implementing an employment center.
Pursue grants for funding of programs and improvements. Leverage resources wherever possible.

Northwest Boulevard

Public Right of Way Improvements

Many of the undeveloped parcels along Northwest Boulevard are likely to be developed following the same pattern of uses of existing development without the participation by LCDC or other public entities. However, the quality of the public realm, and hence the precedent set for private development, will be aided by further public investment in improvements. Certain actions can begin immediately, while others will be contingent upon property acquisition and relocation, which may take a number of years.

Immediate Actions

Wayfinding and gateway features: While Northwest Boulevard has been greatly improved, much still needs to be done to make it a true gateway to Downtown. In its current state, it acts as a high-quality boulevard, but does not do so in a way that announces one's arrival in the premier city that is described in the vision. LCDC should work with the City (and others) to fund and implement further improvements to the Northwest Boulevard right of way that will both reinforce its role as a gateway to one of the Northwest's greatest cities as well as set a high standard for adjacent private development.
Undergrounding of utilities: This project was dropped from the recent streetscape improvements, but should be reconsidered. LCDC should continue to work with utilities and the City to explore technical and funding solutions to burying overhead lines.

Long Term Actions

Improvement of pedestrian and vehicular connections to Midtown neighborhoods: Concurrent with Midtown and Downtown planning processes, additional connections should be made between Northwest Boulevard and the neighborhoods to the east. As it is today, there are few connections. With the eventual build out of Riverstone and the Education Corridor, more connections will be necessary to unify the districts.
Provision of public river and trail access points: With the relocation of the mill and the eventual build out of Riverstone, public access to the river will be critical. LCDC should work with all property owners to ensure that public access to the river is available in as many locations as possible. Further, the Spokane to Coeur d'Alene trail system should be improved throughout the Northwest Boulevard corridor.

Education Corridor

The Education Corridor initiative – the expansion of NIC and UI campuses northward along the River – has the potential to establish Coeur d'Alene as a premier center of higher education for the inland Northwest. The Education Corridor will be a major influence in shaping the Northwest Boulevard district, and its influences will ripple far beyond into Downtown, Midtown, and all of Coeur d'Alene. Implementing the Education Corridor concept must begin with additional planning and defining goals in order to guide physical projects in later stages.

Immediate Actions

Prepare an Education Corridor strategic plan: Full implementation of the Education Corridor concept will have significant land use implications. It will involve the construction of many buildings (educational, residential, and commercial), it will require parking, transportation, and circulation improvements, and it will require the involvement of many stakeholders, ranging from the colleges themselves to the City to Coeur d'Alene residents. LCDC should continue to work in partnership with the colleges to define the process. It is recommended that LCDC take a leadership role in preparing the strategic plan, since the plan must encompass the surrounding properties and streets in addition to the campuses themselves.
Assist in property acquisitions for college facilities and housing: While a strategic plan has not yet been completed, LCDC should assist NIC and UI in acquiring strategic properties for the expanded campuses and for related commercial or residential development.
Facilitate relocation of existing uses where needed, including the sawmill: The mill site is at the heart of the Northwest Boulevard district and the Education Corridor campus. Since acquiring railroad rights of way and other actions are contingent upon relocation of the mill, it should be a high priority to speed up this process.

Long Term Actions

Implement the strategic plan: The Education Corridor Strategic plan will identify many projects that will combine to create an urban neighborhood in the Northwest Boulevard corridor. Those projects that are appropriate for implementation by LCDC should be quickly integrated into to LCDC's budget and project schedule.