Resolution 5846A - Adopts GP Amendment - Downtown PlanRESOLUTION NO.5846A
A RESOLUTION ADOPTING AN AMENDMENT TO THE KALISPELL GROWTH
POLICY -- PLAN IT 2035, TO BE KNOWN AS THE "DOWNTOWN PLAN".
WHEREAS, pursuant to MCA 76-1-601 the Kalispell Growth Policy 2020 was originally adopted
by the Kalispell City Council on February 18, 2003; and
WHEREAS, on July 3, 2017, the Kalispell City Council passed Resolution No. 5821 amending its
growth policy with the Plan It 2035 Amendment determining that such amendment
was in the best interest of the City of Kalispell and the residents of the jurisdictional
area of the Kalispell Growth Policy; and
WHEREAS, the Kalispell Growth Policy -- Plan It 2035 calls for development of a Downtown
Plan as a key project to have a tangible positive impact on the citizens of Kalispell;
and
WHEREAS, a Downtown Plan was developed and proposed as the result of significant public
outreach by Kalispell City Planning staff and response from the Kalispell residents
and stakeholders; and
WHEREAS, on August 8, 2017, the Kalispell City Planning Board held a public hearing on the
proposed Downtown Plan and, after due and proper notice, received written and oral
public comment after which it evaluated the proposal based upon the goals and
objectives of the Growth Policy, the purpose of zoning and current circumstances in
the planning jurisdiction; and
WHEREAS, after due consideration of the proposed amendment, the Kalispell City Planning
Board adopted Resolution #KGPA-17-02 as the findings of fact and recommended
approval of the proposed Growth Policy amendment known as the Downtown Plan;
and
WHEREAS, on October 16, 2017 the Kalispell City Council considered it advisable that they
deliberate on the recommended Downtown Plan and adopted a Resolution of
Intention to Adopt, Revise, or Reject said Downtown Plan; and
WHEREAS, the City Council held a public hearing pursuant to notice under § 7-1-4128 MCA, on
November 6, 2017 and received approximately 50 written and oral public comments
on said Downtown Plan; and
WHEREAS, the City Council, after reviewing said Downtown Plan and fully considering public
comment have determined that the adoption of said Downtown Plan is in the best
interest of the City of Kalispell and the residents of the jurisdictional area of the
Kalispell Growth Policy.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
KALISPELL, AS FOLLOWS:
SECTION 1. That pursuant to Section 76-1-604, MCA, the Kalispell City Council hereby
adopts the Downtown Plan attached hereto and incorporated fully herein by
this reference as an amendment to the Kalispell Growth Policy -- Plan It
2035.
SECTION 2. This Resolution shall become effective immediately upon its passage by the
City Council.
PASSED AND APPROVED BY THE CITY COUNCIL AND SIGNED BY THE MAYOR OF THE
CITY OF KALISPELL, THIS 4TH DAY OF DECEMBER, 2017.
ATTEST:
vvvv�����tt AQ!^����pr
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Ai ee Brunckhorst, _gm.c
City Clerk e SEAL —
1892
Mark Johnso
Mayor
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Sidewalks are widened 6'. for business- New center turn lane, creating the ability One lane slows traffic and dls-
2017 es to create vibrant outdoor eating areas, to make left turns downtown during the Incentrvmzes truck thoroughfare use,
provide ample room for trees to grow, or day, and increasing ease of traffic flow In reducing noise and congestion
provide benches and other amenities this option, a portion of this turn lane can
be utilized as a landscape boulevard
Comer 'bump -cuts' can be created. _ — ---
which allow for a shorter, more protected -- -
travel distance for pedestrians crossing — the street, while offering some wonderful 4�
comer landscape opportunities. - ^- P
sJ c-
Parallel parting maintained on both sides Pedestrian -scaled traffic lights and street
of the street lighting can be installed. adding simplicity
and charm to the downtown.
City of Kalispell : Main Street Redesign Study
Oa rb 16
i
TABLE OF CONTENTS
CHAPTER 1
Introduction to Our Plan - Page 2
CHAPTER 2
Downtown Vision and Values - Page 8
CHAPTER 3
Key Issues and Strategies - Page 12
1) Main Street Character
2) Parking Supply and Management
3) Downtown Historic Character
4) Private Property Upgrades
5) Public Infrastructure Improvements
6) Development of an Entertainment District
7) Financing Strategies
CHAPTER 4
Implementation - Page 34
APPENDIX
TABLE OF CONTENTS
1
CHAPTER 1 — INTRODUCTION TO OUR
PLAN
The City of Kalispell, downtown businesses and property
owners, have come together to develop a plan for Historic
Downtown Kalispell. The downtown area of Kalispell is
truly the heart of our community. This plan is a vision for
Downtown Kalispell that looks back at its historical past to
allow it to have a viable future. Without a plan for the
future, the Downtown
risks losing the identity it
has had since the city's
incorporation in
1892.
number of goals and policies are included in this plan to
provide direction to achieve the vision of the built
environment and address the key issues. Other policies
address the social environment which, together with the
built environment, creates an area within the city that
improves quality of life for its residents. Downtown
Kalispell is unique and its future is vital to the city as a
whole. Accordingly, a focused collection of efforts and
actions will be required to make Kalispell's Downtown
vision become reality.
"By far the greatest and most admirable form of wisdom is that
needed to plan and beautify cities and human communities"
- Socrates, Greek philosopher & dramatist (469-399 BC)
The Downtown Plan is '
written to provide a vision statement and desired identity
for the Downtown. The vision statement created for the
Downtown reflects major themes and values the residents
and businesses in the Downtown conveyed in the public
outreach process. The vision statement describes the
future condition of the Downtown, providing the public
with a big picture of how the Downtown could look and feel
20 years from now.
The plan includes a series of "key issues" that outline
essential hurdles the city must overcome to make the
vision reality. Goal statements and policies will be used as
the building blocks that will help implement the vision. A
INTRODUCTION TO OUR PLAN
Kalispell's downtown
businesses are aware of
the need for a healthy
and vigorous
downtown. Continued
OR vitality in Kalispell's
Downtown is dependent upon acceptance of the need for
corrective measures. Without a visionary plan set in place,
complacency tends to take over and identity can be lost.
Having a plan in place puts the Downtown in control of its
future, with obtainable goals that improve the area and
ultimately the quality of life for anyone within it. The health
and vitality of a community should be reflected in the
strength and vigor of its downtown center. Long-term
benefits to the community from a strong attractive city
center will be substantial. The purpose of this plan is to
develop a vision to address long-term sustainability of
Kalispell's Downtown.
2 1 Page
r
Downtown Kalispell, 1940
I INTRODUCTION TO OUR PLAN
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3 1 Page
The 82-acre plan boundary shown to the right has been
the epicenter of business and social gathering since the city
was created. There are 228 lots, 163 property owners and
332 separate business/tenants in the 24 square block
area. Approximately 49.2 acres is in lots and parcels and
the remaining 32.8 acres is in city streets/sidewalks. The
plan area is bounded by Center Street on the north and the
Flathead County Courthouse on the south with Main
Street extending through the middle.
Notes:
INTRODUCTION TO OUR PLAN
Downtown Kalispell Plan Boundary
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4 1 Page
Downtown Kalispell Story:
Kalispell was founded on St. Patrick's Day in 1891, its
name coming from the Pend Oreille language for "Prairie
above the lake". Kalispell actually had its earliest beginning
stemming back to Demersville, a small town built in 1887
on the Flathead River at "the head of river navigation" a few
short miles southeast of present day Kalispell. By 1890,
Demersville boasted 72 saloon licenses and commercial
property so expensive that businessmen leased lots at
$100/month instead of buying land. Demersville's future,
however, was to be short-lived. Charles Conrad, a Fort
Benton, Montana banker who had accrued wealth in the
trade business, was enamored by the beauty of the
Flathead Valley and decided to start his next business
venture here. He started the Kalispell Town
Site Company in 1891 with 3 other
businessmen just a few miles north of
Demersville.
Using his vast knowledge in the trade industry,
Charles convinced his good friend James J.
Hill, CEO of Great Northern Railroad, to put
the division point of the railroad within the
Kalispell Town Site. The move was an overnight
success, and Demersville literally packed up
and moved to present day Kalispell leaving
little behind to mark its existence. On January
1, 1892, the railroad came to Kalispell, the city
INTRODUCTION TO OUR PLAN
was incorporated that fall and by 1893 there was a city
wide electrical system, a city wide sewer system and a city
wide water system that boasted 53 fire hydrants. In 1894
Flathead County was organized and Kalispell became the
county seat. By 1900, the town had grown to 2,500 people.
The railroad dream in Kalispell was to be short-lived. The
Great Northern Railroad rerouted the main line up to
Whitefish in 1904 relegating Kalispell to a spur line. Even
with this setback, Kalispell had firmly planted itself as the
professional, governmental and retail center of the
Flathead Valley and by 1910 the population had grown to
5,549 people. The 1910 Sanborn Map, next page, shows
the City of Kalispell's layout at that time. It is interesting
to note that the downtown area depicted in the center of
the map still encompasses the current downtown
commercial center today.
5 1 Page
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I INTRODUCTION TO OUR PLAN
6 1 Page
Kalispell grew very slowly in the intervening years. The
1980's saw a brief renaissance in the Downtown with
development of the Kalispell Center Mall and attached
hotel as well as a host of other businesses, grocery stores
and restaurants. The 1990's, however, saw a shift in
commercial development patterns as new commercial
development such as Walmart, Shopko, Office Max,
Staples and other box store retailers moved next door to
the unincorporated community of Evergreen. This too
changed by 2000 as Kalispell entered a building boom
growing 40% by 2010 to 19,927 people. As with the
population growth in Kalispell, new commercial
development boomed. This time new
commercial development moved away
from Evergreen heading to the north side
of Kalispell and once again firmly
establishing Kalispell as a regional
shopping center.
In spite of new development and
changing commercial trends, the
Downtown has continued to remain a
viable location for business. People are
drawn to Downtown Kalispell because of
the historic and social elements that a
suburban strip mall can't provide.
Downtown Kalispell provides a unique
setting, unlike the large scale commercial
development, which is mostly comprised
INTRODUCTION TO OUR PLAN
of national commercial chains and franchise architecture.
Downtown Kalispell has been remarkably successful over
its lifetime. Unlike many other rural cities' downtown
areas, Kalispell's downtown has never become a "ghost
town", requiring extensive redevelopment efforts to
establish a new identity. To this day, despite being
threatened numerous times, the Downtown continues to
function. Greater Kalispell serves as a regional trade area
for over 150,000 people. This creates great opportunity for
Downtown Kalispell to draw clientele from throughout
northwest Montana, continuing its historical role with
potential for expansion.
7 1 Page
CHAPTER 2 - DOWNTOWN VISION AND
VALUES
The world we have created today as a result of our thinking
thus far has problems which cannot be solved by thinking
the way we thought when we created them."
- Albert Einstein, scientist (1879-1955)
The Vision
Downtown Kalispell will be a vibrant place to live, work, shop, dine and visit amongst beautiful historic buildings
and landscaped streets. A well -maintained municipal infrastructure will provide essential services to business
and residents while allowing for the redevelopment of existing buildings and shape the location and density
of future development. Planning policies and effective leadership will protect downtown's heritage while
accommodating new development that creates a thriving economy, which harmonizes with
its surroundings.
DOWNTOWN VISION AND VALUES
81Page
The Values
Why is Downtown Kalispell valuable and in need of special
consideration? Because Downtown Kalispell is the heart of
the city and having a healthy heart is essential to having a
strong city. The following is a list of reasons why Downtown
Kalispell is valuable and worthy of special consideration:
1) Downtown provides a sense of community and place -It
draws people to downtown, i.e. - restaurants, events,
Main Street, historic buildings, employment, art, etc.
2) Downtown reflects how the community sees itself - Is it
healthy and viable, or does it represent local disinterest
and failure?
3) Downtown is the historic core of the community - Historic
buildings highlight the community's heritage and are a
physical representation of its culture.
4) Downtown is a prominent employment center -
Downtown is a major employment area within the city.
5) Downtown includes many independently owned
businesses - There are many family -owned businesses
that support one another and the community adding
strength to the fabric of the community as a whole.
DOWNTOWN VISION AND VALUES
6) Downtown is a significant portion of the city's tax base -
Downtown generates more tax revenue per acre than
any area of the city.
7) Downtown is an indispensable shopping and service
center - Many unique retail and service opportunities
are available.
8) Downtown is a major tourist draw - Travelers want to
see unique places and local treasures such as the
historic downtown.
9) Downtown is the government center - City Hall, City
Police and Fire, County Administration, County
Courthouse and U.S. Post Office are all located within
the downtown boundary.
Hockaday Museum of Art
91Page
Vision and Values Coming Together
American downtowns from all areas and of all different
sizes have been experiencing a revival. More people are
seeking an active, exciting environment with abundant
retail and cultural opportunities that downtowns can
provide. Successful downtowns have an urban landscape
that includes historic population centers that demonstrate
an urban development pattern of grid streets and alleys.
These places serve as centers for commerce, civic, and
cultural activities for the surrounding area. They have
pedestrian -oriented sidewalk systems. Fortunately,
Downtown Kalispell contains all of the common features
associated with a successful downtown. The goal of this
plan is to enhance those features so that Downtown
Kalispell can achieve its full potential by year 2035.
• BY THE YEAR 2035, DOWNTOWN KALISPELL WILL BE
MORE VIBRANT THAN IT IS TODAY THANKS TO A
GREATER VARIETY AND NUMBER OF RESTAURANTS,
NICHE RETAIL STORES, HOUSING, AND
PERFORMING ARTS VENUE GIVING PEOPLE
REASONS TO COME TO DOWNTOWN.
• MAIN STREET WILL BE MADE MORE PEDESTRIAN
FRIENDLY BY INCORPORATING WIDER SIDEWALKS,
OUTDOOR GATHERING SPACES, PUBLIC ART,
STREET LANDSCAPING AND STREET TREES,
NARROWED PEDESTRIAN STREET CROSSINGS,
REDUCED DRIVING LANES AND CONVENIENT
DOWNTOWN VISION AND VALUES
ANGULAR PARKING. BLOCK FACES WILL BE VOID OF
EMPTY SPACES AND PARKING LOTS. A MIX OF
ACTIVITY WILL BE OUT ON THE PUBLIC WAY SUCH
AS MERCHANDISE DISPLAY AND SIDEWALK CAFE
ACTIVITY INCLUDING SUCH FEATURES AS PARKLETS
POCKET PARKS AND THE LIKE.
• DOWNTOWN WILL BE A DESTINATION THAT
ATTRACTS AND APPEALS TO LOCALS AND TOURISTS
RATHER THAN A DRIVE -THROUGH TOWN.
• DOWNTOWN WILL ANCHOR THE CORE AREA TO THE
NORTH. THERE WILL BE A FLOW OF PEOPLE USING
THE EAST -WEST TRAIL SYSTEM IN THE CORE AREA
TO ENTER THE DOWNTOWN AND ENJOY ITS
UNIQUENESS.
• A CONSISTENT THEME/ CHARACTER OF THE
DOWNTOWN REFLECTING ITS UNIQUE HISTORIC
QUALITIES WILL PREVAIL. THERE WILL BE NO
VACANT LOTS ALONG MAINSTREET AND ALL OF THE
BUILDINGS WILL BE FULLY UTILIZED.
• DOWNTOWN'S PARKING WILL BE SEEN AS
CONVENIENT AND AVAILABLE. DOWNTOWN
MERCHANTS AND EMPLOYEES WOULD NOT PARK IN
SPACES THAT ARE MOST CONVENIENT TO
CUSTOMERS. THERE WILL BE ADEQUATE PARKING
TO SERVE THE NEEDS OF BUSINESS,
RESTAURANTS, EMPLOYEES AND RESIDENTS.
10
Downtown Kalispell in 2035 Will Be
• ANCHORED BY MAIN STREET THAT IS VIBRANT WITH
LOCAL PEOPLE AND ATTRACTIVE TO TOURISTS,
ENJOYED DAY AND EVENING BECAUSE
BUSINESSES ARE REGULARLY OPEN INTO THE
EVENING HOURS.
• A PEDESTRIAN -FRIENDLY ENVIRONMENT THAT
ENCOURAGES VISITORS AND RESIDENTS TO
UTILIZE DOWNTOWN BUSINESS.
• A BIKE -FRIENDLY ENVIRONMENT WITH SAFE
ROUTES FOR BIKES AND AVAILABLE BIKE RACKS TO
ENCOURAGE BICYCLISTS TO STAY DOWNTOWN.
• A SAFE AND CLEAN DOWNTOWN THAT HAS BEEN
MADE BEAUTIFUL WITH FLOWERS, TREES, COLOR,
AND ART.
• A HISTORIC, QUAINT, CHARMING, AND
INDIVIDUALISTIC DOWNTOWN THAT IS BUSY,
CONVENIENT, AND PROSPEROUS.
• A DOWNTOWN HAVING A CLEAR PERSONALITY AND
MIX OF RETAIL, FOOD, OFFICE, ART, HOUSING AND
ENTERTAINMENT.
DOWNTOWN VISION AND VALUES
• A DOWNTOWN THAT HAS A VARIETY OF BUSINESS,
IS THE CULTURAL HUB OF FLATHEAD COUNTY, AND
THAT SERVES THE ENTIRE FLATHEAD VALLEY.
11 1 Page
CHAPTER 3 - KEY ISSUES AND
STRATEGIES
Over the last two years staff has conducted 102 interviews
with businesses, residents and property owners within the
Downtown Plan boundary. Seven key issues were brought
to light in the public outreach process of the plan
development. They are specific in nature and affect the
future of the Downtown. Addressing the key issues will be
essential to making downtown Kalispell's vision reality. The
following is the list of key issues followed by a summary of
each of the issues and associated strategies:
1) Main Street character;
2) Parking supply and management;
3) Downtown historic character;
4) Private property upgrades to attract new tenants;
5) Public infrastructure improvements;
6) Development of an entertainment district; and
7) Financing tools to achieve plan goals.
KEY ISSUES AND STRATEGIES
"If you can dream it, you can do it"
Walt Disney (1901-66)
American animator, showman,
film producer
1) Main Street Character:
Main Street Issues:
Surveys and general public comment indicated that traffic
volumes and commercial trucks in particular, speed, and
the associated noise and dust from traffic on Main Street
are primary issues of concern. Main Street is designated
as U.S. Highway 93 by the Montana Department of
Transportation (MDT) and they have managed this 4-lane
thoroughfare that way for decades. The community calls
it Main Street and views it as the business, cultural,
governmental and entertainment heart of Kalispell. The
merchants and property owners are caught in the middle
and have shouldered the impacts of the traffic. MDT points
out that U.S. Highway 93 is a major north -south highway
that runs from Phoenix to Canada and that the segment
12
running through the Downtown is controlled by them. The
City maintains that the future of the Downtown and its
very viability are tied to a Main Street that is unique,
welcoming, exciting and inviting. The City of Kalispell and
MDT clearly have two different goals when it comes to how
Main Street functions. MDT identifies Highway 93 as an
efficient route to move vehicles; while the City of Kalispell
views Main Street as the social and economic hub of the
city that it is trying to protect and grow.
Main Street is currently experiencing high levels of through
car and truck traffic, much of which has no specific reason
for being within the downtown area. According to MDT
traffic data, between Idaho (U.S. 2) and 3rd Street, Main
Street experienced an average of 18,660 AADT (Annual
Average Daily Traffic trips) in 2014. In order to move this
high level of traffic, MDT has designed Main Street's right-
of-way to move traffic as efficiently as possible by using the
following methods:
1. Four driving lanes - Each driving lane measures 12
feet wide. Lanes are intended to accommodate large
trucks as well as passenger cars quickly and
efficiently through the downtown. Speed and volume
are emphasized over local commerce.
2. Two parallel parking lanes - Narrow ten -foot -wide
parking lanes flank the driving lanes and provide a
minimal amount of parking. These spaces prove to
KEY ISSUES AND STRATEGIES
be difficult to access because of speed and volume of
adjacent traffic.
3. Narrow sidewalks - With the 1983 re -construction of
Main Street, sidewalks were reduced to 10 feet in
width. This provides minimal area to accommodate
street lighting, street trees, pedestrian amenities
such as benches and normal pedestrian traffic.
There is no room for outdoor life such as eating,
sales, street venders, extra landscaping, bike
parking and business displays.
4. No left turns - Left turns are prohibited or limited in
order to move traffic efficiently through the
downtown with the minimum number of stops. This
frustrates drivers seeking local access to the
downtown.
5. Lengthy pedestrian crossings - There are no
pedestrian bulb outs or accommodations in street
design to aid pedestrians. Pedestrians must walk the
full width of Main Street exposed to 6-lanes of traffic.
6. Main Street illumination - MDT uses high angle
cobra head lighting at intersections which lack any
special character and detract from the original
historical character of the downtown.
13
CURRENT MAIN STREET CONDITIONS
PROBLEM:
PROBLEM-
PROBLEM:
Sidewalks are too narrow for husinimses
In qA@ of two!arias rnowng in each
Two wide lanes create faster traffic and
to creme outdoor eattrhg areas. provide
direction. there hs no turn lane. thus a
tncentrozze truck thoroughfare use. thus
ample room for frees to grow. or provinie
current inability to make left turns down •
creafrng a lot of noise and congestion
benches and other arnen Mies
town durirg the day
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current Current
current current
current
c,dewdl�a parking. driving lane
driving lane drnring lane
drwmg lane: parking
sidewalks:
mahout 10 about 9about 13
about 13' about 13'
about 13 about 9'
about 30'
City of Kalispell Main Street Redesign
Study
In an effort to move traffic efficiently, the cohesiveness and
strong cultural center of Downtown Kalispell has gradually
eroded. There is currently a 90' wide sea of asphalt and
concrete providing little in the way of culture, charm, or
aesthetics, placing emphasis upon vehicles and detracting
KEY ISSUES AND STRATEGIES
from the perspective or experience of the pedestrian. Four -
lane roads with narrow sidewalks significantly discourage
mobility of pedestrians, bicyclists and transit users. The
current design of Main Street's right-of-way is not
conducive to fostering or enhancing a true main street
community.
14 1 Page
Main Street Strategies:
1. Main Street Redesign
Photographic images of Kalispell
in the 1940's and 1950's, shows
a bustling, pedestrian friendly
downtown. This plan seeks to
restore Kalispell's downtown to
its roots as a place people want
to stay and enjoy, rather than
pass through at near highway
speeds. The purpose of Main
Street needs to be restored. Main
Street is the social and cultural
lifeline of the city. It provides a
window into the heart of the
community; it is not solely a
piece of infrastructure designed
to move people through. Main
Street needs to go on a "road
Option A
- WIDEN SIDEWALKS TO 16'
2 LANES + CENTER TURN LANE
CENTER LANDSCAPED BOULEVARD
PARALLEL PARKING BOTH SIDES
SOLUTION:
SOLUTION:
SOLUTION -
Sidewalks are widened 6', for business-
New center turn lane, creating the ability
One lane slows traffic, and dic
es to create vibrant outdoor eating areas,
to make left turns downtown during the
mcentiv¢es truck thoroughfare use,
provide ample roars for tree;; to qn-, or
day, and inaeasmg ease of traffic flow
r€duang noise and congestion.
provide benches and other amenities.
IL
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11'
12' 12'
12' 11
City of Kalispell : Main Street Redesign
Study
�SAE.1E
diet" converting it back to three lanes. The focus needs to
be on restoring an attractive destination for people, with a
place to park their car and walk to its store fronts and
restaurants. An example of a design that could restore
Main Street within the existing confines of the current 90-
foot right-of-way is illustrated on this page, which includes
the following improvements:
KEY ISSUES AND STRATEGIES
1. Widen sidewalks by 6 feet to a total width of 16 feet
- Wider sidewalks create opportunities for vibrant
outdoor eating areas and merchant displays, greater
room for trees/landscape features and room for
benches, bike racks, and other public space
amenities.
15 1 Page
2. Provide intersection corner
bump -outs - Makes
pedestrian street crossings
safer and more inviting by
shortening the travel
distance and providing a
more protected route, it
slows vehicle traffic patterns
and offers corner -
landscaping opportunities.
3. Reduce Main Street travel
lanes to one traffic lane each
direction - Slows traffic and
dis-incentivizes truck
thoroughfare use, reducing
noise, dust and congestion.
4. Incorporate a center turn
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City of Kalispell Main Street Redesign Study
lane - The center turn lane will make a more driver
friendly street by giving drivers the ability to make
left turns downtown during the day, which will
increase traffic flow and allow for access to desired
locations along Main Street.
5. Install a center landscaped median from 8th Street to
6th Street and then judiciously used from 6th Street
to Center Street - Allows more opportunities for
KEY ISSUES AND STRATEGIES
landscaping, pedestrian lighting, community art and
trees where there is currently only concrete.
6. Maintain parallel parking - Provide larger parking
isles on both sides separating the pedestrians from
the traffic.
7. Install pedestrian scaled lighting - Adds simplicity,
safety, charm and human scale to downtown.
16 1 Page
Street conversions are an essential component for success
within cities seeking to provide higher levels of service.
Conversion of four -lane highways to three lanes by using
two lanes plus a center turning lane have been highly
successful throughout the nation. Main Street Kalispell is
an ideal candidate for a road conversion.
A three -lane conversion will create a safer, more efficient
means to providing access to downtown by automobile and
pedestrians. The design changes needed for a downtown
full of life are not possible with the current four -lane main
street configuration. Road conversions have shown to set
the stage for new investment in new commercial and
residential development, which in turn will help
accomplish Downtown Kalispell's goals of being an exciting
place with a high quality of life. The illustration on the
previous page clearly illustrates how Main Street looking
south from Second Street to the historic Flathead County
Courthouse could look and feel if a street conversion were
implemented.
2. Highway 93 Alternant Bypass Route:
Traffic, particularly large truck traffic, in Kalispell is not a
new issue. The city has worked tirelessly with local, state
and federal officials on the U.S. 93 Bypass Route project
since 1991 in an effort to reduce both truck traffic and
excess through traffic along the Main Street/U.S. 93
corridor. Understanding the implications of the bypass and
KEY ISSUES AND STRATEGIES
its positive effects, the City lobbied continuously to get this
projected funded and constructed. The bypass is now in
place. The south section still functions as an interim
design with 2-lanes and roundabouts. As traffic increases,
this phase will gradually become 4-lane and roundabouts
will be replaced with interchanges. The north half from
U.S. 2 north to West Reserve is fully complete with a 4-lane
design and interchanges.
The evolution of Main Street over the years into a high
volume, 4-lane highway has undermined the local
character of downtown's built environment, impacting the
community's quality of life. Now that the bypass is fully
operational, commercial truck traffic and other through
traffic will be able to "bypass" the city relieving the traffic
along Main Street and the Downtown. MDT traffic
projections show that by the year 2035, the bypass could
be carrying upwards of 17,250 vehicles per day greatly
relieving congestion on Main Street. Many of these re-
routed trips will be trucks that no longer have to pass
through Main Street. The community must stay ever
vigilant to ensure that the south half of the by-pass is
properly completed as traffic demands increase.
17 1 Page
3. Courthouse Couplet:
The "courthouse couplet" (pair of roads encircling the
courthouse) is an iconic feature that has served as the
primary entrance into the city for over 100 years.
Historically, the courthouse couplet functioned as a
roundabout and included a landscaped median from 8th
Street to 6th Street along Main Street. The canon at
Woodland Park and Doughboy statue now placed at the
Veterans Home in Columbia Falls once graced this
landscaped median augmenting the entrance into the
downtown and signaling the importance of the area.
Time passed and the automobile become more prominent.
The courthouse couplet has been modified to allow for
more traffic. Accordingly, the roundabout, landscaped
boulevard, doughboy and canon no longer form an iconic
entrance into the downtown. Instead, the iconic entrance
to downtown has slowly succumbed to more asphalt
ensuring that more and more traffic can continue to move
faster and faster. This trend continues as MDT ponders
future traffic upgrades to the courthouse couplet. Guiding
MDT in their analysis of improvements to the courthouse
couplet is their1993 Environmental Impact Study (EIS),
which supports a 4-lane upgrade. In that EIS, the
fundamental purpose of this highway project was to more
efficiently move people by reducing congestion and
improve safety. The courthouse couplet is the last piece of
highway between Somers and Whitefish that has not been
KEY ISSUES AND STRATEGIES
upgraded. Thus, any improvements to the courthouse
couplet are still bound by those original 1993 terms. The
internal inconsistency in this EIS lies in the fact that this
same 1993 EIS supported the construction of the U.S. 93
Bypass, whose primary function was to reduce truck traffic
and congestion on Main Street. Additionally, the 1993 EIS
did not adequately address the social, economic and
historic impacts of 4-lanes being constructed around the
courthouse and downtown historic district. Below is an
early conceptual design showing how the historical
courthouse couplet would be realigned for speed and
efficiency.
MDT Courthouse Couplet Concept Plan
L"a
18
The final design of the courthouse couplet will ultimately
define Kalispell's Main Street. The courthouse forms the
southern entrance and gateway into downtown. Flathead
County has invested over $5 million this past decade to
restore both the Courthouse and the historic county jail
facility creating projects that truly show case local heritage
and serve as the focal point for the southern end of Main
Street.
MDT will not undertake a highway improvement project
such as the courthouse couplet unless it can be shown
that the design is effective for at least 20 years. There is
consensus that in the short-term, the U.S. 93 Bypass will
reduce traffic along Main Street to a level that would
warrant reduced traffic lanes. However, traffic numbers are
expected to increase over the next 24 years as general
traffic volumes increase in the Kalispell area.
The 2016 courthouse couplet study undertaken by Robert
Peccia & Associates shows that using Alternative 8 of their
study, which calls for upgrading Willow Glen on the east
side of Kalispell, will effectively provide a long-term fix for
traffic in Downtown Kalispell. The Willow Glen upgrades
would include a three -lane road design that connects the
Four Corners area (Lower Valley/ Cemetery Road) in South
Kalispell with the intersection of MT 35 and U.S. 2. The
Willow Glen upgrade will also serve to balance traffic east
- west in the greater Kalispell Area providing other benefits
throughout the community. It is imperative that this traffic
KEY ISSUES AND STRATEGIES
route be nominated for funding in an expeditious manner
to ensure long-term relief to the Kalispell Downtown.
2) Parking Supply and Management:
Parking plays a role in every aspect of downtown. Surveys
indicate that there is a perception in the community that
parking downtown is lacking or inconvenient. If the
community believes parking downtown is inconvenient,
then they will be deterred from visiting downtown
business. Recent survey work has indicated that current
parking may not be as limited as it is perceived to be, and
that the issue is as much a case of management as it is
supply. Finding a way to bridge the perceived parking
problem is essential for downtown success. Cooperative
efforts should be made to maintain the availability of
convenient public parking for customers, employees, and
visitors throughout Downtown Kalispell.
Strategies:
1. Parking Administration:
The Kalispell Parking Advisory Board currently is
tasked with managing the public downtown parking
program. To organize and better manage parking in
Downtown Kalispell, a closer tie should be given to
the Kalispell Business Improvement District (BID) to
assist downtown parking matters. A key benefit to
19
this approach is a direct link between the BID goals
for downtown vitality and the associated parking
strategies. The BID could have influence on or
responsibility for a wide range of parking
management decisions such as advertising,
wayflnding, and signage recommendations, business
employee parking management, enforcement (except
for citations which can only be issued by a peace
officer), priority locations for additional supply and
shared parking agreements. A quick drive around
downtown shows that there are hundreds of both
private and public parking spaces that are not being
efficiently used; coordination and management can
bridge the gap so that those spaces are fully utilized.
With the BID, the Parking Advisory Board would
have responsibility for management of parking
matters in the downtown area.
The Kalispell Parking Advisory Board, in
coordination with the BID, should:
a. Conduct regular parking studies to determine
and track the inventory of on and off street
parking spaces, usage patterns and trends.
b. Periodically, consult with business and
property owners to discuss anticipated future
parking demand and parking management
strategies.
KEY ISSUES AND STRATEGIES
c. Work together to foster greater public -private
parking relationships in the downtown.
2. Maximum Public Parking Use:
It is common practice for local jurisdictions to
oversell permits for their city -owned lots by as much
as 40% to make sure they are being fully utilized.
Currently, the parking lots are being oversold by
about 10% depending upon the location. Staff has
monitored the City lots and have found a significant
number of vacancies throughout the day. It would
be advisable to oversell lots by 20% and monitor
them to make sure they are being fully utilized. The
percentage of oversell may need to be increased or
reduced depending on the location. The goal would
be for all the parking lots to be fully utilized on a
daily basis.
3. Two -Hour Parking:
Most of the on -street parking located within the
downtown boundary has 2-hour parking limits with
30-minute parking at the corners. Currently, the
City enforces parking limits by chalking tires. The
surveys found that some employees of downtown
business are using the 2-hour parking spaces all day
by moving cars (rocking and rolling) regularly. This
system is taking parking spaces that are intended to
20
be used for customers, not employees. The parking
utilization study recommends changing some 2-hour
parking zones, located further from Main Street, to
open parking. This would then provide more
opportunities for both downtown employees and
customers. Parking studies have shown that 12% of
the block faces within the downtown boundary were
less than 30% occupied at peak hours. If the 2-hour
parking limit were removed in those areas,
employees of downtown businesses could park in
those locations without fear of getting a parking
ticket. Additionally, more spaces would be freed up
for customers of downtown business (currently being
occupied by employees) in the areas where parking
is a premium.
The 2-hour parking model also needs to be
reassessed in other areas. Longer parking hours
should be incorporated into the Downtown to
encourage dining and shopping without threat of a
parking violation.
4. Metered Parking:
The parking utilization studies indicated that the
metered parking spaces were being utilized only 25%
of the time. These parking spots are in prime
locations and would be better served as either permit
KEY ISSUES AND STRATEGIES
parking for adjacent business or 2-hour customer
parking.
5. Angled Parking:
In addition to adding parking supply, angled parking
is a very effective form of traffic calming that is
popular among motorists and pedestrians alike. The
pedestrian friendly environment created by angled
parking often brings about more investment from
private business. Studies have shown that each
parking space near a retail business is worth $1,500
per year for that business.
Currently, there are a number of public right-of-
ways within the downtown boundary where angled
parking should be considered. Block faces on the
streets downtown supply a maximum of 10 parking
spaces when parallel parking is used. If angled
parking spaces are used instead of parallel, 22
parking spaces can fit on a block face, an average
increase of 12 spaces. Initial studies show this is a
feasible concept in multiple locations. The
construction of a multi -story parking structure can
cost between $20,000 - $40,000 per parking space.
The cost of angled parking is the paint on existing
pavement.
21
6. Monitor Curb Cuts:
Curb cuts on block faces significantly reduce on -
street parking due to the driveway approach itself
and line -of -sight setbacks required for ingress and
egress. For new construction the primary access
should be gained from the alley when possible. This
also creates a more appropriate built environment
and improves pedestrian mobility.
Initial studies show that as many as 20 parking
spaces could be added within the downtown
boundary by simply right -sizing excessively long or
undefined curb cuts or by removing curb cuts that
are no longer serving a purpose. As previously
mentioned, a parking space within a parking
structure will cost between $20,000 to $40,000.
Saving 20 spaces on existing streets would equate to
a savings of $400,000 to $800,000 with the limited
cost of replacing short stretches of curb and gutter.
7. Parking Structure:
The parking study (see Appendix) indicated that, for
the most part, there are generally on -street parking
options available throughout the day in the
Downtown. However, the study did identify at least
two current hot -spots or areas of parking congestion.
One is in the KM Building -Library area (east side of
KEY ISSUES AND STRATEGIES
Downtown). The other is in the Western Outdoor -
Kalispell Grand Hotel area.
There are many management tools available to the
City to address parking; however, the continued
reliance on surface parking will continue to inhibit
growth in the downtown. A parking structure,
whether free standing or integrated in new mixed -
use construction, needs to be part of the long-term
planning for downtown as "hot spots" become more
common and surface parking lots become more full.
From a practical standpoint, if the city continues to
rely on surface parking, future development
downtown is effectively capped.
The city does not have mandatory parking
requirements downtown. They are left up to the
individual to determine their own need for parking.
As an example, if one assumes a reasonable figure of
just one parking space per 300 square feet of floor
area, a new 30,000 square foot, three-story building
(10,000 square foot per floor) somewhere in the
downtown would require approximately 30,000
square feet of lot area to construct a surface parking
lot to meet those needs. It is apparent that if we, as
a community, continue to foster surface parking as
the only parking option for every new building,
existing buildings would have to come down to make
22
way for new construction and we defeat the very
purpose we are trying to achieve in the downtown.
Today there is approximately 140,000 square feet of
underutilized space in basements, second floors and
vacant or underutilized buildings (see Appendix). As
this space comes on the market and is re -used, there
will be additional parking demands. If there aren't
new parking options available, we will either see the
re -use of existing structures stifled or we will see
other structures taken down further eroding our
building inventory. Development of a parking
structure would allow for future development/ reuse
of properties without the need of demolishing
existing structures.
Parking structures can be beneficial as they allow for
increased densities in the core, where it is most
economical for the city to provide services. The city
owns 3.8 acres of surface parking lots in the
Downtown. Parking structures allow for surface
parking lots to be replaced with new commercial
construction, providing substantial new tax revenue.
Existing properties close enough in proximity to
enjoy the benefits of more all -day parking (employee)
will be able to demand higher rents which can bring
higher appraisal value to those properties and
increased tax revenue to the city.
KEY ISSUES AND STRATEGIES
Limiting factors for a parking structure are the
associated costs. A parking structure will cost
$20,000-$40,000 per parking space. Although the
cost is high, as with any development, the longer it
is delayed the more expensive it becomes. Costs of a
parking structure can be partially offset through
lease of the parking spaces and through the lease of
retail space that should be integrated into the
ground level.
a. Potential Parking Structure Design Concepts:
1) A new parking structure should be
designed with a greater vision in mind. It
should not solely be a utilitarian structure.
It must be architecturally designed and
sited properly to fit into, augment and
enhance the downtown.
2) The structure should incorporate retail on
the ground floor to avoid dead spots in our
downtown (stretches of street frontage
which are dark, offer no goods or services
or that offer nothing to the walking public).
3) The structure could be publically financed
or be a private/public partnership.
23
4) The City could donate an existing public
surface parking lot to an entity in exchange
for an agreement from that entity to
construct a multi -story building within a
reasonable period and provide at least as
much parking as the existing surface
parking lot was providing.
5) Potential parking structure sites include:
➢ The Valley Bank surface parking lot on
Main and Fourth. The City could
undertake a development concept as
spelled out in (4) above.
➢ The west side of 1st Avenue East and 3rd
Street East - The structure could
replace the privately owned KM parking
lot and the city owned lot to the south.
Ground -floor commercial storefronts
could be located along 1st Avenue East
frontage. The structure should be
constructed to straddle 3rd Street East,
using the air space above 3rd Street for
second and third floor development.
The parking structure rendering shown
to the right illustrates that the following
parking design and tabulations are
possible at this location:
KEY ISSUES AND STRATEGIES
Propowd Ramp:
ANI�' Fi�y Fqy
=FYI�!Z PoaI�i0e�e?1
jAllOaAr N aM Ntl N�/Y AqA MIIp
r � g ry .5 1 - aau vcn im.v aueuion'g �L
A 1
View looking south from intersection of V Avenue East and 2nd Street
Parking Structure Concept
(1st Ave. E. and 3rd)
First Floor:
• 25 surface stalls (approx.)
• 10,000sf retail/commercial (approx.)
Second - Fourth Floors:
• 72 stalls/floor x 3 floors = 216 stalls (approx.)
Fifth Floor and above
• OPTION 1- 8,OOOsf Residential/Floor (7 - 8
Units); private parking, green roof terraces
• OPTION 2- 20,700sf Office or
Residential/ Floor; parking within ramp,
green roofs
24 1 Page
3) Downtown Historic Character:
Kalispell is the only Flathead Valley community with a
significant stock of historic commercial structures, and is
classified as a historic district. These historic buildings
should be protected, enhanced and modeled after. Historic
significance is evaluated in terms of the building and its
components, the type of construction, the unique materials
used in construction, the place the building occupies, or
by the significance of the buildings past occupants. Care
and consideration should be afforded any effort to enhance
the structure and protect the unique circumstances
surrounding the structure.
7 Main Street
Restoration
KEY ISSUES AND STRATEGIES
Historic Preservation Strategy:
Numerous buildings within the downtown plan boundary
have historical significance and are on the National
Register of Historic Places. However, in terms of
redevelopment and restoration efforts, all downtown
structures should be viewed as contributing to the historic
theme. Any redevelopment of buildings in downtown
Kalispell should reflect the style and theme within the area.
Architecture is encouraged to complement the existing
historic architecture of Downtown Kalispell through the
use of appropriate material, scale and character. At the
same time, architecture within the downtown should not
be dictated to the point where it results in a forced
character that feels sterile. However, a specific set of
architectural design standards and a palate of preferred
materials need to be developed for the Downtown. The
Kalispell Architectural Review Committee should be tasked
with developing these standards and accordingly enforcing
them.
25
4) Private Property Upgrades:
There are many different opportunities for the restoration
or adaptive reuse of Downtown Kalispell space, whether it
is for the expansion of an existing business, a new retail
venture, residential space, or other use. Regardless, care
must be given to not only meet existing regulations, but
also ensure development preserves Downtown Kalispell's
historic identity. Many business and property owners have
incorporated available space into business, retail or
residential use; however, a significant amount of space
remains underutilized. Limitations to re -use include
handicap accessibility, updated electrical service, cabling,
network installations, and meeting fire codes.
Many downtown buildings have vacant basement and
second floor space that is ripe for adaptive reuse (see
Appendix). Adaptive reuse, while most often associated
with the preservation of historic or architecturally
significant buildings, can provide renewed vitality to
buildings that may be underused, abandoned, vacant,
dilapidated or functionally obsolete. Reuse brings
buildings including empty warehouses, vacated offices,
abandoned department stores, large historic homes and
commercial buildings back to life. These structures can
become senior housing, apartments, performing arts
venues, offices, banks, municipal buildings, clothing
stores, restaurants or lofts to name a few.
KEY ISSUES AND STRATEGIES
Property Restoration Strategy:
Building and fire codes are potential hurdles in the
redevelopment of some unused areas in Downtown
Kalispell. Often times trying to convert an older building
into a new use causes the project to fall under more
stringent codes than when the building was originally
constructed. The high cost of renovation to meet new codes
is often times the sole reason buildings remain
undeveloped. The City and affected building owners should
actively work together to identify alternatives, that allow for
creative redevelopment of existing and underutilized space
while remaining within existing building code regulations.
26
5) Public Infrastructure Improvements:
Public infrastructure can be an incentive or an inhibiter to
future growth. Infrastructure that supports new
technology, i.e. - WIFI, Fiber-optic, etc. in the historic area
has been identified as an issue; however, the single
greatest issue in downtown Kalispell is ready access to
water along Main Street. A municipal water main runs
down the east side of Main Street (U.S. 93) approximately
8 feet from the curb. The cost to tap into this line is
extremely expensive for east side properties due to the cost
of traffic control and cutting into U.S. 93. For properties
on the west side it is prohibitive. This issue comes into play
as basements and second floor uses are contemplated but
lack adequate volumes to meet fire codes. Other uses such
as a brewery need increased water supply just to operate.
Public Infrastructure Strategy:
Assist prospective Main Street business owners to connect
to the existing water main or install alternative water lines
that would be more easily accessible. Provide
infrastructure improvements for technology to make the
historic downtown more competitive with newer
commercial developments. Taking these steps would allow
for the development/ redevelopment of space in downtown
buildings that at this time may be cost prohibitive.
KEY ISSUES AND STRATEGIES
6) Development of an Entertainment
District:
The City of Kalispell is focused on creating an exciting
downtown and the stakeholder surveys reinforce that
narrative. Downtown Kalispell is home to a variety of retail
shops and restaurants, many of which are key attractions
to downtown. However, there is an overwhelming desire for
an improved entertainment experience for locals. The
establishment of unique clusters of retail and restaurants
downtown, with the addition of a performance venue,
would lead to the critical mass necessary for downtown to
thrive.
Entertainment Strategies:
1. Create a performing Arts Venue:
Kalispell has a long history of performing arts. The
McIntosh Opera House located in Downtown Kalispell
above the West Outdoor Store was constructed in 1896
and served the Flathead Valley for decades. It is now
closed and in need of repairs but at one time, it was the
center of activity hosting a crowd of over 1,100 people
with the showing of "Uncle Tom's Cabin". Downtowns
have long been the chosen location for performance
venues, housing cultural activities for both locals and
27
"McIntosh Opera House" located above Western Outdoors
visitors to enjoy. Not only is a performing arts venue
within downtown a cultural asset, but it also puts
"feet on the street", especially at night. The
Playhouse in Bigfork and the O'Shaughnessy Center
in Whitefish are examples of this. Anytime a play is
performed, the downtown fills with residents and
visitors who may also choose to have dinner and
shop at the local downtown businesses.
2. Broaden the Retail and Restaurant Base:
Downtown Kalispell is poised for growth and must
focus on creating an environment to attract
KEY ISSUES AND STRATEGIES
investment. Survey responses indicate that dining
and shopping are the top two primary motivators for
getting people downtown. The downtown market is
not envisioned to support large commercial or box
store operations. The focus instead is for local
entrepreneurs providing unique and independent
establishments thus offering a clear, inviting and
authentic distinction to other commercial centers in
Kalispell.
3. Liquor Licenses:
The current State liquor laws are directly limiting
restaurant and entertainment activity in Downtown
Kalispell. The State of Montana has historically
established a quota system for liquor licenses for
each community in Montana, which in Kalispell's
case has caused a shortage of available licenses. In
addition, gaming is attached to any liquor license
thus making them even more desirable. These two
forces have created a market of scarcity. Any
restaurants coming into the Kalispell market who
would like to offer alcoholic beverages to their
customers faces a daunting task. They must first
locate a license being held by a current user and
then negotiate a private transfer price in a sky
rocketing market. The City of Kalispell needs to look
closely into new state laws that would allow a
significant increase in restaurant -directed liquor
28
licenses so that the Downtown has the opportunity
to foster an entertainment culture within its
boundaries.
4. Downtown Street Amenities:
Implement Main Street improvements that welcome
visitors. Sidewalks should be widened from the
existing 10 feet upwards to at least 16 feet for
businesses to create:
a. Vibrant outdoor eating areas;
b. Pedestrian access that is unhindered by the
current mix of public signage, fire hydrants,
and standard street furniture;
c. Provide ample room for trees and landscaping
to grow;
d. Emphasize pedestrian scale lighting;
e. Provide room for benches, bike racks and
other amenities; and
f. Install corner bump -outs at intersections,
which allow for a shorter, more protected
travel distance for pedestrian crossing the
street, while offering corner -landscaping
opportunities.
KEY ISSUES AND STRATEGIES
7) Financing Strategies to Achieve Plan
Goals:
Many of the aforementioned solutions will require a
significant funding source. In order to create a long-term
sustainable strategy for an economically healthy
Downtown Kalispell, new funding mechanisms need to be
implemented. Currently the Downtown does have the
Kalispell BID, which accomplishes unique functions, as
outlined in the Appendix. However, the Kalispell BID's
funding is limited and additional funding is needed to spur
the development needed for Downtown Kalispell to thrive.
Financing Strategies:
1. Montana Department of Transportation (MDT)
U.S. 93 (Main Street) is designated a federal highway
and management and maintenance of the entire 90'
right-of-way is administered by MDT. Accordingly,
improvements to Main Street could be funded as part
of a larger project by state and federal transportation
money through the Federal Aid System. For example,
re -construction of the courthouse couplet could
accommodate many of the desired community
changes in the immediate vicinity of the couplet as
long as these modifications are fully vetted through
the federal review process and further the goals of
29
the Environmental Record of Decision (ROD). MDT
also has access to funds through the Transportation
Alternatives Program to address pedestrian and
bicycle facilities and improvements.
2. Tax Increment Finance District (TIF)
A TIF District is a re -development tool that allows
municipalities to "capture" increased tax value. As
a TIF District increases in property valuation due to
new development and re -development, the
incremental increase in taxes normally distributed to
the city, county and school district, is instead
funneled directly back into the TIF District to fund
pre -determined projects intended to encourage more
development. A TIF for Downtown Kalispell could be
part of an effort (in tandem with other sources of
funds) to finance the necessary improvements
discussed in this plan. Expenditures of TIF-
generated revenues are subject to certain
restrictions and must be spent within the district to
benefit the district. The funds generated from a new
TIF district could be used to finance a variety of
improvement projects including:
• Infrastructure - Streets, sidewalks, water/sewer
lines, 8v utilities;
• Public parking;
• Park improvements;
KEY ISSUES AND STRATEGIES
• Elevators (to meet ADA requirements) in privately
owned buildings;
• Business loans for expansions or facade
improvements;
• Business grants (faQade improvements);
• Property acquisition for redevelopment ;
• Demolition and removal of structures;
• Property Rehabilitation; and
• Historic preservation loans or grants.
City TIF Potential/Example:
The Valley Bank lot on the NW corner of 4th St. and
Main Street is a City owned parking lot, in generally
blighted condition on a highly visible downtown
corner location. The Valley Bank lot provides surface
parking but is also a City liability that requires
maintenance and does not generate any taxes due to
its tax-exempt status. If this lot were to be developed
by a private party into a mixed use project, this tax
liability would become a tax generator. This example
is worked out below.
The Downtown is valued, for taxation purposes, at
approximately $76 per square foot. Modestly, the
Valley Bank lot could be developed with a 3-story
30 1 Page
45,000 square foot building. Using the average value
of the downtown buildings, a new 45,000 square foot
building would be worth $3.42 million. Based on the
current mill levy assessed on comparable buildings,
a developed Valley Bank lot would generate
approximately $55,000 in city, county and school
district tax dollars per year. Because the property is
currently tax-exempt, 100% of those new tax dollars
would be directed into the TIF every year for the life
of the TIF. This money would then be available to be
reinvested for projects within the TIF. This example
shows the impact one property can have within a TIF
district. Not only would the lot generate money for
the TIF, but development of the site would create a
built environment along Main Street that a surface
parking lot cannot provide.
3. Consider alternative uses for City owned lots:
There are 3.8 acres of City owned surface parking lots
within the downtown boundary. The example above
illustrates the impact of developing a single surface
parking lot into a higher use. Several alternatives could
be pursued to encourage re -development of these lots
into more beneficial uses.
KEY ISSUES AND STRATEGIES
• Existing surface parking lots could be sold to
private developers for re -development for a
beneficial project such as described above.
• Surface parking lots could be granted or gifted to
a private developer who enters into an agreement
that stipulates development will occur on the lot
within a certain time frame, the development will
incorporate into the design the same number of
existing parking spaces lost and that the
development would be a mixed use, multi -story
project.
• There could be a land swap with a property owner
who desires a more beneficial location in
exchange for property they own in a less visible
area.
The request for proposals would include stipulations
that any parking being lost due to construction be
replaced either in the design of a new structure on the
property, in another property nearby, or as part of a
designated parking structure program in the greater
downtown.
4. Special Improvement District (SID):
An SID is a financing tool that could be used to
construct public infrastructure such as a parking
garage, water mains, sidewalk improvements, etc. If an
31
SID was a financing tool that the Downtown property
owners and City Council wanted to pursue, a feasibility
study would need to be conducted. The feasibility study
would analyze the costs of the particular project and
how the costs would be distributed throughout the
proposed SID. State law provides for several different
assessment methods. Depending on the project,
properties to be assessed first have to be shown to
benefit from the project.
Assessment methods typically include either a lot
frontage foot basis, a square footage of developed land
basis or distance from the actual project. The
assessment can also exempt certain land uses if there
is a finding of no benefit.
The feasibility study is an essential step vetting
proposed improvements to both City Council and
affected property owners. If the feasibility study
determines that the SID is feasible, property owners to
be assessed would have an opportunity to support or
protest the creation of an SID District. If approved, the
city would sell bonds that are repaid over a period of up
to 20 years. The city would then in turn assess the
parcels in the district to generate the money needed to
pay off the bonds. The assessment would appear on the
property owner's yearly property tax bill.
KEY ISSUES AND STRATEGIES
S. Brownfields Program - Assessment 8v Revolving
Loan Fund Cleanup:
The City of Kalispell operates a Brownfield Program that
offers voluntary financial assistance to public or private
property owners. Eligible property owners can use grant
funds to undertake phase I and phase II studies to
ascertain whether their properties are environmentally
blighted by current or historical actions on the property
which may cloud a title at time of sale or which may
presently cause operational limitations. Such impacts
include the presence of asbestos, petroleum or other
chemical contamination on -site, etc. The assessments
are completed at no cost to the property owner, and
information about the presence/absence of
contamination is provided to the owner upon
completion of the work. In addition, sites assessed by
the city are potentially eligible for cleanup loan funds
from the Environmental Protection Agency through the
City of Kalispell.
6. Revolving Loan Fund - Low Interest Microloans for
Rl7C1nPCCPC'
The City of Kalispell manages a Redevelopment Loan
Program that is intended to provide a financing
mechanism for businesses located within city limits of
Kalispell. This program is designed to assist businesses
by making low interest, long term fixed rate financing
for general improvements to the property or business
expansion.
32 1 Page
7. Kalispell Business Improvement District - Facade
Improvement Grant Program (FIG):
The Kalispell Business Improvement District (BID) has
developed a program to provide an incentive for private
sector improvement of commercial buildings in the
Kalispell BID. Through the Montana Main Street
program, the BID provides matching grant
opportunities to encourage private investment in
exterior (faQade) building improvements that will help
preserve, enhance and restore the historical and
architectural significance of many of Kalispell's
downtown buildings.
8. State and Federal historic preservation tax credits:
The Federal Historic Preservation Tax incentives
program encourages private sector investment in the
rehabilitation and re -use of historic buildings by giving
up to a 20% tax credit for income -producing properties.
9. The Big Sky Economic Development Trust Fund
This program provides state funds to promote long-term
stable economic growth in Montana with financial
assistance for economic job creation projects and
planning projects. Application for both categories are
accepted on an open -cycle basis until all available funds
are committed to approved projects.
KEY ISSUES AND STRATEGIES
10. Other:
Other funding mechanisms will continue to become
available, i.e. - New market tax credits, housing tax
credits, grants, etc. An essential component to many
alternative funding options is having "shovel ready"
projects when the funding becomes available. The city
needs to be prepared to apply for new funding that may
be beneficial for the downtown as they become
available.
Notes:
33 1 Page
CHAPTER 4 - IMPLEMENTATION
"Communities can be shaped by choice, or they can Goals/Guiding Principles:
be shaped by chance.
We can keep on accepting the kind of communities we
get or we can start creating the kind of communities 1. Restore the U.S. 93 highway corridor
we want. " in Downtown Kalispell to "Main
- Richard Moe Street":
.04
How do we as a community take the vision for Downtown
Kalispell and make it real, tangible and achievable? Six
major goals have been identified to help Kalispell
implement its vision for its downtown plan area. The goals
reflect the desires of the community at a broad policy level
and are intended to function hand in hand. Each goal is
accompanied by a set of guiding principles that provide
specific direction to accomplish the goal.
Some of the guiding principles used to accomplish the
goals can be done immediately and are not dependent on
other factors. Others will require coordination between
various stakeholders, including state and city
departments, to view downtown differently than in the
past. This means applying different criteria than what
might typically be found in their regulations.
IMPLEMENTATION
Downtown stakeholders realize that U.S. 93, which
once brought life to the city has now evolved to the
point where it is inhibiting business and the
community's quality of life. Accordingly, U.S. 93
through Downtown Kalispell needs to be restored to
Main Street making it more conducive to business
and pedestrian activity.
a) Maintain the courthouse couplet as a two-lane
traffic circle (one lane north, one lane south)
which will be designed to both serve as and
enhance the south entrance to the new
downtown.
b) Re-establish the historic center lane landscape
median north of the Flathead County
Courthouse extending from 8th Street to 6th
Street.
34
• Design features would include
landscaping (ground cover and trees)
• Pedestrian scale lighting
• A signature art piece to replace the
former WWI Doughboy now housed at
the Veterans Home in Columbia Falls.
c) Work with MDT to carry the two lane
courthouse couplet design north through the
entire downtown all the way to the BN
Railroad/Core Area Corridor.
d) Key features of the Main Street re -design
would include:
• Creating a two lane traffic flow with a
center turn lane.
• Including mid -block, center lane
landscape islands where the center turn
lanes are not needed.
• Allow left turns at all intersections.
• Install angled parking where possible.
• Widen sidewalks to accommodate a mix
of activity out in the public way such as
merchandise display, sidewalk cafe
activity and landscaping.
• Incorporate bulb outs at intersections to
decrease the width of Main Street and
side streets for pedestrian crossing.
IMPLEMENTATION
• Increase the amount of landscaping and
street trees downtown and incorporate
necessary irrigation for watering.
• Incorporate pedestrian scaled street -
lighting conducive to a pedestrian
environment downtown versus highway
standard lighting.
e) Develop wayflnding signage that directs
through traffic (especially large truck) around
downtown and on the bypass.
fl Continue to lobby for the completion of the
southern half of the bypass.
g) Designate Willow Glen as the city's next urban
road improvement project to create an east
side route that will complement Main Street
and the west side U.S. 93 Bypass Route in
order to provide a long-term solution to the
efficient movement of north -south traffic
through the Greater Kalispell Area.
h) Work to incorporate bicycle lanes, bike routes
and bicycle facilities into the main street
corridor.
35
2. Convenient parking for the business
community and visitors:
Downtown stakeholders revealed that one of the
biggest issues with operating a business downtown
was the lack of convenient parking. Parking studies
have shown that it is more of a perceived problem
today than reality. However, as long as there is a
perception within the community that parking
downtown is an issue, future growth will be limited.
Therefore, it is an issue that must be overcome for
Downtown Kalispell to grow.
a) Work with business owners, BID and the
Parking Advisory Board to develop a parking
management plan.
b) Continue to oversell permits within city -owned
lots until they are fully utilized.
c) Work with owners of private parking lots to
increase the number of parking permits being
sold for employees within the downtown.
d) Limit driveway approaches onto streets,
encourage parking access onto alleys and
remove or limit existing driveway approaches
that are not being used to increase the
available on -street parking.
IMPLEMENTATION
e) Develop a free, downtown R.V. parking lot
close to the downtown for summer day use.
fl Develop signage downtown that better
identifies public parking lots.
g) Identify areas in downtown where employee
parking is available and distribute to business
owners within the downtown in order to
reduce the amount of rocking and rolling.
h) Replace parallel on -street parking with angled
parking spaces where feasible in order to
increase the amount of on -street parking.
i) Allow city surface parking lots to be leveraged
for more appropriate uses. This could involve:
• Selling surface parking lots to a private
developer for re -development;
• Granting or gifting a surface lot to a
private developer who enters into an
agreement that stipulates development
will occur on the lot within a certain time
frame, the development will incorporate
the same number of existing parking
spaces lost and that the development
would be a mixed use, multi -story project;
36
• A land swap with a property owner who
desires a more beneficial location in
exchange for property they own in a less
visible area.
j) Begin planning the location and funding for a
new parking garage within the Downtown Plan
Boundary.
k) Monitor parking "hot spots" to stay abreast of
the issues and prepare for future needs.
3. Provide for business development
and redevelopment options within
the downtown:
Downtown Kalispell has been the social and
economic hub of the city since its inception. Even
with the significant wave of new commercial
development to the north, Downtown Kalispell has
remained a viable place for business of varying types.
A commitment by both public and private sectors is
necessary to secure and build upon the businesses
that make their home within the Downtown.
a) Creation of a downtown Tax Increment
Finance (TIF) District to assist with
implementation of this plan.
IMPLEMENTATION
b) Develop an analysis tool to review each public
surface parking lot. This tool should include
a determination of the following:
• Is this the best location for downtown
parking?
• Is the lot attractively landscaped and
accessible?
• Does it meet the minimum city landscape
standards?
• Is the surface in good repair or is it in need
of repair?
• Is the lot leased out to at least 110-120%
of capacity?
• Would the lot be better utilized if it were
sold and converted into new retail, office or
residential use?
c) Investigate alternative funding mechanisms to
reduce impact fees in the downtown.
d) Offer incentives to encourage historic faQade
and exterior amenity improvements.
e) Upgrade inadequate infrastructure including
city water mains for fire flows to accommodate
the full use of historic buildings downtown.
37
fl Develop a revolving loan/grant program using
TIF or other funding resources to help
business fund necessary infrastructure or
property reinvestment.
g) Continue promoting the Brownfields programs
in order to prepare environmentally degraded
properties for redevelopment.
h) Provide infrastructure that supports new
technology, i.e. - WIFI, Fiber-optic, etc.
i) Work with state lawmakers to develop laws
that would allow for the downtown to have
unlimited, non -transferable, alcohol licenses.
j) Create easy -to -use zoning and building codes.
• BID, property owners and business
owners should be actively engaged with
city staff in the efforts to review and
possibly amend building codes when
feasible.
• Develop cost effective options for meeting
existing fire codes.
IMPLEMENTATION
4. Create an enhanced transportation
network:
Downtown Kalispell stakeholders recognize a vibrant
environment must offer its visitors and residents a
variety of transportation options. This plan develops
appealing, consistently maintained gateways into
the downtown boundary accommodating safe multi -
modal travel.
a) Incorporate traffic calming techniques into
design and improvements of the local street
network to enhance pedestrian safety.
b) Identify major gathering or destination points
(Core Area, public buildings, parks,
commercial areas) in need of pedestrian access
and connection.
c) Improve pedestrian and bike access
throughout the plan area to improve safety
and mobility.
d) Strengthen linkages between Main Street, the
Core Area and county buildings to the south.
e) Work with Eagle Transit to integrate bus stops
into street design in the appropriate locations.
38 1 Page
5. Create a unique and identifiable
image for Downtown Kalispell:
Main Street Kalispell is the gateway to Glacier
National Park. Downtown Kalispell will expand upon
its existing aesthetics to draw and welcome travelers,
signaling that they have arrived somewhere special.
a) Craft architectural design standards that are
downtown specific that encourage renovations
and new construction to blend in with and
enhance the current historic flavor of the
Downtown.
b) Clearly identify Downtown Kalispell entrance
features, specifically, north and south historic
Main Street gateways.
c) Historic preservation to maintain the cultural
and visual fabric of Downtown Kalispell.
d) Establish a standard for high quality design
for new buildings and parking.
e) Encourage public/private partnerships to
fund the creation and display of public art.
IMPLEMENTATION
fl Incorporate amenities into new or
redevelopment projects such as pocket parks,
activity nodes and gathering places.
g) Increase landscaping to soften the area and
create a more appealing location.
h) New parking lots should be located to the side
or rear of buildings away from primary street
frontages.
i) Parking lots should be enhanced with
pedestrian scale lighting, way finding signage,
and aesthetic elements such as screening and
landscaping.
j) Sidewalks should be installed and sized to
accommodate seating and eating within the
right-of-way.
k) Work with MDT to allow for banners to be
strung across Main Street during special
events.
39 1 Page
6. Become the epicenter for arts,
culture and historic preservation
within the Flathead Valley:
Downtown Kalispell is rich in cultural and natural
history. Downtown Kalispell was initially developed
in the late 1800's and early 1900's. Many of the
historical buildings that were constructed during
that time still remain and play an important role in
defining the rich historical and cultural character of
the community.
a) Support preservation, conservation and
adaptable reuse of historic buildings.
b) Support the creation of a performing arts
venue.
c) Promote design standards in keeping with the
styles and materials of historic buildings in the
neighborhood.
d) Work with the Montana Historical Society for
the purpose of supporting historic
preservation in the downtown area.
e) Expand the location and frequency of cultural
events in the downtown area.
IMPLEMENTATION
fl Encourage public/private partnerships to
fund the creation and display of art.
g) Discourage the demolition of historically or
culturally significant structures and sites.
h) Return the Farmer's Market to the downtown.
i) Encourage the temporary closure of side
streets off Main Street for special events for the
benefit of the community.
"A hundred years after we are gone and forgotten,
those who never heard of us will be living with the
results of our actions."
Oliver Wendell Homes, U.S. Supreme Court
Justice
40
APPENDIX
I. PLAN DEVELOPMENT - Surveys and Interviews:
Ultimately, maintaining a vibrant downtown is a cooperative effort between the city, its residents, and its business
community. The development of a plan requires a clear understanding of what is going on in the downtown. Over the last
two years city staff has conducted 102 interviews with business, resident and property owners within The Downtown Plan
boundary. The interviews conducted included a survey that was seeking clarity on the issues facing businesses and
residents. Key topics that were discussed at length during the interviews included:
➢ How long have you operated here?
➢ Strengths and weaknesses of downtown?
➢ What things are holding you back?
➢ Ideas for improvements or changes?
➢ Why did you choose to invest in downtown?
➢ Are you satisfied with downtown and is it working?
➢ Is traffic downtown an issue, specifically along Main Street?
➢ Is there adequate parking downtown?
Staff has also attended multiple community meetings and prepared newsletters that were mailed out to the downtown
stakeholders. The newsletters included updates of the plan's progress and requested additional input from those interested
in the plan. Lastly, staff met with the Kalispell Business Improvement District multiple times and regularly attended the
Kalispell Parking Advisory Board meetings keeping them apprised of the plans progress and contents.
What Did We Learn?:
It was apparent that the downtown stakeholders had inherent loyalty and pride in the downtown. It was not difficult for
them to address a number of issues that the downtown was facing. The survey results and inventory collected throughout
the public outreach process brought to light valuable information.
APPENDIX 41
A. Survey Results:
The survey results from the downtown stakeholders were broken into three different categories: "The Good," "The
Bad," and "Suggestions." Amongst those three categories the top three responses for each of the categories are the
following:
➢ The Good:
1) Central location and business visibility.
2) Historic authenticity & cultural attractiveness.
3) Good investment, affordable leases.
➢ The Bad:
1) Main Street generates to much noise, dust and congestion from truck and car traffic and is limited by no
left turns.
2) There is a perceived lack of parking and inconvenient parking time limits which inhibits foot traffic.
3) Downtown lacks pedestrian/bike facilities - a general lack of inviting street crossings, bike racks, benches
and greenery. It is not walkable or safe for pedestrians and bikes.
➢ Suggestions:
APPENDIX
1) Slow downtown Main Street traffic (three lanes, angled parking, maintain couplet as two-lane, get rid of
one -ways, finish bypass).
2) Maintain and enhance community character (pedestrian facilities, historical preservation, landscaping, etc.)
3) More diversity and tenant mix (entertainment, food, drink, night life, liquor/cabaret licenses).
42
B. Land Use Inventory:
In addition to the
survey questions
regarding the issues
facing downtown
residents and
businesses, we set
out to inventory the
downtown's built
environment. We
needed to know how
the buildings were
being used. By
compiling all this
information, a
complete picture of
Downtown Kalispell
and its most
pressing issues
could be identified.
Downtown Plan Area General Land Use
lJlillty, 12%
All Parking Areas,
23 5% Commercial VacanL
0.4%
Church, Library,
Museum, Schaal,
10.0%
Residential, 9.2%
Office-Gavarmrrl
Office-Vacant,0.3% 8 GIA
Downtown Kalispell is comprised of a multitude of uses within its 24
block boundary. The Downtown Plan area general land use chart and
map are shown on this page.
It is important to note that the highest percentage of land use in the
downtown is parking areas. Parking areas comprise 23.5% of the
general land uses within the downtown boundary.
APPENDIX
wRJs E RAILROAD ST
Kalispell Center Mall
oep�t Par►
m.1_r_-1_
NTER ST E CENTER ST�'
I �f Fil B.
I�
1 ST. S<EF�
„Wi 1�
!� mill L.
o srw� 3ren sr.E
1=MI I�
Rr�Oownwwn Plan Boundary
Existing Land Use
- CommerclallRetail
Commercial -Vacant
- 0115—ProFessional
Office -Vacant
■ 0115—Government
' DR Sooial Sc—
Residential-Single Family
Residential-2 Family
- Residential -Multifamily
Church, Library, Museum, School
IPark er Opens pace
- urlry
' Parking
EL .3:
mr_r_raa. MST" STw 9
11 Uoh-1-. SK- nenl
rw
st Y.L SchpOl
ml sr.w
,r:o
1
.w
"Hill .
OTH ST E
43 1 Page
The figure shown below breaks down the downtown building square footage into main floor, basement, second floor and
third floor space. In total there are 1,558,062 square feet of building space within the downtown boundary. Density within
the downtown boundary comes out to approximately 19,000 square feet per acre (including public right-of-way).
Comparatively, the Hutton Ranch development to the north has a density of approximately 10,800 square feet per acre.
Downtown Plan Building Squaw Footage
9ao,noa ,
830,860
8W, ON
700,040
600,U40
500,000
400,0)X i5"1,659 337,633
n0,040
200,040
100, OK
37,910
4
Main Floor 5q Ft Basemer- S:j Ft 2nd Floor 5q Ft 3rd Fluor 5q Ft
APPENDIX 44 Page
The figure shown below breaks down the first floor building use within the downtown boundary:
29% Building Use Breakdown - Level 1
�
O Commercial
10%
35% OCommercial-Vacant
1%
O Office
D Office -Vacant
O Institutional
4% O Utility
39%
O Residential
First level building use is important because it is at street level and is what patrons of downtown see first. Survey results
indicated that there was a need for more diversity downtown (retail, food, drink, etc.), and that it was heavy in offices. The
chart correlates with that message since only 35% of first floor space is used for retail; whereas 39% is of first floor space is
office space. Although not shown in the figure above, only 7% of the street level is used for food 8v beverage. First floor space
would be best utilized as retail or food and beverage because it creates "feet on the street," making downtown a more lively
place to be.
APPENDIX 45 1 Page
The figure shown below breaks down the second floor building use within the downtown boundary:
uilding use Breakdown - Level Z
O Commercial -Active
O Commercial -Vacant
■ Commercial Storage/Support
O Office
O Cfrice-Vacant
O Institutional
■ utility
O Residential
Second floor space would best be used for either residential, office space, or similar. The breakdown of the land uses on the
second floor shows a lack of residential space. Although 23% is not a bad number, increasing the number of residential
units downtown is an essential component to a thriving downtown. Residents of a downtown tend to work in the vicinity
and use the adjacent services which create more activity in the surrounding area. It is also important to note the percentage
of storage and vacant space on the second level. 7% (or approximately 24,000 square feet) of second level building space is
being underutilized. Improving second floor space so that it is better utilized is difficult due to the cost of complying with
building and fire codes.
APPENDIX
46 1 Page
The figure shown below breaks down the basement level building use within the downtown boundary:
1%
ing Use Breakdown - Basement Level
■Active Commercial
■Commercial Storage/Support Area
O Commercial -Vacant
0Active Office
■ Off ice -Storage /Support Area
OOffice-Vacant
o 0Institutional
■utility
O Residential
Basement level space can be used for any use, although residential use in the basement is not preferable due to lack of
natural light. 28% (or approximately 95,000 square feet) of basement level building space is vacant, or being used as
storage/support area. This space also has the potential to be better utilized. Like second floor space, improving basement
level space is difficult due to the cost of complying with building and fire codes.
APPENDIX
47
C. Economics:
Tax Exempt Properties:
The figure to the right illustrates the properties
(excluding streets) within the Downtown Plan boundary
that are taxable (red) and tax-exempt (blue). The amount
of tax-exempt property is most notable with 13.8 of the
49.2 acres (281/o) of the properties within the downtown
boundary being tax-exempt. Over half of this tax-exempt
acreage (56%) is owned by the City of Kalispell. The high
percentage of properties within the downtown boundary
that are tax-exempt creates challenges in a community
that relies on property tax as the primary means of
revenue to pay for government services. For a clearer
picture of what this ownership pattern looks like it is
important to analyze the specific types of uses. City
owned properties include certain essential functions
such a city hall, the public safety building, the Museum
at Central School and the Hockaday Museum of Art.
However, the largest single category of city land includes
public surface parking facilities.
APPENDIX
48 1 Page
Surface Parking Lots:
Surface parking lots are not the highest and best use of
land; however, make up 36% of the parcel space in
Downtown Kalispell. Private surface parking lots within
the downtown boundary are valued at approximately $15
per square foot of land, whereas, buildings within the
downtown boundary are valued at approximately $62
dollars per square foot. Between surface parking lots and
tax-exempt properties a large proportion of the downtown
is generating limited to no tax revenue. Additionally,
surface parking lots create an uninviting built
environment, degrade the natural environment (e.g., by
polluting storm water runoff into areas waterways) and
are often provided at the expense of more productive
investments.
APPENDIX
49 1 Page
Value of Downtown:
The plan boundary is 82 acres (49.2 in blocks and 32.8
in public right-of-way). Downtown Kalispell brings
significant value compared to other developments
within the city. Properties within The Downtown Plan
boundary are valued at a higher dollar amount per
square foot than that of other developments within the
city. Downtown is valued at approximately $50 per
square foot (including surface parking lots and tax-
exempt properties). If the tax-exempt properties (13.8
acres) are removed the value of downtown property rises
to approximately $76 per square foot. Comparatively,
the big -box store development of Hutton Ranch to the
north is valued at approximately $36 per square foot.
Accordingly, downtown is providing a private tax value
of approximately $3.3 million per acre, whereas, Hutton
Ranch is providing a tax base of approximately $1.6
million per acre. The figure to the right shows the price
per square foot of Hutton Ranch. The value per acre of
Downtown Kalispell is representative of the value, and
that it is worthy of special consideration because the
city generates its revenue through property taxes.
Additionally, it is less costly to provide services in a
concentrated area such as downtown, then
developments on the fringes of the city.
APPENDIX
2015 Deparmwnt or Revenue Pine rly Vniaes per Squatrr Foul Gnr-iml s Rral Ea,mli & httpmvemc•nts)
_ -- y $28.66 $90.94 $21.12 $66.45 $6.35
$6.35
? $28.72
$69,03
I�
$60.45 $35.16 $42.49
-� ■
i $55.44
$25.93
$30,44
$25.33
... $24.19
�y
" $33-95
Legend
4
_
Hutton Ranch Parcels
_4
J
Average Building Only Sq Ft Value = $101
Average Land Sq Ft Value = $10
Average Total Building & Land Sq Ft Value = $35,64
50 1 Page
D. Parking Study:
Surveys indicate that there is a perception in the community that parking downtown is lacking or inconvenient. If the
community believes parking downtown is inconvenient, then they will be deterred from visiting downtown business. Recent
survey work has indicated that current parking may not be as limited as it is perceived to be. Finding a way to bridge the
perceived parking problem is essential for downtown success.
There are currently 2,410 parking spaces (1 space per 650 square feet of building area) available within the downtown
boundary. The spaces consist of both on -street and off-street parking areas. Most on -street spaces have a two-hour parking
restriction. The remainder is 30-minute parking, usually on corners with a few 15-minute and handicap spaces. None of
the on -street parking within the study area is metered. The following is a breakdown of the current parking areas:
Total Parking Spaces
Kalispell Downtown Plan Area
On -Street spaces 675
Private 888
Private, monthly lease 426
City owned monthly/employee 356
City owned metered 15
City owned free 50
Total Lots 1,735
Total 2,410
APPENDIX
130wntown Plan & Perking Inventory StUdy Area
i.
Mem - IIIr
At OEM= 1 7E
Ll D K Cji iLl
LIFIF] tw 1os F—IF—IL
lie k lieDowntown Plan Study Arse
�2015 Parking inventory Area
Parking Study Area
51 1 Page
The inventory determined that there are 675 on -street
parking spaces and 1,735 in lots (private and public)
that are utilized by the public, customers and
employees. City owned lots are either metered, require
a permit, or have a ticket machine. The Skyline lot,
which is owned by the city, provides 50 free public
parking spaces.
Parking Utilization:
A parking utilization study was completed by staff. The
parking study included all of the on -street parking
spaces located within parking study boundary.
Additionally, the study included the three city owned
lots consisting of the Valley Bank Lot, Eagles Lot and
Skyline Lot. Not all of the parking lots were inventoried,
as some are not available for public use. The study was
conducted hourly in the months of August and
December, 2014-2015 and coincides with the study
done by Robert Peccia and Associates in 1999. The
study evaluated an area bound by Center Street to the
north, 2nd Avenue West to the west, 2nd Avenue East to
the east and 5th Street to the south, shown by the
figure to the right. The study was conducted to better
understand parking utilization of the on -street parking
spaces and public parking lots downtown as well as
the duration that parking spaces are being occupied.
APPENDIX
Downtown Plan Parking Utilization
Peak Hour of 12:00 to 1:00 P.M. -August 2015
Kalispell Center Mall papa' park J
Inlantata
Bank
n
.. S el oo g
`
12% ouWoanBS% �r.r56:h - -
Kaikpall
Ce urt Arend
co t znd '. ■■ Xorol
Manor W Prof yS 7F
��ry�'.,
i Bldg m rF R
1s% 17AJ O 61%=
-84
Glacier �
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o X
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Les, a1.%
az % az
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Flamaad Alliance
Parking Utilization Travel T,IIe
Leas than 10%
10 to 24%
,25 to 49%
- 5010 741A
-75 to 84%
85% or greater
I F_
52 1 Page
The maximum utilization of on -street parking was
acknowledged as the point which spaces within a block
face were 85% utilized. The parking utilization figure
shown on the previous page illustrates the downtown
peak hour (12-1 P.M.) parking demand in August,
2015. August is shown because it is the busiest month
downtown and the best representation of downtown
peak parking demand. Block faces that experienced
85% utilization were highlighted as fully utilized. The
study determined that only 12% of the block faces
downtown are at capacity during the peak hour in
August. Comparatively, in the peak hour in August of
1999 14% of the block faces were fully utilized, see
figure shown to the right. This reinforces the notion
that the city is at a status quo as far as development
and parking. Parking demand has shifted around, but
as a whole has not got worse over the last 18 years.
The Eagles Lot, one of the three public parking lots
surveyed, showed highest usage at only 68% usage
during the peak hour in August. This is in spite of the
fact that all city downtown lots are technically sold out.
During peak hour the Valley Bank lot was utilized at
39% (including the metered parking) and the Skyline
lot was utilized at 51 %. Comparatively, in 1999 the
Eagles lot was utilized at 56%, the Valley Bank lot at
72% and Skyline lot at 62%.
APPENDIX
Downtown Plan Parking Inventory -August 1999
Kalispell Center plat popdpnix
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aelft
Wands
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39%�y
court a tasnt
Court 211d Ave Hota
NRROOF WPM
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r EGG%
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August 1999 Peak Hour
10& or lei
11 tD25%
71
2B ho 49%
5O10 9%
�70 w79%
BO b 1M+%
53 1 Page
Parking Summary:
The results of the parking utilization study in downtown revealed that the current amount of parking accommodates the
parking for the majority of downtown. There are "hot spots" near the Kalispell Grand Hotel/Western Outdoor and KM
Building/Imagine If Library where the parking utilization is full during parts of the day. The parking study indicates that
adding more parking in the downtown is not an essential component of the proposed downtown plan. The study also shows
that in areas of high demand ("hot spots") parking is becoming an inhibiting factor. As the downtown becomes more
successful, there will be a point where too many "hot spots" creates the need for additional parking supply, i.e. - a parking
structure, or other creative alternatives. There are opportunities in Downtown Kalispell to address concerns about parking
supply. However, increase in parking supply should be coupled with parking management strategies to help maintain the
character of the downtown. In fact, it is preferable that parking management precede increase in parking supply to ensure
that the existing parking supply is being used as efficiently as possible. Excessive surface parking supply could actually be
counterproductive as it reduces the supply of buildable land needed for new development.
E. Kalispell Business Improvement District (KBID):
One of the leading ways the public/private process is implemented is through various non -profits, particularly BID's.
Kalispell has a strong downtown advocate in the Kalispell Business Improvement District. BID's act as a quasi -government
for a downtown, providing services city government cannot provide. Downtown's future success will require the continued
support of the Kalispell BID. To date the Kalispell BID has accomplished a great deal to create a welcoming atmosphere
enjoyed by residents and visitors:
o Hosting events - Thursday fest, Chocolate Affair, Run Through History, First Fridays, Art Walk.
o Creating a faQade improvement program.
o Installing wayfinding signage.
o Providing a Downtown Ambassador who provides sidewalk cleanup, flower watering and friendly visitor information
o Undertaking park bench restoration.
o Developing a walking tour brochure of historical points of interest.
o Promoting online, print, television and radio marketing campaigns.
o The placement of flowers, planters and trees.
APPENDIX
54 1 Page
APPENDIX
The Kalispell BID is downtown's management team,
ensuring its many complex elements work together to
create a safe, attractive unique, and well -functioning
place. Successful implementation of this plan will
involve continued involvement of the Kalispell BID, and
other civic -minded non -profits that are tasked with
issues that affect the downtown. The figure to the left
shows the Kalispell BID boundary and Downtown Plan
area boundary. The Kalispell BID boundary is outlined
by the red boundary and the Downtown Plan in yellow.
55 1 Page
F. Courthouse Couplet Study
By way of background, in 1993, MDT undertook the re -construction of U.S. 93 from Somers to Whitefish utilizing a 4-lane
design. Part of that design process involved a request by Kalispell, with congressional intervention, to develop a Highway
93 bypass around Kalispell for the primary purpose of relieving truck traffic in downtown Kalispell. Now, after 23 years,
the Kalispell Bypass has been completed. In addition, the entire U.S. 93 corridor from Somers to Whitefish has also been
reconstructed except for the 5 block stretch of roadway around the Flathead County Courthouse. Design issues have
plagued MDT, as they have tried to develop a 4-lane design that would both accommodate large trucks by current design
standards and not totally disrupt the neighborhood around the courthouse. The MDT initial design options necessitated
acquiring several properties around the courthouse to accommodate a design large enough to allow a 4 lane design capable
of handling large trucks. Adjacent property owners were resistant to sell property to MDT for this project and the project
went dormant for many years. MDT has again raised the issue of re -constructing this piece of infrastructure as the roadway
itself is quickly deteriorating. Note that MDT will not invest in road improvements where the design does not meet current
highway standards.
MDT recently engaged the engineering firm of Robert Peccia and Associates to undertake a new analysis of this issue. They
have completed a traffic study for the courthouse couplet. The intent of the traffic study was to identify the following:
o Project the possible number of lanes needed.
o Review vehicle/pedestrian operational and safety issues.
o Project future conditions.
o Analyze the impact of the full bypass on main street.
The traffic study provided a current traffic baseline for the community, that is a picture of where we are today. The study
then looked at projected traffic levels out to year 2040. The study identified eight (8) alternative scenarios for the courthouse
couplet. All scenarios included the projected impacts of the newly completed by-pass. The alternative scenarios included
the following scenarios:
1. Baseline
o Full bypass with no additional changes in the community
APPENDIX 56
2. Main Street with two travel lanes and center (left turn) lane
o Between 13th Street East and Center Street
3. Main Street with four travel lanes and center (left turn) lane
o Between 13th Street East and Center Street
4. One-way couplet (A)
o Main Street two travel lanes with center (left turn) lane
0 1st Avenue East one-way northbound
0 1st Avenue West one way southbound
o Additional improvements to Center Street and 12 Street East
S. One-way couplet (B)
o Main Street one-way southbound
0 1st Avenue East one way northbound
o Improvements to Center Street
6. One-way couplet (C)
o Main Street one way northbound
0 1st Avenue West one way southbound
o Improvements to Center Street and 12th Street East.
7. Willow Glen upgrade to three lane road
o Connecting at US 2-Hwy 35 intersection (Snappy's)
0 2-lane with center (left turn) lane
8. Willow Glen upgrade and Main Street with center (left turn) lane
o Combined alternative scenario numbers 2 and 7.
APPENDIX
57 1 Page
Alternative 2 is the traffic configuration that would most closely identify with the design concepts embraced in this plan.
The Peccia study shows that Main Street can function as a 2-lane road with center turn lane (Alternative 2) now and into
the near future. The study also shows the significant negative impacts that would come if the Courthouse Couplet and
Main Street were committed to a long term four lane design (Alternative 3). If Alternative 3 were the final configuration of
Main Street, traffic is projected to increase by 40% compared to if Alternative 2 were implemented. Alternative 3 would
provide for nearly 30,000 cars on Main Street, this is an astronomical number considering Main Street is already
experiencing too much traffic. Considering stakeholders of downtown feel that there is already too much traffic on Main
Street, Alternative 3 is not a viable option. What is the priority? Improving traffic and pedestrian safety while maintaining
acceptable traffic flow, or moving traffic with minimum amount of delay and accepting higher safety risks that come with
efficiently moving traffic? The study also does not identify how nearly 30,000 cars would function at Main Street's
intersection with Idaho, or how that amount of traffic would work with the Core Area trail. Additionally, Alternative 3 would
further impact space for improvements needed to improve the pedestrian environment along Main Street.
Alternatives 4, 5 and 6 include variations of one -ways in the downtown. One -ways are good at moving traffic but would have
negative implications on the downtown. Retailers, especially those dependent on pass -by traffic, prefer a location on a two-
way street than a one-way street because of the accessibility benefits that a two-way street location provides. In addition,
one-way streets also affect the visibility of businesses along their cross streets. A successful downtown area should support
activities of residents, employees, and visitors. By car, occasional visitors to downtown are often confused and disoriented
as they circulate through one-way street networks. By requiring less out -of -direction travel, a two -street network is better
for unfamiliar drivers and benefits all the users of downtown. Easy circulation and plenty of pass -by visibility would make
downtown more conducive to visitors.
APPENDIX 58 1 Page
courthouse couplet. All scenarios included the projected impacts of the newly completed by-pass. The alternative
scenarios included the following scenarios:
1. Baseline
o Full bypass with no additional changes in the community
2. Main Street with two travel lanes and center (left turn) lane
o Between 131th Street East and Center Street
3. Main Street with four travel lanes and center (left turn) lane
o Between 13th Street East and Center Street
4. One-way couplet (A)
o Main Street two travel lanes with center (left turn) lane
o 1 st Avenue East one-way northbound
o 1st Avenue West one way southbound
o Additional improvements to Center Street and 12 Street East
5. One-way couplet (B)
o Main Street one-way southbound
o 1 st Avenue East one way northbound
o Improvements to Center Street
6. One-way couplet (C)
o Main Street one way northbound
o 1st Avenue West one way southbound
o Improvements to Center Street and 12th Street East.
7. Willow Glen upgrade to three lane road
o Connecting at US 2-Hwy 35 intersection (Snappy's)
APPENDIX
59
o 2-lane with center (left turn) lane
8. Willow Glen upgrade and Main Street with center (left turn) lane
o Combined alternative scenario numbers 2 and 7.
Alternative 2 is the traffic configuration that would most closely identify with the design concepts embraced in this plan.
The Peccia study shows that Main Street can function as a 2-lane road with center turn lane (Alternative 2) now and into
the near future. The study also shows the significant negative impacts that would come if the Courthouse Couplet and
Main Street were committed to a long term four lane design (Alternative 3). If Alternative 3 were the final configuration of
Main Street, traffic is projected to increase by 40% compared to if Alternative 2 were implemented. Alternative 3 would
provide for nearly 30,000 cars on Main Street, this is an astronomical number considering Main Street is already
experiencing too much traffic. Considering stakeholders of downtown feel that there is already too much traffic on Main
Street, Alternative 3 is not a viable option. What is the priority? Improving traffic and pedestrian safety while maintaining
acceptable traffic flow, or moving traffic with minimum amount of delay and accepting higher safety risks that come with
efficiently moving traffic? The study also does not identify how nearly 30,000 cars would function at Main Street's
intersection with Idaho, or how that amount of traffic would work with the Core Area trail. Additionally, Alternative 3
would further impact space for improvements needed to improve the pedestrian environment along Main Street.
Alternatives 4, 5 and 6 include variations of one -ways in the downtown. One -ways are good at moving traffic but would
have negative implications on the downtown. Retailers, especially those dependent on pass -by traffic, prefer a location on
a two-way street than a one-way street because of the accessibility benefits that a two-way street location provides. In
addition, one-way streets also affect the visibility of businesses along their cross streets. A successful downtown area
should support activities of residents, employees, and visitors. By car, occasional visitors to downtown are often confused
and disoriented as they circulate through one-way street networks. By requiring less out -of -direction travel, a two -street
network is better for unfamiliar drivers and benefits all the users of downtown. Easy circulation and plenty of pass -by
visibility would make downtown more conducive to visitors.
APPENDIX 60 1 Page