sutherland nebraska report

A Report on Sutherland, Nebraska’s Enhancement Strategies for Reuse

January 2012

Prepared Under:

Contract No. EP-W-07-023 Prepared for:

U.S. Environmental Protection Agency Office of Solid Waste and Emergency Response Office of Brownfields and Land Revitalization Washington, DC 20460 Prepared by:

www.sra.com/environmen

www.hdrinc.com

http://www.sra.com/environment

http://www.hdrinc.com/

CONTENTS

INTRODUCTION ............................................................................................................................................. 1

How to Use this Document ....................................................................................................................... 1

Community Profile .................................................................................................................................... 2

Sutherland Brownfields and Economic Development .............................................................................. 3

Sutherland’s Character and Assets ........................................................................................................... 4

SUTHERLAND: REVITALIZATION VISION ........................................................................................................ 5

Downtown Redevelopment ...................................................................................................................... 5

Corridor Enhancement ............................................................................................................................ 11

Commercial Opportunities ...................................................................................................................... 12

Residential Opportunities ....................................................................................................................... 13

Parks, Open Space, and Trails ................................................................................................................. 15

REVITALIZATION STRATEGY ........................................................................................................................ 17

ECONOMIC DEVELOPMENT GOALS ............................................................................................................ 18

SUTHERLAND ASSETS .................................................................................................................................. 20

SUTHERLAND COALITION: ORGANIZE ......................................................................................................... 23

Coalition Milestones ............................................................................................................................... 25

Asset Promotion ...................................................................................................................................... 26

Conclusion ................................................................................................................................................... 29

APPENDICES

APPENDIX I: VILLAGE REDEVELOPMENT OPPORTUNITIES ........................................................................... I-i

APPENDIX II: FINANCIAL AND TECHNICAL RESOURCES ............................................................................. II-1

APPENDIX III: COMMUNITY REVITALIZATION EXAMPLES ......................................................................... III-1

Fremont, Nebraska ............................................................................................................................... III-1

Ogden, Iowa .......................................................................................................................................... III-1

Kingman, Arizona .................................................................................................................................. III-1

Downtown Plattsmouth, NE ................................................................................................................. III-2

Frisco, Texas .......................................................................................................................................... III-3

EPA Technical Assistance to Sutherland, Nebraska January 2012

1

INTRODUCTION

Through support from the U.S. Environmental Protection Agency’s (EPA) Office of Brownfields and Land

Revitalization (OBLR) and Office of Underground Storage Tanks (OUST), EPA Region 7 selected the

Village of Sutherland, Nebraska to receive technical assistance support related to four former gas

stations located along the main corridor of downtown Sutherland. A brownfield is a property whose

expansion or redevelopment is complicated by the presence or potential presence of a hazardous

substance, pollutant, or contaminant1. Examples include former gasoline stations, or any property

whose previous uses could have resulted in a release of pollutants. The project location was identified

through the Region 7 inventory of abandoned gas stations situated along the historic Lincoln Highway

(US-30). EPA, in partnership with the Nebraska Department of Environmental Quality (DEQ), is providing

redevelopment planning support to Village officials as they plan to revitalize the downtown community,

including the four former downtown gas station sites that serve as gateways to the community.

EPA support included:

Identifying Sutherland’s assets and opportunities for improving communication and promoting

Sutherland

Soliciting community input on the future vision of Sutherland

Developing reuse options and scenarios for downtown Sutherland brownfields

EPA’s final product includes redevelopment concepts expressed by the community. City officials will be

able to use any of the products to move forward with marketing new business opportunities and

promoting revitalization of their downtown.

How to Use this Document

The Village Board of Trustees, community

members, and other stakeholders are

encouraged to use this document as a guide

to downtown revitalization and

redevelopment of the former gasoline

stations. The Revitalization Strategy centers

on a Coalition or similar organization to

spearhead revitalization efforts and outlines a

proposed structure and roles for the

organization along with highlighting

milestones. The Economic Development Goals

and Sutherland Assets lay the foundation

upon which the Revitalization Strategy is built.

Coalition activities will be driven by the

Revitalization Vision to promote Sutherland’s substantial assets through multiple techniques and tools.

1 www.epa.gov/brownfields/overview/glossary.htm

Figure 1: Sutherland residence

http://www.epa.gov/brownfields/overview/glossary.htm


2

Organizing Sutherland’s stakeholders to form a Coalition, using the Vision created by the community,

and promoting Sutherland’s assets and opportunities create the framework for the Revitalization

Strategy. The resources in Appendix II provide federal, state and local resources to help implement the

strategy, followed by case studies that show how other similar communities have successfully revitalized

their downtowns.

Community Profile

Sutherland, founded in 1891, is home to approximately 1,200 residents along the historic Lincoln

Highway (US-30) in west central Nebraska, roughly 40 miles west of North Platte. It rests between the

North and South Platte rivers on the southern edge of the Sand Hills prairie. Incorporated as a Village in

1905, it still maintains that title and is proud to be, “The biggest little Village in Nebraska.”2

Sutherland is doing well compared to other small American towns that are experiencing population

decline and lack of employment opportunities. It benefits from access to four main employment bases in

the region (Gerald Gentleman Electrical Generation Plant; Midwest Renewable Energy Ethanol Plant;

Union Pacific Railroad; and local agriculture). It is located in Lincoln County, which according to the

Nebraska Department of Labor had a 3.8% unemployment rate3 in 2011, as compared to 9% nationally4.

These economic dynamics are supported by the easily accessible natural and historic resources in the

region that strengthen Sutherland’s livability.

The Village’s aspirations for continued stability, population growth and its capture of the regional

economy are limited by a small market base and high vacancy rates in downtown commercial buildings.

2 Quote from Village Board of Trustees President 3neworks.nebraska.gov/gsipub/index.asp?docid=438 4www.dol.gov/

Figure 2: Aerial view of Sutherland, Nebraska

http://neworks.nebraska.gov/gsipub/index.asp?docid=438

http://www.dol.gov/


3

One feature attraction includes the new public school, which includes state-of-the-art academic facilities

and tremendous civic support for the school’s athletic programs.

Sutherland Brownfields and Economic Development

The former gasoline stations may pose potential environmental and public health hazards that can stifle

economic development activity and private investment. Unresolved issues related to underground

storage tanks (USTs) that remain in place after a gas station closes can make investment in these

properties or sites adjacent to them unattractive or even potentially risky from a legal perspective. By

addressing these issues, including potential contamination and liability issues, these sites can be made

viable for investment and redevelopment can catalyze area-wide revitalization.

A central feature of the revitalization of Sutherland is the needed reclamation of four former gasoline

stations located on Lincoln Highway and 1st Street (1st Street runs directly adjacent to the highway and

serves as Sutherland’s main commercial corridor).

320 1stStreet (Former Colorado Petroleum)

700 1stStreet (Corner of Maple and 1st)

930 1stStreet (now KN Energy Building)

1421 1stStreet (Former Pink Pony and Saxon Fruit Stand)

Figure 3: Clockwise from top left: 320 1st Street; 700 1st Street; 930 1st Street, and 1421 1st Street


4

Revitalizing the former gasoline stations can reverse the effect these sites have on Sutherland’s

economy and identity. Two sites addressed through this assistance, 320 1st Street (former Colorado

Petroleum) and 1421 1st Street (former Pink Pony and Saxon Fruit Stand) serve as the eastern and

western gateways to Sutherland. The other gasoline stations on 1st Street, (700 1st Street and 930 1st

Street) occupy strategic locations on which more active uses could facilitate Sutherland’s economic

development goals.

The Village is currently working with the State of Nebraska Department of Environmental Quality

(NDEQ) to receive assistance with conducting Phase I and II Environmental Site Assessments (ESAs)5 on

these properties. These assessments will provide the information necessary for redevelopment to occur

unobstructed due to ambiguity about the properties’ environmental condition.

Sutherland’s Character and Assets

Sutherland boasts a wealth of natural, cultural and physical assets that make it a great place to live,

work and visit. Collectively, the assets help define the character of Sutherland, which is best described

on the Village website: “Traditional American values – family, work, church, school and community have

provided a strong fabric for our community. Sutherland citizens are very community oriented, and

dedicated to church and civic organizations.”6 Not only is it important to understand Sutherland’s

unique assets, but to recognize how the promotion of these assets can help drive specific economic

development goals.

5 www.astm.org/Standards/E1527.htm 6www.ci.sutherland.ne.us

http://www.astm.org/Standards/E1527.htm

http://www.ci.sutherland.ne.us/


5

SUTHERLAND: REVITALIZATION VISION

The revitalization of downtown Sutherland is based on local stakeholders’ vision for the future of the

former gasoline station sites, rights of way, and other sections of downtown Sutherland. The

Revitalization Vision emphasizes the importance of the appearance, function, and vitality of downtown

and how these features work together to realize economic development goals. Detailed information

about the Village Redevelopment Options can be found in Appendix I. This section summarizes the

greater revitalization vision and key elements of redevelopment.

Downtown Redevelopment

Gateways

Corridor Enhancement

Commercial Opportunities

Residential Opportunities

Parks, Open Space, and Trails


A downtown is the heart and soul of its community. If a downtown shows life, chances are that the rest

of the community is prospering, or at least improving. Figures 4a & 4b provide a high level overview of

the overall Vision for downtown Sutherland. The vision illustrates the improvements that can be made

to reinvigorate downtown through functional and aesthetic improvements that would better reflect

Sutherland’s vibrant community, high quality of life, and active citizenry. The vision depicts the main

downtown corridor and the specific redevelopment opportunities for improving parks/recreation, civic

uses, hospitality, residential, and general corridor enhancements.

This vision recognizes the positive impact former gasoline stations can have when redeveloped. These

sites, with little renovation, can contribute to an active streetscape and provide business opportunities

not currently available. Utilizing the existing building footprint and structure can sometimes decrease

financial investment and make a large impact on the downtown aesthetics.


6

Figure 4a: Downtown corridor revitalization opportunities


7

Figure 4b: Downtown corridor vision per uses articulated in Figure 4a


8

Figure 5 articulates a broad vision for the entire corridor whose design features and function work

simultaneously to create a welcome environment for locals and visitors. It includes enhanced facilities

such as a train viewing platform, pedestrian friendly crosswalks between the park and downtown, and

enhanced decorative lighting across 1st Street. It also illustrates improvements that can be made to the

median between Lincoln Highway and 1st Street, which will also accommodate rainwater that could

otherwise contribute to flooding during severe rainstorms.

Figure 5: A bird’s eye view of an enhanced downtown Sutherland


9

Gateways

The two gateways to the community are priority revitalization projects for the Village of Sutherland in

order to promote the town’s character and assets. The former Pink Pony/Saxton Fruit Stand site at 1421

1st Street (Figure 6) serves as the western gateway to town. Not only does it represent lost economic

opportunity and potential environmental issues but it currently does not reflect Sutherland’s character.

Revitalization of this site should focus on inviting visitors into the downtown corridor and creating a

destination that will draw their attention. The inset photo in Figure 6 shows the current view of the

western gateway and the illustration shows the opportunity to revitalize the existing structures into

attractive services that welcome people into downtown.

Community workshops and a review of the economic development goals offer potential reuse options

to consider for both gateway sites, including:

Coffee Shop/Restaurant

Visitors Center (showcasing Sutherland’s assets)

Bed and Breakfast

Artist Space/Public Art

Pocket Park, Farmer’s Market, Local Ware Sales

Public event ticket and information office

Figure 6: Former Saxton Fruit Stand, the western gateway to Sutherland


10

The former Colorado Petroleum site (Figure 7) at 320 1st Street serves as the eastern gateway into

downtown Sutherland. This is an ideal opportunity to showcase Sutherland’s assets, offer goods and

services, and support broader revitalization goals.

Figure 7: Former Colorado Petroleum Site, the eastern gateway to Sutherland


11

Corridor Enhancement

The former gasoline station sites are not the only opportunity to improve the built environment and

change the aesthetics of downtown. Public rights of way are opportunities to enhance the appearance

of downtown and positively affect environmental performance at the same time by using green

infrastructure (e.g., natural landscaping) to accommodate stormwater that would normally flow off site.

Additionally, green infrastructure can be a component of modifications to existing streets to help

improve the flow of traffic and create safer commuter corridors by separating two-way traffic.

There are aesthetic and safety concerns with Sutherland’s current downtown corridor, as it is specifically

designed to support motor vehicle transportation. In creating a downtown destination that supports

tourism, Sutherland needs to provide a safe, attractive environment that welcomes visitors to leave

their vehicles and walk the downtown commercial corridor. Improvements in sidewalks, crosswalks,

parking, and transportation flow will help transform the downtown into a welcoming destination.

Additional aesthetic improvements may include streetscape (e.g., lighting/lampposts, benches) and

greenery (e.g., flower pots, trees, green infrastructure). Figure 8 depicts opportunities to alter the

current use of 1st Street to improve safety, economic, and environmental concerns.

Figure 8: Proposed streetscape and stormwater planter in median between Lincoln Highway and 1st Street


12

Commercial Opportunities

While Sutherland currently offers several commercial opportunities, there are still goods and services to

which Sutherland residents must travel. Strengthening the economic core of the downtown will create a

more attractive destination. Significant effort should be focused on business attraction and retention to

help fill available space in vacant or marginally used downtown storefronts. There are several buildings

that are prime candidates for renovation. There is expressed interest for a new restaurant (building off

Paxton’s success) and additional retail uses downtown to help draw new customers to the Village (figure 9).

The two former gasoline station sites within the downtown corridor, as well as other underutilized

downtown commercial spaces, offer opportunities to attract new goods and services to Sutherland.

Development opportunities should align with any interest in the two gateway sites, as well as the

economic development goals for Sutherland and its Comprehensive Master Plan (April 2011).

Figure 9: Conceptual design for two of Sutherland's adjacent petroleum brownfields

Sutherland has many opportunities to revitalize its downtown and bring new users to current businesses, as well as attract new business owners. It is important for Sutherland leaders not to dilute their efforts with too many projects and focus on the four former gasoline stations; this will make a large impact on the current downtown environment. It also is important to get an initial success story completed downtown in order to maintain community interest and enthusiasm.


13


Throughout the project Sutherland stakeholders highlighted that Sutherland’s housing stock does not meet the demand by residents who wish to move or individuals and families who desire to live in town but are not able to find options. The gap in supply largely lies in mid-priced housing for families, starter homes, and seniors hoping to downsize.

To bridge these gaps, the revitalization vision identifies housing types and potential locations. In addition, the vision recommends encouraging the construction of senior housing, pocket neighborhoods, granny flats, and Flex Housing. Figure 10 shows the potential location for senior housing and a pocket neighborhood. Appendix I provides additional examples of residential opportunities.

Figure 10: Concept plan showing potential development of pocket neighborhood development, including a revitalized former gas station as a

community building


14

Figure 11: Schematic diagram showing potential residential redevelopment framework

The pocket neighborhood also may accommodate flex housing and senior housing. Granny flats would be developed on existing single family lots throughout town. Figure 10 shows a potential design for the pocket neighborhood developed in conjunction with one of the former gasoline station sites, Colorado petroleum. Additional housing within walking distance to downtown will provide additional customer base for existing and new businesses.


15


Another Sutherland asset includes the vast park space relative to the size of the village. Directly across the highway from downtown, Railroad Park offers year round opportunities to accommodate a tourist based economy, in particular accommodate railroad enthusiasts viewing the historic steam trains. Figure 12 provides a conceptual overview of improvements that can be made to the park that maximizes its potential. Features include a railroad viewing platform, enhanced park space, restored rail depot, connection to a multi-use trail system, and the potential relocation of Sutherland’s original rail depot and a historic rail car.

Figure 12: Concept plan showing parks, open space, and trails redevelopment opportunities

In addition to improvements to Railroad Park, there is an opportunity to connect to Sutherland’s other park space amenities to create a network. Figure 13 envisions a multi-use trail network connecting Railroad Park, the community pool and baseball fields, and pocket neighborhood. It also shows the potential to extend the trail up to the Sutherland Reservoir, and the Oregon Trail Golf Course. Additional details are provided in Appendix I.


16

Figure 13: Schematic diagram showing potential parks, open space, and trails redevelopment framework


17

REVITALIZATION STRATEGY

Sutherland revitalization efforts are focused largely on the historic Lincoln Highway and 1st Street, which

makes up most of downtown and the Village’s major commercial corridor. Particular emphasis is paid to

the former gasoline stations whose reuse is intended to serve as the catalyst for wider improvement

throughout the village.

The Revitalization Strategy is spearheaded by the organized efforts of Sutherland stakeholders whose

respective resources and capacity can be used to promote the Village’s assets and generate new ideas

to realize a shared vision. The economic development goals identified by the community, along with

cataloguing Sutherland’s vast assets through this technical assistance effort provide the foundation for

the Revitalization Strategy. The Revitalization Strategy outlines a process by which Sutherland can make

collective and strategic investments that provide the conditions necessary to attract tourism and access

to a greater share of the regional economy.

The importance of working toward the economic development goals is at first a stabilization effort,

striving to ensure that Sutherland’s high quality of life is sustained. Second, it serves to provide the

conditions in which growth can occur through supportive policy and physical improvements, increasing

access to the regional economy and additional customer base which creates an environment conducive

to entrepreneurship and investment.

Understanding the current assets and characteristics that Sutherland offers will help new and existing

businesses build upon established niches. Assets should not be limited to economic efforts, but should

also include natural, cultural and community organizations. In smaller communities, these types of

assets help promote the desired quality of life.

The growth Sutherland aspires to achieve, including growth of existing businesses and recruitment of

new ones, requires additional customers. Providing the climate in which this can be achieved draws

upon three main markets: local, regional and tourist.

The combination of organization, designs (vision), and promotion as outlined in the strategy will work

together to secure the patronage of each of these markets. This strategy recommends the collaborative

action of Sutherland stakeholders who apply their respective resources to simultaneously perform the

following:

1. Make physical improvements to the former gasoline stations and other underutilized properties

in downtown.

2. Organize and meet regularly to prioritize actions.

3. Promote Sutherland’s assets.


18

ECONOMIC DEVELOPMENT GOALS

Focused goals will help establish a baseline vision for economic development opportunities and allow

Village stakeholders to focus efforts on opportunities that support these goals. Setting goals is not the

only baseline for establishing a Revitalization Vision. Market data (i.e., quantitative data which speaks to

the economic conditions of an area) and economic development opportunities also need to be

considered. However, initial goals allow revitalization efforts to move forward in a streamlined manner.

During the development of the Revitalization Vision, Village leadership, the Chamber of Commerce,

citizens, and business owners defined economic development goals for the Village of Sutherland. The

main economic development goals include the following.

Provide more jobs in town: While the major employers will still be located outside of the Village,

there is a desire for additional opportunities in town, perhaps part-time retail or administrative

jobs for a stay-at-home parent, recently graduated youth, or semi-retired residents.

Offer more commercial

opportunity in town: Residents

shop for items such as clothing,

electronics, outdoor gear, office

supplies, and gift items, and

pursue other retail opportunity in

the adjacent communities of

North Platte, Ogallala, or farther

away. There is interest in

providing these goods locally.

Additionally, community

members would like to see a full

service sit-down family-friendly

restaurant downtown. Specific

market analysis is needed to

determine the feasibility of

additional commercial and retail opportunities. A market analysis is a compilation of market

data and how the data identifies trends and opportunities for economic conditions.

Keep Sutherland money in Sutherland: Providing additional commercial activity in town would

allow money earned by Sutherland residents to circulate locally, thus supporting the local tax

base. Sutherland may benefit from an informal retail survey to determine what goods and

services are currently captured by local businesses and what services might be able to be

accommodated by current business owners.

Support and grow existing businesses: Supporting and growing existing businesses is also a

priority for stakeholders in Sutherland. Locally grown enterprises such as Sutherland Industries7

serve as examples of how entrepreneurialism can keep commercial activity local.

7www.sutherlandindustries.com

Figure 14: Privately owned former gas station

on eastern edge of town

http://www.sutherlandindustries.com/


19

Draw from I-80 traffic: The Interstate

system diverted traffic away from

downtown Sutherland and local

businesses. The Village recognizes the

need to recapture as much of this

traffic as possible to support its goals

for growing the business base.

Tap the local tourism market: As

described in the Assets section below,

Sutherland boasts access to numerous

natural, recreational, and historic

resources that draw tourists from

around the country. Despite its

proximity, Sutherland does not

capture its share of this market.

Capitalize on the Lincoln Highway Centennial (2013): The Village would like to have

improvements made and goods/services available while highlighting its historic character in the

upcoming centennial celebration of the Historic Lincoln Highway. During the centennial, on June

29, 2013 caravans of travelers are expected to travel through Sutherland on their way between

Cheyenne, Wyoming and Lexington, Nebraska8. It is an excellent opportunity to highlight

Sutherland as a destination for car clubs and tourists seeking amenities.

Increase housing stock: Sutherland is growing but its available housing stock does not meet

demand anticipated in the near future. The types of housing Village stakeholders voiced a need

for include middle income housing for young families; high quality smaller housing units for

seniors wanting to downsize; and rental opportunities that allow individuals and families to live

in Sutherland while looking for the right opportunity to buy. Additional details on housing

options are available in Appendix I, but market data is needed to determine the type and

quantity of additional housing.

Reuse vacant property, especially old gas stations: Sutherland recognizes that vacant

properties—especially potentially contaminated former gas stations—do not reflect the

community character or goals. The Village wants to change eyesores and liabilities into assets.

These economic development goals should be reviewed as new projects and opportunities emerge to

ensure that efforts remain in line with the long-term economic vision for Sutherland as well as meet

short-term needs. Additionally, market data is needed to support specific economic development

visions.

8 http://www.lincolnhighwayassoc.org/news/2011/03/11/centennial_tour_preview/

Figure 15: Former Saxton Fruit Stand site

on western edge of town


20

SUTHERLAND ASSETS

Sutherland offers a wide selection of

recreational, cultural, and historic assets in

addition to regionally known events which

support the goals of the Revitalization

Strategy. Understanding and cataloguing

Sutherland’s assets help new and existing

businesses build upon established niches, but

also help promote the quality of life that

people seek in small communities.

Sutherland’s assets coupled with the town’s

economic development goals provide the

foundation upon which the Revitalization

Strategy is built.

A wealth of recreational and historic

amenities offers year round opportunities to

enjoy the great outdoors. For instance, areas

in and around Sutherland offer hunting,

fishing, boating, camping, birding, and general

outdoor recreational usage. These assets

serve as connections to the economic

development goals of the community by

demonstrating a draw to the area.

Additionally, Sutherland offers several

seasonal and annual events that provide the

local, regional and tourism based markets a

reason to spend money in Sutherland. These

events can be promoted or grown, and are

opportunities to promote additional assets

and bring people to Sutherland. Others assets

that will ensure a successful Revitalization

Strategy are the organizations and people in

Sutherland. Those assets are captured under

“Organization: Sutherland Coalition” in this

strategy.

Table 1 catalogues Sutherland’s assets and

opportunities.

Figure 16: Sutherland Reservoir and

Oregon Trail Golf Course

Figure 17: Bronco rider panel on downtown mural


21

TABLE 1: SUTHERLAND ASSET DESCRIPTIONS

Asset Description

Sutherland Reservoir

3,000+ acre lake—located just south of town—offers fishing, birding, camping, boating, and swimming. The Sutherland State Recreation Area, includes the lake and 37 acres of wilderness with three public access areas. Allows for year-round outdoor recreational opportunities.

Sutherland Oregon Trail Golf Course

Oregon Trail Golf Course is a nine-hole course built on the shores of the Sutherland Reservoir. The course is complete with cart rentals and a club house. Located about a mile south of Sutherland on Highway 25.

Flat Rock Riders Off-Highway Vehicle Park

15-acre park owned by Nebraska Public Power District offers dirt trails and motor-cross style track. Open year round. Located near Sutherland Reservoir approximately four miles south of town.

Lake McConaughy Largest reservoir in Nebraska at 37,500 acres. Waters and beaches offer camping, sail boating, wind surfing, swimming, water skiing, picnicking, scuba diving, hunting, and world-class fishing opportunities. Located approximately 30 miles northwest of Sutherland.

Hunting Sutherland is located in the heart of Nebraska's best hunting country. Offers a variety of hunting possibilities, including whitetail deer, pheasant, quail, duck and goose; to the north in the Sandhills country, hunting includes mule deer, antelope, prairie chickens, and grouse.

North & South Platte Rivers

―Snowmelt from the Colorado Rockies at the Continental Divide is the initial water source for both the North and South Platte Rivers.‖9 The combined rivers flow a total of 900 miles; more than 580 miles within Nebraska offering canoeing, kayaking and tanking opportunities.

Birdwood Creek ―One of only two major Sandhills streams that drain into the North Platte River, the Birdwood Creek watershed is contained entirely within the Sandhills. This is an exceptional stream noted for its unique hydrology, diverse wildlife, and high-quality riparian areas.‖10 It is among the most steadily flowing waterways in the world.

Oregon Trail ―The Oregon Trail is a 2,000-mile historic east-west wagon route that connected the Missouri River to valleys in Oregon and locations in between.‖11 Remains of the Oregon Trail are south of the South Platte River. A monument is located at the rest area on the eastbound lanes of Interstate 80. Wagon wheels rest in the ruts of the trail, leading to the south over O'Fallon's Bluff.

Mormon Trail ―The Mormon Trail is the 1,300-mile route that members of The Church of Jesus Christ of Latter-day Saints traveled from 1846 to 1868. Today the Trail is a part of the United States National Trails System.‖12 Mormon Trail ruts are located just a quarter of a mile north of the Sutherland State Aid Bridge on Prairie Trace Road. These are some of the best preserved ruts on the Mormon Trail.

Rodeo Grounds Sutherland’s rodeo grounds are just south of Lincoln Highway across from downtown.

9 http://outdoornebraska.ne.gov/trails/WaterTrails/pdf/PlatteRiver.pdf 10 www.nature.org/ourinitiatives/regions/northamerica/unitedstates/nebraska/howwework/kelly-ranch.xml 11 http://newenglander.smugmug.com/Travel/Idaho-2011/Oregon-Trail/17930997_zg6zfs/1/1372978187_BKKhDZx#!i=1372978187&k=BKKhDZx 12 www.cccarto.com/mormontrail/

http://outdoornebraska.ne.gov/trails/WaterTrails/pdf/PlatteRiver.pdf

http://www.nature.org/ourinitiatives/regions/northamerica/unitedstates/nebraska/howwework/kelly-ranch.xml

http://newenglander.smugmug.com/Travel/Idaho-2011/Oregon-Trail/17930997_zg6zfs/1/1372978187_BKKhDZx#!i=1372978187&k=BKKhDZx

http://newenglander.smugmug.com/Travel/Idaho-2011/Oregon-Trail/17930997_zg6zfs/1/1372978187_BKKhDZx#!i=1372978187&k=BKKhDZx

http://www.cccarto.com/mormontrail/


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TABLE 1: SUTHERLAND ASSET DESCRIPTIONS

Asset Description

Rodeo A large rodeo is held in town once a year at the Rodeo Grounds for the Fourth of July celebration, including a parade both of which bring in people from the region.

Fourth of July Celebration

Sutherland’s Fourth of July Celebration is held annually on July 3 and 4. The celebration features kids' games and races, a parade, a community barbecue, and rodeo. This is a large celebration that attracts people from across the region.

Sutherland Rail Road Park/Rail Viewing Area

―Sutherland Railroad Park is located on land donated to the Village by Union Pacific Railroad from its right-of-way. It includes a large pavilion, playground equipment, barbecue grill and picnic tables, and horseshoe pits.‖13 It is an especially popular place to be during the annual Fourth of July celebration. The park is situated as the best place to view the Heritage Trains as they make their regular journeys to and from North Platte. It is located just south of Lincoln Highway, directly across from downtown.

Historic Steam Locomotives

The mainline of the Union Pacific Railroad is located across Lincoln Highway from downtown. About three times a year, approximately 500-700 people pull to the side of the road to watch the historic steam locomotive. Sutherland is the only community in Lincoln County that has a park next to the rail line and a pedestrian overpass.

Sutherland Pool Park/Community Pool

On the west edge of town, the Pool Park features a half-Olympic size swimming pool, sand volleyball courts, playground, and two baseball/softball fields.

Historic Lincoln Highway Centennial Celebration

―To celebrate the 100thanniversary of the Lincoln Highway in 2013, the Lincoln Highway Association is planning tours from both coasts along the early alignments of the Lincoln Highway. The tours start on Saturday, June 22 from New York and San Francisco, and will meet in Kearney, Nebraska on Sunday, June 30. The Centennial Celebration from July 1 to July 4 will include a car show, the Association’s annual conference, and local Independence Day celebrations.‖14

Recreational Fields

Sutherland is proud of its Sutherland Sailors athletic teams and boasts wonderful indoor and outdoor sporting facilities for soccer, football and track. The soccer fields are used by neighboring towns, Hershey and Paxton.

13 www.ci.sutherland.ne.us/comm.htm 14 www.lincolnhighwayassoc.org/

http://www.ci.sutherland.ne.us/comm.htm

http://www.lincolnhighwayassoc.org/


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SUTHERLAND COALITION: ORGANIZE

Maintaining Sutherland’s high quality of life and accomplishing its economic development goals will take

the coordinated efforts and resources of multiple stakeholders. Each entity brings a unique set of skills,

ideas, resources and capacity, and has a vested interest in the continued growth of Sutherland. The

coordinated efforts of these stakeholders and their organizations are needed to ensure that the

Revitalization Vision and strategy maintain momentum and achieve success. These stakeholders and

their strengths are described in Table 2.

Sutherland stakeholders should consider establishing a

regular meeting schedule and forming The Sutherland

Coalition15.The Coalition does not need to be a formal public

or nonprofit organization, nor is it intended to wield

authority, manage funding, or assume the responsibility of its

member organizations. Rather, it is intended to function as

the organized forum in which its members collaborate, share

ideas and resources, and take action to enhance Sutherland.

It is recommended that participation need not amount to an

additional commitment on the part of its member

organizations but should be considered a regular function of

each member organization’s regular activity. Each member

organization can designate a representative to the Coalition

who then reports back to its membership and leadership.

Coalition members should work collaboratively to share

resources and pursue additional ones when needed in order to realize the shared vision of a stabilized

and enhanced Sutherland. Additionally, the Coalition allows for leveraging the collective financial

resources and authority of Coalition members and securing new resources where necessary to make

physical improvements in support of the Revitalization Vision and Comprehensive Plan.

To function effectively, managing the logistics of the Coalition should be the responsibility of one of its

members. Activities of the lead partner should include but may not be limited to:

Setting the meeting schedule

Sending meeting reminders with meeting agendas

Maintaining open lines of communication with Coalition members and committees to ensure

timely completion of tasks assigned to them

Serving as the main point of contact

Based on its existing capacity, responsibilities and access to resources it is recommended that the Village

of Sutherland fill the leadership position at least until such time that the Coalition chooses to reassign

the role.

15 This is a suggested title only and should be changed by members of the Coalition if desired.

Build the Coalition

Identify existing organizations

Reach out to each organization for participation

Convene meeting(s)

Review Revitalization Strategy

Assign roles and responsibilities

Agree on timeframes

Promote Sutherland


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TABLE 2: ORGANIZATIONAL STRUCTURE

Organization Strength/Capacity

Village Board of Trustees

The Village Board of Trustees holds authority and access to resources not possessed by other members of the Coalition. It manages the public budget with which capital improvements can be made that support the goals of the Coalition. The Board has the authority to acquire property – an activity already being pursued for some of the brownfields. It can receive state and federal grants

Chamber of Commerce

The Chamber maintains open lines of communication with and facilitates dialogue among local businesses that other Coalition members do not. Input and commitment from the business community is essential to achieving Sutherland’s goals.

Planning Commission

The Commission holds the authority to approve or deny land use changes that might be requested for the goals of the Coalition. Their involvement and guidance is critical.

North Platte/Lincoln County Visitors and Convention Bureau

The Visitor’s Bureau helps prioritize actions. It applies expertise and tools to promote Sutherland and advises on which Sutherland assets are unique to the region.

Lincoln County As the taxing authority for property taxes the county manages tax revenue collected in Sutherland and controls disbursement to the Village. It has access to state and federal grant resources. The county manages relationships with the state department of roads, and can help with providing signage on I-80 and Lincoln Highway.

West Central Nebraska Development District

Manages a variety of business finance and technical assistance programs to help with the Coalition’s economic development goals.

Lions Club The Lion’s Club is a quickly mobilized network of volunteers in the Sutherland area. It meets regularly and is familiar with tackling problems by working together.

Sutherland School The Sutherland School is the heart of the community; it has its finger on the pulse of family needs and interests, and its ideas are fresh and relevant. It offers facilities for meetings. It manages key assets featured in the strategy, such as sports fields, athletic teams, buildings, etc.

Garden Club The Garden Club offers experts in beautification through plants and can advise on improvements to Railroad Park.

Nebraska Public Power District (Gerald Gentleman Station)

It has access to flexible financial resources. Also has a vested interest in maintaining a viable community for its employees. It can create incentives for employee participation in local community building efforts. Partnerships with private enterprise can help leverage public funding (match requirements).

Youth Committee Growing Sutherland means keeping it attractive to young people. The Youth Committee knows what young people want. It mobilizes the youth volunteer base for events by word-of-mouth promotion. It advises on current social media tools for promoting events and Sutherland assets.

Other potential organizations to include in the Coalition: Tree Board; Parks Board; Statewide Arboretum; Nature Conservancy; Rodeo Committee, etc.


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Coalition Milestones

Table 3 lists several initial milestones to meet to establish the Coalition. The milestones outline the

initial agenda topics and actions for the first four meetings of the Coalition to help organize and build

momentum toward the support of the Revitalization Strategy. One ongoing activity is to ensure that all

discussions and decisions are consistent with those within the Comprehensive Master Plan. This will

direct Village resources to achieve the Coalition’s goals because they are mutual. This will also maximize

the opportunities to secure competitive grant resources whose criteria can require consistency with

local plans.

The Coalition should continue meeting on a regular basis to share resources and realize Sutherland’s

future for as long as needed. Once the Revitalization Strategy is developed, it might not be necessary for

the full Coalition to meet, but organizations should remain connected to revitalization opportunities and

challenges in order to lend expertise and resources as needed.

TABLE 3: COALITION MILESTONES

Milestone Date Lead Comments

Coalition Formation Notice

February 29, 2012

Village Post a notice of intent to form the Coalition and schedule a kickoff meeting inviting all stakeholder organizations listed above.

The notice of intent can be part of an announcement of the finalization of the EPA technical assistance project. The kickoff meeting can be used to secure the commitment of proposed Coalition members.

Formalize Meeting Schedule

At the first formal meeting

Village This could be monthly or quarterly, with meetings scheduled in between as needed. It may be necessary to meet more frequently (weekly) in the first few months until the basic order of the Coalition is established.

Establish Ground Rules

Second meeting

It is important to establish ground rules up front to ensure decisions can be made in a regular and dependable manner.

Define Roles Second meeting

Village Different positions should be established based on what its members feel are important: Chair, co-chair, facilitator, note taker, etc. This can be amended as Coalition activity grows

Prioritize Properties Third meeting

As designated Prioritization can be based on location, site access/owner willingness. Prioritized sites could be the first to receive available financial resources for improvements.

Prioritize Promotional Actions

Third meeting

According to decision making

process

Prioritize elements of the Promotion section of this report to pursue.

Designate committees to take the lead

Fourth meeting

All Form groups to pursue the actions needed to implement the site revitalization and promotional priorities established in the third meeting. This should include specific tasks and dates for completion.


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Asset Promotion

Promoting Sutherland’s assets can create a new image for the Village and attract visitors and investors.

Promotion can occur through multiple techniques and tools, each targeting one or more of the three

main markets that can be served (local, regional and tourist). Table 4 identifies Sutherland’s assets and

offers a framework for why and how each asset can be used to promote Sutherland and serve as the

basis to achieve its economic development goals.

Three promotional tools include utilizing the Internet (i.e., Village website and partner organization

websites), freeway signage (i.e., along I-80 corridor and other main travel corridors), and promotional

materials.

Internet The Village website is currently being rebuilt to provide

information about the functions of the Village; it can also be

used to promote events, amenities and business

opportunities. A subcommittee within the Coalition can be

created to specifically search for interest groups that manage

websites to which Sutherland can promote itself and provide

information. One example is the ample birding opportunities

available in the area. Groups such as the Audubon Society

and the American Birding Association maintain websites,

send newsletters, and offer publications that reach a national

audience of birding enthusiasts; these entities can be made

aware of the birding opportunities in Sutherland. Other

opportunities exist for hunting, train enthusiasts, and other

interest groups that might be interested in assets offered by

Sutherland.

To get started, the subcommittee can research interest groups, websites and newsletters according to

the list of assets. An easy way to start is through Wikitravel (www.wikitravel.com), which allows for

users to update information as needed.

Freeway signage A key opportunity to attract the tourist market is to make travellers on I-80 aware of the goods and

services available in Sutherland. Currently, there is only one sign on I-80 westbound that alerts travelers

to Sutherland. The information on this sign is very dated. Signage can include important facets of

Sutherlands events known regionally such as the Rodeo and 4th of July celebration or historic aspects of

the community. It can also promote Sutherland’s assets that serve travelers on their way to other

regional events.

One example is the Sturgis motorcycle rally in North Dakota. Each year thousands of travelers pass by

Sutherland on I-80 on their way to Sturgis. These travelers need gasoline and food, and could be

attracted to Sutherland’s classic character and natural amenities.

Consistent Messaging

The development of a clear marketing campaign can be an asset for Sutherland. A campaign should include Village partners and businesses that can provide significant opportunities to promote Sutherland. One key in promoting the village is to be consistent with the messaging in order to promote a clear vision.

http://www.wikitravel.com/


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Printed Promotional Material A simple way to promote Sutherland and draw a regional and tourist market is to provide printed

material such as brochures to regional hotels/motels and other destinations where such material is

distributed. The brochures can highlight the opportunities to take part in Sutherland’s events such as the

Rodeo and 4th of July celebration, as well as its access to amenities such as the Oregon Trail Golf Course,

Sutherland Reservoir, and hunting.

Brochures can also be a way to educate potential business owners, investors and future residents about

the opportunities that Sutherland offers.

TABLE 4: PROMOTING SUTHERLAND ASSETS

Asset Recommendations

Sutherland Reservoir

Local, regional and tourist based markets need to be aware of the opportunities. There are virtually no signs on I-80 and there is no sign at the entrance of the golf course and campground. Increase online promotion of the reservoir’s multiple opportunities as well as local businesses that provide goods and services required by recreational users. Additional signage is needed to establish the basics.

Sutherland Oregon Trail Golf Course

Same as Sutherland Reservoir.

Flat Rock Riders Off-Highway Vehicle Park

The off road dirt bike and ATV course near the Sutherland Reservoir is an amenity itself but adds to the reservoir’s capacity to attract a wider audience. The track should be promoted as part of the campground experience through Web-based promotion, freeway signage and printed material.

Lake McConaughy

Through increased signage on the highway and active Web-based promotion Sutherland can capture a share of the on the way to the lake travelers.

Hunting The area is a destination market currently passing for hunting deer and waterfowl drawing upon the national base. Visitors to the region can buy gear, fuel and supplies in Sutherland. The extent to which this is already done is relatively unknown but it is assumed it can be increased.

North & South Platte Rivers

The water recreation community is an avid seeker of new opportunities. Kayaking, rafting and tanking are already activities along the North and South Platte Rivers; however, interest could be increased. Business recruitment efforts could include inviting water sport retailers to open satellite shops with rental equipment and guided tour options for regional and tourist-based users.

Birdwood Creek Birdwood Creek is known to have more regular flows of water than the North and South Platte Rivers and as such offers its own unique kayaking/canoeing/tanking opportunities. The majority of the creek runs through private property. Explore agreements or easements with property owners to allow access to the creek for recreational purposes.

Oregon Trail Signage and Web-based promotion are the best opportunities to use this tremendous asset. No signs on I-80 or anywhere else indicate there is opportunity to view the Oregon Trail. When these successfully draw visitors to the rest stop to see the Oregon Trail, printed material should be available that promotes Sutherland.

Mormon Trail Same as Oregon Trail.


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TABLE 4: PROMOTING SUTHERLAND ASSETS

Asset Recommendations

Rodeo Grounds The rodeo grounds are a tremendous yet underutilized asset. Hosting an event only once a year is not enough. The Rodeo committee should pursue additional rodeo events, such as the Nebraska Junior High Rodeo Circuit. The grounds can also be used for additional regional events such as car shows, livestock auctions, community picnics and more. The Village could issue a Request for Ideas to solicit ideas from trade organizations, businesses and interest groups to evaluate how they might maximize use of the facility, and bring additional revenue to the Village.

Rodeo Use former gas station sites to host rodeo related events/goods such as western art, photo opportunities for kids and horses, etc.

Fourth of July Celebration

A chance to continue ―branding‖ Sutherland as the best place to be for the 4th of July. Provide opportunities for vendors and artists to use the former gas station sites for shows, markets, etc.

Sutherland Rail Road Park/Rail Viewing Area

Simple improvements to the park can be made that cater to this regional and tourist-based market. Camera lens ports can be installed along the chain link fence, and in the fencing on the bridge, providing photographers with unparalleled opportunities. In addition, designs included in this strategy recommend viewing platforms within the park. Physical improvements to the former gas station sites, particularly the former Pink Pony/Saxton Fruit Stand property (see Figure 6), can be made that accommodate visitor needs.

Historic Steam Locomotives

The rail corridor presents options for the Village. The Village could tie into other activities with other towns (e.g., North Platte) to promote the viewing/history of trains (e.g., from the Railroad Park). The Village could make physical improvements that cater to the rail enthusiasts. For example: Create portals in the chain link fence along track and on the pedestrian bridge for camera lenses.

Sutherland Pool Park/Community Pool

The community pool already draws upon a regional market with families from North Platte, Ogallala, Paxton and Hershey coming to take advantage of this new facility. These visitors represent another audience whose attention can be diverted to other uses within Sutherland where they can spend their time and money.

Historic Lincoln Highway Centennial Celebration

The centennial celebration will bring caravans of visitors directly through Sutherland as they travel westward from Kearney to Ogallala, Nebraska. The former gas station sites can be used to stage rallying points for car clubs, visitor information, regional artist markets, food, and entertainment.

Recreational Fields

The school and Village should work collaboratively with the North Platte/Lincoln County Convention and Visitor’s Bureau which is already promoting sporting events as a means to achieve economic development.


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Conclusion

Sutherland’s goal of stabilizing and growing the local economy can be realized through the collaboration

of its existing stakeholders who take action to promote their assets and make strategic investments in

the built environment.

A more welcoming environment will be created by making recommended improvements to the former

gasoline stations and public rights of way including crosswalks, parking improvements, and making the

corridor more attractive through greening the median and sidewalks that invite visitors to explore 1st

Street. Gaining additional customers can also be accomplished by maximizing the use of assets already

at the Village’s disposal such as the rodeo grounds that are only used once a year. Hosting additional

events at this facility can be a cornerstone strategy for bringing additional visitors to town.

The Sutherland Coalition can take action to ensure the local, regional, and tourist based customers are

aware of Sutherland’s amenities by actively promoting itself through direct means such as improved

Interstate signage, to more strategic internet based promotion targeting specific interest groups such as

historic railroad enthusiasts.

Such an environment will increase the number of customers that business owners need to stay in

business, expand, or open new businesses such as restaurants. These changes will not happen overnight

but it requires the collective efforts and resources of Sutherland’s leaders.

1.

Organize the Sutherland Coalition

2.

Make Strategic Investments in sites and public

rights of way

3.

Promote Assets

Be the Sutherland you want to be!


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The following table (Table 5) provides a brief summary of recommended next actions to help Sutherland

stakeholders continue moving forward with their revitalization efforts. Please note these are not

necessarily sequential activities as some actions can take place simultaneously or depending on the

availability of funding and support.

TABLE 5: REVITALIZATION STRATEGY NEXT STEPS

NEXT STEPS PURPOSE

Complete Phase I/Phase II Assessments Clarifies environmental conditions that might prevent

redevelopment if they remain unknown.

Form Sutherland Coalition Forms the basis for prioritizing actions, sharing resources, and

promoting Sutherland revitalization.

Prioritize Economic Development Goals Once The Coalition prioritizes goals, it allows it to identify the

project’s financial and technical needs, identify what existing

resources are available to accomplish it, and pursue additional

resources where gaps exist.

Conduct Commercial/Retail Survey (of goods

and services)

Will identify the goods and services already offered in

Sutherland. It will inform the direction of a market analysis.

Conduct Market Assessment Provides insight into what businesses are in demand and viable

in Sutherland to accommodate a local, regional, and tourism

based customers.

Make physical improvements to former

gasoline station sites, rights of way, and

other properties identified in the strategy

Improvements accommodate activity for new businesses as

well as capture the attention of additional customer base.


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Appendices


APPENDIX I: VILLAGE REDEVELOPMENT OPPORTUNITIES

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Table of Contents

Community Design Process

Community Design Framework

Community Design Concepts and Ideas


Recreation/Tournament Complex

Hospitality Opportunities


Civic Opportunities


1

2

5

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15

18

20

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The design process began with a Program Development Meeting held on the morning of Monday, October 24, 2011. This meeting was attended by key stakeholders, agency staff, and the consulting team. The purpose of the meeting was to identify key assets and opportunities that could be drivers for continued tourism and economic development within the community.

Based on the input received during the Monday morning Program Development Meeting, Monday afternoon was spent developing alternative development concepts for the Village. These concepts included a number of elements aimed at increasing tourism and enhancing economic development opportunities. These elements were then presented to community stakeholders during the Monday evening Pin-up Meeting. Based on the comments received during this meeting, elements were either propelled forward, submitted for revision, or eliminated from further consideration.

Based on direction provided during the previous night’s pin-up session, elements were either revised or refined during the day on Tuesday, October 25, 2011. The full-day also provided an opportunity for continued stakeholder input, particularly for those who could not attend either of the Monday sessions. The Community Design Concept, the result of the preceding two day’s planning effort, was presented to the public during a presentation on Tuesday evening. The presentation was held in the auditorium of the Sutherland High School, and attended by the public, key stakeholders, and the press.

Community Design Process

Figure I-1, Monday Morning Program Development Meeting at-tended by key community stakeholders, agency staff, & consul-tants.

Figure I-2, Monday Evening Pin-up Session in which elements of a Preferred Development Concept were selected.

Figure I-3, Final Presentation of Community Design Concepts and Ideas held in the auditorium of Sutherland’s High School.

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Community Design FrameworkA Community Design Concept can not be created within a vacuum. Instead, it must be a comprehensive approach that considers a variety of inputs, including market realities, a community’s strengths and weaknesses, and its capacity for on-going implementation. Sutherland’s framework is the result of on-going discussion among the public, key stakeholders, agency staff, and the consulting team. As mentioned earlier, Sutherland has a rare combination of significant assets upon which to build (recreation, history, wildlife, Lincoln Highway, 4th of July Rodeo, U.P. Steam Locomotives, etc.) and a year-round calendar filled with activities. This, combined with key opportunity sites owned by the village, or suitable for brownfields assistance, creates a unique framework for increasing tourism and enhancing economic development opportunities. The Sutherland Community Design Concept builds upon this comprehensive framework of assets and opportunities, and develops a phasable approach that can be undertaken incrementally or in phases.

Figure I-4, Map identifying significant tourist-oriented assets within close proximity to Sutherland.

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Community Design Concepts and IdeasThe Community Design Concepts and Ideas for Sutherland were developed based on Sutherland’s economic development goals and assets, and the results of the Community Design Process. These concepts and ideas include a number of key elements, as follows:

• Downtown Redevelopment• A Recreation/Tournament Complex• Hospitality Opportunities• Residential Opportunities• Civic Opportunities• A Parks, Open Space, and Trail Network

DOWNTOWN REDEVELOPMENT

A downtown is the heart and soul of its community. If a downtown shows life, chances are that the rest of the community is prospering, or at least improving. If a downtown is “dead”, chances are that the rest of the community has stagnated, and things are not getting better. The fact is, all communities change over time. If a community is not improving, it is falling behind. In this day and age, this is a critical differentiator. With the continued rise of technology, communities not only compete against those within their own county, state, or region to attract the best and brightest, but nationally and globally. It is in this vein that Sutherland must address its future. Ideas for promoting downtown redevelopment are presented on the following pages.

Figure I-7, Downtown Sutherland as it exists today.

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Business Attraction and Retention

Business attraction and retention helps fill available space in vacant or marginally used downtown storefronts. Sutherland has a number of buildings that are prime candidates for renovation. Nationally, there is a significant movement back to historic and walkable downtown districts. Unless filled with active and viable uses, many of the irreplaceable buildings downtown will continue to deteriorate and/or be lost. Sensitive renovation can be cost competitive with new construction, not to mention the environmental benefits. In addition, there is a strong desire for a new restaurant (building off of Paxton’s success) and additional retail uses downtown to help draw new customers to the village. Promoting building use for artist space and bed and breakfasts are two successful strategies that Sutherland should consider.

Artist Space – Many communities across the country are offering free retail bays to artists. Artists in turn open up studios and galleries in space that would otherwise sit vacant. Most of the time, this is done on a temporary basis, but creates a win-win situation for all parties. Buildings are improved, artists get affordable space, and building owners generate interest in their space. The village also benefits because it is provided a use that draws customers and/or tourists that would not otherwise visit the community. Sutherland could focus on a similar campaign in hopes of stimulating new tourism and retail activity. Artists would benefit from the Village’s high quality of life and low cost of living.

Figure I-9, Downtown Sutherland contains many buildings with vacant and/or marginally used storefronts and upper levels.

Figure I-10, Temporary artist studios and galleries draw to many downtown districts.(Photo Source: www.parklifestore.com, www.artspace-cornwall.co.uk)

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Reuse of Former Gas Stations

Nationwide, former gas stations have been renovated into uses ranging from cafés and visitor centers to banks and small stores. Sutherland has several former gas stations along the Highway 30 corridor that are suitable for small businesses. The brownfields assistance provided as part of this planning process will help identify measures necessary for their reuse. With the Centennial of the Lincoln Highway approaching in 2013, the time is right for the transformation of these sites into community assets.

Figure I-12, Former gas station in Ashland, NE renovated into a new bank branch.

Figure I-13, City-owned gas station on the west end of Down-town Sutherland renovated for use as office space.

Bed and Breakfasts – In addition to artist space, Sutherland could focus on attracting one or more bed and breakfasts to occupy vacant or marginal storefronts in downtown. Bed and breakfasts can be used as interim uses in a downtown setting, and can provide a much needed service. In the case of Sutherland, key stakeholders have mentioned a lack of quality hotel rooms in the community that cater to tourists and visitors. Bed and breakfasts, carefully inserted into existing downtown buildings, could provide a transitional use until other hospitality uses can be developed. In addition, they could help capture a potential market that would otherwise leak to an adjacent community.

Figure I-11, Bed and Breakfasts provide viable uses for downtown space and can cater to tourists drawn to Sutherland throughout the year. This restaurant/B&B is in Bedford, IA.

(Photos Source: www.directhomes.com)

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Figure I-14, Photo of two vacant gas stations on the East end of Downtown Sutherland.

Figure I-15, Rendering of vacant gas stations on the East end of Downtown Sutherland renovated into a cafe and small flower/pro-duce stand.

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Enhanced Medians, Street Lights, and Pedestrian Crossings The intersection of the Highway 30 corridor and the Downtown Sutherland slip lane creates a unique opportunity to address stormwater quantity and quality and enhance opportunities for pedestrian crossings of the corridor.

Currently, the area is a large expanse of paving solely for the use of vehicles. By eliminating a lane of parallel, on-street parking (in which there is currently no demand), it would be possible to construct an enhanced stormwater median that captures stormwater during heavy rainfall events (the area has been prone to periodic street flooding) and allow it to percolate slowly into the ground. The median would be landscaped and designed to filter impurities, thus improving stormwater quality. In addition, the median would be designed and landscaped to help soften the harshness of the large expanse of paving, and provide a protected mid-way point for pedestrians crossing the corridor. New, conceptually appropriate street lights could be installed along the median.

Figure I-16, Example of vegetated filter median and infiltration planter to address stormwater quantity and quality.

Figure I-18, Rendering of Downtown Sutherland showing illustra-tion of enhanced storm water median and pedestrian crossing.

Figure I-17, Current photo of Downtown Sutherland show-ing large expanse of paving solely for vehicular use.

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Enhanced Festival Lighting

The Village of Sutherland has strung festival lights above its downtown streets and the Highway 30 corridor. These lights are an ideal and cost effective method for calling attention to special and unique locations. The Village could build on this start, and install additional strings of festival lighting in a regular and orderly pattern. This will help emphasize that Downtown Sutherland is where the action is.

Figure I-19, Photo of existing Festival Lighting hung above Downtown Sutherland Streets.

Figure I-20, Photo of enhanced festival lighting in the Wood-lands, TX.

Figure I-21, Photo of existing Main Street condition.

Figure I-22, Rendering of Downtown Sutherland showing instal-lation of enhanced festival lighting above streets.

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Infill Development In order to reinforce the existing fabric that currently exists in Downtown Sutherland, new development should be mixed-use and pedestrian-oriented. All new development should follow a list of very basic rules:

• Buildings should be built to the property line• Active uses, not blank walls, should front onto

the primary frontage• Parking should be located on-street or in the

interior of the block, behind the building

Departure from these simple rules will continue the erosion of Downtown Sutherland and ultimately lead to the creation of “Anyplace” USA. Sutherland should ultimately pursue the creation of downtown design guidelines or a Form-Based Code.

Figure I-23, Photo of existing vacant lot in Downtown Suther-land.

Figure I-24, Rendering of Downtown Sutherland showing new infill development following design guidelines/form-based code.

Public Art

Communities across the country are realizing the benefits of public art. Many people will go out of their way to visit a recognizable, or significant, piece of art. If a community can entice a visitor to view the art, it stands a reasonable chance at getting that visitor to stop at a restaurant or retail outlet. One example is the silo art along Omaha’s Interstate 80. Originally designed to be temporary in nature, pubic sentiment has turned this into a permanent display, with a second phase arriving in the spring of 2012. Sutherland has many such opportunities along the Highway 30 corridor.

Figure I-26, Example of artistic banners hung from a silo along Interstate 80 in Omaha.(Photo Source: www.publicinterestdesign.org)

Figure I-25, Potential blank canvas for art in Sutherland.

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Design Guidelines or a Form-Based Code

In order for the vision and goals of downtown to be implemented, more than just a downtown plan is needed. Implementation requires design guidelines or a form-based code. Whereas a plan portrays the vision for the downtown area, the guidelines, or code, are the DNA of the plan, and inform the design and development of new buildings and projects within the

Figure I-27, Examples of design guidelines and Form-Based Codes which help ensure that a community’s vision and goals are adhered to.

area. In essence, they help ensure that the vision is adhered to, and typically address street sections, block structure, open spaces, land uses, building placement, building setbacks, building heights, building frontages, and parking. Communities typically hire a consultant to help them with this process, and to develop graphically oriented guidelines or code. The following are sample pages from design guidelines and form-based codes.

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Figure I-28, Concept Plan showing the aforementioned Downtown Sutherland Redevelopment opportunities.

1. Business Attraction and Retention by re-purposing downtown buildings.

2. Infill development that is mixed-use and pedestrian friendly.3. Enhanced medians, which use green techniques, and pedestrian

crossings.4. Enhanced festival lighting and street lights throughout Down-

town Sutherland.5. Reuse of former gas stations.

Figure I-29, Rendering of Downtown Sutherland showing enhanced medians, infill development, and festival lighting.

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RECREATION/TOURNAMENT COMPLEX

The Village of Sutherland has a number of recreational facilities that are the pride of the community. These facilities, including the pool, ball fields, and playground, draw visitors from across the region. The community should build on these existing assets, reinforcing its reputation as a place for recreational pursuits. If successful, the increased number of visitors to these facilities could spur additional retail development and increase motel room night stays within the community.

Figure I-30, Photos of Sutherland’s pool, ball fields, and playground, which are major draws to the community.

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New Recreation/Tournament Fields

Sutherland could build a new recreation/tournament complex on the southwest side of the village. If built, this complex should provide ample parking for visitors, and be connected by trail to the Village’s other recreational facilities. The goal of the facility should be to attract regional tournaments in order to stimulate local businesses such as restaurants, stores, and motels.

Visitor’s Center and Deli

The former Saxton’s property on the west edge of the Village could be redeveloped into a visitor’s center and deli/concession stand. It is strategically located at the main entrance into the village, and is well positioned to provide information/services for visitors. In addition, it could be connected by trail to the adjacent recreation facilities, and could function as a deli or concession stand, providing food and beverage to tournament competitors, visitors, and village residents.

Figure I-33, Photo of former gas station and Saxton’s fruit stand on the west end of Sutherland.

Figure I-34, Rendering showing former gas station and fruit stand renovated into new visitor’s center and deli/concession stand.

Figure I-32, Concept Plan showing the Recreation/Tournament Complex Redevelopment opportunity.

1. Trail system connecting existing park with proposed Tournament Complex.

2. Enhanced park space and parking lot.3. Proposed Tournament Complex.

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2

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HOSPITALITY OPPORTUNITIES

One of Sutherland’s primary goals is to attract more visitors to the community. If the Village is successful in redeveloping its downtown, generating tourism, and attracting a steady stream of athletic tournaments, it will be well on its way to achieving this goal. In order to leverage this goal; however, the Village will need to provide additional motel rooms. Overnight stays generate significant spin-off benefits, such as spending on extra meals and purchases at local stores. The presence of these businesses, in turn, makes it easier to attract visitors to the village in the first place.

Renovate the Motel and Motor Lodge

The Village of Sutherland should provide additional motel rooms to in order to encourage overnight stays within the community. Instead of building a new motel, the existing motel and motor lodge should be renovated. As part of an on-going trend along this country’s historic auto routes, such as Route 66 and the Lincoln Highway, old motels and motor lodges have been renovated and returned to their historic appearance. With the approaching centennial of the Lincoln Highway, the historic renovation of these two structures would not only provide additional motel rooms for Sutherland, it would also attract visitors looking to re-live the nostalgia of the Lincoln Highway.

Figure I-36, Schematic Diagram showing potential hospitality redevelopment framework.

Figure I-35, Photos of Sutherland’s existing Motel and Motor Lodge.

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Figure I-37, Photos showing historic renovations of Route 66 and Lincoln Highway motels/motor lodges.(Photo Source: www.ronsaari.com and www.flickr.com)

Figure I-38, Concept Plan showing Hospitality Redevelopment opportunities.

1. Renovated existing Motel to provide opportunity to attract overnight guests.

2. Renovated existing Motor Lodge.

1

2

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Pocket Neighborhoods

Pocket neighborhoods are groupings of small cottage homes centered on a common gathering space that contains a lawn, gardens, flower beds, or a combination of all three. The homes are typically smaller in size, but of a higher quality than comparables. Homes within a pocket neighborhood can be owner or renter-occupied, and typically cater to singles, couples, empty nesters, and seniors. The homes themselves can be private, but a key benefit is the community feeling afforded by the central gathering space. An ideal location for a pocket neighborhood in Sutherland would be the former gas station and vacant lot located on the east side of the village. The gas station could be renovated into a community building for neighborhood get-togethers, mailboxes, and the storage of lawn equipment.

RESIDENTIAL OPPORTUNITIES

The lack of housing options within Sutherland was a key point of discussion brought up by community stakeholders. In particular was the need for larger family homes with multiple bedrooms and smaller homes of higher quality for singles, young couples, empty nesters, and seniors. If Sutherland is going to prosper and continue to attract residents, a solution to this challenge must be found.

Currently, a subdivision on the northeast side of the village contains large single-family homes that cater to families, but at a higher price point than many can afford. In order to “free up” older, and larger, single-family homes, the Village should examine construction of a smaller housing product geared towards empty nesters and seniors. This product would provide the empty nesters and seniors an opportunity to “downsize,” yet at the same time remain within the community. In return, their “freed up” homes would then be available on the market for larger families. Housing typologies Sutherland should consider include pocket neighborhoods, senior infill housing, flex housing, and granny flats and accessory units.

Figure I-39, Schematic Diagram showing potential residential redevelopment framework.

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Figure I-40, Photos of pocket neighborhoods detailing community gathering spaces and small, high quality cottage homes.(Photo Source: www.pocket-neighborhoods.net)

Chapin, Ross. “Pocket Neighborhoods: Creating Small-Scale Community in a Large-Scale World.” Newtown, CT. :The Taunton Press, 2011.

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Figure I-41, Photos of former gas station and vacant lot on the east side of Sutherland suitable for construction of a new pocket neigh-borhood.

Figure I-42, Rendering showing former gas station renovated into new community building for the adjacent pocket neighborhood.

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Figure I-43, Concept Plan showing potential development of pocket neighborhood development on previous page.

Senior Infill Housing

Lots within the village should be identified for the construction of infill senior housing. Recent trends in senior housing focus on small, well designed cottages located within walking distance of services and downtown. This allows seniors the mobility they desire, as well as the ability to downsize into a high-quality residence that, due to its diminutive size, is still within budget. An ideal location for infill senior housing would be the parcel located directly to the west of the motel, due to its proximity to the senior center and Downtown Sutherland.

Figure I-44, Photos that capture the essence of small, well designed senior cottages suitable for infill sites within walking distance of the Senior Center and Downtown Sutherland.(Photo Source: www.tinyhouseblog.com)

1. Renovated gas station as a community building for pocket neighborhood.

2. Pocket neighborhood development.

1

2

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Figure I-45, Example of a Flex House designed to be added on to in stages, allowing the family to grow within the house as the family size increases.

Figure I-46, Concept Plan showing potential development for Senior Infill Housing or flex housing (#1 on Figure 1-39).

Flex Housing

With the cost of living continuing to increase, it is not uncommon to see multiple generations, or even multiple families, living within one residence. In many ways, this is a return to how families often lived in the past. In order to accommodate this, and provide additional residential opportunities, the Village should select a Flex House prototype that would be appropriate for infill sites throughout the community. A Flex House is a well designed housing typology that is designed to be added on to in stages, allowing the family to grow within the house as family size increases. Communities often “fast-track” the permitting and approval process for flex house designs that have been pre-approved by the local jurisdiction.

1. New housing development (Flex housing or Senior Infill)

1

Park St.

1st St.

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Granny Flats and Accessory Units

Another option to increase residential options in a community is the use of granny flats and accessory units. These units are typically constructed above a detached and/or alley-loaded garage. These units are located on the same lot as the primary residence, and provide expanded options for the primary home owner. Units can be filled by older children who are not ready to “leave the nest,” older parents who desire independence yet want the security of a family member looking after them, or as rental income. Codes often need to be revised to permit this type of use.

Figure I-47, Granny flats and accessory units expand residential options within a community and are ideal for children not ready to “leave the nest”, older parents desiring some independence, and young professionals and service workers.(Photo Source: www.accessorydwellings.org)

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CIVIC OPPORTUNITIES

Sutherland has a number of civic needs within the community. These range from a new or expanded fire barn to a community center to an outdoor performance space. The ultimate location of these facilities is critical based on service requirements and desired synergies. Civic needs within the community include the following:

Fire Barn

Sutherland is in need of a new or expanded fire barn. Several community stakeholders desire it to be built on the site of the existing fire barn, while other stakeholders desire it to be built to the west of the senior center. No matter the location chosen, quick access to the facility for volunteer firefighters and then easy access to the highway for calls will be required. The ultimate location of the facility will need to be a community decision.

Community Center

Similar to the fire barn, Sutherland is in need of a new community center. As with the fire barn, location is a key attribute. Several community stakeholders

Figure I-48, Photo of the fire barn in Julesburg, CO similar to what is desired by Sutherland.(Photo Source: www.townofjulesburg.com)

Figure I-49, Photo of a new community center, similar to what Sutherland desires.(Photo Source: www.seattle.gov)

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desire the community center to be located on the site of the existing fire barn. This location would be in the heart of the community and help drive traffic to benefit downtown redevelopment. Other community stakeholders desire the community center to be located to the west of the senior center. The synergies between those two facilities in this location are obvious. Like the fire barn, the ultimate location for the community center will need to be a community decision.

Outdoor Performance Space In order to stimulate downtown redevelopment, Sutherland should construct an outdoor performance space. This space should be designed for outdoor activities such as bands, stand-up comedy, and outdoor movies. Built adjacent to the existing fire barn, a facility such as this could be programmed throughout the warm weather months and help draw residents and visitors to community events within the downtown area.

Figure I-51, Example of youth programs that could take place at a community center in Sutherland.(Photo Source: www.usarmy.vo.llnwd.net)

Figure I-52, Photos of heavily attended outdoor performance space in downtown Plattsmouth, NE.

Figure I-53, Concept plans showing civic redevelopment opportunities.

Park St.

2nd St. 2nd St.

Maple St.

21

1. Potential Fire Barn/Community Center Site.2. Outdoor Performance Space.

1

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PARKS, OPEN SPACE, AND TRAILS

The Highway 30 corridor is Sutherland’s front door. The bulk of the village lies to the north of the highway, and the Union Pacific mainline is located to the south. The space between the highway and railroad is, for the most part, maintained as open space. The area directly south of downtown is maintained as a park, with a pa-vilion and vehicular pull-off for picnics. Farther to the west, the park containing the village’s ball fields, pool, and playground fronts onto the highway and provides a nice western entrance into the community.

Multi-Use Trail System Sutherland has a very active population. During the course of the planning process, countless residents were observed walking through the community for ex-ercise and recreation. One of the primary routes taken by the walkers was the shoulder of Highway 30. In order to create a safer route, the Village should develop an east-west multi-use trail on the open space between the highway and railroad. This trail would run from the eastern village limits to the western village limits, and connect all points in between. At the western limits, it would connect up with the proposed trail segment that would connect the existing ball fields with the proposed tournament complex on the south side of the highway.

Figure I-55, Schematic Diagram showing potential Parks, Open Space, and Trails redevelopment framework.

Figure I-54, Photos of park located along the south side of High-way 30, immediately south of Downtown Sutherland.

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Another key segment of the trail system that should be constructed is a north-south link that would connect the proposed east-west trail, across the pedestrian via-duct, with the South Platte River. This new link would open up pedestrian and bicycle access to this impor-tant open space network. The key to any future multi-use trail system is to develop smaller loops that can be combined for longer walks or rides, thus allowing for use based on age and physical condition.

Enhanced Park

The Village should take steps to enhance the exist-ing park on the south side of Downtown. Enhanced pedestrian crossings (mentioned in an earlier section), new parking areas (that would also serve downtown customers), and additional landscaping (native trees, shrubs, flowers, and grasses) should all be included. Additional feature to help activate the park and adja-cent downtown could include the following:

Train Viewing – Opportunities for viewing Union Pacific’s Heritage Fleet, which travels the rail cor-ridor on a regular basis, should be included. Train watching and photography is a growing pursuit, with thousands of people participating across the country. Catering to the needs of train enthusiasts by constructing a train viewing platform and/or cutting camera lens holes in the safety fence on the pedes-trian overpass, would help draw these enthusiasts to Sutherland.

Figure I-56, Example of a paved trail system similar to that pro-posed for Sutherland.

Figure I-57, Viewing platforms that cater to train enthusiasts are a proven way to attract visitors to a community.(Photo Source: www.selmanews.com and www.flickr.com)

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Depot and Baggage Car – The original Sutherland train depot still exists, but has been moved to a field south of town. In addition, an old baggage car is also located within the same field. Working with the owner of the depot and the car, the Village should renovate each and relocate them back to the park across the street from downtown. Located in a prominent location within the park, the Village could

Figure I-58, Photos of historic depot and baggage car that could be renovated and relocated back to the downtown park and house uses that would increase activity in Downtown Sutherland.

Figure I-59, Concept Plan showing Parks, Open Space, and Trails Redevelopment Opportunities.

hold a competition to select an appropriate use for each, and then lease each facility for a dollar to the winning entrant. Appropriate uses could include, but not be limited to, restaurants, retail, and start-up incubator space. The goal would be to leverage the structures as a catalyst for additional downtown activity.

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1. Multi-use trail system.2. Enhanced park space.3. Train viewing platform.4. Renovated Depot and Baggage Car.

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APPENDIX II: FINANCIAL AND TECHNICAL RESOURCES

The following resources (federal, state and local) have been identified as having potential application in Sutherland in achieving the goals

outlined in this strategy. This includes; economic development goals such as business recruitment and technical assistance; physical

improvements such as infrastructure improvements, brownfield site acquisition and improvements; and technical assistance for public officials

and private businesses. This table is not a comprehensive list of all federal resources but rather reflects those with the highest potential based

on eligibility requirements and compatibility between Sutherland’s goals and the resource’s programmatic goals. For a more comprehensive list

of resources, please refer to the EPA Federal Brownfield Programs Guide www.epa.gov/brownfields/partners/2011_fpg.pdf.

SOURCE TITLE POTENTIAL APPLICATION IN SUTHERLAND CONTACT

Environmental Protection Agency (EPA)

A variety of programs to support brownfields assessment, cleanup, and redevelopment, general site revitalization planning, and smart growth planning projects.

Contact: David Doyle, EPA Region 7 ([email protected])

www.epa.gov

EPA Office of Sustainable Communities

Technical assistance for visioning, design workshops, alternative analysis, build-out analysis, etc. – Further pursue the Vision

Annual, competitive solicitation open to state, local, regional governments (and nonprofits that have partnered with a government entity) that want to incorporate smart growth techniques into their future development projects.

www.epa.gov/smartgrowth/sgia.htm

EPA Office of Brownfields and Land Revitalization – Cleanup Grants

Grant funding to support cleanup of former gasoline stations if needed (as identified in the Phase I/Phase II assessments)

www.epa.gov/brownfields/

http://www.epa.gov/brownfields/partners/2011_fpg.pdf

http://www.epa.gov/

http://www.epa.gov/smartgrowth/sgia.htm

http://www.epa.gov/brownfields/


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United States Department of Agriculture (USDA) – Rural Development Mission Area

A variety of programs described below are available to the Village of Sutherland and its partners on an application basis that can help achieve the goals and designs outlined in this strategy.

Buildings and Real Estate development – Potential Village or private investor purchase of brownfield sites or other opportunity sites on Highway 30

Equipment/machinery – Potential for entrepreneur to open business on Highway 30

Infrastructure improvements – Potential for the Highway 30 improvements shown in the designs with sustainable stormwater practices

Contact: Lory Cappel ([email protected])

www.rurdev.usda.gov/ne/

USDA Intermediary Relending Program

Revolving Loan Fund (RLF) to be managed and applied locally for supporting existing businesses, loans to new businesses (economic development), or community development projects.

www.rurdev.usda.gov/rbs/busp/irp.htm

USDA Rural Business Opportunity Grant Program

Economic development planning, technical assistance and training for entrepreneurs and public officials. Can help develop a business recruitment strategy (economic development).

www.rurdev.usda.gov/rbs/coops/rbog.htm

USDA Rural Business Enterprise Grant Program

Vision Grants available for supporting small businesses including infrastructure improvements (Lincoln Highway and 1st Street median stormwater swale), land and building acquisition (purchase of former gas stations, land for bike pedestrian trail). Nonprofit or municipality is an eligible entity.

www.rurdev.usda.gov/rbs/busp/rbeg.htm

USDA Rural Economic Development Loan and Grant Program

Eligibility limited to NPPD who can receive the fund to issue loans that supports creation of new or existing rural businesses (economic development). Revolving Loan, 10 year 0% loan program.

www.rurdev.usda.gov/rbs/busp/redlg.htm

USDA Small Business Technical Assistance

Provides technical assistance to small businesses for promoting, growing and business management (economic development – guidance to existing business to stabilize and grow).

mailto:[email protected]

http://www.rurdev.usda.gov/ne/

http://www.rurdev.usda.gov/rbs/busp/irp.htm

http://www.rurdev.usda.gov/rbs/coops/rbog.htm

http://www.rurdev.usda.gov/rbs/busp/rbeg.htm

http://www.rurdev.usda.gov/rbs/busp/redlg.htm


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USDA Home Buyer Assistance Program

Provides low interest, no down payment financing for homeownership (vision – support new residents and seniors looking to downsize).

www.rurdev.usda.gov/hsf_sfh.html

USDA Technical Assistance

Technical assistance and training for rural businesses (economic development – support existing business and potential new business).

Small Business Administration (SBA)

Loans Loans to small businesses for land, buildings and general business purposes (economic development – existing business expansion or new businesses to open).

www.sba.gov/

United States Department of Transportation (USDOT)-Federal Highway Administration (FHWA)

Grants for transportation improvements and enhancement

Could be used for Highway 30 improvements that integrate stormwater management practices as shown in the conceptual designs (vision – median improvements).

www.fhwa.dot.gov/environment/te/1999guidance.htm

Justin Luther

[email protected]

Department of Commerce – Economic Development Administration

Public Works and Economic Development Assistance

Expand and improve public infrastructure needed or the recruitment and expansion of private economic activity.

www.eda.gov/AboutEDA/Programs.xml

EDA Technical Assistance

Supports local economic development decision making (e.g., project planning, impact analyses, feasibility studies); includes the University Center Economic Development Program, which makes the resources of universities available.


EDA Economic Development Planning Assistance

Help with developing economic development strategies; this can include site specific feasibility studies (former gas station sites; target specific business types).


http://www.rurdev.usda.gov/hsf_sfh.html

http://www.sba.gov/

http://www.fhwa.dot.gov/environment/te/1999guidance.htm

http://www.fhwa.dot.gov/environment/te/1999guidance.htm


http://www.eda.gov/AboutEDA/Programs.xml




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EDA Economic Adjustment Assistance Program

Helps develop strategies in response to economic changes (long-range economic development planning). This can include developing economic development strategies, infrastructure improvements, or revolving loan fund capitalization. Potential that use of I-80 constitutes an economic change resulting in Sutherland’s need to adjust to lost traffic and market access.


Department of Housing and Urban Development (HUD)

HUD provides a variety of programs that help develop infrastructure, build and finance affordable housing. Most resources are available to HUD entitlement communities of which Sutherland is not one, so cannot access them directly. It can however access through HUD’s community partners the Nebraska Department of Economic Development or the Nebraska Investment Finance Authority.

Nebraska Department of Economic Development

Manages HUD Community Development Block Grant funding, HOME funds, and NSP funding to:

Build new rental units for low to moderate income persons (vision)

Adapt old buildings for use as rental housing

Rehabilitate existing rental properties owned by nonprofit or housing authorities

Administer homebuyer assistance programs

Develop new single-family housing for homeowners

Purchase homes, rehab homes, and provide down-payment assistance

NDED also manages a state funded Nebraska Affordable Housing Trust Fund used to increase the supply and improve the quality of affordable housing in Nebraska. (potential to help with the pocket neighborhood detailed in the Vision)

www.neded.org/community/grants

Nebraska Investment Finance Authority

Offers programs associated with:

Home Ownership

Agricultural Programs

Housing Development Technical Assistance

Development Financing (non-housing related)

www.nifa.org/programs/index.html


http://www.neded.org/community/grants

http://www.nifa.org/programs/index.html


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Nebraska Department of Environmental Quality

Brownfield Environmental Site Assessments

Vision: These are already being offered and applied in Sutherland.

www.ndeq.gov

Charlene Sundermann

[email protected]

West Central Nebraska Development District

Provides support in:

Community Development – public works; strategic planning

Economic Development – technical assistance; microloan packaging; business incubator

http://west-central-nebraska.com/

Heritage Nebraska – National Main Street Program state office

Provides strategic assistance to Nebraska communities pursuing revitalization styled after Main Street principles. Can provide continued technical assistance on the promotional strategy. Sutherland can also continue increasing its capacity to realize goals through attending the national conference to learn more about Main Street principles and build relationships (economic development, vision).

www.heritagenebraska.org

www.preservationnation.org/main-street/training/conference

AmeriCorps NCCC (National Civilian Community Corps)

(Beautification interests and downtown improvements)

National service program that combines the best practices of civilian service with the best aspects of military service. Mission is to strengthen communities and develop leaders through team-based national and community service. Members help communities meet needs in the areas of infrastructure improvement, environmental stewardship and conservation, energy conservation, and urban and rural development.

http://www.americorps.gov/for_organizations/apply/nccc.asp#NCCC%20campuses

Jody Burns (NCCC North Central Region) Iowa Braille & Sight Saving School 319-472-9664 [email protected]

http://www.ndeq.gov/


http://west-central-nebraska.com/

http://www.heritagenebraska.org/

http://www.preservationnation.org/main-street/training/conference

http://www.preservationnation.org/main-street/training/conference






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APPENDIX III: COMMUNITY REVITALIZATION EXAMPLES

Fremont, Nebraska

Fremont’s Main Street Program (Main Street of Fremont, Inc.) has turned Valentine’s Day into a much

anticipated event in the city of 26,000 located 20 minutes west of Omaha. Caramel apples, better known

as a Halloween treat, are sold for a fundraiser event that has doubled in size over the last three years.

People who purchase the apples have an opportunity to win a $300 prize by presenting the numbers

that come with the apples to downtown jewelry stores. This draws people into the downtown and

builds excitement for the community. Every year it is a sell-out. Over 25 volunteers help make the

caramel apples over a two-day pot luck event organized by the Main Street Program. For more

information on this event, go to: http://nebraskamainstreet.wordpress.com/2009/01/13/valentines-

day-caramel-apple-fundraiser-fremont-nebraska.

Ogden, Iowa

Through technical assistance received from EPA and Iowa Department of Natural Resources, Ogden

created a vision to revitalize the downtown community, including three parcels in the middle of

downtown and the abandoned gas station that serves as the gateway to their community and to a

recreational park. The Revitalization Vision focused on creating three focus areas: civic, commercial and

gateway. Through community surveys, the city learned of additional needs and interests of community

members, as well as potential investors and project partners. The city is working in partnership with

several local business and organization leaders to finalize reuse options within the Commercial zone to

include a medical center and supporting amenities. For more information:

www.localsynergy.net/ogden/ or www.ogdeniowa.net.

Kingman, Arizona

Kingman takes advantage of its strategic location on Interstate 40 to promote itself as a “launching point

for Route 66 and beyond.” Tapping into the wealth of history associated with the iconic Route 66, the

city of 26,000 is successfully branding itself as “The Heart of Historic Route 66” through the Kingman

Tourism and Visitor’s Bureau. The Tourism and Visitor’s Bureau highlights Kingman’s assets including

local and regional attractions, events, museums, sports and recreation, and restaurants through an

attractive, interactive website (www.kingmantourism.org). Kingman uses its Route 66 connection to

build community pride through car related community events such as the Route 66 Cruisers Car Club

“Annual Halloween Bash” in conjunction with The Boys and Girls Club of Kingman and the Kingman

Route 66 Association.

http://nebraskamainstreet.wordpress.com/2009/01/13/valentines-day-caramel-apple-fundraiser-fremont-nebraska

http://nebraskamainstreet.wordpress.com/2009/01/13/valentines-day-caramel-apple-fundraiser-fremont-nebraska

http://www.localsynergy.net/ogden/

http://www.ogdeniowa.net/

http://www.kingmantourism.org/


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Downtown Plattsmouth, NE

For years, Plattsmouth, Nebraska, a bedroom community of Omaha, had stagnated. Its historic

downtown had fallen into disrepair, and its historic buildings were vacant or occupied by marginal uses.

Very little traffic ventured off of U.S. 75 to discover its main street.

Not wanting to settle for the status quo, the community made a concerted effort to revitalize its

downtown. Leveraging a federally mandated combined sewer overflow project that was to tear up the

downtown streets, the city took what was seen as a potentially disastrous project for local businesses

and turned it into an opportunity to enhance the appearance of downtown and improve the business

climate.

Figure III-1: Downtown Plattsmouth before implementation of its

downtown plan and streetscape enhancements

Figure III-2: Auto show held in Downtown Plattsmouth on newly renovated Main Street


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Desiring to be more comprehensive in nature than just enhancing the downtown streetscape, the city

applied to the Nebraska Department of Economic Development (NDED) for Community Development

Block Grant (CDBG) funding for a downtown master plan. This plan identified a number of

implementation mechanisms for downtown enhancement, including façade loans and grants to help

improve the appearance of downtown buildings. The downtown plan was followed by NDED

implementation funding for the plan elements. In conjunction with the streetscape enhancements, the

prospect of façade loans and grants has leveraged significant interest by potential tenants and new

owners for downtown buildings. In addition, the city has a new, programmable space for major

community events.

Frisco, Texas

Frisco is a bedroom community on the north side of the Dallas Metroplex. It has a number of hotels

oriented toward business travelers. Traditionally, these hotels cleared out at the end of the work week,

and had little occupancy over the weekends. Desiring to change this, the community developed a large

soccer complex and began recruiting teams to participate in regional soccer tournaments. Now, as

business travelers are departing on Friday morning, families are arriving for weekend soccer

tournaments. The city’s hotels are now occupied throughout the entire week. Perhaps more

importantly, players and their families fill up local restaurants and shops between games and during the

evening.

sutherland nebraska report

Documents

sutherland brownfields

sutherland assets

sutherland coalition

revitalization vision

revitalization strategy

commercial opportunities

residential opportunities

land revitalization