wilder downtown revitalization plan resolution · revitalization project. o entrance signs – the...

CITY OF WILDER,

CANYON COUNTY, IDAHO

RESOLUTION NO. 535

BY THE COUNCIL: GODINA, HOWELL, RIVERA AND WILSON

WILDER DOWNTOWN REVITALIZATION PLAN RESOLUTION

WHEREAS, the City of Wilder is interested in the economic health of the community and its citizens;

and

WHEREAS, the City of Wilder wishes to support and encourage appropriate efforts within the community that promote economic development of the community and the economic well-being of its citizenry; and

WHEREAS, representatives from the City of Wilder, the Wilder Economic Development Council and

the Wilder Chamber of Commerce have participated in visioning workshops and engaged in Downtown Revitalization efforts to create the 2011 Downtown Revitalization Plan;

WHEREAS, this Downtown Revitalization Plan will guide downtown revitalization and economic development efforts within the community;

WHEREAS, the City of Wilder will review and update this Downtown Revitalization Plan as needed;

NOW, THEREFORE, BE IT RESOLVED, that the City of Wilder hereby approves the 2011 City of Wilder Downtown Revitalization Plan; BE IT FUTHER RESOLVED, that the City of Wilder designates the City Clerk/Treasurer, Wendy Burrows-Johnson, as its administrative agent for this Plan. This Resolution is in full effect upon its adoption this ___ day of ___ , 2011.

PASSED by the City Council of the City of Wilder, Idaho, this ___ day of ___ , 2011.

APPROVED by the Mayor of the City of Wilder, Idaho, this ___ day of ___ , 2011.

Signed: ________________________________

John F. Bechtel, Mayor

ATTEST:

By ____________________________

Wendy Burrows-Johnson, City Clerk

City of Wilder

Downtown Revitalization Plan 2011

Table of Contents

City of Wilder Downtown Revitalization Plan - 2011

1 -Introduction and Planning Process Downtown Surveys Visioning Workshops Redevelopment Area – Downtown Defined Local Improvement District Analysis Fundraising Events Local Initiatives 2 - Vision and Goals Vision Goals

3 - Assets and Inventory Community Events Organizations and Leadership Inventory

4 - Implementation Strategy

1 - Introduction and Planning Process


Introduction Wilder is a thriving agricultural community with an ethnic mix of along with much opportunity for growth and prosperity. New housing developments have recently been built in Wilder, and future developments are planned. Highway 95 runs through Wilder, which is the main arterial highway extending from California to Northern Idaho and Canada. Wilder is a visionary dream for entrepreneurs who wish to build commercial, industrial, or a transportation business as an investment for their future. An added asset which would attract commercial and industrial growth is the railroad line from Wilder to Caldwell. Wilder is nestled between the Boise and Snake Rivers in the western part of Canyon County located thirty miles west of Boise. The City is situated in the center of the treasure valley’s regional transportation system along US Highway 95, Highway 19, Peckham Road, and the railroad tracks. These major transportation facilities pose both challenges and opportunities for Wilder. Wilder strives to create an inviting place which would be attractive for new businesses and housing growth, while also embracing and incorporating its agricultural roots and history. “Come grow with us”.

Planning Process As Wilder continues to grow, the community began efforts to develop a strategy to preserve and improve downtown Wilder. The planning process to develop Wilder’s Downtown Revitalization Plan involved several public involvement activities including:

• Downtown Surveys • Visioning Workshops • Local Improvement District Analysis • Redevelopment Area - Downtown Defined • Fundraising Events • Local Initiatives

Outcomes of the community’s public involvement efforts are detailed below. Downtown Surveys In 2009, the City of Wilder and Wilder Chamber of Commerce initiated a survey targeting downtown issues and goals. The survey information was very helpful in identifying opinions and ideas of the community. 24 businesses and 40 citizens participated in the community survey. A summary of the survey results are described below. What do you feel a visitor’s first impression of Downtown Wilder is?

Facts about Wilder:

Population: 1,480 Minority: 76% Latino High School Education: 35% College Graduate: 3% Poverty: 1/3 of the population Per Capita Income: 35% below Nat’l Average Low-Moderate Income: 82.7%

BUSINESS SURVEY RESULTS 100% feel it is fair or poor

CITIZEN SURVEY RESULTS 93% feel it is fair or poor



Downtown Revitalization Workshop Participants:

• David Lincoln – Wilder Housing Authority Administrator / Golden Gate Hwy District Commissioner • Lori Church – Western Alliance for Economic Development • Rick Church – Owner, Hilltop Storage • Patti Zatica – Realtor, American Dream Real Estate, Inc. • Craig Lane – Superintendent of Public Works • Rob Seamount – Wilder Repair, LLC • Samantha Unger • Sonny Sarceda – Owner, Sonny’s Auto Service • Doug Gross – Owner, Doug Gross Farms Inc. • Lupe Garcia – Planning and Zoning Commissioner • Connie Tolmie – Vice President, Zions First National Bank • Daniel Arriola – Superintendent Wilder School District No. 133 • Michael McGarvin – Wizard Renovations • Mark Cotner – Director at COSSA

What do you think could be done to improve Downtown Wilder?

Additional Survey Results

• 92% of business respondents own the building in which their business resides

• 73% of respondents rated quality of goods and services as fair to poor

• 57% of respondents mentioned the need to clean and/or restore the Downtown Wilder Streetscape

• Top three reasons for visiting Downtown Wilder: post office (33%), restaurants (17%), shopping (15%) • Very important to revitalizing Downtown Wilder involve improving the medical center (64%) and pharmacy (56%)

Visioning Workshops Over the past two years the Wilder Economic Development Council (WEDC) and local business owners held several workshops to develop a comprehensive economic development strategy. The box below lists the individuals within the community who have participated in developing downtown revitalization strategies.

CITIZEN SURVEY RESULTS BUSINESS SURVEY RESULTS

Most Important = Improve Buildings/Cleanliness of Downtown, Recruit New Retail



Strategies discussed at downtown revitalization visioning workshops are described below:

• Downtown Improvements – The need for streetscape improvements in the downtown core was identified, particularly along Avenue A. The committee developed a streetscape improvement phasing plan to identify priority areas for improvements. Elements for additional streetscape improvements include: o Light Pole Banners – Cost was evaluated at approximately $35 per banner. The WEDC

indicated they could sponsor the cost of the banners as part of an overall downtown revitalization project.

o Entrance Signs – The committee decided on a future location of gateway welcoming signs along Highway 95 to attract residents and visitors into the downtown core. The signage would incorporate the community’s downtown theme. The city teamed with COSSA to create a rendering and 3-D model of the sign.

o Lighting – The committee discussed pedestrian-scale lighting with the option of adding banner poles. o Community Benches – The City and COSSA could partner to build benches for the

downtown area. Community benches would encourage citizens and visitors to gather and enjoy downtown Wilder and patronize multiple local businesses.

o Town Square – The committee defined a town square concept for the intersection of Avenue A and 3rd Street, which would include pedestrian-friendly elements with pavers or stamped concrete designed into the intersection streetscape, decorative lighting, benches, and trees to give the area a comfortable and safe feeling.

• Business Promotion – Establish a monthly “Business of the Month”

program to give the opportunity for local businesses to be featured as the “Spotlight on Business” in the Western Canyon Chronicle to gain exposure and to highlight their products and services.

• Business Recruitment – The City of Wilder and Canyon County should

continue to work together to actively promote new businesses as they become established in the county. The community has been working with the West Valley Medical Center Clinic and possible doctor’s office to be established in the city.

• Western Economic Development Council Promotion – WEDC has 26

businesses/members who are striving to support economic development in the community. The goal for the WEDC promotion is to continually recruit local business owners to become an active member and participate with the Wilder Chamber of Commerce and WEDC.

• Business Promotion - Every month, a Wilder business is given the

opportunity to be featured in the Chronicle to gain exposure and to highlight their products and services.

Western Chronicle Sept 2011 Business Spotlight Feature

http://www.gotitwholesale.com/EasyCart/Product.asp?ItemID=20�



Redevelopment Area - Downtown Defined In order to define the physical areas of downtown, the community identified a redevelopment area boundary. The redevelopment area boundary defines the downtown core including Avenue’s A, B, C, and D and connecting blocks north of Avenue A including 5th (Highway 95), 4th, 3rd, 2nd, 1st, and 2nd East and 3rd Street East. The Downtown Committee prioritized improvements within the redevelopment area boundary to initiate improvements based on focusing efforts to promote economic development within the commercial core. The primary commercial core is located along Highway 95, Avenue A and 3rd Street. The map on the right reflects the redevelopment area boundary and the conceptual phasing plan as created by the Downtown Committee. Local Improvement District Analysis The City evaluated the possibility of forming a Local Improvement District (LID) to generate additional revenue to cover the costs of downtown streetscape improvements within the redevelopment area. A couple of scenarios were evaluated as part of the process. The fist scenario was calculated based upon a property owner’s linear footage of frontage along the segment of roadway to be improved. The second scenario was calculated by evenly dividing the cost of improvements among the affected properties. After several discussions and city council meetings, the city concluded that the impact would be too costly for residential property owners within the redevelopment area. For commercial properties, the city decided it would be more cost-effective for the city to sponsor fundraisers and partner with local businesses to collect private donations and materials to be used for downtown improvements. In lieu of an LID or Business Improvement District (BID), local businesses and WEDC agreed to:

• Purchase all banners for the light poles • Create a Town Center theme with brick pavers, and bump outs and planter boxes with cash and in-kind labor • Trees for shade and landscaping materials will be donated • Install signage along Highway 95 to attract residents and visitors to the downtown area

Fundraising Events The Wilder Economic Development Council sponsored a community fundraiser partnering with Nunhems Seeds, which yielded $4,000 in donations for downtown revitalization. The community feels that success of the event showed there is strong support and passion for economic development within the community.



Local Initiatives Local volunteer projects have evolved over the past two years as a result of the “buzz” and momentum going on with the downtown revitalization process and other community activities. The community has willingly come together to clean up and improve the look and feel downtown. Over one million dollars worth of volunteer labor, cash, and materials has been invested towards fixing up downtown, including:

• Downtown Revitalization Plan • Local Improvement District Evaluation • Avenue A Improvements in process – two blocks between 2nd Street and 2nd Street East • City entryway sign plan and design – local hardware store owner, COSSA, WEDC partnership • One-stone volunteer beautification project – painted local Polar Bear restaurant downtown, planted trees,

landscaping, Housing Authority improvements • Blighted lot downtown on Avenue A demolished • 3 downtown businesses painted and remodeled • Centennial Park improvements at the future Town Square (see pictures below) • Peckham Road (truck bypass route) study, planning, and conceptual engineering • Development of energy efficiency ordinance

The City of Wilder will continue working over the next several years to implement ongoing economic development initiatives to improve the look and feel of downtown Wilder. As part of this Downtown Revitalization Plan, the Downtown Committee has developed vision and goals (Section 2), assets and inventory (Section 3), and an implementation strategy (Section 4) to ensure downtown revitalization efforts continue into the future.

Centennial Park Community Downtown Wilder Volunteer Project - 2011

2 - Vision and Goals


Vision To revitalize Wilder’s downtown core and to create an aesthetically appealing downtown area that would enable the city to retain current business and attract new business to promote the local economic development of the community. Building on Golden Gate Road / Peckham Road and Wilder’s rich history with the railroad tracks and agricultural roots, the downtown revitalization committee defined Wilder’s identity as The “Golden Gate” to a Rural Lifestyle. Goals

1. Promote the downtown area as a destination place for shopping, outdoor dining and a gathering place for families and events with Centennial Park located in the City Center.

2. Transfer ownership of the hotel to new owner to remodel and create a “wi-fi hot spot coffee shop”. 3. Create a boys and girls club in the old church annex on 3rd Street which connects to the Town Center 4. Remodel Veterans of Foreign Wars (VFW) Hall to become a community center meeting place (located on 3rd St off

A Avenue). 5. Create a historical tour of all the homes of 1920’s and the museum, possibly a holiday tour. 6. Create a weekly Farmer’s Market in the town square and centennial park in late summer leading up to the Harvest

Festival. 7. Incorporate into the Harvest Festival a soap box derby for youth, along with a car show for adults 8. Create a walking path from the downtown to Canyon-Owyhee School Service Agency (COSSA) to improve

students commute to and from the downtown area.

Downtown Wilder’s Conceptual Vision – Avenue A

3 - Assets and Inventory


Assets Identifying community assets and inventory is the foundation for building stronger communities. Wilder’s community assets come in many forms offering various opportunities for downtown redevelopment. Wilder’s economic development assets include community events, organizations, and leadership. Wilder’s non-physical assets are described below in more detail. Community Events As part of the Downtown Revitalization Plan, the community strives to launch new events which would occur more frequently such as a Farmers Market once every week. Currently, there are two major Annual Events which draws citizens and visitors to the downtown core.

• The Wilder 5K Run - Approximately 450-500 runners participated in 2011. The community hopes to combine the Harvest Festival with this annual event, which will make it bigger and better. The finish line is strategically located downtown to help local businesses.

• Wilder’s Old Time 4th of July Independence Event – by Mayor John

Bechtel – “What a perfect day for the 4th of July celebration in Wilder. Weather was perfect, with sunshine and a light breeze. The parade was one of the best turnouts we have had. Many participants with floats, sports cars, old cars, tractors, police cars, fire trucks, bicycles, horses, all in all a great parade. The streets were lined with people from Chula Vista to the park. The picnic in the park was one of the best with 24 vendors and a great group of people. People from across the valley attended and I heard remarks that Wilder has the best 4th of July celebration in the area. Being this 4th of July fell in the middle of a three day week-end (Sunday) we had an exceptional 4th. Thanks to one and all who attended.”

Organizations and Leadership Currently, organizations and leadership within the City of Wilder include:

• Wilder Economic Development Council (WEDC) – WEDC has been in place for several years and has grown to 26 paid businesses who are striving to support economic development in the community. The WEDC meets once per month to discuss downtown revitalization, business development, and economic development-related topics. Members of the WEDC include representatives from the city, the Wilder Chamber of Commerce, local business owners, farmers, the Wilder School District, and COSSA.

• Wilder Chamber of Commerce – There are currently eight active members of the Wilder Chamber of Commerce.

Chamber members organize civic community events such as the Old Time 4th of July Independence event and the 5k Fun Run event.

• City Leadership – Wilder’s mayor and city council members have had a low turnover rate over the past 12 years,

which is an indicator of stability and continuity to support growth and economic development efforts. • Wilder Housing Authority– The Chula Vista Wilder Housing Authority is located within city limits and includes 120

subsidized dwelling units for agricultural employees and low income citizens. Chula Vista residents support many of the local farms and agricultural establishments in and around the City of Wilder.

3 - Assets and Inventory


• Westfield Plaza Wilder Housing Authority Project – Westfield Plaza is a Wilder Housing Authority project

consisting of 24 units which helps meet the housing needs of Wilder’s elderly citizens. Inventory The city’s downtown infrastructure is described below and includes roads, water, sewer, drainage, sidewalks, parking, and lighting.

• Roads - The basic “set up” of the downtown core is viewed as a community asset. The downtown roadway network east of Highway 95 is fairly connected and provides sufficient right-of-way to accommodate downtown revitalization improvements.

• Water – There is sufficient water supply downtown to accommodate growth or transitioning from residential to

commercial use. Water lines are in fairly good shape and redevelopment efforts would not require up-sizing or replacement of existing water lines. Downtown properties are hooked up to potable city water. The downtown core is served by gravity irrigation. Developers and/or business owners intending to build a new facility or redevelop their property would not be required to extend pressurized irrigation within the original town plat.

• Sewer - In 2008 Wilder’s residents approved a bond to upgrade the city’s waste water treatment plant. The

upgrades increased capacity and brought the system into compliance with applicable codes. During the project additional funds became available that were utilized to clean and televise the entire collection system. Breaks and sags were removed and replaced and about 5 blocks of new sewer collection pipe was installed. Developers and merchants can reliably connect to the waste water collection system with only standard connection fees. Industrial waste producers or businesses requiring waste capacity in excess of 100 gallons per capita day are considered individually. Some waste streams may require pre treatment.

• Drainage - Storm water drainage must be properly managed in compliance with a State of Idaho approved best

management practice. Generally projects with new hardscape installations shall connect to the existing storm water system (where available) through a properly sized oil water separator. If the existing storm water system is not accessible, storm water may be retained on site and disposed of through subsurface drain systems. All storm water management systems shall adhere to acceptable standards and must be designed by a professional engineer licensed in the state of Idaho.

• Sidewalks - Both new construction and a changed use requires sidewalk updating. At the least ADA compliant

ramps must be installed and the minimum standard sidewalk for the development zone must be constructed. Offset, worn or badly deteriorated sidewalks presenting a tripping or hazardous condition shall be replaced.

• Parking – Angled parking spaces downtown are located along Avenue A and the side streets and are not clearly

marked or handicapped accessible in most areas. • Lighting – Street lights throughout the downtown core are located at each intersection. The existing streetlights are

older and simple in design. The city’s goal is to upgrade existing street lights with decorative pedestrian-scale lighting within the downtown redevelopment area.

4 – Implementation Strategy


Implementation Strategy The downtown committee’s efforts over the past two years have resulted in a framework which includes a community vision, goals, and identity. Achieving Wilder’s goals includes helping existing businesses while attracting new business, creating an ongoing building façade improvement program, continuing support in the community, and helping Wilder establish a sense of place to align with the community’s culture and values. Below is a table which outlines the community’s goals, priorities, and resources which will assist with bringing Wilder’s vision to reality.

Goal Action Priority/ Timing

Resources Citizen Input Source

Promote downtown as a destination place for shopping, outdoor dining and a gathering place for families and events with Centennial Park located in the City Center

Streetscape improvements within the downtown core to create a sense of place & pedestrian-scale amenities including decorative lighting, banners, trees, wider sidewalks, pavers, etc.

0-6 months • Local cash and in-kind contributions

• Volunteers • CDBG funding • Business owner participation • WEDC & City joint effort

Downtown Committee

Transfer ownership of the hotel to new owner to remodel and create a wi-fi hot spot coffee shop

Engage in discussions with property owner & attract new business owner

1-5 years • Property owner involvement • USDA Grant • WEDC • Chamber of Commerce

Downtown Committee

Create a Boys and Girls Club in the old church annex on 3rd Street which connects to the Town Center

Engage in discussions with the Boys and Girls Club Association to assess the need

1-5 years • Local Boys and Girls Club representatives

• City • Church building owner • School District

Downtown Committee

Remodel VFW Hall to become a community center meeting place (located on 3rd St off A Avenue)

Conduct a community survey to gauge interest and ideas from citizens so conversion would address needs and/or issues

1-3 years • Local cash and in-kind contributions

• Volunteers • CDBG funding • VFW members • City • Planning and Zoning

Commission • WEDC

Downtown Committee

Create a historical tour of all the homes of 1920’s and the museum, possibly a holiday tour

• Create an inventory database of historic homes & structures in Wilder

• Contact Historical Society • Coordinate with the Chamber

of Commerce & WEDC • Contact School District for

potential educational component

1-3 years • Volunteer(s) • School District engagement • City Council • Planning and Zoning

Commission • Wilder Chamber of

Commerce or WEDC for holiday tour coordination

• COSSA

Downtown Committee Community Survey

Create a weekly Farmer’s Market in the town square and Centennial Park in late summer weekly leading up to the Harvest Festival

• Streetscape improvements within the downtown core to create a sense of place and pedestrian-scale amenities

• Combine the 5k Fun Run Event with a revived Harvest Festival

6 months- 1 year

• Local Farmers • Local Businesses • Agricultural Clubs • City • Chamber of Commerce • WEDC

Downtown Committee

Incorporate into the Harvest Festival a soap Box Derby for youth with a car show for adults

Conduct a community survey to receive feedback on idea & other potential activities

1-2 years • Volunteer(s) • Chamber of Commerce • City • WEDC

Downtown Committee

Create a walking path from the downtown to COSSA for easier access and commute for students to and from the downtown area

• Include project in the City’s local master sidewalk/pathways plan ( to be completed within 6 months)

• Establish a strategic location to link to the downtown core

1-2 years • Volunteers • Parks and Recreation Grant • City • COSSA • School District

Downtown Committee

4 – Implementation Strategy


Improve appearance of downtown to create an inviting and enjoyable sense of place and culture

• Encourage a “Community Clean-up” event

• Enforce current city ordinances on nuisances, abandoned vehicles, personal property, and junk restrictions

0-6 months • City Council • Planning and Zoning

Commission • WEDC • Chamber of Commerce • School District • One Stone (United Way) • Local Business Owners • Enforcement Officers • COSSA

Community Survey Downtown Committee

Establish design standards that capitalize on the best assets of the downtown and give direction for historical preservation and new development

Review city ordinances for design standards and consider revising code to match the identity of the community through architectural improvements

1-3 years • Planning and Zoning Commission

• City Council • COSSA’s engineering

students • WEDC

• Community Survey • Downtown Committee

Improve the look of existing buildings downtown

• Develop a façade improvement program to include awnings, architectural improvements, cultural art, flower pots, and community benches

• Consider a grant/private match as part of the program for funding and to encourage property owner participation

0-6 months • Department of Commerce Gem Grant

• Property Owners / Business Owners

• City • WEDC • Chamber of Commerce

Community Survey

Attract new business downtown – retail, coffee shop, etc.

• Develop an informational brochure about Wilder containing economic development and market analysis demographics and data, including availability of utilities and city services

• Maintain current WEDC efforts

6 months- 2 years


• City • WEDC • Chamber of Commerce • Real Estate professional

Community Survey Downtown Committee

Reduce vacancies and encourage business retention downtown

• Evaluate existing business retention efforts of the Chamber of Commerce and WEDC. Engage local businesses for input.

• Target local businesses, agricultural farms, and industrial uses to understand issues & potential limitations

• Maintain current WEDC efforts

6 months- 2 years


• City • WEDC • Chamber of Commerce • Real Estate professional

Downtown Committee

Increase hours of business operations downtown

Hold an ‘After Hours’ event once per month or every week to bring the community together and provide opportunities for citizens to patronize businesses beyond regular business hours

0-6 months • Chamber of Commerce • Local Businesses • WEDC • City

Community Survey

Improve Peckham Road to encourage truck traffic to use reconstructed bypass route

Meet on an annual basis with stakeholders and resubmit grant application to LHTAC in 2012 for 2016 funding.

1-5 years • LHTAC Grant • COMPASS • City of Wilder • Golden Gate Highway

District • City of Greenleaf

Downtown Committee Community Survey

Install designed Entryway Signage on Highway 95 to attract citizens to the downtown core

Raise funds to purchase 1-2 welcoming signs. Seek volunteers to install signs and continue to work with COSSA students.

0-2 years • City • WEDC • Chamber of Commerce • COSSA • CTE Grant if/when available

Downtown Committee Citizen Survey

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