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DOWNTOWN
WOODSTOCK
DEVELOPMENT
PLAN
EXECUTIVE SUMMARY
Downtown Woodstock stands among America’s
central business districts as a distinctive place.
Building upon the legacy of past planning eff orts, and
with particular emphasis on aligning the
community’s vision, the Downtown Woodstock
Development Plan formulates a place-based strategy
for enhancing the character, heart, diversity and
strength of Downtown Woodstock.
PURPOSE OF THE PLAN
A VISION FOR DOWNTOWN WOODSTOCK
THE CENTRAL TENETS OF THIS PLAN
PRESERVING
THE HISTORIC
CHARACTER
INCREASED
RESIDENTIAL
DENSITY
DEVELOP THE
CIVIC HEART OF THE
COMMUNITY
STRENGTHEN
THE CENTRAL
BUSINESS DISTRICT
A decade ago, the City Council adopted this vision for Woodstock: “By the year 2020… visitors and investors will see Woodstock as a premier destination, the overall economy will be sound and vital, and our downtown Square will be known as a national treasure that continues to off er magical experiences.”
In support of that vision, we off er this Development Plan for Downtown Woodstock, Illinois. The plan will guide the direction of change and growth of Downtown Woodstock over the next 10-15 years.
To fully encourage the growth of downtown, the community must focus on the three-tiered approach:
Greater permanent residential population
Robust tourist visitation and spending
A strong group of employers in the downtown.
123
PROCESS:STUDY AREAS
The Downtown Woodstock Development Plan focuses on the area shown at right. This boundary roughly coincides with the boundaries of the current downtown commercial and multi-family zoning districts and refl ects the current and planned extent of commercial development within Downtown Woodstock.
This area is the commercial, civic and cultural center of Woodstock and McHenry County. Within its boundaries are classic historic buildings, cultural institutions, shopping and dining destinations, offi ce buildings, parks and a variety of residential properties.
Sub-Areas of FocusThe Development Plan is further divided into sub-areas to assess their unique character, function, and recommended land uses. Four areas have been identifi ed, as follows:
• The Woodstock Square, including the area immediately adjacent to the Park in the Square, as well as Main and Benton Streets.
• The West Side Transition Area: Throop Street and the corridors of Washington (IL 120), W. Jackson, South, and Dean Streets.
• North of the Tracks Transition Area: The Woodstock Station development site and the corridors of McHenry Avenue (IL 120) and E. Judd Streets.
• Southeast Gateway Transition Area: Including the corridors of Lake Avenue and E. Calhoun Street.
STRENGTHS
• Downtown Woodstock’s walkability, historic character and mix of businesses and restaurants make it a desirable destination for residents and visitors.
• The Park in the Square is a premier public gathering place.
• Various City Commissions have already prepared excellent community plans with clear goals that are carefully followed, such as the Transportation Plan, the Park Plan, the Environmental Plan and the Bicycle Master Plan.
• A strong Historic Preservation Commission has preserved the integrity of the core downtown district.
• The community has established the pattern and expectation of adaptive reuse of historic buildings.
• The Woodstock Farmer’s Market has developed into one of the best farmers’ markets in the country with a focus on growers.
• Uniform building setbacks on the square and consistently well-preserved buildings present a pleasing pedestrian walking atmosphere.
OPPORTUNITIES
• Extend the Downtown character and pedestrian traffi c beyond the blocks outside the Square and Main Street.
• Increase Metra service for an expanded schedule to Chicago and other destinations.
• Designate bicycle paths and associated parking to enhance the potential volume of non-motorized travel to the Downtown.
• Rear entrances to downtown businesses can be reconfi gured for use as public entrances, with a focus on beautifi cation, lighting, façade improvement, landscaping and seating areas.
• A unifi ed, business-driven Downtown leadership group should be created to guide revitalization and business retention eff orts.
The following lists some of the strengths and opportunities
as described during the input process:
During the summer of 2017, over two dozen public meetings were held to engage hundreds of citizens and businesses in the process of defi ning their vision for the development of Downtown Woodstock. Most of these meetings were topical meetings, held in conjunction with one of the City’s various boards and commissions, such as the Plan Commission, Transportation Commission, Parks and Recreation Commission, and so forth.
Public Engagement also included dozens of interviews conducted with key stakeholders to identify recommendations for key development sites as well as recommendations for public facilities and open spaces.
The Mayor and City Council hosted a walking input session and tour of the
Downtown. This gave citizens and business owners a chance to give feedback from a pedestrian perspective. Dozens of participants walked together, in small groups, to discuss the opportunities and challenges that are faced in Downtown Woodstock.
PROCESS: PUBLIC ENGAGEMENT
GOAL 1: WOODSTOCK’S
DOWNTOWN WILL BE
RECOGNIZED AS ONE OF THE TOP
DOWNTOWNS IN THE MIDWEST.
As a community anchor, Downtown will be the center of
the community and drive commercial, residential and
tourist growth. Entrepreneurs will move to Woodstock
to leverage the innovative and independent spirit.
We will have experienced
a 10% increase in
available commercial
space in each of the main
categories.
Downtown Woodstock boasts 927,000 square feet of commercial space 1n 2018 – a 10% increase would mean an additional:
10,000 SF of Restaurant Space10,000 SF of Entertainment Space20,000 SF of Retail/Service Space30,000 SF of Offi ce Space
We will have leveraged
the City’s fi ber network
to provide powerful
infrastructure for digital
entrepreneurs.
More than 10% of the Downtown offi ce space will be using the network to support operations.
A new TIF District is
recommended, allowing
high-priority sites to
receive development
assistance.
An existing Downtown Woodstock TIF District will be retired in 2020, allowing the accumulated tax value to return to the participating taxing bodies.
Aurora University will
have expanded their
physical presence,
becoming a key
educational partner
for Woodstock citizens
of all ages.
Educational facilities attract creative and intellectual interests, adding new energy and ideas to Woodstock’s downtown vibe.
Library
Old Courthouse
Opera House
Clay Academy
Public Works
Rec Center
PoliceStation
Dean School
Woodstock High School
City Hall
Arts, culture and community events will be promoted,
continuing to attract visitors and increase spending in
the community, contributing greatly to its identity as a
thriving arts center.
GOAL 2: WITH THE HISTORIC
SQUARE AS THE CENTERPIECE
OF WOODSTOCK, TOURISM
WILL BRING MORE VISITORS
TO THE AREA, MAKING
WOODSTOCK ONE OF THE
STATE’S MOST VISITED AND
CELEBRATED PLACES.
Emmy Award winner and accomplished musician Jeff Daniels takes the historic Woodstock Opera House stage for a night of music on Friday, October 27 at 8:00 PM. Described by The New York Times as “a transcendental picture of American wanderlust,” Jeff and his son’s band, the Ben Daniels Band, will perform an unforgettable evening of folk Americana music. For tickets and info, visit WoodstockOperaHouse.com.
JEFF DANIELS AND THE BEN DANIELS BAND • FRIDAY, OCTOBER 27, 8PM • WOODSTOCK OPERA HOUSE
Mexican Independence Mexican Independence
Day CelebrationDay Celebration
Downtown Trick or TreatDowntown Trick or TreatWoodstock Farmer’s MarketWoodstock Farmer’s Market
Woodstock on the Woodstock on the
Square Car ShowSquare Car Show
This can partially be measured by the Net Promoter Score which was measured in 2017 at an outstanding +45 (on a range of -100 to +100) for out-of-town guests visiting Downtown Woodstock.
Woodstock will continue
to enjoy a strong
reputation regionally
and nationally as a
tourist destination.
The Old Courthouse and
Sheriff ’s House will
be fully renovated
and serve as anchors
for the Downtown,
making a strong
contribution to the
sense of place.
The Woodstock Opera House will continue to
be the center of the community’s commitment to
the arts, with expanded programming designed
for diverse audiences.
How likely is it that you would
recommend visiting Downtown
Woodstock to a friend?
By 2030, the number of
residential units within a
quarter mile of the train
depot will double from
500 to 1,000.
“Vision 2020” calls for balanced lifecycle hous-ing, a solid mix of owner-occupied and rental housing at a variety of price points, and devel-opment which is environmentally sustainable. The Comprehensive Plan calls for the City to
“encourage the availability of a diverse housing stock that is safe, environmentally sound, andeconomically and socially open with a variety of housing styles and types.”
2018 / RESIDENTIAL DENSITY 2030 / RESIDENTIAL DENSITY
GOAL 3: DOWNTOWN WILL
EXPERIENCE RESIDENTIAL
GROWTH.
No residential units Fewer than 5 units per acre Between 5 and 10 units per acre More than 10 residential units per acre
Every new development will be designed to contribute to the strength of the
Downtown as a valuable public space. Downtown apartments will be highly
desired and amenity-rich, leading to higher rents and stability.
The mix of owner-
occupied and renter-
occupied units within 1/4
mile of the train depot is
approximately 50/50. This
ratio will continue within
the context of increased
density.
A diverse range of new multi-family and mixed-use housing will be carefully added within Downtown Woodstock. It will follow a central tenet of Vision 2020 and be sustain-able in terms of design. Locating mid-to-up-scale condominium development and seniorhousing within walking distance of retailestablishments and the Metra station can positively increase density and support localbusinesses.
“Woodstock’s historic downtown is akey community asset, one that canbe enhanced by carefully increased housing density.”
HOMES FOR A CHANGING REGION
Interior: Emmerson Lofts
Woodstock will be
known as the center of
Entrepreneurship in
McHenry County.
Despite the poor success rate nationally, Woodstock continues to be an ideal place to start a small business, especially Downtown.Of the 42 new brick-and-mortar businesses that opened during 2016 and 2017, only tenhave closed by the spring of 2018; a 75% suc-
cess rate. The statistics of households andincome within a certain radius have kept many national chains from locating in Wood-stock, leaving plenty of room in the marketfor local businesses to thrive. This identity should be enhanced and leadership should develop a campaign to brand the Downtown as the center of Entrepreneurship in McHen-ry County.
To support the goal of a permanent employer presence in the Downtown,partners must work to develop a robust professional offi ce culture within the walkable downtown. The recently installedfi ber network will be an important asset.Initially, this network was developed for useby the City, County and schools. Future use should be expanded to the private sector, cultivating the development of high-techuses. Alternative shared offi ce facilitiesshould be encouraged, including co-working. This idea has gained some traction in the county, in both Woodstock and Crystal Lake. Parking enhancements can be created toaccommodate downtown employers.
GOAL 4: DOWNTOWN WOODSTOCK
WILL BE A CULTURAL CAPITAL
ATTRACTING AND PROMOTING
ENTREPRENEURS.
Off-street bike paths
A new, off-street bike trail will be constructed, leading from IL Route 47 at Country Club Road, through Raintree Park, then northwest along the railroad tracks through Sesquicentennial Park and the Woodstock Station site, to Wicker Street.
The Metra train resource is a strong asset for Woodstock. The experience must be enhanced to better attract and serve riders. The current train depot is a contributing structure to Woodstock’s National Register Historic District and needs to be preserved. Its use by a café tenant is beneficial to both commuters and the community.
The Depot is located on the south/west side of the tracks, but morning commuters embarking for Chicago wait on the opposite side of the tracks. There is a need for a modernized warming shelter offering warmth and security for a growing number of passengers, on the north/east side of the rails.
GOAL 5: INFRASTRUCTURE FOR ALL MODES OF TRANSPORTATION WILL IMPROVE, MAKING DOWNTOWN WOODSTOCK MOBILITY AND PEDESTRIAN FRIENDLY.A new Metra station or warming shelter will be constructed on the north/east side of the railroad tracks, across from the historic depot.
Downtown will be more
accessible by bicycle,
with new on-street and
off -street bike lanes and
additional bicycle parking
available.
The Transportation Commission has developed an excellent Bike Master Plan. This plan outlines various phases of development by which bike lanes can be added to the City street network. As the Downtown Plan is implemented, and some of our opportunity sites are redeveloped, bicycle parking and bicycle lanes should be incorporated into all future residential development projects downtown.
Downtown
Woodstock will
continue to be a
strong walkable
environment for
residents.
The Square is a supremelywalkable space. The websiteWalkscore.com gives Downtown Woodstock a score of 85 out of 100, noting:- This location is Very Walkable
so most errands can be accomplished on foot.
- Downtown Woodstock isa three minute walk from
the UP-NW Union Pacifi c Northwest at theWoodstock stop.- Nearby parks include Woodstock Square
Historic District, Raintree Park and Ryders Wood Park.
The Walk Score is determined by evaluatingthe walking distance from residential areasto dining, groceries, shopping, errands, parks,schools, culture and entertainment. TheWalk Score for Downtown Woodstock is higher than any other Downtown in McHenry County. The overall Walk Score for the City of Woodstock is only 30, indicating a car-dependent city. The heat map above shows the walkability in diff erent parts of thecommunity, with the most walkable sectionbeing downtown.
Passenger train
traffi c will be doubled,
accommodating at least
600 daily riders by 2030.
Metra is anticipated to
complete a new rail yard
on the UP Northwest
line west of Woodstock,
allowing for an expanded
schedule as compared
to 2018.
GOAL 6: DESIGN GUIDELINES WILL MAINTAIN THE
HISTORIC AND VIBRANT ARCHITECTURAL INTEGRITY
OF DOWNTOWN WOODSTOCK. WE WILL CREATE A
STRONG SENSE OF PLACE THAT IS UNLIKE OTHER
DOWNTOWNS.
The cupola of the
Courthouse and the tower
of the Opera House will be
established as the maximum
allowable downtown
building height. This will
preserve these buildings as
the key visual features of
our City skyline.
Height
minimums
Height minimums will be established in diff erent areas of Downtown with the goal of increasing the overall usage density and eliminating one-story structures.
Community refuse
collection sites
At least three collaborative refuse collection sites will be established with complementary exteriors, allowing for a reduction in trash bins along downtown sidewalks.
Public
infrastructure
Crosswalks, benches, trees, landscaping and other public infrastructure will contribute to a unique downtown experience.
PRESERVING
THE HISTORIC
CHARACTER
INCREASED
RESIDENTIAL
DENSITY
DEVELOP THE
CIVIC HEART OF THE
COMMUNITY
STRENGTHEN
THE CENTRAL
BUSINESS DISTRICT
DOWNTOWN PLAN CENTRAL TENETS
CIVIC HEART
Woodstock will continue to enjoy a strong reputation regionally and nationally as a tourist destination.
Arts, culture and community events will continue to drive visitors and spending in the community, contributing greatly to the local economy.
Aurora University will
have expanded their
physical presence,
becoming a key
educational partner for
Woodstock citizens
of all ages.
The Woodstock Opera House will continue to be the center of the community’s commitment to the arts, with expanded programming designed for diverse audiences.
By 2030, the number of residential units within a quarter mile of the train depot will double from 500 to 1,000.
The Old Courthouse and Sheriff ’s House will be fully renovated and serve as anchors for the Downtown, contributing to the sense of place.
As a community
anchor, Downtown
will be the center of
the community and
drive commercial,
residential and
tourist growth.
Entrepreneurs will
move to Woodstock
to leverage the
innovative and
independent spirit.
DENSITY
The mix of owner-
occupied and
renter-occupied
units within 1/4 mile
of the train depot is
approximately
50/50. This ratio
will continue within
the context of
increased density.
Woodstock will be
known as the center
of Entrepreneurship
in McHenry County.
Every new
development will be
designed to contribute
to the strength of the
Downtown as a
valuable public space.
Downtown apartments
will be highly desired
and amenity-rich,
leading to higher rents
and stability.
STRENGTH
Downtown Woodstock will continue to be
a strong walkable environment for residents.
We will have experienced a 10% increase in available commercial space in each of the main categories.
A new Metra station or warming shelter will be constructed on the north/east side of the railroad tracks, across from the historic depot.
The anticipated
completion of the Metra
rail yard west
of Woodstock on the
UP Northwest line will
allow for a greatly
expanded schedule.
We will have leveraged the City’s fiber network to provide powerful infrastructure for digital entrepreneurs.
Passenger train traffi c will be doubled, accomodating at least 600 daily riders by 2030.
A new, off -street trail
will be constructed,
leading from IL Route
47 at Country Club
Road, through
Raintree Park, then
northwest along the
railroad tracks
through
Sesquicentennial Park
and the Woodstock
Station site, to Wicker
Street.
A new TIF District will be established, allowing high-priority sites to receive development assistance.
CHARACTER
The cupola of the Old Courthouse and the tower of the Opera House will be established as the maximum allowable downtown building height. This will preserve these buildings as the key visual features of our City skyline.
Height minimums will be
established in diff erent
areas of Downtown with
the goal of increasing
the overall usage
density and eliminating
one-story structures.
At least three collaborative refuse collection sites will be established with complementary exteriors, allowing a reduction in trash bins along downtown sidewalks.
Crosswalks, benches, trees, landscaping and other public infrastructure will contribute to a unique downtown experience.
Garrett Anderson
Economic Development Director
City of Woodstock
121 W. Calhoun Street, Woodstock, IL 60098
(815) 338-3176
WWW.WOODSTOCKIL.GOV
CONTACT