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4 20 09 Washington Neighborhood Assessment Report & Revitalization Strategies (FINAL DRAFT)Community Assessment & Revitalization Strategies Commun ies ~~ ~~ CNT `.J MetraEflGE ~ Washington Neighborhood Plan - City of Dubuque IA Page 1 w n n ^. i. Community Assessment & Revitalization Strategies Section I: Executive Summary 3 Overview of the Organizational Framework for Neighborhood Improvement 3 Findings & Recommendations 4 Work Program 7 Neighborhood Strategies Plan 9 Section II: Introduction & Background 14 Neighborhood Planning Process 15 Purpose of this Plan 17 Organizational Framework for Neighborhood Improvement 18 Section III: Neighborhood Profile 20 Community Perspective 20 Economic Potential Analysis 23 Social Services & Education Analysis 34 Neighborhood Planning Analysis 41 Overview of Local Initiatives /Community Building Capacity 52 Section IV: Action Plan for Community Mobilization 57 Overview 57 Washington Neighborhood Development Corporation (WNDC) 57 What is a CDC? 57 Community Development Resources 58 Lead & Partner Organizations 58 Work Program Grid: Economic Development 59 Work Program Grid: Families, Youth & Education 63 Work Program Grid: Housing 66 A~~endix A: Charts & Graphics for Neighborhood Market Analysis A- I A~~endix B: Best Practice Program Examples for Families. Youth & Education B- I Washington Neighborhood Plan - City of Dubuque IA Page 2 Community Assessment & Revitalization Strategies The Washington Neighborhood Plan is designed to give residents and other local stakeholders (e.g. business owners, employees, residents, public officials, property owners) the tools needed to enhance the quality of life within the neighborhood and thereby strengthening its sense of pride. The goal of this Plan is to inspire local residents, business and property owners to collaborate with the City of Dubuque to continue with neighborhood improvement efforts and revitalize the City's historic core. In 2004, the City of Dubuque and the neighborhood initiated the "Washington: Revitalize!" improvement program. Local neighborhood organizations, not-for-profit agencies and City departments have already taken steps towards addressing issues identified and further developed in the 2007 visioning report. The Washington Neighborhood established several broad goals to guide this phase of the planning process. The purpose of this Plan is to establish a more formal set of recommendations that identify short and long term strategies (policies) and specific actions (programs and projects) for which resources, timelines and responsible parties can be identified. In addition, this Plan is guided by an action-oriented document that translates the vision into projects and programs that can be implemented over time to ensure the Washington Neighborhood achieves the established vision. This Plan addresses both physical improvements to create a better environment for economic investment, and programs necessary to provide less-advantaged citizens with the capacity to "access the ladder of economic opportunity that leads out of poverty." This process is intended to encourage, equip and expand local leadership to address local concerns and advance priority programs and projects. Overview of the Organizational Framework for Neighborhood Improvement To guide the implementation of the vision and create action steps to address the neighborhood's issues, a Citizen Coordinating Committee (CCC) was formed, consisting of residents and stakeholders, to facilitate an active citizen participation process that ensures adequate representation of differing interests and ultimately leads to residents taking ownership of neighborhood improvement efforts. In collaboration with the consulting team led by Teska Associates, Inc. (TAI), including the Center for Neighborhood Technology (CNT), LISC/MetroEdge (LME), and MJ Berne Consulting (MJB), the CCC convened during the summer of 2008 to discuss the issues and potential for the Washington Neighborhood. The end product was the identification of three core issue areas that will provide the organizational framework for moving forward. The neighborhood's three core issues areas are: I. Economic Development 2. Families Youth & Education 3. Housing By working with existing organizations and the City, the CCC will work towards achieving solutions to the neighborhood's key issues in a focused and managed manner to minimize repetitiveness, maximize effectiveness, and encourage the sharing of ideas, resources, and success stories. Collectively, the CCC represents a unified voice for the Washington Neighborhood with which the community can bring Washington Neighborhood Plan - City of Dubuque IA Page 3 Community Assessment & Revitalization Strategies attention to its issues. By continually communicating progress and identifying practical solutions to the neighborhood's key issues, the CCC will help foster a sense of community pride and potentially encourage others residents and stakeholders to take part in these grassroots efforts. Findings & Recommendations At the onset of this planning process, the consulting team examined local conditions and initiatives and explored commercial market opportunities and branding strategies that could be utilized to serve resident needs and further strengthen the Washington Neighborhood as a desirable place to live, be an entrepreneur, and enjoy entertainment and cultural opportunities. The findings and recommendations of the consulting team's assessment of the Washington Neighborhood are outlined below and organized by the three core issues areas. Economic Development A retail market study was undertaken to assess the economic development potential within the Washington Neighborhood market area in an effort to further inform strategies for re-marketing the neighborhood as well as to inform stakeholders about the retail development potential of the Washington Neighborhood market area. Kev Findings ~ ~'= !~"'`'~°!' ^ The Washington Trade Area and the Washington ~, ,~,.x- Neighborhood both have a strong presence of middle income ~ ~,~,,,,,,,,,~, ~ ~ , and upper income households, both of which are increasing ~ ~ °= .__ (see charts on pages A- I 0 and A- I I in the Appendix). Both areas also have a considerably higher concentration of buying power as compared to the large Dubuque trade area. ^ More upwardly-mobile households in the Washington Neighborhood will be most likely to patronize retailers and service providers close to home that cater to their every-day convenience needs. ^ An adequate number of stores serve the neighborhood, including general merchandise and electronic/appliance stores being the only two major retail categories with potential for expansion. Gaps in the retail mix in the Washington Neighborhood area provide opportunities for limited retail, such as electronics, video games, auto parts, and car rental. ^ The lack of retail sales leakage presents an opportunity to encourage expansion of existing retail clusters. ^ The strongest intersection for retail is at Elm Street and East 20~" Street with the Eagle Country Market, recently-renovated Pizza Hut, and new Walgreens, not to mention its proximity to the Pack Site and potential to benefit from that future redevelopment. The second strongest intersection for retail in the Washington Neighborhood is the one at Central Avenue and 20~h Street, anchored by the Family Dollar. ^ The Washington Neighborhood's current retail niche is one that focuses on the convenience- oriented needs of the trade area's residents. ^ There is no obvious entity to deliver support services (e.g. technical assistance, property maintenance, design and rehab services, etc.) to local businesses in the Washington Neighborhood. Kev_ Recommendations ^ Focus a re-marketing campaign at changing the perception of the neighborhood, perhaps led by the neighborhood stakeholders and the City as chief ambassadors. Elements of this campaign might include the messages that middle income households are present and increasing, that Washington Neighborhood Plan - City of Dubuque IA Page 4 Community Assessment & Revitalization Strategies businesses are succeeding, and that people from around the community patronize these businesses. ^ Create and market a support infrastructure - in terms of small-business financing and technical- assistance programs, potentially in partnership with area colleges and universities - to foster the success of independently-owned businesses within the neighborhood and along Central Avenue. Creation and marketing of a support infrastructure is dependent on City investment. ^ Upgrade or expand current businesses to better fit the local customer base and meet local needs. Efforts that focus on investments and programming to retain existing businesses are more important than attracting new businesses. ^ Identify a unique position within the competitive marketplace for the Washington Neighborhood to achieve a larger draw. However, not every neighborhood or business district has to be a destination. Indeed, some are only meant to serve the everyday needs of the people who live there. ^ Consider clustering restaurants and bars as this is most likely to breed success when they are clustered together and can collectively pull as a larger destination. ^ Build upon the potential presence of a larger retail anchor on the Pack site, which in turn may build the potential to attract another general-merchandise operator not yet in the region, like Big Lots, as well as additional sit-down family restaurants and moderately-priced clothing and shoe stores. And, just like the redevelopment of the riverfront played a major role in the revival of lower Main Street, new stores at the Pack site could act as anchors for the nearby commercial node at Elm and East 20~h Street. ^ Position older storefronts along Central Avenue for low-cost incubator space for early-stage entrepreneurs (e.g. previously The Dark Slide) and niche businesses (e.g. EI Paisano) until they rebound in value. ^ Invest in the creation and marketing of a support infrastructure for local, small-scale entrepreneurs, both in terms of small-business financing and technical-assistance program. ^ Organize business owners along Central Avenue to create a merchants organization to better empower them to work on their own behalf and provide peer-to-peer support. ^ Expand the City-sponsored program of cosmetic enhancement (e.g. fa4ade improvements) and provide generous funding for more attractive signage, down-lighting, etc. These steps would, just by enhancing the visuals, send a very different message about Washington Neighborhood and induce others to treat it less dismissively. Also, the neighborhood's brand would also be improved if its own stakeholders were to speak of it in more positive terms. Families. Youth & Education Physical improvements can help enhance the appearance and ~ r ~~~,-~ a charm of the neighborhood. However, they must be '~~ `~ ; ~ ~ N com lemented with social im rovements that raise self and P P community pride and enhance the well being of both individuals and overall neighborhood. The community must ~ _ .- - _ -~' ~_ ~=' be inspired to change, which requires the commitment to be _ y`' `~ -° - organized, to stay involved, and to communicate openly with _- ~ i each other. To maintain an enduring and focused charge ~~ ~ " i towards change, strong and active leadership must be ., ,',+~. ,~: cultivated in the community to inspire and pave the way. '~ , ~~,~ ; Leadership and action can stem from individual community - '" -~1~ F;~:~ Lam;: members, local organizations, and the collaboration of - ~" various social service agencies and City government. Youth are also encouraged to get involved in the community as activism and interest can filter onto parents, siblings, and friends. Washington Neighborhood Plan - City of Dubuque IA Page 5 Community Assessment & Revitalization Strategies Kev Findings ^ A variety of social service and outreach agencies serve the Washington Neighborhood, providing programs and services relating to family services, counseling, SRO and transitional housing opportunities, clothing and food, health, education, employment and financial assistance, and diversity outreach. ^ The Washington Neighborhood offers a limited range of activities and facilities geared towards youth and families. More programs that are affordable, providing guidance to youth, and encouraging youth to get involved in the community, could be offered. Family programming is needed across the entire age spectrum, ranging from young children to teenagers to parents to seniors. ^ The Washington Neighborhood has access to educational opportunities at all levels; however, key issues include maintaining affordability, providing convenient transportation to and from schools, and continually diversifying educational options and resources to meet varying interests, needs, and ages. ^ The Washington Neighborhood is served by a handful of health-related facilities. While substance abuse and mental health services are offered within and near the neighborhood, other health services and care are needed, particularly those that combine education with activity and cater to different age groups. ^ As the most recent and highly accessible addition to the Washington Neighborhood, the Crescent Community Health Center is continually growing in its programming and services and is the best option to serve as the neighborhood's primary care health service agency. Kev_ Recommendations ^ Expand transportation options to programs. ^ Expand youth activities (limited number of programs; lack of interest). ^ Enhance neighborhood communications to ensure knowledge and awareness of programs. ^ Encourage greater parent/adult involvement (especially with youth/children programming). Housing The Washington Neighborhood has a low homeownership rate with approximately 35% owners and 65% renters. Based on a 2006 American Community Survey conducted by the U.S. Census, the owner-to-renter ratio for the entire City of Dubuque was the reverse with 73% owners and 27% renters. While single family detached houses are the predominant type of housing structure, many of them are used as rental properties or converted to multiple rental units. About 150 of the rental units are used for Section 8 housing. Kev_ Findings ^ A majority of the residential properties in the Washington Neighborhood are zoned R-2A; however, concern over inappropriate conversions and replacement of single-family homes that have resulted in the loss of the historic character must be addressed. To encourage more homeownership opportunities, while at the same time preserving the character of the neighborhood, conservation district design standards should be applied to all R-2A zoned properties. ^ Although the Washington Neighborhood is not currently an historic district, such a designation may be worth exploring, particularly to help preserve the historic housing stock and aid in neighborhood revitalization. Washington Neighborhood Plan - City of Dubuque IA Page 6 Community Assessment & Revitalization Strategies ^ While housing is generally affordable in the Washington Neighborhood, the housing stock is aging with many homes needing rehabilitation; however, some property owners and the City are undertaking rehab projects to help improve properties. ^ Based on data on new home purchases, the community investment climate in the neighborhood is less active than in the entire City and metro area. However, new purchase loans have been on the rise in the Washington Neighborhood, which could indicate that investment is on the rise. Kev Recommendations ^ Create a welcoming atmosphere to encourage community investment, foster communication, and project a new image as a hip neighborhood. ^ Provide a greater balance of housing by promoting homeownership and homeowner maintenance. ^ Improve the quality, maintenance, and appearance of rental properties. ^ Encourage public and private investments to improve the appearance of the neighborhood to attract reinvestment. Work Program A Work Program is outlined in detail in Section IV of this Plan. Guided by principal strategies organized by the three core issues areas, the Work Plan is comprised of a series of programs and projects designed to encourage the community to mobilize for action in an organized manner as well as with a clear and attainable goal in mind. Each program/project is assigned a timeframe (I year, 2-3 years, or 4- 5years) to indicate the general amount of time needed to complete the program/project. Also, each program/project is assigned a lead organization and, in many cases, partner organizations that will take responsibility for putting the program/project into action. One of the organizations recommended to take responsibility of (or be a partner for) many of the programs/projects is a proposed new organization called the Washington Neighborhood Development Corporation (WNDC). As a community development corporation for the Washington Neighborhood, the WNDC would manage a variety of tasks, including (but not limited to) promoting and facilitating economic development (jobs and business activity), developing programs, fundraising, advocating for neighborhood issues and activities, and organizing residents, businesses and community groups. The WNDC would be separate from the Washington Neighborhood Association (WNA) but would work in collaboration with the WNA, the City, and other local community groups, schools, churches, and businesses to address the needs of the neighborhood, particularly as they pertain to the programs and projects outlined in the Work Program. Washington Neighborhood Plan - City of Dubuque IA Page 7 Community Assessment & Revitalization Strategies A sample of the Work Program Grid is illustrated below. The detailed strategies and recommendations outlined in the Work Program aim to help inform the City in taking action and forming policies that impact the Washington Neighborhood. The complete Work Program is provided in Section IV. The core recommendations, which were determined as high priorities by the neighborhood and assessed by the consulting group, are summarized below. Worl< Program Grid: Families, Youth & Education A prel.immary drain of the work p~ogra schedule & piia~mc,. Families, Youth & Education I IFxpand t. ~...., - __.on opdons to programs and actwitics servdng th€ ncighhorhood. I I Er~hana existing aansporw.uan services fo:~ n€ighbor'noad prog*ams and KTS LSD, wNA, NFC evens with mos regular service (eg. cbrcu1am• system{. and increued X mark€ring!pre riadon 1.2 cstabpsh a 6. y I y p g nt v p s4wc ly p o[ g a ccruficatc of X DPD ;Conxnuniry Polidng Program) LSD, wNA omelet on and p ovkding nc a helmets. 2 'Expand youth activNifies that mess the. interests and needs of children o-i a16 ages ands keep them engaged and attiv€_ 2.! Develop a Washi ngton Ncighharho€d Yauch CollahoratWe that identi'les WNDC WNA, NPC nerds and eo-nccrns, plans regular activities 'or youth and ehildrrn. and X .........s.,~ i..,.a,,..~.... ,..,._.,,.,... ~..~ ,., -_.. r, w.,...,-.,,., Core Recommendations: Economic Development (See pages 59-62 for complete Work Program Grid) I. Establish a business owners association. 2. Ensure neighborhood and City involvement in the development potential of the Five Points area. 3. Develop a neighborhood logo and marketing campaign to help brand the neighborhood and promote local businesses. 4. Enhance the Central Avenue corridor with streetscape improvements and gateway features. 5. Develop a retail fa4ade improvement program for local businesses. 6. Re-tenant and rehab vacant storefronts focusing on Central Avenue. Core Recommendations: Families. Youth & Education (See pages 63-65 for complete Work Program Grid) I. Encourage the formation of a fully functioning Washington Neighborhood Development Corp. 2. Coordinate existing services and programs to ensure efficient delivery to the neighborhood. 3. Develop a Washington Neighborhood Youth Collaborative as part of new WNDC. 4. Create a "Calendar of Community Events" to promote the neighborhood's offerings. 5. Improve landscaping, sidewalks & walkability of neighborhood (e.g. link between Central Avenue and Pack Site through the neighborhood). Core Recommendations: Housing (See pages 66-67 for complete Work Program Grid) I. Create a new Washington Neighborhood Welcoming Center. 2. Establish a Washington Neighborhood Housing Resources web site. 3. Establish a marketing program and design public improvements to project neighborhood's image. 4. Support new housing between I I~" & 12~" Street in coordination with Historic Millwork District. 5. Provide energy-efficiency incentives for new and rehab housing. Washington Neighborhood Plan - City of Dubuque IA Page 8 Community Assessment & Revitalization Strategies Neighborhood Strategies Plan The strategies outlined in the Work Program Grids are visually summarized on the Neighborhood Strategies Plan exhibits shown on the following pages. In particular, the overall composite Neighborhood Strategies Plan, which is provided on page 10, conceptually illustrates a comprehensive approach to investment and revitalization of the Washington Neighborhood, consistent with the core recommendations outlined in this Plan. The locations of neighborhood improvement districts and corridors represent where the strategies outlined in the Work Program should be applied. In addition, individual Neighborhood Strategies Plan exhibits are provided for the three core issues areas (Economic Development; Family, Youth, and Education; and Housing) on pages I I, 12, and 13, respectively. Washington Neighborhood Plan - City of Dubuque IA Page 9 COMPOSITE MAP -Neighborhood Strategies Plan p~ Provide focal point within Jackson Park to mark the western terminus o f the I bt" St corridor Ex lore potential to establish the Washington Neighborhood Welcom- ~-., p M ~~.: 1 a1 E ti b ?~~ . .'~ ECONOMIC DEVELOPMENT -NEIGHBORHOOD STRATEGIES PLAN ~~ p~ ^ Work with local private and public agencies to '~jng ding provide employment assistance 1/ash)ngton ^ Provide neighborhood-based local educational opportunities ^ Identify job training options, including creating a new employment center and implementing techni- cal assistance programs ^ Provide job shadowing opportunities with local businesses Foster nopment and ir-~~ de+~elopment oar poranities thnwgh pu6~c/{~rivate partner~-ips. ^ Expand types o f public incentives o f fered to business owners and developers to locate in the Washington Neighborhood ^ Improve physical conditions to make neighbor- hood attractive for investment ^ Develop program to encourage the filling, clean- ing and management o f vacant commercial spaces to preserve against further decline ^ Consider o f fering financial incentives to maxi- mize the Pack site's tenant potential ^ Consider acquisition o f available properties at Five Points business district to maximize potential encour~agle the ex~a-~on o f bcal ^ Provide assistance to local businesses to improve their quality and market appeal ^ Preserve vacant store fronts to reserve an inven- tory o favailable, good quality space for new or expanded businesses ^ Consider expanding the Main Street Program or creating new entity specific to the neighborhood ^ Partner with local business school programs to provide small business assistance and identify funding sources for economic development ^ Partner with local banks to create low-interest loan programs for businesses to implement store front and interior space upgrades ^ Create a local merchants association ^ Create business pro files o f success ful stores to market them to customers and investors Define a neighborhood commercial districts along Central Ave, including existing businesses and opportunities for entre- preneurship and business incubator spaces Define apedestrian- oriented commercial corridor along Central Ave to provide a unique neighborhood commeraal district focusing on facade improvements, streetscape enhancements, and "green"initiatives Provide focal point within Jackson Park to mark the western terminus of the I6~' St corridor Ex lore potential to establish the Washington Neighborhood Welcom- ing Center within a highly visited area, such as along the Central Ave corridor ^ Secure employment opportunities as the Pack si. and Historic Millwork District redevelop ^ Improve access to jobs in other parts o f Dubuqu ^ Consider incentive programs to encourage low skilled people to participate in education and training programs ^ Identify goals and provide incentives for local bus nesses to hire locally Enhance the streetscape ^ Create a "shop locally"program along the 16`h St corridor ^ Work with local news agency to publish articles to create an attractive pedestrian-oriented link highlighting the neighborhood's positive elements between Central Ave and I ,L_ _J_..__. O_.I, f:._ FAMILIES,YOUTH & EDUCATION -NEIGHBORHOOD STRATEGIES PLAN ® Fund tinnsywrtation options to programs _. •- _ ~ ®F~and ynudi activities tiiat meek ti~-e i and acmes serving ti~-e neighborhood _ , ~ and needs o f dtgdr~- o f aN agues and k engaged and ac~vle. ^ Enhance existing transportation services '. -- ^ Establish a bicycle sa fety program ^ Develop a youth collaborative ^ Create a feedback system for youth ~~~~~/ ^ Establish opportunities for intramural j~' league programs, and hip hop dance) S~ / ~ ~ Enhance neighborhood wmmunicatior ensue; r are aware o~'progrnm ^ Create a calendar o f events ^ Plan a sports and health fair ^ Promote an "Eat-n-Greet"program ~'~a ,S oti Bike Routes Enhance the neighbor- hood's bike route system COmmunlcy I: Muhicultural Family Center ~ ~ 2: Manasseh House ~ & 3: Prescott Elementary School 4: Audobon Elementary School 5: St. Mary's Church &Pre-School 6: St. John's Lutheran Church 7: St. John's Episcopal Church 8: St. Patrick's Church 9: Immanuel Congregational Church 10: St. Matthew Lutheran Church I I: Unitarian Universalist 12: First Presbyterian Church 13: Power o f Prayer 14: St. Paul's Lutheran Church 15: Salvation Army 16: Visiting Nurses Association 17: Crescent Comm. Health Center 18: Project Concern 19: Washington Tool Library 20: Presentation Lantern Center 21: Immigrant Outreach Once 22: Operation NewView 23: Horizons 24: Maria House 25: Dubuque Food Pantry S1~ (existing & planned route ~jj' ~; are shown on the ma Provide focal point within Jackson Park to mark the western terminus of the I bt" St corridor `~a~~/ 1 9 13 12 ~\ \~L HOUSING -NEIGHBORHOOD STRATEGIES PLAN Create a welcorr-ing aanosphere to encoun~e a ^ Educate community of roles and responsibilities o f property owners, homeowners, and renters ^ Provide visits to new residents to welcome them to the neighborhood ^ Establish a Washington Neighborhood Housing Resources website for in formation and resourc- es for homeowners and renters faster cornmunicadory and pn~ect a new ~nage as a hip nei~Gorhood. Neighborhood Welcoming Center ^ Market area to prospective new homebuyers ^ Establish a marketing program and design public improvements to project area as a `cool" and welcoming neighborhood ^ Conned neighborhood to adjacent districts ^ Consider Historic District designation Provide a greater balance o f hou~ng by promoting homeowner~ip and homeowner maintenance. ^ Expand partnership with Dubuque Bank & Trust to acquire vacant build- ings and provide low interest loans ^ Expand homeownership lending pro- gram for rental conversions ^ Provide a targeted forgivable loan pro- gram for seniors for home repairs ^ Create partnership with businesses to offer EmployerAssisted Housing Consider applying the City's conservation district standards to properties that are currently zoned R-2A to address concern over inaj~propriate conver- sions and replacement ofsingle-(family homes that have resulted in the loss o f the historic character must be addressed. This will encourage more ho- meownership opportunities as well as preserve the character o f the neighborhood. s~ ~, , ~~ C Community Assessment & Revitalization Strategies The Washington Neighborhood is one of the City's oldest, most established and diverse neighborhoods. Located immediately north of Dubuque's downtown, residents benefit from close proximity to a vibrant business and governmental center, which has been experiencing a renaissance in recent years, fueled by the redevelopment of the Port of Dubuque into an entertainment and tourism area. The Washington Neighborhood has also seen improvements with the opening of Prescott Elementary School and Washington Court Apartments, planning for River View Plaza and other adjacent districts, and rehabilitation of many single family homes. The Washington Neighborhood ~ "~=. '~''~]"~" ;r~i;~r mot,-~!,''~" ~j'~~ is a traditional urban ~~' '~ ~ ' ~ neighborhood that has and ~ _ continues to serve as a "port-of- ~' ~}~.-<`" '" ~-- `~~ entry for new families and •r . _ , ,~; ~ residents movin to Dubu ue. F It contains a mix of housing, "~ `' ~~ O ~ ~ '~.~ ~- ~ ~ "~ primarily renter-occupied, small 1V/ ' ,~'~~',, to modest scale commercial and industrial businesses, service , businesses, limited recreational -~ ~ ~"' S areas, and institutional uses ~~ _ ~ r ~~ f consisting mostly of churches and Prescott Elementary School. The boundaries of the Washington Neighborhood planning area are ~n Street on the south, Central Avenue on the west, Kaufmann Avenue on the north, and Elm Street on the east, except in the northeast corner which includes properties east to Kniest Street. A map of the neighborhood boundaries is shown above. Washington Neighborhood Plan - City of Dubuque IA Page 14 Community Assessment & Revitalization Strategies In October 2004, the City of Dubuque and the neighborhood initiated the "Washington: Revitalize!" improvement program. In June of the following year, the program was publicly launched with a community kick-off event, which identified a sixteen point strategy plan to address neighborhood issues and opportunities. This initial phase of the neighborhood improvement plan culminated in a visioning process during the summer and fall of 2007. By engaging neighborhood residents in a participatory process, residents and other stakeholders were able to establish shared values and goals to guide future improvement efforts. The culmination of the visioning process is the following statement that expresses the goals and desires for the Washington Neighborhood's future. The statement is written in the present tense and describes an ideal future condition toward which all residents and stakeholders can pursue together. Washington Neighborhood Vision Statement The Washington Neighborhood is a vibrant and integral component of Dubuque. Residents include a broad spectrum of ages, income levels and ethnicities, each contributing a sense of community pride. The Washington Neighborhood maintains a diversity of options for housing and home ownership, entrepreneurship and employment within its historic urban fabric. Property owners and residents work to improve and maintain an inviting physical infrastructure that encourages social interaction, neighborhood pride, public and private investment, and civic responsibility. Residents have access to a full range of services within the neighborhood to meet their needs. The neighborhood has access to safe and inviting public spaces, where interaction among community members of all ages, backgrounds, and abilities is common. The Washington Neighborhood is well connected to the Dubuque Region. Neighborhood residents have transportation options linking them with employers, educational opportunities, and social and community activities. Residents and visitors feel safe and welcome in the neighborhood. The Washington Neighborhood, as a unique and diverse community, enhances the quality of life in the City of Dubuque. The diagram shown on the next page illustrates the general neighborhood planning process used to take this vision forward in the creation of the Washington Neighborhood Plan. The initial tasks of this phase of the planning process were designed to identify the key issues and potential strategies. Participants at neighborhood meetings were instrumental in brainstorming ideas to help resolve the neighborhood's key issues, identifying existing methods and programs that are successful, and suggesting new ones that could be created. Identifying methods and programs for neighborhood improvement helped establish the Organizational Framework for Neighborhood Improvement, which is described on page 18. Washington Neighborhood Plan - City of Dubuque IA Page 15 Community Assessment & Revitalization Strategies Y¢ O }p^ 2 b ~~~ ~~ ~; ~~ ~~ '~ y ~..~ ,2~ ., ...333a4k4 -~ ~~ ~~ ~.~~ O °CS ~~ ~~H~~ ~~ ~ ~~~ ~ ~ ~ H ^ ~~ .~ ~~ ~~ ~'~ I' r~~ ~ ~~ f'! -~ ~~ =~ J --, r 3 ~1 J `-+ ~' f ~_, J %~ rid ~~~ r--~ ~~ 4~~ q , _~ ~~~~~~ ~~ ~~ . ~~ ~~~ v ^i .~ry~ 4A :~ .~ ~~ _~ ~~ ~:~ ~a t~ 2 Washington Neighborhood Plan - City of Dubuque IA Page 16 Community Assessment & Revitalization Strategies Together with the vision statement, citizens of the Washington Neighborhood established several broad goals to guide the next phase of the planning process to establish a more formal plan that identifies short and long term strategies (policies) and specific actions (programs and projects) for which resources, timelines and responsible parties can be identified. This Plan for the Washington Neighborhood represents the culmination of previous efforts with a strategy to move forward. The purpose of this Plan is to create an action-oriented document that translates the vision into projects and programs that can be implemented over time to ensure that the Washington Neighborhood is working toward the established vision. This neighborhood-based planning process to establish a long term improvement plan provides a consensus-built approach for a comprehensive revitalization strategy. This strategy must address both physical improvements to create a better environment for economic investment, and programs necessary to assist less-advantaged citizens to be able to "access the ladder of economic opportunity that leads out of poverty." This process is intended to encourage, equip and expand local leadership to address local concerns and advance priority programs and projects. Washington Neighborhood Plan - City of Dubuque IA Page 17 Community Assessment & Revitalization Strategies A long term effort is needed to accomplish a comprehensive revitalization strategy for the Washington Neighborhood. This Organizational Framework for Neighborhood Improvement identifies an effective process designed to enact change. Optimally, this begins with a citizen participation process that ensures adequate representation of differing interests and ultimately leads to residents taking ownership of the actions necessary to achieve neighborhood improvement goals. To guide the implementation of the vision and create action steps to address issues, the City convened a steering committee, referred to as the Citizen Coordinating Committee (CCC), consisting of residents and stakeholders that were involved in the earlier visioning process. To facilitate this process and assist the CCC in developing an action plan, the City retained a consulting team led by Teska Associates, Inc. (TAI), including the Center for Neighborhood Technology (CNT), LISC/MetroEdge (LME), and MJ Berne Consulting (MJB), to examine local conditions and initiatives and explore commercial market opportunities and branding strategies that could be utilized to serve resident needs and further strengthen the Washington Neighborhood as a desirable place to live, be an entrepreneur, and enjoy entertainment and cultural opportunities. During the fall of 2008, the CCC, working together with the consulting team, identified three core issue areas that will provide the organizational framework for moving forward. The neighborhood's core issues areas are: I. Economic Development 2. Families Youth & Education 3. Housing By working with existing organizations and the City, the CCC will work towards achieving solutions to the neighborhood's key issues in a focused and managed manner to minimize repetitiveness, maximize effectiveness, and encourage the sharing of ideas, resources, and success stories. In addition, the CCC provides the Washington Neighborhood with a unified voice with which the neighborhood can bring attention to neighborhood issues. Constant communication of progress and identification of practical solutions to the neighborhood's key issues will not only help foster a sense of community pride but also potentially encourage others residents and stakeholders to take part in these grassroots efforts. Washington Neighborhood Plan - City of Dubuque IA Page 18 Community Assessment & Revitalization Strategies In addition, twenty strategy areas have been identified to address each core issue area through extensive interv~ew~ with stakeholders and through CCC meetings. Each of the strd~~~y areas are listed by the appropriate core issue area. Families, Youth & Education Community Organization & Involvement Cu~~i~iiu~~ity Pride & Identity Youth & Families Education Parks & Recreation Social Services Health & Nutrition Crime & Safety Transportation Economic Development Employment Opportunities Development Pra~N~~~~ Business Attraction & Retention Local Businesses Opportunities Streetscape & P. uN~rty Improve. ~.e. its Housing Homeownership Balanced Housing Stock Section 8 Housing Landlords Property Maintenance City & Neighborhood Servi~.es Each of these three key issue areas and associated strategy areas form the core of the implementation approach to be developed further upon completion of community outreach in the months ahead. Furthermore, the development of each key issue area must be seen as essential to the health of the neighLu~ I~uuJ. All three issue areas are interdependent and must Families, Yo~.~.. ueveiopment be supported to create a solid & Education Housing foundation for neighborhood improvement. Like athree-legged stool, all three legs must be intact to support it. Similarly, no one part of this three pronged strategy approach can be ignored in order to provide a holistic solution to the issues facing the neighborhood. Washington Neighborhood Plan - City of Dubuque IA Page 19 Community Assessment & Revitalization Strategies The neighborhood profile includes the following elements: ^ Community Perspective ^ Economic Potential Analysis ^ Social Services & Education Analysis ^ Neighborhood Planning Analysis ^ Overview of Local Initiatives /Community Building Capacity Community Perspective Over the course of the previous visioning process, and as a result of the analysis of community conditions and input provided by residents and other stakeholders during this phase of the planning process, a picture of the Washington Neighborhood emerges that validates the many assets on which to build, issues for which solutions need to be found, and opportunities that need further development to enhance the quality of life for all. Assets (summary of interviews and vision resort) ^ Strong institutional presence -over six churches and high quality neighborhood schools ^ Crescent Community Health Center ^ Multicultural Family Center ^ Orange Park ^ Local supermarket, restaurants, churches, small businesses and commitment of local lending institutions ^ Community-oriented Policing Program (COP) ^ Extensive housing programs and services ^ Extensive network of social service agencies ^ Supportive community foundations ^ Washington Tool Library ^ Locally owned grocery store ^ Walkable neighborhoods with mature ~~ Cc~ and access to downtown employment and entertainment opportunities ^ Food Pantry ^ Redevelopment of commercial areas within the Five Points area ^ Maria House transitional housing and Presentation Lantern Center ^ Washington Neighborhood Association ^ Washington Court Apartments -providing affordable housing in rehabilitated historic building (former Casket Factory) Issues (summary of interviews and vision re~ortl ^ Amount of rental properties resulting in increased instability ^ Amount of drinking establishments and related problems ^ Lack of housing maintenance, including chronic trash problems ^ Vacant houses and storefronts ^ Lack of parking for multiple family buildings ^ Landlords that are not invC~~~J in the community and disrespectful tenants ^ Lack of neighborhood serving retail stores and restaurants Washington Neighborhood Plan - City of Dubuque IA Page 20 Community Assessment & Revitalization Strategies ^ Public safety ^ Poor property and housing appearance ^ Access to employment and educational opportunities ^ Limited programs for youth O~~ortunities (summary of interviews and ~roiect identification exercises) ^ Extensive inventory of buildings; including historic homes -most built before 1939. ^ Proximity to Historic Millwork District, Pack Site, and City center ^ Excellent access to local and regional roads and highways ^ "Gateway" to Dubuque attractions ^ Regional bike path and neighborhood and regional parks ^ Strong and committed local financial institutions partnering with City ^ Active neighborhood association ^ Local landlord association ^ Diversity in incomes and ethnicity ^ Affordable housing ^ Access to public transit ^ Walkable community - "genuine pedestrian-friendly feel" ^ Strong retail center at Five Points area (new Walgreens soon to open) ^ Active and supportive local developers and business entrepreneurs ^ Energy conservation and independence through use of green technologies ^ Bee Branch Creek realignment -new linear park system Washington Neighborhood Plan - City of Dubuque IA Page 21 Neighborhood Assets ~ O~~ortunities Maki Key commercial corridor ~. Trail connections /~ 9 I Proximity to ~ i -~ ~ '~ 19 Key comme Proximity to Pack \\\ Community Assessment & Revitalization Strategies The Economic Potential Analysis is comprised of two parts: (I) analysis of the local and regional retail markets (conducted by LISC MetroEdge), and (2) analysis of the general retail positioning and strategy (conducted by MJB Consulting). Dubuque & Washington Neighborhood Retail Market LISC MetroEdge was retained to assess the market area that encompasses the Washington Neighborhood in Dubuque, IA, to inform strategies for re-marketing the neighborhood to internal and external audiences, as well as to inform stakeholders about the retail development potential of the market area. Market Studv Areas As shown below, there are three study areas in this analysis: ^ The Washington Community (left, map in green) is bordered by Kaufmann Avenue on the north, Heeb Street on the west, I I ~n Street on the south, and Elm Street to 20~" Street to Kniest Street on the east. These are the primary neighborhood boundaries used for the neighborhood market analysis. ^ The Washington Trade Area (center, map in red) for this study is bounded by I5C Street on the south, the highway on the east, Bluff Street on the west, and 32nd Street to Peru Road to Sheridan Street to Davis Street to Lincoln Avenue and finally to Kerper Boulevard on the north. These are the natural boundaries where people from these neighborhoods would get their basic goods and services if they were available, with the exception of the Dubuque MSA, which is used as a comparison measure. ^ The Dubuque MSA (right, map in blue) consists of the Metropolitan and Micropolitan Statistical Area (MSA) established by the U.S. Census. / ~.~ '`,~' ti, ~:~.. l ~~ f_ ~- #- ~ ~ ~~ ~= ti -,, ~ ~ ~ ~ '~ ~. `` - ,. '~ a «~ ~ ~ w~ronaaa, cz~mmun~g= ~ ~.,..~ ,°.. „~ Waslxnpn ~.~~ ~~, ~` ;' ~e l~~ - _ _ 14 ~ .~~ t„~ ~ ~_Y . `~ ~ ' .. ~.~ -_ ~'`~ ,, -. ~l~ Larger versions of each map are provided on pages A-I, A-2, and A-3 in Appendix A. A complete inventory of charts and other graphics relating to this analysis are also provided in the Appendix. Washington Neighborhood Plan - City of Dubuque IA Page 23 Community Assessment & Revitalization Strategies A neighborhood can be defined by political or planning boundaries similar to the Washington Community in this planning process. Conversely a market area is not limited by these definitions but rather by the area from which retailers can attract customers. A market area is better suited for analysis and assessment from which retail stores are better able to target and serve a local neighborhood customer base. This analysis included a scan of national data sets. Claritas provided national demographic and retail data and the alternative dataset used in the scan is Home Mortgage Disclosure Act (HMDA) data. Market Analysis The Washington Trade Area and the Washington Community both have a strong presence of middle income and upper income households, both of which are increasing. The Washington Trade Area and the Washington Community have a considerably higher concentration of buying power as compared to the Dubuque MSA. Specifically: ^ Median income in the Washington Trade Area is $34,291 - an increase of 72% since 1990. ^ There are 794 households per square mile earning more than $50,000 per year in the Washington Community. This compares with 654 household per square mile and just 27 households per square mile in the Washington Trade Area and Dubuque MSA respectively. ^ 1,334 total households in the Washington Trade Area earn more than $50,000 per year, an increase of 300% since 1990. ^ The Washington Community is more diverse than the Dubuque MSA -with 9% Black and Hispanic populations respectively. ^ These data demonstrate that the Washington Community and Washington Trade Area are substantially denser than the comparable areas in the Dubuque MSA -this means there are more households in these areas with money to spend. Concentrated Buying Power, a measure of buying power per square mile clearly illustrates this: Concentrated Buying Pay^deryMlllions of Dollars per Square Mile} 1~4 120 140 80 64 -04 $76.8 24 52.5 4 Qubuque P~i.SA 4"Jashin~ton Trade Area Source: Claritas 2007, LI SC Metro Etlga metrics ~~ $1 2b .5 V4'ashington Community Dubuque MSA p W ashington Trade Area Washington Community Washington Neighborhood Plan - City of Dubuque IA Page 24 Community Assessment & Revitalization Strategies As shown in the table below, there is not significant unmet demand for retail in the Washington Trade Area or in the Washington Community. Generally, there is an adequate number of stores in the Trade Area and in the Community that are sufficient in quantity to serve the local neighborhood. In the Washington Trade Area, General Merchandise and Electronics & Appliance Stores are the only two segments that show potential for additional development, with the potential exception of restaurants in the Food & Drinking category which is currently dominated by drinking establishments. In the other retail categories, the lack of float, or leakage, suggests that retailers are present in these categories. Washington Trade Area Float as a Percentage Category Demand Supply Float of Demand Motor Vehicle & Parts Dealers 30,400,000 27,400,000 2,970.000 10~~b Furniture & Home Furnishings Stores 3.630,000 3,600,OOD 34,7D0 1~%p ~ Eleckronics ~ Appliance Stores 3,520,000 682,000 2,84D,Ofl0 81 % ~ Building Material, Garden Equipment & Supply Dealers 15,700,600 26,300,000 -11,000,000 nla ~ Food & Beverage Stores 20.000,000 15,500,OOD 4,50D,Ofl0 22% ~ Health & Personal Care Stores 9,330,000 13,200,000 -3,900.000 Na ~ Gasoline Stations 18,100,000 27,500,000 -9,400,000 nla ~ Clothing & Clothing Accessories Stares 5,880,000 3,990,OOD 1,880,000 32% ~ Sporting Goods, Habt~y, Book, & Music Stores 2,650,000 2,240,000 409,000 15°!° ~ General Merchandise Stores 18,400,000 331,000 18,OOD;000 98% ~ Miscellaneous Store Retailers 4,260,000 4,400,000 -140,000 nla ~ Foodservice & Drinking Places 15,400,000 27,900,000 -13,000,000 nIa ~ Source: Clari~zes X00? In different market conditions not dominated by a national (and international) monetary crisis that is restricting access to credit, the lack of retail float, or negative float, could be a market asset. It demonstrates that businesses are present and active, which presents an opportunity to encourage expansion of these retail clusters. For example, Food/Restaurant establishments tend to cluster, so the lack of leakage in this category might suggest an opportunity for another establishment. In the course of interviews associated with this project, it was also made clear that businesses such as banks, lumber stores, gardening stores and restaurants like Appolonia's draw from a customer base that lives outside the Washington Neighborhood. This is all good news that could form the core of a re-marketing campaign for the Washington Neighborhood, aimed at changing the perception of the neighborhood, perhaps led by the neighborhood stakeholders and the City as chief ambassadors. The elements of this campaign might include the messages that middle income households are present and increasing in the Washington Neighborhood, that businesses in the Washington Neighborhood are succeeding, and that people from around the community patronize these businesses and actively travel to the Washington Neighborhood for their shopping and service needs. Washington Neighborhood Plan - City of Dubuque IA Page 25 Community Assessment & Revitalization Strategies Re-marketing - changing the perception of the neighborhood - is a priority goal that was identified by stakeholders at the outset of this neighborhood planning process. This analysis also provides some valuable insights into how to best respond to managing existing retail spaces in the neighborhood. The analysis does not show apparent need for many new stores to serve the existing resident population. The limited amount of retail development opportunities on the basis of float or leakage data suggests the need for further study to determine shopping patterns and service needs of neighborhood residents. Do residents feel underserved for retail in specific categories? If so, that might mean that the existing stores are not serving the local neighborhood -either because the quality is lacking or they serve a customer base from outside the neighborhood. In these cases steps can be taken to address these circumstances by upgrading or expanding current businesses to better fit the local customer base. Market Strategies The current economy suggests that for the next 12 to 24 months (length varies depending on the analyst), investments and programming to retain existing businesses are more important than attracting new businesses. Current retailers are threatened in their current spaces and generally are not looking to expand. A number of strategies and techniques are available to support businesses, although there is no obvious entity to deliver them in the Washington Neighborhood. The Main Street Program, with an expanded focus and additional resources might provide the best fit. The City of Dubuque might also consider enlisting the help of a local university business school to identify sources of state and federal funds available for economic development programs such as services available through the Small Business Administration. The Greater Dubuque Development Corporation might also be a helpful participant in a conversation about how to provide technical assistance for businesses in the neighborhood. Examples of technical assistance that might be deployed to support business retention in the Washington Neighborhood include: ^ Oar anize merchants to create a merchants association. This could better empower merchants to work on their own behalf as well as provide a mechanism for business peer-to-peer supportive contact (successful businesses mentoring new or struggling businesses). ^ Organize ~ro~erty owners on Central Ave. The buildings along Central Ave provide a core set of physical assets that could be revitalized to create a vibrant business district. Much work is needed to build towards this goal, including weathering the current financial crisis and sustaining the existing businesses. Owners of space along Central Ave are among the most important stakeholders in the revitalization of the business district. Identifying and building relationships with these individuals about a commons vision for the street is an activity that could be facilitated in parallel with organizing merchants. Note that property owners and merchants would also be potential investors in creating a business district to support their businesses and the surrounding street. Washington Neighborhood Plan - City of Dubuque IA Page 26 Community Assessment & Revitalization Strategies ^ Create business profiles. An easy way to market local businesses (both to potential customers and potential investors in the neighborhood) is to profile examples of success. An interview and profile of Appolonia's would be a useful marketing piece for the neighborhood, and might also yield important insights on how to successfully run a business in this neighborhood that other businesses can learn from. ^ Work with local banks to create low-interest loan programs for businesses to implement storefront and interior space upgrades. The Main Street program has funding to support the creation of new fa4ade designs for businesses in the Washington Neighborhood that has been utilized according to the Main Street Director, but funding has not been available to accomplish fa4ade improvements. ^ The City may also consider providing financial su~~ort for maintenance. Currently, businesses have few places to turn for support in maintaining their buildings. This type of support, deployed judicially, can be useful for supporting the growth of select model businesses that are valuable to the street and the community. ^ Continue to work on improving safety and filling/cleaning vacant spaces. Safety and security is the number one retailer concern according to a 2004 survey by the International Council of Shopping Centers. Businesses should communicate directly with the police about their safety and security concerns. A number of low-cost programs have emerged in other cities that could serve as models in Dubuque for managing vacant spaces as well -such as providing grants to local artists to rent, clean and exhibit in vacant storefronts for 3 to 4 months. These and other business support programs can be implemented by supporting a technical support organization with grant funding. Small business start-up and microenterprise programs may also be useful mixes to some of the tools noted above -they represent the logical next steps after existing business are stable and secure and a supportive and safe business environment has been established. Washington Neighborhood Plan - City of Dubuque IA Page 27 Community Assessment & Revitalization Strategies General Retail Positioning & Strate~r The following offers MJB's observations and recommendations on general retail positioning and strategy for the Washington Neighborhood in Dubuque, IA. Please note that this is not based on afull-length analytical effort, but rather, a far more abbreviated scope-of-work, including just atwo-day site visit that consisted of multiple meetings with key local stakeholders and retail experts, a review of LISC MetroEdge's market data and consideration of basic psycho-graphics. Summary of Findings ^ Washington's current retail niche is one that focuses on the convenience-oriented needs of the trade area's lower-income contingent. It appears to be quite successful with this positioning, at least in cases where on-site parking can be made available, as at Elm Street and East 20th Street, and at Central Avenue and East 20th Street. On the other hand, more traditional urban storefronts, in zero- setback, mixed-use buildings along Central Avenue, struggle to attract higher-caliber tenants. With good access to Highway 20 via the Northwest Arterial, consumers from the north no longer have to pass through Downtown in order to get to the West End, reducing commercial corridors like Central Avenue of traffic and visibility. To achieve any sort of larger draw, the Washington Neighborhood needs to identify a unique position within the competitive marketplace capable of pulling on its own, as a destination. It is unclear, however, what this might be, given that other niches are already "covered" elsewhere in the downtown. For example, to the extent that the Dubuque region contains significant numbers of "twenty- something" young professionals with more urban sensibilities, they are likely to gravitate to the chic, cosmopolitan buildings of Main Street between West IOth Street and West I Ith Street that Gronen Restoration has so artfully curated, and/or to some of the businesses on Old Main Street. Furthermore, Gronen Restoration is looking to create more of the same on the stretch of Main Street south of West IOth Street, thereby offering additional space for other entrepreneurs hoping to tap this market. And this is not even considering the play that the Historic Millwork District will make for these sorts of consumers. Students, particularly more alternatively-minded ones, will often gravitate to edgier (and lower- rent) neighborhoods and business districts, yet the businesses that cater to them in this case might still prefer (and be able to afford) a more established location on Old Main Street (to wit: The Dark Slide, the skate shop moved from Central Avenue to Old Main), where the concentration of collegiate nightspots has already paved the way, or in the University Avenue area, closer to the colleges themselves. Market O~~ortunities & Strategies ^ In contrast to anecdotal accounts of neighborhood change, LISC MetroEdge data indicates that both the Washington Community and Trade Area have been enjoying considerably higher rates Washington Neighborhood Plan - City of Dubuque IA Page 28 Community Assessment & Revitalization Strategies of growth in middle and middle-to-upper income households than the MSA as a whole, suggesting an improving shopper demographic. Based on our interviews, this is a story that is not being told, and that could help in the re-branding process. However, the numbers are not yet large in absolute terms, falling far short of what would be needed to sustain most of the businesses typically envisioned in such cases. Furthermore, those who live in or move to a neighborhood do not necessarily shop/dine/recreate there, especially when it is so close to a downtown or other large competitor, like, as mentioned above, the 1000 block of Main Street. In the case of the Washington Neighborhood, more upwardly-mobile households will be most likely to patronize retailers and service providers close to home that cater to their every-day convenience needs and that have not been stigmatized as serving primarily alow- income customer base, like Walgreens or Radio Shack. Exceptions can be found in the area of food and drink, as in the case of Appolonia's, although these sorts of individually-crafted establishments are far more likely to be able to pull from beyond the immediate trade area elsewhere in downtown (e.g. on Main Street, further south). Their ability to achieve such a wider draw with a Washington location depends heavily on the motivation and reputation of the proprietor, and put simply, not every entrepreneur can be a Michelle Mihalakis. Furthermore, the City should think very strategically on this score. Viewing the matter through the lens of market potential and not quality-of-life concerns, restaurants and bars are most likely to be successful when they are clustered together and can collectively pull as a larger destination, and it is not advisable to allow them to scatter too widely. A concentration already exists, for example, on Old Main Street; nurturing competitors in other parts of downtown risks undermining it, especially in a relatively limited market like Dubuque and in an ever more fragile economy. On the other hand, certain "commodity" dining experiences, like family or fast food restaurants, might not carry the same risk, to the extent that they cater largely to neighborhood and pass-by traffic (versus, say, the "destination" draw of lower Main). Pizza Hut and Taco John's, for example, do not pose much of a threat to Pepper Sprout and Bricktown Brewery/Blackwater Grill. One must also keep in mind that the lion's share of the trade area consists of working-class consumers. ~_ ¢~ _ ---y'f" -"~'~"""'' J And there is nothing wrong with that. Not every - - neighborhood or business district has to be a destination. Indeed, some are only meant to serve the mundane, every-day needs of the people who live there, and nothing more. What that vision lacks in glamour, it tenders in utility. Washington Neighborhood Plan - City of Dubuque IA Page 29 Community Assessment & Revitalization Strategies ^ Therefore, the key issue to examine is whether or not the Washington Neighborhood is successful as such aconvenience-oriented business district. It has a grocery store; a pharmacy and soon, alarge- format drug store (not to mention the Hartig Drug at Central Avenue and Kaufmann Avenue); two banks; a Family Dollar, a discount-variety store, which serves a useful purpose for working-class consumers; aself-service laundromat; a family hair salon; fast-food purveyors, and in Pizza Hut, a family restaurant. The question is, what other conveniences does the existing population in the trade area need? To answer this question, it helps to look at the psycho-graphic profile, which is generally defined as a relatively complete assessment of a group's psychological attributes such as personality, values, attitudes, interests, or lifestyles. The psycho-graphic profile reveals the prevalence of the following three segments: o Home Town (32. I %). This segment consists of white families who are generally averse to change and have lived in the area for two generations and whose children will remain there for the next one. With lower education levels, these households earn lower-middle class incomes, with the median at $32, 155, and live in older, single-family homes. They tend to own pets, play video games, enjoy fishing, go to nightclubs and the movies, shop for groceries at Piggly Wiggly, IGA and Aldi, buy clothing at Wal*Mart, and eat at Hardees, Old Country Buffet and Ponderosa. o Rust Belt Traditions (30.1 %). This segment of the population also consists of white families who have lived in the area for years, in modest single-family homes that they own. Somewhat better educated, these households earn middle-class incomes, with the median at $49,579, and while they have historically concentrated in manufacturing, 50% now work in white-collar occupations. They tend not to follow fads, sticking instead to what they know. They undertake home maintenance projects, bank at credit unions, watch their pennies and use coupons, shop at Sam's Club, and enjoy bowling, fishing and hunting. o City Dimensions (23.5%). This segment consists of young, ethnically-diverse households, with African-Americans accounting for roughly 25% and Hispanics 29%. With lower education levels, these households earn lower incomes, with the median at $27,639, and unemployment is high, at 16%. They tend to be transient, with many having recently moved to their current residences. However, only I I % are on public assistance. Many rent in older, two- to four-unit apartment houses, resulting in relatively high residential densities. They play video games, purchase team jerseys and branded sneakers, spend on bedding/bath and kitchen items, often service their own cars, and in the evenings, dine at restaurants, dance and head to the cinema. This profile, combined with the retail-float leakage figures calculated by LISC MetroEdge, suggests a number of still-existing gaps in the retail mix in the Washington Neighborhood area, including, for instance, electronics (e.g. Radio Shack), video games (e.g. GameStop), auto parts (e.g. Auto Zone, which could provide a closer alternative than the Advance Auto Parts on Washington Neighborhood Plan - City of Dubuque IA Page 30 Community Assessment & Revitalization Strategies Central Avenue and 32nd Street) and car rental (e.g. Enterprise Car Rental, which would presumably offer a lower price-point than the Hertz on Collision Drive). Furthermore, the larger vacant Pack Site on 16~h Street offers the opportunity to attract larger format operators in the general merchandise category that the LISC MetroEdge data indicates as underserved and do not have a presence in the Dubuque market. And with the presence of a larger anchor like a supermarket, one could also envision another general-merchandise operator not yet in the region, Big Lots, as well as additional family family restaurants (e.g. IHOP, Culver's) and moderately-priced clothing and shoe stores (e.g. Cato Fashions, Payless ShoeSource) as potential retail businesses to target. Most of the retailers referenced above are larger chains, yet even if these brands are not interested (or desired), certain local or regional "chain-lets" might be intrigued by the opportunity. These include operators that concentrate primarily on the Dubuque market or on Iowa and its neighboring states, but have more than one location. Examples include Maid-Rite, Bishop's Buffet and Bandana's Bar-B-Q. Qualifier: Specific retailers are referenced here for illustration purposes, but given budget constraints, they have not been fully vetted as possibilities for this particular neighborhood and in this current economic climate. Redevelopment O~~ortunities & Strategies ^ With its vast acreage and U.S. 61 / U.S. 151 access, the Pack Site has the potential to attract retail amenities that the Washington Neighborhood would be unlikely to get on its own, for example, larger format retailers as well as moderately-priced clothing and shoe stores (see discussion above). And just as the redevelopment of the riverfront played a major role in the revival of Old Main Street, new draws at the Pack Site could act as anchors for the nearby node at Elm Street and East 20~h Street. However, visitors arriving to the Pack Site via U.S. 61 / U.S. 151 would access the site at the Kerper Boulevard interchange, meaning that the Washington Neighborhood itself will not be guaranteed automatic visibility, thus placing added weight on having consistent market positioning (e.g. complementary merchandise mix, similar price point, etc.) and well-established connectivity (e.g. a welcoming East 16th Street, beckoning signage, etc.). Also, in order to maximize the Pack Site's tenanting potential, the City will need to reconsider its policy on incentives. Not only does the current economic climate call fora larger government role in this regard, but also, shopping center developers routinely "pay" for larger anchor stores with below-market rents and other incentives. Municipalities and economic development boosters looking to compete in this marketplace must be prepared to do the same or else miss an opportunity to make a big splash and lose more retailers to competitors. Opposing arguments often center on the idea that since incentives were not necessary to spur large-scale retail development on the West End, they ought not to be considered here. Not only is this inaccurate -- the construction of the Northwest Arterial represents one very large piece of government largesse that helped to make Asbury Plaza possible, for example -- but also, it ignores the fact that the Washington Neighborhood is a far more difficult sell to tenants in this era of sprawl on "greenfield" sites, and is in greater need of that initial jump-start. Washington Neighborhood Plan - City of Dubuque IA Page 31 Community Assessment & Revitalization Strategies ^ In the Washington Neighborhood itself, the intersection with the most promise for retail appears to be the one at Elm Street and East 20th Street, with its relatively successful Eagle Country Market, recently-renovated Pizza Hut, and new Walgreens, not to mention its proximity to the Pack Site and potential to benefit from that future redevelopment. However, the property currently occupied by the Eagle Country Market is likely to become available once the Pack Site is re-developed, either because Eagle will relocate to a bigger space at the Pack Site or it will struggle to compete with another, larger supermarket operator there. If this occurs, the City and/or its partners should consider purchasing the property (and perhaps, the strip mall to the immediate north) to ensure future usage and tenancy that would be beneficial to the community. ^ Other strong intersections for retail in the Washington Neighborhood include the ones at Central Avenue and Kaufmann Avenue, and Central and 20th. Central Avenue, as the primary route from the north, enjoys relatively high visibility. However, redevelopment/re-tenanting opportunities in both cases appear limited. As for Central Avenue's older building stock to the south, its near-term tenanting potential is limited, given the difficulty in providing off-street parking. However, the benefits of demolition (e.g. for fast-food restaurants, cell-phone stores, etc.) would not in this case appear to justify the loss of such continuous urban and historic fabric; better, it would seem, to moth-ball these structures until they (i.e. either this stretch of Central Avenue, and/or the urban form in general) rebound in value. In the meantime, such low-cost storefronts should be positioned as incubator space for early-stage entrepreneurs (e.g. previously The Dark Slide) and niche businesses (e.g. previously La Epiga Mexican Bakery), and possibly as "spill-over" space for grassroots creative businesses that might be displaced by the redevelopment of the Historic Millwork District. If the City wants to see such independently-owned businesses succeed on corridors like Central Avenue, and in the Washington Neighborhood more generally, it must be prepared to invest in the creation and marketing of a support infrastructure for these kinds of small-scale entrepreneurs, both in terms of small-business financing (in concert, perhaps, with local banks), but also atechnical- assistance program that provides education on matters like business planning, merchandise mix, store layout, etc. (possibly in partnership with the region's colleges and universities). Also, this support infrastructure must be developed with the cultural sensibilities and possible language barriers of its likely users in mind (suggesting, for example, aSpanish-speaking staffer). ^ Finally, a surfeit of retailers catering to slower-income clientele (e.g. stores with "Dollar" in the name, payday lenders, etc.) often creates and reinforces negative perceptions that hamper efforts to re-brand the neighborhood and attract a more diversified mix of businesses and residents. However, a City sponsored program of cosmetic enhancement, providing generous funding for more attractive signage, down-lighting, painting of vacant storefronts, etc., would, just by enhancing the visuals, send a very different message about the Washington Neighborhood and induce others to treat it less dismissively. This would probably need to be Washington Neighborhood Plan - City of Dubuque IA Page 32 Community Assessment & Revitalization Strategies separate from City's existing low-interest loan program for building improvements in the Downtown, which, due to severe under-funding, has aten-year waiting list that would likely deter potential applicants from the Washington Neighborhood. Furthermore, it should tie available monies to the provision of technical assistance. As mentioned earlier, the neighborhood's brand would also be improved if its own stakeholders were to speak of it in more positive terms. With notable exceptions (e.g. City staff, Michelle Mihalakis), our interviews were characterized by a common refrain, about the influx of low- income, African-American welfare recipients from Chicago and Milwaukee -- this seems to be the prevailing image of the Washington Neighborhood, even among those who know it best. And yet the data suggests not only that this contingent is relatively small, but that there is another trend, the arrival of middle and mid-to-upper income households. If its own "ambassadors" are not going to tell that story, few others in the West End are likely to hear it. Washington Neighborhood Plan - City of Dubuque IA Page 33 Community Assessment & Revitalization Strategies The feeling in the Washington Neighborhood is that change is needed to help revitalize the community. While physical improvements are needed to improve the physical appearance and charm of the neighborhood, they must be complemented with social improvements that raise self and community pride and enhance the well being of both individuals and overall neighborhood. The community must be inspired to change as change requires the commitment to be organized, to stay involved, and to communicate openly with each other. To keep the charge towards change that is enduring and focused, strong and active leadership is needed to inspire and pave the way. Leadership and action can emanate from individual community members, local organizations, and the collaboration of various social service agencies and City government. Youth are also encouraged to get involved in the community as activism and interest can filter onto parents, siblings, and friends. As noted above, improvements to social aspects of the neighborhood can help enhance self and community pride and enhance the well being of both individuals and overall neighborhood. By working together to boost the pride and identity of the Washington Neighborhood, the community can break down the barriers that keep it from truly embracing its diversity and proud history and, at the same time, demonstrate to others that the Washington Neighborhood is a special place worth visiting and calling home. A variety of social service and outreach agencies serve the Washington Neighborhood, providing programs and ~...,,~ services relating to family services, counseling, SRO and ,~,~ . ~ - -` - ~ transitional housing opportunities, clothing and food, health, ~` ~ ~. education, employment and financial assistance, and ~- i~ [41 Pwey~e ~atn loan - ~,~~~34~""`-~""~' C ' ~',, diversity outreach. Although the Washington ~ Neighborhood has its fair share of social needs, some feel ' that the . a" ~~e of social service and outreach agencies is one of the neighborhood's strengths. There are many quality 541 people, programs, and resources serving the neighborhood, '~.~~= but there needs to be a more effective way to connect them to residents. Project Concern is one such agency that helps connect people to services. There is also a need to encourage more active outreach as there is a common fear among residents to ask for help when in need. The Community Foundation of Greater Dubuque is one example of active philanthropic outreach. One particular social issue that received mixed reactions was the prevalence of homelessness; some feel there is no problem while others feel that the homeless are not counted accurately, which does not account for the "hidden" population of homeless children. Washington Neighborhood Plan - City of Dubuque IA Page 34 Community Assessment & Revitalization Strategies Youth & Families The Washington Neighborhood offers a range of activities and facilities geared towards youth and families. The many long-standing churches are one of the neighborhood's greatest assets, offering activities and facilities for youth and family programs. In addition, other facilities or agencies like the Boys and Girls Club, Project Concern, Multicultural Family Center, the City's Leisure Services Department, and Crescent Community Health Center offer their own set of programs for the community. There is concern, though, that more needs to be offered, particularly in terms of offering pr ~~r ams that are affordable, providing guidance to youth, and encouraging youth to get involved in the community. The City of Dubuque provides a variety of opportunities for children and youth in the neighborhood, and through familiar venues. In some cases, levels of participation are not as high as one might presume, given the cited needs for more programming. During the school year, both elementary schools have a general after school program that younger children may attend, as well as a sports program for the older ones. Both programs help fill a gap in time from when the school day ends and when many parents arrive home from work. After School Sports Participation, 4t"-5t" Grade (September/October) (September/October) I (February/March) I (April/May) Audubon 28 Not offered Not offered 0 Prescott 0 25 18 20 source: Leisure Services Department After School Program Participation, K-3rd Grade, September thru October Schools Total Number Registered Audubon 33* Prescott 33* Source: Leisure Services Department *estimated number of participants Weekend Open Gym Participdi.l~-n, November thru March Audubon # of Total Participar~f.~~' rd thru 5~h Grade I 300 Prescott # of Total Participants* rd thru 5~h Grade ~ 1,290 300 rd thru 5~h Grade ~ 1,290 Participants are not the number of individual children registered, but number of times s.,~~~t~ne attended Source: Leisure Services Department Washington Neighborhood Plan - City of Dubuque IA Page 35 Community Assessment & Revitalization Strategies Summer Playground Program Participation, Ages 8-14, June-July Weekday Mornings # of Total Participants Lunches Served Prescott 283 497 Comiskey Park I ,715 1,300 Week day Evenings # of Total Participants I Lunches Served Audubon 692 Not applicable Comiskey Park 947 Not applicable Orange Park 337 Not applicable ''` Participants are not the number of individual children registered, but number of times someone attended Source: Leisure Services Department Uptown Recreation Classes, Comiskey Building, various ages from 5- 15, Summer Total # of Classes Total Enrolled Open Spaces % of Open Spaces (max. 285) (unfilled) (unfilled) 14 242 source: Leisure Services Department Playtime for Tots Participation 43 Comiskey Park 53 Mornings; September-May St. Luke's Church 44 Afternoons; September-July Source: Leisure Services Department 15% A large number of elementary school age children live in the neighborhood, with total enrollment at each school nearing 300. One might wonder why there aren't higher program participation numbers. Through resident interviews and neighborhood meetings, a variety of issues, in addition to available programming, were brought up: ^ Transportation (How do children get to and from programs safely?) ^ Cost (Even the slightest cost can be prohibitive in some households, especially those with more than one child.) ^ Communication (How are parents/students notified about available programs?) ^ Trust (Adequate programming and solutions to the above matter little to a parent who doesn't know or trust his/her community/neighbors.) Washington Neighborhood Plan - City of Dubuque IA Page 36 Community Assessment & Revitalization Strategies Overall, neighborhood stakeholders expressed a need for more family programming across the entire age spectrum. Younger children need affordable childcare/daycare. Seniors need activities that cater to their health and social interaction. Parents need structured activities and viable childcare options that allow them to focus on longer-term jobs. And youth need activities that suit their interests and needs, particularly as they vary between specific age groups. Programs and events that focus on the family as a unit, where families can participate together, are also ideal. While cost of services is an important factor, accessibility is also critical, particularly in a neighborhood that has low car ownership and relies more on walkability. Education The Washington Neighborhood has access to educational opportunities at all levels, ranging from pre- K/early education at Prescott Elementary School and St. Mary's daycare school at Holy Family to post- high school at colleges like NICC and Loras College. Many of the schools are held in high regard, including the local high schools and the rebuilt Prescott Elementary School. For elementary school, Prescott Elementary and Audubon Elementary Schools are located within or close to the neighborhood. The majority of stakeholders prefaced their discussions on education with these two schools in mind. Both schools have a student body just under 300, each comprised of about 6% of the entire school district's population: Pre-K - 20 91 Kindergarten ~ 51 40 810 55 39 761 49 39 770 Grade 3 39 42 789 Grade 4 51 38 773 Grade 5 39 47 758 nrollment ~ 284 265 4,752 6.0% 5.6% 100% enroll buque Community School District Test scores are a valuable measurement to determine how students on average are fairing in the specific school, as compared to other schools, the district and the state. With the recent re-organization of Prescott School, one may not expect significant gains in test scores for several years. Washington Neighborhood Plan - City of Dubuque IA Page 37 Community Assessment & Revitalization Strategies 4th Grade Math Proficiency, '06 '08 Prescott ~ i 5.88 Audubon ~ 5.9 Dubuque County Average ~ - zsu.5 State Average zsu.7 0 20 40 60 80 100 of Proficient Students Source: Dubuque Community School District; Iowa Department of Education 4th Grade Reading Proficiency, '06=08 Prescott ~ ~ ~~~ 89 Audubon ~ ~ 7 .08 Dubuque County Average ~ ~ 177.11 State Average - ~ 78.87 0 20 40 60 80 100 of Proficient Students Another school-related measurement that bears importance for the neighborhood is the percentage of free or reduced lunches at each school. As cited in the school district's 2007/08 annual progress report "Student achievement in this country is never going to significantly improve until attention is directed to the root causes of low achievement-failing families in a low-wage economy." 2008/09 Percent of Students Receiving Free or Reduced Lunch S[-iiuizi iiiSiY=i[-i Prescott Auclul~on 3=1.9~ 82.26 Q 10 3D 3D source: Dubuque Community School District 82A~ 4ta 5v GD 7D sv ~~ The numbers above point to the need for ongoing interaction and programs that fill gaps some households may not be able to meet when left unassisted. In addition to issues pertaining directly to Audubon and Prescott Schools, stakeholders identified several other concerns during interviews and meetings. Transportation to other schools outside of the Washington Neighborhood Plan - City of Dubuque IA Page 38 Community Assessment & Revitalization Strategies neighborhood, such as Senior High School, was mentioned numerous times. And while academic education is important, there is interest in exposing all students to a range of opportunities that help them recognize that "there is more to life" than their everyday experiences as well as cater to their interests that may not be nurtured in a regular academic curriculum. While educational opportunities are available for adults, key issues include maintaining affordability, providing convenient transportation to and from schools, and continually diversifying educational options (e.g. vocation, arts, interpersonal skills, etc) and resources (e.g. computer labs) to meet varying interests, needs, and ages. Health & Nutrition The Washington Neighborhood is served by a handful of health-related facilities, including the Crescent Community Health Center (Crescent CHC), Visiting Nurse Association (VNA), and pharmacies such as Hartig Drug, and Mercy Family Pharmacy. The future Walgreens will offer additional pharmaceutical goods and services but will compete with existing pharmacies. The Crescent CHC has a considerable walk-in market from the neighborhood, providing low-cost vision and dental care at fee-for-service for under-insured and Medicaid recipients. Substance abuse and mental health services are offered within and near the neighborhood, but other health services and care are needed, particularly those that combine education with activity and cater to different age groups. As the most recent and highly accessible addition to the Washington Neighborhood, the Crescent CHC is continually growing in its programming and services and is the best option to serve as the neighborhood's primary care health service agency. Potential Neighborhood Strategies The Washington Neighborhood is well served by a wide variety of social services agencies, not-for- profit organizations, and City departments addressing many of the issues identified by community leaders in the previous visioning process. Through this phase of the planning process, the consultant team, neighborhood residents, other stakeholders, and the CCC have identified many potential program and strategy initiatives that are summarized below. Strategy #I : Expand transportation options to programs and activities serving the neighborhood. ^ Enhance existing transportation services for neighborhood programs and events with more regular service (e.g. circulator system) and increased marketing/promotion. ^ Establish a bicycle safety program, particularly promoting a certificate of completion and providing incentives to wear helmets. Strategy #2: Expand youth activities that meet the interests and needs of children of all ages and keep them engaged and active. ^ Develop a Washington Neighborhood Youth Collaborative that identifies needs and concerns, plans regular activities for youth and children, and provides leadership programming and opportunities in the Washington Neighborhood. ^ Create a feedback system that gathers input from youth to define their needs and interests. ^ Establish intramural sports programs that target youth ages 13 to 17. Washington Neighborhood Plan - City of Dubuque IA Page 39 Community Assessment & Revitalization Strategies ^ Create a neighborhood little league team that can be incorporated into the existing little league system. ^ Create a Hip Hop Dance Club and a Drill Team. Strategy #3: Enhance neighborhood communications to ensure residents are aware of programs. ^ Create a "Calendar of Community Events" to be published monthly that promotes all community events, meetings, available city programs and services, and other pertinent information available to the neighborhood. ^ Plan a sports and health fair that promotes a variety of sports and educates the community on health and nutrition matters. ^ Develop and promote an "Eat-n-Greet in Washington Neighborhood" program to provide an annual (or more periodic) event that attracts residents from the neighborhood and beyond to showcase the neighborhood's restaurants and other businesses. Strategy #4: Encourage greater parent/adult involvement in the community, particularly with youth activities. ^ Encourage the formation of a fully functioning community development corporation (CDC)/non- profit corporation that would focus on implementing these strategies, addressing the full scope of neighborhood issues and concerns, fundraising, and attracting investment into the Washington Neighborhood. ^ Explore methods that will encourage and foster greater parental involvement in the lives of their children. ^ Develop a Mentor Program for school children (K-12) to have positive, ongoing interaction with adults from the Washington Neighborhood and the surrounding community, taking note to collaborate with students from local colleges/universities and other existing mentoring programs. ^ Develop a comprehensive after-school program that utilizes existing local companies (agencies, businesses/industries, organizations and institutions) to expand after-school activities that allow teens to participate in meaningful, experiential activities. ^ Work with schools and churches to expand the Open Gym program that is open to families. ^ Establish a community garden that promotes urban gardening and sustainable community care in away that engages both youth and adults. ^ Establish a "surrogate parent" program where responsible adults from a verified pool of volunteers can fill in for parents who are unable to assist with their children's activities due to extenuating circumstances (e.g. multiple jobs, night classes, etc). ^ Work with local agencies to enhance job training program within the neighborhood that provides GED classes, teaches job application and interviewing skills, and prepares adults for the workforce. ^ Develop a "Warm Summer Fun on Cold Winter Days" program to foster connections between youth and parents with the potential to integrate other projects like Open Gym, sports fair, and activities for all ages. Washington Neighborhood Plan - City of Dubuque IA Page 40 Community Assessment & Revitalization Strategies Land Use The land use composition for the Washington Neighborhood is highly mixed, including: residential structures; commercial businesses; industrial uses; parks; institutional uses like schools, churches, and civic uses; and community agencies. An Existing Land Use Map is provided on page 48. The core residential section of the neighborhood is located east of White Street and west of Elm Street. Some pockets of residential uses extend east of Elm Street near Audubon Elementary School. In addition to having a mix of owner- occupied to renter-occupied units, housing types include single family detached homes, apartments, condominiums, and single room occupancy (SRO) units. i Central Avenue and White Street generally act as the neighborhood's primary business corridors with a variety of retail businesses and professional offices. The Five Points retail cluster around the Elm Street/20~h Street intersection, which includes the Eagle Country Market and future Walgreens, is another key commercial node in the neighborhood. A few businesses such as taverns and small retail businesses are also interspersed throughout the neighborhood. The businesses and offices offer convenient goods and services to the community. A few industrial uses are located within the Washir~~~~n Neighborhood, particularly in the southern section south of 13~h Street. Other industrial uses are located just outside the neighborhood to the south and east. However, several of these industrial uses are located within the Historic Millwork District, which is being planned for potential residential and commercial mixed use development. Although Orange Park is the only park located within the boundaries of the Washi~~~~~n Neighborhood, a few other parks are located in close proximity, including Jackson Park and Madison Park to the west and Comiskey Park to the north. A trailhead for the Heritage Trail is located just north of the neighborhood along Elm Street. Schools and churches also offer areas for recreation. It is the general consensus of local stakeholders that the neighborhood is underserved by parks. While traditional national criteria for park planning suggest a ratio of 10 acres per 1,000 residents, communities and park districts may offer their own ratios, accounting for more (or less) park space per resident. While one ratio is not necessarily applicable to all situations, a parks survey to assess residents' recreation and open space needs may help determine the appropriate supply of park space for the Washington Neighborhood. Washington Neighborhood Plan - City of Dubuque IA Page 41 Community Assessment & Revitalization Strategies Like many established neighborhoods, residents have convenient access to a few schools and multiple churches in the Washington Neighborhood. Though only a few years old, the new Prescott Elementary School is gaining a strong presence in the neighborhood, offering educational spaces for students and community groups alike. Audubon Elementary School is located northeast of the neighborhood. There are also several churches in the neighborhood, some of which offer school programs in addition to their religious services. The Washington Neighborhood is also adjacent to City Hall, which provides civic services and programs to residents and businesses. Many community and social service agencies serve the Washington Neighborhood, including the Multicultural Family Center, Boys and Girls Club, Project Concern, and Crescent Community Health Center. Adjacent Areas of Influence As illustrated on the Areas of Influence Context Map on page 49, adjacent areas have influence on the quality-of-life and community development prospects of the Washington Neighborhood. While the Washington Neighborhood is planning its community revitalization efforts, two adjacent sites --- the Historic Millwork District to the south and the former Pack Site to the east --- are also partaking in planning and site design studies that may impact how the Washington Neighborhood evolves, particularly in terms of attracting quality businesses and building its desired residential character. However, there will be opportunities to create appropriate transitions between the Washington Neighborhood and adjacent areas. For example, ahike-bike path or greenway could extend from the Historic Millwork District into the Washington Neighborhood to provide a link between the two areas. The Washington Neighborhood will benefit from the x ,~,"~'-~;`~~ Bee Branch realignment project, which aims to i ~w =.-~~ ~,, ~`- ~ ~ _ ~ _ ~~^^ im rove the control of stormwater to alleviate ~ ;~ ~,,,,,.~,-. ~~~ a;. ~ -~4 •..•..-~.. flooding in the Bee Branch area. New linear parks and bike trails associated with this project will enhance the quality of life for residents. While the corridor limits of the Bee Branch realignment project run adjacent to the northeast corner of the Washington Neighborhood, none of the properties within the Washington Neighborhood are required to be acquired to complete the project. Urban Design The Washington Neighborhood is characterized by an urban setting with dense blocks of residential and commercial uses, proximity to a range of uses and services, and an established but aging housing stock. While the urban setting can work in the Washington Neighborhood's favor as it establishes its identity Washington Neighborhood Plan - City of Dubuque IA Page 42 Community Assessment & Revitalization Strategies in Dubuque, the neighborhood's proximity to other prominent districts, particularly the revitalizing Downtown District and redeveloping Historic Millwork District and Pack Site, will likely have an impact on the evolution of its identity. For instance, unique streetscape elements like signage and map directories are becoming prominent features in the Downtown District and Jackson Park Historic District. Similar treatments could follow for the high profile Historic Millwork and Pack Sites, so it is important to ensure the Washington Neighborhood does not miss out on opportunities to establish its identity and enhance its physical appearance through similar urban design improvements. streetscape improvements are only one way to enhance a place's urban design. Front porches, zero-lot line retail buildings, pedestrian friendly and tree-lined streets are examples of other elements that can enhance the design and identity of a place. An established community like the Washington Neighborhood would benefit from capitalizing on its assets like its established housing stock, relatively affordable lifestyle, access to key Dubuque destinations, walkability, and historic urban character. Transportation The street network serving the Washington Neighborhood is designed in a traditional grid, providing generally efficient vehicular access and circulation throughout the neighborhood. The major streets that bring most of the vehicular traffic to the Washington Neighborhood include Central Avenue, White Street, I I ~n Street, 14~h Street/Loras Boulevard, 16~h Street, 20~h Street, and Kaufmann Avenue. Though not as prominent, Washington Street is unique in that it has traffic circles at the intersections with I5~", I6~", I8~", and I9~" Streets, which help slow traffic along the linear street grid. The Washington Neighborhood is generally viewed as a walkable neighborhood where residents tend to walk more to local destinations than drive. While part of this is attributed to a lower than average car ownership rate, the dense blocks of residential and commercial uses help create apedestrian-friendly urban environment. In terms of public transportation, the Washington Neighborhood is served by the Red and Green bus lines of the KeyLine Transit System. The Orange bus line is available starting at 9~h Street. The trolley line that provides access to the Downtown District and the Port of Dubuque is also available starting at IO~h Street. In addition to the regular bus lines, KeyLine Transit offers its Mini-bus service, which is a pars-transit shuttle service for qualifying individuals who are unable to use the regular buses due to disability. Free bus fare is offered for K- 12 students, senior citizens, and individuals participating in activities provided by the City's Leisure Services Department or Carnegie-Stout Public Library. For recreation, the Washington Neighborhood has access to three trails, including the Heritage Trail, Eagle Point Park Route, and Audubon Overlook Trail. Heritage Trail passes by the recently constructed Orange Park and a trailhead at Kaufmann Avenue and Elm Street. Audubon Overlook Trail passes by Washington Neighborhood Plan - City of Dubuque IA Page 43 Community Assessment & Revitalization Strategies Jackson Park, which is located lust outside the neighborhood but often visited by residents. A few other trail connections are being considered, particularly connecting the neighborhood to adjacent areas to the west. Zoning Zoning districts in the Washington Neighborhood generally follow land use patterns with residential, commercial, and industrial designations of varying density/intensity. The City's Zoning Ordinance outlines procedures to assist property owners with reclassifying (i.e. rezoning) their properties, classifying conditional uses, or applying for variances or special exceptions, which prove beneficial when a property is being rehabilitated or prepared for redevelopment. The Zoning Ordinance also provides guidelines for landscaping, signage, and parking, which also prove beneficial when reviewing site plans for a property that is being improved or redeveloped. The Neighborhood Zoning Districts Map is provided on page 50. Based on a review of the City's Zoning Ordinance and Map, the following recommendations will strengthen the community's neighborhood improvement efforts and preserve the character of this historic neighborhood: ^ Phase out industrial areas in the southern part of the neighborhood, particularly in light of the planned redevelopment of the Historic Millwork District. ^ Retract commercial zoning that extends into residential areas, particularly south of 14~h Street. ^ Consider applying the City's conservation district standards to properties that are currently zoned R-2A, which permits two-family (duplex) and townhouse housing units. A majority of the residential properties in the Washington Neighborhood are zoned R-2A; however, concern over inappropriate conversions and replacement of single-family homes that have resulted in the loss of the historic character must be addressed. To encourage more homeownership opportunities, while at the same time preserving the character of the neighborhood, conservation district design standards should be applied to all R-2A zoned properties. Historic Assets The Washington Neighborhood is located east of two of Dubuque's historic districts, including the Jackson Park Historic District and the Upper Main Street Historic District. Although the Washington Neighborhood is not currently part of its own historic district, such a designation may be worth exploring. Some of the advantages of being designated a historic district include: protection of the neighborhood's character; eligibility for grants and tax credits; protection from inappropriate building alterations and unnecessary demolitions; flexibility with zoning requirements; control of appearance and compatible design; potential increases in property values; and property owners' investment into their properties and the neighborhood. The City specifically has a Historic District Public Improvement Program that can fund public improvements within a historic district such as historic signage, lighting, special paving, and other elements. On the other hand, some disadvantages include: additional procedural steps when applying for building permits and potential conflicts with property owners who oppose the designation. Weighing both advantages and disadvantages will allow the Washington Neighborhood to determine whether or not an historic district designation is appropriate. Washington Neighborhood Plan - City of Dubuque IA Page 44 Community Assessment & Revitalization Strategies Although the Washington Neighborhood does not currently have a historic district designation, it does have two historic places, including the Hollenfelz house along White Street and the Dubuque Casket Company property, which was recently converted into a mixed use building with offices at ground level and residential units above. Other historic places adjacent to the neighborhood are the Ziepprecht block, John Bell block, and historic Dubuque City Hall site, all along Central Avenue south of Loras Boulevard. In addition to historic districts, the City also recognizes eleven conservation districts. A precursor to historic districts, conservation districts were originally established as potential "demolition districts" resulting from a 1976 architectural survey. After establishing the historic districts a year later, the regulations governing demolition districts were amended in 2001, prompting the re-designation to conservation districts and modifying the regulations for reviewing the historical and architectural significance of structures within the districts. Three conservation districts extend into the Washington Neighborhood, including the Washington Street Neighborhood, Jackson Park Neighborhood, and Downtown Neighborhood Conservation Districts. The Washington Neighborhood should consider extending the existing conservation district boundaries to coincide with the neighborhood's boundaries. As one of the oldest and most established neighborhoods in Dubuque, other structures within the Washington Neighborhood may have historic qualities worth preserving. As illustrated on the map on page 51, many properties within the Washington Neighborhood are eligible to be listed in the National Register of Historic Places. Even if certain properties are ineligible or do not receive official recognition for being historic, preservation of such properties is still important to maintaining the character of the neighborhood. To assist in this regard, the intent of the three conservation districts that extend into the Washington Neighborhood provides the community with historic preservation precedent to help protect the history and architecture of the neighborhood. The neighborhood could help protect its historic character by extending coverage of conservation districts throughout all of the Washington Neighborhood, and by considering the establishment of an historic district. Housing The Washington Neighborhood currently has a low homeownership rate with approximately 35% owners and 65% renters. Based on a 2006 American Community Survey conducted by the U.S. Census, the owner-to-renter ratio for the entire City of Dubuque was the reverse with 73% owners and 27% renters. While single family detached houses are the predominant type of housing structure, many of them are used as rental properties or converted to multiple rental units. About 150 of the rental units are used for Section 8 housing. While housing is generally affordable in the Washington Neighborhood, the housing stock is aging with many homes needing rehabilitation. On this front, the City has rehabilitated 40 housing units since 2005 for the purpose of encouraging homeownership. Some current property owners have completed their own rehabilitations, improving their personal homes or providing rehabbed units for others. According to Home Mortgage Disclosure Act (HMDA) 2006 data, the Washington Neighborhood had 32 new home purchase loans per 1,000 households compared to 52 for the Dubuque MSA. This suggests that the community investment climate in the neighborhood is less active than in the entire City and metro area. However, rate of multi-family loans per 1,000 households was fairly consistent between the Washington Neighborhood (0.30), Washington Trade Area (0.39), and the Dubuque MSA (0.33), which reflects the relatively low rate of new multi-family housing projects in each area. See Washington Neighborhood Plan - City of Dubuque IA Page 45 Community Assessment & Revitalization Strategies charts below for more detail (full versions are available on pages A-28 and A-29 In the Appendix). It is important to note, however, that the HMDA data does not track the City of Dubuque's rehab loans. The City provides 2 to 5 rehab loans or more per year in the Washington Neighborhood. Hh44A 2445 Multi-family Loans per' 1,400 Hausel~alds >-iMDA 2046 Neva purchase Loans per 1,0{10 Households 1.4 _~ 41.33 0.39 4.0 ~ Ouhuque J.15A Washington Trade Area Source: Xame Mortga@e Dlsc WSUre ;.[2 V~1~N P.:I ~~. LISC Me[reCtlge rrcC[tt5 4.30 Washington Community f~4.a 54.4 44.4 30.0 24.4 14.4 4.0 52..05 ~I. b$ II 32.4a i:~ [Jubuyue MSA Washington Trade Washington Area Community 5uu[ce: 4lorrr Mar[gagr Disclosure Act rhM DAI %004. l[$C Met[OEdge RKLi1C5 From 1996 to 2006, HMDA data also indicate that new purchase loans have been on the rise in the Washington Neighborhood. In addition, while rehabilitation loans in the neighborhood have been fairly consistent in that same time frame (generally providing 10 to 15 loans or more per year), the amount of loans is fairly low for a neighborhood with an aging housing stock, thus comprising a very small percentage of total rehab loans for the Dubuque MSA (less than 3%). Additional HMDA data are available on pages A-28 through A-32 in the Appendix. Note that these data only reflect debt-financed rehabilitation projects, and may not track directly with City records. Property Conditions Just like any neighborhood or district, property conditions vary with some property owners taking very good care of their properties and others putting forth minimal maintenance efforts. As one of the City's oldest neighborhoods, many properties in the Washington Neighborhood are aging and even deteriorating, thus requiring greater attention to maintenance or rehabilitation. However, many property owners have limited financial and physical resources, which hinder their ability to perform such maintenance or rehab work to improve their properties. As stated above, property owners and the City have taken steps to rehabilitate residential properties. Limited technical assistance programs have also been offered for commercial properties; however, there is opportunity to provide more programs, as outlined in the Economic Potential Analysis. Crime and Safet~r Based on "calls for service" police reports for all 30 parks in Dubuque, the Police Department fielded an average 6.4 calls per park for police service in 2008 (through the end of September). Madison Park and Orange Park were close to average, fielding 6 and 10 calls, respectively. However, Jackson Park fielded 30 calls while Comiskey Park further north fielded 3 I calls. While any number of calls raises concern, a great majority of the calls were categorized as disturbances (i.e. noise, "kids", fireworks, etc). At a broader level, the reports indicate that a majority of calls for police service along Jackson Street and Washington Neighborhood Plan - City of Dubuque IA Page 46 Community Assessment & Revitalization Strategies Washington Street (both from the 1400 block to the 2500 block) were categorized as disturbances, traffic related, fire/ambulance needs, public morals, or miscellaneous. In all cases, violent crimes (i.e. crimes against a person or property) represented a small percentage of all calls for service. While these crimes against a person or property make up only a fraction of the total calls, it only takes one of these crimes to raise serious concern about the safety of the neighborhood. These reports also do not account for crimes or incidences that do not get reported to the police. Gang and drug activities were the most cited crimes by stakeholders in the Washington Neighborhood. While it is important to recognize the difference between perceptions and reality, it is most important to acknowledge which crimes are present in the neighborhood and determine the most effective ways to resolve them. Initiatives undertaken by the City's Police Department are aimed at making neighborhoods safer. For example, as part of the Community Oriented Policing (COP) program, new bicycle police officers have been dispatched into the Washington Neighborhood, improving the presence and accessibility of police in the community. As part of its Territory Accountability Design program, one patrol Lieutenant is assigned to a territory to review the area's crime statistics, identify particular areas of concern, and work with the Patrol Captain to develop an action plan to address the concerns. The Washington Neighborhood is generally served by Territory Command 103 but is also in proximity to Territory Commands IOIA, 102, and 106. Washington Neighborhood Plan - City of Dubuque IA Page 47 LEGEND Single Family Residential -Heavy Industrial Multi Family Residential Institutional - Mixed Residential ~ Park - Commercial ~~ Public Open Space Office - LU_Park-JacksonPark ~J Light Industrial I: City Hall 2: Multicultural Family Center 3: Elm St Correctional Facility 4: Four Oaks o f Iowa 5: Manasseh House 6: Prescott Elementary School 7: Audobon Elementary School 8: Orange Park 9: Madison Park 10: Jackson Park I I: St. Mary's Church &Pre-School 12: St.John's Lutheran Church 13: St. John's Episcopal Church 14: St. Patrick's Church I5: Immanuel Congregational Church I6: St. Matthew Lutheran Church 17: Unitarian Universalist 18: First Presbyterian Church 19: Power of Prayer 20: St. Paul's Lutheran Church Washington Neighborhood -Dubuque IA March 2009 Page 48 Existing Land Use Map Page 49 Washington Neighborhood Urban Revitalization District Map 2 -Zoning KpUI i < Legend Proposed Boundary-Washington Neighorhood Urban Revitalization District i Washington Neighborhood Zoning Two-Family Residential (R-2) - 0.001 ac Alternate Two-Family Residential (R-2A) - 38.78 ac L _~ Mod. Density Multi-Family Residential (R-3) - 9.34 ac i ®Multi-Family Residential (R-4) - 0.007 ac ~ ~ Neighborhood Commercial (C-1) - 1.15 ac '~ ~ Neighborhood Shopping Center (C-2) - 9.87 ac -General Commercial (C-3) - 0.0002 ac ®Downtown Commercial (C-4) - 41.41 ac Commercial Service & Wholesale w/conditions (CSc) - 0.48 ac ~ ~ Office Residential (OR) - 0.71 ac \ ~ Office Service (OS) - 1.05 ac L ~ Light Industrial (LI) - 2.35 ac ®Heavy Industrial (HI) - 6.30 ac \i h:\Housing\Washington Urban Revitalization District\Washi ngtonUrbanRevital izationZoni ng. mxd plotfiles: ZoningMap_8.Sxll.pdf created by NMB 11-15-06, updated 12-11-06 V~j\ \ ~ ~~~ Base data provided by Dubuque County GIS Page 50 i Q~~ ~P rt7 I HI~CIIVOI Washington Neighborhood Urban Revitalization District Map 5 -National Register Eligible Properties `~~-- ~~ ~ ~ ~~~ - Legend Proposed Washington Street Neighborhood Boundary i Manasseh House Urban Revitalization District ~ + Individually National Register Eligibile ProN~l ll~s - ~ Old Town Residential NRHP Eligible Historic District North Central Avenue NRHP Eligible Historic District Rh;;,,,L~,g and Kniest NRHP Eligible Historic District East 22nd & Washington Street NRHP Eligible Historic District 2000's Washington NRHP Eligible Historic District 2100's Jackson NRHP Eligible Historic District 1900's White NRHP Eligible Historic District 1800's - 1900's Central NRHP Eligible Historic District 1800's - 1900's Jackson NRHP Eligible Historic District h:\Housing\Washington Urban Revitalization District\WashingtonUrbanRevitalizationNationalRegister .mxd plotfiles: NRHPmap_8.Sxll.pdf created by WCW 11-16-06 Base data provided by Dubuque County GIS Page 51 IHI~CIIVO N ~~ Community Assessment & Revitalization Strategies Overview of Local Initiatives /Community Building Capacity The City and other organizations are already taking proper steps towards neighborhood improvement. A neighborhood, like any other organization, benefits from a focused and ongoing management approach to problem solving. This Plan acknowledges the extensive resources present in existing neighborhood organizations and City departments. The intent of this Plan is to help organize these efforts and groups into a cohesive action program so that these efforts can continue with a unified voice. Below is an inventory of the various agencies and programs currently active or available in the Washington Neighborhood, organized by key issue area to serve as a resource for plan implementation. Multicultural Family Programming and Center activities for children Four Mounds/Four Oaks Iowa Workforce Development/ECIA and adults of all races and cultures HEART Program - housing rehabilitation for ownership Job training and placement Conversion of Kephart building into new center Job and human services programs Education programs - language, reading, computer, families, art Health, wellness and nutrition programs Safe places programs for youth Rehabilitation of 5 homes, planned expansion for another X homes in X years Job matching and career assessments Community Links -agency resource for unemployment training and skill development Job Accommodations Employment Network for SSI/SSDI Job fairs/Career Fairs Crescent Local medical services Community Health Center Washington Neighborhood Plan - City of Dubuque IA Page 52 Community Assessment & Revitalization Strategies Davis Place and Manasseh House Mississippi Valley Promise Maria House Presentation Lantern Center Washington Tool Library Dubuque Food Pantry Washington Neighborhood Association Project Concern Community Foundation of Greater Dubuque SRO Housing America's Promise initiative for children Every Child/Every Promise initiative for children Transitional housing facility Immigrant support services Loan of construction tools for residents Food distribution Resident volunteer organization Various social service programs Not-for-profit funding and training agency Two additional buildings planned Learning Together -agency cross training annual event All Kids Covered -health outreach effort for Crescent Health Center and improve health care coverage for children in poverty Fire prevention program Community Education Partnership -engaging families and community in youth education Neighborhood newsletter Fundraising Washington Neighborhood Plan - City of Dubuque IA Page 53 Community Assessment & Revitalization Strategies Lead Paint Hazard Reduction Program CDBG and HOME Rehab. Programs for Landlords Section 8 Program -local preference system Full-time housing investigator (Corporal in Police Dept.) Additional full-time housing inspector for rental units Partnership with DB&T for purchase of vacant buildings, targeted acquisitions, and low-interest mortgage loans Homeowner lending program for rental conversions Design standards for historic properties Bridges Out of Poverty program Washington Neighborhood Plan - City of Dubuque IA Page 54 Housing Administers State and First Time Homebuyer Department Federally-funded Program programs for housing reinvestment Rehabilitation Loan Programs Community Assessment & Revitalization Strategies City cif Dubuqu Engineering and Public Works Infrastructure maintenance and improvement Bee Branch Creek stormwater improvement and linear park Police Human Rights Improve street lighting through partnership with Alliant Traffic signal improvements and pedestrian crosswalks at Five-Points and 16th and Elm intersections Fiber optic cable to be added along Central and White St Public safety Community-Oriented Policing Program (COP) Civil rights investigation and enforcement Tenant criminal background checks Dubuque Crime-Free Multi- Housing Program -landlord education Housing programs investigation officer Intercultural competence and organizational development program Dubuque Dispute Resolution Center Faces & Voices -community event programming Washington Neighborhood Plan - City of Dubuque IA Page 55 Community Assessment & Revitalization Strategies Project Hope - Comprehensive Economic employment/education inter- Development Dept agency initiative Leisure Services Recreation programs Proposed park at Kniest and Dept and parks planning 2150 Street Planning for additional community park Other programs Front & Back Yard, and alley lighting program Garbage carts demonstration project Energy conservation demonstration projects (Down to Earth Solutions) Community Partnership Program -Health Center grant for expansion of dental facilities Washington Neighborhood Plan - City of Dubuque IA Page 56 Community Assessment & Revitalization Strategies The Action Plan for Community Mobilization outlined in this section incorporates the culmination of the outcomes of the planning process for the Washington Neighborhood, particularly evaluating the findings of the community assessment, conducting multiple discussions with the Citizen Coordinating Committee and neighborhood stakeholders, and researching "best practice" methods for neighborhood improvement. The Action Plan for Community Mobilization is guided by a Work Program comprised of principal strategies organized by the three core issues areas. Organized in a grid format, the Work Program is comprised of a series of programs and projects designed to encourage the community to mobilize for action in an organized manner as well as with a clear and attainable goal in mind. Each program/project is assigned a timeframe (I year, 2-3 years, or 4-5 years) to indicate the general amount of time needed for completion. Also, each program/project is assigned a lead organization and, in many cases, partner organizations that will take responsibility for putting the program/project into action and shepherding the community revitalization process for the Washington Neighborhood. Washington Neighborhood Development Corporation (WNDC One of the organizations recommended to take responsibility of (or be a partner for) many of the programs/projects is a proposed new organization called the Washington Neighborhood Development Corporation (WNDC). As a community development corporation (CDC) for the Washington Neighborhood, the WNDC would manage a variety of tasks, including (but not limited to) promoting and facilitating economic development (jobs and business activity), developing programs, fundraising, advocating for neighborhood issues and activities, and organizing residents, businesses and community groups. The mission of the WNDC would be to implement the Work Program defined in this section. Leadership for the WNDC would be comprised of active residents, business leaders, and other community leaders in the Washington Neighborhood. The WNDC would work in close collaboration with the Washington Neighborhood Association (WNA), the City, and other local community groups, schools, churches, and businesses to address the needs of the neighborhood, particularly as they pertain to the programs and projects outlined in the Work Program. The WNDC would be a partner to other agencies and organizations serving the Washington Neighborhood in the planning process, helping to leverage their resources and focus them as effectively as possible. What is a CDC? A community development corporation (CDC) is a common type of not-for-profit organization that exists to generate commercial business, housing, or job development in a community, in the interests of that community. CDC's commonly play an integrative role -they bring together local government support, funding from a number of public and philanthropic sources, private business investment, and the vision and local knowledge of community residents to make projects happen. The projects might be new businesses, homes, or services (such as job training or transportation) that are needed in the community. What makes a project happen might be the CDC's work in identifying a funding source and writing a successful grant application; or the CDC becoming an equity partner in a development deal; or the CDC becoming a counselor to small businesses or home buyers in a targeted community. As organizations created for the good of the community CDC's also sometimes organize or support community initiatives on issues that are generally not viewed as directly related to development such as programs for the care of the elderly and the training of youth in practical skills. CDC's are supported by a combination of contributions from residents and stakeholders in the community area, fees for service or other earned income, funding from local or higher levels of government (sometimes in the form of contracts to perform specific services), and philanthropic grants. Washington Neighborhood Plan - City of Dubuque IA Page 57 Community Assessment & Revitalization Strategies Younger CDC's tend to be more dependent on philanthropic grants and general support from local government. More mature organizations tend to derive more of their revenue from earned income. CDC's share a general mission of achieving economic redevelopment for the benefit of their communities, but the specific functions and tasks they take on vary according to local needs and opportunities. In virtually all cases, partnerships and influence are critical, and the value that CDC's bring to their communities lies less in what they do or spend directly than in what they leverage. CDC's work with their partners in government, business, and civic institutions, and they generally perform the tasks that will enable a partner to invest more in the community, or they fill a gap in what the other partners can do so that the community's development plan is implemented. Community Development Resources The website for the Iowa Department of Economic Development (IDED) provides valuable economic and community development resources (www.iowalifechanging.com). Two other community development resources include the Local Initiatives Support Corporation/LISC (www.lisc.org) and the Development Training Institute (www.dtinational.org). Lead & Partner Organizations The key below lists the recommended lead and partner organizations identified in the Work Program Grids, which are provided on the following pages. Abbreviation Organization WNDC Washington Neighborhood Development Corporation (to be formed) WNA Washington Neighborhood Association CCC Washington Neighborhood Citizen Coordinating Committee DBQ City of Dubuque EDD City of Dubuque Economic Development Department HCD City of Dubuque Housing & Community Development Department LSD City of Dubuque Leisure Services Department DPD City of Dubuque Police Department HSD City of Dubuque Health Services Department CAO City of Dubuque City Attorney's Office DPW City of Dubuque Public Works Department ED City of Dubuque Engineering De artment ~ KTS City of Dubuque Keyline Transit ystem CFGD Community Foundation of Greater Dubuque MFC Multicultural Family Center CCHC Crescent Community Health Center DCY Dubuque Community Y BGC Boys & Girls Club of Greater Dubuque NEIBA Northeast Iowa Business Accelerator RA Renters Association (to be formed) LA Landlords Association DACC Dubuque Area Chamber of Commerce GDDC Greater Dubuque Develo ment Corporation ~ DMSL Dubuque Main Street Lt ~ DB&T Dubuque Bank & Trust IWD Iowa Workforce Development ECIA East Central Intergovernmental Association SBA Small Business Association Washington Neighborhood Plan - City of Dubuque IA Page 58 Work Program Grid: Economic Development ACTION PLAN FOR C E- I.I Provide neighborhood based local educational opportunities, including a career WNA, X fair, vocational training, and career counseling. College E-1.2 Consider incentive programs to encourage low skilled people to participate in WNDi education and training programs, such as financial awards and secured jobs Institut X after participation. The Rising Star program is one example to explore. E-1.3 Provide incentives for local businesses to hire locally. Identify goals for local DBQ/E hiring and interview businesses on what types of incentives they would use X (and not use). E-1.4 Identify the best options for providing job training, including interview IWD, I preparation skills and resume writing to neighborhood residents. Create a School new employment center or anot-for-profit neighborhood business center. X Partner with existing organizations. Consider implementing short-term technical assistance programs like "Saturday Resume Workshops". E-I.5 Continue to work with local private and public agencies to provide IWD, I employment assistance to improve occupational and interpersonal skills to X NICC fulfill job responsibilities. E-1.6 Secure employment opportunities as new development occurs in areas DBQ/EDD DBQ/E adjacent to the neighborhood, particularly at the Pack site and in the X Warehouse District, and improve access to jobs in other areas of Dubuque. E-1.7 Provide opportunities for job shadowing through buy-in from local businesses EDD, ~ X for youth and others exploring career paths. Educat E-2.1 Develop a program to encouraging the filling, cleaning, and management of DMSL, vacant commercial/retail spaces to preserve against further decline, such as commi X providing grants to local artists to rent, clean and exhibit in vacant storefronts. E-2.2 Continue and expand the types of public incentives offered to land and DBQ/EDD DBQ/E business owners and developers as incentives to develop in Washington Neighborhood, including the use of Tax Increment Financing (TIF), urban X revitalization district, enterprise zone and rehabilitation grants/loans. "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Economic Development E-2.4 E-2.5 Improve the conditions within the neighborhood to make the area attractive for investment through programs to improve safety, lighting and property maintenance. Consider offering financial incentives in order to maximize the Pack site's tenant potential. Consider acquisition of available properties as opportunities occur in the vicinity of the Five-Points business district at Elm Street and E. 20th Street to ensure the neighborhood and City have a say in the development potential of this key business area within the neighborhood. E-3.1 Provide assistance to local business owners to improve the quality and market appeal of their stores, and with expansion plans. E-3.2 Preserve vacant storefronts to reserve an inventory of available, good quality space for expansion and new business opportunities. E-3.3 Consider the expansion of the Main Street Program or creation of a new entity to focus on and deliver additional resources to Washington Neighborhood. E-3.4 Partner with local universities and college business schools to provide small business assistance and to identify sources of state and federal funds for economic development programs, such as services available though the Small Business Administration, or the Greater Dubuque Development Corporation. E-3.5 Partner with local banks to create low-interest loan programs for businesses to implement storefront and interior space upgrades. E-3.6 Organize merchants, particularly along Central Avenue, to create a local merchants association to provide peer-to-peer support and a stronger voice. E-3.7 Create business profiles of successful stores to market local businesses to customers and investors, and to serve as a tool to share information with other businesses. E-3.8 Create a "shop locally" program to encourage local residents to use local businesses first (also market to to downtown employees). Continue to develop a Rewards Card program for shopping locally and supporting the neighborhood. X X X X X X X X X DBQ/EDD X X DBQ/EDD ACTION PLAN FOR C DBQ, ' "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Economic Development E-3.9 Work with the local news agency to publish articles that highlight positive aspects and successful businesses within the neighborhood to create a positive X identity in the City. E-3.10 Create a neighborhood business promotional display to help promote local businesses at city events. Also consider creating and maintaining a local business directory. E-3.1 I Revisit past attempts at offering microenterprise development services support by the City of Dubuque, and determine potential for new program. X ACTION PLAN FOR C DACC DACC X GDDC CFGD. E-4.1 Establish development programs that focus on attracting niche businesses that cater to local conditions, such as cultural diversity, walkability, and historic value. E-4.2 Focus on attracting businesses that fill voids or cater to the specific needs of neighborhood residents. For example, a carniceria (meat market) could cater to Latino residents and businesses or others seeking a specialty service. E-4.3 Maintain and preserve the existing historic buildings and the urban fabric of the Central Avenue business district as a special part of the neighborhoods brand. In the meantime, position such store fronts for low-cost incubator space for early-stage entrepreneurs and niche businesses. E-4.4 Develop a neighborhood logo to help brand the neighborhood and promote local businesses. X X WNDi E-5.1 Improve the visual appeal and safety of the neighborhood through improvement to the public streetscape, such as improved lighting, banners, signs, street trees, and landscaping. E-5.2 Encourage individual property/business owners to maintain their properties through property maintenance enforcement and expansion of fa4ade programs. X WNDi DBQ/EDD DMSL, X WNDi DBQ DBQ, X DBQ DBQ, X "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Economic Development E-5.4 Establish attractive and easily accessible connections for pedestrians and vehicles with the Pack site to create a strong linkage with Washington Neighborhood. Pedestrian improvements, a welcoming image and way-finding signs directing customers to neighborhood cultural and business locations are necessary to create a stronglinkage. Consider a separate City sponsored program of cosmetic enhancement to Washington Neighborhood businesses by providing generous funding for more attractive business signs, awnings, down-lighting, etc. that would create a stronger visual appeal. Such a program should be tied to business owners' willingness to participate in a technical support program to help ensure longevity. X X DBQ/EDD DBQ DBQ, I E-6. I Explore the development of geothermal energy and bio-mass to provide a X source of alternative energy. E-6.2 Promote the development of alternative energy and the creation of "green" technology businesses to provide job opportunities for neighborhood residents. Support the creation of small "green" business opportunities, such X as electronic recycling, in partnership with local schools to provide opportunities for job training. E-6.3 Partner with the City to implement the development of energy and green X technologies. E-6.4 Encourage clean energy management strategies by using renewable and clean energy as identified in the Historic Millwork District Master Plan. X "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa DBQ, DPW ACTION PLAN FOR C DPW, DACC DBQ, ' Local E Work Program Grid: Families, Youth & Education ACTION PLAN FOR C F- I.I Enhance existing transportation services for neighborhood programs and KTS LSD, V events with more regular service (e.g. circulator system) and increased X marketing/promotion F-1.2 Establish a bicycle safety program, particularly promoting a certificate of DPD (Community Policing Program) LSD, V X completion and providing incentives to wear helmets. F-2.1 Develop a Washington Neighborhood Youth Collaborative that identifies WNDC WNA, needs and concerns, plans regular activities for youth and children, and X provides leadership programming and opportunities in the Washington Neighborhood. F-2.2 Create a feedback system that gathers input from youth to define their needs WNDC WNA, X and interests. School F-2.3 Establish intramural sports programs that target youth ages 13 to 17. WNA, LSD Local X School F-2.4 Expand opportunities for youth activities in the neighborhood, examining WNA, LSD Dubuq possibilities for a neighborhood little league team, a hip hop dance club, a drill X Audub ~ team, and other activities of interest. I - Music, F-3.1 Create a "Calendar of Community Events" to be published monthly that WNDC, City Journal CCC, I promotes all community events, meetings, available city programs and services, X and other pertinent information available to the neighborhood. F-3.2 Plan a sports and health fair that promotes a variety of sports and educate the HSD, LSD, CCHC WNA, X community on health and nutrition matters. F-3.3 Develop and promote an "Eat-n-Greet in Washington Neighborhood" WNDC, DACC, SBA WNA program to provide an annual (or more periodic) event that attracts residents X from the neighborhood and beyond to showcase the neighborhood's restaurants and other businesses. "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Families, Youth & Education ACTION PLAN FOR C F-4.1 Encourage the formation of a fully functioning community development HCD CCC, corporation (CDC)/non-profit corporation that would focus on implementing these strategies, addressing the full scope of neighborhood issues and X concerns, fundraising, and attracting investment into the Washington Neighborhood. F-4.2 Explore methods to improve parental responsibility that encourage greater DPD WNDi X parental involvement in the lives of their children. DCY, ` F-4.3 Develop a comprehensive after-school program that expands on existing WNDC, Project Concern, Hillcrest Family Local c mentoring programs for school children (K-12), and utilizes existing local Services, St. Mark's Church High S~ companies and individuals (agencies, businesses, organizations and institutions) LSD, C to provide expanded mentoring activities for teens in allowing them to College X participate in meaningful, experiential activities. Dubuq Audub St. Pau F-4.4 Establish a "surrogate parent" program where responsible adults from a Project Concern, Hillcrest Family Services WNA, verified pool of volunteers can fill in for parents who are unable to assist with School X their children's activities due to extenuating circumstances (e.g. multiple jobs, night classes, etc). F-4.5 Work with local agencies to develop a job training program within the WNDC IWD, I neighborhood that provides GED classes, teaches job application and X College interviewing skills, and prepares adults for the workforce. Center F-4.6 Work with schools and churches to promote an Open Gym program that is WNA, LSD LSD, N open to families, and develop a "Warm Summer Fun on Cold Winter Days" Local X program to foster connections between youth and parents. F-5.1 Ensure safe walking routes for residents to key neighborhood destinations by DPW, ED DPD, ~ ensuring sidewalks are maintained (i.e. fix when needed) and street crossings School X are kept safe (i.e. provide crossing guards, consider raised or painted crosswalks, etc). F-5.2 Provide traffic calming devices such as traffic circles (like Washington St), bump DPW DPD, 1 X outs, and speed bumps to deter speeding on major streets. "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Families, Youth & Education provide secure bike storage. F-5.4 Develop a refuse and recycling program that helps beautify the neighborhood, educates the community about environmental stewardship, and creates jobs. F-5.5 Establish a community garden that promotes urban gardening and sustainable community care in a way that engages both youth and adults. F-5.6 Partner with the City to help promote the City's green initiatives and educate the community on ways to keep the neighborhood green. F-5.7 Develop green space and plazas to improve open space available to residents. X DBQ X WNDC X WNDC, DBQ X LSD X ACTION PLAN FOR C DPW, WNA, MFC WNA, Busine: "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Housing ACTION PLAN FOR C H-I.I Establish Washington Neighborhood Housing Resources Web site for WNDC information on housing availability, resources, rights and responsibilities, for X both homeowners and renters H-1.2 Provide housing resources, financial assistance, and programming through a WNDC WNA, X new Washington Neighborhood Welcoming Center. H-1.3 Reach out to realtors and property owners to market the area to prospective WNDC Dubuq X new homebuyers. Mortgz H-1.4 Establish a marketing program and design public improvements such as WNDC, DPW DACC streeucapes and pocket parks to project an image of a cool neighborhood that Realtor X welcomes all different types of people with access to jobs, stores, restaurants Associ; and entertainment. H-I.5 Connect neighborhood with Downtown, Pack Site, and Warehouse District as WNDC DACC a cluster of neighborhoods attracting a range of incomes and types of residents X - from young professionals to urban pioneers to long-time homeowners. H-1.6 Consider designating the area as a Historic District to market the area and HCD X access federal tax incentives. H-1.7 Educate community of roles and responsibilities of property owners, WNDC WNA, X homeowners, and renters. H-1.8 Provide visits to new residents to welcome them to the neighborhood. WNDC Reside X H-2.1 Continue and expand partnership with DB&T to purchase vacant buildings, HCD, DB&T Local L X target acquisitions, and provide low-interest loans. H-2.2 Continue and expand homeowner lending program for rental conversions. HCD Continue to utilize targeted incentives such as grams for residential rehabs. X H-2.3 Provide a targeted forgivable loan program for seniors to make repairs to HCD X homes such as roofs, heating, windows, etc. H-2.4 Create a partnership with businesses to offer Employer Assisted Housing DACC, GDDC DBQ, which would include housing counseling/credit repair, down payment X assistance, and homeowner support. "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Work Program Grid: Housing H-3.1 Organize a Washington Neighborhood Renters' Association to improve communication and support for all renters. Provide education for renters on X righu and responsibilities. H-3.2 Provide targeted education for landlord's righu and responsibilities. X H-3.3 Expand rental data base -tenant screening cooperative - as a service for both X renters and landlords. H-3.4 Enforce city codes, including programs and education to improve conditions in X alleys RA, WNDC LA HCD HCD H-4.1 Improve public streetscapes as an incentive for property owners to invest in X DPW their properties. H-4.2 Provide a matching fund for fa4ade improvements and porch rehab or X HCD additions. H-5.1 Conduct a green alley pilot program as acost-efficient solution to stormwater X DPW problems, improvement of cleanliness, and public safety. H-5.2 Establish energy-efficient incentives for rental properties by expanding HCD weatherization program, offering matching funds for energy star appliances, X and improvements to landscaping that provide environmental benefits to the neighborhood. H-5.3 Provide new residenu with informational materials (e.g. pamphlets, resource WNDC guides, etc) that educate how to maintain energy-efficient homes (provide X materials at time of lease signing for renters and closing for homebuyers). ACTION PLAN FOR C LA RA, Ci DPW WNDi LA WNA, "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Community Assessment & Revitalization Strategies Page # Chart/Gra~hic A- I Washington Trade Area Map A-2 Washington Community Map A-3 Dubuque MSA Map A-4 Retail Float by Store Type -Washington Trade Area A-5 Retail Float by Store Type -Washington Community A-6 Adjusted Float by Store Type -Washington Trade Area A-7 Adjusted Float by Store Type -Washington Community A-8 Service Sector Gap Analysis -Washington Trade Area A-9 Median Income A-10 Middle Income Households Density (Per Square Mile) A- I I Middle & Upper Middle Income Household Density (Per Square Mile) A- 12 Concentrated Buying Power A- 13 Income Diversity (Household Annual Income Distribution) A-14 Race & Ethnicity A- 15 Age Distribution -Washington Community A- 16 Age Distribution -Washington Trade Area A-17 Age Distribution -Dubuque MSA A-18 Educational Attainment -Washington Community A-19 Educational Attainment -Washington Trade Area A-20 Educational Attainment -Dubuque MSA A-21 Home Ownership Rate -Washington Community & Washington Trade Area A-22 Home Ownership Rate -Dubuque MSA A-23 Household Type (Family & Single Person Households) A-24 Population Trend A-25 Median Income Trend A-26 Middle Income Household Density Trend A-27 Middle & Upper Middle Household Income Density Trend A-28 New Purchase Loans A-29 Multi-family Loans A-30 Rehabilitation Loans A-3 I New Purchase Loan Trends A-32 Rehabilitation Loan Trends A-33 Methodology Washington Neighborhood Plan - City of Dubuque IA Page 68 Legend lh6ashngSan Trade Area ti~ rte, - i '`, `~, ~~_ ,, ,`~ "` ,ti .. 4~~ s; .~~ -~ ~~, `}\ r ` 4Eb~_ \\ ~,, / ~ ~- °~' " ~ ~; ~ ~ ~` ,t ~.~.. ~~ r0F t`' ` ~I_ Washirrgtan TrarJe Area.. ~.~,~ o~~a ~,~~eg • The Washington area of 2.04 squ~ Trade Area: Geo physical and/or s boundaries that c target market for evaluated for a s~ corridor. This are from political, cor service area bout This trade d~ ea ~ reflect that seven neighbor) ~uuc~s o Washington neig pass through or r Washington neig natural transit roi retail goods and ; includes neighbo r~u~ ii ~ of the Wasl neighborhood, a: additional housin on the west and ~ south. 1 N La Salle St.,12~' Floor, Chicago, IL, 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-1 - Legend ~ ,,, ;o ~~`"~ L'~P.ashingtflrr Cammunity a^ ~ sx , oi '~ ~ , ~ ?p ~ , ~ . ~~ , K~~ o <<+' 5 f `' ~ ~~ a~" ~~ t zptn \ ~'~ , . \\ . , 'S~ 181ri ~\ ,a~` 1z,s, ~=~ 2 V ,45 ~y,Y. +.6^~~-` ~~~ r~ ~ ,ar 9 ~ ``-; _ 4 a; ~ r~ _.Y ~~ :~ .yn. ~(~ ~ 1"i1V.. ~ 'G. 'fir n':rn l~ ~ 5t~. I~ot r~:a ~l~ Wa5~71i7'~t0I1 C[?f'ii7R7Ul7d~y+ C~IL+1 Miles • The Washington an area of 0.17 s TI ~~~~ are the bo Washington neig this neighbor i iuu~ 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-2 - Legend l;~ [7ubuque hiSp '~ ~. ~ ~~1 '`~ ~I y\~ _- - - -~ ~ =~: -' ~'ry3 _ ~~` ~.`~ x;:31 .'~ r-~1i1 -'r~~'y _____ .. D'sx.~er Read RerF. SA SE by -_ - 3fa ~ 5r "O 51 eA -~? y~ .. ru ~, ~z Asr -zafi--. _ ~/ s7 ~~ - a~ \. -, F9v:iMelWbeus C~ jr~P~ _ _ - ( - B' g ~- -- 1. - .. ~f ~. t ~`,r DU,I7UCJUE J'~I~~f~ ~ 1 z~ ~vlr~es • The Dubuque square miles. the Dubuque point for the Area. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-3 - Retail Float by Store type -Washington Trade Area Washington Trade Area Motor Vehicle & Parts Dealers Furniture & Home Furnishings Stores Electronics & Appliance Stores Building Material, Garden Equipment & Supply Dealers Food & Beverage Stores Health & Personal Care Stores Gasoline Stations Clothing & Clothing Accessories Stores Sporting Goods, Hobby, Book, & Music Stores General Merchandise Stores Miscellaneous Store Retailers Foodservice & Drinking Places Source: Claritas 2007 30, 400, 000 27, 400, 000 3, 630, 000 3, 520, 000 15, 700, 000 20, 000, 000 9, 330, 000 18,100, 000 5, 880, 000 2, 650, 000 18,400,000 3, 600, 000 682, 000 26, 300, 000 15, 500, 000 13, 200, 000 27, 500, 000 3,990,000 2, 240, 000 331, 000 4, 260, 000 4, 400, 000 15, 400, 000 27, 900, 000 2, 970, 000 34, 700 2, 840, 000 -11, 000, 000 4, 500, 000 -3, 900, 000 -9, 400, 000 1, 880, 000 409, 000 18, 000, 000 -140, 000 -13, 000, 000 • Dollars are leaving -floating out of -the Washington Trade Area in different retail categories like: Gene Food & Beverage Stores, Clothing and Clothing & Accessories, Electronic & Appliance Stores. General represents the highest opportunity category with 18 million dollars leaving the community annually. Oth~ represent modest levels of float consistent with stores that are small/boutique in scale. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-4 - Retail Float by Store type -Washington Community Washington Community Pe Motor Vehicle & Parts Dealers Furniture & Home Furnishings Stores Electronics & Appliance Stores Building Material, Garden Equipment & Supply Dealers Food & Beverage Stores Health & Personal Care Stores Gasoline Stations Clothing & Clothing Accessories Stores Sporting Goods, Hobby, Book, & Music Stores General Merchandise Stores Miscellaneous Store Retailers Foodservice & Drinking Places 4, 260, 000 214, 000 4, 050, 000 445, 000 0 445, 000 494, 000 119, 000 376, 000 1, 680, 000 26,100, 000 -24, 000, 000 n/~ 2, 910, 000 2, 440, 000 467, 000 1, 250, 000 0 1, 250, 000 2,600,000 19,400,000 -17,000,000 n/~ 836, 000 0 836, 000 371, 000 232, 000 139, 000 2, 550, 000 829, 000 1, 720, 000 576, 000 598, 000 -22, 000 n/~ 2, 280, 000 4, 850, 000 -2, 600, 000 n/~ Source: Claritas 2007 • The Washington Community, in part due to its relatively small size, does not show substantial developm based on retail float calculations. In most cases, the neighborhood is served, in terms of volume/quantit present in the neighborhood. If the neighborhood feels underserved in particular retail categories, additi research of the quality of existing retailers would be needed. These numbers suggest the best path to ~ through upgrading/rehabbing existing retail merchandise and service offerings. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-5 - Adjusted Float by Store Type -Washington Trade Area Washington Trade Area ~ Gasoline Stations Health & Personal Care Stores Building Material, Garden Equipment & Supply Dealers General Merchandise Stores Miscellaneous Store Retailers Electronics & Appliance Stores Sporting Goods, Hobby, Book, & Music Stores Furniture & Home Furnishings Stores Clothing & Clothing Accessories Stores Food & Beverage Stores (Grocery Stores) Foodservice & Drinking Places (Restaurants, Bars) Source: Claritas 2007 18,100,000 27,500,000 -9,400,000 -21,000,000 9,330,000 13,200,000 -3,900,000 -6,300,000 15,700,000 26,300,000 -11,000,000 -17,000,000 18,400,000 331,000 18,000,000 17,700,000 4,260,000 4,400,000 -140,000 -370,000 3,520,000 682,000 2,840,000 2,490,000 2,650,000 2,240,000 409,000 -110,000 3,630,000 3,600,000 34,700 -200,000 5,880,000 3,990,000 1,880,000 1,750,000 20,000,000 15,500,000 4,500,000 -870,000 15,400,000 27,900,000 -13,000,000 -18,000,000 • Adjusted Float takes into account the competition 2.5 miles around the study area based on the size of t distance of the store from the trade area. When the numbers in the adjusted float category are positive, statement as the numbers are derived from a conservative calculation (conservative because it account; • Even when accounting for competition, the Washington Trade Area is underserved for General Merchar Examples of potential General Merchandise Stores based on the adjusted float and estimated square fo Marshalls, Big Lots, Stein Mart, The Salvation Army, and Tuesday Morning. • Most other categories show that the surrounding market is serving the neighborhood. New stores in mo have to do well with both a local and an expanded customer base from outside the neighborhood. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-6 - Adjusted Float by Store Type -Washington Community Washington Community ~ Gasoline Stations Health & Personal Care Stores Building Material, Garden Equipment & Supply Dealers General Merchandise Stores Miscellaneous Store Retailers Electronics & Appliance Stores Sporting Goods, Hobby, Book, & Music Stores Furniture & Home Furnishings Stores Clothing & Clothing Accessories Stores Food & Beverage Stores (Grocery Stores) Foodservice & Drinking Places (Restaurants, Bars) Source: Claritas 2007 2,600,000 19,400,000 -17,000,000 -19,000,00 1,250,000 0 1,250,000 10,40 1,680,000 26,100,000 -24,000,000 -25,000,00 2,550,000 829,000 1,720,000 1,720,00 576,000 598,000 -22,000 -160,00 494,000 119,000 376,000 304,00 371,000 232,000 139,000 -160,00 445,000 0 445,000 222,00 836,000 0 836,000 400,00 2,910,000 2,440,000 467,000 -2,200,00 2,280,000 4,850,000 -2,600,000 -3,900,00 • Again, as a small area that does not necessarily reflect a natural trade area or market area, it is not surd when accounting for competition there are few opportunities for new stores based on these float number 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-7 - Service Sector Gap Analysis -Washington Trade Area Households Add NAICS Dubuque Washington Pote Automotive Body, Paint, and Interior Repair and Maintenance 811121 0.69 0.21 0.49 Veterinary Services 541940 0.39 0.21 0.18 Exterminating and Pest Control Services 561710 0.11 0.00 0.11 Other Accounting Services 541219 0.11 0.00 0.11 Nail Salons 812113 0.11 0.00 0.11 Landscaping Services 561730 0.50 0.41 0.09 Telecommunications Resellers 517310 0.08 0.00 0.08 Travel Agencies 561510 0.08 0.00 0.08 Passenger Car Rental 532111 0.08 0.00 0.08 Other Personal and Household Goods Repair and Maintenance 811490 0.08 0.00 0.08 Motion Picture Theaters (except Drive-Ins) 512131 0.08 0.00 0.08 Automotive Glass Replacement Shops 811122 0.06 0.00 0.06 All Other Amusement and Recreation Industries 713990 0.06 0.00 0.06 Diet and Weight Reducing Centers 812191 0.06 0.00 0.06 Home and Garden Equipment Repair and Maintenance 811411 0.03 0.00 0.03 Data Processing, Hosting, and Related Services 518210 0.03 0.00 0.03 Consumer Electronics Repair and Maintenance 811211 0.03 0.00 0.03 Musical Groups and Artists 711130 0.03 0.00 0.03 Pet Care (except Veterinary) Services 812910 0.03 0.00 0.03 All Other Consumer Goods Rental 532299 0.03 0.00 0.03 Source: Claritas 2007 • Service sector (business) spaces complement retail and are part of a healthy commercial corridor. This the service sector categories that have potential for expansion in the Washington Trade Area. Only catE potential are included. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-8 - Demographics and Income - Median Income Median Income $50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 $46,754 Dubuque MSA Washington Trade Area Source: Claritas 2007, LISC Metro Edge metrics Washington Community • Median income in the Washington Trade Area and Washington Community are both below the Dubuq~ median income. Median income is a measure commonly used by retailers to measure potential. 1 N LaSalle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-9 - Demographics and Income -Middle Income Household Density Middle Income Households per Square Mile (Household Income between 50-75K) 600 500 400 300 200 100 13 0 Dubuque MSA Washington Trade Area Washington Community Source: Claritas 2007, LISC MetroEdge metrics a Dubin D Wash ® Wash • The Washington Trade Area and the Washington Community have 32 and 38 times the number of midd households per square mile than a typical square mile in the Dubuque MSA. This serves to emphasize most dense within its City limits, providing retailers with the closest proximity to its customers. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-10- Demographics and Income - Middle and Upper Middle Income Household Density 900 800 700 600 500 400 300 200 100 27 0 ~~ Dubuque MSA Source: Claritas 2007, LISC Metro Edge metrics Middle to Upper Income Households per Square Mile (Household Income 50K and above) Washington Trade Area Washington Community D Dub © Way p Way • High concentrations of middle and upper income households (50k and above) are evident in the Washington ~ Area and Washington Community. This is particularly important as this is an income group that retailers want 1 N LaSalle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-11 - Demographics and Income -Concentrated Buying Power Concentrated Buying Power(Millions of Dollars per Square Mile) 140 120 100 80 60 40 20 0 $2.5 Dubuque MSA Source: Claritas 2007, LISC MetroEdge metrics $76.8 Washington Trade Area Washington Community D Dut ~ Wa ®Wa • The Washington Community and Washington Trade Area have good buying power. Atypical square mi IL, has $85 million dollars of buying power per square mile -less than the buying power of the Washing Concentrated Buying Power is potential dollars available to be spent by consumers who live in the study mile. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-12- Demographics and Income -Income Diversity Household Annual Income Distribution 2007 35% 30% N 0 25% L N '0 20% w ~ 15% O i+ ~ 10% L LL 5% 0% Source: Claritas 2007, LISC MetroEdge metrics ~ Dubuque MSA p Washington Tr. ^ Washington Co • A third of the households in the Washington Community are middle income and 37% of the households Trade Area are in this same income bracket. The Washington Neighborhood has a solid middle-income attractive to retailers and investors and is a strong signal to outsiders that the income strength in the nei and as trends demonstrate growth. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-13 - Less than $15,000 to $25,000 to $35,000 to $50,000 to $75,000 to $100,000 to $150,000 $15,000 $24,999 $34,999 $50,000 $75,000 $100,000 $150,000 plus Demographics and Income -Race and Ethnicity Race and Ethnic Distribution 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Asian Black White Source: Claritas 2007, LISC MetroEdge Metrics -~ ~-i Hispanic Other e Dubuque MSA ^ Washington Trade Area p Washington Community • The Dubuque Community is predominately white but it has a higher percentage of Hispanics 9% and BI. the other two comparison areas. These numbers contrast sharply to the Dubuque MSA which only has ' Hispanic population. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-14- Demographics and Income -Age Distribution Washington Community Age Distribution for the Washington Communtiy 400 350 300 250 200 150 -- 100 - 50 - - - 0- T ~ ^ 1990 ^ 2000 ^ 2007 T °~ O ~~` ~'~ `LO `LDS 3~` p`D~ p~ ~~` ~~ ~o~` 1~` `bD~ ~~5 ~ ~ ~ ~ ~ 3 D~ ~ h ~o O 1 O Source: Claritas 2007 • The Washington Community shows the largest numbers of people between the ages of 25 and 44. The seem to be aging, which indicates they might be leaving the community as they age or, at the very least choosing to live in the neighborhood. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-15 - Demographics and Income -Age Distribution Washington Trade Area Age Distribution in the Washington Trade Area 2500 2000 1500 1000 500 - 0- ~~~~~~ D 1990 ^ 2000 D 2007 ~- - O'` h'` O'~° h'~° O'~° ,~'~° h'~° h'~° h'~° O'~° ~'~° O'~° h'~° h'~° hQ -~ -~ -~ `L `L 3 D~ h h ~o co '` `b Source: Claritas 2007 • The Washington Trade Area has a more even distribution of the population than the Washington Comm age 25 to 44 are still the predominant group, there is a stronger presence of children and senior citizens 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-16- Demographics and Income -Age Distribution Dubuque MSA Age Distribution in Dubuque MSA 16000 14000 12000 10000 8000 6000 - 4000 - 2000 - 0- 0 0 '`~ '`1 `LO `LDS 3~` D~~` DO h~` h0 ODD 1~` `bD~ `~5 ~ ~ ~ ~ ~ 3 D~ ~ h ~o ~0 1 O Source: Claritas 2007 D 1990 ^ 2000 ~ 2007 The number of people that live in the Dubuque MSA has increased slightly with the strongest growth in the 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-17- Demographics and Income -Educational Attainment Washington Community Educational Attainment in the Washington Community Area 600 500 400 300 200 100 -~ 0 r"~ a° o°~ °o~ d,° °o °.~5 ~°° ~°° ~°° Source: Claritas 2007 D 2( ^ 2( • Educational attainment has remained constant in the Washington Community Area, with the majority of finishing high school. The reduction we see from 2000 to 2007 mirrors the loss in population. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-18- Demographics and Income -Educational Attainment Washington Trade Area 4000 3500 - 3000 - 2500 2000 1500 1000 500 - 0 Educational Attai nment i n the Washington Trade Area P'~ ~ ~ T CAP' p°` p°` Oj~' Q~~' °~~ .~Q,e' .~~~' ,~Q,Q' ~rd'~ r~~r r~Gr °°``o a°~ °r°` a°~ ~a°~ a°~ ~. ~° P~5 ~` Q~°~ Oo Source: Claritas 2007 • The educational attainment most commonly achieved in the Washington Trade Area is high school. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com -A-19- Demographics and Income -Educational Attainment Dubuque MSA 30000 25000 20000 15000 10000 5000 0 -~ Educational Attainment in the Dubuque MSA 7 ~, ~^,~, ~r~' r~G ~~' ~p'~ Source: Claritas 2007 0 2000 ^ 2007 • The Dubuque MSA has a notable number of residents with bachelors and masters degree, yet most res a high school level education. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com ~~ G° a~ Gr a~ ~~ ~~ ~ o~~ `~~~ ~~ ~~~~ ova ta~~ GJ S~GG ~~5 O~~g~ OG,`O Q~ Q'C Q - A-20 - Demographics and Income -Home Ownership Washington Community & Washin Home Ownership Rate in the Washington Community 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Owner Occupied Renter Occupied Source: Claritas 2007, LISC MetroEdge Metrics e 1990 ^ 2000 ^ 2007 • Home OwnershiK Area is strong wii households' own Community has occupied homes 55.00% 50.00% 45.00% 40.00% 35.00% 30.00% Home Ownership Rate in the Washington Trade Area 0 1990 ^ 2000 ^ 2007 • The average hou Washington Corr • The average hou Washington Trad • The total number Washington Corr • The total number Washington Trad Owner Occupied Renter Occupied Source: Claritas 2007, LISC MetroEdge Metrics 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-21 - Demographics and Income -Home Ownership Dubuque MSA Home Ownership Rate in the Dubuque MSA so°io 70% 60% 50% 40% 30% 20% 10% 0% D 1990 ^ 2000 D 2007 Owner Occupied Renter Occupied Source: Claritas 2007, LISC MetroEdge Metrics • The home ownership rate in the Dubuque MSA is about 75%. • The average household size in the Dubuque MSA is 2.42 • The total number of households in the Dubuque MSA is 36,155. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-22 - Demographics and Income -Household Type Family and Single Person Households 80% 70% 60% 50% 40% 30% 20% 10% 0% Family Households Single Person Households Source: Claritas 2007, LISC MetroEdge Metrics 0 Dubuque MSA ^ Whashington Trade Area p Washington Community • The Dubuque MSA is comprised primarily of Family Households; in contrast the Washington Community divided between Single Person Households and Family Households. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-23 - Income and Demographic Trends -Population Population Trend Population 1990 Population 2000 Population ; Washington Community 1,949 1,865 Change 1990 - 2000 Change 2000 - 2007 Change 199 Washington Community -4.31 -11.3% • The population has decreased in both the Washington Trade Area and the Washington Community. A K for this is that age distribution data shows no substantial increase in the older population, which suggesl households get older they are leaving the neighborhood and either not being replaced or are being reply person or smaller family households that might not have children. In contrast the Dubuque MSA has se population growth. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-24 - Income and Demographic Trends -Median Income Median Income Trend Median Income 1990 Median Income 2000 Median Incor Washington Community 13,798 23,652 Change 1990 - 2000 Change 2000 - 2007 Change 1990 Washington Community 71.4% 16.9% • The Washington Community has seen a 100% in~~Case in median income since 1990. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-25 - Income and Demographic Trends -Middle Income Household Density Middle Income Household Trend (btw $50k and $75k) Middle Income Middle Income Middle Incor HHs 1990 HHs 2000 HHs 2007 Washington Community 12 60 Change 1990 - 2000 Change 2000 - 2007 Change 199( Washington Community 392.9% 42.9% • Income changes are evident in this chart as the increase in the Washington Community and the Washin astonishing. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-26 - Income and Demographic Trends -Middle and Upper Middle Household Income [ Middle to Upper Income Households Trend ($50k and above) nge ~ yyU -LUUU (.nange LUUU - LUU/ (.nange ~ yyl Washington Community 457.9% 45.7% • Middle to Upper Middle Income Households have increased in the Washington Trade Area and the Was at rates higher than the MSA since 1990. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com Cha - A-27 - Middle to Upper Middle to Upper Middle to UI Income HHs 1990 Income HHs 2000 Income HHs Home Mortgage Disclosure Act -New Purchase Loans HMDA 2006 New Purchase Loans per 1,000 Households 60.0 50.0 40.0 30.0 52.05 20.0 10.0 0.0 32.00 Dubuque MSA Washington Trade Washington Area Community Source: Home Mort~a~e Disclosure Act (HMDA) 2006, LISC MetroEd~e metrics D Dubuque ~ Washins Area p Washint • Home eviden investr area. Area a fewer I the M; not far thougr renter: in the ' 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-28 - Home Mortgage Disclosure Act -Multi-family Loans HMDA 2006 Multi-family Loans per 1,000 Households 1.0 p Dubuque MSA p Washington Try Area p Washington Community • Multi-fami 0.33 0.39 trade area 0.30 ~ reflects th of new m~ 0.0 ~ ~ each tradE Dubuque MSA Washington Trade Washington Area Community Source: Home Mortgage Disclosure Act (HMDA) 2006, LISC MetroEdge metrics 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-29 - Home Mortgage Disclosure Act -Rehabilitation Loans HMDA 2006 Rehab Loans per 1,000 Households 6 5 4 3 6.3 2 3.6 3.9 1 o Dubuque MSA Washington Trade Area Washington Community Source: Home Mortgage Disclosure Act (HMDA) 2006, LISC MetroEdge metrics ~ Dubuque M~ ~ Washington p Washington • Rehah demor are ins their it Washi a lowe investr 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-30 - Home Mortgage Disclosure Act - New Purchase Loan Trends New Purchase Loans, 1996-2006 z8 21 19 16 ~ 15 0 14 14 a 0 1996 1997 1998 1999 2000 2001 25 25 25 19 18 2002 2003 2004 2005 2006 Source: Home Mortgage Disclosure Act 1996-2006, ^ Washington Community LOanS LISC Metro Edge metrics New Purchase Loans, 1996-2006 z,ooo 1,800 1,600 1,400 1,200 O ~ 1,000 3 ~ 800 600 400 200 0 1,827 ''~J 1,443 1.336 1,190 ~'~~~ 1,179 _ 1,145 I,VOO 34 26 60 46 46 ~ 94 17 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 ^ Dubuque MSA Loans Source: Home Mortgage Disclosure Act 1996-2006, LISC Metro Edge metrics D Washington Trade Area Loans • New home purchase on the rise in each of areas. 1 N LaSalle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-31 - Home Mortgage Disclosure Act -Rehabilitation Loan Trends Rehab Loans, 1996-2006 10 ~ 5 0 ~ ~ 4 4 ~ 3 3 3 3 3 2 2 2 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Source: Home Mortgage Disclosure Act 1 996-2006, ~ Washington Community Loans LISC Metro Edge metrics Rehab Loans, 1996-2006 64a 362 c r6 O 324 0 u 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Source: Home Mortgage Disclosure Act 1996-2006, ^ Dubuque MSA LOanS LISC Metro Edge metrics o Washington Trade Area Loans • Rehab log consistent Washingtc the Washl 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-32 - Methodology This Report reflects a first stage of exploration that is data based. Sources and limitations of the core data as v the analytic methodology are provided below. Broadly, it should be noted that data-based analysis provides a ~ -and offers the benefits that it can uncover less obvious opportunities, compare multiple, large geographies, ar quickly and inexpensively -but it must be applied judiciously and in context. We use national and local datasets understand the area of study, our national datasets include Claritas and Home Mortgage Disclosure Act (HMDP vary depending on the availability. Claritas a national demographic data provider -which uses census informatl widely used by retailers. HMDA is loan information that helps inform the investment activity in a given area. All c certain limitations, and some important characteristics of retail markets cannot be captured by secondary data. important to understand how to use and interpret the data appropriately and to complement it with other types c A. Demand Demand is the measure of potential dollars available to be spent in retail stores by the consumers in an area. l derived from the Retail Trade Potential database. The Census of Retail Trade is the basis of this information. F type are correlated with demographic characteristics to develop estimates of expenditures by store type. The C particular geography is estimated by identifying the demographic characteristics of the area, then extrapolating expenditure patterns for those demographics and updating these estimates for the current year. This procedurc of potential spending by store type for residents in a given geography. These models and resulting spending e: imperfect, particularly for inner-city areas, and tend to underestimate Demand for those areas. They are nevert available for present purposes, and -keeping in mind their limitations -can be reasonably reliably used to con: strength or spending potential of geographies. B. Supply Retailers, of course, are interested not only in the Demand of a neighborhood, but also in the competition - horn potential is not met locally? The second variable, Retail Supply, provides an estimate of the dollar amount of ac store type. These estimates are also based on the Census of Retail Trade. It should also be noted that the Cer as well as current business databases, may tend to undercount smaller and informal economy business activity procedure may also underestimated total retail sales in a given geography. To help make the data more accura is revised and businesses are added or eliminated to help keep the supply number as current and true as posse geography. These datasets, however, are the best available data and quite reliable for the purpose of determine 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-33 - C. Retail Float Retail Float is a simple, yet powerful, metric that measures the amount of unmet retail opportunity in a geograpl Float is the difference between Demand and Supply: it is an indicator of how much residents of an area spend t by actual sales by stores in the area. This methodology tends to produce a conservative estimate of float (i.e., ii underestimate float, providing a minimum or lower boundary of the likely amount of float) because stores sell to neighborhood as well. Most neighborhoods have positive float, because certain types of goods and services ar purchased in the neighborhood. For example, you would not find major appliance stores in most neighborhood also some cases were you can find negative float, because there can be a saturation of the market in a certain community is a destination for certain types of retail. For example, clothing stores tend to cluster as customers these goods. D. Adjusted Float Adjusted Float provides a measure of the extent of competition for the unmet demand in the neighborhood: horn is, in fact, met by stores nearby? In other words, if there are stores outside the boundaries of the neighborhood likely include some of the households inside the neighborhood, the Float from those households is really not un it is presumably satisfied nearby. We call this "Adju subtract it from the overall Float, to adjust the estin potential to account for nearby competition. Method: • Estimate demand met by nearby establishn the proximity to the target area and size of ~ establishment • Adjust float by subtracting demand satisfiec Figure 1: Retail Float Adjustment (Adjusted Flc 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-34 - G. Glossary of Float Categories: Float: Motor Vehicle & Parts Dealers Industries in the Motor Vehicle and Parts Dealers subsector retail motor vehicles and parts from fixed pc Establishments in this subsector typically operate from a showroom and/or an open lot where the vehicles display of vehicles and the related parts require little by way of display equipment. The personnel generally in and sales support staff familiar with the requirements for registering and financing a vehicle as well as a staff mechanics trained to provide repair and maintenance services for the vehicles. Specific industries have b subsector to identify the type of vehicle being retailed. Sales of capital or durable nonconsumer goods, such as medium and heavy-duty trucks, are always includes These goods are virtually never sold through retail methods. Float: Furniture and Home Furnishings Stores Industries in the Furniture and Home Furnishings Stores subsector retail new furniture and home furnishings frc locations. Establishments in this subsector usually operate from showrooms and have substantial areas for the products. Many offer interior decorating services in addition to the sale of products. Float: Electronics and Appliance Stores Industries in the Electronics and Appliance Stores subsector retail new electronics and appliances from pc Establishments in this subsector often operate from locations that have special provisions for floor displs electrical capacity to accommodate the proper demonstration of the products. The staff includes sales personr the characteristics and warranties of the line of goods retailed and may also include trained repair per maintenance and repair of the electronic equipment and appliances. The classifications within this subsector on the type of product and knowledge required to operate each type of store. Float: Building Material and Garden Equipment and Supplies Dealers Industries in the Building Material and Garden Equipment and Supplies Dealers subsector retail new building equipment and supplies from fixed point-of-sale locations. Establishments in this subsector have display eq handle lumber and related products and garden equipment and supplies that may be kept either indoors or out areas. The staff is usually knowledgeable in the use of the specific products being retailed in the cons maintenance of the home and associated grounds. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-35 - Float: Food and Beverage Stores Industries in the Food and Beverage Stores subsector usually retail food and beverages merchandise fror locations. Establishments in this subsector have special equipment (e.g., freezers, refrigerated display cas displaying food and beverage goods. They have staff trained in the processing of food products to guarantee and sanitary conditions required by regulatory authority. Float: Health and Personal Care Stores Industries in the Health and Personal Care Stores subsector retail health and personal care merchandise fro locations. Establishments in this subsector are characterized principally by the products they retail, and some care stores may have specialized staff trained in dealing with the products. Staff may include pharmacists, professionals engaged in retailing, advising customers, and/or fitting the product sold to the customer's needs. Float: Gasoline Stations Industries in the Gasoline Stations subsector group establishments retailing automotive fuels (e.g., gasoline, and automotive oils and retailing these products in combination with convenience store items. These E specialized equipment for the storage and dispensing of automotive fuels. Float: Clothing and Clothing Accessories Stores Industries in the Clothing and Clothing Accessories Stores subsector retailing new clothing and clothing acce from fixed point-of-sale locations. Establishments in this subsector have similar display equipment and staff tf• regarding fashion trends and the proper match of styles, colors, and combinations of clothing and accessories and tastes of the customer. Float: Sporting Goods, Hobby, Book, and Music Stores Industries in the Sporting Goods, Hobby, Book, and Music Stores subsector are engaged in retailing and provic of sporting equipment or other specific leisure activities, such as needlework and musical instruments. B included in this subsector. Float: General Merchandise Stores Industries in the General Merchandise Stores subsector retail new general merchandise from fixed po Establishments in this subsector are unique in that they have the equipment and staff capable of retailing a I~ from a single location. This includes a variety of display equipment and staff trained to provide informatic products. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-36 - Float: Miscellaneous Store Retailers Industries in the Miscellaneous Store Retailers subsector retail merchandise from fixed point-of-sale locations motor vehicles and parts; new furniture and house furnishings; new appliances and electronic products; new b~ garden equipment and supplies; food and beverages; health and personal care goods; gasoline; new clothing new sporting goods, hobby goods, books, and music). Establishments in this subsector include stores with u like florists, used merchandise stores, and pet and pet supply stores as well as other store retailers. Float: Food Services and Drinking Places Industries in the Food Services and Drinking Places subsector prepare meals, snacks, and beverages tc immediate on-premises and off-premises consumption. There is a wide range of establishments in these indu food and drink only; while others provide various combinations of seating space, waiter/waitress services and such as limited entertainment. The industries in the subsector are grouped based on the type and level of se industry groups are full-service restaurants; limited-service eating places; special food services, such as food caterers, and mobile food services; and drinking places. Food services and drink activities at hotels and motels; amusement parks, theaters, casinos, country clubs, am facilities; and civic and social organizations are included in this subsector only if these services are prop establishment primarily engaged in providing food and beverage services. 1 N La Salle St.,12~' Floor, Chicago, IL 60602 • Phone: 866-828-1599 • www.metro-edge.com - A-37 - DUBUQUE RETAIL POTENTIAL MAx~1 ANALYSIS Variables & Metrics ~ Definitions Area defined by physical and/or sociological boundaries that determines the target market for the retail types evaluated for a specific site or retail corridor. This area often differs from Trade Area political, community, or service area boundaries. MetroEdge Demand Supply Float Float as a Percentage of Demand A measure of potential dollars available to be spent in retail stores by the consumers who live in the study area. Total dollar amount of actual retail sales for the retail category under analysis Claritas Busine Calculations Claritas Busine Retail Trade 2( Calculations Measure of the amount of unmet retail opportunity in the study area, and is calculated as the difference between buying power (demand) and retail sales (supply). MetroEdge Cal Percentage of demand that is met outside the study area MetroEdge Cal Adjusts float for the amount that is captured by establishments Claritas Busine immediately outside of the target area. Adjusted Float is Business Facts Adjusted Float subtracted from overall Float. Calculations Estimated total additional amount of square footage available in the study area for retail development. These figures are based on adjusted float, which is a more conservative estimate of Estimated Square Footage float. ICSC 2007 Me' Estimated gap in the number of service sector establishments in the study area by category. The gap is calculated based on Service Sector Gap (number of the average number of establishments per 1,000 households in MetroEdge Cal establishments) the county Facts 2007 Bu in Power y g Potential dollars available to be spent by the consumers who Claritas Busine Buying Power live in the study area. Potential, Meta Concentration of Buvina Power Population Potential dollars available to be spent by consumers who live the studv area per sauare mile Population count for the study area ~~ November 2008 - A-38 - MetroE~lv~E Claritas Busine Potential. Meta Claritas Popul~ 2000 DUBUQUE RETAIL POTENTIAL MAx~1 ANALYSIS Households Household count for the study area. Median Household Income Median annual Household Income Total number of households with annual household income Total Middle Income Households between $50K and $75K Total number of households with annual household income Concentrated Middle Income between $50K and $75K, per square mile Total Middle to Upper Middle Income Total number of households with household income $50K and Households above Concentrated Middle to Upper Middle Income Households New Purchase Loans Rehab Loans Refinance Loans Total number of households with annual household income $50K and above, per square mile Home Mortgage Disclosure Act Loans. Number of new purchase loans related to housing for a period of time in an area. Home Mortgage Disclosure Act Loans. Number of rehab loans related to housing for a period of time in an area. Home Mortgage Disclosure Act Loans. Number of Refinance loans related to housing for a period of time in an area. Claritas Popul~ 2000 Claritas Popul~ 2000 Claritas Popul~ 2000 Claritas Popul~ 2000 Claritas Popul~ 2000 Claritas Popul~ 2000 Council 1993-2 Calculations Federal Financ Council 1993-2 Calculations Federal Financ Council 1993-2 Calculations ~~ November 2008 - A-39 - MetroE~lv~E Community Assessment & Revitalization Strategies Below are best practice program examples for the Families, Youth, and Education strategy area. Key Issue/Strategy Areas include: ^ Expand transportation options to programs ^ Expand youth activities (limited number of to programs; lack of interest) ^ Enhance neighborhood communications to ensure knowledge and awareness of programs ^ Encourage greater parent/adult involvement (especially with youth/children programming) For each of the key issue areas identified above, below is a preliminary list of potential strategies that should be considered by the residents and stakeholders engaged in improving the quality-of-life in the Washington Neighborhood. Accessibility Strategy #I: Expand transportation options to programs and activities serving the neighborhood. Best Practice Program Examples: ^ City of San Jose Senior Transportation Program o Includes a youth component for after school o Established in 2005, this program initially focused services on low-income seniors, and limited most travel to primarily "basic needs" destinations (medical appointments, grocery shopping, nutrition program trips, etc.), but has since expanded to include all county seniors, and also provides rides to church, visit friends, attend social events, etc. (Public/private funding) o httD://seniorrides.org/?a=node/2 and httD://seniorrides.org/?a=node/26 Minneapolis "Youth Are Here" o Bus circulator throughout the summer provides free rides to kids to a variety of locations where activities are taking place. httD://www.vcb.org/YouthRHereBus.as~ St. Paul After School Bus Circulator (east side area) o Free bus services stops at schools and takes kids to different stops including recreation centers, libraries and other places, such as the YMCA, where kids could take part in productive activities. o httD://www.startribune.com/local/st~aul/33477384.html Joliet Quality of Life Plan o This plan proposes, among a variety of other transportation proposals, a circulator to run from the downtown to 4 or 5 certain points in the neighborhood, in an effort to provide better connections to a somewhat limited public transit system. o httD://www.citvofioliet.info/documents/FuIlTextl I-05-07 OOO.~df Washington Neighborhood Plan - City of Dubuque IA - B-1 - Community Assessment & Revitalization Strategies Youth Activities/Involvement Strategy #2: Expand youth activities that meet the interests and needs of children of all ages and keep them engaged and active. Best Practices Program Examples: ^ Joliet Quality of Life Plan o Building on the existing network of local resources already providing programs for youth, the Joliet plan is two-pronged. First it focuses on identifying and developing youth leaders that will then influence others in the community. Next, it discusses the importance of working with existing organizations that provide services for youth, coordinating services and programs. One of the first items on their agenda is proposed to be a survey in order to solicit feedback regarding: o Accessibility of youth programs o Areas of interest o Concerns they believe have not been addressed o Potential strategies for engaging more youth in the community o httD://www.citvofioliet.info/documents/FuIlTextl I-05-07 OOO.~df ^ Summerfield Youth Council o This non profit organization offers opportunities for the youth in the Northwest Guilford Area to make a difference in our community. The SYC focuses on developing future leaders, organizing local activities, increasing civic awareness and beautifying our community. The SYC is also very community service oriented and sponsors several events throughout the year for this purpose. Membership is open to children from 2nd through 12~" grades. Included on the SYC's board are adult leaders. o httD://www.summerfieldvouthcouncil.com/aboutus.htm ^ Greensboro Youth Council o The council plans activities directed towards kids, provides service to existing city programs, and builds leadership with participating youth. o httD://www.greensboro-nc.gov/Departments/Parks/programs/gvc/ Neighborhood Communication Strategy #3: Enhance neighborhood communications to ensure residents are aware of programs. Best Practice Program Examples: ^ Edgewood Borough Newsletter and Community Calendar o This organized neighborhood just outside of Pittsburgh, PA provides a monthly newsletter with a detailed calendar near the back of each issue (including a reminder for the next newsletter deadline!) The newsletter is distributed to members in the community and is also available online. There is one contact person who is responsible for taking calls/receiving emails about calendar items. o httD://www.edgewood.~gh.~a.us/Downloads/newsletters/ENL200811.~df ^ Partnership Park News o The Partnership Park Downtown Neighborhood Association located in Jackson, MI has a newsletter and simpler version of a calendar of events on the last page, which shows that you don't have to "be fancy" to provide useful information to the neighborhood. o httD://www.virtualca~.org/crosContent/files/PPDNA Newsletter I -07.~df Washington Neighborhood Plan - City of Dubuque IA - B-2 - Community Assessment & Revitalization Strategies Citizen Involvement Strategy #4: Encourage greater parent/adult involvement in the community, particularly with youth activities. Best Practice Program Examples: ^ Bagley Housing Association o Bagley Housing Association (BHA) is a CDC in Southwest Detroit that grew out of a concern for the revitalization of this inner city neighborhood in the mid 1990s. An established church (St. Anne's) was prominent in developing a neighborhood revitalization plan that outlined its chief concerns as improving the quality of its housing stock and attracting commercial development. Once a detailed mission and plan were achieved, start-up funds were received from the Detroit Funders Collaborative and the Local Initiatives Support Corporation (LISC) to form a nonprofit CDC to carry out the implementation of the plan and spur long term community planning and involvement. o httD://baglevhousing.com/ ^ Unity CDC o Unity CDC is a newly establish nonprofit agency established in Joliet, IL whose sole mission is to implement the Quality of Life Plan. In fact, the formation of a CDC for this exact purpose was recommended within the plan. Unity CDC's recently formed board of directors is comprised of swell-thought out mix of stakeholders that includes neighborhood residents, important local institutions, and representatives from integral city departments. o httD://www.unitvcdc.org/ ^ Portland Impact o This mentor program is directed at children ages 6 through 16 in the northeast and southeast sections of Portland. Mentors/mentees meet each week and "engage in mutually interesting activities such as sports, games, reading, arts & crafts, and community service projects." It was recently reported that 97% of the mentored students reported having a mentor improved their interest in school; and that 81 % of their parents reported improved behavior or school performance. o httD://www.~ortlandim~act.org/mentoring/index.htm ^ College Mentors for Kids Inc. o College Mentors for Kids Inc is anon-profit organization that currently operates primarily in Indiana and has grown to include Illinois. Mentor relationships between college students and children encourage "shared experiences on campuses and in communities." "Buddy pairs" meet weekly throughout the school year and "children explore new opportunities and begin to develop a larger sense of the world and their place in it." This program or something similar could be developed with one or all of the local colleges, especially so with majors/disciplines closely linked to this kind of work, such as education or social work. o httD://www.collegementors.org/default.as~ o httD://www.collegementors.org/StartACha~ter.as~ o httD://www.usi.edu/MCC/mentors.as~ Washington Neighborhood Plan - City of Dubuque IA - B-3 - Community Assessment & Revitalization Strategies ^ After School Matters o In Chicago, After School Matters is a program that allows teens to "explore an interest and find your future" by working side-by-side with local experts in the fields of arts, sports, technology, communications and science, while earning a stipend. Marketable skills in today's workplace are learned. The organization itself focuses not just on the ongoing recruitment of participating teens, but the continual recruitment of participating agencies and instructors. o httD://www.afterschoolmatters.org/ ^ Railroad Street Youth Project o As part of their mentoring program in Berkshire County, MA, The Railroad Street Apprenticeship Program (RAP) has as its goal to match "the inspirations of young people to the resources of the community...and prepare them for the workplace." Opportunities in cosmetology, culinary arts, international business and other individual experiences help broaden students' horizons for thinking about what comes next after high school. o httD://www.rsv~.org/a~~renticeshi~.html ^ Subject-based after school after school apprenticeship programs: o After-School Education Apprenticeship Program (NYC students interested in working with children) o httD://www.tascor~.org/section/what we do/program su~~ort/vouth/a~~rentice o Youth Astronomy Apprenticeship Program (Boston/MIT area students) o httD://vaa.mit.edu/ ^ Afterschool Clearinghouse o Website that provides tools and resources for developing effective mentoring programs. o httD://www.mentoring.org/find resources/afterschool clearinghouse/ Washington Neighborhood Plan - City of Dubuque IA - B-4 - Community Assessment & Revitalization Strategies Other Potential Program Strategies The consensus of the CCC Task Force was that the neighborhood needs to: I) Get information to the people who need it, and 2) get them involved. Some issues that are of concern may include transportation, access to information, motivation and trust. Other program ideas generated from the CCC Task Forces include: Child Safety -Bicycle safety training ^ License/certificate of completion ^ Incentive to wear helmets (since kids who participate in PD program usually are found not wearing their helmets) Gardening brogram with kids ^ Establish a community garden ^ On green roofs in the Warehouse District Intramural Sborts ^ Establish programs target to youth ages 13 to 17 years Youth Feedback ^ Need alarge-scale effort to gather feedback from youth to define what are the things that they would like to see. Some members indicated that a lot of youth just want a little spending money; and access to transportation. Oben Gvm ^ Open Gym should be enhanced and better advertised and promoted ^ Need monitoring (by adults) so that more families are likely to participate ^ Provide activities for younger kids/older kids (e.g. arts and crafts) - may need to have different hours for different age groups Sborts Fair ^ Need a larger area to do a sports fair so that kids could learn about all kinds of sports. Sports they might not be aware of, like yoga; double-dutch (e.g. Double-Dutch demonstration/lessons) ^ Partner this event with information on nutrition Mentor Program for Young Adults ^ Adult involvement is necessary in order to encourage attend/participate in programs; adults could volunteer to work with people whose parents are unable to attend for a variety of reasons (e.g. Cub Scouts) ^ This could be expanded to include assistance with transportation and/or participation in other activities, like after school programs, sports, etc. Gaming_ Tournaments ^ Video games; cupstacking (it's really big right now); etc... lob Training ^ Including GED classes ^ Something located in the neighborhood Washington Neighborhood Plan - City of Dubuque IA - B-5 - Community Assessment & Revitalization Strategies From these potential program ideas the CCC Task Force identified two potential priority protects that should be pursued in the short and long term: Program #I: "Warm Summer Fun on Cold Winter Davs" The goal of this program is to foster connections by bringing the neighborhood together through greater parent involvement. The program could provide an open gym, expanded movie night, sports fair, and activities for all ages. "This is the one night each week that police would have fewer calls." There are a number of key players who are needed to help make this event a success: ^ Schools - Loras, UD, Clark ^ City/Leisure Services ^ Washington Neighborhood Association (WNA) ^ Various corporate sponsors ^ Prescott School Program #2: "Eat-n-Greet in Washington Neighborhood" The goal of this program is to provide an annual event in the neighborhood that attracts residents from the neighborhood and entire City by highlighting neighborhood restaurants and other businesses. Multiple sites would be involved (including Crescent Community Parking Lot; Orange Park; etc...), and fresh produce would be provided from local community gardens. The objective is to enhance community-building and breaking down barriers through awareness of local assets, and benefit local businesses. There are a number of key players who are needed to help make this event a success: ^ WNA ^ Crescent Community ^ Warehouse District ^ DB&T ^ Eagle ^ Walgreens ^ Mercy Pharmacy ^ Orange Park ^ Prescott and Audubon Schools ^ Dubuque Police Department ^ Multi Family Cultural Center ^ Local restaurants ^ Service stations Washington Neighborhood Plan - City of Dubuque IA - B-6 -