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Downtown Master Plan
City Hall plarming@cityof dubuque.org The Honorable Mayor and City Council City of Dubuque 50 W. 13"' Street Dubuque. IA 52001 RE: Downtown Dubuque Master Plan Dear Mayor and City Council Members: December 10, 2003 Introduction The Downtown Planning Committee, a subcommittee of the Long Range Planning Advisory Commission, is pleased to provide you with the Downtown Dubuque Master Plan. The Plan includes two binders: one for the Plan itself, and the other for the Appendix. Backqround In December 2001 the City Council adopted the Vision Downtown document as a community consensus for growth and development in the downtown area. In March 2002, the Council approved funds to create a Downtown Master Plan based on the vision. The Downtown Master Plan is being funded by the City of Dubuque, the Iowa Department of Economic Development, and private contributions. Other partners include Dubuque Main Street Ltd., Dubuque Area Chamber of Commerce, and Dubuque Initiatives. Discussion The Downtown Master Plan identifies general strategies and current conditions, catalyst opportunities, barriers to investment, and priority actions for each of the six elements based on Vision Downtown: -/ Commerce -/ Culture, Education and Entertainment -/ Historical Features ,/ Public Space and Open Areas ,/ Residential Living v' Transportation Service People Integrity Responsibility Irmovation Teamwork Downtown Dubuque Master Plan Page 2 The Downtown Planning Committee is holding a media conference concerning the Downtown Dubuque Master Plan. The event will begin at 10 a.m. on Friday, December 12 at the Five Flags Civic Center, Majestic Room. The media release is enclosed. City Council members are welcome and encouraged to attend. At the media conference, copies of the Downtown Master Plan and Appendices will be distributed to the media and to supporting stakeholders. The following approval process will be reviewed. At the City Council's January 5, 2004 work session, the Downtown Planning Committee and the principal consultant, Letand Consulting Group, will review the Downtown Master Plan, and then answer questions. The work session will begin at 5:00 p.m. The Downtown Master Plan and Appendices will be on display for public review and input at the Carnegie-Stout Public Library from January 5 - February 2, 2004. The Long Range Planning Advisory Commission will hold its required Public Hearing on the Downtown Master Plan on January 21, 2004 at 7:00 p.m. in the Library Auditorium. At the City Council's February 2, 2004, the Downtown Planning Committee will make a short presentation on the Downtown Master Plan at the Public Hearing required for adoption of the Plan. Requested Action At your December 15, 2003 meeting, the Downtown Planning Committee respectfully requests that the City Council set the Public Hearing on the Downtown Master Plan for February 2, 2004. Sincerely, David Wm. Rusk, Chairperson Downtown Planning Committee Enclosures pI~mx~ng~cit yo fdubuque.org Contact: Dave Rusk, Chairman Downtown Planning Committee 563/557-1914 Laura Carstens Planning Services Department City of Dubuque 563/5894210 MEDIA December 8, 2003 RELEASE Media Conference Scheduled for Downtown Master Plan The Downtown Planning Committee is holding a media conference concerning the Downtown Dubuque Master Plan. The event will begin at 10 a.m. on Friday, December 12 at the Five Flags Civic Center, Majestic Room. Media copies of the Plan will be available at the media conference. In December 2001, the City Council adopted the Vision Downtown document as a community consensus for growth and development in the downtown area. In March 2002, the Council approved funds to create a Downtown Master Plan based on the vision. The Downtown Master Plan identifies opportunities and implementation strategies for the Plan's six elements: Commerce; Culture, Education and Entertainment; Historical Features; Public Space and Open Areas; Residential Living; and Transportation. The Downtown Master Plan is being funded by the Iowa Department of Economic Development, the City of Dubuque, and private contributions. Other parmers include Dubuque Main Street Ltd., Dubuque Area Chamber of Commerce, and Dubuque Initiatives. For additional information, contact the Plamfing Services Department, City Hall, 589-4210, or visit the Planning Services section of the City website ar www.citvofdubuque.org. Service People Integrity Responsibility Innovation reamwork TABLE OF CONTENTS Downtown Dubuque Master Plan - Binder 1 Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9 Commeree Culture, Education & Entertainment Historical Features Public Space and Open Areas Residential Living Transportation Action Matrix/Final Framework Plan 8a~ General Strategies 8b. Commerce 8c. Culture, Education & Entertainment 8d. Historical Features Se. Public Space and Open Areas Bf. Residential Living 8g. Transportation Economic Tools & Strategies Glossary This project is sponsored in part by the Iowa Department of Economic Development. Downtown Dubuque Master Plan Dubuque, Iowa December 2003 SECTION OVERVIEW Project Mission Assist the client team with preparation of redevelopment strategies for Downtown which produces tangible results, and information which will lead to ceraful investment and a well-served market. Plan Approach To identify real projects for implementation and formulate strategies which capitalize on opportunities and overcome barriers in an effort to ready the environment for investment. During the Summer ol~ 2002, Leland Consulting Group (LCG), real estate strategists, SE/q, urban design and t~ansportation planning, MSA Professional Services, Inc. (MSA), community planning and public engagement, and Durcant Group, architecture and visualization (the LCG Team), was retained by the City of Dubuque (the City) to assist in preparing the Downtown Dubuque Master Plan. The purpose of this effort was to further the goals of Vision Downtown, a community-wide process that defined the futttre of Downtown Dubuque, and to outline a program for implementation. Project goals included: · Le/and Contulting Group Team, Downtown Strategists &Dedgners 1 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Growing stakeholder consensus and education Developing strategies for new investment and reinvestment Advancing the ~li~cnssion of Downtown redevelopment Promoting political support for removal o£ barriers and allocation of resources Creating a "place" for residents, employees, consumers and visitors Findings presented herein are based on a work program which included individual interviews with Downtown stakeholders, multiple focus groups, a Downtown Planning Committee (DPC) planning retreat, traveling exhibit questiotmaire, analysis of prevailing market conditions, identification of opporkordty sites for investment, preparation of demand estimates for various land use products, and examination of development economics. From this work, conclusious were drawn regarding Downtown's role in the community, investment opporttmities available to the market in the near- and mid-term, and barriers to investment. Recommended actions for change, along with guiding principles, provide the foundation for implementation of the plan. Economic development tools a map of select opportunity sites and concepts which could serve as catalysts for a stronger downtown neighborhood, are among the work produc~s which resulted ~rom this effort, all of which are described in the discussion contained herein. WHY INVEST DOWNTOWN It is an undisputed truth that a community's downtown is the barometer of its overall quality-of- life. Area-wide and local chamber of commerce executives, economic,d?,velopment specialists, and industrial recruiters have found time and again that projects are often won or lost based on one single criterion - the condition and economic health of a community's downtown. Employers have found that a vibrant downtown significantly increases their ability to attract and retain high ~l~lity employees - whether or not the business is located in downtown - thereby minimizing · Leland Consulting Group Tearm Downtown Strategistx &Designers 2 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 turnover and associated personnel costs. City officials have found that bond rating companies often include the economic prosperity of downtown as one criterion they consider whe~ determining a city's bond rating. According to the National Trust for Throughout the country, public and private entities are Historic Preservation, every dollar a community spends on downtown participating in the revitalization of their downtown revitalization brings in $~0 in new core. In a report prepared for the American Public investment. Power Association, several utility companies surveyed explained the basis for their participation in downtown enhancement efforts, citing the following:, a thriving downtown is a good rec~mitment tool for industry; downtown% enhancement stimulates the economy and adds jobs; economically, everyone benefits from a healthy downtown; a viable downtown irffrastructure is essential to economic development in the whole area; a better downtown increases tourism in the area; and, downtown is a good investment. Cities throughout the county who have undertaken similar efforts have found that benefits to the community are multi-faceted and multiplicative. Specifically, quality of life is enbanced, the number and diversity of job opporV, mities are increased, and dollars are invested. With this understanding and a commitment to the Downtown environment, the City of Dubuque initiated ]preparation of the following Downtown Dubuque Master Plan. REGIONAL CONTEXT Downtown Dubuque is the community's central commercial and business core. It is a multi- functional downtown with a range of residential, retail, restaurant, entertainment, business, office, education, banking and industrial uses. The service sector o£ the Downtown maintains a diverse mix of p~.,vgte sector, government, and institutional uses, while the retail sector focuses on entertainmant, restaurant and specialty businesses. Industrial uses Downtown area are primarily concentrated in the warehouse area and on the South Port. Housing in Downtown is widely dispersed around the perimeter of the co~ ~vith the largest concentration located in the Jackson Park area. · Leland Consulting Group Tearr6 Downtown Strategists &Designers 3 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 To quantify opportunities for new development end redevelopment Downtown, and expand and diversify this invento~cy, LCG conducted a thorough market enalysis of all prindpal/and uses-- residential (for sale and.rental), retail, office, and lodging. Consideration was also given to support for institutional uses end public spaces end quentified in the relevant sections of the Plar~ Since Downtown is a submarket within the City and County of Dubuque, and as such will likely compete with projects from a broader area, overall economic end demographic indicators end demand estimates, were analyzed for all relevent areas based on land use. These forecasts suggest that more than 1.5 million square feet of employment and retail space, 200 lodging rooms, end 1,000 residential units could be absorbed in the trade area over the next ten years (five years for lodging), from which Downtown could benefit. These estimates are based on new growth only, with additional support from existing commercial voids end pent-up demand in certain residential products. The level of investment, which actually occurs within the Downtown market, will be directly proportionate to the City end stakeholder's commitment to stronger physical connections, supportive infiU policies, creative finencial solutions and removal o£ barriers. DOWNTOWN DISTRICTS Like many communities of comparable size, Downtown Dubuque contains several distinct subareas, or districts, which have common characteristics end themes. These districts which make up Downtown Dubuque (the study area), have been defined by Dubuque Main Street, Ltd. (see discussion below) for the purpose of internal organizational end management decision. In the context of this effort, each of the districts was analyzed relative to prevailing market conditions, recent activity (new development end/or redevelopment), end physical improvements, in order to understand the potential for catalyst investments within them. Based on this analysis, "character areas" were identified which suggested the potential for specific niche opportunities. Ultimately, the Downtown Planning Committee determined that the original district descriptions were adequate for Main Street's purposes, bu, t, ~that they should be expended to communicate a specific intent in any future marketing materials. A map illustrating the Main Street districts end character areas within them is presented on the following page. Note: Areas outside of the districts have been identified, in the context of this master plan, as "contiguous areas of · Leland Consulting Group Team, Downtown Strategists &Dexigners 4 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 influence" which need to be acknowledged and monitored as they impact the vision of the planned projects inside the study area. Main Street District Degcriptions Historic Old Main This distr/et is a gateway to Downtown with a mix of retail and entertainment uses, including specialty retail stores, fast food, bars and nightclubs. Region-serving entertainment draws include: Five Flags Theater and Civic Center. Dominant land uses are retail, auto service, residential and support commercial. A high level of speculative activity has occurred in this area on conjunction with public investment on the Port of Dubuque. For the most part, property in the district is underutilized and could be viable for redevelopment. Opportunities for inves~nent include freestanding commercial and new mixed-use projects. Town C/ock This district is the center of Downtown and the core for office, civic and original retail activities. It is the most recent focus of public investment (with the operdng of the plaza to traffic) and a focal point for vehicles and pedestrians traveling along Main Street. Dominant land uses include retail, business offices, institutions, cultural facilities and public spaces. Buildings in this district range from historically significant mid-rises to new construction high- rises. Products include single use office buildings and mixed-use buildings with office over ground floor retail. The building stock and physical environment lends itself to adaptive reuse and new mixed-use projects. · Leland Consulting Group Tea~ Downwwn Strategistx &Designers Legend Character Districts ~ Auto-Friendly Retail & Parking ~ Auto-Related Services ~ Entertainment Growth Engines ~ industrial Industrial/Residential Mix ~ Industrial-to-Loft Transition ~ Office/Civic Core ~ Traditional Main Street '~-'- Traditional Neighborhood s / Umited Service Distdct Boundary Dubuque Main Street Ltd. Districts With Downtown Character Districts Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Cable Car Square This district is anchored by specialty retail stores concentrated along Bluff Street. Located along the western most borde~' of Downtown, this district is bordered on the east by the Historic Old Main District, on the north by the downtown employment core (Town Clock District), and on the south by the confluence of state highways serving the city. In addition to specialty retail, dominant land uses in the district include institutional, restaurant, office and mixed-use projects supported by various neighborhood inh:astructure elements. Suggested investments include adaptive reuse, mixed-use, development and redevelopment, and a public greening programming. Upper Main / Farmers Market One of the first residential areas of Dubuque, this diztr~ct represents the northern portion of the Downtown study area. Land uses include residential, highway commercial, entertainment, restaurant, government, lodging and limited office and industrial. The building stock and character of the area lends itself to a densLfied residential base, conversion of auto- oriented retail space to neighborhood-supportive commercial uses, and stronger pedestrian Port of Dubuque The Port District, located adjacent to the Mississippi River, has been the recipient of nearly $200 million in public and private investment in the form of new conference and education facilities, a new museum, riverwalk, hotp3 and restaurants. The district benefits &om its central location end destination orientation. Investment opportunities identified hdrein include a general merchandise mid-size commercial anchor, in-line retail users, urban residential products and public investment in the form of parking, streetscape, open areas and higher-end housing. (See the Port of Dubuque Master Plan for specific use recommendations.) · Leland Comulting Grou? Team, Doumtown Strategists & Designers 7 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 INVESTMENT OPPORTUNITY FRAMEWORK A summary of potential opportunity sites for investment is presented in the Investment Opporturdty Framework map. The premise behind the selection of opportunity sites and areas assumes directing resources to those catalyst projects that wilt have a positive near-term economic '55pple effect" in downtown and further the vision for Downtown. Other sites were selected because they presented a compelling location or market advantage for future investment. Opportunity Site Criteria Opportunity sites were generally identified for evaluation at the direction of Do~mtown stakeholders, as well as from information gained through review of past plazmLng efforts and discussions with City staff. The comprehensive list of criteria used to select sites or areas for detailed analysis included the following: Compatibility with, and linkages to, the comprehensive I plan 2 Compatibility with and linkage to V'.~ion Downtown 3 Presence of a market oppo~unity in the near- or long-term Opportunities to strengthen and link existing districts or 4 activity centem 5 Ability to leverage existing or planned public investment Physical environment- public improvements, historic 6 building stock, etc. 7 Potential for creating key entryways or gateways -- Ownership patterns including public vs. private and 8 multiple vs. assembled 9 Presence of unffied, energetic si~keholders '10 Upward tre~d in local investment Availability of public programs, inceWrives and tools for 11 revitalization '12 Abil~ fo create mixed-use activity centers '13 Opporbanitleswith multi-modal access Presence of support organizations -' service groups, 14 churches, schools '15 Demonstreted community need (CDBG designatsd area) Consistent in character and building on prevailing '16 strengths The Investment Opportunity Framework map on the following page reflects primary and secondary "gateways," as well as opportunity sites and areas for future investment. Gateways are defined as those areas where public investment is strategically designed and incorporated into the physical framework to introduce a certain theme or character for an area. Suggested use or investment designations for the opportunity sites, as reflected by their color, are based on analyses completed by the consultant team, discussions with property owners or local real estate profe, s~onals, and input from the Downtown Planning Committee and City staff. No conclnsinns were made regarding property ownership or sources of investment. · Leland Consulting Group Team, Downtown Strategists &Designers Downtown Dubuque Master Plan Investment Opportunity Framework Plan Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Given the sheer number of opportunity investment sites or areas, seven have been prioritized for early investment and consideration. Each one represents a different investment opportunity, designed to accompli~h.a different objective in the context of advancing the vision. ~he sites / areas were selected based on their location, proximity to recent or planned investment, existing level of improvement, and/or potential or demonstrated nead. They include: streetscape improvements east and west sides of Main Street between 10a~ and 11m Streets; the Cigna expansion at 5th and Main Streets; a loft project at Jackson and 6th Streets 0ocated outside the study area, yet in the contiguous areas of influence); residential redevelopment near proposed school site between 11m end 12th on Jackson Streets; also, a retail / entertainment venue in the Port of Dubuque; gateway improvements into the Port at 4th and Main Streets; end, a "filling in of the teeth" along Main. The map is intended to guide choices for development and investment - preserving what is important irt the overall framework, yet allowing for a continually market responsive plan. It would not be appropriate to make a direct translation between conclusions of market demand and the improved square feet of opportunity sites reflected on the map. This is particularly true for sites identified for a mix of uses since as they could be developed with any combination of uses, depending on the market opportunity at that time. The market demand numbers presented in the elements of the plan are important in establishing a potential threshold (order of magnitude) for activity over a five, ten, and twenty year timeframe. A significant lesson learned by professionals involved in downtown revitalization is that this type of development activity, unlike any other, has the ability to capture regional market share beyond the expected trade area. Therefore, while a market may consistently perform at one level ("x" number of building permits per year), it often exceeds this level with commencement of a downtown investment initiative. · Leland ConsuMng Group Team, Downtown Strategists & Designers 10 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 The body of the Doumto~n Dubuque Master Plan contains a series of elements - Commerce; Culture, Education & Entertainment; Historical Features; Public Space and Open Areas; Residential Living; and Transportation. These elements reflect the six components of Vision Downtown. In the discussion which follows for each element, the principal concept and desired outcome is presented. This is supplemented with a discussion of current conditions which highlight both the community need and opportunity, in support of the concept. The Vision Downtown goals for each element are also presented along with a discussion of priority catalyst opportunities which will further the plan goals for that element. Each section concludes with a list of barriers, or challenges to implementation, along with priority actions to address and remove these barriers and capitalize on market and investment opportunities. The actions for moving forward are summarized on the following pages and presented in the action matrices and specific elements of the plan. A glossary of "tools" for implementation follows the action matrices. IMPLEMENTATION STRATEGY FRAMEWORK Part of the recommended positioning and investment strategy for Downtown Dubuque is the design of a process that always keeps multiple projects moving forward simultaneously. The project definition is broad as it includes public, private or public-private physical projects, social programs, educational programs, public relations and goodwill-building programs, etc. What is important, strategically, is to maintain a number and variety of projects that are constantly being introduced and moving forward. This strategy builds community goodwflI; enhances quality of life; provides opportunities for public participation; allows special-interest groups to have a role in the coinmunify; sends a message to the outside world that Dubuque is successful and is making positive strides; and, creates an increasingly attractive environment for investment and development. Investors, developers and le~aders seek out environments with market opportunity and areas with prospects for success. Such people like to follow success. The strategy for implementing the Downtown Dubaqne Master Plan is based on guiding principles, prerequisites for success, and actions for moving forward. The information which · Le~nd Con~d~ng Ooup Tea~ Downmwn Sma~ghu &D~gne~ 11 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 follows includes: a description of guiding principles which will frame future actions related to the plan; and a discussion of those elements of the strategy which are prerequisites for success. Guiding Prindples From an assessment of Downtown% opportunities end barriem, and the conclusion of the market analysis, it was determined that future marketing end investment strategies must be directed by the following principles. 1 Catalyst properties must be acquired, held end positioned for private investment on a routine basis. 2 Downtown is one sub-market, with several districts, that competes with other sub-markets in the region. 3 Downtown must be market responsive, innovative end have the capability to respond to a variety of opportunities. 4 The Downtown neighborhood infrastructure that is already in place, making it a viable location to live, work, shop end play, needs to be protected end retained. 5 Downtown, as a whole, must be greater than the sum of its parts - niche strategies must be formulated to strengthen and link opportunities and infrastructttre. 6 Downtown's "tool hag" must have many tools (finance, physical, market, regulatory, organizational) which can be used independently or in various combinations. 7 Public investment must leverage private investment. 8 Regional public policy must support downtown development, allowing for growth management programs which reward more efficient development patterns. 9 Solutions must be holistic - more comprehensive in scope and include considerably more than just design for a regulatory framework. Catalyst Properties Must Be Acquired, Held and Positioned for Private Investment - Organization One of the first steps in any downtown revitalization effort is selection of a single entity, locally supported and broadly representative of downtown stakeholders, which will initiate and guide growth in the downtown marketplace. These entities frequently referred to as downtown organizations, have been established in both small rural communities and large metropolitan · Letand Consulting Group Team, Downtown Strategists &Designers 12 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 areas, to act as a mechanism for downtown revitalization and maintenance. This organization, locally, is Dubuque Main Street Ltd. Their efforts include: working with the Dubuque Area Chamber of Commerce to facilitate the retention and expansion of existing bus'messes; coordinating improvement of the physical appearance of public spaces; ensuring a clean and safe environment; stimulating development of vacant/underutilized real estate; spear-beading efforts to address parking and traffic problems; coordinating the efforts of Downtown stakeholders; and, marketing to current and potential spenders. Their mission includes the following elements: uniting stakeholders for improving Downtown; providing leadership to elevate Downtown on the dvic agenda; and, being the primary advocate for Downtown. Main Street's efforts have been supported by the City of Dubuque, Dubuque Initiatives, Dubuque Axea Chamber of Commerce, and Greater Dubuque Development Corporation. To advance this concept, the City of Dubuque should consider focusing the efforts of Downtown reinvestment under a single umbrella which can support Dubuque Main Street Ltd., as well as manage, attract and cluster appropriate new businesses; leverage financial resources; and, stimulate private reinvestment and action by others. This entity should be housed at Dubuque Main Street Ltd. and p~mitted (legally) and encouraged to acquire and position property for "fight" investment. To-date the City of Dubuque has taken the lead in this element of the pre-development process, and with tremendous success. Going forward, this responsibility should shift to a politically- protected organization whose mission is exclusively Downtown. Downtown is One Sub-Market that Competes with Fringe Development Downtown is one sub-market, with several districts, that competes with other sub-markets in the region. The large department or drug store which once anchored downtown has moved to outlying sectors of the city, closer to the majority of the populous in areas with lower land costs. The downtown environment, while presenting opportunity for investment in a setting uniquely posiliened to offer both heart and history, carries with it certain limitations, particularly for land- intensive non-destination-oriented land uses. To advance this concept, the City must recognize the obstacles associated with downtown development and encourage regulatory and financial solutions including public subsidy and creative finandng mechanisms. In addition, the City should agg~ssively promote Downtown for investment locally, regionally and nationally. Specifically, it needs to retain the services of a national retail broker/developer representative to · Leland Consulting Group Team, Downtown Strategists &Designe~ 13 Downtown Dubuque Master Plan Dubuque, Iowa December2003 solicit the interest of commercial businesses for Downtown. Continued cooperation and partnership with Dubuque Initiatives can provide this service or supplement Dubuque Main Street Ltd.'s efforts. Downtown Must be Market-Responsive As noted, Downtown is a competitive sub-market within the region. As such, it must be responsive to changing market conditions, with implementation tools and mechanisms in place to both offset competitive disadvantages and take advantage of competitive assets. To advance this concept, the City and its Downtown advocacy partners need to continually monitor market conditions and share this information with a broad audience including communicators, educators, promoters and investors. Protect and Retain the Downtown "Infrastructure" "Infrastructure" as it is referred to here includes physical features (parks and open space, public improvements), services organizations (churches, schools, government offices), a mix of employers (retail, sea'vice, government - large and small users) and community attitudes toward Downtown. Those assets which provide the impetus for investment and allow Downtown to call itself a neighborhood need to be protected (retained) and promoted. Note: A current example of this is preservation of the Prescott School in its downtown location. Cities across the country are actively trying to reverse the flight of downtown and central city setmols to the fringe of their communities. These cities heard from business and industry siting representatives that the presence of education facitities in the dozontown market is a significant factor when considering a central business district location to a fringe location. Dubuque is in the enviable position of not only maintaining, hat improving its downtown school. All too often, a community focuses its efforts on the attraction of new businesses and new developments, rather than concentrating on preserving (retaining), growing (expanding) and protecting its existing inventory. To advance this concept, the City of Dubuque leadership mnst establish a policy to develop a capital improvement plan, to fund the maintenance and expansion of the Downtown infrastructure, as well as its open spaces and parks. Additionally, the City should continue to advocate for a continued presence in all downtown school related planning efforts, as w~ll as support their initiatives through favorable policies and priority funding initiatives. · Leland Comulting Group Team, Downtown Strategisla &Dedgne~ 14 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Downtown Must be Greater than the Sum of its Parts The synergy crested by the mix and density of land uses in a downtown environment is unique in most metropolitan areas. Within this environment, businesses, residents and visitors are attracted to the high concentration of activity occurring throughout the day and evening. To foster this level of activity and synergy, niche strategies must be formulated to strengthen and link the various individual land uses and "infrastructure" elements currently exis~g in Downtown. As new projects are introduced, careful consideration should be given to their ability to further strengthen these linkages and thereby contribute to the Downtown synergy. To advance th~s concept, the City must prepare an overlay of physical improvements which link areas (and projects) of investment. Downtown's "Tool Bag" Must Have Many Tools As Downtown competes in the local and regional marketplaces, its "tool bag" must contain a variety of strategies and mechanisms to at,act investment. These "tools" can be financial (grants, loan programs, etc.), physical (infrastructure investment), market (planning/feasibility assistance), and/or organizational (Dubuque Main Street, Ltd.) in nature. They can be used independently or in various combinations. Given the obstacles associated with downtown development, it is imperative that whatever mix of tools is put in place be comprehensive, flexible and creative. To advance this concept, the City of Dubuque, together with its advocacy partners, must continually research the best practices of other communities and always be lobbying the state for expanded programs which protect Downtown% assets. Public Investment Must Leverage Private Investment Historically, the planning, financing and implementation of projects in the downtown market were the primary responsibility of public sector entities. However, while the public sector continues to play a significant role in most downtown efforts, a critical component to the success of any revitalization strategy today is participation by both the public and private sectors. Leveraging of resources and public-private partnerships are key, as no one entity, either public or private, has sufficient resources alone to sustain a long-term downtown improvement effort. To advance this concept, the City leadership needs to establish a policy that commits to enhanced incentive packages for those catalyst projects consistent with the vision including beth primary job-based and commerdal businesses. · Ldand Con.ndting Group Team, Downtown Strategists &Designers 15 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Public Policy Must Support Downtown Development Experience has proven that downtown development will best succeed if regional growth management programs reward efficient development patterns. If growth is allowed to occur in a land extensive, inefficient way that effectively subsidizes lower densities, development will operate at a competitive disadvantage. Given the City's existing land use patterns, Downtown Dubuque is susceptible to continued dilution of its role as the community's cenO:al business and shopping disl~ict. To advance this concept, the City leadership must consider physical and financial limitations on growth beyond the fringe. Solutions Must Be HoIist~c As explained frequently throughout the planning effort, no one project will recreate a downtown. Rather, downtow~ns are reinvented through a series of projects, occurring simultaneously over time, which create excitement and capture the interest of potential investment partners. Therefore, as investment is multi-faceted, so too must be the solutions for implementing it. Regulations are necessary, but they are only a fraction of the implementation equation. Solutions need to be more comprehensive in scope and indude considerably more than just design for a regulatory framework. To advance this concept, everyone must get involved. The City may have the largest- and longest-term investment in Downtown, but they cannot do it alone. The experience of the last decade has proven that the best projects are the result of successful public- private partnerships. The recommendations presented herein to advance all of these concepts, and the elements of the plan, will require a constant level of energy and committed resources. In order to advance this concept, the City will either need to grow or redirect itself to address the challenges and opportuvdties associated with downtown revitalization. With limited resources, the City's best opportunities w~ll be tlxrough effective partnerships end leveraged investment. Prerequisites for Success There are five principal components of a successful Downtown reinvestment strategy: committed on-going leadership, multiple projects, many stakeholders, removals of barriers, and communication. · Leland Consulting Group Teart~ Downtown Strategists &Designers 16 Downtown Dubuque Master Plem Dubuque, Iowa December 2003 Committed On-Going Leadership Successful urban development and redevelopment usually comes down to the leadership of an individual or "cheerleader". That individual is focused and committed to seeing the project or the program through to successful completion. It may be an elected public official; it may be a business or citizen leader or a combination working in committee. Nonetheless, virtually all urban redevelopment programs such as downtown redevelopment, civic center development, community beautification and the like have consistent and determined leadership to see it through. Regular meetings of the Board Chair and appointed official for key organizations like the City, County, Dubuque Community School District, Dubuque Main Sh'eet Ltd., Dubuque Area Chamber of Commerce, Greater Dubuque Development Corporation, Dubuque Initiatives, America's River Corporation, Community Foundation of Greater Dubuque, and other appropriate groups should be held to ~mprove ~ i Multiple P~ojects As explained earlier, pm-t of the recommended positioning and investment strategy component of the plan is the design of a process that always keeps multiple projects moving forward simultaneously. The actual target number is less important than the fact that there is a range of projects that will always keep moving £orward in Downtown. The number might be 20, 30 or even more. It should represent enough "action" to ensure that there will be continuous success stories to tell, even if funding fails or slows down for any given project. Many Stakeholders Broadening the number of stakeholders in downtown revitalization is a key element to a successful implementation program. Stakeholders should include, but not be limited to, public officials, public employees, business leaders, citizen participants, representatives of other nearby local and regional governments, representatives fi.om the state legislature, the governor's office, · Leland Consulting Croup Team, Downtoto'n Strafegi~ d~Designers 17 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 congressional delegates, special interest organizations such as non-profits, fraternal organizations, garden clubs, the media, banking, and the like. Any organization or individual that can possibly have an interest in and a desire to play a role in the successful implementation of projects that contribute to the future of Downtown Dubuque should be encouraged. Removal of Barriers Downtown development is never easy, but always exciting, It is challenging, and as such requires higher levels of analysis, plamfing and assistance, in order to attract the right type of investment and developer interest. Downtown, while the heart of the community, is but one subset of a larger market, and as such, has strengths, which can be capitalized on, and limitations which should be overcome. These limitations commonly referred to in this report as barriers, pose unique obstacles which require unique solutions. Downtown has a tremendous influence on the economic well being of the enffre region_ Regions with stronger downtowns have stronger regional economies. Therefore, it is widely accepted that early projects in any revitalization effort should be assisted both through the removal of barriers and incenting of opportunitites, at least until market conditions reach levels where new construction can more than support itself. Communication The fifth and equally important component of the strategy is an on-going communications program that tells what Dubuque is doing and more importantly, what Dubuque is accomplishing. This is essentially a public relations effort and involves communicating to the media, to the special interest groups that make up the stakeholders, to Dubuque's families, to the development community, to the lending and building community and to others that may help make the process successful. Part of the "success breeds success" strategy is the communication of success as it happens. This can only happen on a consistent basis ff it is part of a planned communications and public relations program. · ~knd Onsuldng ~oup Tea~ Dow~own S~a~ghu &D~gners 18 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 PLAN ELEMENTS The body of the Downtown Dubuque Master Plan con/a/ns a series of elements - Commerce; Culture, Education &-Entertainment; Historical Featv_res; Public Space and Open Areas; Residential Living; end Transportation. These elements reflect the six components of Vision Downtown. In the discussion which follows for each element, the principal concept and desired outcome is presented. This is supplemented with a discussion of current conditions which highlight both the community need and opportunity, in support oft. he concept. The Vision Dtramtown goals for each element are also presented along with a discussion of priority catalyst opportunities which will further the plan goals for that element. Each section concludes with a list of barriers, or challenges to implementation, along with priority actions to address and remove these barriers and capitalize on market and investment opportunities. The actions for moving forward are summarized on the following pages and presented in the action matrices in Section 9 end specific elements of the plen. A glossary of "tools" for implementation follows the action matrices. · Zel~nd Consul~ng Group Tearr6 Downtown Strategists &Designen 19 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Commerce Element Priority Actions Commerce Establish an organization, or expand an There are two principal components of commerce - the existing one, to market Downtown; "buying and selling of goods" and "social Level the "playing field" for business growth; interaction." In the context of downtown Identify key target businesses for Dov~town; revitalization, they are addressed through strategies Solicit dollars which encourage economic which promote a diverse base of empleyment and diversity and sustainability; Support signature redevelopment and goods, development projects; Elevate discussion of growth managemenP, Successful downtowns maintain a diverse high,me, as well as daytime population base. While residents Promote creation of a Downtown incubator; represent the nighttime population, the daytime Work with local lenders to direct dollars; population is comprised of employses in the service, trade and government sectors. Downtowns maintain Establish federaily-recognlzed empowerment their daytime base mast effectively when supported by zone; policies and regulations whicl~ encourage and incent the urban employment center. Downtown Dubuque Retain services of a national retail broker; has the capacity to accomraodate a significant portion Establish polities in support of commercial of the community's employment base, offe~ng a development; unique environment attractive to newly created and expanding businesses. Work with the Dubuque Area Chamber of Commerce and Dubuque Main Street Ltd. to Downtown Dubuque, including the Port of expand programs for small commercial Dubuque, has an increasingly diverse range of businesses; shopping and entertainment options, yet not eramgh to attract and maintain lhe local er visiting Attract and subsidize unique anchors; consumer. Growing a downtown's commercial base Access and expand faqade maintenance can be one of the most difficalt endeavors in ti~e program dollars; context of revitalization, yet one of the most rewarding. While the current physical environment Complete parking management study; could easily accommodate an expanded commercial Work with Dubuque Main S~'eet Ltd. to base, the financial and regulatory environments need finance preparation of a ~nanffng s~ategy; to be broadened to address the unique challenges associated with this type of redevelopment effort in an Maintedm flexibility in strategies to encourage infill setting, development; Appoint a team of local designers to est~blish commercial design guidelines; Maintain flexibility in City regu~atinns; Analyze feasibility of developing a turnkey facility; Establish a diverse toot box of financial and regulatory incentives. · Leland Cotuulting Grip Team, Downtown Strategists &Designers 20 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Culture Element Priority Actions Culture, Education and Entertainment Culture, education and entertainment are three · Establish Dubuque Arts and Culture cornerstones of the arts. The arts include many Advisory Commission; varieties - visual, performance, culinary, etc., most of · Identify end formally designate a which "set up shop" downtown. Among the most visible art forms downtown is public art. Public art · Ensure that zorting permits the adjacency of residential and art production uses; is often embedded in ti~e physical framework of · Solidt the interest of national and local downtown, but also appears in the form iff events, experts in development of a live/work programs and policies, project; · Control sale/lease prices and appreciation for live/work signature projects; Public art which can be delivered by a valued · Develop a strategy to maintain en inventory community asset ~ the local artisan - is reigning in of attainable artisan housing; importance among downtowns attempting · Institute streamlined permitting process for revitalization and a unique brand. Downtown conunurdty events; Dubuque currently maintains a small artisan · Adjust landscaping requirements to include presence, which could be expanded through del~'herate green space and public art; measures to attmct and retain them. Art is integntl · Make cultural arts part of a comprehensive to the fabric of downtown, weaving together the past package for tourism; and tlm present, which when promoted successfully, · Encourage an art magnet program in the Downtown school. provides a fiscal benefit. · Ldar, d Consulllng Group Team. Downtown Strategim &Designen 21 Downtown Dubuque Master Plan Dubuque, Iowa Dec~nber 2003 Historical Element ' Priority Actions Historical Features Downtown Dubuque maintains an unequalled · Establish a task force of local experts to inventory ofhistorically-significantproperties. This prepare design guidelines for Downtown clia~a~e~ dis'~cts; fact presents both opportunities and challenges. Historic pnrflerties communicate the history ora * Designate redevelopment specialist with~ City to shepherd adaptive reuse projects; place, setting one community apart from another, · Identify list of specialists who can assist and establishing a reference for residents and applicants with tax credit applications; visitors. Reuse end revitalization ofhtstoric · Initiate lobbying effort to increase state properties, lwwever, represents a range of obstacles historic tax credit pool; from financial, to pltysical, to regulatory. The City · Complete formal designation of historic of Dubuque, together with other advocacy properties; organizations, must establish a process whereby the · Research the use of low-income housing tax credits with historic tax cxedits; practice of preservation is simple and re-warding in · Expand existing faqade improvement grants order to most efficiently maintain this community end loans; asset. · Encourage reuse of historically significant buildings for residential use. · Lel~nd Consulting Group Team, Downtown Strategists &Designers 22 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Public Space Element PHority Actions Public Space and Open Areas · Enhance Downtown surface parking lots; The public realm is nowhere more important than in · Enhance Iowa Strea~ between 14m and 3ra the urban neighborhood setting as it frames tile Streets; environment and defines the character ofplace. The · Continue the City's st~:~t tree program; introduction of "soft spaces" to Downtown Dubuque · Create new public green spaces in in the form of public parks and green spaces, will corfp2nction with city-block redevelopment eJ~gctively connect neighborhoods and districts to projects; employment and shopping areas, while reinforcing · Complete the implementation of Downtown streetscape improvements overall livability and strengthening community along Main St~et; character. · Continue the implementation of Downtown gateway prc~ects; · Expand special districts (SSMID) to address maintenance of streetscape and public space improvements; · Re-energize and expand the adopt-a-park program; · Develop a coordinated loan ponl for higher risk and public good projects; · Continue to encourage and support ou~oor ditfin~ · Establish a ten-year capitol program to fund pub~tc space enhancements~ · Le/and Con.miring Group Team, Downtown Strategi~ &Dedgners 23 Downtown Dubuque Master Plan Dubuque, Iowa Decemher2003 Residential Element PHority Actions · Work with property owners to establish Residential Living appropriate imlm'ovement district;, · Establish codes/policies wkich encouzage Dwwntown Dubuque has many of the comptrnents of the strategic placement of projects; a successful urban residential neighborhood - se[wols, · Waive select development regulations; churches, government oJflces, and services - yet · Access federal Brewrdield money to off-set supported by a relatively modest number of homes, predevelopment fees; An increase in the number of doamttram residents, · Complete initiatives under Green Space both in the core and on its periptm% will serve Evolution catalyst concepts; ser;eral purposes including support for an expanded · Educate property owners about investment opportunities; commercial base, and a 24-hour presence of people an · Provide pre-development assistance; the street. Today, tle City of Dubuque is an active · Encourage the re-use of historically- agent in f~wilitating the delivery of affordable housing significant boildings; units, particularly in Downtown. A cornerstone of Pass an ordinance enabling the Housing the Downtown Dubuque Master Plan will be the Trust Fund Committee; introduction of market rate, workforce and high-end · Pre-negotiate lender participation including lwusing products to supplement and diversify the subordination; existing inventory of housing product in the core and · Establish zoning overlays in targeted investment areas; on the water, ont. · Actively maintain critical elements of Downtown neighborhood; · Establish a diverse "tool box" of financial and regulatory incentives; · Promote the advantages of living Downtown to Lhe local market. · Leland Consulting Group Teart~ Downtown Strategists &Designers 24 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Transportation Element PHority Actions Transportation Downtown Dubuque is made up of multiple moving · Review the data and recommendations o£ parts which when connecied will be greater titan the 1997 Downtown Circulation Study; their sum. Transportation in many forms including * Accept the findings of the Downtown Transit Alternatives Analysis Study; bike, pedestrian, multi-modal, shuttle, vehicular and · Strengthen the connectivity betwee~ the others provide ti~is link and form ti~e foundation from Port of Dubuque and CBD; which private investment is leveraged. The emphasis · Improve vehicular accessibility to the Port for ail transit investments, Downtown, will be of Dubuque; stronger connections, effective traffic management · Improve pedestrian accessibility to the Port and ba/ance, of Dubuque; · Work with merchants and City to As Downtown continues to attract destination coordinate transit operations and levels-of- service; venues for residents and visitors, it is crucial to · Access potential funds for transit balance the goal of moving traffic through improvements; Downtown with ti~e goal of moving traffic t. oand · Consider a range of methods to promote within Downtown. the pedestrian environment;, · Commit to participal/on by merchants in transit planning; · Promote transit-oriented development concepts; · Advocate for federal frmds to build a multi- modal facility in the Port o£ Dtlbuque, including a transit hub. · Ze/~nd Comulting Group Team, Downtoum Strategists &Deslgners 25 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 CONCLUSION This, the Downtown Dubuque Master Plan, is designed to grow the health and economic sustainability of the region and community and further Vision Downtown. Through the planning effort described herein, the City of Dubuque initiated a process that would ensure future initiatives within Downtown occur with aesthetic and functional continuity. The Downtown Dubuque Master Plan is intended to serve as an approved downtown plan providing recommendations for investment and policy reform which can be implemented over the near- and long-term. As a strategic document it is designed to promote (re) investment. It is a voice for Downtown stakeholders and a roadmap for the future. · Leland Consulting Group Team, Downtown Strategistx &Designers 26 Downtown Dubuque Master p/an COMMERCE There are two principal components of commerce "s~cial :nteraction" and the "buying and selling of goods." In the context of do~antown revitalization, they are addressed through strategies which promote a diverse base of eraployment and retail goods. Successful downtowns maintain a diverse nighttime, as well as daytime population base. While residents represent the nighttime population, the daytime population is comprised of employees in the service, trade and government sectors. Downtowns maintain their daytime base most e~ctiveIy when supported by policies and regulations which encourage and intent the urban employment center. Downtown Dubuque has the capacity to accommodate a significant porffon of the community's emptoyment base, offering a unique environment attractive to nooly created and expanding businesses. Downtown Dubuque, including the Port of Dubuque, contbmes to offer an increasingly diverse range of shopping and entertainment options, yet not enough to attract and maintain the local or visiting consumer. Growing a dtnantoum's commercial base can be one of the most difficnit endeavors in the context of revitalization, yet one of the most rewarding. While the current physical environment could easi~ · Leland Consulting Group Team, Downtown Strategi~ &Dexigners 27 Dovmtown Dubuque Master Plan December 2003 accommodate an expanded commercial base, the financial and regulatory environments need to be broadened to address the unique challenges associated with this type of redevelopment effort in an inflll setting. CURRENT CONDITIONS Employment Conditions Commitment to a healthy downtown is best evidenced by the investment of private industry. Unfortunately, the majority of the area~s major employees (see list) are locat~l outside of Downtowv~ Despite movement by relocating end expanding businesses to the City's business park and other areas on the fringe, Downtown Dubuque continues to work as a/cn~sinass address. With meeting space, government and other institutional tenants, newly developed conferencing and education facilities, end favorable employment trends, Downtown Dubuque is well positioned to captare its fair share of business investment. Over the last decade, Dubuque County experienced steady growth in those industries which work well in txhe Local Employers - By Number of Employees John Deem Dubuque Works Dubuque Community Schools McCoy Group, Inc. Medical Associates Clinic, P.C. Finley Hospitel University of Wisconsin - Ptatteville Gty of Dubuque Holy F~mily Catholic Schools Eagle Window & Door Cigna Retirement & investment Services Woodward Communications, Inc. Advanced Data-Corem, Inc. Diamond Jo Casino; Peninsula Gaming Co. Dubuque County Western Dubuque County Community School District Barrmtead Int'l, an Apogent Teclmologies Co. McKesson Loras College McDonald, A.Y. Mfg. Co. Dubuque Racing Association Northeast Iowa Community College - Penosta Campus Rite-I-Iite Corporation Molo Off Company Dubuque Bank & Trust Cottingham & Butler, Inc. Quebecor World Dubuque Cascade Manufactming & Lumber Compeny ~A111ant Energy Clarke College Nordstrom Dislxibutiou Center RC2 University of Dubuque MI-T-M Corporation Modernfold, Inc. All American Homes of Iowa LLC Americen Trust & Savings Bank Sara Lee Bakery Group Regency Thermographers APAC Customer Services, Inc. downtown environment - service, trade and governmenL These trends are expected to continue with the leading segments of job growth in: education end health; professional servicas end · Zelend C~am~ing Crro~ Team, Downtown Strategi~ &Designer's 28 Downtown Dubuque Master Plan Dubuque, Iwwa December 2003 business; and government. The table presented below represents forecasted employment growth in Dubuque County through 2010. Today, Downtown Dubuque maintains a daytime populaQon, or employment base, of approximately 8,000 workers (a significant share of the Cotmty's total employment base) most housed within a range of commercial office end retail product types. Demand for new space is derived from two primary sources: expansion of existing industry and the relocation of new companies into the market. Employment projections by industry classification for the County were used to estimate future demand for space. Average annual demand from these sources was forecasted to total approximately 100,000 square feet through 2007. Downtown's share of this growth will be largely dependent on the City's ability to support the creation of unique workspaces and improve the environment for investment. Dubuque County Employment Growth 1990~2010 2000 2005 Ann Chg 2010 2000-05 2005-10 Manufacturing 11,400 10,970 10,560 -86 -82 Non-Manufaciedng 40,900 45,745 51,300 969 1,111 Mining & Construction 1,900 2,000 1,900 20 -20 TCPU 1,800 1,800 2,000 0 40 Trade 13,200 14,645 16,250 289 321 FIRE 2,000 2,300 2,660 60 72 Service 18,300 21,200 24,590 580 678 Government 3,700 3,800 3,900 20 20 Sub-Total 176,976 220,545 245,892 8,714 5,069 Self-Employed (1) 5,230 5,672 6,186 88 103 Total 57,530 62,387 68,046 971 1,132 TCPU = Transportation, Commtmicafion and Public Utitities ~ = Finance, Insurance and Real Estate Source: State of Iowa. Shopping and Entertainment Conditions The Dubuque retail inventory is concentrated downtown, in and around the Kennedy Mall, along the high growth corridor of US Highway 20, and recently near Asbury Plaza on the · Leland Consulting Group Team, Downtown Strategists & Designers 29 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Northwest Arterial. Total (unadjusted) occupied commercial space in the market at the beginning of 2003 exceeded 3.0 million square feet, with approximately 80% of this inventory located along the US Highway 20 (Dodge Street) corridor. With the exception of fast food, restaurant chains and large format stores, most of the national and regional operators in the City are located in the Kennedy Mall and Asbury Plaza. Of the marke~s more than $.0 million square feet of space, approximately 70% or 2.1 million square feet is a national / regional store. While dining and entertainment operations represent significant components of the ~ inventory, much of the inventory is dated leaving room in the market for expansion.2 Within the major retail category food/drink away from home - which totals nearly 335,000 square feet- approximately 26% is fast food space, and 18% bar space. Downtown maintains the largest inventory of food/drh~k away from home establishments, however; only half of Downtown's inventory is restaurants with the balance fast food stores and bars. Entertainment venues in the Dubuque market, which contribute to the existing square footage, indude movie and perfcrrmance theatres, bowling alleys, the Grand Opera House and outdoor concert facility at the Diamond Jo Casino. Not inclucled, but also among the market's antertainment venuas, is the newly developed water park end river discovery center located on the Port. With the exception of the movie theaters, all of the City's entertainment nses are located Downtown. 2 The Dubuque market maintains a ratio of approximately 25 square feet of retail space per capita (unadjusted). A market is considered to be at or near equih'brium at 30 to 35 square feet per capita, after an ad~stment for less competitive space. Assuming an adjusted per capita ratio of dose to 20 square feet per capita today, it is reasonable to assmne that there is still room in the market to grow. · Leland Consuliing Group Tearm Downtown Strategists &Designers 30 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 CATALYST OPPORTUNITII~S Employment Center In the wake of global competition and the rise of information technology, a "new economy" has emerged. Many refer to it as a "knowledge economy" rooted in social change (professional women and "Generation X") and acting on new values. The ~n~ew economy" is not a set of new industries, but rather a set of new sources of competitive advantage and new ways of doing business. 21~e trends of this "new economy" hold distinct implications for downtown revitalization- As they speak directly to the work environment and the relationship between where we live and In a paper by The James Irvine Foundation, "Linking the New Economy to the Ltoab/e Commun/ty," the authors state, "At each stage in our country's economic evolution, economic change has led to a fundamental reconfiguration of the places where we live and work." What is valued about the workplace in the "new economy" are - strong economic regions; distindive quality of life; vital centers; choice for living and working; speed and adaptability; and the natural environmenL" The paper goes on to say that the downtown enviroranent is the Vision Downtown Goals: Commerce The Dow~own area w~]l be - a diverse commercial center providing econornte opporbJnittos that A broad mix of basicossas and services that encourage frequent and year-round visitations. Recognition and promotion of the unique (rm~ficts in the Downtown with their historic architecture and their inter-relationships. Promotion of the Downtown as a regional center for retail/specialty shopp'mg, muifi- coltuml businesses, restaurants, entertainment, toadsm, educalico, govemment, services, and professional/office facilities. An ongoing coordinated effort to advise business and property owners on market~ng, property mar~gement, incentives, sireetscape ameaities, preservation, financial resources, adaptive reuse of histodc sites, customer se~ice, and hospitality. OcmJp~ed units above storefronts. single most successinl location in a community to foster: the growth and expansion of industries in the "new economy." · Lei. and Consul~ng Group Team, Downtown Slrategists &Designer~ Downtown DubmIue Master Plan Dubuque, Iowa December 2005 To maintain end grow a favorable business climate in Downtown Dubuque, the City and its stakeholder partners will need to implement all of the dements of this plen. The successful attraction of businesses to Downtown will be dependent on more then renovated buildings and upgraded in,restructure. It will be the result of creation of a place that attracts the kind of workers who will want to live and work there. To this end, the City will need to recognize the disparity inherent in urban development economics and draft polities, incentives end regulations that address this disparity. As the downtown envkonment is simply more difficult end more cosily for businesses to develop in compared to locations on the fringe of a community, and in en effort to '%vel the playing field", a package of incentives sht~fld be established induding tax abatements, reduced utility rates, a favorable reg~latory environment for the conversion of empty buildings, and technical training, to name a few. As the City begins to assemble ite incentives, they should member that investments in the community are also incentives. A target industry analysis prepared in the context of this planning effort suggested support for the following .ew industries which might be recruited and potenllally sited Downtowm textile and furnishings mills, printing support activities, building equipment manufacturing, akoaff auxiliary equipment, In a book called The Placeless Society, the author a~gues, "Iacation actually matters more now than it ever did." In publications on strategies for community-based economic development, quality of life is emphasized along with a favorable tax structure and regulatory climate. One expert on the subject has said, "Those that find niches will survive. Those that don't are doomed to stagnate or decline." office equipment wholesale, dothing wholesale, health and personal care stores, air transportation support activities, building inspection and design se~ices, business support services, and medical diagnostic laboratories. · Leland Consulting Group Team, Downtown Strategists &Designers 32 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Shopping and Entertainment New commercial development will continue to be attracted to "fringe" lqc~ions close to the growing resident base and easily accessible from communities within the larger regional trade area, while public investment in the CBD (Central Business District) and Port of Dubuque in the form of "greening" programs, public art, and pedestrian cormectious, will facilitate creation of an image for Downtown attractive for development and redevelopment interest. The City will need to play a sigrfificant (and pre- eruptive role) in order to overcome retail's natural tendency to gravitate outside the core. In addition to creating a place for retail, the City of Dubuque and its stakeholder partners need to commit to an aggressive marketing and business recruitment program. Retail and entertainment businesses are not interested in locating downtown unless residents are there. Residents are reluctant to commit to comparatively high-priced housing until vital retail shops and restaurants abound. Attracting new retail businesses and residents to downtown requires targeted marketing and an image overhaul. There are three principle components of the Downtown consumer base - existing households, visitors and downtown employees. As we know, the primary source of support for commercial space today is from existing households in the trade area who leave to purchase goods and services in other markets. However, a growing source of support for commercial space is from visitors to the trade area. Dubuque's mounting reputation as a destination for conventions, recreation and education, is already evident in visitor numbers tracked by the Dubuque Area Chamber of Commerce. As the number of visitor-oriented attractions and facilities increases within the trade area, and as the City continues to improve the "built environment" Dubuque will begin to benefit from the "return" and "extended stay" markets. Yet another typical source of market support is the local employment base. This source can have a sizable impact when commercial development is located proximate to employment uses. With a commitment to · Leland Consulting Group Team, Downtown Strategists & Dedgners 33 Doumdc/am Dubuque Maser Phm December creation of an expanded urban employment center downtown, will come additional support for retail businesses and a sl~onger story for investor audiences. The City, togetl~r with the Dubuque Area Chamber of Comme~ce and Dubuque Main Street Ltd., must continually monitor txhese markets and comnnmicate 'daeir understanding of those segments which support commercial development in the community. BARRIERS TO INWESTMENT Barriers to growing Downtown's role in the region as a destination for locating and expanding commerce are s~mmarized in the following table. Financial barriers to commercial investment are demonstrated in t~e pr~ ~we~t ~rofor~ prese~ea foUowi~g t~e Barrier3 to locating and expanding Barriers to expanding and dJversif~ng the regional commerce downtown r~taJ] base Perception that policy is for incating business and indus~y in ciiy~ed business park Ul~ity and developmeof e~onomlos associated with muse of hlstoricafly siget~ant pmperl~s corfffflerce Comr~lon on the fringe Growing number of "roof~ps" mitside of tile Downtown core · Small Downtown resident base Limited number of property assemblages significant enough te support a la~ge format store · Available sfom localions associated with available · No precedence f~r incenang foe location and expansion of commercial real estate projects · Lac~ of an obvious"brand image" for Downtown or Ele distdats of Downb~wn · Few concentra~ons of ~ stores which effecth/ety leverage ~eir location · Store hours, mix and marke~ng message · Physical environment ~ limited m4ait appeal - road width, inconsistent building edge, dated building · Leland Consulting Group Team, Downtown Strategists &Designe~ 34 Down~o~ Dubuqu~ Ma~' plan December 2003 Cities across t~te country ideniified finandal gaps in early in fill projects as a barrier to investment and responded with policies avai programs to fill ~hese gaps unffi market conditions were such tl~ their assisimmce was not longer needed. They effectively worl~d wire the property owners to ~prove-up' the market for these types of projects. The following repres~mtative deveIopment proforma was prepared to demonstrate the potential financial "gap" for a Note: Employment Downto~ has gtow~by 2,000 employe~ since 1995 due t~ ~ etforts of the City of Dubuque, Dulmque Inltlaiives, Lhe Dubuque Building. McCoy Budding, and Pepper Sprout "piom~ng" mid-size retail box in Downtown Dubuqu~ What fids illustrates is that while there is "market feasibility~' (market to support the project concept as demonsi~at~l by de~xmnd), there is not "financial feasibility" in that market rates have not, yet, increased enough to address the cosls associated with infill developmenE DEVELOPMENT PROFORMA Lam/Use Retail / Se~ice Gross Floor Ar~a Project Land Area Building/Land Ratio (FAR) Project Value - Retail Total Project Value Total Project Cost Project Marginf'Gap" Pote. tial ContrilmtVo~ to "Gap" Sales Tax Sharing (10 Years) TIF Generation (20 Years) Total ConI:rilmtio~ to "Cap" Units/Spaces 130,680 0A Source: SEH, lnc-; Durrant Group; ~%~_A; a~d Leland Consulting Group. $4,000,000 $6,100,000 ($2,~00,000) · Le!and Conm&ing Grou~ Team, Doum~wn S~rategists dy'Dedgners 35 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 PRIORITY ACTIONS Actions to recreate downtown as an urban employment center and shopping destination include the following: Employment Center Establish an organization, or expand the role of an existing one, to market Downtown for business location and expansion (See General Strategy). Ensure City's enterlorise zone boundaries to include key employment areas Downtown in an effort to "level the playing field" for business growth. Work with Dubuque Main Street Ltd. and Dubuque Area Chamber of Commerce to identify key target industries which could be accommodated Downtown - develop marketing materials and implement a program for business attrac'dor~ Complete Economic Development Administration (EDA) grant applications (including predevelopment) which administer dollars for economic diversity and sus 'tamability. Support (regulations, financial incentives, marketing assistance) signature development and redevelopment projects which would promote the attraction o£ primary and targeted businesses to Downtown. Elevate diso~sion of growth management and an urban growth boundary in an effort to contain and direct business growth Downtown. (See General Strategy.) Promote creation of an incubator downtown (theme to be determined). Work with local lenders to direct Community Reinvestment Act (CRA) dollars, revolving loan funds and various grant programs to strategic development and redevelopment projects Downtown. Work with the City offices to research creation of a federally-recognized empowerment zone as one component of a comprehensive package of incentives for business. · Ldand Con.~ulting Group Team, Downanen Strategi~ & Designers Downtown Dutmque Master Plan Dubuque, Iowa December 2003 Shopping and Entertainment Retain the seiwices of a national retail broker / developer representative to solicit the interest of commercial businesses which are consistent with the community's vision for Downtown. Have this individual work with a local "recruitment team" to fill vacancies and manage retail concentrations. (See General Strategy.) Establish policies in support of efforts to attract and incent comanercial businesses fi:om outside the local market - regional and national to Downtown Dubuque. (See General Strategy.) · Work with Dubuque Main Street Ltd. and Dubuque Area Chamber of Commerce to expand programs for small commercial businesses Downtown - providing funding, training, and marketing support. · Attract and subsidize unique anchor(s) to Downtown to ch:aw resident and visitor spending and ~ diversify the existing retail base. Access / expand £aqade maintenance program fi:om local, state and federal sources which offers low interest loans, grants, and matching funds for building enhancement. Complete parking management study and establish parking districts Downtown wherein parking design, development and management issues among multiple facilities are controlled by a select entity. (See Transportation Element.) Work with Dubuque Main Street Ltd. to finance preparation of a tenanting strategy by district in Downtown - develop supportive policies which restrict street level service office / incent second floor offices in key locations. Maintain flexibility in strategies to encourage development in specific locations - trade properties (Land swap) either ~c,u,rrently in public ownership, or which could be acquired; write-down land; assemble strategic parcels; develop property promotion material; work with local brokers. · Leland Consulu'ng Group Team, Downtown Strategist~ &Designers 37 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Appoint a team of local designers to establish design guidelines for commercial properties Downtown, which are sensitive to the historic and physical environment, yet which promote quality and sustainability. Maintain flexibility in City regulations to accommodate commerdal businesses - building set- backs; zoning; landscaping; etc. -ensure quality through design guidelines. Analyze the feasibility of developing a turnkey facility for a mid-size commercial "box" Downtown - developed publicly and transferred to a private entity. Establish a diverse "tool box" of financial and regulatory incentives for mixed-use projects. Among those resortrces to be researched are funds available through the New Markets Tax Credit program. (See General Strategy.) · Leland Cansutting Group Team, Downtown Strategists & Dedgners 38 Downto'am Dubuque Master Plan December 2003 SECTION CULTURE, EDUCATION AND ENTERTAINMENT Cultu~, education and entertainment are three cornerstones of the arts. The arts include many varieties - visual, performance, culinary, etc., most of which "set up shop" downtown. Among the most visl~ole art forms downtown is public art. Public art is often embedded in the physical framework of downtown, but also appears in the form of events, programs and polities. Public art which can be delivered by a valued community asset - the local artisan - is reigning in importance among downhmras attempting revitalization and a unique brand. Downtown Dubuque currently maintains a small artisan preeence, which could be expanded through deliberate measures to attract and retain them. Art is integral to the fabric of downtown, weaving together the past and the present, which when promoted successfully, provides a fiscal benefit. CURRENT CONDITIONS The aris - as a venue for cultttre, educatiozt and entez~fimxxent - is highly segmented in terms o£ the organizafio~ which deliver it a~l target markets which experience it. The principal categories include: · Leland Consulling Group Team, Downtown Strategists &Designers Downtown Dubuque Ma~tar Plan Dubuque,. Iowa December 2003 Large connn~cial sector characterized by fewer, but increasingly larger firms, catering to popular mass markets, often on a global scale - a market that grows in response to population and income growth. Small commercial sector characterized by small f~ that target niche markets within the recorded branch~s of the performing arts - sea~ing a wider variety of smaller and more special/zed markets given their unique offerings. Large nonprofits providing high-quality live performing arts in major metropolitan centers - designed to attract the broadest share of what appears to be a relatively stable market - a smaller version of the large commercial sector. Small nonprofit performing arts organizations catering to local and spedalized markets, particu]arly ethno-culttrral and specialized markets - the organization of reality for many small and midsized communities - their costs are Iow with contributed income and volunteer labor higl~ Amateur performing arts organizations meeting the needs o£ hands-on participation for avocational artists, volunteerism is high - grass-roots organizations supported by local governments. Nonprofit presenting organizations that provide access to the live performing arts to residents outside major metropolitan areas - embedded within non-arts organizations - are becoming an /ncreasingly important source of high-quality perfornffng arts. Based on the art offerings currently available in the Dubuque market (see inset), it appears that the art community is largely represented by the last three organizational types - small non-profit performing arts, amateur performing arts, and nonprofit prasenting groups. University-based presenting organizations are typically found within the last olle.3 . 3 The presence of institutions of highe~ education suggests opportunities to sarve multiple functions within the performing arts. Not only as presenters, universities also play a significant role in training new artists and festering innovation in the creation of new work. Before the university level, elementary, middle and high schools also provide a setting for txoXrfing young artists. In communities of every size, downtown and urban schools ere becoming magnet schools for local artists. · Leland Consulting Group Team, Downtown Strateglstx &De. sig'r~rs D~ntoam~M~P~ ~,lowa December 2~3 The middle tier of nonprofit arts organizations - mmateur performing arts - the second group xeImmenI~l in Dubuqme and those that typically serve small and medium-sized cities axe nationally the most fragile. Aging audiences, escalating costs, and static or declining funding s~eams are forcing these organizations into re-evaluation of their mission, their target audiences, and their organizational structures. One method commtmities have used to offset these negative pressures on ~ art market is tttrough both public policy and programming. Cities acxoss the country, of nearly every size, which have made an effort to sustain a viable presence of arts in their communities, have adopted aggressive pohcies in support of theh' objectives. ~Goveramentat arts policy is about choosing the appropriate actions to further public objectives." Therefore, a policy framework should be based on a clear understanding of the public interests involved, the roles that government can $ignilioant ~]tuml Venues ami E~'~a~on play in promoting those interests, and the Mississippi Riv~ Musemr, and Aquarinm strategies that government at every level Grard Opera I-iouse Dubuque Musettm of Art Five Flags Theater Dubuque Symphon.v Orc_heslra Colts Drvm & BuOe Corps Dubuque Main Street Ltd. Rocco Bucla Arts Gallery Fly-By-Night Theatre Carnegie Stoat P~blic Lttn-ary Less Obvious, But Part of the Infrastructure Dubuque County Fine Arts Society Old Jail Mississippi Mud Studios 4th Street Gallery Outside the 1An~s Gallery. Brownstone Gallery Main Gallery & Studio Northeast Iowa Commm~ity Colleo~ (NICC) Washington Park .~lllant Ertergy Amphi~eat~e (at the Po~t of Dubuque) St. Marles Cerd~r Boys / Girls Club D~mond Jo Outdoor Concert Facility has at its disposal. In a report by the American Assembly, it is stated that the arts are known to se.w-e three essential functions for sodety.4 2 3 The arts serve as a so~Lrce of entertainment, enridunent and f~flfillmont for individuaLs. The arts ser~e as a vehicle for the prese~vatien and transmission of culture. The arts provide a yariety of instrttmental benefits for society.. These benefits exist at the individual, commlmity, mhd national levels. 4 American A~kqe. wJ0ty, 1997; "Where Are the performLng Arts Headed?" [] Le/arad C~.m/~/ng Grip Team. Daum~man Strata. its e~'D~ner~ 41 Downtown Dubuque Master Plato Duhu/ue,/owa December 2003 The fivat two functions contain all of the components of the V'~qon Downtown - Culture, Education and Entertainment element. The last function- provision of direct benefits to society - makes the argument for supportive public policy. At the individual level the arts can promote creative thinking and access to new experiences at school and at work. At the community level the arts can increase economic activity, creating a more livable environment end promoting a sense of community pride. At the national level, the arts, at their best, promote a greater understancUng of diversity. For what the aris do at every level, government policy support is justified, end often CATALYST OPPORTUNITIES The history of arts programs and initiatives in Dubuque has been one of mixed succesg While the City continues to grow their cnltu~al venues, attempts to create a cultural arts commission have failed. Arts programs in the schools still exist; yet tend to be under-funded (as is the case in most commtmities.) While the discussion of fire arts tend to strike an emotional cord in the context of Do~ntown revitalization efforts, there are often advocates in both comps. These camps include those that understand its economic development benefits and ability to Vision Downtown: Culture, Education and Entertainment Promotion of curmml, education, and enteffalnment opporicat~es as a means to endch our lives, and to enhance the economic and historic revitatiza~ue of the Downtown. Pmmoticn of diveme cureJ mi, educa6on, and entertainment events so as to comptornent the community's appeal to visitors and local residents. Cultural, education, and entertainment based businesses as a means to spur the h~o~c preseneafies of buildings and economic devalopre~nt. Encouragement of frequent cultural related events, enteflainment, and activities that enhance downtown's image as the "place to be". An environment that creates a sense of neighhe~hued with cultural, educational, and entertainment activities enhance livability, and those that see it as an "extra" or something timt is an added contribution to the environment, but one that should only be assisted (subsidized) when the economy is strong and disposable revenue is abundant. Hare it is considered one of several stxategies for revitalization of Downtown Dubuque. · Le[an~ C.~ntMdng Group Team, Downtoum Strategisu &D~gners 42. Downtown Dubuque Master Plan Dubuque, Iowa Decemt;er 2003 When looking to the exparience of other communities end the role government played in supporting and promoting arts culture and art education in their community, it was consistency through policies and programs which increased access to the arts. Without government intervention, the arts will nearly always be available, in some form, to only certain segments of the population. With government intervention, a greater segment of the populace can gain access, thereby diversifying the offerings end experience. With promotion of the arts, a community becomes not just a destination for visitors, but for the artists who create it. (See inset on Rhode Island.) The City of Dallas, Texas advanced their support for the arts through a regulatory amendment which gave downtown properties that incorporated visible public art credit towards landscaping requirements. %the City of Englewood, Colorado established a policy that public art be incorporated at all of their gateways Au annual allocation from that citfs budget Is used to commission a local artist for this work. The City of Denver, Colorado, dttring the 1980s, established a scien~ f~c and cultural fadlities district (covered the entire city), for which district dollars are hid by art venues within its environs. The City of Dubuque has a unique opportunity to increase its art offerings through the Prescott School As explained earlier, many communities use their downtown schools, when they have them, to promote arts education. Schools with an emphasis in the arts can quickly become magnet schools and cfraw instructors and students from a larger geographic region. By investing in an education-based program for the arts, you have invested in the residents of your community; created an e~onomic development benefit, and enhanced livability; and, ensured the presence of an urban school to serve current and future residents of the downtown neighborhood, While, the City is par~cipating in selecting a new location for the Downtown school, it should actively encourage participation by all of the downtown stakeholders, public, private and institutional, and couside~ expending tits program offerings to include a broad arts education curriculua~ · Leland Conmltlng Group Team, Downtown Strategists &Dedgne~ 43 Doumio~z Dut~q~e M~r PIa~ Dulmque, ~owa December 2003 Beyond arts education for the commurdty's youth, Dubuque has the opportunity to expand related courses offered through NICC's Continuing Educal~on Program. NICC's presence downtown, and its ongoing college education end adult education programs, could augment the downtown neighborhood infrastructure, further enhancing livability for ~esiden~s, visitors and employees. Dubuque's extensive inventory of historic properties presents another opportunity to support the arts by supporffng career artists. In the context of a downtown revitalization s~ategy, an obvious way to support career ar~sts is through programs and polities for live/work spaces. The programs, which support this concept, include favorable financing mechanisms 0.~, grants, fa~acle Case Study - providence, Rhode Island The Clef of Provinenc~ Rho~e Island, in 1988, established a policy to improve~nent dollars, low Interest loans, etc.), property acquisition, designation of a cultural district, and community-art events planning. Policies which support this development concept include favorable zoning, adjusted parking ra~ios, leniency on land use conformity, and relaxed building codes~ The City of Dubuque should explore the range of options available In support the arts, and adapt a program consistent with the conununity's goals for culttrre, education and entertainmenL · Leland Consulti~ Group Team, Doumtawn Strategists &Designers Downtown Dubuque Master Plan Dubuque, Iowa December 2003 BARRIE~ TO INVESTMENT Barriers to developing an arts and cultural "infrastructure" Downtown include the following: Inconsistent understanding of the economic development value of the arts · Narrow poliO, cai support for arts funding · Limited history of corporate sponsorship for the arts Few programs to subsidize the housing portion of artis~ llve/work projects Inconsistent regulations to support a live / work mix of uses Limited information regarding the depth of the local or regional art market PRIORITY ACTIONS Actions to support local artisans and the arts culture Downtown and throughout the community include thefollawing: Establish Dubuque Arts and Culture Advisory Commission; during the Interim work with one of several existing organizations (Dubuque Cultural Alliance, Dubuque Arts Council, Chamber Festivals Committee, Dubuque Fine Azts Society). Identify and formally designate a cultttral / artisan district - grow4ng on the current concentration of art venues in central Downtown. Ensure that zoning (the ~egulatory environment) permits the adjacency of residential and ar t production uses - both vertically and horizontally integrated. Solicit the interest of nhlfonal and local experts in the development and redevelopment of a de~ns~ation live/work project Downtowtu · [miami Camulting Graup Team, Downtown Strateg~s e~Dedgne~ 45 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Support (subsidize) the residential portion of live/work signature project to control sale prices and appreciatior~ Develop a strategy to maintain an inventory of attainable artisan housing - involving corporete partners and local developers where feasible. · Work with Arts and Culture Advisory Commission, merchauts, Leisure Set'rices Department and others groups coordinating community events planning - i~stitute streamlined p~a6-tting processes. · Adjust landscaping req~rements (under cra-rent regulations) to include green ~pace and pubtic art · Coordinate efforts of arts groups and leisure services orgax6mtions to make cultural arts ac~dvities part of a comprehensive package for tourism. · Encourage cxeation of an arts program (support designation as a magnet school) within the Downtown schools - strengthening their appeal to a larger market and supporEng art training ata young age. ~ Leland C. onm.lting Graxp Team. Doum~aum Strate~ d~Dedgners 46 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 SECTION 4 HISTORICAL FEATURES Downtown Dubuque maintains an unprecedented inventory of historically significant properties. This fact presents both opportunities and challenges. Historic properties communicate the history ora place, setting one community apart from another, and establishing a reference for residents and visitors. Reuse and revitalization of historic properties, however, represents a range of obstacles from financial, to physical, to regulatory. The City of Dubuque, together with other advocacy organizations, must establish a process whereby the practice of preservation is simple and rewarding in order to most efficiently maintain this community asset. CURRENT CONDITIONS Many communities have designed their revitalization strategies around a theme such as entertainment, housing, sports, meetings and conventions, and others. Although successful in select markets, many failed. The problem was, very few developed their theme around existing community assets. Rather, the same themes were replicated hundreds of times in hundreds of markets, and frequently with little or no impact. · Le~nd Cansulting Group Team, Downtown Strategists &Designers 47 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 The most prevalent lesson learned by these downtowns was that successful revitalization themes must be a reflection of the unique and historical character of the local market. While downtowns can never be the way they were 40 or 50 years ago, they can evolve into something new which embodies traditional values. As one observer put it, "Downtowns represe~nt the old home town in our consdousness and therefore exert an emotional pull." Vision Downtown: Historical Features Downtown will be - a place where the restoration and preservation of our unique historic sites and history include, s: increased appreciation, education, technical assistance, and funding of our historical and architectural heritage. Recognition that historic prese~/ation and development must be in concert and mutually beneficial Comprehensive identification and promotion of our Downtown histodc resources and the education of the community on their value. Ongoing efforts that incorporate our Downtown histodc treasures and market them as unique and distinctive features that showcase our colorful history. The coordinated design and construction of new and additional, or when necessary, replacement structures that complement the architectural heritage of the area with an emphasis on the adaptive reuse of historical structures. Coordinated effort to recognize the histodc contribution of each building to the whole of the historic Downtown, but with the realization that some strdc~ures do not merit preservation. The promotion and encouragement of the use of historical sl~uctures for commercial, entertainment, cultural, educational, and residential purposes for people of all ages and backgrounds. The City of Dubuque, and particularly Downtown Dubuque, has a comparatively unequalled number of historic resources and venues. A parallel effort to the Downtown Master Plan was an inventory of these historic assets, the results of which are presented in the Historic Structures and Districts map. The purpose of the inventory was to identify those historically-significant properties which should be persevered and/or restored in the context of future revitalization initiatives. This type of effort in the context of future planning is espedally valuable as ii high]/ghts the order o£ magnitude of resources necessary to protect this aspect of the downtoWn infrastmcalre. · Leland Consulting Group Team, Downtown Strategists & Designers 48 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 As evidenced in the historic properties map, the needed resources are significant. One hundred fifty-four historically significant properties were identified in the Downtown study area, many within the Old Main Historic Preservation District, Jackson Park Historic Preservation District end Cathedral Historic Preservation District. All of which will likely be subject to Historic Preservation Commission (HPC) Design Review. Today, renovation of historically significant properties is conducted under the supervision and guidance of the Historic Preservation Commission. Programs which they administer include financing for exterior improvements, design review of property renovations, education, development of standards and management and protection of significant sites. This Commission is, however, voluntary and therefore in need Of staff suppert. Given the size of the endeavor to ensure that historic preservation is a foundation for future revitalization Downtown, it will clearly require additional staff and financial resources. However, the experience of other communities is that resources more than pay for themselves. Preservation of historic resources is the easiest way for a commurdty to establish autonomy, communicate its brand, and demonstrate its commitment to sustainability. · Leland Consul~ng Group Team. Downtown Strategists & Designers 49 Downtown Dubuque Master Plan Existin9 Historic Structures and Districts Downtown Dubuque Master Plan Dubuque, Iowa December 2003 CATALYST OPPORTUNITIES Development and redevelopment in the downtown and irrfili environment is more difficult and often more costly. Redevelopment of historic properties further complicates the financial equation given challenges associated with building design, prevailing market conditions (rent and ownership), heightened design standards, and developer experience. Many cities step into the predevelopment process early in the conceptual planning process, assigning an internal "redevelopment specialist" who understands the challenges associated with these types of properties. With this experience assigned to the project, approvals are streamlined and development costs frequently reduced. A second way that cities can create incentives for redevelopment and assist with lowering costs is to establish policies and programs in support of the objective - a public sector lead in readying the environment for investment and preservation of the built environment. Among those policies which can present a sizable contribution to historic rehabilitation projects axe sponsorship of state tax credit applications and continual lobbying for increases in state historic tax credit dollars. State-allocated financing for the preservation of historic resources in communities that are grossly undervalued. Dubuque, together with other conuntmities in the state, needs to initiate an aggressive lobbying effort to communicate not just the social, but fiscal benefits to preservation of historic resources. With financial programs for historic preservation found primarily at the state and federal levels, access to what funds that are available is difficult for even the experienced, much less inexperienced developer. With the inevitable added cost of redevelopment versus new development, use of funds for historic preservation is often critical for a project's financial feasibility. Many communities across the country, therefore, are providing assistance to developers and property owners either in-house or through City-supported positions within Main Street or other advocacy organizations. An interim solution is simply to identify qualified individuals and maintain a list of these individuals on a resource list for investors contacting the City and requesting this in:formation. · Leland Consulting Group Team, Downtown Strategisu &Designers 51 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 The Downtown advocacy representative discussed in Section 1, who will serve as a developer/ owner representative, will be able to assist with identification and access to a range of financing mechanisms, application assistance, and negotiations with property owners. However, finding a person with the experience (and time) to provide direct financial assistance to historic dollars may be difficult. The more likely scenario will be a second position, for this type of specialist, or a City/Main Street-supported contract with outside specialists. Any o£ the strategies described above will serve to streamline the project approval process and more effectively "ready the environment for investment." BARRIERS TO INVESTMENT Barriers to revitalization of historic buildings and preservation of historically-significant properties include the following: · High degree of functional obsolescence associated with older buildings Lack of handing for historic preservation at the state level · Limited support by local public agencies to assist developers · Inconsistencies in designation of buildings and properties (higher risk investment climate)s · Limited number of developers experienced in the reuse of historic buildings · Disparities in development economics associated with value and cost · Relatively shallow market for select product types downtown PRIORITY ACTIONS Actions necessary fvr protecting and encouraging redevelopment of historic resources in Dtrwntown include the following: Establish a Downtown Design Guidelines Task Force of local design, development and business owner professionals (including representatives of Dubuque Main Street Ltd.) to prepare design guidelines for Downtown character districts. Inconsistencies in designations refer to National Register, historic district, architecturally~signfficant, etc. · Leland Consulting Group Team, Downtown Strategistr e~' Dedgners 52 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Designate redevelopment specialist within the City to shepherd adaptive reuse and historic conversion projects through financing and development approvals. Iden~y / designate specialist (either within the City or as consultants to the City) who can assist applicants with state and federal tax credit applications. Initiate a lobbying effort (at the state level) to increase state historic tax credit pool. Complete the formal designation of properties identified as part of the City's historic inventory. Research the use of low income housing tax credits in combination with historic tax credits. Expand the dollar amount and number of existing fagade improvement grants and low interest loans to promote redevelopment preservation (keep this money separate from larger Encourage the reuse of historically-significant buildings for residential use - lofts, condominium, row houses; streamline the process and create financial incentives for restoration where feasible. · Leland Consulting Group Team, Downtoum Strategisu & Dedgners 53 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 SECTION PUBLIC SPACE AND OPEN AREAS The public realm is nowhere more important than in the urban neighborhood setting as it frames the environment and defines the character of the place. The introduction of "soft spaces" to Downtovm Dubuque in the form of public parks and green spaces, will effectively connect neighborhoods and districts to employment and shopping areas, while reinforcing overall livabitity and strengthening community character. CURRENT CONDITIONS Public spaces and open areas provide the essential landscape seRing that is v~tal to downtown livability. The type, location and condition of those spaces play a significant role in quality of life of its residents and experience of visitors, employees and patrons. The ease of accessibility for pedestrians, especially the elderly and others with mobility limitations in many ways dictates the success of downtown as an intergenerational place to live and visit. Developing an understanding of the unique and appealing characteristics of these spaces and features and how · Leland ConsuMng Group Team, Downtown Strategists & Dedgnen Downtown Dubuque Master Plan Dubuque, Iowa December 2003 they are used or enjoyed is important to implementing the vision of a greener, multi- seasonal and accessible downtown. Existing Public Spaces The Downtown Dubuque public open space system is comprised of three primary elements: a network of public streets, alleyways, end sidewalks; Washington Park and ~[ackson Park (located on Downtown's northern periphery and outside the study area, yet within the contiguous area of influence) the Mississippi Riverwalk, River's Edge Plaza, Ice I-{arbor Park and the Alliant Energy Amphitheater. Streets and Sidewalks The conffnuous, interconnected Downtown street, alleyway and sidewalk network is the most extensive system of public spaces in the City, however, the character and quality of these spaces varies considerably throughout the Downtown. While some areas are pedestrian-oriental end well defined by shade trees and grass boulevards, other areas, such as along Central Avenue, tend to be less green and more open with either smaller new street trees or no plantings at all. The 2002 renovation of the former Town Clock Plaza between 5th ' ~: .- ' and 8mStreets has helped to energize the Town Clock District as visitors and residents can now drive around the Town Clock and along the entire length of Main Street. The opening of the former pedestrian mall has improved access to Main Street offices, shops and restaurants. The street also now allows convenient, parallel parking. Pedestrians can enjoy its historic architectulrid setting with new · Leland Consul~'ng Group Team, Downtown Strategisu &Designers Downtown Dubuque Master Plan Dubuque, Iowa December 2003 period lighting, street trees, planters, tables and chairs and other attractive street furnishings. 7he entire environment is designed to support the pedestrian experience. Iowa Street, a two-way thoroughfare, is divided for a portion of its length by a landscaped median. The median system is fairly narrow (4 -10 feet wide) and extends approximately four blocks, between 5th and 9th Streets. Parallel parking is provided along most of its length on both the sidewalk and along the center median. The boulevard in this stretch of roadway is also wider than usual, and together with the center medians, gives a parkway-like appearance to the streetscape. There is a dose relationship between the character and function of the downtown streets and the character and quality of the existing downtown landscape. Those streets that carry the most pass-through auto and truck traffic tend to be the most pedestrian-unfriendly and also have the most inconsistent landscape character. Central Avenue, today, could be characterized ~ way, as an example. However, with the introduction of an effective greening program, coupled with a traffic and access management program, could transition Central Avenue and White Street to more of a neighborhood-serving corridor with strong pedestrian connections to the residential areas north of Downtown. Parks and Open Spaces Washington Park is the primary civic green space in the CBD (Centy~l Business District.) The park encompasses one square block and is approximately 11/2 acres in size. The park functions as passive green space, shaded by mature trees and crossed by a network o£ walking paths. The centerpiece of the park is a small, white oriental style gazebo. The park is also bordered by several notable buildings, including the Federal Post Office and the Dubuque Museum of Art. The Mississippi Riverwalk is a % rntle long public promenade alor~g ~he Mississippi River and Ice Harbor in the Port District. This linear public open space is the most decorative and highly · Ldand Consulting Group Team, Downtown Strategists & Designers 56 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 developed portion of the City's Heritage Trail Riverfront Systerm Specific features of the Riverwalk include a 15 foot wide decorative walkway with shade pavilions and stairways winding down to a concrete riverside pier, decorative lighting, the River's Edge Plaza and Pavilion, end the Alliant Energy Amphitheater. A new central green space of approximately 12,000 square feet is plarmed at the nmmhwest comer of 5t~ end Bell Streets in the Port District. This area of open lawn and shade trees is intended to function as a flexible green space for Port visitors and residents. The green space is intended to be relatively open end unencumbered to support a variety of casual end programmed activities. Its location also allows it to be used in combination with the entry garden of the Grend River Center, thus providing a space of over half an acre for public gatherings and special events. Vision Downtown: Public Space and Open Areas Downtown will be - an inviting area that appaa[s to all the senses through the creation of a clean, safe and envimnmer~ally pleasing setting that includes: Recognition that public open areas and green space are vital to the INability of the Downtown. Public open areas that are aesthetically pleasing and accessible to employees, customers, vts'~om, and residents of the Downtown area with the goal of appealing to sight, sound, smell and touch. Open space for recrealion, social events and gatherings, access to the Mississippi PJver, and a vlow of Downtown's natural landscape. Streets that enhance the beauty, charm, and v~brancy of the Downtown area through the use of color and texture in such things as landscaping and amenities. CATALYST OPPORTUNITIES Opportunities for improving the Downtown public realm through the creation of new green space end continue improvement of the urben streetscape are illustrated in the Public Space end Greening Framework Plen end include the following: Enhancement and softening of the numerous Downtown surface parking lots with perimeter and internal landscaping, lighting and decorative metal fencing. Enhancement of Iowa Street between 14th end 3~ SWeets as a heavily landscaped greenway with wide grass boulevards, sidewalks, striped bike lanes and pedestslan lighting. This transformation of Iowa Street into a linear greenway is an initiative which would provide the opportunity to build upon this roadway' s existing strengths while proving a green counterpoint to the more urbanized and · Le/~nd Consula'ng Group Team, Downtown Strategists & Dedgners 57 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 architecturallyarticulatedMainStreetstreetscape. Establishinga"green' connectiontoJackson Park at the north end of Downtown would further enhance the connection between the downtown districts and the historic Jackson Park neighborhood. As identified in the I996 Heritage Trail Master Plan, a portion of the City's Heritage Trail could also be incorporated as part of the greenway design, establishing and reinforcing stronger connections. Continuation of the City's street tree program with "CU' structural soils will be crucial for improving the livability of downtown where space is limited and trees are located with tree grates, should be employed to improve plant survivability and reduce potential damage to sidewalks from tree roots. Creation of several new public green spaces (1/3 - 1/2 block in size) in conjunction with larger, full city-block redevelopment projects intended to serve as passive pocket parks and landscaped open space for Downtown residents, workers and visitors. In addition, develop a downtown park with open play space fur children that are accessible for active recreation. Note: This initiative could be coordinated with the downtoum school, and other catalyst projects as tl~ develop. Completion of the downtown streetscape improvements (as per existing Strategy Guidelines) along the remainder of Main Street from 1st to 14m Streets. The streetscape completion will reinforce the linkages between downtown residential and commercial uses. These "hardscape' treatments will also provide a pleasing counter point to the softer " greenscape' character of the proposed Iowa Street Greenway. As a starting point, the streetscape /landscape design guidelines developed for the historic districts can serve as a model. Further design development and implementation of Downtown gateway enhancements and wayfinding projects to announce and celebrate the Downtown arrival and depart~rre sequence. (Supplement the Living Trust Fund to finance these improvements.) These crossroad locations should be studied further to determine their ability to support sculptural signage or other types of unique design treatments. · Leland Comuhing Group Team, Downtown Strategists &Dedgners 58 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Not reflected, but equally important, drafting of formal design guidelines for the entire study area providing property and business owners with valuable guidance for improving the appearance of their buildings and stabilizing the value ot: their investanent. The design standards developed for the Port District and the architectural design guidelines adopted for the historic districts should be used as a model or starting point and then modified to meet the specific characteristics of the other four districts. Also, the passage of policies which require all new residential have their own and/or contribute to public play spaces, including new school opportunities, and these, and all, public spaces meet ADA (Americans with Disabilities Act) accessibility standards including new school opportunities. BARRIERS TO INVESTMENT Barriers to implementing a comprehensive, long-term public spaces and greening program for Downtown in an effort to enhance livability mid the downtown experience include the fvllowing: · Current State and City fiscal shortages limiting the availability of funds for the design and development of new public open spaces · Insufficient / unorganized support system for consistent long-term care and maintenance of young street trees, shxubbery and seasonal flowers Lack of an identifiable "caretaker or champion" group for the expansion, enhancemezat and maintenance of downtown public green space · High cost of downtown land prohibitive to its use as non-revenue generating open space · Lack of funding for consultant sm'vices to assist in the development of design guidelines PRIORFFY ACTIONS Actions necessary for improving public open space in the Downtown include the.following: · Enlxance Downtown surface parking lots with internal and perimeter shade trees, low hedges, seasonal flowers, security lighting and decorative metal fencing. · ~ind ConsuMng Group Team, Downtown S~am~ &Ded~ers 59 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Enhance Iowa Street between 14ta and 3~d Streets as a heavily landscaped greenway with wide grass boulevards, sidewalks, striped bike lanes and pedestrian lighting and specialty banners. Continue the City's street tree program by planting shade trees along the Downtown streets. Create new public green spaces (1/3- 1/2 block in size) in conjunction with larger, full city-block redevelopment projects. Complete the implementation of the Downtown streetscape improvements along the remainder of Main Street from 1st to 14th Streets. Continue the implementation of Downtown gateway enhancements and wayfinding projects. Work with property owners, Dubuque Main Street, Ltd. and neighborhood organizations to create / expand the formal district designation (SSMID) to address maintenance o£ Downtown streetscape and other public space improvements. (This could include sidewalk snow removal, litter removal, repairs to streetscape ~Curnishings, and seasonal flower plantings and maintenance.) i ~ Work with schools, civic/neighborhood organizations and other volunteers to re- energize the adopt-a-park program and expand into a Downtown adopt-a-block program. Work with Downtown advocacy entity (see General Strategies) to develop / coordinate a loan pool for higher risk and public good projects (pledges can be loans, letters of commitment and stock purchases). Continue to encourage and support areas for outdoor dining. Upon adoption of the Downtown Master Plan, establish a ten-year capital program to ~und construction o£ pedestrian enhancements, greening and open space improvements in targeted locations. · Ldand ConsultlngGroup Team, Downtown Strategists &Designers 60 Downtown Dubuque Master Plan Dubuque, }:owa December 2003 SECTION 6 RESIDENTIAL LIVING Downtown Dubuque has many of the components ora successful urban residential neighborhood - schools, churches, government offices, services - yet supported by a relatively modest number of homes. An increase in the number of downtown residents, both in the core and on its periphery, will serve several purposes including support for an expanded commercial base, and a 24-hour presence of people on the street. Today, the City of Dubuque is an active agent in facilitating the delivery of affordable housing units, particularly in Downtown. A cornerstone of the Downtown Dubuque Master Plan will be the introduction of market-rate, workforce and high-end housing products to supplement and diversify the existing inventory of housing product in the core and on the water~o~t. CURRENT CONDITIONS Downtown living offers unique amenities and lifestyle choices to residents. Typically, residents are attracted by convenient access to restaurants, stores, downtown jobs, and events. ~!l~e diverse mix of people and events provides a cLLs~nct culture and sense of place not available elsewhere in · Leland Consulting Group Team, Downtown Strategists &Dedgne~ 61 Downbown Dubuque Master Plan Dubuque, Iowa December 2003 the community. In addition to expanding housing options, downtown housing also addresses the needs of a changing demographic profile. Nationally, the number of households potentially interested in downtown as a neighborhood is growing as more young professionals are waiting to start families, families are decreasing in size, and "empty nesters" are looking to "downsize' their households. These demographic trends are coupled with societal changes including:, dissatisfaction with the negative aspects of fringe development, e.g. homogeneity, congestion, lengthy commute times, and lack of identity; reawakened inte~test in urban lifestyles and historic architecture; and, an expanding white-collar and pirrk-collar5 workforce. Local trends which suggest a market for downtown housing include a declining household size, increase in the number of individuals entering retirement age, and growing number of single individuals. Downtown Resident Profile Demand for downtown housing is driven by an increase in the population base among income- qualified buyers and/or renters, as well as buyers/renters already existing in the market. The typical resident profile for downtown housing products is as follows: Age: Annual Household Income: Average Household Size: Employment Status: 25 to 44 Years; 55 to 64 $30,000 and ova" 1 to 3 People Per Household Professional, Semi-Professional, Retired So,u~qc~ ~e: Leland Consulting Group· 5 Semi-professional individuals including administrative assistants and p~a-professionais which tend to earn more ffmn minimum wage, but less than degreed-positions. · £eland Consulu'ng Grou~o Team, Downtown Svrategists &Designers Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Downtown housing is a relatively unique product. In order to estimate the demand for this type of housing, it is first necessary to identify trends and characteristics related to typical downtown residents: Slightly higher c0n~entration of men than women. Higher concentration of singles to couples, especially couples with children. Household compositions vary signffdcantly depending upon the type of structure. I~ne table below illustrates the results of a survey conducted by the National Assodation of Home Builders summarizing household composition by product type. Household Composition By Housing Product Type Source: National Association of Home Builders and Leland Consult/~g Group Note: While the survey did not distinguished between downtown and suburban residents, valuable irrferences can be drawn from the distinction between households living in attached and detached units. Downtown residents would be most similar to those living in attached units, while suburban residents would be most similar to those living in detached units. Children, if present, are generally younger (pre-elementary), part-time teens (living with separated or divorced parents) or grown children of "empty nesters". Interest in downtown housing projects is fairly evenly split among new residents (outside trade area and out-of-state) and fringe ttausplants. Lower ratio of cars to housing units than in suburban projects (1:1 and 2:1 respectively). Over time, the ratio can be further lowered as lifestyles adjust to the dose proximity to downtown services and public transportation. Majority of residents are employed - 70% to 80%. Of those residents who are employed, 80% to 90% are employed downtown or in the immediate vicinity. · Leland Consulting Group Team, Downtown Strategists & Designers Downtown Dubuque Master Plan Dubuque, Iotoa December 2003 Projects with a high concentration of residents in the 30 to 40 year age group have a lower percentage employed downtown (more mobile). Among married couples, many have one spouse working downtown with the other working outside downtowh.'There are a limited number of self-employed individuals (working out of their units) due to lease covenant restrictions. Dubuque Profile Economic and demographic characteristics in the market are indicators of overall trends and economic health which may affect private and public sector development. The following discussion summarizes analyses of key economic and demographic indicators as they relate to demand for downtown housing. Population Dubuque 7-Comity County Re~ion 1990 86,403 230,603 2000 89,143 234,544 CkAGR 1990-2000 0.3% 0.2% 2002 (est.) 88,628 233,497 2007(proj.) 87,840 Z31,734 Source: State of Iowa, Claritas, Inc., and Leland Consulling Group. CAAGR: Compound Average Annual Growth Rate Between 1990 and 2002, neighborhoods within Dubuque County grew at a slightly faster pace compared with the region as a whole. Population growth in both the County and region is expected to experience a modest level of decline over the next five years, a trend which could be reve~ed with aggressive efforts to provide housing products (particularly in the downtown market) which could effectively draw people from a region outside the trade area. The Downtown Dubuque Master Plan, is expected by some, to go a tong way towards reversing this trend. · Leland Consulting Group Team, Downtown Strategisu & Designers Downtown Dubuque Master Plan Dubuque, Iwwa December 2003 Households Dubuque 7-County County Region 1990 30,799 83,349 2000 33,690 89,871 CAAGR 1990-2000 0.8% 2002 (est.) 33,812 90,284 2007~roj.) 34,335 91,695 Avg. F~ousehold Size (20O0) 2.51 2.51 Source: State of Iowa, Claritas, Inc., and Leland Consulting Gzoup. CAAGR: Compound Average Annual Growth Rate · As with population, the number of households in the County grew at a slightly faster rate than the region as a whole between 1990 and 2002. These growth rates, while in flux in the near-term, should stabilize over the long-term. Important to note is the difference between household end population growth. Over the next five years, household growth in both the County and region is expected to outpace population growth, thus indicating decreasing household sizes - a positive indicator for development of downtown housing products. Household Income (2002) Dubuque 7~County County Regio~ up to $25K 25% 30% $25-35K 14% 15% $35-50K 17% i8% $50-75K 23% 2O% $75-100K I2% 9% $100K arid up 9% 7% median $44,603 $38,462 Source: US Census, Claritas, Inc., and Leland Consulting Group. · Household incomes in both the County and region have been increasing consistently since 1990. This growth is projected to increase somewhat over the next ~ve years. · Leland ConsuMng Group Team, Downtown Strategists & Designers Downtown Dubuque Master Plan Dubuque, Iowa December 2003 In addition to economic and demographic Indicators, residential and commercial developers are increas'mgly utilizing lifestyle demographics to target potential market segments. These "psychographic profiles" of a community attempt to predict lifestyle, social and psychological tendencies based on demographic characteristics. The table below summarizes the most frequently reported dusters in Dubuque County, as well as an index to national standards. The proportion of households in each cluster is compared to national averages based on an indexed value of 100. Therefore, a value of 200 would indicate twice as many households in that cluster as compared to the U.S. as a whole. Psychographic/Lifestyle Profile (PRIZM) Top PRIZM Clusters % of Index to Dubuque USA County HHs (1D0=same) Sunset City Blues 24.4 1435 Agri~Business 11.4 760 Starter Families 9.2 613 Second City Elite 8.5 447 Family Scramble 5.1 24,3 River City USA 4.9 272 Upward Bound 4.2 233 Middleburg Managers 3.9 217 Source: Claritas, Inc. - Prizm Data Set Blue-collar empty-nesters nearing ze~rement in agricultaral areas Large families; outdoors types; farming or blue collar occupations Younger families in blue-colLar occupations; large households Movers and shakers of smaller cities; typically roan'led with mo kids Families in lower-wage service and produclion jobs; high Hispanic Traditional, blue-collar families living in single-family homes Professionals, typically married with kids, living in newer houses Executives, professionals; half older with kids, half young & single Of the lifestyle dusters described above, those which generate the most demand for downtown housing include Family Scramble and Second City Elite. The Upward Bound and Middleburg Manager clusters are potential candidates for upper-income urban housing as they age and approach retirement. Summary The demographics of Dubuque and Dubuque County are undergoing transitions which are taking place in many comparable cities across the U.S. These transitions are positive indicators of future downtown housing demand and include: the movement of "Baby Boomers" (population segment with the most disposable · Leland Consulting Group Team, Downtown Strategists & Designers 66 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 income) into thei~ retirement years; continued migration from rural areas to urban centers and from major metropolitan areas to smaller urban centers; and, increasing numbers of singles and childless married couples. These demographic trends represent unique opportunities for housing, particularly hi Downtown Dubuque. For example, "Baby Boomers" in retirement will likely desire greater security and access to services; singles and childless married couples will demand housing to accommodate smaller household sizes; and, a desire to be dose to work, and the growing emphasis on leisore time will increase demand for attached housing alternatives with a full amenity package and accessibility to work and play. Downtown housing meets the needs J:or security, accessibility and affordability by individuals across every segment of the population. DOWNTOWN HOUSING SUPPLY An analysis of residential living space in the study area (by district), both existing units end spaces with the potential for redevelopment, is summarized in the following table. The analysis was based on inventory work completed by representatives of the City and Dubuque Main Street Ltd. who mapped all of the downtown properties with residential as either the primary or secondary land use. What the top part of the table shows is total residential square feet, both vacant and in use, by zoning designation and downtown district. As presented, there is approximately 1.0 million square feet of residential space Downtown netting an estimated 1,200 Although an estimate, and obviously influenced by factors including: average unit size, space utility of buildings, potential basement space which is livable, and futttre unit programming, the information is valuable as it establishes an order of magnitude relative to the market's inventory. Among the general strategies identified for advancing the plan is constant monitoring of market conditions. Future initiatives should include a further refinement of this analysis. · Leland Consulting Group Team, Downtown Srrateghu &Designers 67 Downtown Dubuque Master Plan Dubuque, Iowa December2003 Estimated Total Residential s.f. (including vacant and used for other, lhqmavy Lang Use 2F C ID IS MF OF SF V Grand Total Upper Main Cable Car HJstorlc Old Farmers Square Main Town Clock Market other 35,102 5,320 21,156 6,781 25,464 97,318 18,902 309,592 16,468 22,126 6,072 44,796 50,263 71,299 218,743 13,750 2,2O7 5,764 22,838 43,402 40,793 10,964 1,865 3,709 150,971 171,571 101,285 619,195 51,671 mrposes) ;rand Total 68,359 467,743 6,072 398,851 30,810 95,160 5,573 1,094,694 Estimated Total Residential Units Primary Land Use 2F C ID IS OF SF V Grand Total Upper Main Cable Car Historic Old Farmers Square Main Town Clock Market 39 6 24 28 108 21 344 25 7 50 56 79 243 2 6 25 48 45 other GrandTotal 8 76 18 520 25 7 15 443 34 12 106 4 6 57 1,216 168 19I 113 688 (Among properties with residential as either a primary or secondary land use) · Leland Conmleing Group Team, Downtown Strategists &Designers 68 Downtown Dubuque Master Plan Dubuque, Iowa December2003 DOWNTOWN HOUSING DEMAND Based on the typical downtown resident profile described previously, and knowledge of the local market, the following components of demand for downtown housing in Dubuque were identified: · Move-ins: This group represents new households in the area. When households relocate to the area, they will be choosing a p~ace to live. Some, especially those from larger cities end other areas with established downtown housing, will choose to live downtown if units are available. · Downtown Employees: This group represents current and future households with one or more members employed in the downtown area. The convenience of living close to work will be a major factor for those choosing to live downtown. · Retirees: This group includes new and existing households, either with no children or older children who have moved out of the house, who may be looking for a Historic Old Main lifestyle with convenient access to amenities such as those at the Port of Dubuque, and cultural/entertainment opportunities available downtown. · Students: This group would be included in one of the identified demand groups, provided they met the respective age and income qualifications. While not directly measured, the students are an important market segment for downtown housing. The presence of institutions of higher education in a community not only provides a potential base for downtown housing in its married and non-~taditional students, but a potential partner in financing and developing downtown housing. Demand estimates for each of these potential market segments are presented in the following discussion. · Le~nd ConsuMng Group Team, Downwwn S~me~u & D~gners 69 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Residential (Rental) Demand - Dubuque County Annual New Unit New Unit Income Approx. Rent Demm~ Demand Range Range 2002-2007 2008-2012 up to $25K up to $625 59 59 $25-35K $625 - $875 32 32 $35~0K $875 - $1,250 22 22 $80-75K $1,250- $1,875 18 18 $75-100K $1,875 a~nd up 6 6 Totals 140 140 Residential (Ownership) Demand - Dubuque County As the downtown homing base increases, an additional market segment may include reverse commuters. This group works outside of downtown but chooses to live there because of the lifestyle and available amenities. While typically a small segment of the market, most likely not more ttuan 5% of downtown residents, it should not be overlooked. Supportable Downtown Housing Types Future demand for single- and multifamily housing is driven by an increase in the population base among income-qualified buyers and renters, as well as buyers/renters already existing in the market ("pent-up" demand). Projected trade area household growth was analyzed along with historical patterns of single- and multi-family development to arrive at an estimated average annual demand for housing in the market over the near- and long-term. · Lc~and Cansulting Group Team, Downtown Strategist~ & Designers 70 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Taking into consideration the market analysis conclusions presented in the discussion above, as well as input provided during the focus group workshops and individual interviews, specific housing opportunities were identified for downtown. These not only represent market-driven trends supporffng development, but projects which have the potential to strengthen and link existing downtown districts and initiatives. High-density, middle-market rental apm tments (workforce housing) · Lower-rise luxury townhomes and condominiums (in small- to medium-scale inf4]l developments in the Port area) · For-sale loft units (particularly in the Warehouse District, located outside, yet influencing the study area) · Adaptive reuse and conversions of old structures - (office, hotel, commercial, industriaJ) - into rental and/or for-sale units · Senior, accessible, housing CATALYST OPPORTUNITIES The results of the market analysis obviously demonstrated support for a variety of housing products across a range of sale prices/rents. General characteristics of these housing product concepts include: New development, redevelopment and conversions of existing buildings · Attached ownership, rental, senior, and live-work units · Mixed-use development, combining housing with office and/or retail · Market-rate and mixed-income housing · Housing targeted to second home ow~nets/investors, executive stays, employees, empty nesters, young professionals, and retirees Based on the market analysis l~ends in the Dubuque market, end availability and character of the existing building stock, several development "prototypes" were formulated and economic analyses completed for a typical property within the downtown area. For each "prototype", · Leland Consulting Group Team, Downtown Strategists & Dedgnen 71 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 assumptions regarding rent and sale prices, operating and management expenses, land costs, and building construction costs were formulated from local sources. As shown in the economic analyses presented here and in the other sections of this plan, the development "prototypes" for which there is short-term demand reflect higher-risk "pioneering" projects. This is the typical pattern which occurs in revitalizing neighborhoods. The extent to which these early projects experience success will determine the level of momentum established for other development/redevelopment projects. In order to motivate development interest in pioneering projects in a downtown environment, and capitalize on these market opportunities, the public sector must assume three principal roles - advocate, financier, and educator. As an advocate the public sector can take an aggressive position, acquiring and assembling strategic parcels and then positioning them for private investment, or a more passive role establishing policy and offering a favorable regulatory environment. In Downtown Dubuque, the recommended strategy is creation of (or expansion of an existing) non-public en~ity (city supported) which assembles a portfolio of properties for residential and commercial development. This concept essentially calls for creation of an advocacy entity which facilitates development and redevelopment projects downtown. While not the developer, this entity or group, serves as a liaison to the process, working between the public and private sector interest. The public sector's second role as finander is explained in the context of development economics associated with downtown revitalization. As stated in the Commerce element, the downtown environment is simply more difficult and more costly to develop compared to locations on the f-einge of a community. The economic analysis presented here (in the form of sample development proformas) demonstrates this fact as it compares the value of a downtown housing concept, once the project has reached a stabilized year, to total development costs. While Downtown housing projects typically command "above-market" rents and sale prices, especially for amenity-driven projects (riverfront), they also incur higher development costs, e.g., land, inf-tastructure, parking, etc. The variables that tend to most affect development economics for downtown housIng are product pricing, density, and parking requirements. In the end, developers often face greater risk in serving a relatively narrow and specialized market. Creative · Lel~nd Consulting Group Team, Downtown Strategist~ & Dedgners 72 Downtown Dubuque Masher Plan Dubuque, Iowa December 2003 solutions and cooperative efforts by developers, lenders, and public officials can offset the additional constraints of developing downtown hoUsing, resulting in a vibrant neighborhood with ali of the attendant benefits noted above. In looking at the experience of other markets, it is not unusual, and in fact, is typical for public contributions to catalyst projects to represent between 20% and 30% of total project costs. As these catalyst projects "prove up" markets for downtown housing and lead to additional development/redevelopment, the invest~nent is well justified. Public conbributions that can help to "ready the environment" for future investment can be both direct (e.g., land write down, public financing) and indirect (e.g., streamlined approvals, fee waivers). As an educator, the public sector must continue to inform all of the players in the "delivery system." In addition, it must maintain a "tool box" of contributions for the delivery of downtown housing products to the market. As downtown housing will be a critical component to Vision Downtown: Residential Living Downtown will be - a 'bame" to many p~opie that pro',4des a mix of amenities and opportunities including: A blend of housing options across the affordability range and ~hroughout the downtown, with adequate parking, green space, and transit access that meets the needs of phys'mally, visually, hearing, economically and language challenged persons. A renewed emphasis on preserving and promoting Downtown's residential historic architecture. A mix of businesses and institutions within walking distance that meet the needs of Downtown residents. A clean and safe environment. Employment and ch~3dcare opportunities in close proximity to housing. Occupied units above storefroats. Neighborhoods that link people together on a twenty-four hour basis which will ultimately create a sense of community. Facilities and activities for young people Quality education fasitiaes for both traditional and non-traditional students of all ages and interests. realizing the vision for Downtown, it will warrant the resources and programs necessary for its successful implementation. Downtown Housing Implementation Principles The public sector can encourage urban infill housing through commitment to the following: · Leland Consulting Group Team, Downtown Strategiva & Dedgners 73 Dcramtown Dubuque Master Plan Dubuque, Iowa December 2003 Leadership - "Effective change can be accomplished only through the vision and leadership of a Mayor, City Manager and Council who make housing a priority and bring together city government and key downtown stakeholders to create a positive, proactive housing polity that will encourage downtown housthg devetopment." Urban Land Institute Supportatthetopneedstotrickledownintoaction by City departments at both the project and policy level. Shaping the Public Domain - Major public investment initiatives designed to shape the public domain should include efforts to promote downtown as a safe, clean center of economic vitality, entertainment and culture. This is accomplished through effective police protection and crime- prevention measures, along with prompt delivery of public services such as street maintenance, waste collection and removal of blight. Planning and Coordination - Through an effective planning framework, the City can implement the vision that encourages the development of urban housing. Within targeted areas of investment, the dty should use legal, regulatory and tin~andng tools to facilitate and assist with land acquisition, needed infras~cture, streetscape improvements, and neighborhood services. Regulation of l_and Use - Government regulation of infill development tends to be more demanding (and therefore more costly to the developer) than government regulation of new development in new areas. Interpretive flexibility and open commur~cation should be paramount among staff and the City's leadership. Site Assembly, Acquisition and Preparation - One of the most important ways the public sector can encourage infill housing development is through site assembly and acquisition. Through preemptive identification of opportunity sites, the City can reduce the time and expense involved in clearing title, identifying and finding landowners, and dealing with encumbrances. Infrastructure and Public Services - Infrastructure - including streets, water, sewer, parks end schools - that make Downtown more accessible, functional and attractive encourages infill housing development. As the public sector has the longest-term investment in the health and sustainability of the community, it is appropriate for the City to "ready the physical environment · Leland Consulu'ng Group Team, Downtown Strategists & Designers 74 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Information - Education of the "delivery system" through an accessible system of shared information and a consistent message can facilitate infill development and redevelopment. Information to be shared includes: market and demographic statistics; information about funding programs; environmental issues (reports); recently completed studies and reports; and inventories of available properties. The City should also provide information about regulatory agencies and partner advocacy entities, permitting processes, and development requirements. Tax Policy - Taxes for property, sales and special districts can influence (positively and negatively) infill development in a variety of ways. Taxing policies should be designed to encourage "right" investment, and "discourage" wrong investment. Creative taxing solutions which promote development include: land taxation; taxation according to its current use; property and/or sales tax abatement; tax increment financing; and special taxing districts. Financing Incentives - Most early projects in a revitalizing downtown environment require some public financial assistance. Affordable housing is largely assisted through federal and state programs including HUD, HOME, Fannie Mae, CDBG and most recently the New Market Tax Credit program.6 Higher-end products (some, but not all) are often feasible given the difference between land and unit prices. However, those products in between - workforce housing, market rate ownership and rental, senior housing - are often left without financial program assistance. These products, in particular, require public participation at the predevelopmant and development stage in the process. Advocacy - The city needs to work with advocacy groups to educate the community about the benefits of Downtown housing, as well as generate support for desired housing developments. This should begin initially in the creation of supportive housing policies, and contfuue through regulatory support for specific projects. BARRIERS TO INVESTMENT Despite the trends outlined above, there remain significant barriers and disincentives that can intfibit the development of downtown housing. In many communities, downtowns are still 6 7-ne New Market Tax Cred/t is largely used for the commercial portion of a mixed-use project. · Leland Consulting Group Team, Downtown Strategists & Dedgners 75 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 viewed as relatively "unlivable," making it difficult to attract residents regardless of the accuracy of the perceptions. Negative perceptions which create barriers to attracting potential residents to downtown include the following: Inconvenient and pedestrian-urdriendly Obsolete and abandoned Inadequate school system Overburdened by "the poor" and public services Decaying public spaces and structures Unsafe and unclean Conflict between merchants and residents over parking Absence of green space in lieu of parking (surface) Although the negative perceptions remain, there is a solid, albeit thinner, market for downtown housing. In most communities, the preference of developers is to build on vacant ground near the cities' edge, or in suburban areas. This preference is oftentimes less a product of market demand than of costs and opportunities. From the develoF~r's and prol:~rty owner's perspective (large and small), there are economic problems associated with downtown development, housing or otherwise. These include the following:. · Vacant upper stories - space utility and cost to retrofit · Difficulty in assembling sites · Comparatively high land costs · Regulations designed for suburban, not urban development · Existing infrastructure in place, but may need to be repaired, upgraded or replaced · Older buildings may have structural problems and/or haza~dons materials These problems are further exacerbated by financial challenges including: · Leland Consulting Group Tear~ Downtown Strategists & Designos 76 Downtown Dubuque Mas~er Plan Dubuque, Iowa December 2003 Comparatively high development costs (upfrent) Lenders' lack of familiarity and experience with the products Dearth of good market research Envirorrrnental problems Absence of comparables on which to base appraisals Pay a premium for capital The following representative development proforma was prepared to demonstrate the potential financial "gap" for a "pioneering'' mixed-use residential project in Downtown. As stated in the Commerce section, what this illustrates is that while there is "market feasibility" (market to support the project concept), there is not "financial feasibility" in that market rates have not yet increased enough to address the costs associated with infill development. Note: Cities across the country identified financial gaps in early infill projects as a barrier to investment and responded with policies and programs to fill these gaps until market conditions were such that their assistance was no longer needed. They effectively worked with the property owners to "prove-up' the market for Downtown housing. Development Program Land Use Units/Spaces Sq. Ft.: Retail/Service .... 29,185 Residentia (Rental) II0 87,555 ' ~ ~siden tial (F or-Sale) 20 29,185 Gross Floor Area 145,925 Project Land Area ~g~0? Building/Land Ratio (FAR) Estim a ted Project "Gap ~ Project V alu e -- Retail/Residential Rea tal $10,200,000 ' Project Value -- Housing $3,700,000 Total Projec~ Valae Total Project Cost Project M~rgln/"Gap" Potential Contributions to "Gap" S~les Tax Shar~g (10 Years) $200,000 TIF Generation (20 Years~ Total Cont[ib,tions to ~Gap~ Source: SEH, Inc.; Durrant Group; MSA; and Leland Consulting Group. · Leland Comulting Group Team, Downtown Strategists & Designers 77 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 PRIORITY ACTIONS Actions tv recreate downtown as an urban neighborhood with a range of housing products include the following: Work with property owners to establish appropriate improvement district mechanisms (SSMID) to assist in the Cost of delivering a livable environment downtown. (See Public Spaces and Open Areas.) Establish codes / policies which encourage the strategic placement of projects. Waive select development regulations until feasible standards are established. Access federal Brownfield money and assist with Phase I environmental analysis end clean-up (particularly in the warehouse area, an area of influence contiguous to the study area), thereby offsetting some the pre-development expense to the developer/property owner. Complete initiatives under Green Space Evolution catalyst concept and continually improve the livability of Downtown. Provide education for property owners who don't know there is a market, or how to access funds and redevelop projects. Provide predevelopment assistance - manpower, financial, legal end organizational resources in order to streamline and reduce costs. (See General Strategy.) Encourage the reuse of historically significant buildings for residential use - lofts, condominiums, row houses; streamline the process and create financial incentives for restoration where feasible. Pass ordinance enabling the Housing Trust Fund Committee to make decisions related to honsing policy in order to qual~y for state level ftmding. Pre-negotiate lender participation including subordination. Establish zoning overlays and/or mixed-use zoning designations in targeted investment areas. Actively maintain the critical elements of the Downtown neighborhood - schools, churches (Prescott School) - through advocacy, education and financing. · Leland Consulting Group Team, Downtown Strategists & Designers 78 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 Establish a diverse "tool box" of financial and regulatory incentives for Downtown housing projects. Among those resources to be researched are funds available through the New Markets Tax Credit program. (See General Strategy.) Promote the advantages of living Downtown to the local market. · Leland Coraulting Group Team, Downtown Strategists &Designers 79 Downlown Dubuque Master Plan Dubuque, Iowa December 2003 SECTION 7 TRANSPORTATION Downtown Dubuque is made up of multiple moving parts which when connected will be greater than their sum. Transp~rtati~ninmonyf~rmsindudingbike~pedestrian~multi-modal~shuttle~vehicularand~thers provide this link and form the foundation from which private investment is leveraged. The emphasts for ail transit investments downtown will be stronger connections, effective traffic management and balance. Ad Downtown continues to attract destination venues for residents and visitors, it is crucial to balance the goal of moving traffic through Downtoam with the goal of moving traffic to and within Downtown. CURRENT CONDITIONS ~he downtown physical environment is delineated by the street system and building edge. In Downtown Dubuque, the streets define a grid-block pattern with buildings typically positioned at the edge of a public sidewalk coinciding with the tight-of-way that contains the street. This area of sidewalk and street constitutes the primary public realm and serves as the City's outdoor · Leland Consulting Group Team, Downtown Strategists &Designers 80 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 rooms where everyday public interactions and activities occur. The character and ftmction of these spaces have a direct relationship to the c~vility and vitality of Downtown as a place to work, live, and play. The degree to which the street system successfully supports the range of these functions and its users is one measure of downtown livability. Existing Conditions Downtown Dubuque's transportation system is a complex interconnected system of transportation facilities, including local streets, sidewalks, highways, bus transit services, freight railroad operations, and water and port operations. It can be charactm'ized as a historically developed transportation system, established during the height of water navigation on the Mississippi River, which has evolved with the proliferation of the private automobile. The automobile has impacted, and continues to impact development patterns Downtown, placing continued pressure on the need for improved circulation and parking facilities3 However, the area's evolution into a Downtown neighborhood and center for commerce and culture present opportunities for the success of alternative modes of transportation and greater welkability. Exis~ng S~ee~ The Downtown street network is an intricate system of local and regional roadways organized in a grid-block structure, connected to the rest of the community via radiating collector or arterial roadways. Geographical constraints, including the Mississippi River and adjacent bluffs, have historically constricted roadway connectivity between Downtown and the outlying community. Regional roadways, such as Highway 20, Highway 52, and Highway 61 / 151, provide mobility for local residents and employers to travel outside the region, as well as ease the flow of traffic into Dubuque. Highway 20 provides for east-west mobility, connecting the City to areas of western Illinois. Highway 52 operates north-south as a one-way pair in DowT~town between Central Avenue and White Street and connecting to Highway 61 / 151 on the south side of Downtown. Highway 61 / 151 serves as a barrier in Downtown, as its grade-separated structure limits opportunities for access between the Port of Dubuque and the Central Business District ~ According to the 2000 U.S. Census, over 95 pezcent of all flips made in Dubuque are made by personal automobile. · Leland Conndling Group Team, Downtown Strategists & Designers 81 Downtown Dubuque Master Plan Dubuque, lo'wa December 2003 (CBD). Currently, the only roadways that connect these two major activity centers are the 3~a Street overpass and 5m Street. Beyond these region-serving roadways, the network in Downtown is a grid system of local streets, providing front-door access to the majority of the building stock. Over the last decade this network has experienced significant change, including the conversion of some of the one-way pairs to two-way streets and the re-opening of the pedestrian mall an Main Street. The main access roads to the regional roadway network are the one-way parrs of Locust Street and Bl~fff Street, 9th Street and l0th Street, 11th Street, and White Street and Central Avenue. These one-way pairs are primarily intended to improve the flow of traffic traveling through Downtown to other parts of the city. As Downtown continues to attract destination venues for residents and visitors, it is crucial to balance the goal of moving traffic through Downtown with the goal of moving traffic to and within Downtown. This shift of Downtown becoming a destination or place to go to rather than a barrier or place to pass through is essential to the development of a successful Downtown transportation planning and traffic mana~ment strategy. With this shift it will become increasingly important that all of the Downtown stakeholders, including residents and merchants, are involved in future transportation planning. The Transit Framework map identified potential future transit improvements as Downtown's visibility as a destination increases with continued reinvestment. · Leland Consulting Group Team, Downtown Strategists &Dedgnen 82 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 With the current system of alternating two-way and one-way streets, visitors have reported coztflasion. In response to this concern, the City has implemented a near-term solution in the form of a new wa3ffinding system of directional signs. Roadway improvements that are planned and programmed to supplement this effort and improve movement include creating a new sIngle point interchange at US Highway 20 from its current at-grade connector with Locust Street, and realigning the roadway infrastructure in the Port. Long-term, and as Downtown continues to redevelop, discussions between the Public Works Department and local merchants and property owners will need to coniinue, considering the conversion of the one-way streets to two-way traffic, all in the context of a continuing goal for seamless access and circulation and a positive Downtown experience. Existing Transit Although the automobile is, today, the primary mode of transportation, it is the desire of the City and vision of the community that alternative modes grow in number and use. Keyline Transit, the City's current public transit offering, serves Downtown and the entire community from its core transfer facility located at 9m and MaIn Streets. Four fixed bus routes operate within ~A-rrdle of 90 percent of Dubuque's population. In general, the fixed routes operate on the main arterial roadways, serving activity centers including Downtown, Kennedy Mail, local colleges and universities, medical centers, and local retaJJ and commercial developments. Keyline Transit also provides a demand-responsive service for its disabled and elderly patrons. Transit service in its current form is largely perceived by the public es a social service for the transit-dependent population, a perception that is beginning to change as different modes are introduced and movement is challenged. Recent c[l~nges In the transit patronage have already afforded small changes to the route structure of the fixed routes, including buses operating in a · Leland Consul~ng Group Team, Downtown Strategists &D~ignos Downtown Dubuque Master Plan Dubuque, Iowa December 2003 route deviation mode and more neighborhood-based shuttle services. In the Downtown study area, special c~rculator service has also been considered for special events and venues, especially those located in the Port District. Keyline has procured two diesel-powered trolley buses to provide a circulator service connectfiag the Port and CBD and address peak periods of demand Existing Parking Parking in Downtown Dubuque is provided by a variety of services, Including on-street metered and non-metered spaces, strrface parking facili~es provided by businesses, and municipal parking lots and structures. The majority of the 2,000 structured parking spaces operated by the City of Dubuque are controlled either by contract or pay-per-use. The highest concentration of structured parking facilities is located along Iowa Street between 4m and 8m Street. An additional parking structure at 8th and Locust Streets also provides 440 spaces in the northeast area of the CBD. On-street parking spaces are provided throughout Downtown, on which many businesses depend to accommodate drive-up customers, despite restrictions including len~,~,2a of stay and price. According to the "Downtown Traffic Analysis and Management Study," completed in 1997, the peak parking utilization rate for the public structured parking facilities is approximately 59 percent between 11 a.m. and noorr At the time the study was conducted, anticipated redevelopment activity Downtown, and particularly on the Port, was not expected to warrant a structured parking facility. Therefore, the City constructed the facility at 3~ and Main Streets, immediately adjacent to the 3~ Street overpass. Today, f~ee parking on surface lots are currently provided in the Port District with the addition of on-street parking (as recommended in the Port of Dubuque Master Plan) introduced to support the surface lots in the near- and mid-term. At build-out, and depending on the character of development which eventually occurs in the Port District, a parking deck could be introduced in the area between Bell Street, the 3~ Street overpass and 5~ Street. Parking capacity, in all of the Downtown districts, will require regular monitoring to ensure the needs of residents, employees, and all visitors are being met. · Leland Com-ulting Group Team, Dvumtown Strategists &Dedgnerx 85 Downlvzon Dubuque Master Plan Dubuque, Iowa December 2003 CATALYST OPPORTUNI'I lgS As redevelopment cont~ues Downtown and on the Port, transportation capacity and operations issues will become more pressing. Transportation constraints that have been identified, either in recent plans or through public involvement processes, include: traffic safety; roadway operations nearing capacity; accessibility between the CBD and Port of Dubuque; capacity and access to the Port; circulation and circulator transit service; and access, availability and pricing of parking facilities. Opportunities available for addressing these issues and supporting the overall redevelopment strategy for Downtown Dubuque include improvements to the street, transit, and parking systems. TRANSIT SYSTEM The City is currently considering transit alternatives, including robber-tired and steel-wheeled, fixed guideway systems, to provide an atixactive and viable link between the Port and CBD. Alignment alternatives are also being considered as part of the Downtown Transit Alternatives Analysis. Upon completion, this study will recommend a locally preferred alternative, including a recommended transit technology or combination of Vision Downtown Goals: Transportation Downtown wilt have - a multi-modal transpaftstion system providing numerous means of access that include: A variety of mobility options for people with differing needs and desires. Coordination and accommodation ofstl modes of tmnspartation so as to maximize accessibility. A transportation "experience' the[ blends the historical past with current needs, linking together the historical areas of Downtown. An accessible transportation system that is geographically expansive in service and connects the Downtown with the community and other localities. Tne shared use of public and private parking that is easily accessible, convenient and aesthetically technologies, a preferred route alignment, a preliminary operation plan and a funding strategy for implementation. · Leland Consulting Group Team, Downtown Strategists &Designers 86 Downtown Dubuque Mas~er Plcm Dubuque, Iowa December 2003 For the purpose of the Downtown Dubuque Master Plan, and given the vision for Downtown as expressed in Vision Downtown, a historic-based or vintage trolley, fixed guideway system, reflecting the historic character of the City's downtown architecture has certain advantages over a rubber-tired trolley bus. Cities such as Portland, Tampa and New Orleans demonstrated that vintage trolley transit systems are very successful at promoting and supporting mixed-use and higher intensity development because of the permanent nature of the fixed guldeway. The certainty provided by this type of commitment is also attractive to real estate investors. The small size, quaint appearance and predictable routing also make vintage trolley systems very compatible with pedestrian-oriented environments like historic shopping, business and entertainment districts. Facilities The City is in the process of designing a public transit / comfort station on the Port operational in 2004 and providing passenger boarding facilities, public rest rooms, refreshment vending and information services to Port visitors. The facility is being programmed to accommodate both steel-wheeled and rubber-tired transit vehicles. To further the corrrmurdty's transit goals and vision for Downtown, it is suggested that future transit facilities located in the Downtown area be integrated into either existing or future buildings, promoting an integration of uses (mixed-use) and stronger transit con~eetions. The indnsion of transit in development has been proven to increase the mode-split (use by tenant or resident), and therefore increase the availability of funding projects. Operations and Management The experience of other Downtowns has been that it is beneficial to integrate the devdopment and operations of transit and parking together as an overall system. This method ensures a coordinated strategy of funding for capital in~provements and operations, and maximizes the potential for leveraging available sources of funding. This system could be fttrther supported by · Leland Consulting Group Team, Downtown Strategists &Designers 87 Downtown Dubuque Master Plan Dubuque, Iowa December 2003 a parking district, charged with managing the use and location of parking for public and private interests. Representatives of the parking district, over time, could expand their £unctions to include policy advocacy and strategy development to promote access and 65fficiency. STREETSCAPE As explained earlier, the role o£ streets in Downtown should be monitored and modified with input from the City's Public Works Department, merchants end property owners. Among the solutions used by other communities to stow speeds, minimize heavy truck treffic and improve accessibility, is conversion o£ one-way couplets to two-way. The ability of Downtown to serve as a destination is also likely to increase as traffic is calmed and storefront accessibility increases. Two-way streets maximize local accessibility while providing an environment that is more conducive to pedestrian activity and internal, business clistrict-orianted traffic circulation. Currently, the one-way paired street system promotes higher vehicle speeds and speed variability, increased confusion, and cut-through traffic. Maximizing the utilization of available capadty on Highway 61 / 151 and other adjacent arterials for through-trips is suggested as a more context-sensitive arrangement for the Downtown. In an effort to meet the long- term goal of reducing truck traffic through Downtown, the City should explore designating the US Highway 52/State Highway 3 route as a "business route". Through-traffic could be re-routed to the Northwest Arterial (State Highway 32) and US Highway 20, end eventually the new Southwest Arterial (State Highway 32). Finally, the CBD-scale street grid should be continued into the Port District, providing an important opportunity for establishing a pedestrian-oriented, transit-supportive environment that is in character with existing improvements and which furthers the vision for Downtown. PARKING SYSTEM Cttrrent parking structares offer the opportunity to accommodate evening and weekend visitors to Downtown specialty districts such as Historic Old Main and the Port of Dubuque. Downtown employees typically use these facilities during daytime, business hours. Sharing these facilities after business hours with the Port, and integrating their operation with a Downtown transit · Leland Consulting Group Tea~ Downtown Strategists &Designers Downtown Dubuque Master Plan Dubuque, Iowa December 2003 circulator, would effectively leverage public investment and reduce the amount of land to be devoted to surface parking, in the core and at the Port. The establishment of a free on-street parking district should be explored as a means to promote retail trade on Locust and Bluff Streets between First and 4th or 5th Streets. In addition, free parking should be eliminated at the Port and pay lots and parking meters should be installed to help support the maintenance of streetscape improvements, as well as to encourage transit use and promote car-pooling, Downtown employees should be given reduced rate parking vouchers in existing parking structures to reduce pressure on existing surface and on-street parking facilities. Parking requirements for new buildings should be waived in lieu of a financial contribution to a "greater downtown parking and transit district" which manages the supply, distribution, maintenance and pricing of all publicly-owned and operated parking and transit facilities. BARRIERS TO INVESTMENT Barriers to implementing Downtown's transportation infrastructure and improving its accessibility to the region include the following: · Reduction / cuts to funding for transit facilities both at the state and federal level Lack of funding for transit operations and maintenance Pressure from commercial developers and business owners for additional surface lots Lack of interest by Downtown bnsiness and property owners for subsidizing new transit facilities e Costs, inconvenience and reluctance of converting one-way streets · Leland Comulting Group Team, Downtown Strategists &Dedgners 89 Domattram Dubuque bias~er Plan Dubuqne, lmn~ · Low-dar~ity pattern of development community-wide Pattern of r~llance on the automobile · Unproven market for transit ridership, except at peak t~nes during the year IO PRIORITY ACTIONS Review the data and recommendations of the 1997 Downtown Circulation Study with respect to the changing condBdons and priorilies. No/e: An updated doamttnan circulation and parking study may need to be prepared to adequately guide the future downtown redevelopment process. Incorporate the findings of 6ae downtown Transit Alternatives Analysis Study to fttrther the reconunendatiorts of the downto~m Dubuque ~ P/a~. Stren~en the connectivity betwee~ the Port of Dubuque and the CBD inducling the Cable Car Square shopping area. Improve vehicular accessibility to the Port of Dubuque. Improve pedestrian accessibility to the Port of Dubuque. Work with merchants and City to coordinate transit operations and levels-of-sea'vice on roads, promoting mobility and cormectivity. Access potential/unds for transit Improvemerds indudinff. -~.v w. d o ~..~ ~ ~a ~-md~ ~.fid. ~~a~. Consider a renge of methods to promote the pedestria~ envi~c~'tment - linking pa~k/ng lo~s; coord/n~g traffic signals; widening sidewalks; nddin§ street flm-d~e and t/gh~ng; a~d, coordinafin§ ~e transi~ stops. Commit to pa~'dcipation by me~chan~ In a11 downto~ca trak. sit pla~'fing projec~ P~omote transit-o~ented developmen~ concepts (t~a§ ~ede~al trans~ ~.mds where appi~c~bIe) along proposed al~ative tr~port~fion routes. Complete a parking management strategy and establish parking clistticts downtown wherein parking design, development and management issues among multiple facilities are con.oiled t~' a single entity. · Leland Consuking Group Team, Downrcoum Stra~,gists eft Designers 90 Downtown Dubuque Master Plan Action Matrix Key Element: Name Outcome Ref ___ ~Pr_lorlt y_ AC~ tfl_on~s~_.. Impi..,~.t~tlon City Role Contact Resources ....... # Tasks (Implementing Coordinator) Needed Time Frame Desired outcome 1 =dodty actions needed to advance resulting from :he specific elements of the plan, accomplishment of these are also listed in the last he pdodty actions. ~ection of each report element, -- Specitic steps needed to complete the i'he role of the City in Contact organization whloh will "nves men" needed to initiate Timing w~thln which the prlodtyactiee. Note: The format far 3omptatingthlsspecitictask. ;heperdcompletionofthls task. Forinstance, certain Implementaflontaskwl[I thlslnformatlonlsintandedtowork City rotas incfude: Policy ~eciftc task. tasks will require City Council be Initlatad and much like e business plan - a living Maker, Financier, Promoter, establish a policy in support of completed. focumen! which is continually updated, Educator, Regulator, the action. Others will require Implementer, Support. a direct allocation of revenue Facilitator, and Researcher. to either fund an effort Or position. Others will require the resources of this, and future staff. Note: Where the resource is "Existing Staff Resources," no assump~on has been made regarding the capacity of the staff ta :ompleta thet task. Intact, he assumption is that over- Jme, additional staff, either = Mthin the City or an advocacy }rganlzatlon supported by the 3ity, will be needed to ' .~ontinue to advance the plan. b 12,01.03 I Downtown Dubuque Master Plan Action Matrix General Strategies Element:GenerthStrategles(GuJdingPrinciplee) ..... contact Resources I I I IIl l[Time Frame Guiding Principle Ref Priority Actions Implementation CBy Role g T~s~ ................ (Implementln~-Co~;'di~tor~ - ' ~l~ede-~ '-~' ~Near-Term Mid-Term Long-Term ~'atffiysl pmperges 1 Establish an orgaffizalion, or expand nust be acquired, he mis of an existing one, to market mid and pociltoned Iowntown for business location and or private Inveffimeffi ~xpanslon. )n e muti~le basis. organMafional) a Create an advocacy orgaffizallon for m pffimenter, Faclllthlor Cgy Manager's Office City Council PCt icy Decisioth Downtown or expand the functions and Downtown Advocate, Dubuque Budget Decision gem funding of an existing one (Dubuque Initiatives x Main Street) to advocate for and solicit irivate investment In Downtown. b The orgact~ation rthalns an Individual ~upport, Facilitator City Manager's Office, City Council Policy Decision, with nallonal contacts to market Downtown Advocate, Dubuque Budget Decision Item Downtown Dubuque, the Pod of Inffialives x )ubuque, and specific propedles for )rivath thve$flnent. c r'ne type of organization created Support, Facilitator Cily Manager's Office C y Counci Po cy Decision naffitalns the abllily to hold, acquire and Downfown Advocate, Budget Decision Item )ositthn properfies for private invespaenl Economic Development x vlth assistance (where necessary)from Depadment, Dubuque d :)rganlzagon and City represenlatives Supped, Fscllitator City Manager's Office, Cily Council Pctlcy Decision, voth In partnership to solicit private Downtown Advocate, Dubuque Budget Decision Item nveslment and package financing; Initiatives x , )rgaffizalion becomes advocate for )roperty owner I investor. 3ownthwa[sonesu~ 2 qetaintheservicesofanatlonalretal ~narket, with several 3roker I developer representafive Io Bffiricffi, that ~olicit the interest of commemlal :ompeths wilh other usinesses which are consistent with ~ub-markels In the he communily vision for Downtown. ! ~glon. (market) dave this individual work with a local 'recruitment tham" to ifil vacancies ~nd manage retail concenBation. a =repare a Requesi-for-Proposal (RFP) Implemenler Economic De~luFm~,,,[ City Council Policy Decision, -- mllcglng the assistance of a nalionffi Department, Dubuque Budgel Decision gem ~thll broker to idenfify national Ingiafives ~evffioper / operalors for a range of 3ropedies in Downtown and on the Pod. I b Jndortheleadershipoftheo~lani~tion Implementer Downtown Advocate gllyCouncilPcti~'yDecision, ~ 'eferanced In No. 1 above, advertise the tudget Dgcision Item x I ~FP in a vadety of publications in a 'ange of markets; shmt-llst applicants, nthrview, and retain a preferred broker. c ~mpare a contract between the Implementer Cgy M,~.,~ ~.'~ Office, 3gy Council Policy Decis]on, 30wntown orgacization and broker. Downtown Advoca[e ---xlsting Staff Resources x 12.01.03 1 Downtown Dubuque Master Plan Action Matrix General Strategies Tasks Needed provided in Host quade~ly broker forums; invite representalives of area colleges, [ne make hard Economic Develoomenl Department Budget Dedslon Item (Nominal) Time Frame ......... Ongoing ......... y 1o develop a Develop the capital plan In compliance Maker Council PrePare an overlay of physical improvements which link areas (and pro]ecls) of inveslment Downtown Dubuque Master Pla~ Action Matrix General Strategies 'raskl Sludy the possibilily of supplementing apital budget wllh Downtown pmjecle. (i.e. 1% aBer Note: The 1% oubgc financlat pollcy~ the City could monitor their project returns. Needed d Decision Bern Facilitator :onsistency with "greening program;" City Council Policy Dec~sion, Budget Decision Item --'elabllsh a policy which suppor~s Public implemenler. =acilgalor City Council Depadment City Council Policy Decision, Budget Decision Item City Council Policy Decision, Budget Decision gem ~r in vadous h the New Markets patient capital pmJecl including programs such as "linked Decision Item 3 Downtown Dubu(~ue Master Plan Action Matdx General Strategies Tasks outside of Iowa state and Iccal source~ (Implemenfin Needed and Communl~ S/affResources y financiar Promoter. Facilitator and Community Staff Resources )f financial to assist with financing I. all TIF Housing and Communfiy Development Depadment Finance Oeoarlmenl City Council Policy Decision, Budget Decision Item for Downtown lo assis{ enllfies. Where Financing (TIF) for residential projecls Require project appliCants submg informallon related to thel~ oreject secured financing, impact on clownlown, consistency with Ihe Downtown Master Plan. and exDeclec~ Monger the success of projects which jif any); and. and Cemmungy Development Depedment, City Council Policy Decision, Budget Decision Item 3udget Decision gert ¥, along wgh and rewards fei ~ a graduated n Master Plan Downtown Duouque Master Plan Action Matrix General Strategies Needed Define and mainlain {he urban growth Shara the boundary In the contexl of No. 7 above, define distance from the EMaMish a geographic gradualed )gal and (if any); and =~egulator ;lty Council Polic Budget Decision Item Financier oment Research avallabllBy of programs h EDA HUD and olher federal / cities in other slates that have used these dollars - contact them and Departmenl expand the availabllily of g grants beyond Staff Resources Exlsang Staff Resources Economic Development Staff Resources 12.01.03 5 Downtown Dubuque Master Plan Action Matrix General Strategies project ana City Council Policy Decision, Deparlment si Oecision Item Cily Manager's Office Budget Decision Ilem Economio DeveloDmen[ Budget Decision Item Time Frame ....... -Ongoing ....... ...... -Ongoing ....... 6 8b. Commerce Downtown Dubuque Master Plan Action Matrix Commerce -- # Tasks (Implementing Coordlmltor) Needed ~ Near-Term Mid-Term Lone-Term on Downtown. expansion. (See General Strategy.) the playing field'" for business growth, ..... ~omplete business-apecgic research to :~esearcher, Impl~.,u.to, Economic Development ~udget Decisfon Item ~-~ Downtown Dubuque Master Plan Action Matrix Commerce Tasks (Implementing Coordinator) Needed ~ Near-Term M d-Term Long-Term alternatives for Admlnlstragor~ (EDA) grant project assistance, applications (including pre- Economic Development Strntegy Downtown Dubuque Master Plan Action Matrix Commerce Ref Priority Actions Implemeltfotfon City Role Co.tact Resource~ L I I 'ime Frame I I O~tcome ~ ~- Tasks (Implementing Coordinator) Needed~ Near-Term Mid-Term Lone-Term Limited inventory of 6 Elevate discussion of growth developable [and. ~a~agement and an uti}an growth increased valuee. ~oundary in an effod to contain and direct business growth Downtown. Fee related General Strategy.} --~- Council appoinl a Task Force of induslry Policy Maker ~lanning Oeparboent City Council Policy Decision, irofesalonals, representatives of Existing Siaff Resources institutions, students, City and advocacy representativestodebatethelmpaets of x x x i growth management boundary. a 3oliver recommendations of Task Fome Policy Maker ~lanning Depo~lment Existing Staff Resources o Council for review and consideration, x x [~ 3raft policies in support of a grOWth Policy Maker ~lanning Departmenl City Council Policy Decision, ~anagement boundary and dOcument iL< Exlsbng Staff Resources, x x Ocation. Legal Support c ncrease In daytime- 7 Promote cmabon of an incubator )opulatlon, magnet downtown (theme to be determined). or young ~Vorklng wi~h Ihe Downtown advocacy mplemen[er, Financier Economic Development 3i[y Council Policy Dec~slon, )rganlzation, Identl~y potential properties DepaHmenl, Dubuque Main Street --'xlstlng Staff Resources 'or acquislbon (or retrofit of an existing Ltd. 3ublioly*held p~operty) and conversion t~ the r space and fcc y needs; availabllt y i Dubuclue Main Street Lfo. 3f construction and operational funding; and melhods to assess and select the x x most relevant incubator theme for the ~ ~ ~ Downtown Dubuque Master Plan Action Matrix CoR3merc8 le of incentives for business. which are consistent with ~s vision for thio Individual work al "recruitment team" to vacancies end manage retail ',See General ~ased on discussions with Cky staff and :acilitator least an adequate Job at this. Use the Downtown advocacy organization to When Jo the Ci[y offl cla~s lo their programs if deemed feasible for Downtown Financier x3undade$; determine if it makes sense o parallel the Downtown distdcl of this and other Promoter h the Dubuque Area 3hamber of Commerce, Downtown well as on these websltes. Needed Dubuque Initiatives jcontribugon to the communiJy. Policy Maker Economic Development Department Existing Staff Resources ..... Ongoing ..... Downtown Dubuque Master Plan Action Matrix Commerce Diverse base of 12 Work with the DuPuque Area commercial offerings Chamber of Commerce to expand ~mdi{ lenante and programs for emall commercial lmall Specialty businesses Downtown - providing ~tores. funding, training, and marketing g Downtown Dubuque Master Plan Action Matrix Commerce Work with Dubuque Main Strum Lid. Ltd, fo finance preparation ora tenanting strategy by district in Downtown - deve~3p supportive po}ictus which restrict street level service office / incent second floor offices In key locations, Tasks (Implementing Coordlrmtor) Work with the Chamber to maintain an Promoter Dubuque Main Street Ltd., Dubuque acfive list of merchants and use thls ~lst Area Chamber of Commerce In afl ioudsm and promotion materials, Policy Maker Economic Devffiopment Council establish a pollc~ limit incentives to industries growing Support this policy with Monilor the availability of funds and Financier roms with applicability in Dubuque and continue to complete s, opportunities by ECOnomic Development Department, Dubuque Main Street Ltd. Needed Existing SfaffResource$ ;lty Council Policy Dec~lon, Existing StaffResoumes Budge[ Decision Item .... -Ongoing Downtown Dubuque Master Plan Action Matrix Commerce Outcome Ref# PrtorltyActions Tasks (implementing Coordinator)! Near-Term Mid-Term Lone-Term Research ordinances prepared in other Researcher Dubuque Main Stmffi Ltd. rtudget Decision Item communities to restrict ground f~3or offices (e,g,, Aspen). Consider ffieir applicability over time and by district in x x Dubuque. Together with the other advoCacy partners, continually monitor he situation. d Competitive 17 Maintain flexiblllty In strategies to investment encourage development In specific environment, public Ioc~tions - trade pmbertles (land )art[clpation in swap) el[her curmnfiy in public projects~ ownership, or which could be acquired; wrl~e~bewn land; assemble: strategic parcels; develop property ~romotlon material; work wtlh local bmbers. Lisa the catalyst probe~ties map mptementer Dubuque Main Streel Ltd, Exisdng Staff Resources ~repared for the Downtown Master Plan RS a guide ~or directing future public Investment and assisting projects based an their con~rlbufion to the vision, Wber~ ..... Onpolng ...... dn:ffiertles have not been Identified, but where their program is consistent with the vision for Downtown. assist and advance them. Offer the following tcols as potential Financier Dubuque Main Slreet Ltd,, gky Council Policy Decls~offi I~lcenfives - ~and swap, land wrbe-down, Ecor~mic Development Department ~[idget Decision Item x x 12.01.03 7 Downtown Dubuque Master Plan Action Matrix Commerce outcome Ref Priority Actions hmA=,~tei~tatton City Role Contact Resources I I Time Frame I t # - Tasks (l~lement lng C.~,...;;,..~.~,~-'- -- Needed Near-Term Mid-Term Lone-Term ;ounctl ap~31nt a committee of design, Facll~lator 3ubtJque Main Stree~ Ltd. City Counci~ Policy Dectsion Jevetopment and business professionals Budget Decision Item, and Main Street representatives} to Design Consultant 3repare commercial design guidelines; ~odlfy existing Downlown design x x uidellnee to specifically address unique d Increased t9 Mainlaln fleiobiliW In cgy regulations Norklng with the City's attorney, with Regulator =lannlng Depar[ment, Legal Supper[ Existing Btaff Resoumes, ~ ~nd City regulations. b ~tmamllned turnkey facility for a mid-size Downtown Dubuque Master Plan Action Matrix Commerce OutCome Ref Priority Actions I.,,~.l....~.,tallon Clly Role CO;ltact Resources I I 'ime Frame & Entertainment Downtown Dubuque Master Plan Action Matrix Calture, Education and Entertainment ............................. (Fm~'~tl~n~ina~;)- ..... ~ed ~ Near-Term Mid-Term Lot .Tern' _ Plan, {o vlsilors. Identi~/advocacy, & llveh~'ork projects, environment) ~ils the adjacency Outcome ~l~tional investment and proof of the ~arkat. Priority Actions Support (subsidize) Ihe msideffika podion of live/work signature projects to control sale/tease prices and appreciation. Downtown Dubuque Master Plan Action Matrix Culture, Education and Entertainment Implementation Tasks gtaff Involved In preparation of ~e (residential anti industdal dentify any petsnt~M zonlr~J conflicts. City Role Contact Resources Needed ~egulat0r atiow for mixed-use development (re) of their pmpe,ly. Assist with voluntary Identity etiher a p Developer Padner or solicit a Ioca~ Implementer, Developer _(Implementta~l Coordinator) Planning Deparlment /development in order to understanti any Package Planning Department, Legal Department P~annlng Depadmen~, Legal Department ~Janning Depadmenl, Economic )evelopment Department, :lnance Department -~xlsting Staff Resources, [oning Ordinance Consultant Downtown Advocate, Dubuque Main Street Ltd., Economic Development Depertmenl Ctiy Council Policy Decision, Existing Staff Resources, Zonrng Ordinance Consultant Ctiy Council Policy Decision, Budget Decision tiem City Council Policy Decision, Funds for Acquisition and Development, Incentives City Cour~ti Policy Decision, Existing Staff Resources Imp~ementar, Developer Ctiy Manager's Office Ctiy Council Policy Decision, Existing Staff Resources outside Consultant & Extsting Staff 1201.03 2 Downtown Dubuque Master Plan Action Matrix Culture, Education and Entertainment -- I R~eI ...... Tasks ........... ';,,nAu,,,eii;;i~ Coordinator) Needed ~ Near-Term Mid-Term Lon~ETenn __~I Creallng an organization to acquire and Facilitator, Supporter 3ow~town AdvOCate1 Dubuque City Council Policy Decision, hold properties for attainable artisan live Vlaln Street Ltd. IBxlst~ng Staff Resources X X X X X X X X / work space. a Employ the range of tools and strategies Regulator, Financier Dubuque Main Street Ltd., cgy Councll Policy Decision, ~ -- -- housing products for adlsts - egher In or Department out of the culturaldlsldct. Toolslnclude~ x x x x x x x x projects. al onvinced inslJtutional partners to ~lousing and Community Outside Cmlsugant lanni~g. Commiss,on, merchants, Leisure Downtown Dubuque Master Plan Action Matdx Culture, Education and Entertainment Outcome Ref Prtortty Actions Implementation City Role I Contact Resources f~ ...... Tasks .......I Ilmplementin~l Coordinator) Needed Near-Term Mid-Term Long-Term Dubuque Area Chamber of Commerce, SuppOder, Promoter 3ubuque Area Champor of Ex~sting $1aff Resources Ads and Culture Advisory Commission Commerce and/or existing arts organizations*, merchants and Leisure Services Department work to prepare a x x x comprehensive Ils/of seasonal "offeting s"; prepare marketing materials and update all apoticable websties, .... I Conllnue notgicatthn of all related gmup~ Regulator City Clerk City CounCIl Policy Decision, ~t permitting for events - thus Exiedng Staff Resources )ncouraglng efficie~y, coordthatlon, -------Ongoing )a~clpotlon, etc. b ;ontinue coordlnatad markelthg Promoter Dubuque Main Street Ltd., Existing Staff Resources 11atadcis (reflect cultural "bmod") for Cultural Advisory Commission, .~vents organizations. (i.e., Masterpiece Dubuque Area Chamber of .... Ongcing ..... 3n the Mississippi) Commerce Visual presence and 8 ~,djust landscaping requirements Do~mtawn "stage" fm under current regulations) to include venues. 'een space and pubXc art, '-- Collect language from other ~eseareher Dubuque Main Street Ltd. ~udgat Decision Item =ommunitles which have amended their = ,egulagons to allow for a publ[0 art x x Dallas). -- Council appoint a Task Force of art Implementer Dubuque Main Slreet Lid. City Council Policy Decision, representatives (artists, operators, tiudget Decision Item advocacy representatives) to define 12.01.03 4 Downtown Dubuque Master Plan Action Matdx Culture, Education and Entertainment Priority Actions Implemerdatlon City Role Contact Resources Tasks Needed Study other schools in other markets (staP this out to an intern) which have developed ads-based magnet schools ir the Downtowa environment - ul~derntand lessons learned, (Implementln~l Coordinator) Dubque Area Chamber of Commerce, Dubuque Main Stree Lid. City Council Policy Decision, Budget Decislen gem and Cugure Advisory Commission and Housing and Community Development Department, Dubuque Main Street Ltd. Existing Staff Resources 1201.03 8d. Historical Features Downtown DubuqUe Master Plan Action Matrix Historical Features -- Quality design and -'_stablish a Downtown Design ~ egulall~J redevelopment and DepaAment x x ~odlry where necessary based on City c task Force ta prebare hls{odc design ~udgta Decision Item, Design Planning Depar tmenh ;ludget Decision Itam, DesignI ~ 3rejects through financing and significant preperlles. Monitar use of Downtown Dubuque Master Plan Action Matrix Historical Features ........... --f~ .............. Tasks .... (Implemengn9 Coordinator) ~- ;ear-Term Mid-Term LO o-Term Investment Incentive 3 ,denti[y (designate) specia,icts (e,ther for pdvate sector, wllhin Ihe City or as consultants to City) who can assist applicaMs with Prepare a Request for Pmpasal (RFP) - Implementer Dubuque Main Slreet Ltd. iludget Decision Ilem. Deslgrl irchilects, developer/consultanbu Ilnanclers); request lhat Ihey submg their x x uallficMlon; shortdlst and interview projects. d DubuquehlSt°dcPrepare:ontact;P~oPertY financingan' llstinf°rmatl°ntheredeve~°prnent speclallsts;Bulld[ngpaCkageDepartment Dubuquelnab°ut Researcher ~ubuque Main Street Ltd. I~udpat Declslol3 Item 12.01.03 2 Downtown Dubuque Master Plan Action Matrix Historical Features well as other Informallon which will Commerce 3onsultant support an expanded program (fiscal 3.omptete the Independent Inventory of i :~esaarcher Planniag Department Budget Decision Item Downtown Dubuque Master Plan Action Matrix Historical Features Cily Role Contact preaect the findings to local developers Im~ementer Housing and Commucity -~xisfing Staff Resources interested in historic preservafion, and Devblopmect Depadment where possible test the applicabllity of x Ihese programs for specific projects. Increase in the 7 Expand dollar amount and number of number of funding exlsfing fafiade improvement grants alternatives for and Iow interest loans to promote reinvestment; redevelopment preservation. rograms to encourage a range of project sizes. vleet with local financing sources to Financier, Promcter 3ubuque Main Street Lid, Existing Staff Resources ~xpund both the dollar amount and ~ublifylng project criteria for use In gowctown, a 3remote the avatlabllgy of these funds; =remoter Dubuque Main Street Ltd,, Exlsfing Staff Resources ~rovlde assistance to applicants In Economic Development ;omp{efing forms. Department b i identity a iisi of potoctlal clare ang ~lnancier, Promcter Dubuque Main Street Ltd., -~xlsfing staff Resources federal funding sources which could be Economic Developmenl used to leverage local sources * expand Depurbnent [undlng pool. )f unique resldendal significant buildings for residential use )ullding product * lofts, congomlnlums, row houses - 3owntown. streamline the process and create financial incentives for restoration where feasible. Designate a sufficient number of Regulator, Implementer Building Department, Fire City Council Policy Declblon, Individuals In the Planning and Buibli~ Depadmect. Housing and Budget Decision Item Departments as the "Older Existing Community Development Bullrilng" specialists, Provide training in Department the Interpretation of codes which impact the economic feasibility of historically significant propuffles. Monitor use of these services and increase staff where necessary. Provide outreach to designers, real Promoter ~uildlng Department, Fire Existing Staff Resources estate pmfescionals, cect~actors end 3epurtmect, Housing and owners on the opportunities available 3ommunfiy Development through a more flexible interpretofion. 3epaffmeat Educate staff and the public about the Priorit~ A~tlons Downtown Dubuque Master Plan Action Matrix Historical Features pmcescing and flnar~ing. (e,g., New savings.) Eductae staff about excepEons to code requiremenls for hlstarlc p~ope~es (for example: energy efficient window .... Regulator, Implementer Regulator, Implementer Building Department, Fire Depaement, Dubuque Main Street Ltd,, Housing and Community Development Department ~epadment (ADA), Housing Needed City Council Policy Decision, _--xlsllng Staff Resources Existing Staff Resources City Council Policy Decision, audget Decision Item 1201.03 6 8e. Public Space & Open Areas Downtown Dubuque Master Plan Action Matrix Public Space and Open Areas specially banners. ~ i x P 12.01.03 I Downtown Dubuque Master Plan Action Matrix Public Space and Open Areas ...... Outoo~m_ e Re_f_ Priority Actions Implementation City Role Contact Resources # Tasks (Implementing Coordinator) Needed ~ INear. Term M~d-Term Long-Tort whereUttilzesldewalks"GU'*treeswilhStructuralmust ~resbegrates.PlantedS°l~s inwghlnareaS ImPlementer Leisure Services Department Existing gtaff Resources ~ ~ x x x New, Downtown 4 ;mate new public green spaces (1/3 public open spaces. 112 block in size) in conjunction with include new Regulator Housing and Community City Council Policy DeCision, Plan park paslpn ar~ ~nancing plans Wilh site Housing and Community Pdvate Devolopar, Design 12.01.03 2 Downtown Dubuque Master Plan Action Matrix Public Space and Open Areas O_u/_~om~e-- _~_~.f Priority A~II,,,,~, ;,i,~;;i~,,i~tat tan ~_ City Role Contact Resources Develop final clesi§ns and construction Implementer Leisure Sen'lce~ Depadment, 3udget Decision Item, Exislin 12.01.03 3 projects. Downtown Dubuque Master Plan Action Matrix Public Space and Open Areas Tasks ~reening projects. Policy Maker general fund in the Building Depa~rnent) r the Downtown Public Greening 4 12.01.03 Ou~ome Priority Actions ImplementMion Tasks budgets be in compliance with ali adopted plans and strategies (including the Downtown Master Plan ). Downtown Dubuque Master Plan Action Matrix Public Space and Open Areas (implementing Coordinator) Public Works Department Needed y capital plan jlmplementer ~nd verity that planned improvements gan (and budget). Existing Staff Resources City ManageCs Office, Budget Officer Time Frame ,..." 8f. Residential Living Downtown Dubuque Master Plan Action Matrix Residential Living Downtown Dubuque Master Plan Action Matrix Residential Living Contact Resoun~es II TimeFrame I I Outcome Set ~- Prlorffy Actions _1 .m_p~lemen_t_utlonTasks ...... ca~Ro~le .__ (Implementln; Coordinator)- -- .... Needed Near-Term Mid-Term Lone*Term Establish unt[orm accessibility goals, Ihar Regulator, Researcher Building Dopartment, Human $ity Council Policy Decision, standards, for per*=,ona with dlsabllitios. Rights Department (ADA), HouSing Existing Staff Resources Require consistency ammlg new proJecle and Community DevelOpment and those being retrofitted. Research a Department x x range of financial sources to offset Impac to property owners/developers. Work with City Council and the Ci[y's qegulator, Policy Maker ~ui[dlng Department, Human City Council Policy Decision, ~egal staffon establishing procedures for ~ights Department (ADA) Existing Staff, bagel Fees 1201.03 2 a hlgherlevelof y should be marketed, packaged and Impleme~]ted in Ihe city. Downtown Dubuque Master Plan Action Matrix Residential Living Staff Resoumes =acllltator 3owntown Advocate Budget Decision Item IrnpIementer Economic Development Existing Staff Resources Jslflg the input from the stakeholders meeting, drag and Imptement a slretegy ~ market broWnfielda Incentives to the for BEDI (the HUD Smwnfields 3rogram) to use as ~s Incarred by cBtalys[ housing proJecls Downtown. Economic Development Monitor the location of new i~qveslment In Downtown and ccOrdlnale the phased greening program to 8uppo~t private activity. Commit capital dollam to green space development. Link the capital improvement p~an to Ihe compreher~ive Dubuque Main Street Ltd. Exisdng Staff Resources apply for) public dollars to finance =lnancler Expand function of district Financier 3rejects. (See Istorical Features.) )ass an ordinance enabling the qouslng Tn~st Fund Committee [o nake decls~ons related to housing Downtown Dubuque Master Plan Action Matrix Residential Living City Role (Implementing Coordinator) )owntown Advocate Downtown Advocate, Dubuque Main Street Ltd. Housing and Community Development Depadment Needed Existing Staff Resources ExisUng Staff Resources Outside Consultant, Budget Decision Item ~emovatof Downtown Dubuque Master Plan Action Matrix Residential Living .Lm_plementMten Tasks {ImptemenEn9 Coordinator) ~oueing and Community )evelopmeet Depar[men[ Needed Housing and Community Development Department Facilitator, Promoter, Implementer projects. ~g overlays and/or ig designations in Conduct a survey of district areas and Researcher Housing and Community Existing Staff Resources identity lots whose zoning does not Development Department, conform te the plan vision or mixed-uae Planning Departmen[ projects (padiculady with the op[Ion for a housing element}. Work with Interested stakeholders In hlln Regulator Planning Depadrnent, Housing and Existing Staff Resources taglons for rezoning, Community Development Department Prepare language for a down[own overg ~egu[ator, Policy Maker Planning Depadment City Council Policy Decision, (reference Port of Dubuque Master Plan Existing Staff Resources, Downtown Dubuque Master Plan Action Matrix Residential Living -- # ......... Tasks (Implementing Coordinator) Needed ~ Near-Term Mid-Term I Long-Term Downtown. of the Downtown flelghborhood - schools, churches (prescott School}. Ihrough advOCaCy, education end ~upport nelghborh~3od associations and Facilitator ~Jelghborho3d Development Existing Staff Resources ellglous organizations In ~aking on an Specialist =xpanded role in nelghborhC~3d mprovement efforts (e.g., adopl a blOck, lulsan=e abatement, community policing, Downtown Dubuque Master Plan Action Matrix Residential Living I } Time Frame ~ ~ Needed Near-Term MId~Te~ Lon~-Te,m =lnanclal Incentives 13 ~stablish a diveme "t~t ~x" of 8g, Transportation Downtown Dubuque Master Plan Action Matrix Transportation Needed Jd, ~cenomic Development / Decision, 3epartment, Public Works et Decision Item, Planning Jd. et Declslon Item, Planning 3evelopment Department, Public ~ Decision Item 3epartment, Budget Ofllc~, 3epartment, Public Works Consu}tants 12.01.03 I Multi-modah accessible and easily navigable downtown Downtown Dubuque Master Plan Action Matrix Transportation 3articipate with Iowa DOT in planning and design of a new, contextually =ar[icipate with Iowa DOT in 'ublic Works Department ~ddge. :ssue an RFP to prepare preliminary Implemen[er ~ublic Works Depar[ment Budget Decision Item, Existing Staff Resources Cgy Cour~ci~ Policy Decision, Budget Decision Item Let bids for constructing new pedestdan , or pedestrian bddgs. 'nobility and conneelivdy. Establish a tranepodaticn "wo~dng ewnem, Cily and DMATS Staff. Participate In tmnepor{atlon %~orklng and projects, Downtown Dubuque Master Plan Action Matrix Transportation i of methods to parking lots: coordinating street tumiture and I[gMing; future transit stops projects. Financier, Faclllt ator i in the Pod of i a Iranelt hub, Continue to utilize a multl-geparlmeof learn approach in planning, designing and evaluating publfc and private Improvement / development projects. Regulator, Implementer SIreng[hen the participatory role and representer{on of pedestrian, bicycle, ~ranslt and accessibility advocacy Continuously monitor State and Federal Financier, Facllllato~ Highway 521State Highway 3 route as ; re-rou[e through NoHhwest Ar[eda~ {Sta~e 4ighway 32) and US Highway 20, and ~lghway 32}. Regulator, Implementer (Implementing Coordinator) River Corporation DMATS, Puhlic Works Depar[ment, City Council Policy Decision, Existing Staff Resoumes Existing Staff Resources City Ceuaeil Policy Decision Economic DeveMpment City Councl~ Policy Decision, Department, Dubuque Main Slreet Existing Staff Resources _=conomic Development City Councl~ Policy Decision, Existing Staff Resoumes Competitive commercial environment. Downtown Dubuque Master Plan Action Matrix Transporta'(ion redevelopment opportunities arise, mplsment the lend use changes Opper[unltles Plan of the Downtown Consider reducing parking req~gement~ >alloy Maker, Rag ulat or ret new developments that Include comptimentaq/, mugiple uses and are tooated along transit routes. (Implementing Coordinator) Needed Economic Development / Council Policy Decision, Planning Department Planning Department, Economic Development Deparlment Section 9 - Economic Tools & Strategies Glossary ECONOMIC DEVELOPMENT TOOLS AND STRATEGIES GLOSSARY DOWNTOWN MASTER PLAN Advocacy Entity: Plmming and management entities separate from goveromental agencies responsible for designated areas. Entity assumes promotion of area, manages and coordinates its implementation, initiatss actions to move area closer to its vision. Specific functions may include: acquire, assemble, hold and convey tmLd to permit new forms of infill development; facilitate targeted home rehabilitation loans; coordinate and participate in real estate development and infrastructure financing; facilitate actions of public agencies responsible for government services; monitor traffic issues and manage parking efficiently; monitor security maU:ers; coordinate the dissemination of murket information; establish fees, rates and charges for use of property; and direct marketing and promotion. Affordable Housing Demonstration Project: Public-private effort whereby public sector contributes land, financing, or the like, and private sector (developer) contributes their expertise and money to joint development of an affordable housing project; progrmn is designed to educate delivery system (property owners, developers, lenders, public officials, community at-large, etc.) on "value" of developing product in the market. Brownfields: Contaminated former industrial and commercial lands - comprising a portion of sites that could be redeveloped. Business Recruitment/Retention: Program, frequently administered by an economic development entity, which assists with the recruitment (attraction) or retention of bnsiness either into or within a designated area; program elements might include financial assistance, regulatory assistance, and/or marketing. Capital Improvement Plan (CIP): Dollars earmarked for improvement and extension of infrastructure in mmticipalities. Community Development Assistance (CDA) (State): Authorizes up to certain percent state tax credits to eligible contributors investing in approved community projects; in certain instances applicants must meet economic distress criteria; non-profit developers subject to limitations on per project tax credits. Community Development Block Grants (CDBG) (Federal): Federal grants, administered through local or regional offices, designed to lower the overall cost of a project; projects must demonstrate tile ability to improve tile economic conditions of an area. Community Development Corporation (CDC): Nonprofit organizations based in specific neighborhoods and subject to local governance. CDCs may rehabilitate and build affordable housing for neighborhood residents, foster local economic development, and provide an array of related social services. CDFIs - Community Development Financial Institutions: Networks of federal banks, credit unions, and CDCs that target loans to redlined areas. Community Reinvestment Act (CRA): Program under which federally- insured lending institutions are provided incentives to offer assistance with development financing for local projects (particularly those in economically- distressed areas); assistance usually offered at a favorable rate; institutions earmark a percent of their lending dollars for this program. Concentrated Public Facilities: City investment in identified areas by locating both facilities and publicly sponsored developments and amenities in places where infill development is desired; result is a greater leverage of public dollars through strategic investment, and ability to assist developer with financial pre-leasing requirements. Cultural Arts Activities: Activities and programs which encourage use of the arts in a designated area by a variety of participants. Cultural Tourism: Marketing and promotion of cultural and historic community elements of interest to visitors to an area; a thriving industry for many areas of the east and south. Cultural tourism efforts generally originate at a grass-roots level but quickly require the assistance and coordinate of municipal and state entities. Density Bonuses: Incentive offered to developers of projects that meet specified goals (i.e., affordable housing; public spaces, transit, etc). N Leland Consnlting Group Teanl, Downtown Strategists & Designers 1 ECONOMIC DEVELOPMENT TOOLS AND STRATEGIES GLOSSARY DOWNTOWN [~^STER PLAN Design Guidelines: Formal set of guidelines (with over-sight by a board comprised of area stakeholders, neighborhood representatives, and design professionals) for use by investors doing projects within priority areas. Guidelines address character and quality levels and frame discussions with staff. Design Standards: Formal set of standards (either administered through an appointed design-review committee and/or municipal staff) for development which require certain development character and quality levels for the built and natural environment. Developer RFPs: Request-for-Proposals fi`om potential developers of projects in designated areas. Selection of developer based on dollar amount of bid; quality of design; developer's track record; and preferences of neighborhood residents. Development Fee Waivers: Development fees are monetary charges on development to recoup a portion of the capital and operating costs required to accommodate a project. Note: Fees for sewer/water hook-ups, building permits, processing fee, etc. can be waived or delayed until the developer sees a positive cash flow as a means to encourage infill projects. Development Standard Waivers: During approvals process, City can grant waivers or variances for items including height limits, setbacks, density, lot Economic Development Administration (EDA) (Federal): Public entity which provides assistance in form of planning grants and construction financing - fol' the developmea~t of projects in rural nnd urban locations which will result in the creation of jobs for the cmnmunity. Educational Seminars: Programs hosted by a variety of entities (i.e., lender, developer, municipal, etc.) winch promote an open dialogue among those individuals and organizations which represent delivery system; can occur in a variety of forums; purpose is to provide participants with various perspectives and an understanding of initiatives designed to facilitate development process. Engage Elected Officials: Variety of methods by which elected officials are engaged in planning and implementation efforts; improved communication between staff and elected officials. Note: This should be a common practice, not project-specific. Enterprise Zone: State-designated area where businesses located within them that make capital investments, hire new employees, contribute to economic development plans, rehabilitate old buildings and/or do research and development are provided a tax credit. An approach to revitalizing distressed areas by offering tax incentives, regulatory relief and improved govermnent Environmental Impact Reports (EIR)s: Used to assess environmental impacts and determine mitigation measures needed for building a redevelopment plan, specific plan, or community plan. As projects are identified, the City ~nay be asked to conduct additional environmental reviews or focus on few idenl~fied areas. Fagade Maintenance Program: Any program - local, state or federal - including Iow interest loans and/or grants - which encourages investment in, and improvement to, building facades within a planning area. May also be designed as a matcinng funds program, within a district, for building faqade maintenm~ce. Government Liaison: Individual or committee charged with establishing and maintaining a dialogue between various branches of government (local, county, regional) regarding issues such as - intergoven~raental agreements, regulatory reform, facilities planning, etc. Historic Preservation Homeowner Grant Program: (Local) Available to Iow- and moderate-income owner-occupants of a single family, duplex or three- unit property at least 50 years old and located in any of the five historic Main Street districts. Preservation grants for exterior rehabilitation projects (in the form of a forgivable loan) are available on a compefitive basis to income- qualifying property owners. Eligible improvements are repair and restoration of porches, wood windows, wood doors, wood siding, character0defining features, and chimneys, as well as historic colors paint projects. Grant amounts are for u~ to $5,000. · Leland Consulting Group Team, Downtawn Strategists & Designers 2 ~=CONOMIC DEVELOPMENT TOOLS AND STRATEGIES GLOSSARY DOWNTOWN MASTER PLAN Historic Preservation Investment Tax Credits (Federal): Percent of rehabilitation costs of income-producing properties can be used as a tax credit which can be sold on the market. Historic Preservation Revolving Loan Fund: Available to provide low interest loans to property owners at any income level in the four residential historic districts - Cathedral, Jackson Park, Langworthy and West 11s~ Street. The loans are available on a competitive basis to all property owners any income level for exterior rehabilitation projects. Loans are up to $25,000 at 3% for 10 years. HOME: HOME Investment Partnership Program, whereby HUD allocates funds by formula among eligible state and local governments to strengthen public- private partnerships and to expand the supply of decent, safe, sanitary and affordable fiousing for very low-income families. Improvement District: Both an organizing and financing technique for area revitalization. District provides stable stream of income for activities and projects considered special to area or in addition to general inunicipal services. Districts are vehicle for providing additional services for a fee and not to substitute for services funded througfi traditional tax revenues. Infill Development: Development of new holnes, commercial and/or retail buildings, and public facilities on unnsed or underused lands in existing communities. Infrastructure Cost Participation: Cost of infrastructure (either onsite or off-site) shared by developer and/or property owner with an entity (public (city/county), private (developer co-op), or semi-private organization which will benefit from its availability - can be offered through a formal program or on a case-by-case basis. Land Assembly: Land assembled by public, private or non-profit entity in effort to position for development of larger projects. Assembly can happen through purchases of properties, vacating and/or reroufing streets, alleys, etc. Land Donation/Write-Down: Property owner -- public (city/county), private (developer), or semi-private organizatinn - contributes land to a project either as a donation without an expected return, or at a reduced price. City-acquired property through fee simple transactions and foreclosures are an obvious source for land contributions. Land Swap: To develop specific infill site in specified way, potentially contrary to existing property owner or developer, cities can offer an exchauge of city-owned land of similar value in alternate location. Level-of-Service: Roads within community are designed to meet specified goals regarding mobility, connectivity, and regional planning and land use development. Level-of-service is measure used to describe street standards necessary to address role of the street. By adjusting level-of-service you address the tension between through-trips and access to activities and services along the road (corridor). Leverage Infrastructure Funding to Support Private Money: Within a predefined area, public investment for infrastructure located strategically to leverage private investu~ent. Limitations on Infrastructure Extensions: Method used in regional growth management whereby efficient development patterns are rewarded. Linked Deposits: Local development agencies and downtown development organizations use their bank deposits to leverage bank lending for activities supported in the area. City or development agency deposits its funds in one or several banks with provision that bank make loans in support of identified community objective. Note: In select instances, cities have foregone interest on these deposits so that the bank can make l~ans at below market rates. Liquor License Restrictions: Limit on the nmnber of liquor licenses which issued in a designated area. Restrictions generally tied to businesses which generate over a certain percent of their revenue from liquor sales. The purpose of this action is not to eliminate restaurants, but concentrations of bars. · Leland Consulting Group Team, Downtown Strategists & Designers 3 I=CONOMIC DEVELOPMENT TOOLS AND STRATEGIES GLOSSARY DOWNTOWN MASTER PLAN Loan Pool (Lending Pools): Several lending organizations contributing financing to a project or projects, thus sharing risk. An amount of capital pledged by several entities for lending to businesses based on some agreed upon goals or other criteria. Pledges can be in the form of loans, letters of commitment and stock purchases. Pool can be either organized formally or on a case*by-case basis. Low Income Housing Tax Credits (State): Dollar for dollar reduction or credit against an investor's federal income tax liability on salary, wages, business, etc.; credit is treated like a cash payment or as a reduction against the amount of tax owed; sale of tax credits by the developer contributes to project equity, thereby reducing developer's out-of-pocket investment. Low Interest Loans/Subordination: Loans for construction, acquisition, operation, etc. are offered to qualifying individuals or organizations at a preferred interest rate; subordination by a public (city/county), private (lender), or semi-private organization of a loan provides a guarantee to the lending organization that in the event of default debt service will be paid. Micro Loan Program: Offers small amounts of capital usually less than $2,500 to very small businesses for wide range of capital needs including facade improvements, working capital and personal needs; provide loan guarantees. Downside: Excessive credit analysis and underwriting costs. Non-Profit Developer Support: Variety of financial and regulatory tools and programs which streamline and reduce costs for "eligible projects" by "eligible developers." Overlay Zone (i.e., historic, parking): Designated area superimposed on one or more ex~sting zomng districts; designed to protect or enhance an area s spec al qualities; goverrtmental review of all developments, with the power to approve design according to standards contained in the ordinance or in a district plan or design guidelines; program elements include "bonuses" and "requirement Park-in-a-Park: Creative method by which parking is secondary to design and landscaping, giving visual appearance of cars in park rather than trees in a parking lot. Parking District: Designated area wherein parking design, development and management issues among multiple facilities are controlled by select entity beyond that provided for by standard municipal levels of service and control. Pedestrian Enhancements and Linkages: Various public, private and non- profit initiatives to improve the pedestrian environment in a designated area, i.e., permanent and temporary streetscape elements, sidewalk widening, reduced speeds, etc. Resulting environment designed to accommodate needs of pedestrians, as well as through and destination traffic, by incorporating select infrastructure improvements, design elements, and traffic management mechanisms. Methods to achieve include: separating traffic through use of parallel streets; limiting access points; linking parking lots; coordinating traffic signals; adding alternative transportation lanes; widening sidewalks; ,p, roviding c,r, osswalks; providing street lights and furniture; preventing deadening uses without building front; and incorporating transit stops. Predevelopment Funding Grants: Financing for project expenses incurred prior to construction, i.e., soft costs including consulting, design, engineering, and plarining, and marketing, etc. Note: The Economic Development Administration (EDA) has funds for predevelopment and construction costs. Project Thresholds: Project size thresholds, predetermined and designed to allow smaller projects to be rapidly permittad, saving extensive reviews for larger developments and environmentally sensitive sites. Public Subordination: City/county provides a guarantee to the lending organization that, in the event of default, debt service will be paid. Redevelopment: Restoration of existing buildings and properties blighted and/or which diminish the character and function of a neighborhood including adaptive use and historic preservation properties. R Leland Consulting Group Team, Dozentown Strategists & Designers 4 ECONOMIC DEVELOPMENT TOOLS AND STRATEGIES GLOSSARY DOWNTOWN MASTER PLAN Regulatory Reform: Initiative by government entity to amend existing regulatory documents to be responsive to prevailing market and economic conditions; examples might include: new or amended zoning designations, ~lanning approval process reform, updated comprehensive plan, etc. Reverse Mortgage: Low interest loan based on equity in home; particularly relevant for seniors. Revolving Loan Funds: Flexible funding in the form of loans, guarantees and interest subsidies to firms which further local development goals; designed to alleviate high costs and short supply of capital for businesses, particularly small ones, or those located in distressed areas. Components include: lower rates, longer terms; many capitalized by/with federal funds combined witti private funds. Re-Zone Parcels; Either city-owned and initiated, or petition-based, through an organized effort initiated by the "advocacy entity" to enlist the support of property owtrers within a designated area - request for a change in property zoning designation (to mixed-use); the objective is to provide landowners the incentive and economic strength to maintain and redevelop a high-quality environment and react more swiftly to market trends. Sales Tax Sharing: Future sales from a development can be rebated to developer to pay for infrastructure - city/county agrees to split sales tax revenue with developer, then developer uses to pay for infrastructure. School Programs: Programs (i.e., essays, art, civic participation) which encourage the involvement of students in a designated area. Self-Certification Program: Contractors assume responsibility for inspecting and certifyiug tbe correct completion of their own work. Quality is assured by random spot checks; contractors who cheat lose their licenses. Self-Supporting Municipal Improvement District (SSMID): District )roviding stable stream of income for activities and projects considered special to area or in addition to general munfcipal services. Districts are vehicle for providing additional services for a fee and not to substitute for services funded through traditional tax revenues. Signature Project: Public-private effort whereby public sector contributes land, financing, or the like, and private sector (developer) contributes their expertise and mousy to joint development of a significant project within a designated plam~ing area; program is designed to encourage development of project which will serve as a catalyst for additional investnrent. Smart Growth: Growth management program which combines incentives, disincentives, and traditional planning techniques to promote a pattern of growth that achieves economic, environmental, and quality-of-life objectives. Streamlined Development Approval: Initiative by government entity to facilitate a thnely approvals process for (re)development projects meeting certain criteria. Also referred to as a "green-tape" permitting program. Critical elements of program: 1) streamlined permit and entitlement process; 2) greater predictability; and, 3) fairness in fees and exactions. Components: 1) appointed case manager; 2) consolidated permit process; 3) waived or reduced fees; 4) reduced number of changes to previously approved plans; 5) stoppage to the issuance of conflicting requirements by different departments; 6) a single public hearing; 7) streamlined environmental review process. Tax Abatenrent: Taxing entity (usually the city) abates or reduces a portion of tax burden; this can happen in the form of an adjusted on an individual property basis, or in an abatement zone. Tax Exempt Bond Financing: Method of financing long-term debt issued by government whereby bondholders need not include interest payments on taxable income. · Leland Consulting Group Team, Downtown Strategists & Designers 5 ECONOMIC DEVELOPMENT TOOLS AND STRATEGIES GLOSSARY DOWNTOWN MASTER PLAN Tax Increment Financing (TIF): A district obtains funds from increases in regular tax revenues that arise from new development in the district; incremental increase in tax revenues over designated base year revenues is diverted to a special fund; diversion of regular tax revenues rather than additional fees to generate revenue for district investments. Can be used in conjunction with mulxicipal bond issues whereby increment is pledged to repayment of the bond issue, or actual increase allocated to an administering agency directly to finance redevelopment activities. Transfer of Development Rights (TDR): Ability to transfer property entitlements from one property to another when one of the parcels is located in a designated development area. Transit-Supportive Land Use: Land uses and land use forms supportive of alternative forms of transportation. Typical elements include: high-density residential, employment uses, commercial developments and public spaces. Turnkey Facilities: Buildings, frequently insfitafional, developed (and some times managed) by a private ent/ty for another entity. Benefits to developer include a developer fee, management fee, position in the project, etc. Urban Renewal: Tool used for purpose of eliminating slum or blighted areas within municipality, and positioning areas for development or redevelopment. Actions under urban renewal include demolition of structures; construction of infrastructure and public spaces; sale of property; and, relocation of businesses and residents. Underground Utilities: City works with local utility and cable companies to ~lace all utility lines underground; maintenance, weather-related repairs, and service disruption costs are reduced. City also encourages low-rate programs to assist developers with burying utility infrastructure. · Leland Consulting Group Team, Downtown Strategists & Designers 6 TABLE OF CONTENTS Downtown Dubuque Master Plan Appendix- Binder 2 Appendix I Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6 Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13 Appendix 14 Investment Opportunities Catalyst Concepts Development Concept Plans Physical Profile All Maps Physical Profile Record of Physical Issues Downtown Properties Inventory Socioeconomic Profile Market Profile Retail Inventory Audit Residential Development Inventory Target Industries Analysis RFP Solicitation Outreach Synthesis Stakeholder and Delivery System Interviews Community Meetings Meeting Materials Council Presentations Synthesis of DPC Work Sessions DPC Meeting Minutes DPC Members Listing Funding Partners Listing Vision Downtown 1. Investment Opportunities Catalyst Concepts Sketch Demand Implementation Development Economic Analysis Photos Downtown Dubuque Master Plan Catalyst Concept: Employment & Daytime Population Vision Downtown Element: Commerce Sketches Demand Implementation Development Economic Analysis Photos Downtown Dubuque Master Plan Catalyst Concept: Shopping & Entertainment Vision Downtown Element: Commerce Overview Images Implementation Photos Downtown Dubuque Master Plan Catalyst Concept: Public Art & Artisan District Vision Downtown Element: Culture, Education & Entertainment Overview Existing Conditions/Opp o rtqunities Implementation Photos Downtown Dubuque Master Plan Catalyst Concept: Historic Preservation & Reinvestment Vision Downtown Element: Historical Features Phasel Phasell implementation Downtown Dubuque Master Plan Catalyst Concept: Green Space Evolution Vis]on Downtown Element: Public Space & Open Areas Sketches Demand De~velopment Economic AnalySis Implementation Photos Downtown Dubuque Master Plan Catalyst Concept: Downtown Living Vis~oa Downtown Element: Residential Living Overview Photos Downtown Dubuque Master Plan Catalyst Concept: Transportation Connections Vision Down~own Element: Transportation Development Concept Plans TABLE DUBJJC~UE DOWNTOWN MASTER DEVELOPMENT ECONOMIC AHALYSIS: Employment & Daytime Population 0.01 DUBL~UE DOWNTOWN MASTER Pt.~N DEVELOPMENT ~CONOM~C ANALYSIS: Shopping & Entertainment 0.01 DEVELOPMENT ECONOMIC ANALYSIS: Public ~ & .6.~an Distdct 80% 2. Physical Profile All Maps Legend Character Districts ~ Auto-Friendly Retail & Paddng ~ Auto-Related Services ~ Entertainment Growth Engines Industrial industrial/Residential Mix ~,~'.~ industrial-to-Loft Transition ~J Office/Civic Core ~ Traditional Main Street Traditional Neighborhood / Umited Service District Boundary Dubuque Main Street Ltd. Districts With Downtown Character Districts Downtown Dubuque Master Plan ~ investment Opportunity Framework Plan l~½~, Downtown Dubuque Master Plan Existing Historic Structures and Districts Greening Plan - Phase I: Iowa Street Greenway Downtown Dubuque Master Plan Downtown Dubuque Master Plan Greening Plan - Phase I1: Street Tree Program Physical Profile Downtown Dubuque Master Plan August 6, 2003 Physical Profile Streets and Alleyways Locust & Bluff - North/South one way pair White & Central - North/South one way pair 9~a & l0b - East/West one way pair 2 Way: Main, Iowa, 1st - 7th, 10th - 14th, 3rd, 5% Bell and Adams Streets The majority of downtown blocks are bisected by paved alleyways that serve as service entrances and provide access to off-street parking. Highways Highway 20, Highway 52, Highway 61 / 151 Parking facilities CBD - 6 multi-level facilities and approximately 64 surface parking lots for approx. 5,550 total off- street spaces; approximately 2,860 on-street spaces (1/2 are metered) Port of Dubuque - 1,600 spaces Landmarks Clock Tower, Dubuque County Court House, Fenlon Place Elevator, Shot Tower, Open Space & Washington Park, Town Clock Plaza, Cathedral Square landscape median with figurative Green Space sculpture, Mississippi Riverwalk, Rivers Edge Plaza, Aliant Energy Amphitheater, Ice Harbor Park, Locust Street mature boulevard trees 4~ - 7~h St., Bluff Street mature boulevard trees 1st - 6t~ St. Ornamental Main Street 1st to 5th decorative lighting and small areas of decorative walkway paving, Streetscape Main St. between 5th and 9th renovated 2002-03 5% 7~h and 8e~ between Locust and Iowa renovated 2000-01 Bell street, Historic Preservation Jackson Park, Cathedral, Old Main and Demo. Districts Fourth Street Neighborhood, Washington St. Neighborhood, Downtown Neighborhood Downtown Dubuque Master Plan Physical Profile August 6, 2003 Historic Properties Approximately 154 historic, culturally significant structures 2 culturally significant landscapes (Washington Park and Cathedral Square/2na St. landscape median.) Cultural Facilities 5 Flags Theatre, Dubuque Museum of Art, Opera House, Museum of Art, National Mississippi River Museum and Aquarium, Education and Conference Center Lodging Holiday Inn, Julien Inn, Redstone Inn, Mandolin Inn, Richards House, Hancock House, Grand Harbor Hotel and Water park 568 rooms total Geography Downtown is organized on a grid system ok streets with a cardinal orientation. The western edge of the CBD is defined by a steep bluff. The eastern edge of the CBD is defined by Highway 61,~ 151 while Mississippi River serves as the eastern edge of the Port district. Rail Lines CN / CC Rail and I & M Rail operate freight rail on 3 tracks running along the eas~ side of Highway 61/151. 2 Record of Physical Issues_ Downtown Properties Inventory 3. Socioeconomic Profile Socioeconomic Profile: Dubuque County and 7-County Region Population Dubuque 7-County County Region 1990 86,403 230,603 2000 89,143 234,544 CAAGR 1990-2000 0.3% 0.2% 2002 (est.) 88,628 233,497 2007(prc~.) 87,84o 231,7~4 Household Income (2002) Dubuque 7-County County Region up to $25K 25% 30% $25~5K 14% 15% $35-50K 17% 18% $50-75K 23% 2O% $75-100K 12% $100K and up 9% 7% median $44,603 $38A62 Households County 1990 3O,799 2000 33,690 CAAGR 1990-2000 2002 (esL) 33,812 2007(vr~.) 34~3s Avg. Household Size Building Permit Trends 500 450 4OO 350 300 200 150 7-Connty Region 83,349 50 0.8% 9L695 2.51 city~ Psychographic/Lifestyle Profile (PRIZM) % of Index to Dubuque USA Top PKIZM Clusters County I-IHs (100--same) Sunset City Blues 24-4 1435 Agri-Business 11.4 760 Stm'ter Fanu3ies 9.2 613 Second City Elite 8.5 447 Family Scramble 5.1 243 River City USA 4.9 272 Upward Bound 4.2 233 Middieburg Managers 3.9 217 Descrip~on of Cluster Blue-conax empty-nesters nearing retirement in agricultural areas Large families; outdoors types; farming or blue conat occupations Younger families in blue-collar occupations; large households Movers and shakers of smallex cities; typically married with no kids FanfilJes in lower-wage service and production jobs; high I-Iispanic Traditional, bhie~oflar families living in single-family homes Professionals, typically mat'ned with kids, living in newer houses Executives, professionals; half older with kids, ~ young & single Sou~ce~ U~S. C~us; Claritas, Inc.; HUD; and Leland Consulting Group, Inc 3 State of Iowa - Iowa Trends; U,S, Census 8,612 8,287 9,133 8,630 8,980 2,740 Jackson Jasper Johnson Montgomery Page PlymouLh Shelby wright 15,o38 18,622 15,696 45,756 16,797 43,Io2 lo4,274 12,o69 14,697 24,672 25,930 35,611 14,o64 16,3o3 15,685 02148 18,97o 23,921 15,891 23,252 15,496 226,010 69,682 9,528 100,698 15,942 26,381 44,294 21,688 12,420 11,007 47,397 17,758 16,396 20,754 35,282 44,207 23,886 37,984 23,906 9,778 46,126 19,40¢ 107,849 20,839 35,425 72,127 19,868 13,943 42,996 163,213 10,682 10,163 13,340 11,o58 41,076 11,832 13,108 12,069 37`181 18,537 13,289 286,130 86,591 I8,503 14Z687 62`783 20,147 8,790 4Z149 18,967 103,052 1Z294 15,429 22,503 36,425 16,316 81,717 20,401 12,921 21,891 43,106 169,775 12,055 10,313 12,896 12,597 22,867 29,669 41,652 13,406 1Z329 11,692 9,209 13,413 4O,436 16,972 8,371 19,063 12,721 24,743 11,369 303,170 86,861 19,306 6,112 14,118 160,022 15,043 14,630 19,950 34,795 16,310 96,I19 19,,!44 I1,624 18,591 33,687 168,767 11,592 9,070 11,952 12,483 21,532 30,001 38,276 13~202 10,928 10,034 8,114 7,267 7,676 14,269 14,M7 10,180 13,640 10,574 I1,240 11,380 10,020 10,030 9,960 18,815 18,670 18,690 5,469 5,160 8,000 36,051 34,270 33,250 Market Profile: Forecast Demand by Land Use Category L~ Residential (Rental) Demand - Dubuque County Annual New Unit New Unit Inccane Approx. Rent Delnand Demand Range Range 2002-2(~7 2008-2012 up to SaSK up to $625 59 59 $25-35K $62.5 - $875 32 32 ~5-50K $875 - $1,250 22 22 $5~75K $1,250 - $1,875 18 18 $75-100K $1,875 and up 6 6 Residential (Ownership) Demand - Dubuque County Existing New Unit New Unit P~mual Income Pent-up Demand Demand Range Approx. Home Price Demand 2003-2007 2008-2012 up to $25K up to $85K 27 72 72 $25-35K $85 to $120K 15 40 40 $35-50K $120 to $175K 25 67 67 $50-75K $175 to $250K 38 102 102 $75-100K $250 to $350K 21 56 56 $100K and up $350K and up 17 44 44 Totals 196 381 381 Lodging Demand - Dubuque County 2002 Room Nights of Demand 293,305 2002 Room Nights of Supply 536,099 2002 Occupancy 55 % 2002 Room Surplus (based on 70% eqult~um vacancy) 321 New Roam-Nights of Demand based on Visitor Growth (2002-2007) 175,336 New Room Demand (2002-2607) (~86 Total New Room Demand through 2007 - less Grand Harbor Resort 094 lOOmS) and existing surplus 171 Source: US. Cevsus; State of Iowa; Claritas, Ina; Dubuque Chamber of Comme~ce; and Lelancl Consulting Group, Ina Market Profile: Forecast Demand by Land Use Category Retail Demand - Dubuque County Categor~ New Demand From Existing Retail New Demand From Dubuque County V~id / (Surplus) Household Growth Visitors in s.£ 2(133-07 200307 Groce~y/Phannacy 65,816 Alcoholic Beverages at Home 53,107 Foodflkink Away from Home 176,394 Personal Services (6,101) Misc. (pets, Tobacco, etc.) (39,582) Household Fu~r/Eqnip. (68,851) Home Electronics/Computers 27,301 Apparel & Accessories 069,684) Spox'iing Goods/Hobby/Books 111,320 Entertainment 00,7'70) Automotive (gas/oilJrepair) 204,559 Video/CD]DVD Sates~o.tzl 8,215 8,O60 8,829 870 7,499 28,092 4,339 4,304 6,766 1,798 1,042 1,560 26,809 5,581 24,278 39,460 95,817 Retail Demand - 7-County Region (less Dubuque) by Selected Categories Grocery/Plmmmcy 13,299 Alcoholic Beverages at Home 1,245 Food/Drink Away from Home 11,064 Personal Semites 1,933 Misc. (pets, Tobacco, etc.) 2,592 Household Furm/Equip. 6,144 Home Electronics/Computers 1,991 Apparel & Accessories 4,509 Sporting Goods/Hobby/Books 2,520 Entertainment 2,093 Automotive (gas/oil/repair) 9,213 Video/CD/DVD Sales & Rental 1,508 Total Retail square feet 38,370 New Demand ~rom Household Growth 2~ Office Demand- Dubuque County To'mi Demand Total Demand From From Employment Employment Growth Growth by Employment Secinr (2003-2007) ~ r~f. (2008-2012) - s.f. Natural Resources And Consh'uction 5,048 3,558 Manufacturing 34,416 24,261 Trade And Transportation 31,834 22,442 Information 22,752 16039 Financial Aclivliies 37,857 26,687 Professional And Business 60,227 42,457 Educational And Health 168,636 118,881 Leisure And Hospitality 19,120 13,479 Other Services 22,944 16,174 Govermnent 41,012 28,911 Total Office square feet 443,845 312,89/ o~rrce: University of Iowa; State of Iowa; Claritas, Inc.; Urban Land Institute; and Leland Consulting Group, 2 5. Retail Inventory Audit o oo ~o ooo o~ Oooo ..... ~ ~ o o ooo oooo o ~o~o~ ooooo© 0 rO ,J Bm E .9 0 n~ ,9 I'--I I'J .E II mm 6. Residential Development Inventory D'A'~'I'S Secondary Land Use 2F C C and SF ~ ID/IN SF NU OF / OFC OFMF V PARKING PARKS D Estimated Total Residential s.f. (including Primary Land Use 2F C ID IS MF OF SF V Grand Total Cable Car Historic Town Farmers Square Old Main Clock Market $5,102 5,320 21,156 25,464. 97~18 18,902 309,592 22,126 and used for other purposes) other 6,781 . 16,468 6,072 4:4,796 50,263 71,299 218,743 1:3,750 2,207 5,764 22,838 4:3,402 40,793 10,964 :3,709 Grand Total 6~9 467,743 22,126 6,O72 398,851 30,810 95,160 1,865 5~573 150,971 171,571 101,285 619,195 51,671 1,094,694 'Estimated Total Residential Units Primary Land Use 2.F C ID IS IvIF OF SF V Grand Total Cable Car · Historic T6wn Square Old Main Clock 39 6 28 108 21 25 IJpper Main Markot other 24 8 7 50 56 79 24:3 15 2 6 25 48 45 12 2 4 Grand Total 76 520 25 7 443 34 106 '6 168 191 113 688 57 1,216 (Among properties with residential as either a primary or secondary land use) Id fco~rtnt (s.f.) Lu~.2nd 2nd_lu 238 ?~343 2F 1 298 ' 2,236 2F 1 319 1,674 2F 1 98 4,829 2F 1 231 2,135 2F 1 232 368 2F 1 36 4,131 MF 1 · 251 435 NIF- 1 252 1 687 MF 1 261 2,832 MF 1 292 2,255 MF 1 59 10,315 SF 1 207 1,933 SF 1 208 331 SF 1 267 1,693 SF 1 270 486 SF 1 284 970 SF I 290 1,684 SF 1 296 1,790 SF 1 303 1,090 . SF 1 304 1,624 SF 1 305 721 SF 1 306 1,091 SF 1 307 1 ~73 SF 1 3(}8 386 SF 1 13 1,448 SF 1 109 348 SF 1 323 1,624 SF 1 324 487 SF 1 325 3t9 SF 1 189 1,386 V2F 1 201 1,599 V2F 1 ~0 4,563 2F 1 ~39 2,306 2F I 262 2,615 2F 1 274 2,235 2F 1 291 517 2F 1 233 %374 2F 1 29 5,687 MF 1 32 269 MF 1 33 288 MF 1 35 1,837 MF 1 47 2,967 MF 1 48 1,733 MF 1 52 862 MF 1 191 2,892 MF 1 198 3,292 MF 1 206 2,721 MF 1 237 3,196 MF 1 243 6,099 MF 246 . 2,161 MF 1 248 3,640 MF 1 272 1,483 MF 1 277 4,9~5 MF 1 78 8,380 MF 1 15 1,959 MF 1 89 6,982 MF 1 115 2,901 MF 1 116 1,920 MF 1 117 2,~50 MF 1 159 4,797 MF 1 230 1,887 MF 1 234 381 MF 1 235 2,912 MF 1 1 1,272 MF 1 6 3,348 MF 1 90 6,798 MF I Lu99 lstJu 2F 2F. 2F · 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2F 2~ 2F 2F 2F 2F 2F 2F 2F 2F 2F MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF' MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF MF 2 1 2 1 2 1 2 2 2 2 2 2 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 2 2 2 2 2 2 2 2 2 2 1 2 1 2 1 2 2 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 8 2. 4 2 3 2 3 2 3 2 3 2 3 2 3 2 3 2 3 2 2 2 2 2 2 Town Cinck Cable Car Square Upper Main Farrnem Market Upper Main Farinas Market Upper Main Farmers Market Cable Car Square Cable Car Square Cable Car Square Cable Car Square Cable Car Square Cable Car Square Upper Main Farmem Market Upper Main Farmers Market Cable Car Square Cable Ca~ Sqbare Cable Car Square Cable Car Square Cable Car square Cable Car square Cable Car Square Cable Car Square Cable Car Square Cable Car Sc!uam Cable Car Square Upper Main Farmers Market Upper Main Fam~ers Market Upper Main Farmers Market Upper Main Farmers Market Cable Car Square Town clocA Cable Car Square Cable Car Square Cable Car Square Upper Main Farmers Market Cable Car Square Cable Car Square Cable Car Square Cable Car Square Cable Car Square Cable Car Square Cable Car Square Cable Car Square Upper Main Farmers Market uppe~r Main Farmers Market Upper Main Farmem Market Town Clock Town clock ' Cable Car SqL~re Cable Car Square Cable Car Squ~-e Cable Car Square Town Clod< Upper Main Farmers Market Upper Main Farmers Market Upper Main Farmers Market Upper Main Farmers Market Upper Main Farmem Market Upper Main Farmem Market Upper Main Farmers Market Upper Main Farmers Market Upper Main Farmers Market Upper Main Farmers Market Upper Main Farmers Market est. res. s,f. est uRits 2,109 2.3 8,693 9.7 3,843 4.3 663 C).? 3,718 4.1 2~29 2.3 7,832 8.7 2,289 2.5 91 99 111 112 113 114 186 187 188 227 228 229 43 49 249 2 97 166 166 190 136 119 Id ~otprint (s.f.) L.u_2nd 2mUu 2,707 MF 1 635 MF 1 3.770 MF 1 2.3;30 MF 1 3.856 MF 1 3,718 MF 1 3,197 MF 1 2,862 MF 221 MF 1 2,483 MF 1 1,941 MF 1 5.505 SF 3.088 ' SF 2,554 ' SF 1 4.028 SF 1 3.147 SF 1 631 SF 1 3,150 SF 1 1,128 V2F 1 10,666 VMF 1 2.670 VMF 1 152 18,616 VMF 1 266 1,851 2F 1 263 1,66O 2F 1 294 1,196 2F 1 330 1,708 2F 1 126 12.668 2F 1 38 2.695 SF 1 40 1,192 SF 1 41 435 SF 1 46 1.018 SF 1 50 917 SF 1 199 859 SF 1 2CO 1,141 SF 1 255 1,653 SF 1 263 583 SF 1 264 763 SF 1 265 754 SF 1 269 1,366 SF 1 271 934 SF 1 273 878 SF 1 278 1,450 SF 1 280 937 SF 1 281 1,203 SF 1 282 970 SF 1 286 1,065 SF 1 287 781 SF 1 288 760 SF 1 289 1,779 SF 293 1,046 SF 1 300 1,053 SF 1 301 1.347 SF 1 302 ~,558 SF 1 316 435 SF 1 311 249 SF 1 312 1,376 SF 1 313 1.386 SF 1 314 1,169 SF 1 315 1,175 SF 1 316 1,075 $F 1 317 1.569 SF 1 318 217 SF 1 104 2,894 SF 1 121 2O4 SF 1 122 3.113 SF 1 321 1,239 SF I LU99 · MF I 2 MF I 2 MF 1 2 MF I 2 MF I 2 MF I 2 MF I 2 MF I 2 MF 1 2 MF I 2 MF I 2 MF 1 2 MF 1 2 MF 1 2 MF t 2 MF I 2 MF I 2 MF I 2 MF 1 2 MF t 2 MF I 2 MF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF 1 2 SF I 2 SF 1 2 SF I 2 SF 1 2 SF 1 2 SF I 2 SF 1 2 SF I 2 SF I 2 SF 1 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF 1 2 SF I 2 SF I 2 SF 1 2 SF 1 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF 1 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF I 2 SF 1 2 l~t_l, s.~_z, floors dis'aict 2 Upper Main Farmem Market 2 Upper Ma'm Farme~ Ma;ket 2 Upper Main Fan. em Market 2 Upper Main F;~w~s Market 2 Upper Main Farrnem Market 2 Upper Main Farmers Market 2 Upper Main Farmers Manet Cable C~ Square Cable Car Square Cable Car Square ~ ~r Square Cable ~r.~m Upper Main Farmers Mark. et Upper Main Farmers Market 2 Upper Main Farmers Market 2 4~2 5.4 6~0 7.7 ¥,25o 8.1 1,015 1.1 7,208 8.0 Id footprint (s.f.) Lu_2nd 322 737 SF 326 698 SF 327 435 SF 333 1,153 SF 93 276 VMF 94 1,419 VMF 268 2,038 213 1,815 C 42 275 NU 212 1,102 NU 214 651 NU 150 14,358 2F 222 1,469 2F 331 2,938 C and SF 72 17,809 MF 192 2.651 MF 2{39 3,995 MF 210 9,591 MF 211 353 MF 221 7.333 MF 224 2,256 MF 247 2,687 MF 259 4,453 MF 180 4,102 MF 68 1,276 MF 120 t5,305 MF 131 5.640 MF 157 10,405 MF 184 7.255 MF 195 4,898 MF 64 6,162 MF 66 1,198 MF 123 5,811 MF 128 1,016 MF 130 2,315 MF 179 3,943 MF 183 8,085 MF 85 16,831 OFMF 28 1,613 SF 30 3,005 SF 250 7,911 SF 253 1,630 'SF 256 1,131 SF 257 1,496 SF 258 1,512 SF 260 2,655 SF 110 2,2t5 SF 124 1,547 SF 194 1,613 SF 340 5,129 SF 341 2,551 SF 63 8,306 VMF 92 8,830 VMF 69 24,584 MF 5 3,373 MF 244 12.735 C 245 578 C 14 4,370 C 44 1,864 NU 127 481 VOF 129 9,625 VOF 242 1,934 2F 240 2,003 MF .165 6,275 MF 203 2,316 SF 241 2,438 SF 254 1,733 . SF 2nd_lu Lu99 SF SF SF SF SF SF 2F 2F 2F 2F 2F C C C C C C C C C C C C C C ' C C C C C C C C C C C C C C C C C C C C C C C C C C C C C ID IS MF MF MF MF MF MF OF OF OF OF OF OF sum ms floom district 1 3 3 3 3 2 2 2 2 2 2 2 7 1 2 2 2 2 2 3 3 2 2 2 3 1 2 2 2 2 3 Upper Main Fam~ws Manet 3 Upper Main Fa~nem Manet I Cable Car Square I Town Clock I Cable Car Square Cable Car Square Cable car Square Histodc Old Main Upp~ Main Fe~nem Ma?et Historic Old Main Upper Main Fa~nem Manet Town Clock Upper Main Fan,em MaAet Cable Car Square Upp~ Main Fan~ws Market Upper Main Fan,em Maket Town Clock 1,327 1.5 783 0.9 2,075 2.3 745 0.8 3,832 4.3 1,834 2.0 1,633 1.8 248 0.3 Id footprint (s.f.) Lu_2nd 2nd_lu Lu~9 2g5 710 SF I OF 105 2,117 SF I OF 279 1,178 SF 31 802 C SF 39 2,792 C ' SF : 297 1,122 NM SF 320 1,735 NU SF 101 241 OF SF 76 2,072 SF I V 328 633 SF 1 V 334 983 VSF I V 335 445 VSF I V let_lu sum res floors district 1 2 2 2 2 2 Cable Car Square Uppe~ Main Farmers Mad[et Cable Car Square Cable Car Square Cable Car Square Cabte Car Square Upper Main Farmers MaW. et Histodc Old Main esL~.~,f, est units 647 0.7 3,811 4;2 1,060 1.2 722 0.8 2,513 2.8 1,010 1.1 1,561 1.7 7 · Target Industries Analysis Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 9801 Establishment Total NAICS Indusl~ Name Employme.t LQ LQ Employment I Total 21 Mining 211 Oil & gas ex~a'actlen 2111 Oil & gas ex,action 21111 Oil & gas ex,action 211111 Crude petraleum & natural gas extraction 211112 Natural gas liq uid ext ractio~ 212 Mining (except oil & gas) 2121 Coal mining 21211 Coal mining 212111 Bituminous coal & lignite surface mining 212112 BiL~minous coal undergm~,nd mining 212113 Anthracite rr~iog 2122 Metal ore rsialng 21221 Iron ore mining 212210 Iron om mining 21222 Gold ore & silver ore mining 212221 Gold ore mining 212222 Silver ore mining 21223 Copper, nickal, lead & zinc mining 212231 Lead ore & zinc ore mini~j 212234 Copper ore & nickel ore mining 115,061,184 1~ 1.0 183,476 3.8 3.4 77,984 3.3 -1.8 3,2O3 3.3 -1.8 3,203 3.3 -1.8 3,203 4.3 3.7 72,732 4.3 3.7 72,732 7,095,302 $34,669 26,447 $26,1t7 12,795 $27,722 437 $75,571 485 $50.2g0 5,572 $42,791 1,363 $42,392 $64,103 Page 1of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 9~01 Estab0shrnent Totsl NAICS Industry Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 233220 Multifamily housing construction 2333 Nonresidential bu;tding construction 23332 Commercial & institutional bldg construction 233320 Commercial & instituaonal bldg construction 234 Heavy construction 2341 Highway, ctmst, bddge & tunnel constt uc0on 23411 Highway & skeet construction 234110 Highway & street construction 23491 Water, sewer & pipeline construction 234910 Water, sewer & pipeline construction 23492 Pwr, communication t~ansmsn line construction 234920 Pwr, communication t~ansmsn line construction 2352 Painting & wall covering contractors 23521 Painting & wall covering contractors 235210 Painting & wall covering contractors 2353 Electdcal contractors 23531 Electdcal contractors 235310 Electrical contractors 23543 Tile, marble, farrago & mosaic contractors 235430 Tile, marble, terrazzo & mosaic contractors 23552 Floor laying & other floor contractors 235520 Floor laying & other floor contractors 2357 Concrete contractors 23571 Concrete contractors 235710 Concrete contractors 2358 Water well drilling contractors 23581 Water well ddlling contractors 235810 Water well ddlling contractors 2359 Other special trade contractors 23591 Structural stee~ erection contractors 235910 Structural steel erection contractors 23592 Glass & glazing contractors 235920 Glass & glazing contractors 23593 Excavation contractors 235930 Excavation contractors 23594 Wrecking & demolition contractors 235940 Wrecking & demolition contractors 23595 Bldg equip & oth much installation contractor 235950 BIdg equip & otb much installation contractor 23599 All other special trade contractors 31191 Snack food mfg 1.6 8.9 73,972 8,767 $38,201 1.3 7.6 792,594 47,011 $44,135 2.4 11.9 678,573 41,124 $44,823 2.4 11.9 678,573 41,124 $44,823 1.0 1.1 901,207 40,476 $44,165 1.4 -0.5 311,019 12,133 $.50,471 1.5 0.5 275,191 11,314 $49,997 1.5 0.5 275,191 11,314 $49,997 2.0 17.1 193,347 9,090 $43,884 2.0 17.1 193,347 9,090 $43,884 4.2 24.2 114,999 4,065 $38,105 4.2 24.2 114,999 4,065 $38,105 0.9 2.5 220,433 40,364 $28,583 0.9 2.5 220,4.33 40,364 $28,583 0.9 2.5 220,433 40,364 $28,583 1.7 g.3 831,895 65,860 $40,246 1.7 0.3 831,895 65,860 $40,246 1.7 0.3 831,895 65,860 $40,246 1.9 6.5. 49,717 6,884 $32,372 1.9 6.5 49,717 6,884 $32.372 1.0 -0.3 74,622 13,050 $32,758 1.0 -0.3 74,622 13,050 $32,758 1.7 4.2 295,285 30,743 $35,285 t.7 4.2 295,285 30,743 $35,285 1.7 4.2 295,285 30,743 $35,285 1.0 -2.9 22,296 3,722 $34038 1.0 -2.9 22,296 3,722 $34,038 1.0 ~2.9 22~S6 3,722 $34,038 0.8 9.2 590,978 73,804 $37,247 0,3 4.4 81,995 4,782 $39,770 0.3 4,4 81,995 4,782 $39,770 1.6 5.4 47,125 5,531 $37,266 1.6 5.4 47,125 5,531 $37,266 1.8 10.1 144,439 25,409 1.5 10.1 144,439 25,409 $37,9~5 4.0 45.7 27,056 1,923 $35,2~6 4.0 45.7 27,~56 1,923 $35,226 0.0 14.1 72,616 4,600 $48,793 0.0 14.1 72,616 4,600 $48,793 0.3 7.6 217,747 31,559 $32,224 0.3 7.6 217,747 31,559 $32~24 2.6 0.2 38,354 548 $30,323 Page 2of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA2001 USA 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 31214 Di$~lledes 312140 Distilleries 3122 Tobacco mfg 31221 Tobacco stemming & ratifying 312210 Tobacco stemming & redrying 31222 Tobacco product mfg 312221 Cigarette rnfg 313 Textile mills 3131 Fiber. yarn & thread mills 313111 Yam spinning mills 313112 Yam texturing, throwing &twisting mi[ls 3132 Fabric mills 31321 Broadwoven fabric mills 31322 Narrow fabric mills & schiffii macb embroidery 313221 Narrow fabric mills 313222 Schigti machine embroidery 31324 Knit fabdc mills 313241 Weft knit fabric mills 313249 Other knit fabric & lace mills 3133 Textt fa, fabdc finishing, fa faic coating mills 313311 Broadwoven fabdcflutshfag mills 313312 Textile. fabric finishing (exc broadwoven) mill 31332 Fabric coating mille 313320 Fabdc coating mills 314 Textile product mills 3141 Text/~e famishings mills 31411 Carpet & rug mills 314110 Carpet & rug mills 31412 Curfain & linen mills 314121 Cu~tafa & drapery mills 314129 Other household texUie product mills 314911 Textile ba9 mills 314992 Tire cord & 9re fabric mills 315 Apbare~ manufacturing 3151 Apparel knitting mills 31511 HosiePJ & sock mills 315119 Other hosiery & sock mills 315191 Outerw+ ~r knitting milts 315192 U~derwaar & nightwear knitting mills 31521 Cut & s~.,w apparel contractors 315211 Men's. boys' cut & sew apparel conbactors 315212 Women's~ girls', infants, cut, sew apparel con 31522 Men~. boys' cut & sew apparel mfg 315221 Men's. boys' cut & sew underwear, nightwear mf9 315222 Men's, boys' cut & sew suit, coat, overcoat mfg 315223 Men's. boys' cut & sew sh~ (exc worN) mig 315224 Men's, boys' cut & sew trouser, slack, jean mfg 315225 Men's, boys' cut & sew work cinthing mfg 315228 Men's. boys' cut & s~w uth outerwear mfg 31523 Women's, gids' cut & sew apparel mfg 315231 Women's, gids' cut & sew lingerie mfg 315232 Women's, gifts' cut & sew blouse mfg 315233 Women's, gids' cut & sew dress mfg 315234 Women's, girls' cut & sew suit. coat, skid mfg 315239 Women's, gids' cut & sew other outerwear mf9 315291 Infants' cut & sew apparel mfg 3159 Apparel accessodes & other apparel mfg 31599 Apparel accessories & other apparel mfg 315991 Hat, cap & millinery mf9 315992 Glove & mitten mfg 2.0 -2.2 5,817 65 $47,860 ,20 -2.2 5,817 65 $47,860 3.9 -10.7 25,237 179 $55,426 4.9 0.0 3,597 32 $30,625 4.9 0.0 3,597 32 $30,625 3.7 -14.3 21,640 147 $59,549 4.9 0.0 14,973 16 $68,272 3.4 1.4 308,490 4,452 $27,239 3.7 -0.1 66,321 605 $24,346 3.7 -0.1 66,321 605 $24,346 4.2 1.1 44,174 395 $24,602 3.0 0.8 18,909 134 $24,429 3.1 1.7 170,441 1,971 $27,566 3.2 1.3 105,590 880 $26,603 3.2 1~3 105,590 880 $26,603 2.0 Z4 17,466 459 $24,826 1.4 1.3 15,246 274 $25,306 5.3 3.7 2,220 185 $21,531 4.6 2.4 27,460 390 $25,887 6.2 3.4 13,662 211 $23,730 2.6 1.0 13,798 179 $29,023 3.8 1.5 71,728 1,876 $29,138 4.1 1.6 61,466 1,624 $27,779 3.4 2.3 39,058 1,226 $29,338 5.1 -0.6 22,408 398 $25,062 2.2 0.8 10,262 252 $37,280 2.2 0.8 10,262 252 $37,280 1.2 0.5 202,022 6,966 $25,044 1.6 2.4 111,453 2,928 $24,810 2.1 2.6 45,188 437 $28,435 24 2.6 45,188 437 $28,435 1.3 2.4 66,265 2,491 $22,337 1.3 3.3 22,617 1,753 $22,326 1.3 -0.1 43,648 738 $22,343 4.0 3.4 9,95~ 365 $22,594 2.2 0.0 4,958 22 $32,330 5.8 2.0 441,742 16,152 $30,968 4.3 3.7 70,479 1,113 $31,331 2.9 2.1 42,551 52.8 $2~,660 4.5 4.0 12,712 124 $20,171 2.1 1.4 29,839 404 $20,869 5.9 5.0 27,928 585 $22,353 5.6 4.6 24,'~2 549 $22,279 7.3 9.9 3,7J6 36 $22,832 6.3 1.5 32~,974 12,915 $20,644 7,2 2.5 133,3Z5 7,563 $15,~53 8.6 0.8 32,751 947 $14,519 6.7 2.8 100,564 6,616 $15,226 7.1 2.5 84,139 1,221 $20,876 10.2 9.3 2.859 40 $26,129 6.8 0.4 12,506 186 $22,992 9.2 6.0 16~93 273 $22,832 7.0 2A 22.083 184 $20,749 3.4 -0.9 16,386 181 $16,333 6.8 0.7 14,0~12 357 $21,'158 4.3 0.3 93,915 3,438 $28,165 6.3 1.3 12,320 213 $23,838 3.8 0.5 t5,629 574 $2%801 1.7 0.2 18,875 745 $31,671 6.4 0.1 9,807 362 $36,273 4.2 0.2 37,284 1,344 $26,260 7.6 4.3 4,553 47 $19,938 4.4 3.8 42,289 2,124 $22,$78 4.4 3.8 42,289 2,124 $22,878 5.7 2.5 11,304 350 $20,715 54 3.5 4,108 122 $23,330 5.7 6.4 3,320 93 $27407 Page 3of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 lISA 9801 Establishment Total NAICS industry Name Empfoyment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 315999 Other apparel accessories & other apparel mfg 316 Leather & allied product mfg 3161 Leather & hide tanning & finishing 31611 Leather & hide tanning S finishing 316110 Leather & hide tanning & finishing 3162 Footwear mfg 31621 Footwear mfg 316211 Rubber & plastics footwear mfg 316212 House slipper mfg 316213 Men's footwear (exc athletic) mfg 316214 Women's footwear (exc athletic) mfg 316219 Other footwear mfg 3169 Other leather & allied product mfg 31699 Other leather & allied product mfg 316991 Luggage mfg 316992 Women's handbag & paine rnfg 316993 Persona] leather good (exc purse) mfg 316999 All other leather good mfg 3211 Sawmills & wood preservation 32111 Sawmills & wood preservation 321113 Sawmills 321212 Softwood veneer & plywood mfg 321213 Engineered wood member (exc truss) mfg 321012 Cut stock, resawing lumber & planing 32199 Ail other wood product mfg 321991 Manufactured home (mobile home) mfg 321999 Ail ether miscellaneous weed product mfg 322 Paper mfg 3221 Pulp, paper & paperboard mills 32211 Pulp mills 322110 Pulp mills 32212 Paper mills 322121 Paper (except newsprint) mills 32~122 Newsprint mills 322:-~12 Folding paparbeard box mfg 322213 Setup paperbeard box mfg 322214 Fiber can, tube, drum & similar products mfg 32222 Paper bag & coated & treated paper mfg 322224 Uncoated paper & muRiwali bag rnfg 32223 Stationery product mfg 5~231 Die-cut paper & paparboard office supply mfg 322233 Stafi~nery, tablet & related product mfg -32229 Other conveded paper product mfg ~22291 Sanifo~y paper product mfg 322299 Ail other converted paper product mfg :: 323 Prnbng & related support activities 3231 Pdebeg & related support activities 32311 Printing 323110 Commercial lithographic pdnting 323111 Commemia[ gravure pdnting 323114 Quick printing 323116 Manifold business form printing 323117 Book pdnting 323118 B]ankbook, ineae-leaf binder & device mfg 323119 Other commercial printing 32312 Printing support activities 323121 Tradebinding & related work 323122 prepress services 324 Petroleum & coal products mfg 3241 Petroleum & coal products mfg 32411 Pstreleum refineries 324110 Petroleum retineries 32419 Other petroleum & coat products mfg 324191 Petroleum lubricating oil & grease mfg 324199 All other petroleum & coal products mfg 3251 Basic chemical mfg 32511 Petrochemical mfg 3.2 3.9 23,557 4.0 0.6 60,567 2.2 -3.7 11,660 2.2 -3.7 11,660 5.0 2.3 27,012 5.0 2.3 27,012 2.6 2.7 6,642 6.2 9.3 1,282 7.0 0.5 4,996 6.3 2.5 1.976 3.6 1.1 21.895 3.6 1.1 21,895 3.7 1.2 7.550 3.4 6.3 3,028 5.0 1.5 3,332 2.8 ~.7 7,985 1.2 2.0 24.894 7.9 -12.1 889 0.9 2.6 37,905 2.9 1.8 116,408 5.0 -2.4 50,338 1.9 3.2 40,500 1.0 0.9 533,251 1.6 ~1.2 170,033 2.0 ~0.3 108,535 2.0 0.0 97,966 2.7 -2.8 10,569 1.4 1.6 46,384 -2.6 4.2 6,170 2.0 0.6 10,741 1.2 0.4 70,146 3.3 3.7 13,539 1.4 2.1 43,250 1.0 2 0 11,663 3.4 3 8 7,282 1.8 2~_ 45,806 1.5 2 5 23,986 2.0 2.1 21,820 1.2 2.7 784,520 1.2 2.7 784,520 1.1 2.5 713,855 1.2 3.6 387,500 -0.9 2.4 21,813 0.1 2.3 54,989 3.4 1.7 42,593 1.2 2 2 47,894 3.8 4.5 141174 1.2 1.8 38,426 2.5 4.3 70,665 3.3 5.3 40,528 1.1 -04 103,570 1.1 -0.4 103,570 1,5 0.2 63,165 1.5 0.2 63,165 1.6 20 13,157 1.0 25 I0.084 3.4 -0.3 3,073 1.9 0.9 183,249 2.0 2.3 9,961 1,559 $23,199 1,763 $24,694 358 $30,349 358 $30,349 358 $30,349 381 $23,195 381 $23,195 54 $25,515 17 $27,775 130 $22,644 102 $21,886 78 $19,109 1,024 $23,533 1,024 $23,533 268 $24,297 112 $27,434 167 $20,834 Page4of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 9801 USA 2001 USA 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment USA 200t Total Average Salary Establishments in 2001 325110 Petrcchemical mfg 32512 Industbat gas mfg 325120 industrial gas mfg 32513 Synthetic dye & pigment rnfg 325131 Inorganic dye & pigment mfg 325132 Syblhetic organic dye & pigment mfg 32518 Other basic inorganic chemical mfg 325181 Ai~lies & chlorine mfg 2.0 2.3 9,961 2.2 2.5 11,2t2 1.9 0.3 15,483 1.6 -0.1 57,605 1.7 0.0 51,289 2.1 0.5 88,988 0.4 2.1 2,530 2.7 -2.0 6,313 1.2 -7.2 1,837 2.1 1.0 78,308 1.6 -2.6 35,298 4.9 -23.9 3,043 1.2 -0.1 35,648 2.2 -0.4 7,184 0.5 2.0 14,319 0.5 2.0 14,319 1.3 2.1 58.357 2.3 1.8 27,332 -0.4 2.4 23,020 2.1 2.7 8,005 1.1 0.1 60,705 1.1 0.1 60,705 0.8 2.8 12,886 0.8 2.0 12,886 1.3 2.8 25,557 1.5 -1.5 33,726 1.0 0,1 39,680 1.2 2.6 26,482 2.6 7.2 31,503 2.6 7.2 31,503 3.0 -4.6 5,060 1.2 2.3 102,623 2.2 2.6 47,623 1.1 2.2 36,944 1.5 3.1 8,708 1.0 2.1 18,858 %1 2.7 9,378 1.6 1.2 7,320 3.5 -0.4 15,958 2.2 0.6 4,533 2.2 0.6 4,533 1.5 2.3 9,948 1.2 -5.9 572,512 1.4 -5.3 78,218 1.4 -5.3 78,218 5.9 -6.0 2,177 3.1 -9.6 13,208 1.3 -9.1 4,674 2.3 0.0 72,295 4.1 -0.2 12,076 6.9 0.0 3,268 2.5 -0,2 8,808 2.2 0.3 25,150 2.3 -2.2 10,792 1.5 2.0 4,264 2.4 5.3 2,094 53 $69,889 586 $54,648 586 $54,648 202 $51,754 76 $55,619 126 $47,642 727 $57,971 43 $59,091 661 $57,986 815 $59,799 60 $35,381 57 $60,616 52 $42,118 646 $60.937 162 $55,811 123 $39,804 17 $4O,240 106 $39,763 950 $46,574 704 $44,130 159 $52,962 64 $49,014 246 $50,216 246 $50,216 2,383 $42,337 1,624 $44,872 754 $44,873 679 $41,294 191 $55,156 759 $39,900 759 $39,900 505 ,$45,570 505 $45,570 715 $39,476 344 $54,955 491 $33,475 683 $34,149 566 $29,829 566 $29,829 41 $46,36~ 1,548 $31,773 882 $311426 1,092 $29,581 54 $33,912 902 $25,906 136 $32,950 141 $36,733 130 $40,970 67 $45,131 82 $42.406 82 $42,406 370 $38,577 522 $34,231 6,684 $41,295 659 $42,553 659 $42.553 11 $52.836 36 $52,054 107 $32,890 939 $41,038 171 $43.706 13 $40,908 158 $44,744 244 $38,095 146 $38,665 6t $34,375 37 $40,548 Page5of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-01 Establishment Total NAICS Industry Name Employment LQ t.Q Employment USA 2001 Total Average Salary Establishments in 2001 33149 Other nonferrous mil, draw, extrndir~j, alloyin 331491 Other ~mferrous metal mit, draw, extruding 331492 Otfl nonferrous secondary smelt, refine, ailoyin 3315 Foundriss 33151 Ferrous metal foundltas 331511 Iron foundries 331512 Steel invesbnent foundries 331513 Steel foundries (except ~nvestment) 332211 Cu0eiy & Catware (exc precic~s) mfg 33242 Metal tank (heavy gauge) mfg 332420 Metal tank (heavy gauge) mfg 332919 Other metal valve & p'~pe titling mfg 332993 Ammunltio~ (exc small arms} mfg 332995 Other o~nance & accessories mfg 333 Machinery mf9 ~ Other induslffal machine~ mfg 333315 Ph~ographic & photocop~g eqaipment mfg ~14 Hea~ng equipment (exc warm air furnaces) mfg 333512 Machine tool (metal cutting types) mfg 333514 Speciai die, tool, die set, jig & 6xtare mfg 1.7 -0.1 35,069 524 $42,230 1.7 -0.1 23,176 266 $43,119 1.6 *0.1 11,593 256 $40,497 1.7 0.5 208,021 2,773 $36,933 2.3 -1.5 116,518 1,212 $39.312 2.1 -2.5 75,053 747 $41,298 2.8 1.0 20,260 156 $35,991 2.6 -0.4 21205 309 $35,460 0.9 2.8 28.149 294 $35.677 1.6 1.8 15,432 250 $30,659 1.6 1.5 7.945 296 $34,543 -22 2.9 7,551 131 $39,731 2.0 1.5 26,970 395 $40,5~8 1.3 1.2 4,977 62 $39,295 2.1 1.1 10,014 172 $39,566 1.8 1.6 71,055 1,598 $35,162 1.8 1.6 71,055 1,598 $35,162 2.3 2.2 9,847 159 $36,570 1.5 1.6 46,479 1,204 $35,010 3.6 1.4 6,307 74 $33,972 1.6 2.2 91,176 1,702 $39,180 2.1 3.5 23,298 413 $38,666 2.1 3.5 23.298 413 $38,666 1.0 1.0 31,781 608 $37,708 1.0 1.0 31,781 606 $37,708 1.7 2.5 36,097 681 $49,808 2.1 2.8 22,770 240 $45,347 1.0 2.3 13,327 ~41 $33,053 0.3 2.1 46,234 1,262 $29,386 1.6 1.9 125,482 3,460 $36,406 1.7 2.0 74,358 2,487 $34,902 1.5 1.6 51,124 973 $38.594 1.9 1.6 20,966 748 $38,459 1.1 0.7 312,647 6,972 $37,521 1.8 0.8 16,421 239 $35,510 1.2 0.7 193,716 5,553 $36,662 2.0 0.0 33,416 198 $40,514 5.8 1.4 6,385 56 $44,988 5.4 4.3 7,434 57 $53,360 1.2 0.8 79,062 3,240 $33,673 1.3 1.7 1,332,854 28,922 $41,050 2.1 1.8 193,884 2,964 $38,387 2.6 2.2 85,795 1,377 $33,480 2.8 2.3 59,091 1.243 $36,933 1.9 1.5 26,704 134 $25,841 2.9 2.5 38,073 794 $45.220 2.4 1.3 11,613 284 $40,609 3.1 3.1 26,460 510 $47;243 1.8 1.4 177,435 4,408 $47.161 2.2 2.0 148,407 3,582 $48,882 4.4 2.0 13,169 319 $44,092 3.4 1.2 10,635 440 $32,909 2.4 1.8 18,204 499 $46,086 2.6 2.9 48,411 1,490 $41,457 1.5 2.1 7,361 106 $29,631 4.0 2.0 3,246 63 $35,131 6.3 2.5 15,533 377 $42,791 1.3 3.3 11,854 177 $34,754 0.1 2.8 23,061 419 $35,263 2.3 2.2 220~06 9,691 $41,195 2.3 2.2 220,206 9,691 $41,195 3.3 3.4 44,499 2,283 $42,787 2.9 -3.4 24,888 519 $46,561 3.3 -3.1 12,126 287 $40,969 1.9 2.9 73,670 4,237 $39,824 1.8 1,1 44,165 1.837 $36,131 3.4 3.2 2,934 88 $46,852 Page6 of 19 Screen t: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-01 Establishment Total NAICS Indust~ Name Employment LQ LQ Employment USA2001 Total Average Salary Establishments in 2001 33411 Computer & r~eral equ~nent mrg 3343 Audio & vkfeo equipment mfg 334516 Analy~cal laborato~ instrument mfg 334612 Pren~o~ded C~-, tape, record reproducing 334613 Ma~ and o~. lical rec~ media mfg 33511 Elec~c ramp b~b & part mfg 335312 M~or & gene~t~ mfg 336112 L~hH~uc~ & utbty vehicle nffg 1.3 0.3 104,525 1.3 0.3 104,525 2.5 1.2 13,991 1.4 0.7 51,710 12 1.6 332,281 1.7 1.6 62,993 1.6 1.6 34,073 1.6 1.5 23,093 2.6 1.9 5,827 1.6 1.3 38,126 1.3 2.0 175,756 1.6 -2-5 18,484 2.2 1.6 26,673 2.5 2.2 14,716 1.6 2.0 15,156 0.8 3.3 56,782 3,O 1.8 199,637 3.0 1.8 199,637 4.5 1.1 72,507 4.0 1.8 33,357 2.2 1.8 83,362 1.8 1.8 86,964 1.8 1.5 86,964 2.1 0.5 28,686 2.1 0.5 28,686 2.1 0.5 28,686 2.7 0.7 16,524 1.3 2.9 10,629 2.3 2.8 17,278 1.2 1.9 453,496 1.2 1.9 453,496 1.0 3,5 59,8O8 3.5 0.9 19,781 2.7 0~0 41,114 0.4 2.6 15,561 0.1 2,2 62,447 0.9 2.5 34,877 7.4 6.9 5,393 4.1 -2.0 38,830 4.1 -2.0 38,830 6.3 -14.4 2,859 1.1 4).5 24,483 7.5 4).1 11,488 1.9 2.4 16,204 6.5 0.4 10,990 1.4 1.9 193,238 1.4 1.9 193,238 2.9 2.7 62,164 1.5 2.2 60,875 1.3 4).6 7.929 1.4 0.5 52,455 2.2 -2.5 9,909 1.2 0.5 42,546 1.4 1.2 1,753,445 1.4 0.2 t87,713 3.6 4).6 97,321 -2.0 2.0 90,392 475 668 329 994 203 769 595 128 963 963 143 567 253 95 95 520 388 190 149 100 2,751 2,751 659 46 979 12,627 410 321 221 100 949 $46,735 949 $46,735 248 $38,562 299 $48,054 6,639 $41,787 837 $44,193 458 $44,708 312 $44,190 67 $41,196 841 $43,390 4,003 $42,359 291 $46,387 643 $44,403 378 $39,760 164 $52,944 1,883 $39,966 1,916 $56,965 1,916 $56,965 546 $59,539 193 $54,148 133 $40,871 1,044 $57,864 574 $66,577 574 $66,577 561 $35,054 561 $35,054 561 $35,054 147 $39,0{36 99 $29,543 4O8 $26,606 5,I51 $57,491 $57,491 $55,357 $62,650 $34,972 $47,O76 $40,427 $68,343 $58,412 $32,634 $41,211 $41,211 $51,838 $35,427 $50,891 $39,052 $39,052 $25,648 $33.349 $31,312 $29,753 $32,975 $26,403 $30,062 $37,448 $37,443 $32,265 $42,100 $38,762 $41,202 $38,874 $41,843 $47,586 $581601 $60,801 $59,196 $62,529 Page 7of 19 Screen t: High Growth Industries on a National Scale (Survivors) USA 98-01 USA2001 USA 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 33612 Heavy duty buck rnfg 336120 Heavy duty track mfg 336212 Truck trailer mfg ;%36214 Travel trailer & camper mfg 3363 Motor vehicle ports mfg 336312 Gasoline engine & engine ports mfg 33632 MV ehiotdcst & elec'~ronlc eq[C~pment mfg 336322 Other MY elest,fical & electronic equip mfg 33633 Moto~ vehicle steering & suspension par~s mfg 336330 Motor ~ehicle stee~ng & suspension parts mfg 33634 Motor vehicle brake system mfg 336340 Motor vehicle brake system mfg 33635 MY transmission & power train parts mfg 336350 MV transmission & power trale parts mfg 33636 Motor vehicle seating & interior ~ffrn mfg 336360 Motor vehicle sea6ng & ioterior trim rnfg 33637 Motor vel~cle metal stamping 336370 Motor vehicle metal stamping 33639 Other motor vehicle parts mfg 336391 Motor vehicle ak-conditioning mfg 2.2 -0.6 27,419 2.2 -0.5 27,419 2.3 1.1 28,261 1.3 1.8 739,667 1.1 1.6 79,837 1.9 2.4 104,769 2.2 2.5 88,643 1.5 o.g 44,251 1.5 0.9 44,251 0.8 2.1 39,484 0.8 2.1 39,484 -1.3 2.1 50,433 -1.3 2.1 50,433 2.1 -3.0 19,4(]6 2.3 O.5 449,383 2.3 0.5 449,383 2.6 ~3.7 182,564 2.4 1.7 118,265 2.5 4.9 47,207 3.1 4.6 15,405 02 3.4 5,760 1,0 2.0 35,423 1-0 2.0 35,423 1.0 2.5 35,423 1.6 6.0 88,578 2.0 0.1 - 14,960 3.8 2.1 5,804 0.5 2.3 21,349 0.4 2.5 87,444 89 $43,539 89 $43,539 393 $27,722 765 $28,067 5,526 $43,787 846 $51.518 260 $37,430 18 $73,307 639 $30,220 3,505 $29,581 958 $28,496 Page 8 o~ 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-01 Establishment Total NAICS fudusfl7 Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 42113 Tire & tube whsle 421130 Tire & tube whsle 42114 Motcr vehicle paris (used) whste 421140 Met~ vehicle paris (used) whsle 4212 Furniture & Home fumishiog whaio 42121 Furniture whsle 421210 Fum[tare whsle 42122 Home furnishing whsio 421220 Home furnishing whsle 4213 Lumber & other consfrucfion materials whsle 42131 Lumber, pl~voed, mlik~ork & wood panel whsio 421310 Lumber, piywo~l, millwork & wood panel wbe~e 42132 Brick & related const~Jc6on material whsle 421320 Br~ck &refeted construction material whsle 42133 Roofing, siding & insulation mater~nt whsio 421330 Roofing, siding & ~nsulagon mater~al whsio 42139 Other constmc0on material whsio 421390 Other construc~on mater~al wbele 4214 Professional & commemial equip & supp wbele 42142 Office equipment whsle 421420 Office equipment whs~e 42143 Competer & peripheral equip & software ~hsle 421430 Computer & pedpharal equip & software whsle 42145 Medical, dental, hospital equip & supp wbeio 421450 Medical, dental, besp~tal equip & supp whsio 42146 Ophthalmic goods whsio 421460 Ophthalmic goods whsin 42149 Otb professional equipment & supplies whsio 421490 Otb professional equipment & supplies whsio 42152 Coal & other mineral & ore whsle 421520 Coal & other mineral & ore whsle 4216 Electdcst goods wbele 42161 Elec equip, wiring svpp, conet matefia~ whsle 421610 Elec equip, wir'~g supp, const material whste 42162 Electric appliance, TV, radio set wbefu 421620 Etectric appliance, TV, radio set wbele 42169 Other elecbonic parts & equipment whaio 421690 Other eiocbontc par~s & equipment whsie 4217 Hardware, plumb & hea§ng equip & sup whsle 42171 Hardware wbele 421710 Hardware whsle 42172 Plumbing & heating equipment & supplics whsle 421720 Plumbing & hoeing equipmeet & supplies whsio 42173 Warm air heating & AC equip & supples wbele 421730 Warm air heating & AC equip & supplies whsle 42174 Refrigeration equipment & supplies whale 421740 Refrigeration equipment & supples whsio 42183 industrial machinery & equipmeet whsle 421830 ledushint machinery & equiprc~et wbele 42186 Transpedetion equip, supplies (exc MV) whsle 421860 Transeqdafion equip, s~pplies (exc MV) whsle 42193 Recyclable matedst whsle 421930 Recyclabio material whsle 42194 Jewelry, watch, precious stone & metal whsle 421940 Jewelry, watch, precious stone & metal whsio 42199 Other misc~aneous durable goods whsle 421990 Other miscellaneous durable goods whsle 4221 Paper & paper product whsio 42211 Printing & writing paper whsio 422110 Pdnflng & wntio9 paper wbele 42213 Industrial & personal service paper whsle 422130 industrial & pemonal service paber whsio 4222 Drugs & druggists' sundries whsio 42221 Drugs & druggists' sunddes whsio 422210 Drugs & drdggists' sunddes whsio 42232 Men's & boys' clothing &fumishings whsio 422320 Men's & boys' clothing & furnishings wbe[e 2.8 -22 24,907 2,005 $38,991 2.6 -2-2 24,907 2,005 $38,991 -1.1 4.9 42,600 5,867 $25,257 -1.1 4.9 42,600 5,867 $25,257 1.3 1.0 166,135 14,545 $39,864 1.6 0.9 72,519 6,521 $41,737 1.6 0.9 72,519 6,521 $41,737 1.1 1.0 93,616 8,024 $38,413 1.1 1.0 93,616 8,024 $38,413 4.0 -1.9 185,391 15,479 $40,509 2.5 -1.5 101,631 7~20 $40,313 2.5 -1.5 101,631 7,~20 $40,313 8.0 -3.9 31,621 3,502 $40,500 8.9 -3.9 31,621 3,502 $40,500 6.4 -3.3 22~287 1,835 $45.036 6.4 -3.3 22,287 1,835 $45,036 4.1 -02 29,852 2,922 $37,809 4.1 -0.2 29,852 2,922 $37,809 1.6 1.7 776,712 43,076 $58,119 1.1 1.9 147,160 6,779 $43,874 1.1 1-9 147,160 6,77g $43,874 1.5 1.4 347.834 16,524 $69,975 1.5 1.4 347,834 16,524 $69,975 2-8 1.9 139,657 9212 $58,919 2.8 1.9 139,657 9212 $58,919 -0.6 3.0 27,990 1,552 $36,173 -0.6 3.0 27,990 1,582 $36,173 4.1 1.7 38,536 2,615 $47,347 4.1 1.7 38,536 2,615 $47,347 -3.1 3.4 4,143 649 $61,874 -3.1 3.4 4,143 649 $61,874 2.7 0.5 559234 37,816 $62,1S0 1.9 -0.2 168,091 13,878 $48,182 1-9 -0.2 168,091 13,878 $48,182 · "0.7 2.0 52,655 3,541 $50,280 0.7 2.0 52,655 3,541 $50280 3.5 1.5 338,488 20,397 $70,9~9 3.5 1.0 338,488 20,397 $70,999 2.3 02 247,959 21,323 $42,998 1.9 0.4 1~2,586 9,387 $41,453 1.9 0.4 122,386 9,387 $41,453 · 3.4 -0.7 54,353 4,912 $41,773 3.4 -0.7 54,353 4,912 $41,773 2.4 0.1 57,478 5,579 $47,074 2.4 0.1 5~,478 5,579 $47,074 1.1 1-9 13.742. 1,445 $44,563 · 1.1 1-9 13,742 1,445 $44,563 0,0 2.1 352561 33,098 $46~15 0.0 2.1 352,561 33,098 $46,415 -0.2 2,0 45,520 3,730 $46,711 -0.2 2.0 45,520 3,730 $46,711 -2.9 3.3 99,109 8,002 $31,602 .. -2.9 3.3 ~9.169 8,~02 $31,602 - 2.1 -0-9 54,408 8.215 $38.235 Psgegef 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2C91 USA 98-01 Establishment Total NAICS tadustry Name Employment LQ LQ Employment 42233 Women's, children's, infants' clothing whsle 422330 Women's, children's, infants' dothiog whsle 42234 Footwear whsle 422340 Footwear whsle 42241 General line grocery whsfa 422410 General line grocery whsle 42242 Packaged frozen food whste 422420 Packaged frozen food whsle 4Z243 Dairy product (exc daed or canned) whsle 422430 Dairy product (exc dried or canned) whsle 42247 Meat & meat product whsle 422470 Meat & meat product whsle 42248 Fresh fruit & vegetable whsle 422480 Fresh fruit & vegetable whsle 42251 Grain & field bean whsle 422510 Grain & field bean whsle 42252 Livestock whsle 422520 Livestock whsle 42259 Other farm product raw material whsle 422590 Other farm product raw material whsle 42261 Plastics materials & basic forms, shapes whsle 422610 Plastics materials & basic forms1 shapes whsle 4227 Pstmleum & petroleum products whsle 42271 Petroleum bulk stations & terminals 422710 Petroleum bull; stations & terminals 42272 Petroleum prod whsle (exc bulk sta, terminals) 422720 Petroleum prod whsie (exc bulk sta, terminals) 4228 Beer, wine, distilled alcoholic beverage whsle 42281 Beer & ale whsle 422810 Beer & ale whsle 42282 Wine & distilled alcoholic beverage whsle 422820 Wine & distilled aiooholic beverage whsle 4229 Miscellaneous nondurable goods whsle 42291 Fanta supplies whsle 422910 Farm supplies whsle 42292 Book, periodical & newspaper whsle 422920 Book, periodical & newspaper whsle 42293 Flower, nursery stock, flodstsI supplies whsle 422930 Flower, nursery stock, florists' supplies whsle 42299 Other miscellaneous nondurable goods whsle 422990 Other miscellaneous nondurable goods whsle 44 Retail trade 441 Motor vehicle & parts dealers 4411 Automobile dealers 44111 New car dealers 441110 New car dealers 44112 Used car dealers 441120 Used car dealers 4412 Other motor vehiole dealers 44121 Recreational vehicle dealers 441210 Recreational vehicle dealers 44122 Motorcycle & boat & other MV dealem 441221 Metorcycle dealers 441222 Boat dealers 441229 All other motor vehicle dealers 44132 Tire dealers 441320 Tire dealers 442 Fumifare & home furnishing steres z~22 Home furnishings steres 44221 FJoor covering stores 442210 Floor covering stores 44229 Other florae furnishings stores 442291 Window treatment stores 442299/MI other home furnishings slores 443 Electronics & appliance stores 4431 Electronics & appliance stores 0.4 2.5 79,595 7,583 $42,067 0.4 2.5 79,5~ 7,593 $42,067 2.3 4)2 26,170 1,755 $57,269 2.3 -0.2 26,170 1,755 $57,269 0.4 22 172,432 3,993 $41,460 0.4 22 172,432 3,993 $41,460 0.5 2.4 87251 3,390 $38,151 0.5 2.4 87251 3,390 $38,151 1.0 0.6 50,239 2,741 $39,832 1.0 0.6 50,239 2,741 $39,832 1.1 1.5 53,407 3,305 $33,918 1.1 1.5 53,407 3,305 $33,918 1.8 1.2 113,100 5,753 $33,186 1.8 12 113,1g0 5,753 $33,186 -0.9 2.0 54,945 5,890 $32,980 -0.9 2.0 54,945 5,890 $52,8~0 -2.2 2.5 22,736 1,879 $12,227 -22 2.5 22,736 1,879 $12,227 -0.5 3.2 12,866 1,517 $36,049 -0.5 3.2 12,866 1,517 $36,049 -02 2.5 43,116 3,908 $45,262 -0.2 2.5 43,116 3,908 $,45262 -0.9 2.4 128,900 10,375 $43,283 -1.2 2.0 94,034 7,020 $39,687 -1.2 2.0 94,034 7,020 $39,687 0.2 32 34,866 3,355 $52,981 0.2 3.2 34,866 3,355 $52,981 1.5 1.5 160,630 4,566 $44,390 0.5 2.5 97,580 2,713 $39,630 0.5 2.5 97,580 2,713 $39,630 3.1 -0.3 63,050 1,853 $51,758 3.1 -0.3 63,050 1,853 $51,758 2.0 -0.3 419,959 35,147 $34,808 -0.4 22 74,888 6,885 $37,376 -0.4 22 74,868 6,885 $37,376 1.8 2.3 95,795 3,883 $35,786 1.8 2.3 95,795 3,883 $35.7~ 6.9 -52 60,890 4,598 $36,403 6.9 -5.2 60,890 4,598 $26,403 3.0 -1.3 111,175 16,168 $36,289 3.0 -t.3 111,175 16,168 $36~89 1~ 1.0 14¢190~89 1,119,850 $2t,138 1.2 3.1 1,850,218 125,728 $36,0436 1.4 5,8 1,22.6,419 51,632 $40,9~4 1.3 1.4 1,112,471 26444 $42.172 1.3 1.4 1,112,471 26,444 $42,172 2.4 10.6 112,948 25,188 $28,739 2.4 10.6 112,948 25,188 $28,739 5.0 12.5 131,434 14,922 $30,633 2.7 6.6 34,829 3,134 $32.817 2.7 6.6 34,829 3,134 $22,817 5.9 14.1 96,605 11,788 $29.845 9.3 23.4 43249 4,271 $51,589 2.4 2.6 39.4~5 5,301 $28,648 8.4 27.8 13.g51 2216 $27,824 1.6 6.0 164,533 18,40~ $37,721 1.6 6.0 164,533 18,408 $27,721 2.5 3.5 567,318 65,766 $34,050 4.2 5.4 289,O87 35,846 $21,365 1.1 1.8 105,106 16,127 $31,341 1.1 1.8 105,106 16,127 $31,341 6.3 8.6 183,981 19,719 $16,666 1.5 9.8 9,955 2,335 $22,722 6.7 8.4 174,026 17,384 $15,26~ 3.9 92 425,736 47,747 $27231 3.9 9.2 426,736 47,747 $27~31 Page 10 of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-91 USA 2001 USA 9801 Establishment Total NAICS industry Name Employment LQ LQ Employment USA 200t TotM Average Salary Estabgshments in 2001 44311 Appliance, TV & all other electronics stores 443112 Radio, television & other stectmnics stores 44312 Computer & soft, rare stores 443120 Computer & software stores 44313 Camera & photographic supplies stores 443130 Camera & photographic supplies stores 444 Bldg material & garden equip & supp dealers 4441 Bulldin9 material & supplies dealem 44411 Home centers 444110 Home ceuters 4442 Lawn & garden equip & supplies stores 44421 Outdoor power equipment stores 444210 Outdoor power equipment stores 44422 Nursery & garden centers 444220 Nursery & garden centers 445 Food & beverage stores 4451 Grocery stores 44512 Convenience stores 445120 Convenience stores 5.2 15.8 294,605 6.9 28.5 232,233 1.2 -2.0 109,025 2.3 ~3.8 22,106 2.3 -3.8 22,106 2.3 2.4 1,249,126 2.2 0.8 1,062,400 6.5 38.0 368.798 6.5 38.0 368,798 2.5 7.7 186,726 1.5 4.7 25,436 1.5 -8.7 28.436 2.7 12.5 158.290 2.7 12.5 158.290 0.2 9.5 2.963,801 -0.2 5.4 2,665,804 3.2 17.0 178,466 6.3 32.0 161,785 1.7 ~0.4 41,924 1.7 -0.4 41.924 3.2 15.5 8,990 3.2 15.5 8.990 3.9 9.0 20,615 3.9 9.0 20.615 10A 58.4 90.256 21.8 117.3 34,380 1.6 0.6 22,140 9.7 63.5 33,736 1.2 4.9 136.212 1.2 4.9 136,212 1.2 4.9 136.212 6.6 19.1 75,658 6.6 19.1 75,658 6.1 13.6 108,637 9.6 22.8 58,868 2.8 4.6 49,769 1.9 -1.0 1,392,626 2.5 -2.0 1,033,252 4.5 17.7 57,076 4.5 17.7 57,076 4.2 7.4 469,949 4.2 7.4 469,949 2.7 4.3 86,530 2.7 4.3 56.530 2.2 8.7 !71,750 2.3 9-8 159,314 2.3 9.8 159,314 1.7 4.3 12,436 1.7 4.3 12,436 1.8 -9.4 408,7~3 3.4 -2.1 137,147 3,4 -2.1 137,147 2.6 -5.3 34,142 2.6 -5.3 34,142 1.3 -7.5 213.518 1.1 -8.9 143,985 1.2 ~J.0 134,432 1.8 -5.1 69,533 1.8 -5.1 69,533 0.4 19.7 2,525.974 3.2 28.6 798.641 2 2 24.0 495,230 2.2 24.0 495,230 5.1 28.9 303,411 31,596 $24,708 21,724 $24,702 13,069 $35,468 13,069 $35,468 3,082 $20,224 3,082 $20~24 94,135 $27,78O 71,851 $28,555 4,841 $23,983 4,841 $23,983 22,284 $23,373 4,514 $25,027 4,514 $25,027 17,770 $23,076 17,770 $23,076 156,261 $16,646 99,357 $16,743 30,560 $12,840 30,56O $12,840 28.209 $15,760 6,599 $16,593 6,599 $16,593 1,940 $16,60~ 1,940 $16,608 3,382 $18,166 3,382 $18,166 16¢?.36 $14,739 5,728 $18,761 3,839 $11,437 6,721 $12,808 28,695 $15,813 28,695 $15,813 28,695 $15,813 !0,630 $13,~33 10 636 $13,933 t7,236 $22~52 9,O27 $13,430 8,209 $32,688 151,668 $15,164 91,711 $14,052 5,724 $12,723 ', 5. 724 $12,723 '21,774 $13,730 21,774 $13,730 12,057 $15,305 ,12,057 $15,305 31,782 $22,7~6 29,780 $22,920 Page 11 of 19 Screen t: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 452990 Alt other general merchandise stores 453 Miscelioneous store retailers 45321 Office supplios & ststionery stores 4.53210 Office supplies & stationery stores 4533 Used merchandise stores 45331 Used merchandise stores 453310 Used merchandise stores 48 Transportaaon & warehousing 481 Air transportation 481111 Scheduiod passenger air tmnsporiation 4812 Nonscheduled air transportation 48121 Nonscheduled air transportation 481211 Nonscheduled chartered passenger air trans 481212 Normcheduled chartered freight air trans 483112 Deep sea passenger transportation 483113 Coastst & Great Lakes freight transportation 4832 Inland water transportation 48321 Inland water transportation 483212 Inland water passenger transpod, afion 4841 Genem~ freight trucking 5.1 28.9 303.411 1.3 -3.6 841.594 3.5 22.4 127,922 3.5 22.4 127,922 2.2 -6.9 115,719 22 -6.9 115,719 2.2 -6.9 115,719 1.7 4.7 262,210 2.9 -9.9 72,120 2.9 ~9.9 72,120 1.5 5.9 22,988 1.5 5.9 22,988 3.2 9.7 131.583 6.2 28.9 23,713 2.6 5.3 107,870 2.2 ol .3 566,279 4.9 21.8 280,912 4.9 21.8 299,912 4.9 21.8 280,912 2.0 -12.4 997 1.0 1.0 3.750,663 1.1 0.8 608,986 1.1 0.0 533.467 2.3 3.1 46.883 2.3 3.1 45.833 2.2 2,4 21,115 3.5 27.2 21,481 1.1 0.5 19,745 1.1 0.5 19,745 2.9 -0.3 3,751 1.1 5.4 914.959 1.2 7.6 149.7C8 1.2 7.6 149,788 1.0 4.3 765,181 1.7 5.0 499,153 1.5 0.3 391,561 3.8 6.7 42,216 3.8 6.7 4; 216 45.5 108.9 %523 2.4 -2.3 3' ,635 0.0 22.2 750 2.3 3.9 39.165 2.3 3.9 39,165 1.1 0.2 52,881 1.1 0.2 52.881 0.4 4.8 50,~23 -0.6 4.3 8.605 -0.6 4.3 8,605 -0.6 4.3 8.605 1.8 0.6 484.611 1.3 0.7 127,585 1.1 -0.3 65,876 2.4 7.8 796 1.1 -0.9 65.080 28,744 $14.094 129,311 $16.490 8,787 $20,995 8.787 $20,995 17,436 $14,680 17.436 $14,680 17,436 $14,680 45,540 $20,243 7,945 $14,016 7.945 $14.016 6,162 $26,2.06 6,162 $26,2.86 25,568 $20,147 5,313 $15.097 20,255 $21.257 42,922 $32,345 11,866 $37.098 11,086 $37.098 11,086 $37,098 280 $27.472 190,683 $34,529 5,451 $47,260 2.825 $48,123 2,120 $46.732 2,120 $46.732 1,425 $44,732 304 $49,423 95 $41,530 544 $49,275 644 $43,096 Page 12of19 Screen t: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 9801 Establishment Total NAICS industry Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 2.7 2.7 2.7 3.7 10.2 3.0 2.7 2.7 4.7 2.0 2.0 3.0 2.3 2.3 8.2 2.6 6.2 2.6 2.6 1.3 61,709 0.5 22,954 0.5 22,954 0.5 22,954 -2.9 78,702 -0.5 5O,273 -0.5 50,273 3.5 61,283 1.7 43.742 1.7 43,742 19.0 17,541 19.0 17,541 16.8 25,925 16.8 25,928 14.4 13,187 34.8 12,741 4.0 577,575 6.9 513,567 6.9 513.567 6.9 513,567 2.9 145,266 2.9 145,266 6.8 89,356 3.8 28,231 3.8 28.231 3.6 5.459 3.6 5,459 1.0 3,754,698 -0.8 353,344 -0.6 3531344 -0.8 353,344 0.7 96,892 0.7 96,892 0.4 8,794 0.1 3.488 0.1 3.488 1.9 1,777,015 0.8 142,650 0.9 12,168 0.8 130.~82 2.5 245,448 1.3 41,022 1.3 41,022 2.7 204,426 2.7 204,426 2.1 1,262,163 3.4 256,558 7.0 184,106 1.4 59.941 0.6 21.259 O.6 21,259 4.7 18,907 4.7 18,907 2.6 579,609 4.2 262,068 0.3 12,205 1.3 36,129 1.3 36,129 2,606 $35,620 2,606 $35,620 831 $32,195 831 $32,195 831 $32,195 2,496 $42,565 612 $44,746 612 $44,746 7,325 $24,204 6,294 $23.565 6,294 $23.565 1,031 $25,797 1,031 $25,797 15,334 $40,613 15,334 $40,613 15,334 $40,613 1,473 $37.915 1,473 $37,915 1,246 $26.132 227 $50.109 12,855 $30.845 7,105 $32,042 7,105 $32,042 7,105 $32,042 7,185 $30,242 7,185 $30,242 4,500 $29,730 4,5O0 $29,730 942 $30,240 942 $30,240 552 $27,027 552 $27,027 t37,293 $55,164 10.353 $104,586 10,353 $104.586 10,353 $104,586 10,595 $70,343 10,595 $70,343 3O5 $118,551 3O5 $118,551 409 $35,375 409 $35,375 59,675 $52,875 7,297 $37,723 359 $30,810 6,938 $38,367 6,692 $47;792 887 $72,245 887 $72,245 5,805 $42.855 5,805 $42,885 43,749 $55,055 11,610 $52,105 7,710 $53,666 2,475 $53,685 2,475 $53,685 737 $70,162 737 $70,162 1,418 $53,572 1,415 $63,572 22,725 $55,550 13,437 $63,759 540 $55.686 540 $55.686 2,725 $25,463 2,725 $25,463 Page 13 of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-01 Establishment Tnta~ NAICS Indust~ Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 51419 Other information services 514191 On-One inth~nation se~ces 514199 All other info~rnatlon services 5232 Secur~es &comrnodity exchanges 52321 Securities & commodity exchanges 523210 Secur~ies & commodity exchanges 7.8 5.8 213,734 8.0 5.9 202,142 4.5 4.1 11,592 1.2 26.0 23,552 1.2 26.0 23,552 1.2 26.0 23,552 1.2 26.0 23,552 1.0 1.4 2,817,625 1.7 0.0 200,406 1.7 0.0 200,406 25.6 86.7 5,809 25.6 86.7 5,809 6.9 6.0 72,133 0.9 6.0 72,133 1.7 -0.5 160,546 1.7 -0.5 160.546 2.8 7.2 251,485 0.0 30.9 4,537 0.4 6.5 208,736 0.0 3.8 70,314 0.0 3.8 70,3t4 3.7 7.6 67,064 3.7 7.6 67,064 -1.4 10.3 71,388 -1.4 10.3 71,358 3.7 6.6 947,060 3.1 6.6 575,304 4.7 9.2 381,118 4.7 92 381,118 0.6 2.8 6,603 0.6 2.8 6,603 1.3 2.0 14,854 1.3 2.0 14,854 -0.2 2.0 6,531 -0.2 2.0 6,531 -0.2 2`0 6,531 6.4 -1.4 39,454 6.4 -1.4 39,454 4.O -0.2 171,452 4.0 -0.2 171,452 9.2 24.1 83,371 9.2 24.1 83,371 2.6 -1.3 70,948 2.7 -1.§ 64,776 7.4 17.2 72,001 15.8 21.8 3,990 7.9 12-7 14,518 7.9 t2.7 14,518 5.3 5.7 44,166 5.1 14.7 34,030 4.9 14.5 33,660 3.4 7.8 27,739 3.4 7.8 27,739 37.9 47.0 4,121 37.9 47.0 4,121 1.0 1.0 2,013,673 1.0 1.2 1,335,298 0.2 -0.5 201,375 10,172 $70,693 9,608 $71,284 564 $60,379 425,028 $58,786 74 $52,423 74 $52,423 74 $52,423 74 $52,423 180,764 $44,710 15,543 $29,724 15,543 $29,724 177 $68,789 177 $68,789 49,833 $54,475 830 $44,173 830 $44,173 7.493 $58,397 7,493 $58,397 41,510 $54,749 19,799 $58,854 376 $92,554 23,700 $47,409 12,236 $56,582 12,236 $56,582 1,570 $50,761 1,570 $50,761 9,894 $35,222 9,894 $35,222 76,918 $132,017 39,590 $147,159 30,262 $124,637 30,262 $124,637 802 $96,983 8O2 $96,983 1,531 $90,959 1,531 $90,959 86 $88,943 86 $88,943 86 $88,943 37,242 $108,936 6,575 $87,728 6,575 $87,728 11,2.58 $138,016 11,258 $138,016 16,023 $100,074 16,023 $100,074 3,386 $60,870 2,906 $58,048 480 $90,488 4,309 $54,423 24~ $44,359 562 $86,276 562 $86,276 2,7~0 $44,586 2,44O $61,719 2,431 $61,455 266 $132,798 266 $132,798 1,507 $53,713 t,507 $53,713 656 $83,345 656 $83,345 307,003 $31,787 241,115 $33,268 57,342 $23,073 Page 14 of 19 Screen 1: High Growth Industries on a National Scale (Survivors) US.~.o~ USA 200~ USA 98-{Yl Establishment Tota! NAICS htdust~y Name Employment LQ LQ Employment USA 2001 Total Average Salar~ Establishments in 2001 5414 Specie=ed design se~ces 5415 C=-nflutersyst~s d"=~.gn&r~lse~ices ' 54151 Computer systems design & related se~ices 4.3 3.6 26,727 8,574 4.3 3.6 29,727 8,574 1.6 1.7 283,959 68,948 1.6 1.7 283,959 68,94~ 1.6 1.7 283,959 68,948 lA 2.9 538,127 64,169 1.4 32. 437,429 39,196 1.7 3.2 303,898 27,586 0.9 3,1 128,531 11,610 2.1 4.8 61,956 12,495 2.1 4.8 61,956 12,495 1.0 ?-3 189,247 12,071 1.2 1.7 135,821 5,487 1.2 2.3 126,296 4,695 1.8 -1.4 9,625 792 0.4 ?-8 53,326 6,58~ 0.4 2.8 53,326 6,584 1.1 -0.2 16,3966 2,715 1.t -0.2 16,396 2,715 3.5 5.0 70,763 8,223 8.7 13.7 28,468 2,846 1.3 0.5 9,908 1,768 1.6 2.8 32,387 3,609 1.7 1.5 165,036 12,983 2.8 3.6 67,902 5,696 3.3 4.6 60,935 4,964 1.1 0.5 82,823 5,982 1.1 0.5 82,823 5,982 1.2 0.1 25,661 2,129 1,2 0.1 25,661 2,129 1.2 0.1 25,661 2,129 1.2 0.1 25,651 2,129 736,454 14,335 22,468 22.468 3,581 3,581 26,305 10,889 10,889 1,283 1,283 196,852 43,557 37,243 18,445 107,659 81,574 35,817 17,746 18,315 4,474 5,222 8,218 8,218 17,867 17,867 13,514 2,215 2215 6,439 $20,349 $20,349 $38,963 $38,963 $38,963 $36,172 $34,169 $30,808 $42,245 $49,556 $28,244 $26,302 $25,142 $41,522 $33,193 $33,193 $16,594 $16,594 $28,844 $33,645 $19,017 $27,631 $42,175 $44,390 $42,839 $37,348 $37,348 $63,172 $63,172 $63,172 $63,172 $82,317 $52,317 $3,332 $53,250 $53250 $35,641 $68,411 $53,O46 $49,858 Page 15 of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-~1 Establishment Total NAICS lndust~ Name Employment LQ LQ Employment USA 2001 Total Average Salary Establishments in 2001 541820 Publio miatlans agencies 5419 Otb professional, scieniffic, technical service 54193 Translation & interpretation services 541930 Translation & interpretation services 1.4 -0.3 52.984 1.0 2.1 509,113 22 2,3 8,298 2.2 2.3 8,298 1.0 0.6 231,862 1.0 0.6 231,862 8.2 11.4 74,017 8.2 11.4 74,017 1.0 1.0 2,879,223 1.0 1.0 2,879~23 1.0 1.0 2,879~23 1.0 1.0 2,879,223 2.6 1.5 33,183 4.8 0.8 163,382 0.3 0.3 0.3 5.5 5.5 0.3 0.3 2,0 0.9 2.0 2.O 3,4 2.3 0.0 1.0 2.0 1~ 9,06t,987 1.1 8,761,451 4.5 518,112 4.5 518,112 4.5 518,112 5.1 115,606 5.1 115,666 5.1 115,606 5.9 4,363,620 11.3 348,669 11.3 348,669 5.4 2.676,810 5.4 2,676,010 0.2 1,338,941 0,2 1,338,941 -1.2 111,822 -12 111,822 3.1 76,850. 11.8 53.290.. -0.2 86,417 6.1 35,445' 5.8 63~598' 4.0 3,305 2.0 97,074 6,439 $60,178 63,640 $28,857 12-20 $3.3,566 1,220 $33,596 25,000 $22,809 25,0OO $22,8O9 14,341 $38,40~ 14,341 $38,4O9 47,550 $74~21 47,559 $74,021 47,559 $74,021 47,559 $74,021 1,611 $87,125 9,035 $90,016 362,665 $24,430 345,916 $23,977 30,147 $43,605 30,147 $43,605 30,147 $43,605 2,952 $32,509 2;952 $32.509 2,952 $32,509 44,896 $23,129 10,261 $84,458 10,261 $34,458 29,637 $31,398 29,637 $21.366 4,~98 $26,240 5,661 $30,857 5,051 $30,857 6,859 $28,738 2,021 $25,378 3,753 $34,717 2,736 $36.004 5,74O $31,525 72,504 $25,237 72,504 $25,237 7,105 $27,063 7,105 $27,063 25,414 $22,608 19,011 $20.691 19,011 $20,691 2,933 $40,157 2,933 $40,157 1,987 $37,117 135 $50,069 6,543 $37,665 2,186 $40.749 2,188 $40,749 3,621 $34,147 353 $41.699 7,234 $37.368 Page 16of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA2001 USA 98-01 Establishment Total NAICS Indust~y Name Employrnent LQ LQ Employment USA 2001 Total Average Sal;uy Establishments in 2001 611512 Flight training 611513 Apprenticeship training 611519 Other technical & bade schools 6116 Other schools & instruction 61161 Fine arts sc~Is 611610 Fine arts schoals 61162 Sports & recreation ins'u'uction 611620 Sports & recrea'don instruction 61169 All other sch~ots & instmotinn 611691 Exam preparat~n &tutoring 611692 Automobile ddvin9 schools 611699 All other miscellaneous schools & instmotion 6117 Educational support se~ices 61171 Educational support services 611710 Educational support se~ces 62 Health care and social assistance 621111 Offices of physicians (exc mental health) 2.9 1 .g 14,694 2.1 0.9 11,480 2.6 1.7 222,002 2.1 1.5 53,319 2.1 1.5 53,319 2.9 2.3 45,848 2.9 2.3 45,848 6.6 3A 45,164 2.4 1.6 13,204 1.7 0.5 51,866 3.0 1,3 46,642 3.0 1.3 46,642 3.0 1.3 46,642 1.0 1.0 14,534,726 1.0 0.0 4,736,631 2.5 0.4 1,848,200 2.5 0.4 1,848,200 2.5 0.4 1,8(]6,648 2.3 lA 41,552 1.8 0.5 733,862 1.8 0.5 733,862 1.8 0.5 733,862 1.2 1.5 448,479 1.9 0.6 90,971 1.9 O.6 90,971 5.3 5.0 39,268 1,081 $31,904 1,255 $23,567 32.24 $28,340 28,656 $17,585 8,508 $13,333 8,508 $13,333 7,911 $15,507 7,911 $15,507 11,256 $20,554 3,807 $15,032 2,103 $17,394 5,346 $25,471 4,668 $37,086 4,668 $37,088 4,668 $37.086 671,37~ $32,041 466,914 $41.261 197,892 $59,270 197,892 $.59,270 187,260 $59,570 16,632 $46,195 117,038 $34,334 117,038 $34,334 117,038 $34,334 94,555 $27,726 33,078 $23,348 33,078 $23,348 17,969 $26,377 17,969 $26,377 1 t ,503 $27,364 11,303 $27,364 16,117 $30,904 16,117 $30,9~4 16,088 $30,689 7,805 $31,053 22,912 $35,327 1,808 $25,840 1,808 $25,840 6,518 $27,099 6,518 $27,0~9 14,586 $36,Tr8 3,074 $33,867 11,026 $44,418 11,026 $44,418 4,887 $50,129 7,207 $29,076 3.830 ~26,061 3,83O $26,061 3,377 $3~9~9 1,316 $.33,889 2,(]61 $21,430 615 $37,769 615 - $37,769 615 $37,769 17,046 $31,381 17,046 $31,381 17,046 $21,381 23,O37 $19,466 6,296 $2.1,619 6,296 $21,619 18,535 $17,977 18,535 $17,977 3,855 $19,256 14,680 $16,552 6,470 $22,575 Screen 1: High Growth Industries on a National Scale (Survivors) USA 98-01 USA 2001 USA 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment USA 2001 Total Average S~a~y Estab0shments in 2001 62399 Other residential care facilities 623990 Other residential care facilities 624 Social assistance 6241 Indlvidual & family services 62411 Child & youth services 624110 Cfald & youth services 62412 Services for orderly & disabled persons 624120 Services for eidedy & disabled persons 62419 Other individual & family services 624190 Other individual & family services 6242 Community, emergency & other relief services 62421 Community food services 624210 Community food services 62422 Community housing services 624221 Temporary shelters 624229 Other community housing services 62423 Emergency & other relief services 624230 Emergency & other relief services 6243 Vocational rehabittiation services 62431 Vocational rehabilitation services 624310 Vocational rehabilitation services 6244 Child day care services 62441 Child day care services 624410 Child day care services 7t Arts, entertainment & recreation 711 Per~rrning arts, spectator spaSs, & related in 71112 Dance companies 711120 Dance companies 7112 Spectator sports 71121 Spectator sports 711211 Sports teams and clubs 711219 Other spectator sports 7113 Promoters of entertainment events 71131 Promatem of entertainment events with facility 711310 Promatem of entertainment events with tscility 7114 Agents. managers for artists & other public fig 71141 Agents, managers for artists & ogmr public fig 711410 Agents, managers for ariiats & other public fig 7115 independent artists, writers & performers 71151 Independent artists, writers & pedormers 711510 ledepeedeat artists, writers & performers 712 Museums, historical sites & llke institutions 7121 Museums, historical sties & like institutions 71211 Museums 712110 Museums 71213 Zoos & botanica~ gardens 712130 Zoos & botanical gardens 71219 Nature parks & other similar institutions 712190 Nature parks & other similar institutions 7132 Gambling industries 71321 Casinos (except hotel casinos) 713210 Casinos (except hotel casinos) 71329 Other gambling industries 713290 Other gambling industries 71392 Skiing facilities 713920 Skiing facilities 71394 Fitness & recreational spods centers 713940 Fitness & recreational sports centers 71399 All other amusement & recreation industries 713990 All other amusement & recreation industries 72111 Hotels (exc casino hotels) & motels 721110 Hotels (exc casino hotels) & mctels 72112 Casino hotels 2.6 1.4 157,718 6,470 $22,575 2.6 1.4 157,718 6,470 $22,575 2.9 1.8 2,041,633 132,230 $16,998 3.4 2.1 839,902 46,300 $19,800 4.0 12 170,848 9,722 $22,499 4.0 12 170,848 9,722 $22,499 1.8 1.4 308,365 13,906 $16,863 1.8 1.4 308,365 13,906 $16,863 4.7 2.9 360,689 22.672 $21,032 4.7 2.9 360,689 22,672 $21,052 3.2 0.8 128,383 10,489 $21,346 2.0 0.3 27,156 ~ 3,153 $17,992 2.0 0.3 27,156 3,153 $17,992 3.6 2.2 79,444 5,493 $22,139 3.4 2.0 51,518 2,828 $20,398 3.8 2.5 27,926 2,665 $25,351 3.1 -2.1 21,783 1,843 $22,636 3.1 -2.1 21,783 1,843 $22,636 1.8 9.8 326,455 8,324 $15,883 1.8 0.8 326,455 8,324 $15,883 1.8 0~8 326,455 8,324 $15,883 2;8 2.0 746,593 67,117 $13,588 2.8 2.0 746,893 67,117 $13,588 2.8 2.0 746,893 67,117 $13,588 1.0 1.0 1,780,362 105,961 $25,912 1.3 2.1 361,745 34,840 $56,375 1.1 t.3 10,904 604 $19,978 1.1 1.3 10,904 604 $19,978 1.2 2.0 104,384 4,584 $95,365 1.2 Z0 104,384 4,584 $95,365 1.8 5.2 40,054 735 $206,426 t .9 2.3 19, t47 2,968 $36,425 2.2 2.8 73,928 4,456 $27,187 3.2 6.9 48,304 1,184 $19,492 3.2 6.9 48,304 1,184 $19,492 1.1 3.8 16,220 3,107 $'70,242 1.1 3.8 16,220 3,107 $70,242 1.1 3.8 16,220 3,107 $70,242 2.3 4.5 39,407 13.366 $100.137 2.3 4.5 39,407 13,366 $100,137 2.3 4.5 39,407 13,366 $100,137 1.4 2.0 113,545 6,032 $24,496 1.4 2.0 113,545 6,532 $24,4.96 1.3 2.0 76,831 4,140 $24,821 1.3 2.0 76,831 4,140 $24,821 2.0 5.3 21,775 459 $25,644 2.0 5.3 21,775 459 $25,644 3.4 4.0 6.500 540 $24,882 3.4 4.0 6,500 540 $24,862 2,4 -4.5 215,536 2,175 $25,040 2.4 -1.8 156,15t 562 $25,664 2.4 -1.8 156,151 562 $25,664 2.1 -5.3 59,485 1,6t 3 $23,4~5 2.1 6.3 59,485 1,613 $23,405 1.2 0.3 63,906 404 $7,740 1.2 0.3 63,906 404 $7,740 1.3 3.2 399,434 24,068 $12,128 1.3 3.2 399,434 24,068 $12,128 1.5 -0.1 102,478 14,618 $18248 1.5 -0.1 102,478 14,618 $18,248 1.0 1.0 9,972,301 548,569 $t2,90t 0.5 4.4 1,698,323 50,206 $19,423 0.5 4.8 1,377,158 45,972 $18,513 0.5 4.8 1,377,158 45,972 $18,013 0.3 3.8 296,839 304 $26,402 Page 18 of 19 Screen 1: High Growth Industries on a National Scale (Survivors) USA98-01 USA 2001 USA 98-01 Establishment Total NAICS thdust~j Name Employment LQ LQ Employment USA 2001 Total Average Salary Estabhehments in 2001 721120 Casino hotets 72119 Other travethr accommedaSon 721191 Bed & breakfast inns 721199 AI~ other traveler accommodation 7212 RV parks & recreational camps 72121 RV parks & recreational camps 721214 Recreational. vacation camps (exc campgrounds} 722 Fcod services & drinldng places 7221 Fuikse~vice restaurants 72211 Full-se~ce restaurants 722110 Ft~!-se~ice restaurants 722213 Snack & nonalcohoEc beverage bars 7223 Spacb[ food services 72231 Food service contrac[ors 722310 Food serv'~ce contractors 72232 Caterers 722320 Caterers 72233 Moble food services 722330 Mob~e food se~ices 81 Other services (except public administration) 81112 Automotive body. paint, interior & glass repair 811121 Automotive body. paint & interior R&M 81119 Other automotive R&M 811192 Carwashes 811198 Ail other automoSve R&M 811213 Communication equipment R&M 811219 O{her electronic & precfsion equipment R&M 812 Pemonal & laund~ services 8121 Personal care services 812113 Nail salons 0.3 3.8 296,839 2.9 0.3 24.32~ 2.9 -1.0 19,665 2.6 4.7 4,661 1.4 -7.3 38,819 1.4 -7.3 38.819 2.0 -7.9 20,975 1.1 0.9 8,219,519 1.3 0.2 3,963,258 1.3 0.2 3,963,255 1.3 0.2 3,963,258 2.9 5.3 340,616 2.3 17.6 513,762 1.3 11.4 384,642 1.3 11.4 384,642 6.3 29.7 113,461 6.3 29.7 113,461 3.0 21.9 15,659 3.0 21.9 15,659 1.0 1.0 5,370,479 1.0 -28.5 252.983 1.0 -30.0 220,925 1.2 8.0 214.933 1.6 21.6 133,783 1.0 -27.4 19,396 2.3 q~4.6 18,953 3~5 19.9 27.659 0.8 14.6 1.311.522 1.4 11.1 516,912 2.1 228.5 21.245 4.1 141.0 78.755 2.4 -16.7 30,446 5.3 198.7 48,309 1.8 142.5 240,548 3.6 113.2 28,954 3.6 113.2 28,954 1.9 115.2 88,259 1.9 115.2 88,259 8.5 452.5 62.969 8.5 452.5 62.969 1.4 20.9 2.715.777 1.3 30.9 . 1.595.009 1.3 30.9 1.595.009 1.3 30.9 1.595,009 3.0 112.0 135.947 3.0 112.0 135.947 2.7 150.2 47,459 2.5 39.0 51,362 4.1 122.0 37,126 4.6 151.6 116.907 4.6 151.6 116.907 6.1 163.0 25,484 3.9 169.7 40,125 4.6 130.1 51.298 1.2 -11.3 339,182 1.2 -11.3 339,182 1.2 -11.3 339.182 1.6 39.6 129.650 1.5 36.6 129,650 2.8 -35.0 82,207 2.8 -36.0 82,207 304 $26,402 3,930 $14.072 3,042 $13.479 888 $16.573 7,O00 $23.210 7.000 $23,210 3.250 $26.241 488,373 $11.504 193,262 $12,288 193.262 $12,288 193,262 $12,288 37,576 $11.053 29,345 $14,747 17,330 $15.005 17,330 $15,005 9,058 $13.600 9,058 $13.600 2.957 $16,728 2,957 $16,728 719,402 $21,454 4O,848 $30.539 34.786 $30.532 24.742 $14.671 14.134 $12.734 2,931 $22.792 1.653 $34,984 2,867 $40.941 196,810 $18,017 96.597 $15.761 7,505 $12,810 13,149 $12,929 3,056 $12.922 10,093 $12 ~-33 35,146 $t9,~42 7,482 $14,272 7,482 $14,272 10,661 $15.372 10,661 $15.372 11,646 $22.000 Page 19of 19 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 Mid-West 2001 Mid-West 2001 Mid-West 98-01 Establishment Total Total NAICS Industry Name Employment LQ LQ Employment Establishments I Total 14,981,937 807,069 tl ForestzT, fishing, hunting, and agriculture support 113 Forestry and logging 1131 Timber tract operations 11311 Timber tract operations 113110 Timber tract operations 1133 Logging 11331 Logging 113310 Logging 21 Mining 211 Oil & gas extraction 2111 Oil & gas extraction 21111 Oil & gas extraction 2111 tl Crude petroleum & natural gas extraction 211112 Natural gas liquid extraction 212 Mining (except oil & gas) 2121 Coal mining 21211 Coal mining 212111 Bituminous coal & lignite surface mining 212112 Bituminous coal underground mining 212113 Anthracite mining 2122 Metal ora mining 21221 Iron ora mining 212210 Iron ore mining 21222 Gold ore & silver ore mining 212221 Gold ore mining 212222 SUrer ore mining 21223 Copper, nickel, lead & zinc mining 212234 Copper ore & nickel ora mining 21229 Other metal ore mining 212291 Uranium-radium-vanadium ore mining 212299 All other metal ora mining 2123 Nonmetallic mineral mining & quarrying 212324 Kaolin & ball day mioing 212325 Clay & ceramic & refractory minerals mining 212392 Phosphate rock mining 212393 Other chemical & fertilizer mineral mining 213113 Support activities for ccel mining 22 Utilities 221 Utilities 2211 Bec pwr geceration, transmsn & distribution 22111 Elect~c power generation 221 t12 Fossil fuel electdc power generation 221119 Other electric power generation 22112 Electric pwr transmsn, control & distribution 221122 Electric power distribution 23 Construction 233 Building, developing & general contracting 2331 Land subdivision & land develogment 23311 Land subdivision & land development 233110 Land subdivision & land development 23322 Mutiifamily housing construction 233220 Multifamily housing construction 2333 Nonresidential building construction 23332 Commemial & ins~tutional bldg construction 1.0 1.0 12,769 2,443 6.7 -1.9 4.345 839 15.0 -2.7 100 20 15.0 -2.7 100 20 15.0 -2.7 100 20 2.0 -1.9 3,084 800 2.0 -1.9 3,084 800 2.0 -1.9 3,084 800 1.0 1.0 26,866 1,629 8.0 -5.8 1,033 245 8.0 -5.8 1,033 245 8.0 -5.8 1,033 245 -3.8 -5.9 1,046 242 47.4 0.0 10 3 4.0 2.7 22,925 1,065 4.9 4.5 3,902 40 4.9 4.5 3,902 40 -18.0 5.0 1,009 18 10.0 4.0 2,893 22 na na 0 0 4.8 2.2 8,665 40 -0.1 7.1 7,695 13 -0.1 7.1 7,695 13 35.5 45.6 435 20 35.5 39.1 435 19 na na 10 1 3.5 -18.8 760 7 56.9 -84.7 0 0 56.9 -84.7 0 0 na na 0 0 56.9 -84.7 0 0 -1.6 2.7 12,728 985 na na 10 1 -13.4 13.0 315 15 na na 0 0 35.5 -21.2 30 3 20.7 -21.2 245 12 1.0 1.0 85,355 2,022 1.0 1.0 85,355 2,022 1.8 0.6 66,256 1,192 3.3 1.2 22,453 260 7.7 1.5 8,571 133 8.8 0.3 5,693 67 1.2 0.4 43,863 932 4.3 0.4 49,425 912 1.0 1.0 749,033 93,065 1.0 0.6 191,885 27,923 2At 10.7 5,612 1,378 2.4 10.7 5,612 1,376 2.4 10.7 5,612 1,378 3.1 5.0 8,279 1,165 3.1 5.0 8,279 1,165 I~3 3.9 99,726 5,836 2.4 6.0 88,382 5,073 Page 1 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-0t Mid-West 2001 Mid-West 2001 Mid-West 98-01 Establishment Total Total NAICS Industry Name Employment LQ LQ Employment Establishments 233320 Commercial & institutional bldg construction 234 Heavy construction 2341 Highway, street, bridge & tunnel construction 23411 Highway& street ccostruction 234110 Highway & street cormtruction 23491 Water, sewer & pipeline construction 234910 Water, sewer & pipeline construction 23492 Pwr, communicaf~on transmsn line construction 234920 Pwr, communication transmsn line conslruction 2353 Electrical contmctom 23531 Electrical contractors 235310 Electrical contractors 23543 Tile, marble, terrazzo & n~saic contractors 235430 Tile, marble, terrazzo & mosaic contractem 23552 Finer laying & other floor contractom 235520 Floor laying & other floor contractom 2357 Concrete contractors 23571 Concrete coctractors 235710 Cnec~te contractors 2359 Other special trade contmcters 23591 Structural steel erection contractom 235910 Stmcteral steel erection co~Y~ractom 23592 Glas~ & glazing c~'~actom 235920 Glass & glazing con~actom 23593 Excavatin~ contractors 235930 Excavation contractors 23594 Wrecking & demolition contractors 235940 Wrecldng & demolition contractors 23595 Bldg equip & oth roach installation contractor 235950 Bldg equip & oth roach installation contractor 23599 NI other special trade contrac~m 235990 All other special t~ade contractom 31 Manufacturing 311223 O~er o~lseeq processing 311225 Fats & oils mfialng & blending 311312 Cane sugar refining 3t 1423 Dried & dehydrated food mfg 311613 Reade~teg & meat by-product processing 3117 Seafood product preparation & packaging 31171 Seafood product p~epamt~q & packaging 311711 Seafood canning 3118 Bakeries & to~'lla mfg 31181 Broad & bakery product mfg 311811 Retail bakedea 31191 Snack fned mfg 311919 Other snack fned mfg 31192 Coffee & tea mfg 311920 Coffee & tea mfg 3122 Tobacco mfg 31221 Tobacco stemming & ratifying 312210 Tobacco stemming & recl~g 31222 Tobacco product mfg 312221 Cigarette mfg 313 Tex~[e mills 313112 Yam texturing, throwing & twisting mills 31322 Narrow fabric mills & schiffli roach embroidery 313221 Narrow fabric m~ls 313222 Schiffli machine embroidery 2,4 6.0 88,382 5,073 1.4 1.3 78,115 5,377 2.1 1.8 32,090 1,692 2.0 2.4 26,377 1,573 2.0 2.4 26,377 1,573 1.3 5.9 15,856 1,162 1.3 5.9 15,856 1,162 5.8 19.6 10,971 530 5.8 19.6 10,971 530 1.4 0.6 95,762 8,127 1.4 0.6 95,762 8,127 1.4 0.6 95,762 8,127 1.8 4.6 4,536 609 1.8 4.6 4,536 609 1.t -0.3 10,634 1,810 1.1 -0.3 10,634 1,810 1.6 2.5 36,289 5,207 1.6 2.5 36,289 5,207 1.6 2.5 36,289 5,207 1.0 4.1 64,905 8,838 1.5 3.2 10,625 567 1.5 3.2 10,625 567 0.6 3.1 5,448 598 0.6 3.1 5,448 598 1.3 2.8 15,925 3,511 1.3 2.8 15,925 3,511 3.9 16,0 2,975 224 3.9 16.0 2,975 224 0.3 2.0 9,541 618 0.3 2.0 9,541 618 0.7 5.5 20,502 3,320 0.7 5.5 20,502 3,320 1.0 1.0 2,466,094 48,919 9.6 15.1 60 2 2.2 0.0 2,819 34 na na 10 1 6.4 -32. 925 21 1.4 1.1 1,683 53 1.4 -3.8 1,054 27 1.4 -3.8 1,054 27 3.5 -2.7 205 12 1.3 2.8 43,987 1,264 1.7 3.2 29,341 1,112 -0.2 5.2 6,308 763 2.1 0.0 5,391 79 2.9 1.4 5,130 60 2.3 -4.6 1,176 38 2.3 -4.6 1,176 38 1.2 -15.1 415 6 na na 10 1 na na 10 1.6 -7.5 405 5 14.8 0.0 10 1 2.0 -2A 5,525 249 na na 10 1 3.8 1.3 605 22 3.2 3.4 480 8 4.4 0.0 150 14 Page 2 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 Mid-West 2001 Mid-West 2001 Mid-West 98-01 Establishment Totsl Totsi NAICS Industry Name Employment LQ LQ Employment Establishments 31324 Kelt fabric mills 313241 Weft knit fabdc mills 3133 Tex61e, fabric finishing, fabric coating mills 31331 Textile & fabric finishing mills 313311 Bmadwoven fabric fielshin9 mills 313312 Texhle, fabric finishing (exc bmadwoven) mill 31332 Fabric coaling rails 313320 Fabric coating mills 3141 Textile fumishthgs mills 31412 Curtain & linen mills 314121 Curtain & dmperymills 314129 Other household textile product mills 314911 Textile bag mills 314992 Tim cord & 0m fabdc mills 315 Apparel mannfactui'thg 3151 Apparel knitting mills 31511 Hosle~J & sock mills 315111 Sheer hosiery mills 31519 Other appaml knitting mills 315191 Outerwear knitting mills 3152 Cut & sew apparel mfg 31521 Cut & sew apparel contra(tom 315211 Men's, boys' cut & sew apparel contmctom 315212 Women's, girls', infants, cut, sew apparel con 31522 Men's, boys' cut & sew apparel mfg 315221 Men's, boys' cut & sew underwear, nigh[wear mfg 315222 Men's, boys' cut & sew suit, coat, overcoat mfg 315224 Men's, boys' cut & sew trouser, slack, jean mfg 315228 Men's, boys' cut & sew oth outerwear mfg 315231 Women's, girls' cut & sew ilngede mfg 315232 Women's, girls' cut & sew blouse mfg 315233 Women's, gids' cut & sew dress mfg 315234 Wernen's, girls' cut & sew suit, coat, skirt mfg 315239 Women's, girls' cut & sew other outerwenr mfg 315291 Infants' cut & sew apparel mfg 3159 Apparel accessedes & other apparel mfg 31599 Apparel accesenfies & other apparel mfg 315991 Hat, cap & mililnepj mfg 315992 Glove & mitten n~g 31599~ Men's & boys' neckwear mfg 315999. Other apperel accessedes & other apparel mfg 316 Leather & ellied product mfg 3161 Leather & hide tanning & finishing 31611 Leather & hide tanning & finishing 316110 Leather & hide tanning & §nlshing 3t62 Footwser mfg 31621 Footwear mfg 316211 Rubbe~ & plastics footwear rnfg 316212 House slipper mfg 316213 Men's footwear (exc sthleilc) n~j 316214 Women's footwear (exc elhleilc) mfg 316219 Other foohvear mfg 3169 O~er leather & allied product mfg 31699 O0mr leather & allied product mfg 316991 Luggage rnfg 316992 Women's handbag & purse rnfg 316993 Personal leather good (exc purse) mfg 316999 All other leather good rnfg 321212 Softwood veneer & plywood rnfg 7.4 -2.5 499 13 7.5 3.0 495 9 2.3 -2.7 2,085 133 4.0 -4.9 1,176 115 1.1 -2.7 1,190 99 7,7 -30.2 150 16 2.4 6.6 688 18 2.4 6.6 688 18 1.2 3.2 4,733 310 1.0 4.0 4,457 291 -0.9 5.0 1,805 222 3.5 0.4 2,731 69 6.0 7.5 1.391 42 na na 0 0 6.9 -3.8 21,198 949 11.6 0.0 1,509 42 11.9 -6.0 830 12 17.8 30.2 0 0 12-5 1.9 795 30 12.8 1.9 795 29 4.1 -8.6 17.171 683 7.0 -3.5 4,190 352 11~3 0.5 1,102 61 f~'VALUE! -4.5 3,053 291 6.2 3.7 5,931 86 15.2 15.1 10 1 3.4 1.6 2,709 18 16.0 3.6 245 15 9.3 8.1 1,148 30 8.6 7.0 315 10 1.7 -67.9 516 26 1.7 -43.4 444 39 7.5 -6.7 391 22 5.1 -69.3 1,495 89 -23.7 10.1 70 2 8.5 5.1 4,836 224 8.5 5.1 4,836 224 11.7 10.1 1,867 40 -3.6 2.7 1,353 31 6.4 · -10.1 263 8 7.9 4.4 1,4,54 145 5.5 1.1 10,201 220 4.6 -2.3 2,412 43 4.6 -2.3 2,412 43 4.6 -2.3 2.412 43 4.6 1.9 5,831 44 4.6 1.9 5,831 44 4.1 0.0 1,423 9 10.2 -15.1 30 3 3.0 3.6 3,960 15 10.1 -10.1 267 8 8.4 9.3 283 9 5.9 1.7 2,881 133 5.9 1.7 2,881 133 5.1 3.6 1,175 44 9.9 0.0 40 6 6.2 0.0 690 22 5.7 1.0 1,300 61 11.9 0.0 20 2 P~e3 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-0t Mid-West 200t Mid-West 98-01 Establishreent Total NAICS Industry Name Employreent LQ LQ Employment 321213 Enginesred wood member (exc 1mss) mfg 321912 Cut stock, resawing lumPer & planing 32199 All other wood product mfg 321999 All other relscetianeous wood product mfg 322 Paper mfg 3221 Pulp, paper & paperboard reills 32212 Paper mills 322121 Paper (except newsprint) mills 322122 Newsprint mills 322212 Folding paperboerd box mfg 322213 Setup papeflx)ard box mfg 3~'~4 Uncoated paper & reoltJwall bag mfg 322231 Die-cut paper & papa~3ard office supply mfg 322233 Stationery, tablet & related product mfg 32229 Other converted paper product mfg 322299 All other converted paper product mfg 323 printing & related support ac~vffies 3231 Printing & related support aefivffies 32311 Printing 323110 Corememial lithographic printing 323114 Quick p~ating 323116 Manifold business form pfiefing 323117 Book prin6ng 323118 Blankbook, loose-leaf binder & device mfg 323119 Qther commercial prin~ng 32312 Printiag support acilviOes 323121 Tradebleding & related work 323122 Preprees services 32411 Petroleum refineries 324110 Pafmleum refineries 32512 Indus~al gas mfg 325120 Industrial gas mfg 32513 Syn~etic dye & pigment mfg 325131 Inorganic dye & pigment mfg 32519 Other basic organic chemical mfg 325191 Gum & wood shemical mfg 325192 Cyclic crude & iateawediata mfg 325199 All other basic mganic chemical mfg . 32531 Fer~lizerm~ 325312 Phosphatic fertilizer mfg 325611 Soap & other detergent mfg 325612 Polish & other sanitation goods mfg 325613 Surface active agent mfg · 32562 Toilet preparation mfg '325620 Taflet preparation mfg 32591 Printing ink refg 325910 Printing ink mfg 325991 Custom compounding of perchased res~ 326111 Unsupported plastics bag mfg 326121 Unsupported plas~cs profile shape mfg 32614 Pctyslyrene foam product mfg 3'~6140 polystyrene foam product mfg 326299 All other rubber product mfg 32711 Pottery, ceramics & plumbing fixture mfg 327111 Vitreous plumbing 5xfores, access, fitting mfg 327112 Viffeous china & o~he£ pottery product refg 327113 Porcelain elecMcal supply mfg 327124 Clay rafmctory mfg na -1.7 1,0 4A 3.1 5.3 1.0 3.2 -0.3 4.1 3.5 2.4 1.5 7,7 -3.5 -0.4 1.0 1.0 0~8 1.2 0.4 3.1 -0,5 2.5 1.9 2.7 -1.6 4.2 3.2 3.2 1,8 1.8 1.1 -0.3 1.1 0.9 2.5 1.5 2.8 11.0 -4.8 -0.7 1.9 1.9 -0.4 -0.4 1.3 -1"2 1.3 2.6 2.6 3.9 7.O 1.1 -0.3 3.1 Mid-West 2001 Total Establishments na 20 2 3.5 4,229 160 2.9 12,896 441 4.7 5,314 313 1.0 100,912 946 -0.4 23,099 84 -0.6 18,955 53 -0,6 21,645 49 0.0 760 4 2.6 11,302 95 1.6 595 18 3.1 2,368 26 2.1 9,658 121 3.9 3,737 47 1.4 1,642 20 2.1 13,633 121 3.1 4,478 86 2.9 167,113 5,655 2.9 167,113 5,655 2.5 151,295 5,074 3.7 88,941 2,333 2.2 8,493 1,024 1.6 6,767 141 2.7 10,129 112 4.6 3,167 45 1.9 6,283 501 5-9 15,818 581 2.9 7,429 186 7.t 9,111 395 -6.4 4,684 23 -6.4 4,684 23 2.4 712 57 2.4 712 57 0.0 1,674 30 2.2 631 13 -0"2 7,173 124 5.0 435 10 -30.2 375 6 · 3.1 5,380 79 0.0 1,819 98 7.5 140 6 0.7 4,477 128 2.2 7,694 117 4.6 2,249 22 1.7 6,759 82 1.7 6,759 82 4.0 3,302 92 4.0 3,302 92 4~1 2,510 82 2.0 8,958 70 3.4 4,040 95 4.3 4,301 72 4.3 4,301 72 2.3 5,953 109 1.7 3,153 114 -4.3 1,055 8 1.2 1,315 93 7.1 830 13 0,0 1,706 25 Paga4 Screen 2: High Growth Industries in the Midwest (Survivors) NAICS thduet~ Name 327125 Nonelay refractory mfg 327213 Glass container mfg 32741 Lime mfg 327410 Lime mfg 327992 Ground or treuted mineral & eadh mfg 327999 Ail (Ah misc nonmetallic mineral product mfg 331 Primal- metal mfg 331311 Alumina refining 331319 Other aluminum rolling & drawing 33141 Nonferrous (exc aluminum) smelting & refining 331411 Primary smelting & refining of copper 331419 Other nonferrous metal prim smelting, relining 33142 Copper rolling, drawing, extruding & elloying 331421 Copper rolling, drawing & extruding 331422 Copper wire (except mechanical) drawing 331423 Secondary smelting, refining, alloying of coppe 33149 Other nonferraus roll, draw, extruding, aJloyin 331491 Other nonferrous metal roll, draw, extruding 331492 Oth nonferrous secondary smelt, ret"me, alloyin 3315 Founddes 33151 Ferrous metal foundries 331511 Iron foundries 331512 Steel investment foundries 331513 Steel foundries (except investment) 331521 Aluminum die-casting foundries 331525 Copper foundries (except die-casting) 332115 Crown & closure mfg 332117 Powder metallurgy perts mfg 3322 Cutlery & handtaol mfg 33221 Cutlery & handtool rnfg 332214 I~ltchen utensil, pot & pan mfg 3324 Boiler, tank & shipping container mfg 33241 Power boiler & heat exchanger mfg 332410 Power boiler & heat exchanger mfg 33242 Metal tank (heavy gauge) mfg 332420 Metal tank (heavy gauge) mfg 33243 Light gauge metal centainer mfg 332431 Metal can mfg 332439 Other metal container rnfg 332618 other tabricated wire product mfg 33272 Turned product & screw, nut & bolt mfg 332721 Precision turned product mfg 332722 Bolt, nut, screw, dvet & washer mfg 332811 Metal heat treating 3329 Other fabricated metal product mfg 33299 All other fabricated metal product mfg 332991 Bali & roller bearing mfg 332993 Ammunifion (exc small arms) mfg 332995 Other ordnance & accessories mfg 332999 Ali other misc fabricated metal product n~g 333 Machinery mfg 3331 Ag, construction & mining machinery mfg 33311 Agricui~rel implement mfg 333111 Farm machinery & equipmer~ mfg 333112 Lawn & garden equipment refg 333131 Mining machinery & equipment mfg 333132 Oil & gas field machinery & equipment mfg 3332 Industrial machinery mfg 33329 Other industrial machinery mfg Mid-West 98-0t Mid-West 2001 Mid-West 2001 Mid-West 98-01 Establishment Total Total Employment LQ . LQ Employment Establishments -3.0 2.5 505 3.1 3.0 2,017 2.0 1.9 1,345 2.0 1.9 1,345 3.6 2,7 908 6.5 2-6 1,824 1.0 -6.7 92,208 3.3 -6.0 405 0.8 2.2 1,5t4 na na 60 0.8 4.3 1,514 2.0 0.0 5,611 2.1 -7.1 4,556 3.3 4.3 385 2.5 9.1 760 ~VALUE! -1.8 2,677 3.4 3.2 1,454 fA/,~LUE! -8.6 1,427 1.5 0.2 49,844 2.5 -2.1 24,546 2.1 -3.1 16,526 3,6 -1.9 2,127 2.8 0.0 5,876 -0.4 3.1 8,689 4.9 3.5 1,76O 22 2.7 691 0.2 4.3 2,046 1.6 0.9 16,282 1.6 0.9 16,282 5.9 0.0 3,362 12. 1.5 16,656 0.3 5.3 3,580 0.3 5.3 3,580 1.5 0.0 5,466 1.5 0.5 5,466 1.8 0.5 7,460 0.5 4.1 5,526 ' t.5 -2.6 2,206 -0.6 2.6 10,700 1.5 1.7 28,200 1.3 1.9 17,712 t.9 1.1 10,865 1.6 0.8 3,102 2.6 0.5 52,225 3.9 0.7 31,364 1,2 0.0 3,495 8.5 4.3 1,5t0 11.2 0.5 2,104 4.4 0.4 11,866 1.3 1.8 306,717 1.9 2.0 71,482 12 3.3 47,186 7,2 2,8 32,508 -5.8 9.5 6,841 6.3 -3.6 1,370 1.9 11.7 325 2.1 1.0 29,718 2.4 t.6 25,699 11 9 15 15 41 75 1,043 0 12 13 1 12 34 21 6 7 52 25 27 517 219 139 17 63 7O 46 10 24 289 289 21 273 56 56 90 9O 127 51 76 234 689 497 192 109 1,039 834 24 6 10 479 5,401 677 429 4O3 26 38 718 598 Page 5 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS Industry Name Employment LQ Mid-West 9801 MM-West 2001 Mid-West 2001 Establishment Total Total LQ Employment Establishments 333291 Paper indest~ machinery mfg 333293 Pdnting macblnery & equipment mfg 333298 All other industrial machinery rnfg 333311 Aotomatic vending machine mfg 333312 Commercial laundry, dryclean & press roach mfg 333315 Photographic & photocopying equipment mfg 333412 Industrial & commercial fan & blower mfg 333414 Heating equipment (exc warm air fumaces) mfg 3335 Metalworking machinery mfg 33351 Metalworking machinery mfg 333511 Industrial mold rnfg 333512 Machine tool (metal cut~ng types) rnfg 333513 Machine tool (metal forming types) mfg 333514 Special die, tool, die set, jig & fixture mfg 333515 Cutting tool & machine tool accessory mfg 333516 Roiling mill machinery & equipment rnfg 3336 Engine, turbine & power transmsn equip mfg 33361 Engine, turbine & power transrnsn equip mfg 333612 Speed changer, ind higlYspeed ddve & gear mfg 333618 Other engine equipment mfg 3339 Other general purpose machinery mfg 33391 Pump & compressor mfg 333911 Pump & pumping equipment mfg 333912 Air & gas compressor mfg 333913 Measedng & dispensing pump mfg 333922 Conveyor & conveying equipment mfg 33399 All other general purpose machinery mfg 333992 Welding & seldedng equipment mfg 333993 Packaging machinery mfg 333994 Industrial process fumece & oven mfg 333996 Fluid power pump & motor ~ 333999 All other general purpose machinery mfg 334111 Electronic compoter mfg 334112 Computer storage device mfg 334113 Computer terminal mfg 3343 Audio & video equipment mfg 33431 Audio & video equipment mfg 334310 Audio & video equipment mfg '. 334411 Electron tube rntg 334415 Electronic resistor mfg 334416 Electronic coil. transformer, otb indectar mfg 3345 Nay, measuring, medical, control iestmments mf 33451 Nay. measedng, medical, con~l ins~ments mf 334511 Search. detection & navigation instrument mfg 334512 Automatic environmental control mfg 334513 lndustaal process control mfg 334514 Total fluid meter & counting device mfg 334515 Electricity measuring, testing instrument mfg 334518 Watch, clock & pad mfg 334613 Magnetic and optical recording media mfg 335121 Residential electdc lighting fixture mfg 3352 Household appliance mfg 33521 Small electrical appliance mfg 335211 Electdc housewares & fan mf9 335212 Household vacuum cleaner mfg 335228 Other major household appliance n~g 3353 Electrical equipment mfg 33531 Eleotdcar equipment mfg 335312 Motor & generator mfg 5.4 0.8 4,811 72 2.1 1.3 6,468 131 0.6 3.4 8,231 215 0,2 6.2 2,724 23 -8,5 4.3 607 12 3.0 4.O 1,2.45 53 1.0 0.0 4,108 35 1.2 4.8 4,237 68 2.0 2.5 44,465 1,908 2.0 2.5 - 44,465 1,908 2.8 3.6 10,029 536 2.5 -2.3 5,163 99 4.9 -4,2 2,319 65 0.5 3.1 14,428 784 2.1 1.1 9,11t 331 0.1 8.1 433 11 1.8 -0.3 31,763 207 1.8 -0.3 31,763 207 2,3 1.9 5.663 76 1.0 0.0 19,851 61 1.7 1.9 71,047 1,210 1.4 3.3 10,954 124 0.8 2.0 6,917 71 0.2 4.6 3,691 45 -1.8 6,0 690 8 1.4 1.4 7,671 164 2.2 1.9 42,213 735 4.5 -1.4 3,102 45 3.5 2.7 8,485 145 22 3.1 4,148 61 3.9 -0.9 4,896 33 -0.9 2.7 10,256 311 3.1 0.0 8,245 52 3,6 -1,2 10,140 27 -125.7 6.6 4,107 18 5.6 -0.5 2,550 57 5.6 -0.5 2,550 57 5.6 -0.5 2,550 57 13.5 6.5 438 It 7,1 3.5 t,771 t5 2.5 2.5 5,376 88 ;~¥ALUE! 1.3 56,854 588 #VALUE! 1.3 56,854 588 6.9 -3,2 15,952 42 3.3 -4.1 5,877 59 2,4 1,2 6,407 124 0.3 3.5 2,695 23 3.7 2.1 3,t55 67 1.0 10.1 2,005 18 5.9 5.3 588 19 8.9 3.4 1,634 48 3.0 -1.0 22,071 60 6.6 1.9 3,476 29 5.5 1.1 3,235 26 10.9 7.5 360 3 3.0 0,0 1,820 4 1.3 2.8 54,411 485 1.3 2.8 54,411 485 1.4 4.9 17,592 119 Poge6 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 Mid-West 2001 Mid-West 2001 Mid-West 98.01 Establishment Total Total NAICS industry Name Employment LQ LQ Employment Establishments 335314 Relay & industrial control mfg 33599 All oth electrical equipment & component mf9 335991 Carbon & graphite product mfg 335999 All oth misc electrical equip & component mfg 336 Transpodation equipment mfg 33611 Automobile & light duty motor vehicle mfg 336111 Automobile mfg 336112 Light truck & utility vehicle mfg 336212 Truck trailer mfg 3363 Motor vehicle pads mfg 336312 Gasoline engine & engine parts mfg 33633 Motor vehicle steering & suspension pads mfg 336330 Motor vehicle steering & suspension parLs mfg 33634 Motor vehicle brake system mfg 336340 Motor vehicle brake system mfg 33635 MV transmission & power train pads mfg 336350 MV transmission & power train parts mfg 33636 Motor vehicle seating & intedor trim mfg 336360 Motor vehicle seating & intedor trim mfg 33637 Motor vehicle metal stamping 336370 Motor vehicle metal stamping 33639 Other motor vehicle pads mfg 3364 Aerospace product & parts mfg 33641 Aerospace product & pads mfg 336411 Aircraft mfg 336413 Other aircraft pad & auxiliary equipment mfg 336414 Guided rsissiie & space vehicle mfg 336415 Missile, space veh propulsion unit & pads mfg 3365 Railroad rolling stock mfg 33651 Rai!mad re!ling stock rnfg 336510 Railroad m!iing stcck mfg 336611 Ship building & mpaidng 3369 Other transpodation equipment mfg 33699 Other tmnspodation equipment mfg 336991 Motomycie, bicycle & pads mfg 336992 Mil armored veh, tank & tank component mfg 336999 All other transportation equipment mfg 337121 Uphststemd household fumitum mfg 337214 Office forr,itum (except wood) mfg 3399 Other miscellaneous mfg 339912 Silverware & hollowware mfg 339914 Costume jewelry & novelty mfg 33993 Doll, toy & game mfg 339931 Doll & stuffed toy mfg 339932 Game, toy & children's vehicle mfg 33994 Office supplies (exc paper) mfg 339941 Pen & mechanical pencil mfg 339942 Lead pencil & ad good mf9 339943 Marking device mfg 339944 Carbon paper & inked dbbon mfg 33999 All other misc mfg 339991 Gasket, packing & sealing device mfg 339993 Fastener, button, needle & pin mfg 339995 Burial casket mf9 339999 All other miscellaneous mfg 42 Wholesale trade 42114 Motor vehicle parts (used) whsie 421140 Motor vehicle pads (used) whsie 4212 Fumiture& Home furnishing whsle 1.7 2.3 17,427 215 2.2 2.7 6,761 132 -3.1 2.3 795 12 0.6 2.7 6,589 120 3.0 1.6 182,936 1,500 1,9 -4.4 30,510 47 5.7 -5.0 7,705 28 2.5 -3.6 23,070 19 3.3 7.0 7,874 76 1.4 1.6 82,556 741 7.4 3.0 5,725 119 3.7 2.8 2,397 29 3.7 2.8 2,397 29 2.9 3.7 5,527 36 2.9 3.7 5,527 36 1.6 -1.3 7,543 71 1.6 -1.3 7,543 71 -6.4 3.0 6;136 36 -6.4 3.0 6,136 36 3.1 1.4 9,147 83 3.1 1.4 9,147 83 2.0 1.1 26,240 193 #VALUE! 0.9 13,657 102 #VALUE! 0.9 13,657 102 #VALUE! -2.0 4,175 16 1.1 2.1 7,107 67 17.8 30~2 0 0 na na 0 0 3.4 1.0 6~26 60 3.4 1.0 6,226 60 3.4 1.0 6,226 60 1.3 -7.3 2,684 36 3.1 5.8 11,699 110 3.1 5.8 11,699 110 7.7 5.4 4,167 41 5.9 10.1 20 2 -1.3 5.8 7,503 67 -0.9 2.4 5,681 127 -0.7 3.7 6,262 43 1.9 1.3 59,585 2,211 3.0 3.0 425 18 3.6 -0.4 600 72 7.8 2.5 2,199 141 3.8 5.7 355 30 8.6 1.5 1,884 111 3.6 5.2 3,415 119 6.6 4.0 1,285 13 2.4 6.6 538 18 2.7 5.5 1,298 77 -10.4 2.5 420 11 2.5 3.0 23,419 578 4.4 3.5 7,451 93 4.1 7.5 745 21 3.8 9.3 425 18 2.5 3.3 9,438 305 1.0 1.0 863,779 56,132 0.4 3.8 6,258 705 0.4 3.8 6,258 705 1.6 1.7 18,728 1,541 Page 7 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS Indust~ Name Employment LQ Mid-West 98-01 Mid-West 2001 Mid-West 2001 Establishment Total Total LQ Employment Establishments 42121 Furniture wbele 421210 Furniture wbele 4213 Lumber & other construction materiels whsle 42131 Lumber, plywood, millwork & wood panel whsle ' 421310 Lumber, plywood, millwork & wood panel whsle 42132 Brick & related const~ucUon matepal whsle 421320 Brick & related cons~uction material whsle 42133 Roofing, siding & insulation material whsle 421330 Roofing, siding & insulation materiel whsle 42139 Other construction matedel whsle 421390 Other construction material whsle 42142 Office equipment whsie 421420 Office equipment whsle 42145 Medical, dental, hospital equip & supp whsle 421450 Medical, dental, hospital equip & supp whsle 42146 Ophthalmic goods whsle 421460 Ophthalmic goods whsle 42149 Oth professional equipment & supplies whele 421490 Oth professional equipment & supplies whsle 42152 Coal & other mineral & ore whsle 421520 Coal & other mineral & ore whsle 4216 Electrical goods whsle 42161 Elec equip, widng supp, const matedai whsle 421610 Elec equip, widng supp, const material whele 42162 Electric appliance, TV, radio set whele 421620 Elec~c appliance, TV, radio set whsle 42169 Other electronic parts & equipment whsle 421690 Other electronic parts & equipment whsle 4217 Hardware, plumb & heating equip & sup whele 42171 Hardware whsle 421740 Hardware whele 42172 Plumbing & heating equipment & supplies whsle 421720 Plumbing & heating equipment & supplies whsle 42173 Warm air heating & AC equip & supplies whele 421730 Warm air heating & AC equip & supplies whele · 42174 Refrigeration equipment & supplies whsle 421740 Reffigera6on equipment & supplies whsle 42186 Transportation equip, supplies (exc MV) whele 421860 Transportation equip, supplies (exc MV} whsle 42193 Recyclable matedal whsle 421930 Recyclabie matedal whele 42199 Other miscellaneous durable goods whsle 421990 Other miscellaneous durable goods whsle 4221 Paper & paper product whele 42211 Pdnting & writing paper whele 422110 Pdnting & writing paper whsle 42213 Induel~ial & personal service paper whele 422130 Industrial & personal service paper whsle 4222 Drugs & druggists' sunddes whsle 42221 Drugs & druggists' sundries whele 422210 Drugs & druggists' sundries whele 42232 Men's & boys' clothing & furnishings whele 422320 Men's & boys' clothing & furnishings whsle 42233 Women's, children's, infants' clothing whsle 422330 Women's, children's, infants' clothing whole 42247 Meat & meat product whsle 422470 Meat & meat product whsle 42248 Fresh fruit & vegetable whsle 422480 Fresh fruit & vegetable whsie 1.2 2A 8,849 735 1.2 2A 8,849 735 3.9 -1.8 21,929 1,822 22 -1.7 11,867 832 22 -1.7 11,867 832 4.2 -3.7 2,782 359 4.?. -3.7 2,782 359 11.9 -2.8 4,176 293 11.9 -2.8 4,176 293 3.3 0.6 3,210 338 3.3 0.6 3,210 338 1.0 1.0 18,237 849 1.0 1.0 18,237 849 2.7 1.7 23,272 1,096 2.7 1.7 23,272 1,096 0.2 2.7 3,105 174 0`2 2.7 3,105 174 7.2 1.0 8,375 344 7.2 1.0 8,375 344 -2.7 5`2 399 53 -2.7 5.2 399 53 1.6 12. 67,111 4,306 2.5 0.7 25,619 1,799 2.5 0.7 25,619 1,799 -0.3 3.0 6,948 375 -0.3 3.0 6,948 375 1.3 lA 34,544 2,132 1.3 1.4 34,544 2,132 2.5 0.0 36,289 2.927 1.0 0.5 18,913 1,414 1.0 0.5 18,913 1,414 6.0 -1.6 8,388 664 6.0 -1.6 8,388 664 1.7 0.6 6,464 632 1.7 0.6 6,464 632 4.1 -1.1 2,527 217 4.1 -1.1 2,527 217 1.5 1.1 3,700 315 1.5 1.1 3,700 315 -2.6 3.2 13,525 1,152 -2.6 3.2 13,525 1,152 1.0 -3.7 9,952 1,430 1.0 -3.7 9,952 1,430 7.8 2.9 47,215 1,940 -0.9 3.2 4,961 320 -0.9 3`2 4,961 320 -1.7 2.0 9,817 707 -1.7 2.0 9,817 707 4.7 2.6 25,420 728 4.7 2.ti 25,420 728 4.7 2.6 25,420 728 -1.8 4.5 4,679 353 -1.8 4.5 4,679 353 1.6 -0.4 3,572 425 1.6 -0.4 3,572 426 3.0 1.9 7,989 440 3.0 1.9 7,989 440 1.3 1.2 6,669 434 1.3 1.2 6,669 434 Page 8 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-Weat 98-01 NAICS fudust~ Name Employment LQ Mid-West 98.01 Mid-West 2001 Mid-West 2001 Establishment Total Total LQ Employment Establishments 42251 Grain & field bean whale 422510 Grain & field bean whsle 42252 Livestock whele 422520 Livestock whsle 42259 Other farm product raw material whsle 422590 Other farm product raw material whsle 4227 Petroleum & petroleum products whsle 42271 Petroleum bu~k stations & terminals 422710 Petroleum bulk stations & termleais 42272 Petroleum prod whsle (exc bulk sta, terminals) 422720 Petroleum prod whsle (exc bulk sta, terminals) 4228 Bear, wine, disfilled alcoholic beverage whsle 42281 Beer & ale whsle 422810 Beer & ale whsle 4228;2 Wine & disffiled alcoholic beverage whsle 422820 Wine & distilled alcoholic beverage whsle 4229 Miscellaneous nondurable goods whsle 42291 Farm supplies whsle 422910 Farm supplies whsle 42292 Book, pedodicel & newspaper whs~e 422920 Book, periodical & newspaper whsle 42293 Flewer, numery stock, florists' supplies whsle 422930 Flower, numery stock, florists' supplies whsle 42299 Other miscellaneous nondurable goods whsle 422990 Other miscellaneous nondurable goods whsle 44 Retail trade 441 Motor vehicle & parts dealem 4411 Automobile dealers 44111 New car dealem 441110 New car dealers 44112 Used car dealers 441120 Used car deatem 4412 Other motor vehicle dealers 44121 Recreational vehicle dealers 441210 Recreational vehicle dealers 44122 Motorcycle & beat & other MV dealers 441221 Mat~cycle dealers 441222 Boat dealers 441229 All other motor vehicle dealers 44132 Tire dealers 441320 Tire dealers 442 Fumiture & home furnishing stores 4422 Home fumishiogs stores 44221 Fl(x)r covedog stores 442210 Floor covering stores 44229 Other home furnishings stores 442291 Window treatment stores 442299 All other home furnishings stores 443 Electronics & appliance stores 4431 Electronics & appliance stores 4431t Appliance, 'IV & all other electronics stores 443112 Radio, television & other elec'u'onics stores 44312 Computer & software stores 443120 Computer & software stores 44313 Camera & photographic supplies stores 443130 Camera & photographic supplies stores 444 Bldg mater~l & garden equip & supp dealers 4441 BuiMiog material & supplies dealers -1.0 2.1 25,780 2,550 -1.0 2.1 25,780 2,550 -2.4 4.0 6,247 578 -2.4 4.0 6,247 578 -0.9 2.4 1,263 152 -0.9 2.4 1,263 152 -2.0 2.5 17,017 1,625 -2.1 2,5 13,206 1,173 -2.1 2.5 13,206 1,173 -1.7 2.4 3,811 452 -1.7 2.4 3,811 452 1.9 2.1 19,603 629 1.2 3.6 12,194 426 1.2 3.6 12,194 426 2.9 -2.0 7,508 203 2.9 -2.0 7,508 203 2.9 0.3 73,649 4,635 1.9 2.5 20,385 1,736 1.9 2.5 20,385 1,736 4.2 1.9 22,408 494 4.2 1.9 22,408 494 2.7 -3.7 7,214 430 2.7 -3.7 7,214 430 4.6 -2.2 14,787 1,573 4.6 -2.2 14,787 1,573 1.0 1.0 1,899,090 136,915 3.3 -1.9 231,167 16,232 4.1 -3.0 155,298 7,097 3.6 5.2 141,872 3,899 3.6 5.2 141,872 3,899 9.8 -14.1 13,426 3,198 9.8 -14.1 13,426 3,198 20.7 -14.7 18,024 2,043 21.0 -1.0 4,181 425 21.0 -1.0 4,181 425 20.6 -18.6 13,843 1,618 25.3 -25.5 5,958 584 11.5 -7.2 5,404 670 31.3 -30.5 2,424 364 5.1 -8.3 19,663 2,118 5.1 -6.3 19,663 2,118 8.2 -4.8 68,697 7,636 13.4 -7.1 33,923 4,209 6.8 -6.3 14,683 2,099 6.8 -6.3 14,683 2,099 19.2 -8.0 19,240 2,110 8.7 -11.0 932 241 20.5 -7.6 18,443 1,869 11.9 -7.6 57,270 5,895 11.9 -7.6 57,270 5,895 16.3 -12.0 44,267 4,124 21.8 -27.2 34,433 2,567 -5,0 3.3 9,997 1,434 -5.0 3.3 9,997 1,434 23.7 -3.2 3,004 337 23.7 -3.2 3,004 337 6.2 -0.5 180,934 14,517 6.5 0.3 144,358 10,391 Page 9 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 Mid-West 2001 Mid-West 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment Mid-West 200t Total Establishments 44411 Home centers 444110 Home centers 4442 Lawn & garden equip & supplies stores 44421 Outdoor power equipment stores 4~14210 Outdoor power equipment stores 44422 Nuree~ & ~rden centers 444220 Nurse~ & garden centers 4451 Grocery stores 44512 Convenience stores 445128 Convenience stores 4452 Specialty food stores 44521 Meat markets 445210 Meat markets 44522 Fish & seafood markets 445220 Fish & seafood markets 44523 Fruit & vagetable markets 445230 Fruit & vegetable markets 44529 Other specialty food stores 445291 Baked goods stores 445292 Confectionery & nut stores 445299 All other specialty food stores 4453 Beer, wine & liquor stores 44531 Beer, wine & liquor stores 445310 Beer, wine & liquor stores 44612 Cosmai~cs, beauty supplies & pe:fume stores 446120 Cosmetics, beauty suppSes & perfume st~res 44619 Other health & personal care stores 446191 Food (health) supplement steres 446199 Ali other health & personal care stores 448 Cloflfing & clothing accessories stores 4481 Clothing stores 44813 Children's & infants' clothing stores 448130 Children's & infants' clothing stores 44814 Family clalhing stores 448140 Family clothing sto~ 44819 O~er clathing stores 4483 Jewelry, luggage & leather goods skies ' 44831 Jewelry stores 448310 Jeweby stores 451 Sper0ng goods, hobby, book & music star~ 45tt Sporting goods, hobby, mus'~l instrument store 45112 Ho~oy, toy & gama steres 451120 Hobby, toy & gama stores 45114 Musical inal~'ument & supplies stores 451140 Musical inel~ument & supplies stores 4512 Book, pefiodicel & music stores 45121 Book stores & news dealers 451211 Bookstores 45122 Prerecorded tape, CD & record stores 451220 Prerecorded tape, CD & record stores 4529 O~er general merchandise stores 45291 Warehouse clubs & superstoms 452910 Warehouse clubs & superstores 45299 All c~er general merchandise stores 452990 Ag o~er general merchanclise stores 453 Miscelianesus store retailers 45321 Office supplies & stationery stores 453210 Office supplies & stationery stores 22.8 -38.2 46,479 652 22.8 -38.2 46,479 652 5.2 -2.8 36,576 4,126 9.9 5.6 4,532 698 9.9 5.6 4,532 698 4.6 -4.6 32,044 3,428 4.6 -4.6 32,044 3,428 #VALUE! -4.6 296,503 9,982 6,6 -34.9 15,329 2,376 6.6 -34.9 15,329 2,376 22.3 -32.3 20,695 3,257 11.8 1.0 6,395 857 11.8 1.0 6,395 857 5.9 -33.7 497 87 5.9 -33.7 497 87 8.7 -19.7 1,652 222 8.7 -19.7 1,652 222 31.9 -50.8 12,376 2,091 57.1 -87.5 5,053 770 -2.4 2.5 3,183 590 35.0 -72.4 4,025 731 1.7 -2.8 22,078 3,512 1.7 -2.8 22,078 3,512 1.7 -2.8 22,078 3,512 21.0 -10.7 9,739 1,056 21.0 -10.7 9,739 1,056 31.2 -18.7 12,456 1,843 38.6 -27.1 6,465 948 24.2. -10.4 5,991 895 3.1 6.6 149,500 16,452 4~8 10.1 109,455 9,861 9.6 -14.7 5,785 569 9.0 -14.7 5,785 569 8.8 9.3 47,349 2,244 8.8 9.3 47,349 2,244 4.0 -1.0 9,239 1,276 4.0 -1.0 9,239 1,276 6.5 -8.4 19,427 3,287 4.4 -8.7 18.392 3,094 4.4 -8.7 18,392 3,094 4.9 12.7 77,231 7,893 5.6 12.8 53,542 5,538 12.6 4.4 17,010 1,372 12.6 4.4 17,010 1,372 8.7 3.4 5,060 606 8.7 3.4 5,060 606 3.3 12.6 23,689 2,355 5.0 13.1 16,749 1,518 9.0 12.1 16,507 1,345 0.8 11.7 7,063 837 0.8 11.7 7,063 837 7.8 -28.8 90,721 3,526 3.8 -21.9 48,628 202 3.8 -21.9 48,628 202 11.7 -29.2 46,390 3,324 11.7 -29.2 46,390 3,324 3.9 7.5 106,821 15,507 11.5 -25.6 14,591 959 11.5 -25.6 14,591 959 Page 10 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS Industry Name Employment LQ Mid-West 98-01 Mid-West 200t Establishment Total LQ Employment 4533 Used merchandise stores 45331 Used memhandise stores 453310 Used merchandise stores 4539 Other miscellaneous store retailers 45391 Pet & pet supplies stores 453910 Pet & pet supplies stores 45392 Art dealers 453920 Art dealers 45399 All other miscellaneous store retailers 453991 Tobacco stores 453998 All other misc store retailers (exc tobacco) 454 Nonstom retailers 4541 Electronic shopping & mail-order houses 45411 Electronic shopping & mail-order houses 454110 Electronic shopping & mall-order houses 48 Tra~opmtation & warehousing 481 Air transporta6o~ 48t111 Scheduled passenger air transportation 4812 Nonscheduled air transpodafion 48121 Na~scheduled air transpoffatieo 481211 Nonscheduled chadered passenger air trans 481212 Nonscheduled chartered freight air bans 483112 Deep sea pesseoger treosportafion 483113 Coastal & Great Lakes f~eight transparteticn 4832 Inland water transportation 48321 Inland water transporla'~n 4841 General freight trucking 48411 General frsight t~al~ng, incal 484110 General freight trucking, local 48412 General freight tn~, long-distance 484121 General freight tracking, icng-distance; TL 4851 Urban transit systems 48511 Urban transit systems 485111 Mixed mode transit systems 4851 t9 Other urban transit systems 4853 Taxi & limousine service 48531 Taxi service 485310 Taxi service 48532 Limousine service 485320 Umouslae se~ice 4862 Pipeline transportation of natural gas 48621 Pipeline t~anspodatioo of natural gas 486210 Pipeline trausparlaaeo of natural gas 4871 Scenic & sightseeing transpoda0m3, land 48711 Scenic & sightseeing trar~po~ta§on, lend 487110 Scenic & sightseeing transporta~on, land 488 Transporta'~n support acUvi6es 4881 Air it-anspollafion support aclivffies 48811 Airpod oparatieos 488111 Air traffic coetm~ 488119 Other airport opera0ons 48819 Other air tra~spo~tafio~ suppod activities 488190 Other air transportation support ac~vities 4882 Rail transportation support activities 48821 Rail transparta~on support activities 488210 Rail transportation support activities 4883 Water transporta6(m support activities 48832 Marine cargo hand~ing Mid-West 2001 Total Establishments 11.8 5.6 14,154 2,165 11.8 5.6 14,154 2,165 11.8 5.6 14,154 2,165 2.2 -1.7 30,587 4,984 2.7 20.1 9~t 19 901 2.7 20.1 9,119 901 6.7 -6.7 2,381 645 6.7 -6.7 2,381 645 4.1 -9.9 15,984 2,966 8.1 -16.3 2,470 556 3.8 -8,5 13,568 2,410 3,1 4.8 86,902 5,935 9.6 -12.2 48,087 1,352 9.6 -12.2 48,087 1,352 9.6 -12.2 48,087 1,352 1.0 '1.0 534,031 30,014 1.8 0.9 93,752 570 1.5 0.1 81,305 302 02. 2.8 20,460 207 0.2 2.8 20,460 207 2.3 4.0 3,302 150 02. 52.6 17,805 26 24.7 77.1 30 3 -2.7 2.8 575 15 0.6 6.3 2,545 64 0.6 6.3 2,545 64 1.7 4.6 172,540 11,208 0.7 6.0 25,290 3,875 0.7 6.0 25,290 3,875 1,9 3.8 147,250 7,333 2.7 4,3 108,905 6,209 -0,8 5.5 2,673 80 -0.8 5.5 2,673 80 37.3 100.2 785 18 12.3 57.8 40 5 2.3 1.7 7,269 813 2.0 -0.3 3,508 355 2.0 -0.3 3,508 355 2.0 3,4 3,697 458 2.0 3.4 3,697 458 -4.9 3.1 t,650 174 -4.9 3.1 1,650 174 -4.9 3.1 1,650 174 -1,0 10.7 550 60 -1.0 10.7 550 60 -1.0 10.7 550 60 2.4 0.8 47,254 3,438 2.7 1.1 9,822 430 2.1 -0.4 4,529 197 na na 0 0 2.1 -0.4 4,529 197 4.1 2.5 5,701 233 4.1 2.5 5,701 233 2.3 0,7 5,287 167 2.3 0.7 5,287 167 2.3 0.7 5,287 167 3.1 -4.4 3,447 162 1.3 0.0 629 43 Page 11 Screen 2: High Growth Industries in the Midwest (Survivors) HAke_ $ Industry Name 488320 Marine cargo hamffmg 4884 Road transportation suppo~ ac~,ifles 48841 Motor vehicle towing 488410 Motor vehicle towthg 48849 Other road transportation suppert activities 488490 Other mad trans~ suppert acitvifies 4885 Freight transportation arrangement 48851 Freight tmnsporiation arrangement 488510 Freight tmnspertation arrangement 4889 Other transportation support activilies 48899 Other transportation suppod actk, ities 488991 Packthg & c~ating 488999 All other transpodaf~a support activities 4.92 Couriers & messengers 4921 Couriers 49211 Coufiem 492110 Couriers 493 Warehousing & storage 4931 Warehousing & storage 49311 General warehousing & storage 493110 General warehousing & storage 49312 Refrigerated warehousing & storage 493120 Refrigerated wamhousiag & storage 49313 Farm product warehousing & storage 493130 Farm product warehousing & storage 51 Information 51222 Integrated record preduc'~n, distribution 512220 Intagmted record pmduc',km, distribution 51229 Other sound recording industries 512290 Other $oued recording indusbies 513 Broadcaslthg & teleoammunfcatfl:ms 51311 Radio broadcastir~ 513112 Radio stations 5132 Cable networks & program disbibution 51321 Cable netwo~s 513210 Cable networks 51322 Caule & other program disi~butiofl 513220 Cable & other pragmm disf~bution 5133 Telecommunications - · 51332 Wireless telecom carders (exc satel#te) 513322 Cellular & other wireless telesommunfcafions 51333 Telecommunications resellers 513330 Teleesmmoaicalfons resellers 51334 Satellite telecommunications 513340 Satellite telecommunications 51339 Other teleoammunicafines 513390 Other telecommunicaficns 514 Im~Taalion & data processing services 5141 Information services 51411 News syndicetes 514110 News syndicates 51419 Other infermat~on services 514191 On-line information services 514199 All other information services 52 Finance & insurance 52t Monetary authorities - central bank 5211 Monetary authorities- central bank Mid-West 98-01 Mid-West 2001 Mid-West 2001 Mid-West 98-01 Establishment Total Total Employment LQ LQ Employment Establishments 1,3 0.0 629 43 4.6 2.7 6,340 769 2.6 0.4 4,704 641 2.6 0.4 4,704 641 11.2 19.5 1,646 128 11.2 19.5 1,646 128 1.8 -0.7 19,998 1,733 1.8 -0.7 19,998 1,733 1.8 -0.7 19,998 1,733 2.6 17.8 2,766 177 2.6 17.8 2,766 177 0.6 16.1 2,605 153 7.7 32.6 260 24 -1.1 3.1 66,852 1,600 -1.1 5.8 58,140 785 -1.1 5.8 58,140 785 -1.1 5.8 58,140 785 2,4 2.4 19,004 930 2,4 2.4 19,004 930 3.4 4.1 11,258 559 3.4 4.1 11~58 559 4.9 0.8 5,422 153 4.9 0.8 5,422 153 3.0 12-3 490 87 3.0 12.3 490 87 1.0 1.0 433,085 16,517 4.2. -0.5 150 17 4.2 -0.5 150 17 2.4 -0.2. 566 39 2.4 -0.2 566 39 1.5 2.2 198,425 7,867 1.0 0.3 19,744 949 2.0 0.3 20,887 911 3.8 4.0 25,662 905 4.8 0.3 2,334 84 4.8 0.3 2,334 84 3.5 4.6 24~248 82t 3.5 4.6 24,248 821 1.5 2.4 141,119 5,807 2.5 4.5 21,738 1,424 4.5 8.5 17,015 %084 2.9 1.2 5,715 226 2.9 1.2 5,715 226 1.2 -0.1 1,834 64 1.2 -0. I: 1,834 64 1t.7 5.2 1,165 t16 tl.7 5.2 1,165 116 2.6 2.3 69,294 2,262 8.1 4.2 14,753 1,140 1.1 0.2 1,117 49 1.1 0.2 1,117 49 10.7 5.6 12,398 888 11.7 5.7 12,306 846 19.9 2.9 838 42 1.0 t .0 908,978 58,807 0.5 32.2 5,660 11 0.8 32.2 5,660 11 Page 12 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS Industry Name Employment LQ Mid-West 98-01 Mid-West 2001 Mid-West 2001 Establishment Total Total LQ Employment Establishments 52111 Monetary a~thedfies - central bank 521110 Monetary authorities - central bank 522 Credit intermediation & related activ[fies 52219 Other depository credit intermediafian 522190 Other depository credit intermediatian 5222 Nondepository credit intermediatian 52221 Credit card issuing 522210 Credit card issuing 52222 Sales financing 522220 Sales financing 52229 Other nondepository credit intermediatian 522292 Real estate credit 522293 international trade financing 5223 Activities related to credit intermediafion 52231 Mortgage & nonmortgage brokers 522310 Mortgage & nonmortgage brokers 52232 Financial cleadngdeuse & reserve acfivifies 522320 Financial clearinghouse & reserve activities 52239 Other credit intermediafion activities 522390 Other credit intermediation activities 523 Security, commodity contracts & like activity 5231 Scrty & comdty contracts intermed & brokerage 52312 Secudfies brokerage 523120 Securities brokerage 52313 Commodity contracts dealing 523130 Commodity contracts dealing 5232 Secutifies & commodity exchanges 52321 Secudfies & commodity exchanges 523210 Secudfies & commodity exchanges 5239 Other financial investment activities 52391 Miscellaneous intermediation 523910 Miscellaneous intermediafion 52392 Portfolio management 523920 Portfo~o management 52393 Investment advice 523930 tnvestroent advice 52399 All other financial investment activities 523991 Trust, fiduciary & custody activities 523999 Misce[tsneo~s financial investment activities 524127 Direct title iesumnce carriers 524128 Ail other direct insurance carriers 52413 Reinsurance carriers 524130 Reinsurance can~ers 524298 All other insurance rela~ed activities 525 Funds, trusts, & other financial vehicles (part 5259 Other investment pooJs & funds 52591 Open-end investment funds 525910 Open-end investment funds 52593 Real estate investment trusts 525930 Real estate investment trusts 52599 Other financial vehicles 525990 Other financial vehicles 0.8 32,2 5,660 11 0.8 32.2. 5,660 11 0.6 2.2 387216 22,987 0.0 26.8 20 6 0.0 26.8 20 6 3.5 2.8 76,035 5,394 36.0 -2.1 11,543 188 36.0 -2.1 11,543 188 2.5 3.9 23,500 967 2.5 3.9 23,500 967 0.7 2.8 42,756 4,239 3.5 7.5 29,504 2,052 -82 8.4 211 21 1.7 5.9 34,210 2,705 32 6.8 9,750 1,359 32 6-8 9,750 1,359 5.4 1.1 10,060 210 5.4 1.1 10,060 210 0.3 5-9 15,474 1,136 0.3 5.9 15,474 1,136 4.5 5.5 121,491 10,155 3.3 4-8 68,253 5,934 5.8 8.0 38,978 4,386 5.8 8.0 38,978 4,386 4.8 5.7 2,588 247 4.8 5.7 2,588 247 1.3 -1.4 2,655 18 1.3 -t.4 2,655 18 1.3 -1.4 2,655 18 4.7 7.0 45,905 4,203 " 10-8 -0.4 4,788 638 10.8 -0.4 4,788 638 3.7 0.1 20,484 1,251 3.7 0.1 2O,484 1,251 9.8 19-8 10,022 1,902 9,8 19.8 10,022 1,902 6.4 4.9 13,639 412 15.1 3.9 t4,313 350 10.7 12.8 1,459 62 8.9 13.0 6,076 402 7.8 28.2 318 39 8.4 10.3 1.940 83 8A 10.3 1,940 83 10.7 3.6 9,829 380 4.0 8.6 3,065 186 4.0 8.4 3,065 185 -10.9 8.9 82 24 -10,9 8.9 82 24 6.8 3.2 2,277 104 6.8 3.2 2277 104 29.6 24.1 630 57 29.6 24.1 630 57 53 Real estate & rental & leasing 53113 Lessors of miniwarehouses & self storage units 531130 Lessors of miniwarehouses & serf storage units 5312 Offices of real estate agents & brokers 53121 Offices of real estate agents & brokers 531210 Offices of real estate agents & brokers 1.0 1.0 220,315 32,663 4.3 7.3 1,922 597 4.3 7.3 1,922 597 2.4 2.7 34,459 7,932 2.4 2.7 34,459 7.932 2.4 2.7 34,459 7,932 P~e13 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 Mid*West 2~01 Mid-West 2001 Mid-West 98-01 Establishment Total Total NAICS Industry Name Employment LQ LQ Employment Establishments 5313 Activities related to real estate 53131 Real estate properly7 managers 531311 Residential property managers 531312 Nonresidential property managers 53139 Other activities related to real estate 531390 Other activities related to real estate 5321 Automotive equipment rental & leasi~J 53211 Passenger car rental & leasing 532111 Passenger car rental 532112 Passenger car leasing 53212 Truck, ~titlty trailer & RV rental & leasing 532120 Truck, utility trailer & RV rental & leasing 53222 Formal wear & costume rental 532220 Formal wear & costume rental 53229 Other consumer goods rental 532291 Home health equipment rental 532292 Recreational goods rental 532299 All other consumer goods rental 5324 Commercial, industrial equip rental & leasing 53241 Const, trues, mining equip rental & leasing 532412 Const, mining, forestry equip rental & leasing 533 Lessors of other nonfinanciel intangible asset 5331 Lessors of other nonfieanciel intangible asset 53311 Lessors of other nonfinanciel intangible asset 533110 Lessors of other nonfinanciel intangible asset 54 Professional, scientific & technical services 541 Professional, scientific & technical services 541213 Tax preparation services 54131 Architectural services 541310 Architectural services 54135 Building inspection services 541350 Building inspection services 54149 Other specialized design services 541490 Other specialized design services 5415 Computer systems design & related services 54151 Computer systems design & related services 541511 Custom computer programming services 541512 Computer systems design services 541519 Other computer related services 5416 Management, sci & tach consulting services 54161 Management consel6ng services 541611 Admin & gee management consulting services 541612 Human res & exec search consulting services 541613 Marketing consulting services 541614 Process, phys dist & log consu~tthg services 541618 Other management consulting services 54162 Environmental consulting services 541620 Environmental consulting services 54169 Oth scientific & technical consu~Jng services 541690 Otb scientif'~c & technical consulting services 5417 Scientific R&D services 54171 R&D in physical, ~ngineedng & life sciences 541710 R&D in physical, engineering & life sciences 54172 R&D in social sciences & human~ies 541720 R&D in social sciences & humanities 54182 Public relations agencies 541820 Public relations agencies 54193 Transiafion & interpretation services 1.7 4.6 58,630 6,568 2.0 4.4 48,191 3,738 2.7 4.6 32,841 2,591 0.9 4.0 15,410 1,147 0.3 6.7 5,194 1,124 0.3 6.7 5,194 1,124 1 .O 2.1 20,146 1,309 1.8 -0.5 14,496 491 1.8 0.3 11,451 367 12.3 -2.7 5,115 124 -0.7 3.8 5,709 818 -0.7 3,8 5,709 818 1.6 -1.6 2,408 308 1.6 -1.6 2,408 308 5.3 12.9 6,802 875 12.8 42.8 3,011 320 6.0 5.6 785 t99 1.7 2.8 3,218 356 2.1 2.1 17,628 1,335 5.0 7.7 7,260 528 5.3 10.0 4,616 428 2.9 3.3 2,772 219 2.9 3.3 2,772 2t9 2.g 3.3 2,772 219 2.9 3.3 2,772 219 1.0 1.0 773,065 84,562 1:0 1.0 773,O65 84,562 1.0 1.9 22,622 1,941 1.3 0.3 23,408 2,472 1.3 0.3 23,408 2,472 1.0 2.0 1,563 410 1.0 2.0 1,563 410 3,5 6.7 360 97 3.5 6.7 360 97 2.2 2.2 130,158 12,271 2.2 2.2 130,158 12,271 1.7 2.8 58,176 5,191 3.0 0.0 54,756 4,48t 4.2 6.3 10,477 2,460 3.0 4.4 105,443 12,907 3.2 4.3 94,059 10,189 3.0 4.5 48,463 4,278 3.6 1.7 21,805 2,380 2.6 5.9 15,928 2,38t 5.4 4.4 6,360 586 3.8 10.2 t,633 564 1.6 4.9 4,451 79O 1.6 4.9 4,451 790 1.4 4.3 6,953 1,928 1.4 4.3 6,953 1,928 2.0 3.5 22,974 1,028 2.4 3.9 20,036 831 2.4 3,9 20,036 831 -0.2 2.2 2,903 197 -0.2 2.2 2,903 197 1.7 -1.8 5,596 656 1.7 -1.8 5,596 656 3.0 5.1 723 120 Page14 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS Industry Name Employment LQ Mid-West 98-01 Mid-West 2001 Mid-West 2001 Establishment Total Total LQ Employment Establishments 541930 Translation & interpretation services 54194 Veterinary sen/ices 541940 Veterinary sen/ices 54199 Ali otb prof, scientific & technical services 541990 All otb prof, scientific & technicat services 3.0 5.1 723 120 1.3 0.4 29,205 3,394 1.3 0.4 29,205 3,394 6.6 13.6 5,885 1,397 6.6 13.6 5,885 1,397 55 Management of companies & enterprises 551 Management of companies & enterprises 5511 Management of campanies & enterprises 55111 Management of companies & enterprises 551112 Offices of other holding companies 1.0 1.0 440,893 5,950 1.0 1.0 440,893 5,950 1.0 1.0 440,893 5,950 1.0 1.0 440,893 5,950 5.7 0.2 22,385 926 56 Admie, support, waste mgt, remediation services 561 Administrative & support services 5611 Office administrative sen/ices 56111 Office administrative services 561110 Office administrative services 5612 Facilities support services 56121 Facilities support services 561210 Facilities support services 5613 Employment services 56131 Employment placement agencies 561310 Employment placement agencies 56132 Temporary help services 561320 Temporary help services 56133 Employee leasing services 561330 Employee leasing services 56144 Co[lecfion agencies 561440 Collection agencies 56149 Other business support servica$ 561499 All other business support services 56162 Security systems services 561621 Secadty systems services (except locksmiths) 56173 Landscaping services 561730 Landscaping services 56179 Other services to buildings & dwellings 561790 Other services to buildfngs & dwelllogs 5619 Other support services 56199 AI~ other support services 561990 All other support services 5622 Waste treatment & disposal 56221 Waste treatment & disposal 562212 Solid waste landfifi 562213 Solid waste combusthrs & incinerators 56291 Remediation services 562910 Remediatioa services 56299 All other waste management services 562998 Ali other miscellaneous waste management 61 Educational services 611 Educational services 6111 Elemeatary & secondary schools 61111 Elementary & secondary schools 611110 Elementary & secondary schools 6112 Junior colleges 61121 Junior colleges 611210 Junior colleges 6115 Technical & trade schools 61151 Techoical & trade schools 1.0 1.0 1,015,784 43,173 1.0 1.1 980,471 40,640 2,0 2.9 47,876 3,18t 2.0 2.9 47,876 3,181 2.0 2.9 47,876 3,181 9.3 6.8 6,679 342 0.3 6.8 6,679 342 0.3 6.8 6,679 342 1.3 5.1 461,403 5,407 7.3 9.9 30,181 1,282 7.3 9.9 30,181 1,282 -0.3 5.0 282,755 3,571 -0.3 5.0 282,755 3,571 5.1 -2.0 148,702 554 5.1 -2.0 148,702 554 2.3 -2.5 18,691 64~ 2.3 -2.5 18,691 645 5.0 3.3 8,243 748 7.7 13.6 6,569 262 1.4 0.4 15.445 928 1.8 1.0 13,811 517 2.0 4.6 38,929 8,237 2.0 4.6 38,929 8,237 3.0 4.9 3,713 723 3.0 4.9 3,713 723 3.3 -1.7 71;410 3,498 5.3 -2.1 50,358 2,639 5.3 -2.1 50,358 2,639 3.3 4.5 7,258 421 3.3 4.5 7,258 421 6.7 7.1 5,385 305 11.4 2.1 200 13 0.2 2A 4,087 248 0.2 2.4 4,087 248 1.8 2.4 3,712 542 3.2 23.7 765 70 J.0 1.0 332,270 8,135 1.0 1.0 332,270 8,135 1.0 0.1 96,415 2,576 1.0 0.1 96,415 2,576 1.0 0.1 96,415 2,576 1.7 0.7 8,168 101 1.7 0.7 8,168 101 1.7 0.7 8,168 101 1.5 0.8 8,341 761 1.5 0.8 8,341 761 Page 15 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 Mid-West 2001 Mid-West 98-01 Establishment Total NAICS Industry Name Employment LQ LQ Employment Mid-West 200t Total Establishments 611512 Flight training 611519 Other technical & trade schools 6116 Other schools & instruction 61161 Fine arts schools 611610 Fine ar~s schools 61162 Sports & recreation instruction 611620 Sports & recreation instruction 61169 All other schools & instruction 611691 Exam preparation & tutoring 611692 Automobile driving schools 611699 All other miscellaneous schools & instruction 6117 Educational support services 61171 Educational support services 611710 Educational support services 62 Health care and social assistance 621 Ambalstory health care services 6211 Offices of physicians 62111 Offices of physicians 621111 Offices of physicians (exc mental health) 6212 Offices of dentists 62121 Offices of dentists 621210 Offices of dentists 62131 Off'~ces of chiropractors 621310 Offices of chiropractors 62132 Offices of optomethsts 621320 Offices of optometrists 62133 Offices of other mectal health practitioners 621330 Offices of other mental health practifloeam 62134 Offices of PT, OT, speech therapy & audiology 621340 Offices of PT, OT, speech therapy & audiology 62139 Offices of all other health pracfitionem 621399 Offices of all other misc health practitioners 6214 Outpatient care centers 62149 Other outpa~ent cam centers 621492 Kidney dialysis cePlem 6215 Medical & diagnos~c laboratories 62151 Medical & diagneslclabomtories 621512 Diagnostic Imagic9 centers 6219 Other ambulatory health care services 62191 Ambalance services 621910 Ambulance services 62199 All other ambalatory health care services 621991 Blood & organ banks 621999 All oth misc ambalatory heatih care services 6223 Other specialty hosp;fals 62231 Other specialty hospitals 622310 Other specialty hospitals 623 Nursing & residential care facili6es 6232 Residential mental retardation, health fscil 62321 Resideatial mental retardation facilities 623210 Residential mental retardation facilities 62322 Residential mental health, subst abuse facil 623220 Residential mental health, subst abuse facil 6233 Community care facilities for the elderly 62331 Community care fscilifies for the elderly 623311 Continuing care reltmment communities 623312 Homes for the aldedy 6239 Other residential care facilities 7.7 0.8 1,173 104 2.3 1.0 4,231 296 3.9 2.3 23,499 3,057 1.9 1.4 6,711 993 1,9 1.4 6,711 993 3.5 2.9 5,139 842 3.5 2.9 5,139 842 5.4 2.8 10,775 1,143 6.3 4.5 4,556 393 5.0 2.6 1,153 199 4.0 1.8 4,996 551 1.3 1.6 4,865 489 1.3 1.6 4,865 489 1.3 1.6 4,865 489 1.0 1.0 1,960,748 77,901 1.4 0.6 570,345 49,108 3.2 0.4 218,974 17,554 3.2 0.4 218,974 17,554 3.4 0.4 213,717 16,465 1.7 -0.1 89,675 13,669 1.7 -0.1 89,675 13,669 1.7 -0.1 89,675 13,669 1.9 2.2 16,544 4,959 1.9 2.2 16,544 4,959 1.3 0.4 11,532 2,085 1.3 0.4 11,532 2,085 2.8 1.0 6,386 1,352 2.8 1.0 6,386 1,352 -1.7 4.0 15.146 1,643 -1.7 4.0 15 ~,16 1,643 2.4 1.1 7,999 1,620 2.7 4.0 4,346 739 1.5 0.6 85,906 2,528 1.6 0.7 67,184 1,492 7.2 13.7 4,880 277 0.2 6.6 13,9;'6 921 0.2 6.6 13,976 921 4.1 5.0 4,549 397 1.6 1.3 24,766 921 0.6 2.6 11,907 509 0.6 2.6 11,907 509 2.7 -0.3 12,859 412 1.5 -2.9 7,248 176 4.4 2.0 5,611 236 0.4 11.8 8,455 37 0.4 11.8 8,455 37 0.4 11.8 $,455 37 0.5 2.3 413,747 9,807 0.7 3.7 74,304 3,943 0.7 4.2 57,967 3,000 0.7 4.2 57,967 3,000 0.8 2.3 16,337 943 0.8 2.3 161337 943 3.2 2.8 67,669 2,328 3.2 2.8 67,669 2,328 1.5 4.9 40,060 581 6.3 2.1 27,609 1,747 1.9 1.0 22,907 819 Page 16 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS Industry Name Employment LQ Mid-West 98-01 Mid-West 2001 Mid-West 2001 Establishment Total Total LQ Employment Establishments 62399 Other residential care facilities 623990 Other residential care facilities 624 Social assistance 6241 Individual & family services 62411 Child & you~ services 624110 Child & youth services 62419 Other individual & family services 624190 Other individual & family services 6242 Community, emergency & other relief services 62422 Communily housing services 624221 Temporary shetiem 624229 Other community housing services 62423 Emergency & other relief services 624230 Emergency & other relief services 6243 Vocatienal rehabilitation serif ices 62431 Vocafiena! rehabilEefion se~ices 624310 Vocational rehabilitation services 6244 Child day care services 62441 Child day care services 624410 Child day care services 71 Arts, entertainment & recreation 711 Performing arts. spectator spurts, & related in 7112 Spectator spurts 71121 Spectator spurts 711211 Sports teams and clubs 711219 Other spectator sports 7113 Promoters of entedainment events 71131 promoters of entertainment events with facility 711310 Promoters of entertainment events with facility 7'!~!4 Agents, managem fo~ artists & other public fig 71141 Ager~s, mseagem for artists & other public fig 711410 A~gents, managers for artists & other public fig 7115 Independent artsts, writers & performers 71151 Independent artists, writers & performers 711510 independent artists, wdiem & pedormers 7121~J Museums 712110 Museums 71219 Nature parks & other similar institutions 712190 Nature parks & other similar institutions 7132 Gambling industries 71329 Olher gambling industries 713290 Other gambling industries 71392 Skiing facilities 713920 SUing facilities 71394 F'~these & recreational sports centsrs 713940 Fitness & recreational spurts centers 7'~399 All other amusement & recreation industries 713990 Ail other amusement & recreation industries 1.9 1.0 22,907 819 1.9 1.0 22,907 8t9 2.3 1.5 291,328 17,970 1.9 1.7 123,375 6,952 1.6 1 .t 22,255 1,343 1.6 1.1 22~55 1,343 3.1 2.1 54,858 3,458 3.1 2.1 54,858 3,458 2.4 0.3 16,065 1,497 3.4 1.3 9,949 689 3.5 2.1 6,942 357 3,2 0.5 3,108 332 2.5 -1.9 2,377 257 2.5 -1.9 2,377 257 3.1 1.4 61,513 1,277 3.1 1.4 61,513 1,277 3.1 1.4 61,513 1,277 2.3 1.7 89,760 8,244 2.3 1.7 89,760 8,244 2.3 1.7 89,760 8,244 1.0 #VALUE! 3.1 3.1 9.6 5.0 2,8 7.8 7.8 #VALUE! #VALUE! #VALUE! 3.9 3.9 3.9 2.1 2.1 -0.4 -0.4 2.9 19.4 19.4 1.8 1.8 1.9 1.9 1.3 1.3 1.0 215,856 13,345 1.0 #VALUE! 3,414 5.7 13,217 563 5.7 13,217 563 13.0 6,352 101 10.3 1,352 316 1.8 6,252 607 12.7 4,830 136 12.7 4,830 136 0.5 #VALUE! 211 0.5 fAfALUE! 211 0.5 #VALUE! 211 5.9 3,217 1,004 5.9 3,217 1,004 5.9 3,217 1,004 1.7 11,157 516 1.7 11,157 516 4.4 516 82 4.4 516 82 -18.4 39,238 314 -20.9 14,397 214 -20.9 14,397 214 8.8 4,589 52 8.8 4,589 52 9.5 52,748 2,931 9.5 52,748 2,931 1.5 11,084 1,879 1.5 11,084 1,879 72 Accoremodatieu & food services 7211 Traveler accommodation 72119 Other trave~e~ accommodation 721191 Bed & breakfast inns 721199 Ail other traveler accommodation 7212 RV parks & recreational camps 72121 RV parks & recreational camps 721214 Recreatieaal, vacation camps (exc campgrounds) 722 Food services & drinking places 1,0 1.0 1,216,586 69,972 #VALUE! -1.8 153,992 6,217 21.9 1.3 2,422 432 10.0 1.0 1,403 235 10.9 1.6 676 197 5.3 4.5 3,966 961 5.3 4.5 3,966 961 5.1 6.2 2,680 499 1.2 1.1 1,040,622 62,350 Page 17 Screen 2: High Growth Industries in the Midwest (Survivors) Mid-West 98-01 NAICS lndust~ Name Employment LQ Mid-West 98-01 Mid-West 2001 Mid-West 200t Establishment Total Total LQ Employment Establishments 7221 Full-service restaurants 72211 Fuli-service restaorants 722110 Full-sa'vice restaurants 722213 Snack & nonalcoholic beverage barn 7223 Special food se,-vices 72231 Food sen, ice contractors 722310 Food service contractors 72232 Caterers 722320 Caterers 1.0 2.0 486,905 23,159 1.0 2.0 486,905 23,159 1.0 2.0 486,905 23,159 4.7 -3.9 39,493 4,102 2.3 -9.5 68,981 3,751 1.0 -5.7 51,361 2,336 1.0 -5.7 51,361 2,336 8.2 -16.3 15,751 1,069 8.2 -16.3 15,751 1,069 8t Other services (except public administration) 81112 Automotive body, paint, interior & glass repair 811121 Automotive body, paint & interior R&M 81119 Other automo~ve R&M 811192 Car washes 811198 All other automotive R&M 811213 Communication equipment R&M 811219 Other eleca'onic & pmciaioa equipment R&M 8121 personal care services 81219 Other personal cam services 812191 Dist & weight reducing centers 812199 Other personal care services 81291 Pet care (except veiarthaiT) smvices 812910 Pet care (except vetadna~) services 81293 Parking lots & garages 812930 Parldng lets & garages 81299 All other personal services 812090 Ail other personal se~P,.es 813 Religious, grantmaldng, civic, prof& like orga 8131 Religious orgaalzaSons 81311 Religiaus organizations 813110 Religious orgaalzatio~s 8132 Grentmaking & giv~g services 81321 Grentmaking & giving services 8132t I Grantmaking foundaSons 813219 Other grantmaking & giving se~vicns 8133 Social advocacy o~janiza0ons 81331 Social advocacy organtzafions 813311 Human fights organizations 813312 Environment & wildlife organiza8ons 813319 Other social advocacy o~Janizations 8134 Civic & social organizations 81341 Civic & soci~ ergan[zaSons 813410 Civic & social orga~izaSons 81391 Busiaess aseocial~ons 813910 Business associations 81392 Professional organ~-aliens 813920 Professional erganizalions 1.0 1.0 715,724 95,903 0.8 3.1 33,854 5,889 1.0 2.7 30,267 5,150 1.8 -1.2 31,529 3,483 1.9 -1.9 20,152 2,164 3.3 3.1 2,399 309 -0.6 4.5 1,585 191 8.7 -2.1 2,796 342 1.8 2.9 74,427 12,2.59 4.1 -7.1 9,885 1,702 2.5 8.7 2,872 324 4.5 -11.6 7,013 1 ;378 6.1 -14.4 3,757 986 6.1 -14.4 3,757 986 4.7 -14.6 10,193 1,045 4.7 -14.6 10,193 1,045 8.1 -39.7 5,767 1,114 8.1 -39.7 5,767 1,114 1.4 -0.8 377,496 41,587 1,5 -1.2 215,659 24,160 1.5 -1.2 215,659 24,169 1.5 -1,2 215,659 24,169 2.3 -7.2 14,875 1,646 2.3 -7.2 14,875 1,646 3.9 -9.1 4,960 774 ~.6 -8.1 4,434 449 6.1~ -18.2 14,570 1,511 ~.1 -18.2 14,570 1,511 ~.0 -25.7 3,276 277 5.4 -15.4 4,355 528 5.7 -17.5 7,001 706 1.2 0.8 57,122 4,833 1.2 0.8 57,122 4,833 1.2 0.8 57,122 4,833 2.4 -3.2 19,184 2.614 2.4 -3.2 19,184 2,614 1.2 5.5 14,041 1,021 1.2 5.5 14,041 1,021 Page 18 0 8. RFP Solicitation DEV~O~ EVALUATION FORM CONSULTANT: EVALUATION CRfrI~J.A SCORE COMMENEFS 1. Experience in developing, marketing, and/or managing mixed-use developmenL 2. Demonstrated ability to develop pro~s that ~re a "correct fit" with the neighborhood. 3. Qualification of hhe development team. 4. Experience in project management and compliance wilh Imdgeis and schedules. 5. Ability ~o provide fJlla~ia! resources. 6. Demonsl~ated architectural and urban design experienc~ 7. Experience wihh cor~h,~ed development si~es. Strategy for complying with MTDB's DBE goals? (yes or no) Are local firms a part of the development team? (yes or no) TIMELINE JOINT DEVELOPMENT Date Feb. 6 March 6 March 13 March 20 April 17 May 5 June 5 June 9 July 9 Aug. 7 Aug. 14 Agreement Nov. 20 Task Executive Committee initiates process Executive Committee approval of Request For Qualification Board approval of RFQ and process ~ssue RFQ and advertise availabRity Pre-submission Conference RFQ proposals Due Executive Committee approval of short list and issuance of Request For Proposals (RFP) Issues RFP RFP Responses Due Staff recommendation to Executive Committee Board selection of a developer and approval of an Exclusive blegotiation (E~A) Board approval of a Development Agreement Note: This is a best-case scenario that does not include additional time to remedy contamination, utility relocation or other environmental issues. ATTACHMENT DEVELOPER: Name:. Address: Telephone & Fax: CONFIDENTIAL DEVELOPER'S STATI/MENT OF QUALn~ICATION AND FINANCIAL RESPONSIBILITY 2. Is the developer a subsidiary of or affiliated with any other corporation(s), joint venttrre(s) or m-re(s)? If yes, List each such corporation, joint venture, or firm by name and address, specify its relationship to the developer, the percentage of interest of the partners, and identify the officers and directors or trustees common to the developer and such other corporation or firm. 3. The following individual(s) is authorized to negotiate on behalf of the development entity/team and the following individuals are responsible for project execution: Nanle: Position: Telephone & Fax: 4. Financial Capacity: A. The financial condition of the developer and each of the principal parties of the developer is reflected in the financial statement(s) submitted under separate cover, marked #confidentiaL' (Only one set needs to be submitted). The financial statement should be an audited financial statement. Submit the latest audited financial statement available and the latest unaudited financial statement. B. Name and address of the Certified Public Accountant who preformed the audit end/or prepared the enclosed financial statement(s): C. Names and addresses of three bank references: Bank: Address: Contact Person: Telephone: Ba~: Address: Contact Person: Telephone: Bank: Address: Contact Person: Telephone: D. Names and Address of Business References: Company: Address: Relationship: Contact Person: Telephone: Company: Address: RelalSonship: Contact Person: Telephone: E. Has the developer or (if any) the parent corporation or any subsidiary or affiliated corporation of the developer's officers or principal members, shareholders or investors be~m adjudged bankrupt, either voluntary or involuntary, within the past 10 years? Yes No If yes, give date, place, and under what name? Fo Has the developer or (if any) the parent corporation or any subsidiary or affiliated corporation of the developer's officers or principal members, shareholders or investors been involved in litigation relating to a development project either voluntary or involuntary within the past three years? Yes No If yes, give date, place, general description and current status: G. Total amount of developer work completed by developer during the last three years: $ H. Projects currently in planning or development by the developer or principals of the development entity:. Does any member of the developer's corporation/partnership have any known relationship in connection with implemenling the project with any member of the governing body of the agency to which the accompanying proposal is being made, or to any officer or employee of the local public agency who exercises any functions or responsibililies in connection with the carrying out of the project under which the land covered by the developer's proposal is being made available? Yes: No If yes, explain: 6. Statements and other evidence of the developer's qualifications and financial responsibility (other than the financial statement referred to in Item 4A) are attached hereto and hereby made a part hereof as follows: Certification Ot~e)*, certify that this Developer's Statement of Qualifications and Financial Responsibility and the attached evidence of the developer's qualifications and financial responsibility, including financial statements, axe true and correct to the best of my (our) knowledge and belief. Signed: Dated: Signed: Dated: Signed: Dated: Signe& Dated: Signed: Dated: If the developer is a corporation, this statement should be signed by the president and secretary of the corporation; if an individual, by such individual; if a partnership, by one of the partners; if an entity not having a president and secretary, by one of its chief officers having knowledge of the financial status and qualifications of the developer; ATTACHMENT STATEMENT OF QUALIHCATIONS AND FINANCIAL RESPONSIBILITY L STATEMENT OF QUALIFICATIONS Each Offerer shall submit a Statement of Qualifications containing the irfformation outlined Identification of Offere~ and Associates Name, address and telephone number of the Offerer and the ~rincipal person assigned Identification of the type of legal entity with whom the XXXXXX would contract (individual, corporation, partnership, joint venture, other) and date of organizal~on- If the legal entity with which the X)CXXXX will contract is different from the parent company, please indicate whether the parent company will guarantee performance. Principals of the development organization (corporate officers, principal stockholders, general and limited partners) including names, addresses, title positions, descriptions of the character, ext~mt and percentage of interest in the organization. Designation of key consultants who would work with the Offerer on the Project, including planning, architecture, engineering, urban design and economics. Development Experience Description of the Offerers previous relevant project experience with the type of development proposed. Provide a brief description of each showing the location, date, size of development and other such information. Indicate the current status of each project and the specific role of the Offerer in the Project. Provide photographs if ava~able. H. CON PiD~'TIAL STATEMENT OF FINANCI/kL CAPABILITY (For confidential official use of the XXXXX and/or its agents) 1. a. Name of Offerer. b. Address of Offerer: Z The Land which the Offerer proposes to redevelop is described as follows: Development Pad (As shown on enclosed site map): a. The financial condition of the Offerer, as of xx xxxxx 2002, is as reflected in the attached financial statement. NOTE: Attach to ti-ds statement a certified financial statement showing the assets and the liabilities, hiduding contingent liabilities, fully it~_ed in accordance with accepted accounting standards and based on a proper audit. If the date of the certified financial statement precedes the date of this submission by more than six (6) months, also attach an interim balance sheet not more than sixty (60) days old. b. Name and adth~ess of auditor or public accotmtant who Performed the audit °n which said financial statement is based. If funds for the development of the land axe to be obtained from sources other titan the Off~er's own funds, provide a statement of the Offeret's plan for financing the acquisition and development of the land, indicating a proposed source and amount of equity investment, proposed source of debt financing, and evidence of ability to obtain financing. Sources and amount of cash avuflable to Offerer to meet equity requirement of the proposed undertaking:. a. In Banks: Name and Address of Bank Atnount b. By loans from affdiated or associated corporations or firms: Name and Address of Bank Amount c. By sale of readily salable assets: Description Market Value Mortgages or Liens Name and address of bank and financial institution references: 7o Has the Offerer or the parent corporation, or any subsidiary or affiliated corporalion, if any, of ~he Offerer or said parent corporation, or any of the Offerers officers or principal members, shareholders or investors, or othex inie~ested parties (as listed in the response to Item 3 of the "Statement of Qualifications" been adjudged bankrupt, either voluntary or involuntary, within the past 10 years? Yes No If yes, give date, place and under what name: Has the Offerer or anyone referred to in Number 7 above been indicted for or convicted of any felony within the past 10 years? Yes No If Yes, give for each case (a) date; (b) charge; (c) place; (d) couxt; and (e) action tal~en. Attach any explanation deemed necessary. Certification I (We) * , certify that this Confidential"Statement of Financial Capability~' and the attached evidence of the Offerer's financial responsi~ty, including financial statements, are true and correct to the best of my (our) knowledge and belief and ~tuest that the information be treated confidentially. Date: Name Title Firm Firm Address Name Title Firm Firm Address If the Offerer is a corporation, fids Statement should be signed by the President and Secretary of the corporation; if an individual, by such individual; if a partnership, by one of the partners; if an enl~ty not having a president or secretary, by one of ils chief officers having knowledge of the financial status and qualifications. 9. Outreach Synthesis Stakeholder and Delivery System Interviews DRAFT 8/14~03 Dubuque Downtown Master Plan Focus Group Script Synthesis Welcome and Ground Rules Thank you all for coming this morrdng/evening. My name is Anne Ricker. I am a principal in the Denver office of the Leland Consulting Group, a real estate strategy firm with a focus on downtown revitalization and urban infill strategies. I am part of the consultant team retained by the City of Dubuque to work with a citizen-staff downtown planning committee to prepare a master plan and revitalization strategy for Downtown Dubuque. You have been asked to attend this focus group meeting so that we can present some of the pre 'hminary ideas that have resulted from our work to-date and get your reactions to them. As part of the "delivery system" in you~ community - someone who affects delivery of projects and programs to the market - you have been identified as a valuable resource for growing our understanding of the potential barriers to investment and reinvestment downtown. Have any of you participated in a focus group before? You can see the tape recorder on the table. We will record what is said here tonight so we can be accurate in what we report to town officials. Now just forget the recorder is there! All of your answers are given in strict confidence. Your names will not be associated with your responses. I'd like to cover a few "ground rules" with you before we get started. First, we consider all of you experts. Second, there will be no right or wrong answers. We want your honest opinions..Ail of you have been selected because you are stakeholders in the community, and your perspectives about downtown are especially valuable. Finally, relax! We're hoping this will be both an educational and enjoyable process, Our discussion should only take about an hour. Ice Breaker Let's go around the table. invested in downtown. Just tell us your name, and briefly tell us how you are Creatin~ a Common Understanding of the Plan Great! Before I begin with some questions, I'd like to describe to you the primary purpose of the Downtown Dubuque Master Planning effort. The downtown master plan has its roots in the Downtown Vision plan completed over a year ago. The master plan, while called a plan, is truly a strategy to guide growth and development downtown, and move the Downtown Vision forward to implementation. With this objective in mind, I'd like to begin asking you some questions about your thoughts on the following downtown framework issues. Page J of q DRAFT 8/14/03 Districts Presentation of character district map 1 Do you agree with the way we have characterized the various areas of downtown? Generally, the participants agreed with the characterization. There was quite a bit of discussion around Central Avenue and its potential to transition over time given its relationship to residential areas. Also, there was some discussion about the relationship of the Port to Downtown (all were in favor of stronger connections). 2 Which district do feel offers the most immediate potential for inveStment? Why? 21~e two areas which the participants focused on the most were the Port (referring of course to the public investment, hotel / water park, and casino), Main Street and Bluff Street - they tended to focus on where investment was visible today, rather than speculating on wbere it might happen. 3 What will have to happen to encourage new development and redevelopment? Not everyone understood this question, but responses included - incentives to property owners, more vacant land, education of the commurdty about downtown, political support, etc. 4 Do you think development will happen by local property owners or out-of-town owners, first? Surprisingly - without exception - the respondents felt that investment would happen locally, first;, the developers end lenders seemed to understand the concept of local and out-of-town partners and that was a possibility for the larger projects. Depending on the participant's point of reference, the order of magnitude of investment was quite different including facade improvements, marketing plans, new development and redevelopment, etc. Framework Presentation of framework map Do you agree with the location of the gateways and other framework elements? Most of the participants understood the concept of a gateway and most agreed with their locatioru The only additional suggestion was to possibly incorporate a gateway between the Port and downtown were stronger connections to be developed. 6. Are you surprised by the number of historically significant properties? Most of the participants were surprised by the size of the inventory. They became more impressed when we shared our experience in other markets and that Dubuque's inventory was easily 10 times larger than the average downtown in a similar size community. 7. Do you agree or disagree with the identified opportunity sites? Why? Page 2 of 4 DRAFT 8/14/03 The partidpants initially tried to tie the "sites" to an "address." When we explained that the C0~ors were intended to communicate areas of investment, they seemed to generally ague. Interestingly, there was more talk about the warehouse area and other areas of influence around the study area. 8. Are there other locations which offer potential for investment? bio area was specifically referenced. Development Concepts Presentation of potential project concepts 9. Do you know people who would be interested in living in one of these projects? Many of the parQcipants qualified their respome to their own preference or their adult child's. II~ey also talked about stuges in their lives when downtown living might be most feasible. There was some discussion about downtown housing projects in other markets that they had seen and that "seemed successful." A few individuals talked about their lawns, gardens, access to schools - things they had on the fringe and which they weren't sure could be accomplished downtown~ 10. What would it take for you to shop in one of these retail projects? Relative to shopping - most of the respondents spoke about parking, ambiance, and merchandise_ No one appeared to think shopping on Hwy 20 was wildly hatter than downtown. There seemed to be an overall discontent with shopping throughout the regior~ 11. Assuming you work downtown, are their any inconveniences associated with this location? Among those participants that responded to fffis question, few if any identified any specific inconveniences - most seemed to like. One person told us that before working downtown they had some concerns, but that these had been allayed. 12. What other employment uses should be encouraged downtown? Fairly consistently, the participants felt that primary employment uses should be encouraged downtown. There was a surprising level of awaxeness that it takes bodies to support retail and that during the day that meant employees and that during the evening that meant residences. 13. Are there other opportunities that exist today that you would like the plan to consider? The responses to this question were highly reflective of the individual's interest - schools, tourism, living, shopping. There was some discussion about parking, events and regional transportation and how these are addressed downtown. One person brought up commercial property taxation and disincentives to invest. 14. What are precise issues or problems that the plan should address? See response to Q. 13 Page 3 of ,¢ DRAFT 8/14/03 15. What might interfere with future development and redevelopment projects downtown? Most of the responses to this question referenced the need for political support, patience and community education. There was some discussion about money and the ability to get projects financed. Success 16. FIow will you recognize a successful downtown 10 years from now? What will it look like? The responses to this question were brood including - lots of people, new buildings, more shopping opportunities, more housing, increase in revenue to the city, regional recognition, etc. That's the last of my questions! Thanks for your input. Page 4 of 4 Priority Interview Lis~ #1-Donors (No. 1) Dubuque Board of Realtors Brad Brissey 583-173 Capri College Chuck Fiegen 588-2379 Katherine Krieg Dubuque Greyhound Park and Casino forme~ City Councilperson 582-3647 Dubuque Bank and Trust Doug Stillings 589-200~ American Trust and Savings Bank Nicholas Schrup RI 582-1841 Diamond Jo Casino Natalie Schram 583-7005 Fischer Companies Jim Pfobl 583-3526 McKesson Carp. Lori Fischer Woodward Communications Robert Woodward 588-5611 ABiant Energy John Larsen 583-2.635 Dubuque Area Chamber of Commen:e Steward Sandstrom 557-9200 Dubuque Board of Realtors Brad Brissey 583-1737 Capri College Chuck Fiegen 588-2379 Premie~ Bank Jeff Mozena 588-1000 Community Meetings TABLE OF CONTENTS EXECUI'2'VE SUMMARY ............................................................................................... 2 OB3E~ ~ ~VE~ ................................................................................................................... 3 ARRANEEMENT ............................................................................................................. 4 PART~CZPANTS. ............................................................................................................. 5 RESULTS .......................................................................................................................... 6 APPENDZX ..................................................................................................................... 32 EXECUI' VE SUMMARY The Project Team identified heady thirty indMduals whose expertise and insight was considered cdtical to unde,~u, nd the development and transportation issues impacting the downtown Dubuque and Port areas. The indMduals or "stakeholders" selected for the interviews represented public, private and non-profit interests in the Dubuque community. The primary purposes of the stakeholder interviews were to: one, assess what business and community leaders of the dty perceive to be the key transportation issues in downtown Dubuque for the next twenty years; and two, how best to solve current or antidpated transportation problems in the future. The stakeholders indicated that the citizens of Dubuque generally view growth as a posit'rye occurrence, especially as it relates to attracting more residents, jobs and visitors to the downtown and port areas. While many stakeholders were satisfied with the availability of parking and traffic conditions in downtown areas, some aspects of the transportation system were viewed as problematic induding: the lack of signage along downtown streets; limited access to downtown and the port areas; poor circulation, especially related to one-way streets; and frequent bottlenecks at the Highway 20 / Locust Street intersection. While most stakeholders indicated the city's redevelopment efforts have not yet impacted downtown traffic, many respondents did suggest continued growth would impact mobility in the future. The stakeholders generally considered transit to be an important element in the area's transportation system but suggested ways to improve the service by increasing the coverage of routes; providing more convenient routes and communicating petter with the public. Most respondents indicated their support for a fixed guideway system (i.e., trolley or light rail) in downtown Dubuque pdmadly because it would benefit area tourism, promote economic development and business opportunities, reduce the need for parking in the port area and preserve the historical character of the city. Stakeholder concerns included the potential high cost of the system, impact on the character of the community, marketing the service to the general public and coordination with current KeyUne service. OB3ECT ES The stakeholders selected for the interviews represented public, pdvate and non-profit interests in the Dubuque community whose organizations have a major stake in transportation and development in the downtown and port areas. The pdmary purposes of the stakeholder interviews were to: one, assess what business and community leaders of the city perceive to be the key transportation issues in downtown Dubuque for the next twenty years; and two, how best to solve current or antidpated transportation problems in the future. Information gathered from partidpating s~keholders will be used to help craft the Dubuque Downtown Transit Alternatives Analysis and develop the study's goals and objectives. ARRANGEMENT The Project Team identified nearly thirty individuals or "stakeholders" whose expertise and insight was considered critical to understand the development and transportation issues impacting the downtown Dubuque and Port areas. Interviews with participants were conducted in-person or by phone. Project Team members designed the questionnaires to last approximately thirty minutes (see Appendix for questions). In some cases, Project Team members e-mailed the questionnaire to stakeholders prior to the interviews. A few individuals identified to pa~dpate in the interviews either dedined an invitation or did not respond to mulUple requests. Upon completion of the interviews, Project Team members told the stakeholder participants that they would be forwarded a report summarizing the results of all interviews at a later date. PARTZCZPANTS · Harry ~emi~, KeyUne Transit Board · 3effrey Bulloc~ University of Dubuque · Roy Buol, C~y Coundl 2nd Ward · Chris Chapin-'nlton, Grand Opera House · Patricia Cline, City Council 4th Ward · 'nm Conlon, Conlon ConstrucUon · .loyce Connors, City Council 3rd Ward · Sue Czshanski, Dubuque Convention and Visitors Bureau · Rick Dickinson, Greater Dubuque Development · Terry Duggan, Mayor · 3erry Enzler, Dubuque County Historical Society · 3an Felte~, Cable Car Square Association · Teri Goodmanr Dubuque County Historical Society · Brian Hutchins, Holiday Tnn Five Flags · Paula Lange, Holiday inn Five Flags · Dan LoBianco, Dubuque Main Street (DMSL) · 3ohn Markham, City Council 1st Ward · Ann Michaiski, C"~'y Council At-large · Don and Charlene Nauman, Trolleys of Dubuque · Dan Nicholson, City Council At-large · Dave Rusk, .~ulien's .~ournal · Hichael Sands, KeyLine Transit Board · Steward Sandstrom, Dubuque Chamber of Commerce · Gezi Schafer, Dubuque Museum of Art · NatalieSchmmm, Diamond ]o / Peninsula Gaming · Hichael CL Vae Nilligen~ Dubuque City Manager · Paula Wolfe, Five Flags Civic Center Manager RESULTS Generally Positive Reactions Growth is seen as a very posiUve thing (like the America's River Project), even outside of the downtown area. The community perceives growth as welcomed; there are only a few "no growthers." Residents are especially exalted about getting back on track after economic hardships in mid-80's and eady 90's. Growth is dearly occurring on the dverfront and in downtown. Commerdal growth has been dramatic in the last three-to-four years, Growth is occurring even while the country is in an economic downtum. GrovCd~ is perceived as very positive and exalting. It's heartwarming to see how the db/has transformed itself in such a short Ume. I'm also impressed with how strongly the community leaders are behind the projects. Growth is "miraculous." l've lived in other cities in Iowa and the amount of growth in Dubuque is beyond belief. Dubuque residents are definitely aware of growth occurring in the dry. Entrepreneurs want to come into the area as people continue to move into the city. This is perceived as a very good thing. Programs like Dubuque 36Sate trying to bring back college graduates and other young people to work and live in the city. Growth is very positive. The drb/is going through a renaissance and I'm excited about the opportunities. The Qty appears much more upbeat than it w.as twenty years ago. The Chamber of Commerce and the City have worked hard to bdng about the growth. Growth is positive - the dry has substantially revamped its employment - espedally in the last five years. Growth has been great, really making the community transition into a "new Dubuque." The key to a lot of this growth is that it is from within - local community people are sparking the growth - not just national/regional chains from outside the community. Over the last ten years (mostly the last five), the community has added 1,400 new homes, 500 new condos, and growth from 30,000 to 52,000 in employment. Dubuque has been stagnant for a long time - until five years ago when the community experienced significant growth, especially economically. There has been some dedine in blue-collar workers with the shut down of the packing plant a couple years ago. Overall, Dubuque has positioned itself very well for future growth and stability. Positive-- ! see growth in the downtown and to west which is generally embraced by the community. ! believe the dry is well positioned for growth, but am concerned about the stagnant population over the last twenty years. ][ believe the economic stimulus in the port / downtown areas and the various industrial parks could result in growth of 20,000-40,000 population increase in twenty years. There's lots of development on the west-side by the fiver that is very positive, but the dry itself hasn't grown much over the last fifty years. We're not the drawing card we should be but the new development shows a lot of promise. Growth is perceived very positively; some people are set in their ways and don't want progress but as a whole, we're progressing nicely. Employment and population growth are directly tied together. The amount of growth occurring in the port area is impacting the other businesses. !t used to be that the economy was based on John Deere and the packing plant. Over the last five-to-ten years, the economy has diversified considerably. The diversification of the economy has led to a more stable community and shouldn't he as susceptible to fluctuating economies. Mixed Reactions Mixed emotions. Some residents like progress while others don't want to change anything. New venues and new jobs are well received but competition from larger employers (who will have an impact on long-time Dubuque businesses) are poorly received and usually opposed. Very positive about growth. Dubuque is one of the few communities in Iowa that is growing. At the same time, there are some people worded about taxes and taking care of the existing infrastructure. Population st~istics show that it is stagnant-- but feel that some people were left out of the census. The dosing of the packing plant a couple years ago had a significant impaet on the blue-collar employment, but the white-collar employment has significanUy improved. There are infill problems because people are all moving out of downtown to the city's edge. There is a ton of new construction, but the db/is not utilizing existing resources. There are also lots of opportunities to live in existing stock in downtown w'rch some minimal investments in refurbishing. Obviously the people see growth, but are concerned there is no population growth. The 'DF district in Asbury is not helping the infill growth in Dubuque. Although job growth, espedally downtown, has been remarkable, I'm concerned that the population is stagnant. ! wonder if people are just moving into new developments and leaving many vacant. ['m excited about por~ growth and hope that the new at-b-actions will bdng in tourists, which in tum bdngs in better entertainment venues, restaurants, shows, etc ! am a big supporter of "regionalism" promoted by the govemor. Although dtizens see development occurring, the dry really has nothing to "put them on the map" - such as a Red Lobster. I am exalted about the growth that is occurring and planned, especially because the community had been pretty stagnant for many years. I believe growth is putting Dubuque in a much better position than it was ten years ago. I am also excited about future odented thinking that is occurring in the community. Some people may be a little ignorant towards growth; they may be disappointed that the db/is spending money in downtown/port areas while they are having significant storm water problems, for example. Generally~ Growth Will Occur Throughout the Community Over the next twenty years, there will be conUnued development, espedally interest in renovating old buildings. "Bringing back the past to enhance the future." Thousands of new residents, bigger and better businesses will thrive in our community. ! hope we grow double in twenty years, but we need better highways to put us on the map. There are lots of redevelopment opportunities. I think growth will continue to occur, but not at the level it has in the last five years. We are positioned to make it through the national economic downturn. I thinks the next twenty years will be a lot more controlled. Dubuque has positioned itself successfully to weather the poor economy and I expect to see five-to-ten percent growth per year over the next couple of years (both population and economically). Growth Will Primarily Occur Downtown / Port Ar,~; Growth will continue to occur both in the downtown area and on the west side of town. In the downtown area, lower Main street and the ice harbor area will be the ~astest growing areas. In addition to planned growth along the Ice Harbor, growth will continue to occur in the downtown area. There appears to be real interest in the downtown area, especially in its histodc buildings that have been and will be renovated. I am hoping that Main Street will have more shops and businesses in some of the vacant properLies but I imagine they will come in the next few years. I expect continued leadership to lead the development efforts over the next few years. Dubuque will continue to grow to the west and south and in downtown. The city will continue to transform itself into a more service-based economy. New investments will be made to ensure the histodc character of the dry is preserved. Over the next few years, there will be an explosion of development along the waterfront with additional capacity of infrastructure. Over the next twenty years, Dubuque could be the major economy of the state and will compete with other dries (hladison, Quad Cities, etc.) Growth Will Primarily Occur in the Suburbs The dry is going to grow quite a bit, especially with the industrial park going up. ! would like to see more growth downtown (like the 1950's). Our growth now is occurring more to the north and west than the southern part of town. Growth is pdmadly occurring westward; ! expect more growth in the suburbs than in downtown A majority of the development is expected to the west and a minimal amount to the south. !ndustrial parks have and will probably continue to develop on the west with increased residential development, as well. !f the growth continues at the current rate, there are going to be considerable quality of life issues. Grow~ is expected to continue on the west side of the community. To the west, there may be some development, but it would most likely be part of AsbuP/. There are opportunities for growi~ in the south, which definitely need more infill. I feel the west is built to limits, because of Asbury city limits and connectivity issues with downtown. We expect ton-to-fifteen percent growth over the next twenty years. We're shooting for 2,500 new residents over the next five years alone. There is quite a bit euphoria surrounding the growth that will occur downtown. However, while there will be some growth occurring in these areas, a majority of the growth will probably occur in unincorporated areas outside of Dubuque. The Tmpact of Growth on the Community While growth in Dubuque will occur, there is some fear about growth. For example, Dubuque is a well-kept secret now but in a few years-- as more people choose to live here-- the housing market may dramatically increase. Over the next twenty years, ! expect some pains that will be difficult for the community to adjust. Some businesses will succeed while others will fa!L ! hope that Dubuque will make itself a destination. A recent market s~udy believes visitor patronage is supposed to dse from one million to 1.5 million visitors annually because of the new developments. ]~ think the city will establish itself as a regional destination-- a place where people come to and then want to stay or come back because they enjoyed it. Toudsm looks to be a catalyst for a lot of future economic growth. ! am hoping that it will attract more restaurants, entertainment, etc. that may eventually spur more businesses to come to the community. T believe that there will be more white-collar job growth spurred from the Cigna and other job success. ! expect the service sector to grow a great deal and as a result, encourage other areas to grow alongside it. This will result in an improved quality of life. The community may need to manage expectations a little bit because forecasts may be a bit high. But the community is in a good position for growth. I want to see better roadways in and out of the community and better drculation within the community so that growth doesn,t have a bad impact on the transportation system. Parking in Downtown / Port Areas Parking in the downtown area is suffident but one large employer moving into the area could squeeze parking considerably. Civic Center parking is a problem. Load- ins and load-outs are very poor. Parking has really improved. $ignage in Downtown / Port Areas One of the biggest problems that is currently being worked on is the signage system; people have a hard time knowing how to get to downtown from the regional roadways. The street system is crazy. $ignage improvements are forthcoming-- a major need. Generally, downtown traffic isn't too bad. I find Dubuque difficult to get around with poor signage and too many one-way streets. Generally, the traffic is fine, primarily outside of the downtown. Congestion in Downtown / Port Areas During the week, there are no traffic jams and few parking problem; the new ramp is great. If more developments come-- and hence, more people traffic could become a major problem in the downtown area. There's the potential for a bottleneck near the Ice Harbor There's not a tot of traMc downtown because there's not a lot of businesses downtown. Since we've opened up Main Street, things have really improved with respect to transportation; some areas are being looked at now for improvements. Access 1:o Downtown / Port Areas Access into and out of the ice harbor area is a major concern in the redevelopment effort. Highway 20/new I~lississippi River Bddge will alleviate additional db/access bottlenecks. Access to the Ice Harbor area is a concern. Direct access from the Mississippi River Bddge would improve access to redevelopment area. Access to downtown from Highway 20 a concern. I don't want to see visitors stay only in the port area; I want people to come for the attractions and let downtown businesses feed off the visitors. Access issues related to the downtown and port areas are critical. Circulation in Downtown / Port Areas There are too many one-way streets in downtown Dubuque. There's a lot of confusion with the muting and one-way streets, especially from the Qvic Center. The one-way street system in downtown may cause confusion for visitors but is fine for people who live there. There's a need to develop a transportation system that people can use to move easily throughout the downtown area I am content with downtown traffic-- especially since they turned some of the one-ways back to two-ways. I believe the synchronization of traffic controls break down too often, espedally on Iowa Street; when you are heading north you don't stop but going south you stop at every light. The in/egress of the port area is a minor problem, with the major concem about taking pressure off of Fifth Street. The opening of Main Street and transition away from the one-way network has improved traffic circulation considerably, Semi-track Traffic in Downtown / Port Areas I'd like to see the db/encourage heavy trucks back on to the bypass by tuming it into a two-way street. Truck traffic in the morning causes congestion issues around downtown, Highway 20 Highway 20 at noon and the late afternoon is congested. Dodge & Locust at the foot of the Highway 20 bddge is currenUy a problem but will be remedied by the bridge expansion and new overpass. Bridge crossings off of Hwy 20 are problematic. Highway 20 (Dodge Street) is a major hassle. Several problems exist at Highway 20 and Locust. There's a lot of traffic on the west-end at the Highway 20 / .1FK intersection. Generally, the traffic is fine although outside of the downtown, there are issues on the west-side at Highway 20 and 3FK. Highway 20 / Dodge Street is definitely a bottleneck right now. The bridge, especially where it goes to two-lanes, is a significant bottleneck, Also, it was noted that some of the problems on the Highway 20 corridor are created by poor signalization. I believe that even though re-signalization may be warranted in some locations, they often cause more problems than in the past. Highway 20 intersection through Dubuque causes an unnecessary bottleneck. Dodge / Locust St area near Highway 20 bddge is a problem area. The traffic control appears to be aligned badly and is poody timed, especially with some of the volumes during certain periods of the day. Access issues on Highway 20 and Locust Street area cause conflicts and t~affic flow problems. Highway 20/Dodge St area at certain times is bumper-to-bumper. Other Specific Loca~ons ! have a lot of frustration at specific signalized intersections including Upiversity Avenue / ~bury Road and Highway 6! / Rockdale Drive. The intersection at Third Street / Grandview-- a cut-through for a lot of people trying to avoid Highway 20- causes backups, espedally from those cars trying to turn left. believe that University/Pennsylvania needs to be made a true collector / arterial. Transportation is Not a Major/ssue These transportation issues have not really impacted current business operations but they are a significant issue outside of downtown Dubuque. Transportation has not affected my business. Transportation has not really been a major problem, although people will complain now-and-again that it's taking too long to get to work. Transportation is not too significant at this point, unless some of the bottlenecks are not solved. Transporl~tion is l'mpacUng Current Operations We don't want to scare away visitors /toudst business. We want to get people (especially visitors) around better and provide the ability for people to not have to ddve their cars. We are also concerned that bottlenecks inconvenience and deter visitors/tourists from coming into the downtown area. Constituents do not use mass transportation, but are very vocal about bottlenecks on Highway 20 / Dodge Street. There are a lack of east-west routes through the dty right now, basically because of topographical constraints. Dodge Street is the only road that currently provides that connectivity. You can't make money if people don't come. Improved transportation will help in this way. We need the downtown to be a destination, not a thoroughfare. Businesses in downtown want front door parking and are concerned about losing them. ][ believe east-west connections are limited and cause a barrier between the residential areas and downtown. The regional connections of the community limit the amount of people who actually come to Dubuque; regional tourism is a major problem. Dubuque was, until recently, the largest city in the country not served by a four- lane highway. This has been a detriment to growth in the db/. Parking is a Concern The perceived perking defidt in the db/is limiMng opportunities for grot~d~. Transportation has little impact on business operations, although parking is somewhat of a concern. Improved Transit Service Would Help Businesses There's been no impact on the way transportation has affected my business. However, if the public transit system was changed, we might consider opening up in the evening. ~t would be nice t~ have some type of circulator service or shuttle service to serve and connect the new developments. Transportation May Zmpact Future OperatJons If some of these improvements are not done, there are major concerns about the attractiveness of new businesses coming to the dty. Nothing at this point is dangerously hindering any businesses-- but it may in the future. Our business could double in five years, primarily because of the new development that is (and will) occur. Transportation does not significantly impact our business, though it may in the future with the growth of population / toudsm. Transporlzfion System Relatively Unaffeclx~d Development/redevelopment really hasn~ impacted downtown that much. New development really hasn't impacted the area's transportation, except with the potential building of a new Wal-Mart-- given the current street alignment. Development isn't quite here yet-- it's still in the planning stages. Transportation must be considered as new development occurs, however. We must figure out how to get people around the dry. There hasn't been much development so far suggesting that transportation has been impacted little. Development/redevelopment efforts have not impacted transportation too much. So far the port has not had any significant impacts/problems. I'm hoping that the abundance of parking in downtown will be used and the opportunities to close off parking in the port dudng special events will occur. Event traffic could cause gridlock, especially with only two access points in and out of the port. Transportation System Has Been Affected The increase in development is challenging the community to explore different transportation options in the area. The question is, how do we best link these areas? As a result of the development, Dubuque is beginning to have traffic patterns like that of a big dry. T've definitely seen more vehicular traffic in and around the port area and downtown-- over and above just casino traffic. People are driving around to see what is going on in the downtown and port areas. Festivals in the port area this last summer created parking problems; the public couldn"[ park in the port area so people were parking in downtown and walking across Third Street. The commerdal corridor on Highway 20 is constrained because of high traffic volumes, but businesses still want to be there because of number of people that ddve through the area. Development has created a much bigger need for parking, but ][ would hate to see an "island" of parking ramps, lin general, the transportation system has kept pace with development. ! believe that the downtown and port areas need some type of public transit option to minimize the development of parking structures and provide an attractive system that is an attraction or event in itself, People are often afraid of parking struotures in Dubuque-- they aren't comfortable and will avoid them if possible, ! would also like the db/establish free parking meters on as a way to bring more people downtown, Tmnsport~don System Will Be Affected in the Future I am concemed with the decision to build the conference center in the pert because it will make people stay in the port and not come into the downtown area; local businesses will not benefit from the tourists visiting the-conference center. So far the impacts are limited, but I am espedally concerned in the future when everything is open and operating with the 500,000 more people are visiting the area. The area's transportation will be affected much with the establishment of the America's River Project. More toudsts and residents will come downtown leading to potential transportation problems. Convenient access to the port is not available and ! am concerned it may impact its success. We need an area to be a destination people want to come to and will come back for-- and for other businesses to feed off of these visitors (multiplier effect). The transportation impacts will come as growth continues. I envision significant transportation problems as more of the port is developed. Parking in downtown has helped alleviate some of the parking problems during festivals and events. I expect significant traffic drculation and access problems in the near future as more things open. ! don't believe that the redevelopment efforts in the port have had significant impacts, but the magnitude of development and patronage expected will create a very high concentration of vehicles, pedestrians and parking facilities ir~'the area. An ~mportant Community Service KeyUne Transit provides a very positive service for the community; it has great management and works well with the City Council. Unfortunately, KeyUne like a lot of other organizations-- is strapped for cash and can't provide some of the services it wants to. I see KeyUne as a social service to those who can't afford to drive or don~t ddve. KeyUne is ad~ually a fair system-- but it is hard to get people to use such a system in a small metro area. KeyUne has a good reputation in the community. We have a great relationship with them, as well. They have a groat staff. KeyUne is trying to serve new subdivisions, change some routes around and provide moro reliable service overall. There is a need to improve fixed route service and make it more convenient and reliable. Sewice is Underutilized Transit service is not used except out of necessity. Those (few) people who use KeyUne generally see it providing a valuable service. Most see it as a waste of money. While KeyUne staff has tried to make their services more reliable and economical, ddership continues to lag. KeyUne has Iow utilization of its buses and is more of a serial service. · The hours of service are too limited-- the service ends too eady at night which limits the number of people who can use it. Overall, the system is underutilized and basically a social service instead of a necessity. As an observer, KeyUne Transit has a Iow utilization of buses. Ridership on KeyLine Transit has really dropped off. I would recommend smaller buses that are more geared toward the elderly. Buses are not packed which wastes gas, leads to moro pollution, etc. In general, better service and routes are needed. KeyUne generally has Iow ddership. The systam is very underutilized and acts more like a "social service" than a commuter-based system. Not enough people use KeyUne Transit. Ge~ng other people to use transit is a challenge. People simply don't know how to use it. Marketing programs could include free buses for spedal events, greatly discounted ddes for the Taste of Dubuque, etc. Generally Provides Service for Transit Dependent Population The perception is that KeyUne is a Iow income service. Only people that use KeyUne Transit are iow-income, elderly. KeyLine is not perceived positively. Negative image indudes the inconvenience and "shady characters" dding the bus. KeyUne pdmadly acts as a social service-- for handicapped, eldedy and Iow income. Transit is generally considered an infrasl3-uc~ure service, not providing a transportation option for most people. The image of transit, espedally of the young, is that the system is for old and weird people. Service is Generally Xnconvenient The existing system operates during limited and has too long of headways-- typically an hour long, In addition, the routing seems ineffident and relies too much on transfers. The transit system does not provide good access to areas or convenience, espedally for the elderly community. The bus typically comes only once an hour which can problemaUc for many people. Over the last five to seven years, KeyLine has improved its service greatly. If it can continue to speed up its system and move persons in a reasonable length of time, it'l~ get even more persons to use the system. I believe that more off-hour services can add convenience to the rD<ed route. Service is lacking during the evenings. In general, the bus is not convenient. The bus is rather inconvenient. More / ~rmproved Routes Need to Be Established All of the transit routes are based around the mall that leads to poor circulation in downtown. Station areas should be moved to Cable Car Square. Current transit service does not extend to several companies (like the technical park) and to the far west side. I am not really familiar with the t~nsit system but I would like to see people better able to get from the Ice Harbor to other areas Dubuque has to offer-- before the bulk of the people actually come. Keyline should be more demand responsive instead of dependent on a fixed route system. KeyLine should increase service, especially to the east side of the community'. The casino uses private buses to transport patrons from west side hotels and will likely continue to do so. Current transit service doesn't serve enough locations-- especially in the harbor area. ~mprove Communication KeyLine could provide more educational services to its residents. Zf people learn how to use transit, it will increase business to downtown. We must market and promote transit. Improve Coordination We should improve the coordination among the county, regional and private transit services. I just don't think that much more could be supplemented. I feel like the coundl has tried everything and the cost of transit services still continue to climb. KeyLine should be coordinated more with human services. Yes. Residents' View Of Transit Zs Changing / Will Change. As the Port area continues to develop, people's attitude of transit will change. People will realize that transit is part of the "package" and good for visitors. New transit service will diminish sprawl. A viable transit service will mean more people will come downtown. A new transit service should foster growth. Yes, people are looking for increased ways to get into the downtown area. Businesses in the area feel they need to bring people from the port to other parts of the city. A fixed guideway trolley (or vintage trolley) is recognized by some as important. The redevelopment efforts are changing people's view of transit in the area, especially when looking at it as a tourist, recreational or entertainment option. If promoted and marketed correctly, people will use it. The city will need some form of transportaUon to get people to where they need to go (from Point A to Point B), With eve~thing that is occurring in the port area, you're going to want to have public transportation that is convenient. ! believe people are understanding that some type of park-and-ride or transit circulator needs to be implemented. People who work or use downtown are starting to understand the need for transit service and they definitely don't want the port to become a big parking lot. There seems to be a lot of excitement in downtown considering all the development that is occurring and the potential for a drculator transit service. There's limited public transportaUon now so addiUonal transit alternatives are being looked at seriously ! get calls all of the time asking how we are going to get from downtown to the port area. There's talk about a trolley system. I think people are interested to see some sort of trolley service enabling people to get to the port and back. No. Residents' View Of Transit is Not Changing / Will Not Change. ! dont think it will ever change the views of native Dubuque residents-- but may for visitors, espedally during conferences and spatial events. I don't believe the development is changing people's views on transit, transportation, or parking. In addition, I foresee such a system to be used by toudsts only. The port development may change visitors' views on transit-- if a good system is implemented-- but I don't feel that many residents in the Dubuque community will use it. I believe that people from Dubuque will not use a transit system unless it's very convenient; a new transit system could be a great amenity for visitors and tourists to use, however. Only people Who have a notion of and a passion for the city's transpori~bon issues are aware of any transit alternatives being considered. Other people who don't know much about the study consider it a joke. Most people concemed about the traffic being generated by development/redevelopment want changes made to the street system first. i..~R~g ....... ~_t~..k_e.~~~ !.d_.e.L S ele cti o n s F~rst 1 :Z~ZZii~ZZZZX_-! i ....................... Redevelopment A,Jivities ~_........i...~!~!~_.h..~!~!~. S~ectio~ ~'~;a'~ .......... i .................................. '~ Il Preserving the Character of the Community · . ~- -k~-.g- -.--..i-..-S-~--° ~-d...-e-r... S ele cfi° n s l] I[ First i t 1 ['~-~ ................. i~i .............................. ?~ il II"F~'~- ....... i ....................... ~ 1I E~lJro~t~tal P~ot~-tJo~ '~i~'K~'""""' i ............................. ~ "¥K~a .............. i ................................... ~ Generally Positive Reactions ! see a fixed guideway option as a great positive and a major attraction. ! thinks it is absolutely necessary because whenever the city holds conferences and conventions, one of the major issues is transportation services. Tt would be a major benefit to have a public system that is attractive. I believe there is a saturation of parking in both the port and downtown areas. A fixed guideway alignment would add character to Dubuque but it would have to be promoted as an experience. ! see nothing wrong with having a rail system or street car to bring back the heritage of the dry while moving people around quickly. At the same time, ! would want to ensure the existing trolley se~ce continues to operate in the dry. I like the idea of having an improved transit system in the downtown area. It would definitely benefit my business by getting more people through the doors, I believe that a transit alternative is absolutely critical to effidently and effectively move people in the area-- especially so people can enjoy their stay without having to worry about parking their cars. I have strong feelings about having an exclusive route in the downtown area-- spedfically a drculator route that has good frequency. ! think it's a good idea but I'd much prefer to see a trolley rather than rail. I'd like to see some sort of alignment done. I'm definitely in favor of it. I would lean toward a vintage trolley system because the cost would be lower than LRT-- a technology that could change the character of the downtown area. Rail could be more environmentally friendly than other alternatives, tho?gh. I'm inclined to support some sort of ~olley system as long as the service would be flexible. Given all other factors, it would have to provide exposure to the community-- not just concentrated in one area. There is a need for peninsula transit system; the fiverfront is a nicely planned themed area that the community does not want to see turn into a big parking lot. Mixed Reactions Rubber-tire trolleys make much more sense than IRT. That said, people are much more concemed with issues related to the road system (elevated access, bridge, etc.) than with transit. I dont have a problem with fixed rail but if it takes up a lot of space or you have to tear down some buildings, it could be a problem. I am concerned with how traffic would be combined with transit-- for example, if them is a need for a dedicated transit lane. I generally believe that people who use parking fadlities in the downtown and port areas should get free transit ddes; this will really encourage people to use transit and parking. Generally Negative ReacUons People are not likely to pay to use an intra-port area shuttle. ! believe there is no benefit from implementing transit to create a better connection. I don't believe it is truly benefidal. Reduce the Need for Parking Keeps the port area from becoming a big parking lot. Improves parking problems while promoting tourism, Minimizes the need for new parking structures. Won't make the port area a big parking lot; could save money from building more structured parking, Move people around without having to invest dry money in new parking lots. Benefit Current Businesses Leads to a more reliable work force. Benefits businesses downtown by bdnging more people through their doors. Spreads the wealth of visitors to downtown and port area businesses. Could help downtown merchants; won't tie people down to one area of downtown. Lead to :~ncreased Economic Development Opportunities Spurs additional developments that would have a significant dollar impact on Dubuque, Induces additional economic development; more restaurants and entertainment, Promote Tourism Interesting novelty. Promotes spontaneous travel between toudst sites in town. Moves people around the dty easily and quickly. Could be an attra~on in itself. Brings tourists back to the community. Great visitor attraction. Preserve the Area's Hi~ory Preserves the city's heritage. Adds to the historical character of the area. Reduces Conges'don &]mproves Access to the Downtown / Port Areas Connects the area's attractions. Alleviates congestion in the downtown and port areas. Enhance the Area's Quality of Life Improves the area's quality of life. Provides environmentally-free travel, Mike Donalme, US Bank 563-589-2252 Tim MeNamam, Wilmac Properties 563-556-8881 Cable Car Association, shop owners 4°~ and Bluffi Ken and Maurcen Siagart Shamrock imports; Cable C~x Assoc. 563-583-5000 Jack or Tom Tttompson. T'~2V~' Oky Doky 563-556-8050 Dick Hartig, Hartig USA Drug 563-588-8700 John Gron~n, Oronen Properties 563-55%7010 JeffMorton, Morton Design 563-585-0043 Sue Czeshinsld, Dubuque Convention Visitors Bureau 563-556-4372 Jerry Enzlar. Dubuque County Historical Society 563-557-9545 Denise Doian. Dubuque County Auditor 563-589-4499 Wa~ne Briggs, p]afionm Services 563-55%2504 Scott Nenwolmer, Conp~ Development (Bric. own) 563-582-4747 S~r. Inez Tummeyer, St. Mark Centar 563-582-6211 Nan Welch, Prescott School principal 563-588-3456 Kan and Mary Loney Bichell. Mississippi Mud Studio and downtown residents 563-5854)919 Bob and Cynthia Byrns, (residents; author, artists) *Jim Gcisen, Community Development Commissioner, Ecumenical Housing 563-557-9299 Mike Steele, Steele Financial 563-588-2098 Lori Thielan, CIGNA 563-585-6600 Dr. Roger Murray, dentist: Grape Harbor owner and new restaurant owner on Old Main St. 563-582-0117 *David Harris, Housing Services 563-589-4239 *Dan LoBionco, Dubuque Main St. Ltd. 563-588-4400 Mike Kielty, 563-583-3780 Bill Conzett, attorney 563-556-8552 Gordon Mills, architect 563-588-2198 Joim Link, Cottingham and Butler 563-583-7301 Pablo Ramirez, downtown resident and bike pol/ce officer 563-589-4410 Rob Danann, President NICC-Northeast Iowa Community Collage 563-557-8271 Pat Kelly, Downtown Neighborhood Council 563-588-3390 Tom Parsley, Radio Dubuque 563-588-5700 Amy Bonghton, Mandolin Inn 563-556-0069 Sr. Jeanotte McCarthy, Hispanlc Minislry 563-584-0640 Terry Duggan, Mayar 563-556-2525 *Laura Carsteus, Planning Manager 563-589-4210 *Dave Rusk, 563-557-1914 Rick Dickinson, Greater Dubuque Development Corporation 563-557-9049 .Mike Van Milligea, Cily Manager 563-589-4 110 Dick Friedman, The Friedman Group 563-556-0272 Pat Friedman, Friedman Realty Group 563-583-7580 *Jim Gibbs, Remax Realty and Historic Preservalien Commission 563-588-3078 Greg and Peggy Stover, Fannie Stout House B&B 563-582-2218 Ben Graham, Graham's Style Store 563-582-3760 Rob McCoy, McCoy Jewelers and resident of Old Main 563-556-5325 Miabelle Burbach, Walkar Shoes 563-583-7341 Kan Manatfl, O'Toole Office Supply 563-556-7074 M~e Brannon, Brannon Monuments 563-583-6318 Ken Buesing, Buesing and Assoc. 563-556-4389 Michelle M/halakia, Caf6 Manna Java *Ann Mkhalsk~ City Council member and downtown resident 563-557-7937 *Bill Ba~n, Economic Development 563-589-4393 *Bob Felde~ma~, Fold~man Appraisals and Continental Realty 563-55% 1465 John Fian, Bosted Lii~ 563-587-9712 Landiord's Assoc~afien, J~m H~xrig 563-556-1421 Dave Stewart, Richard's House B and B 563-55%I492 Audrey Henson, past Historic Preservation member and resident ofOtd Ma~ 563-5834614 S~e Guinn, pas~ Historic Preservation member and downtown res~dont 563-583-2592 *asterisks indicate DPC members Funding ~ssues and Perceived High Costs Poor use of scarce funds. Significant expense. May need to be heavily subsidized. Cos~ may pose a problem but I believe it is an absolute necessity to have this service. ! don't want the city to spend money on something that won't be used. Costs may be high. Potential drain on dry budget to operate and maintain a drcolator system, Perception that it may consume public resources in an unsuccessful venture. Anticipated high costs, Local community might perceive it as expensive. Costs-- capital and operating. The cost might exceed the benefit. Funding-- spedfically obtaining outside money sources. Hay Iapact the Community's Character Might change the character of the downtown. Hopefully won't take up a lot of space downtown. What will be the impacts on the community? Localized benefC¢ to the community; I would like it to be able to serve other hotels, bed and breakfasts, etc. outside of downtown. tt has to be the right system or it could be detrimental to the success of the downtown area. We have to make sure it matches the community's character and is an attraction itself-- much like the port is an attraddon. EducaUng the Publ'~ Must market it in a different way to the city bus or people won't want to ride it. It's going to take a lot of education efforts to get dtizens of Dubuque to use the system. In addition, it is extremely important to make the system sleek, comfortable, convenient, and attractive-- and uphold the character of the community. It must look different than the basic db/bus. Concerns About the Service Service is not flexible, T'm concemed the service would primarily serve tourists and not residents; we should try to make it accommodating for all, KeyLine needs to look at this issue carefully with respect to getting its current service tied into this new service. Losing On-Street Parking for Merchants Concerned about taking away front door parking, which many businesses rely on, Concerned for the loss of on-street parking spaces and pushing people into parking ramps. Other Issues Maintenance issues are a concern. A new system may hurt the existing trolley business but I would hope the city could work with the Naumans and keep them in business. APPEND]2( January, 2003 The purpose of these stakeholder interviews is to assess what business and community leaders of the City of Dubuque perceive to be the key transportation issues for the next twenty years. Each interview will run through a sedes of questions to develop an information base that can help to frame a purpose and needs statement, as well as a list of project goals, objectives, and directives. We will also ask their opinion on how the dty as a whole, individual neighborhoods, and pdvate developments will benefit or be impacted by the implementation of a new transit technology or service in the dty. Each interview should take approximately a half-hour. Each meeting will be documented for dient review. Questions that may be asked include: · How is population and economic growth perceived in the city? · How do you see the city growing over the next twenty years? What are the roadway deficiendes and/or bottlenecks within the downtown area? How have these transportation issues impacted the way that your business/agency operates? · In your opinion, how have the dty's development/redevelopment efforts at the Port of Dubuque impacted transportation in the dty? · How is Keyline Transit existing services received in the community? · Where do you see defidendes in bus transit service that need to be sup@l~mented? · Do you think that the redevelopment efforts in the port area are changing people's view of transit options Rank where transportation, redevelopment activities, environmental protection, and preserving the character of the community fall in the hierarchy of issues affec~dng the city. How do you feel about implementing a rail or rubber-tired transit technology alignment to connect the por~ to downtown? What do you perceive will be the benef~s (e.g. provide a desired service) or a detriment (e.g. change character of community)? What specific attractions or activity centers near the downtown area should be served by transit in downtown? STAKEHOLDER PERSPECTIVE DUBUQUE, Iowa 1 JULY 20Ol PROJECT: 4TM STREET PENINSULA AND SOUTH ICE HARBOR REDEVELOPMENT STRATEGY Stakeholder investment in the project .., - City Council - Mayor - Property owners - Business operators - Lenders - Local developer partner Opportunities provided by project to community ,,. ~ Communicate spirit of cooperation with private development community - Rival biggest asset- underutilized for popuIation - Commercial base, residential, entertainment, convenience shopping, recreation .- no industrial (other available tacations) - Pull people off highway (tax revenue) ~ "Dells" of the Mississippi River - Enhancement to quality-of-life, not critical to economic health of region - Critical to future economic health of region capitalizing on tourism market - Important to ieverage public's investment in the property to-date, and community's investment over past several decades - Link to other alternative medes of transportation - Capture retail sales leaking from community - Employmenl - on-site and as an economic development tool for attracting and retaining youth Opportuldties provided by project to downtown ,.. - Critical link to futsre revitalization of down(own ~ Best opportunity to introduce a unique living environment into community : ~ Opportunity to prove-up market to local developmenl community (last four projects developed by outside groups) - Gathering place for residents of all ages - Stronger link to South Ice Harbor property Why downtown/waterfront redevelopment ... ~ Preservation of river views - Complement projects planned -Farnily. oriented environment, not too upscale - Appropriate location for mixed~use development - Identifiable amenity to "put Dubuque on the map" Past efforts related to property ... ~ First time anything of this scope been considered - Four other processes starting in 60s - Public property acquisition/condemnation - Long history of debate - Early 1990s plan not based in market reality ~ Past efforts, but this is the first "real" effort Challenges (barriers) facing redevelopment of the property ... Marl(et ~ Housing north of 4~' Street ~ Competition with larger regional markets - tourism, housing, retail ~ Quantifying desire to live on the River - Impacts from existing uses under incremental development program Physical - Lffe-safety issues associated wdh rail service Environmental issues "mostly" taken care of -- Availability of space for parldng; impact o~ chalacter of sudace parking lots ~ Access and circulation - Heavy truck traffic with continued presence of existing uses - Overpass/off-ramp ~ Quantifying real developable acreage given physical constraints - Height of flood wall and relationship of buildings to water Environmental issues as yet undefined "River wildlife" Regulatory ~ IDOT pretty easy to work with, railroad more challenging - Restrictive regulatory environment ~ Capacity/ability of City to manage master development process ~ City's reluctance to agree to little projects, only attracted by big projects - City's willingness to be "bold" given pastJcurrent investment in property - Cost and legal ramifications of existing leases ~ Signage - directing visitors to project Financial ~ Not lenders, they are open to new investment and creative financing - Without public investment in inffastructure, nothing economically feasible - High land costs due to subsurface soil conditions ~ Identifying outside lending sources to partner with local lenders ~ Cost and legal ramifications of existing leases - Business relocations (associated costs) Appropriate measure of success for this effort ... ~ Developers ready to invest - Outside developer padnered with local developer ~ Strategy for develol~ment - public sector investment; single developer or multiply; development reality for community; incremental development ~ Education as to economics and other barriers ~ Streamlined approval process for when development is ready to happen ~ Strong design standards ~ Identification of appropriate and relevant incentives Source: Leland Consulting Group. ,, O. Meeting Materials Council Presentations Downtown Dubuque Master Plan Presentation of Preliminary Findings 5May2003 Presented by: Downtown Planning Committee Leland Consulting Group SEH, Inc. (URS) MSA Professional Services Durrant Group UURSU Downtown Dubuque Master Plan Downtown Planning Committee Includes Representatives From: · Dubuque City Council · Dubuque Area Chamber of Commerce · Dubuque Main Street Ltd. · Dubuque Cultural Alliance · Dubuque Initiatives · the Iowa Legislature · Housing Trust Fund Committee · Historic Preservation Commission · Long Range Planning Commission City Department Staff Support: · Planning Services · Housing and Community Development · Building Services · Economic Development · City Manager's Office Vision Downtown Community Consensus Vision for the Future of Downtown Dubuque Six Dimensions: · Cotamerce · Culture, Education and Entertainment · Historic Features · Public Spaces and Open Areas · Residential Living · Transportation Comp_rehensive Downtown Master Plan will Speci~ Detailed Action Steps and Resources N~eddd to Reach that Visioh. Master Planning Process: · Assess Vision Vs. Reality · Assess Vision & Reality Vs. Existing Plans · Creating Downtown Master Plan that Uses Vision Downtown as Foundation Downtown Dubuque Master Plan L~ Project Area Downtown Dubuque Master Plan Project Mission Assist the client team with preparation of redevelopment strategies for downtown which produce tangible results, and information which will lead to careful investment and a well-served market. Plan Approach To identify real projects for implementation and formulate strategies which capitalize on opportunities and overcome barriers in an effort to ready the environment for investment. Components of the Analysis { { Quantitative · Existing Conditions · Delivery System Capacity · Niche Opportunities · Demand By Land Use · Case Studies · Concept Plan and Design Recommendations Qualitative · Focus Groups · One-on-One Interviews · Public Open Houses · DPC Planning Retreat · Public Engagement Vehicles · Traveling Questions Exhibit Implementation · Positioning and Investment Strategies · Implementation Strategy · Benchmarks ' · Final Plan Dubuque Regional Locator Map Dubuque County & Trade Area Demographic Profile Population/Growth Households Income (2002) 1~ ~ ~9 up ~ $~K ~% 30% ~1~ ff8% ~K 17% 18% ~ 1~ O3% 0.2% ~ (~t) ~,~ · ~ile popula~on is exp~d ~ decl~e over homehold s~e next five years, households ~ ~ease ~ Dubuque ~mes skewed mu~ higher ~ suing ~ade area · Imp~sive share of ho~eholds ~ high-~c~e cate~qa~ ~0K ~d P~hogra~hi~ / Lif~at~l~ Profll~ % of Index to Dubuque USA .Top PRIZM Clusters County HHs (100~same) Description of Cluster Sunset City Blues 24.4 1435 Blue-collar empty-nesters nearing re tirement in agxicul~ral areas Agri-Bus~ess 11.4 760 Large families? outdoors types; farming or blue collar Occupations Starter Families 9.2 6~3 Younger families in blue~ollar occupa~ons; large households Second City Elite 8.5 447 Movers and shakers of smaller ciOes; typically married with no kids Family Scramble 5.1 243 Families in lower-wage s~rvice and production jobs; high Hispanic River City USA 4.9 272 Traditional, blue-collar families living in single-family homes Upward Bonnd 4.2 233 Professionals, typically married with kids, living in newer houses Middleburg Managers 3.9 217 Executives, professionals half older with kids half youn~ & single Residential Demand Annual Demand From Household Growth: Dubuque County Residential (Rental) Demand · Continued steady growth in residential demand - similar to historical construction trends (=market equilibrium) · Housing demand segments similar to historical growth - 73% ownership/27% rental · Future changes in housing demand will be product-related - higher density, lower maintenance, amenity-driven · Many housing products in high demand best-suited for downtown environment Residential (Ownership} Demand Existing New Unit New Unit Annual Income Peni-up D~mand Demand Range Approx. Home Price Demand 2003-2007 2008-2012 up to $25K up te $85K 27 72 72 $25-35K $85 to $120K 15 40 40 $35-50K $120 te $17~K 25 67 67 $50-75K $i75 to $250K 58 102 102 $7~400K $Z50 to $3§0K 21 56 56 $100K and up $350K and up 17 44 44 Totals 196 381 381 Dubuque Building Permit Trends S00 400 350 Dubuque Cou~y City ~ Dubuque Retail Demand Retail Demand From Household Growth: Dubuque County Void / (Surplus) Categor~ in s.f. Grocery/Pharmacy 148,0'39 Alcoholic Beveragas at Home 53,107 Fend/Dr~k Away from Home 256,054 Personal Services 82,294 Misc. (Pets, Tobacco, etc.) 44,$8~ Household Fum./E~lutP, (24,606) Home Elecironics/Computers Apparel & Accessories (142,230) Sporting Goods/Hobby/l~0oks 44,610 Entertainment (45,075) Automotive (gas/off/repair) 187,978 Video/CD/DVD Seles/Renitd 36t959, Total o,f Selected Categories N~w Demand From New Demand From Dubuque County Household Growth Visitors 2003-07 8,060 8,829 870 7A99 28,092 1,585 4,304 6,766 1,798 1,042 1,5~0 26,8O9 5,881 24,278 1,075. .. 8,829 39,460 95t817 * "Voids" currently exist in most major retail categories - potential expenditures exceed sales, resul~tg in retail "leakage" · Surpluses currently exist in household furnishings, apparel and entertainment categories - sales exc~d expenditures, resulting in 'imported" sales · Healthy future demand from household growth for all retail categories · Substantial impact from growing tourist/visitor market is substantial ~ represents highest share of future retail demand · Downtown share of retail growth dependent on .neighborhood,, amenities 7.CountyRegion(less Dubuque) by Selected Catel~ories New Demand From Household Growth 2003-07 Greceiy/Ptmrmacy 13,299 Alcoholic Beverages at Home 1,245 Food/Drink Away from Home 11,064 Personal Services 1,933 Misc. (Pets, Tobacco, etc,) 2,592 Household Fttm./Equlp. 6,144 Home Electronics/Computers 1,991 App~el & Accessories 4,.509 Sporting Goods/Hobby/Books 2,520 Entertainment 2,093 Automotive (gas/oil/repair) 9,213 Vtden/CD/DVD Sales & Rental 1,508 Total Reteit sqat~ ~eet ,36,370 Office and Lodging DemandGr0up Office Demand - Dubuque County Total Demand Total Demand Office Demand From From · S~ady dem~d from employmant Emplo~nt Employm~t growth in a~ ~dus~ies Grow~ Gmw~ by Employment ~ctor (2~-2~ - s.f. (2~8-2012) - s.f. · Leading se~en~ of job ~ow~ include: educa~on and heal~; Na~ral Resou~es ~d C~s~uc~on 5,048 3~58 professio~l and b~ess; and government- all ~pically do~to~ M~ufac~g 34,416 24,261 ~nan~ Trade ~d Tr~por~g~ 31,~4 2Z~2 * Office demand can be I~o~a~on ~7~2 16,~9 e~nced by a~acgve ~vironment F~ci~ Acflvi~es 3Z~7 ~,~7 (e.g., do~wn) Pro~ssion~ ~d Bus~e~ ~,~7 4Z~7 Educa~o~ ~d He~ 1~6 118,~1 ~dging Demand Misure ~d Hospi~ 19,1~ 15~79 * Cu~nt s~lus ~ lodging ~ket due O~ ~ces ~ 16,174 ~ low ~cupancy ra~s Gov~t 41~2 ~1 · S~ong ~re demand for n~w howl Total 0~ aqnare [~ 4~,~ 312,891 d~elopm~t p~maflly ba~d on ~w~ ~ tourist/visi~r base ~dglng Demend - Dubuque County * Support for 1 to 2 new lod~ng proper~es ~ market (not includ~g Grand Harbor Resor0 N~ R~m-Ni~ of ~d b~ed · Downto~ l~ely location for ~re ~ R~m Ni~ of ~d 2~ onV~i~r Gr~ ~2~ 1~,~6 ho~l development 2~2 ~m Nigh~ of Supply 5~,~9 New R~m De~d (~ 2~2 ~p~ ~ To~l N~ R~ D~d 2~2 R~m S~lus ~ed on ~5 2~ - less Gr~d Har~ Resort (194 eq~bflum yack} 321 ~) ~d ~ts~ ~lus Planning Retreat Format and Content Objective · Re-establish enthusiasm around project · Translate vision into market-supported project concepts · Access ideas of committee members · Develop concept plans (critical elements of) · Discuss implications of concepts Materials · Base maps with key connections and gateways identified · Market demand sheets · Game pieces (market supported land uses and civic pieces) · Criteria for selection of opporttmity sites · Vision Downtown elements · Resource materials Downtown Planning Committee Workshop L~ "~L ~ Agenda · 1/2 day of discussion and plmming activities · Focused on identifying and exploring redevelopment opportunities Downtown Planning Committee Concepts I~ ~:7'~ .~$E~I Similarities · New rowhouses and condominiums at south end of Upper Main · Convert warehouses to mixed-use and in[ill area with new retail · New gateway treatments at north and south ends of Downtown Differences · Extend streetscape/ greenway on Main · New green space between 9th &10~h - White & Central Concept No. t Concept No. 2 · In[ill residential and commercial in Cable Car Square Downtown Planning Committee Concepts Similarities · New school "campus" between 11% 12m and Jackson, Elm · New residential and mixed-use around new school campus · New infill office and mixed-use office/commercial in south portions of Downeown Differences · Extend streetscape/ grEenway on Main · New green space Concept No. 3 Concept No. 4 between 10m & 11m and Iowa & Central Opportunity Site Selection Criteria · Market opportunity · Link districts and activity centers · Leverage public investment · Physical environment · Creation of key entryways · Ownership patterns · Unified stakeholders · Upward local investment · Compatible with comp plan and vision downtown · Available programs and incentives · Mixed-use activity centers - potential · Multi-modal access - potential · Support organizations · Demonstrated need · Consistent in character Project Schedule Tasks Orientafion & Inlfintion Anslysle Workehop I Retreat Indicators & Trends Identification of Opportunities Concept Plsn Refinement Investment Strategy Implementation Strategy & Fins! Plan Aug Next Steps Focus Group Meetings · Participants · Process · Intent · Draft Script Other Next Steps · Identification of Niche Opportunities and Benchmarks · Concept Plan Refinement and Design Recommendations · Positioning and Investment Strategies ° Implementation Strategy and Final Plan · Public Open House and Presentation · City Council Adoption · Printing and Public Relations Synthesis of DPC Work Sessions LELAND CONSULTING GROUP MEMOm -OOM To: Downtown Plarming Committee FROM: Anne Ricker, Leland Consulting Group Bill Cunningham, Lelzmd Consulting Group Bob Kost, URS/BRW Jim l-IoN, MSA Professional Services Kevin Eipperle, Durrant Group Chris Wand, Duzrant Group DATE: 3 April 2003 Dubuque Downtown Master Plan - Retreat Agenda Retreat Objectives (confirm and/or amend) · Grow enthusiasm and ownership around project · Focus the vision · Provide a forum for a unified committee voice · Develop concept plans (critical elements of) · Discuss implications of concepts Agenda Existing Conditions Overview Market Demand Ground Rules Criteria for Selection of Opportunity Sites Potential Project Elements: · Civic Spaces (amphitheatre, transit improvements, etc.) · Large Format Retail (urban modified format) · Loft Projects (condos) · Strips of StoreIronts · Low-Rise Office · Apartments · !~aGade S~rip Small Group Breakout (4 tables of 5) Pebrief (by connn~ttee) Concept Interpretation (by consultants) Next Steps · Downtown Dubuque Traveling Bxhibit (discussion of questions) · May 6 Focus Group Sessions · May 5 City Council Presentation - Agenda Real Estate Strategi~s May 5 City Council Presentation -- Agenda: · Process FJements Project Schedule Outcomes of Retreat · Pre'lmxinarfly Identified Catalyst Projects · Preliminary List of Barriers · Outcomes and Deliverables May 6 Focus Group Sessions Location: Majestic Room, Five Flags Civic Center Times: 7:30 a.n% 11:30 a.m., and 5:50 p.m. Dt~ratiora 1¥2 to 2 hours Size: 10-15 people per group Downtown Dubuque Traveling Exhibit:. Week of Suggested Locations Suggested Questions April 14 Cathedral What components should be included in a livable downtown neighborhood? April28 NICC Downtown What cultural, educational, and entertainment activities should be downtown? May 12 City Hall What historic elements of downtown should be preserved? May 26 Diamond Jo How and where should downtown connect to activities on the riverfront? June 9 Welcome Center What public activity spaces should be downtown? June 23 Public Library What should be available downtown to serve residents, visitors, and workers? 7 downtown? Telegraph Herald What types of businesses should be Weekends after May 3 Farmer's Market Rotate easel One question Locations will be publicized through media releases, newsletters and PSAs Dubuque Main Street Ltd. will rotate easels Real Estate Strategists INVESTMENT OPPORTUNITY SUMMARY Dow~rrowN DUBUQUE, IOWA ~+ YE~ BUmDOUT O4/03 LAND USES (TOTAL SF/~JNITS) TYPICAL BUILDING SIZE (TOTAL SFfltJNITS) Modified Big-Box Retail Neighborhood-Serving Street-Level Retail Entertainment Retail OFFICE Class A Class B/Local Service Office over Retail Corporate Campus Incubator Space HOUSING Rental Apartments (18 DUs/Acre) Townhomes / Rowhouses (6 DUs/Acre) SF High Density - Condos (12 DUs/Acre) Apt/Condo SPECIALTY Mixed-Use (2-story) Boutique Hotel (60 - 100 Rooms) Senior Housing C75-100 anits) Parking (sm*face and structured) Senior/Community Center Performing Aris Center (ampiffteatre) Institutional (schools, churches, etc.) Open Space (passive, active) Misc. Piece Source: Leland Consulting Group. (city block of store fronts) 80,000 50,000 (city block of office suites) 80,000 15,000 (city block of second floor housing) 50,000 * 75,000 100,000 2 4 5 1 2 2 3 2 1 2 sets of 50 units 5 sets of 6 units 3 sets of 45 units 5 2 1 1 Several 1 1 Sketches Demand Dub.que County Retail Demand Implementation Development Economic Analysis Photos Downtown Dubuque Master Plan Catalyst Concept: Shopping & Entertainment Vision Downtown Element: Commerce Phasel Phasell Implementation Images Downtown Dubuque Master Plan Catalyst Concept: Green Space Evolution Vision Downtown Element: Public Space & Open Areas Durrarr~ Sketch Demand Implementation Development Economic Analysis Photos Downtown Dubuque Master Plan Catalyst Concept: Employment & Daytime Population Vision Downtown Element: Employment Sketches Demand D~velopment Economic Analysis Implementation Photos Downtown Dubuque Master Plan Catalyst Concept: Downtown Living Vision Downtown Element: Residentia! Living Overview Photos implementation Downtown Dubuque Master Plan Catalyst Concept: Transportation Connections Vision Downtown Element: Transportation Dun'ant Overview Images Implementation Photos Downtown Dubuque Master Plan Catalyst Concept: Public Art & Artisan District Vision Downtown Element: Culture, Education & Entertainment Overview Existing Conditions/Opportunities Implementation Photos Downtown Dubuque Master Plan Catalyst Concept: Historic Preservation & Reinvestment Vision Downtown Element: Historical Features 11. DPC Meeting Minutes MINUTE8 Long Range. Pbaming AdVbo~ ~on Committee Members: Dan LoBianco, Doris.Hingtgen Steve Horman, Dave Rusk, and Bob Felderman; Staff. Membem: Laura C:arstens, David Harris, Rich Russell~ and:Usa 8esterhenn. Committee Member: Art Roche, pamJOchum, Jim' Holz, J0hn'Walsh, Ann Mk~alski, Ru~ Nash, Jim GibbS~ and Jim Giesen. ~ The meeting was called to order at 11:43 a.m. that:~ meeting was ~ing held in corr~iance ~,th the IoWa OpenMeetjngs Law. MINUTE~: The minutes of November 5. 2001 were approved by consensus of the voting rnembem present. A~TION ~ ~Rusk stated that he had. copieS of the press coverage. ~r~g. arding the sion Downtown final docurnent: Consensus was f0r staff to.distribute ~he adicles'a~ part of the next agenda packet. Next b-'teos for Master'Planning, Process: Oarstens distributed a memo delineating the proposed next steps for the dOWntown planning process. The CommJtlee reviewed and discussed the memo. Rusk.requested represen~.fmm the Clmmber.of ~ and Dubuque Main 81zeet.at tfie Febmar~ 21 and March 5 budget hearings. Consensus was for Horman. LoBianco. and Ca~slens to colle~ examplesof. RFPs and/or contracts from other-cities for development of ~ dovmtown :comprehensive master plan: In addition. Rusk pre,application form for a community Development Fund grant to February's' mee~ng. Consensus was to look at submi~ng the;Pre*application following approval of the budget by t~e.City Council on Marclt 5, 2002. ?~]~M~l]~d~LRuSk ~.that Mmy Lynn Neumeister will be stepping down from this Committee due to her t~me COUnts as theChair of the Joint CKy ~ounty Plannin~ Committee and Long:Rathe Planning Advisory C~. consensas was for vbianing process to a ,planning.Pr0ce~: In:addition, staff is to send.a letler to all current -Co~,members Wflh ~ 2002 mee~ng :schedUle;.Comrnit~e members are asked to Minulas-'Downtown Planning Con~nittee Janua~/21, 2002 Page 2 respond sia;.ing their interest in the. planning process and abilib, to commit to the meeting schedule. ~ The.~ing ended at 12:45 p.m, MINUTES DoWNTowN 'PLANNING cOMMITTEE LOngRang~'Plmming Advbm¥ Commission · Februaly_18,,20(~ 11:3~ A.M. Confe~nce. Room'S2; City Hall Annex 1300'Main Street, Dubuque, iowa Committee Membem: .Dan LoBianoo, Doris Hingtgen, Steve Horman, Jim Holz, John Walsh, Ruth :Nash; Jim Gibbs, Dave. Rusk, and Bob Felderman; Staff Members: David Harris: Rich Russell, andLisa Sesterhenn. Comrnitlee Men,~mrs: A~t Roche, Pam dm:hum, ,~Jn Michalsld, and Jim Giesen. StMf Membec Laumcamtens. CALL TO ORDER: The meeting was Called to order at 11:35 a.m. CERTIFICATION OF COMPLIANCE: Staff presented.an Af~levit of Compliance verifying that lhe meeting was being held in ~ance with ~he ~ Open M~----.,~ngs Law. MINUTE8: :Motion by LoBianco, seconded by Felderman .to approve the minutes of Janumy 21, 2002 passed unanimously. MMton by Feiderman, seconded'by Walsh to approve the minutes of November 5, 2001 passed Unanimously. ACTION ITEMS: Budget Review Process: Rusk stated that he w?u!d not be. able to attend the February 21 budget, heming andrequeSt~'that representatives from the Chamber of CommerCe and DUbuqUe.Main Street be present: at the meeling. He slated lttat he would be attending the March 5 budget headng. ~ HOrman. LoBianco, a...nd ~enn shared the co,-,bi~ts, ~p~and-oiher infonna~en collected: from ol~er cites for development of a downtown comprehensive master plan. L0 .Bianco summarized'the status of other funding sources.including the National'Trust for HistOric Preservalion (uPto $t0;1300), Alliant (uP to ~lr2,SOO), and Llfilico~p (under I;1000)..He .stated tt~t .tim.National Trust.application should be submrded by ~ March and .that he will meet with City staff and -Bob Felderman to §nalize ~the application. LoBianoo and City slatf reviewed.b~e Iowa EConomic Development Depmbnent (IDED) pre- application process and fonn. Alter a discussion, consensus was tO invite CalJ Beals, IDED, tO l~e next meeting to review the grant process and timelines. rrEM~ FROM THE ~: Commiltee Membet~hip.~':~ reviewed the results of the survey.that was sent to all c0mwdttee members mtd ~ that the Long Range Planning Advisory Commission Minul~s, Downtown Planning Committee February 18, 2002 Page2 ~ll. re~dew the results at:its next meeting. Alter a. discussion, oonsensus was.lfiat the curmntlC~ee:.rnembershiP is apPmP!iate'..wilh.the.'exceplion that LoBianco will-extend. an invitation to the F'~cher COmPanies to have a represenlaiJVe on the Committee. ADJOURltMEIIT: The meel~ng ended at 12:33 p.m. Usa Sesterhenn, ~ssistant Planner MINUTES DOWNTOWN PLANNING COMMITTEE LONG' RANGE PLANNING ADVISORY COMMISSION Idar~h 11,2002 11:~0 a.m. Conference Room//2 - City Hall Annex PRESENT: Chairperson RUsk, CommitlSe Idembem.Bob Feldennan, John Waish, Jim Gibbs, Doris Hingt~en; Staff. Memhem Rich Russell, Laura Cmsfens, David Harris and Bill Baurn; Guests: Caii Bseis, IOwa Department.of Economic Developmen~ Jim Holz, IdSA; Mmy Lynn' Neumeisfer, Long Range Planning Advisory. commission. ABSENT: Committee Members Ruth Nash, Ann Michaiski, Pam Jochu-m, Dan LoBlanco, Steve Horman and Jim Giasen; StaffMember Llaa Sasterhann. CALL To. ORDER: Chairperson Rusk ce#nd the meeting to order at 11:38 a,m. withOUt a quorum. MINUTES: MolJoo by Felderman, seconded by Waish, to approve the minutes of the February 18, 2002 meeting as submitted by consensus due to lack of a quorum; Chairperson Rusk read Jim Holz's resignation letter. Chairperson Rusk introduced Call Beals of the Iowa Deparl~nent of Economic Development (IDED). - ~ - :iDEDP~ -- ' _' n: Chaiq)ersonRusk diain~ufed~f mlleStonsefromFebmary 2000 iflmugh March 2002 for'the downtown.planning process: Hemvlawedthe status of the four steps of the dOWntown-planning proceas. He nOted that stefi.~t was completed With the City Council's adoption of ~ion Downtown. He then reviewed the three remaining steps for crealing Dubuque's downtown master.plan:aSsesS thevisioo'vs. :reality, assess the vision rs: exis0ng plans, and create a comprehensive downtown master plan. Call Bseis dislributed a brochure on IDE[Ys Community Development Fund, and reviewed the prngmm~s~parameters. 'She noted'the City's proposal addressas thrse targeted, issues - growth ma.n. agernent (..sma.rt grow~).and two housing issues (upper sto~y and infill, lots)~ She said a pre-apPlicali°ncan be made on-line;'however, the applicellon: must include the name of the consultant. Shesald the IDED will not'fund a project without this information. Ms. Beals noted that the rna,~Jrnum amount is $50,000, but IDED has not funded at this level this year; She said Ifle IDED has:not.funded any downtown master plans; but recently has funded .two ProjeCts at $20;000 and $25;000. She emphasized that the IDED would like to commit the.money before the end ~fthe f~,a! year, which is June 30, 2002; to avdM realiocalion' toother state programs. Minutes - Downtown Planning Commltme March 11, 2092 'Page 2 Ms. Beals tJ~en, explained that the application must be from the City on behalf of a non- grant programfllat provides $5,000/year torcomrnet~almweiopmenr. ~ne.sam mm the Community Development'Fbnd is not for tourism; V'=ion Iowa and CAT funds are for considered ~nclude the $C~md DiStrict. and .Duouque c;ounty. ~or our projec~ she sam we have the :right padners at the table. Ms. Beal$ stated that IDED would ask: DOeS ~ project really address the issues of ~sion DowntoWn as a backdoor way to address culture and entertainment fOr f~urism? She then reviewed the. m~ngc~aria. She said.for ~fe/s.fO~ Succe~ we would need ~3 Idt t'rds ra'dng very hard. For !r~dusbT ~.s~e s~d suppor'dng documents and,a letl~r of suppmt.fmm GDDC would he~p.this process. Ms. Beals noted that ~e serves as advisor, advocate and'reviewer in Des Moines~ She said:the pre-applicai~on takes 7-10 days to turn around and to make l~e first cut. She said the turnaround f~me on the anal applica~on is appmX~rnately one month. Chairperson Rusk,thanked Ms. Beals for at, riding this,mee~ng, and for.providing information about l~e program. There was~en discussion on ho~v to proceed; Ca.~ns noted ~ selecting a consultant prk)r to receiving a grant is b~e typical and gener~ly required process of other 8~ agencie~ and'the C'~. 8he.said w~th'the City's consultant selection process, which requires, an RFP and ~'~en approval of the consultant by the City Council. a consultant ~ould not:be named in a mont~.. Ms. Beals encouraged a pre-applicaf~on withou~ the cor-.,ultar~ being named, so that we could at least begin I~e grant ~ process. After furlher dis(mssion, consensus was that tt~ recommended consultant selec'dOn committee for ~he downtown master plan'RFP would be: Rusk, Felderman; LoBianco. Horman. Harris, carstens, and a representa'dve [Tom ~he city Financedepartmer~ Cmstens-said she would review the commifl~e and,IDED process with ~e City Manager. N~d ~ Trust for H' -d Prese ; '-: :: G. -!' iff'the absence of LoBia _m~o; Ch~d?e.m~ ~Feidermanand Carstens Wilt work on this for subn~ss~n in March; IT~,~FROM COMMIT~'EE: Felderman reported on Dubuque Main Street's collaboration with the Fischer Companies to find uses for vacant buildings in the 900 block of Main Street. Felderman reported that he and Hingtgen would pursue a grant flora the Dubuque Area Board of Realtors, With Committee support. The.COmmittee supported this action by CORSePJSUS. Minui~s - Downtown Pbnning Committee March t!, 2002 Page3 CommitteeMembershia: ChBi~nRusk reported mat LoBian~ ~ met ~ tis=her Companie~ toinvi~e ~their representative to Serve on the Commillse, but lhey declined due to other commitments~ After d'~ssion of invftalJons to NICC and the School Died]icL, con~nsus was.to ~k both for a letler ofsUpport forlhe IDED granf~ :indicate lhe Commil~e will .se..~ minutes and invitations.fo fonJms, and would welcome their designating a representative to serve on tile Commitlee. After furthe~discussJon, consensus'was to ask for letters of support, from both Finley and Mercy Hospitals.and to re-invite Art Roche of Mercy to rejoin the. Committee, to gaugetheir level of interest, in participating. There was some dP'~.ussion of v~ther to invite ~he Archdiooese as a major downtown propen'Y owner, and whethe~ this might create a communi~.percepf~ of singling out p;.lJcul;r ngigious group. ~.j.o disoussed were the cliflJcu#~eS of creating too let'ge =omni. NeUmeh~er sugge~ted:a broade~ J~n list could be used f~r task fomes with one or two n'=~c.~ngs to.give a mom ~C apportunity,for their Par~ 'patJ0n- Consensus was to request letters of support fmrn the Archdiocese and DACU and to Nter furlher discussion, consensus was for this correspondence requesting letters of support to come from NeumeJster as Chairperson of the Long Range.Planning Advisory Commission, on Planning Sen, ices Department letterhead. Meetina T.~e: Consensus was to move the meeting time to 11:00 a.m. Neumeister indicated that she no longer could comma her time to this process, and then thanked Rusk for his leadership of'the Committee. Committee members asked Neunteister if the Long Range Planning. Advisory Commission should have a representative to replace her. Neurneister agreed to ask. the Commission to select an ADJOURNMENT: The meeting adjoumed at 12:45 p.m. Laura Carstens, mg age Adopted ~ DOWNTOWNPLANNING COMIm.; ~ EE Long. Range ~ ~ Commimdon Ap~'8, 2002~ 11:00 COnference Room .~2; :City. Hall Annex 1300 Main Street, Dubuque~ Commitlee lVl~,~.,em: Doris. Hingtgen, Steve Honmn, Jim Holz; John WelSh, JimGibl~, Ann Michal~i,.Jim Giesen, Dave Rusk and Bob Felderman; Stslf Members: [~Wid Han'is and.Usa Sesterhenn. Committee Id~nbers: Dan LoBianco, Ru~ .Nash and Pam Jochum. Staff Mer~em: Laura Caretons and Rich RuSsell: CALL TO,ORDER: The meeting was called to order at 11;15 a.m. Chairperson Rusk reminded ~e DowntOwn plan~ing Commiltoe members that the n"-'..~ing ~ne has been changed to, 11:00 a.m. instead of 11:30. CERT~IC. -TIONOFC: ~-- ._?- - NCE:_ Staffpresented an Affidavit of~iance verifying that the mesfing was being held in ~ance with me iowa OPen ~ngS Law. MINUTE~: Motion by Felderman,.seconded. by Giesen to approve the minutes of February 18 and'March 11~ 2002 passed.unaninmusly. the RFP: committee With tfle.:addition, of Assistant City Manager:Cindy Sleinhauser and Neighborhood. DevelopmeM Specialist Jerelyn O'Connor. She also reported that staff is in Itm process of preparing admff RFP based on'RFP$.and ire'ruination obtained from o~er co,,,i.mities. Once e-draft RFP bwrltten, the RFP Commitlee ~ill'meet to finalize the of the f~meframe for the IDED application and Will include:a 'condngent upon funding' clause as part' of the RFP. Rel3ort:on IDED Grant Application: Sesterhenn stated ~hat ~e pre.application has been sul3niited to tile Iowa Department of ECOnOmic DeVelopment. A question was raised as to why ;rein-kind support was shown in ~ pre-application and a request made that the time spent by the committes be included ;=..an in-kind contribution for the application. A question was alSO raised as. to'whether the application will'be ready to be submitted in - order to. meet the deadfine established.by the IDED. Sesterhennstatad that staff is aware of the IDED firnef~arne. Reoorton 'NTHP:Grant ADeliCation There was no report on this item,as LoBianco was not at the meeting. Minutes - Downtown Planning Commiffee ,A4~I 8, 2OO2 Page 2 ITEMS. FROM THE COMI~..ISSION: By consensus, the C~,,,itPe ideCide~'to hostan open .house for downtown business leaders and comrnunity stakeholders to review ~/=ion DoW,~c~n and inlnxluce the concept of the Downtown Master Plan. Walsh, Horman. Felderman, and Baum will coordinate this meeting ~ they will meet on April 15.2002 at the Chamber of Commerce office' to plan.this event..A letter requesting a financial contfibufiorl to the master planning process will be sent following the open house. ADJOURNMENT: The meeting ended at 11:50.a:m. AI~ENT: MINUTES Long Range Plmm/ng Advismy CommiaMon Conference,ROOm. B?, CIt~ I.lall Aimex 1300 Math S~mt,:DUbuque, Comndi~e Membem: Doris Hingf~gen, JOhn Waish, Dan LoBianco, Ann M!chals~, Jim Giasan, Pam Jochum, Dave. Rusk and BoO. Felderman; Staff Members: David Harris, Laura Carstans, Rich .RUssell, and Usa Sestarhenn; Guest: d~m Hob: Committee Members: Jim Gibbs, BilI.Baum and Ruth Nash. CALL TO ORDER: The meeting wascsiiad to order at 1'1:10 a~m. CERTIFICATIONOF COMPUANCE;-Staffpresentad an Affidavit of Compliance vmfTying that ~%e meeting was-being held in Compliance.with the Iowa 'Open Meetings Law. MINUTE8: Motion by Walsh, seconded by Michaisld to. approve the minu~s of April 8, 2002 passed, unanimously. ACTION ffi3E: sele~on proce~. She stMed .that funds from the IDED will not be :a~ailable until after 711/02 according to Call- Beais,:Carstens.reviewed the spreadsheet that She prepared listing p~enfl-al components, scape, ,,,nd de~verabins that could be included, in ars.RFP for a consultant. Committoe membem discussed and ansiyz~d theA~readsheet and presented recommendations for inclusion in the RRP for a DoWntown Master Plan consultant. Carstans will take the recommendations from Ibe Committee and develop adratt RFP for meet on May 23, 2002 at ti:00 a.m. Carstans confirmed that the RFP will ihclUde a 'cxm~ngent upon funding,-.Clause-and ~hata.contract witl not be signed with a consultant urfli! funding is in piace~ LoBianco reported that them were 2 aPPlications submitted from Dubuque and that the Grand Theater applical~on scored higher than the- Downtown MaSter Plan application. LaBianco stated that it appears unlikely that OUr.project wi#receive funding however he Minules - Dom,~m P~anning ~ May 13, 2002 Page 2 appointJflg Dan Walsh in his place..MoUon by Walsh, seconded by Jochum to add Dan Walshto the Commitlee passed unanimously. that was scheduled for the evening of'May 13, 2002 re'Il not be held at ~is ITEI~'FRO~ 8TAFF: Carslens repo~ that Ume at mee~ngs ~s not genera~y counted as an in-kind maich f~r grant requests. She requested Utat C~nmi~ee membe~ begin ~ detem the poter~al in-kind msourcesiha~ m~dd be cor~Jbuted ~o Ibis projecL July 2, 2002 at 11:00 a.m. in the City Hall Annex Conference Room 2. ,AI:UOURtJf~'NT: The meeting ended at 12:15 p.m. Usa 8eslerhenn, Assistant Planner ABSENT: MINUTES Lolql Range -Plmming ~ Commimdon June. 10~ 2002, 11:00 A.M. Confem~r,e Ro~m.#2, City Hall Annex Committee ~: Dods.Hinglgen, Jim Gibbs,.Dan LoBianoo, Jim'Giesen, Dave Rusk and B0b-Feldmman; Staff Members: Laura CarStens and Bill Baum; Guest Jim Holz Cmttmiflee Members: DanWalsh, John Walsh, Ann Mid~d.dd, Para Jochum, and Rulh Nash; ~fr~ 'David Harris and Rich Russell. The meeth~ was called to order at 11:20 a.m. mat me. needing wa~ ~eng held in compliance with the Iowa.Open Mee~ngs Law: ~ Motion by~Felderrnan, seconded by LoBiancoto approve the minutes of May ! 3, 2002 :passed unanimously. Consultant Sele~ Carstens mportedthat.0n May 23, fl~e consultant selection committee met to review the draft RFP that she' had.prepared based.on lhe Con~[~e's input at the May 13 not need C~ty Council approval befOre.being:sent-out,-Camtens, said .It~t.lhe RFP. emailed tO tt~American Planning Association's web site for Posting, and also was mailed outto primarily lOCal:and regional consultants. She noted that.a copy of the RFP Was enclosed in the'Committee's agenda'packets. She indicated that proposals are due on selection conmittee will need to interview a - -' .-" · .- .. _'~--'~' _ . -._ ..~_ ,_,~:......~ ,~ ... shOrthstoffirmsto;rYi~'vlew, andihertrnakea ID,ED Grant A~lie~, Tirn~ir~ Carster~ reported ~ on May 30i she met wilh Harris, Baurn, Russell and LoBianco to rev?...t~e i _D~. D grant application,, and what IDED ~aff Mil be looking for in a strong shortfalI.Baum : '-_.__:---~-- --.--,,-, .~,.,,,t,~, u~meetmeotmget there would.be a grant program would be.in place, and to submit an applicalion. Minutes. Downtown Planning Committee June 10, 2002 Page 2 NTHP Grant.Applica~on Resu!~:= LoBianco stated the NatiOnal Trust for Historic Preservation did not award the grant that DMSL requested for the D0wntown. Meste~ Plan. He suggested aPplying again in · . October 2002. Consensus was to'see what funding could be raised locally prior to this fall. Additional Financial and In-Kind Rusk - _ m~-;a~ that our estimated prelect budget is $100.000, with about $75,000 for cons~Jltent fees and $25,000 for printing.and public relations. He noted that the City has committed $50,000 to the project, and that if awarded~ the IDED grant WOUld be no more than $25,000. He said that additional financialland in-kind.resources shOUld be discussed. ' ' Felderman report~l that the Dubuque. Area BOard of Realtors. has pledged $1,000 to the project. He also suggested'we wait urrtii we have responses to the RFP to determine the balance needed for the project. The Commiffee discussed how to approach:the Chamber Board and the DMSL Boara, as well as their membem and other major players in the downtown. The Committee discussed whether the Chamber and DMSL could serve t~h~r me..tubers.and oth,er organizations ~,,- ,~-- .... as. pa .rtr~. for approaching ,urmer alscusslon, motion by Felderma~:'s.~oannc~c~ ~)~UyPl~.o°~i~nndcoi~l~pndpr~SveOUar~S~: A. ffer process: (1)Rusk to meet with Nick. SchruP' o-step · Chairman of the Chamber Board, and the Chamber representative to this C0mmittae~ to. discuss, a contribution from the organization and/or its membershiP;and. (2)Ei~sk to COnvene a Committee COnsisting of RUSk, 'LoBianco ~,~,~;~-~- ,-' ,~ :.subgroup.of the , ,.om,, re~aerman, Chamber:'representative and *Cars-tens to develop, a :mini campaign to r..~se resources .needed. for the project, beginning with major players. Motion passed unanimously. The Committee then discussed other sources of state and pdvate grants focused on components of the V/sion,. such as housing, parks and open space, cultural, arts, and transportation. The Committee also discussed · senace groups· as possible resources. BaLm noted that Dick Werlzberger might be replacing Dan Walsh as the Chamber representative on this Committee. Consensus was to have the Chamber confirm their representative, and for the Commh'tee.to concur with the Chamber's selection. ~ The meeting ended at 12:14 pm. Laura Carstens, Planning. Services Manager MINUTES DOWNTOWN'PLANNING 'COMMITT~ Long Range:Planning AdVi~,m'y COmmission Conference Room ~ City Hall Anlmx Committee Members: Doris Hingtgen, Dan LoBianco, Jim Giesen, Dick W~[cberger, Ann Michalski, John Waish~.Dave RUsk. and Bob Felderman; Staff Members: Laura carslans. David H anis,:Blil Baum and Kay Munson; Guesl: Jim Holz Committee Members: Jim Gibbs, Parn Jochum, and Ruth'Nash, ~ngvms being held in compliance with the'Iowa Open Mee~ngs Law. MINUTES: The minutes of the June 10, 2002 meeting passed unanimously. Dave Rusk introduced-Dick Werlzberger who is replacing Dan Welsh as.the Chamber representative on this ~. The Coh-,~-~ttae introduced thamselves to Mr. We, Ix. bergs. consultant Selection process Staff'Member Carstens noted that she has responded to approximately 75 requests for the Downtown Master Plan information. Nine RFP's were received and werehanded outtothe ~ to review. Ashort:astwill beiderdffied by July 1Sand three or four fi.-,..Wlil be picked to trttarview. "Cast projections will.be.shared at a later dete inthe process: IDED Grant Aolflk:aflon Tim~ine Dan LoBtanco stated that as of yesterday the Iowa Depadment of Economic Development did' not have a budget, but assured the:~ that the funding will be available and that we r--.c_.cd to get an appiication con~leted and sent as soon:as possible. He indicated thet they are looking for projects that are unique and.~rn show others how to doa project, but that ha feels ~omfortablethat there is money available for what We are doings- A target date of August 15, 2002 was picked tosand'an application, altertha consultant is chesan. Addilional':Filanciel and in4(ind. Resources Rusk reviewed that our estimated pr0jeM budget is $100;000, with about $75.000 for cor~ultant-fees and $25.000 for~ and public relations. He noted that the City has committed $50~000 to the. project, and that if awarded, the IDED grant would 'be no Minutes - Downtown Planning Co[[nT,~ttee ,I,I,/z,4mw'to, . oo2 Page2 more than $25,000. He also reported that.the Dubuque Area Board of Realtom has pledged $1,000 to the project'and'a local.financial institution has pledged Rusk also discussed 1flat he approached the Chambe[ Board. and has the Chamber's ~ to and endoi~ment of the projecL They would.like to serve as a partner in the pmject. Discussion followed regarding how to prooeed with requests for pledges.. Walsh asked · ifa presentation should be done to the Previously identical group ofT0 ma]or players. MiOhalski.thought the fundraising suix:ommittee shoukl court 1his group.before e~J~ing believed a pubhc i'elalion csmp~ign, fnay De n~ m p~ mis proji~t, r~.~ said it would be nice to ha~e more'infO~ firs~ before a major public relations needs to be' ~'scrubbed':by ~'fundraising subcOmmittee and contacts made prior to a public relations campaign~ ~dth the general PUblic to be given an opportun'~ to contribute at a. la~er 6=i=. Rusk will convene the subgroup of the Commitlm~.consisUng of himself, LoBianco, Walsh, Felderman, and Wertzt~'ger tO scrub the list of rnajor.p~ayem and begin to 'Downtown Planning Fund,, and re'il be'tax deducl~ble, and for charitable donations or business expenses. ~ The next.meeting will be held on Menday, August 12, 2002 at 11:00 a.m. in Conference Room~ at City Hall Annex. Respectfully sUbmitled, Laura ~, Pl~nmn~ 8en~ces namer MINUTES DOWNTOWN .PLANNING COMMITTEE Long-Range Planning AdviSory commission August 17.;.2002,11:00 ConferenGe ROOm f/2, City Hall Annex Committee Mernbem: Pam Jochum, Ruth Nash, Doris Hingtgen, Dan LoBianco, Jim Gibbs, Dick.Werlzberger,.Ann.MiChalski, John Walsh, Dave Rusk and Bob. Feldennan Staff Merrbers: Laura Carstens, DavidHarfis and Rich Russell Committee~. Jim Giesen. CALL TO ORDER= The meeting was called to order at 11:05 CERTIFICATION OF COMPLIANCE: Staff presented an Affidavit of Compliance verifying that the meeting was being held in compliance'with the iowa. Open Meetings Law. · MINUTES: Motion by W~m3er, seconded by Michalski to approve the rr~nutes of the July 2~ 2002 rne~f~,~] passed urmnimously. ACTION'ITEMS:' Consultant selection process RUsk reviewed ~hat 75 RFP's had*been distributed,.nine proposals ~ received, and four firms had been interview~, camtens.addadlhat a recommendation had been submitted to the City Manager, 'and ltm City Manager's recommendation would-to'on to the City Council. Motion by Walsh, seconded by Nr~chalski:to concur with the recommendatlon of IDED Grant Aoolication Timeline Carstens d'~nd'a draft .of the IDED .grant applicaUon. Rusk asked committee membem to review-it, and then provide comments within.the next Week. Michalaki suggested the application be e-mailed to IDED conlact Call Beals this week. She added that she and LoBianco would visit wilh MS~ Beals aboutthe application at the Downtown Conference .in Mason City on August 20-21. Ca[$~ens noted that the application would go to the City Manager and 'then the City Council She asked for letl~rs of support ~ tt~ Rusk reviewed a list.of rna~r downtowri Stakeholders who had been.asked for a financial comrnitmenL He reported that over $12,500 had been raised'to date. Minutes- Downtovm Plannit~g Committee AUgust 12; 20O2 Page 2 ~ MEETING: The next meeting wifl be held on Monday, September 9, 2002 at 11:00 a.m. in Conference Room f/2 at City HaH Annex, AI~IOURNMENT: The meeting adjourned at 12:05 p.m. Respectfully submitted, Laura Carstens; Planning Services Manager Adopted MONDAY, SEPTEIIBER 9, 2002 ~1:00 a.m. ~,~..~The mee~g was callecl to older at 11:08 a.m. · the IOWa Open ..:::~ings Law-.. AugUst 12, 2002 passe~ ~. with URS/BRVV, the Minneapolis ~'u,,. and two Dubuque rams, MSA and Dumant. infomtation ~ with 'b'te IDED gre~t' al~ 'C~nsensus was for staff to dratt a letter for ~RNI4ENT: The meeting was adjourned at 11:57 a.m. MINUTES LONG RAHGE PLANNING ADVISORY COMMI881Ofl D~NNTOWN PLANNING ~EE ~m~ R~m ~- ~ Hall Ann~ 1~ M~n ~ Du~q~ PRE8EHT: Chairperson Dave Rusk, Corrmiittee.Members, John Wsish, Jim Gibbs, Jim Giesen and Dan LoBianco; Staff Members: Rich Russell, Laura Carstens, David Harris, Bill Baum and 13~h Conlon. ABSENT: Committee Members Bob Felderman, Doris I-#hgt., Pam Jochum and Ann IVlidmiskJ: CALL TO ORDER: Chaiq~emon Rusk called the meeting to o~der at 1t:10 a.m. without a quorum. CE 'IFICATION OF COMPLIANCE: Staff pmsent~ an Affidavit of Compliance verifying that the meeb'ng was being held in complianCe'with the Iowa. Open Meetings Law. Chairperson Rusk requested a morneat of saence in memory of Ruth Nash. MINUTES: Due to a lack of quorum, the minutes of the September 9"' meeting w~ll be mviswed Chairperson Rusk announced that. Steward Sandstrom will replace Dick Wedzberger on the committee as the Chamber of Cor~r~-,erce representative. ACTION ITEMS: Consultant Contract: Staff Member ca, ~,=n~ reflofted that the c;,~;[ is being reviewed w~h staff. Chairpe~on Rusk suggested'that a reductionarm!ysis for'ltm consultant'fees be done. Staff Member Camtens suggested this should.be possible due to an overlap with ~ TranSit JJ~: Chairperson Rusk commented that Cali Beals~.tbe !DED requested further donor information in'a latter, which was sent on October 1, 2002; Staff Member Caratens mpmtod that IDED wants a 'list of donors and COnfirmation of $25,000 .mi~ '.?d privately bofom the grant application is reviewed. Chaiq~erson Rusk.repoflecl that'$tT,000 in pledges has been raised as of this date. Addili0nal Financm nd ~K~ad R --' - : Chai[person Rusk reported Dubuque Initiatives will be asked forSS,000. He read his le~er to Dubuque Initiatives. He also repoded that add'dionai donom have been identified and approached informally. ITEM8 FROM COMMITTEE: The meedng date for November was changed to November 4th at 11:00 a.m. due to tbe Veteran's Day holiday ADJOURNMENT: The meeting adjourned at 11:44 a.m. Respect~lly Beth Conk)n, Assistant Planner MINUTES ~ PLANm~ ADWSORY ~~ DOWNTOWN PLANNIM~ COMMITTEE NoVember 4, 2002 11:~'a.m. Conference .Room #2. City Hall Annex 1300Main Street, Dubuque PRE~NT: .Chaiq~emon Dave Rusk, Commit~e Members Bob Feldennan, Jim.Gibbs, Doris Hingtgen,.Dic~ Wertzbeq~er, Pam J~:hum, .Dan LoBian~o, Ann Michaiski and John WaiSh. Staff Member~ Rich Russell, La~ ~ml:ens; demlyn'O'Oonnor, David Harris, BilI.Baum and Beth Conl°n. ABSENT: Commitlee Member Jim Giasen. Chairperson Rusk called ~te meeting.to order at 11:06 a.m. · F COMPLIANCE- Staff resented an Afr~davit of Compliance CE_RT. IFICATIONO · . -.. P .... ...... ~ ven~y~3tha[the meeting was being held m compliance v~n me Iowa upen Meenngs LSW. leNUTES: MOtion .by Walsh, seoonded by LoB~nco .~ a.PProv~..the ~nutas of the Septembe~ 9, 2002 meeting as SUbmitted. Motion.tamed unamrnous~: Motion by Walsh~ seconded.by.Faiderman,, to.approve ~he minutes o~the.October 14, 2002 meeting as submitted. Motion carried unanimously~ Staff.M~..mber Camtans inlroduced Jemlyn O'Connor, Naighbon'~x~d Development. Speciar~ as a new staff meniber.to the Comrnittae. Addifienai.Financiai and ImlGnd. Resourues: Chai~n Rusk reported:~ thatthe Committee has met the' $25,000 local match COmmitment for the Downtown-Master Plan Study contract, and dis~buted.a:list of conln"outors~ Committee Member Faiderman commented that he had donatad $100 to l~e funding, Which was not listed: Cornmittoe Member Michaiski stated that ~he total number of'C~,;,A,~dons also.satisfied the Oubuuue Inilia~avas match proposal. Chairperson Rusk commented .that. he ir~med Cali--- ~als of the Iowa Depmlment of EcOnomic Development (IDED).thet the $25~000 total match has been made. 'Staff Member.Hanis congratulated the Committee. Chairpemon Rusk noted tfiat Dubuque IniliMivas had requested that Judie Fjailma~ be members.. Motion:bY Walsh, secorMed by Faiderman, to mw~e Jume pj~mml to se on the Committee. MMion'cenfed unanimously. Minutes. Downtown Planning Committee. November 4, 2002 Page 2 ADJOURNMENT: The r:=~ng adjourned at 11:28 a:m. Beth Conlon, Assislant Planner Me,eting For December 9, '2002 Can.celled DowNToWN pLANNING*COMMITTEE LONG .RANGE PLANNING ADVISORY COMMISSION :Monday, January 13, 2003 9:00 a.m~ -i 2:00 Noon Conference Room #2, City Hall Annex 1300.Main Street, Dubuque, Iowa PRESENT: Doris Hingtgen, Jim. Gibbs, Dan LoBianco, Ann Michalski, Dave Rusk, John Walsh, Dick Wertzberger, Judie Fjellman. Staff Members Laura Carstons; Tim Herefleld (for Bill Baum) 'Rich=Russell, David Harris, Jerelyn O'Conn°rand. Beth Conlon;. Consultants: Anne Picker and Bob 'KosL ABSENT: Committee Members Jim Giesen, Bob Felderrnsn, Pam Jochum, and Mike Ironside. _C,a~.L TO ORDER: The meeting.was called to order at 9:05 a.m. CERTIFICATION OF COMPLIANCE: Staffpraser~ an Affidavit. of Compliance verifying that the meeting'was13eing held in:cernpllance with the Iowa Open. Mee~ngs MINUTES: .Motion by Werlzberger, seconded by Walsh to approve the meeting minutes of November 4, 2002 as submitted. Motion carriedurranimoualy. Chairperson Rusk introduced new committee member Judla Fjellman of Dubuque Initiatives and welcomed, her to the. Downtown Planning Committee. ACTION n'EM: Kick-off.Mee__-_~tawith Leland Consuitin.q Grou~) Team: Downtown Master Planning consultants Anne' Picker, Leland Consulting Group, Denver, Colorado and Bob Kost, Senior Associato of URS, Minneapolis, Minnesota presented theirDowntown D. ubuque Master Plan almtogy to the.Downtown Planning Committee members. Ms. Ricker shared the Downtown Dubuque Mas~~ Plan project.mission staternent with the Committee: 'To assist the cliant team with preparation of redevelopment sbatagiea for downtown which will produce tangible results and informel~n that will'lead to careful investment and a well served market.' The consultants reviewed !fie essentials of-an implemantable planand strategy are: To tmderstand our dow,town as a sub.market. To identify the critical components of downtown -identity. To leverage existing~development opportunities. To understand the built environment (the historic.environment). Downtown .Planning Committee January 13, 2003 Page2 · · To:create linkages and educate with lhe delivery system. To insure economic sustairmbility. To enhance INability. They. added ~ the challenges to.downtown' revitalization are: Lack of developable land. Comparatively high land costs. · Competition for City dollars: The economics of redevelopment. The older buildings and ~. · - Inconsistent neighborhood infrastructure. · Greate~r risk in serving a narrow market. Transportation connections. Parldng accessibility. Ms; Rick'er, Mr. Kost and the Committee members discussed the various essentials and challenges of this .project:' MS. Picker shared .that what makes Dubuque unique are community assets, tmdili0nal values, Ihe character of the Je~al market~ our ~nt to reinveslrnent and our CUlture and history. Ms. Rid(er and Mr. KOst affirmed that lhe deliverable products of the Downtown Master'Plan'and the redevelopment strategy would include: A comprehensive database. Community profile(s). 8ynffiesis of barriers to reinvestment<;~pacity analysis. Cross reference wi~ the Vision Downtown plan. Business inventory and dentand estimates; Development concept.plar~s with niche opportunities. Benchmark variebles. A final framework plan. urban design framework. A menu Of project, program and policy initiatives. Identifiable implementable pro~'(deYeloper RFPs). Ms. Ricker noted'that the ber~fi~ ~o a. hea#hy downtovm' am the increased ability to attract and retain-employees, f~.establiSh criteria for I~ond rating:companies; to Pr°vide recruitment toots for new'industry, to stimulate the.region's economy and.to provide good inveslment. She added that objectives fot the DOwntown Master Plan strategy are to: 1. Identify lhe critical components of doWntowft identity. 2. Understand th~ market. Downtown.planning Cona'ai~e January 13,2003 Page3 3. 4. 5. 6. 7. 8. Leverage e~dsting development opportunities. Undemtand the built (histo~c) environmenL create linkages. Ensure economic ~ustainability. Enhance livabi~it~ and produce an impiernentable plan and strategy. Ms. Richer, Mr. Kost.and ~ ~ members discussed outreach trmle that will engage ~e. downtown stakeholdec · 4~ Stakeholder interviews. Walking.tours of the historical dist~ts. Communication. Planning retreat wmksh~. Regular wo~ group meetings. Periodic business group coffees/lun~. Community meetings at leey stages. City Coundl wor~ sessions. · Coffees or lunches wflh tmsiness and 'sendco groups. Youth-for example high schools, colleges, NICC. The COmmrd~e also discueaad: engaging the Chamber of Commerce, GDDC Board, Dubuque Multiple Listing Serv~ (joint meeting), neighborhood, associations (joint meeting) as well as using existing newsletters at Dubuque Main Street, Ltd;, Chamber of Commerce, and ~e City, media releases and put)lic service announcements (PSAs); Committee membe~ diSCussed that we should be engaging not only the leaders, movers and shakers of the cormnunity, but. abm ordinwy crdzens~ Committee members noted that the commitment to keep ordinary citizens involved is very important; we need to~ keep ~ educated and abreast of'the prOCess. Committee members also had other general ideas regarding about the Downtown Master Planning procoss: · 4~ To keep handicappad-accessibility issues in mind when makingWalking tours. To limit meetings with'the Ci{y Council .to two shoat rr=~r, tings rather then one long and one short mest~ng. resolve those-issues. To use a presentation at the City Council as an action item in lieu of a work To establish a schedule for the DoWntown Planning Committee to meet with Downtown Planning Committee January 13, 2003 Page4 The meetingconfinued with a discuseion regarding:the communication and delivery system to help the community take ownemhip of tile :Downtown Master Plan strategy. Comments were made thatitwas.tmportant to. communicate our ,successes and that suStainability is a continuing process, some Committee members questiOned whether there was a marketing piece and a. maP with highlighted locations to use as amarketing tool with developers and investors:' Leland .Team said that they would help 'prepare information' in binders'to bepaskaged as we need it with poster pla~s or two. age fold-out brochures and insert:sheets that could be used immediately after'the Plan is adopted. Ms. Ricker handed out paper and markem and asked Commlitee members to draw a map .of the .Downtown:area as it is todayand how they envision the Downtown forlthe future. After the exercise, each COmmittee 'member shared his or her maP. and vision for the future of:theDowntown~-Suggestions for the .future were: Upscale shopping. A shiR in City Council goals from the emphasis.on family to the emphasis on Dubuque as a place for a broader population. DoWntown transportation impmvemants along 'with way-finding sign systems. Educating property owners on the retern.on investment for housing and retail in the Downtow~ .area. Look at small to medium-sized cities and in Iowe and use Main Street lows as an inspi, retton. The cities ,of Natchez, ~r~:ksburg, Fargo, Green Bay,-,LaCrosse, Lansing, Walla Walla; Boise,. Sioux Falls.and SL Charles were mentioned. Some impediments, to the .DoWntown Master Plan were .discussed: storm water management, a downtoWn elementary school, and absentee downtoWn.landlords. Ms. Ricker than asked each person to.state a project that they would like to see come · to completion in the next fi~e years. The following projects were identified: 2. 3. 4. 5. 6. 7. 8. 9. A totally rehovated Julian Inn. A totally renovated.FiScher Building. A light rail trolley system. A downto~m.reaidantial/service retail project. A large ~e~ail anchor store, upscale if possible. Prescott community school/center. Restoration and newuses for the brick werehouse district. A new use for the Masonic Temple. Nesler Ceotm reStora~,~/renovatlon. Committee members and the consultants disCussed that the planning process does not involve redoing the adopted Vision .Dovaitown~:but that the process does include assessing the vision vemus'reality as wall as asses~ng the .vision and reality versus Downtown Planning Committee Jan[mw 13, 2003 Page 5 exis~ng plans. The next meeting was s(~aduled for March t 0~ 2003 from I0:0i3 a.m. to' 12:00 p.m. The FebrUary 10~ meeting, was canCeled;'C0nsensus wasto holda relmat atthe Four Mounds Conference Center o~.Friday, Ap~111, 2003from 12:00 p.m. to 5.'00 p.m; The meeting adjourned at 11:55 a.m. dop d: In M,eeting.. . . For Fe,brua ry 10, 200.3 Cancelled PRESENT: ABSENT: MINUTES DowotownPlanning Conm~lttee Mondsy, March 10, 2063 10:00 a.m~ :.12:00.Noon Conference Room 2, City Hall Annex 1300 Main Street, Dubuque, Iowa Committee Mernt~rs Doris Hingtgan, Bob Faidennan~ Jim Gibbs, Den LoBianco, Dave Rusk, Mike'lmnside, dudie Fjeltman; staff~:Laura Carstene, Elizabeth CordOn, Rich Russell,. David Harris; Bill Baum .and Jerelyn O'Connor. Also present were Anne FUcker.of Leland Consulting, Denver, Colorado; Bob~Kost, Eric Paget and Den, Myers of URS/BRW; of Minneapolis, MiNnesota; Jim HoE of MS~' Professional Services Inc.. of Dubuque[ and:Kyle WiUiams from LSAOf Minneapolis, Minnesota. Committee Members Jim..Giesen. Pam Jochum, Ann Michaiski, JohnWalsh. andDick Wertrberger. CALL TO ORDER:. The meeting was Called to order at 10:08 aLm. CERTIFICATION OFCOMPLIA.N. CE: Staffpresented an Affidavit of~Jian?verifying that the n---,~='Jng was beinghaidin' compliance wr~h:the Iowa Open Meeangs ].aw. MINUTF_.8: Melton by Gibbs, ssoonded by Fjeflman, to approve the minutesof January 13, 2003, as subrnitled. Motion carded unanimously. P_e~_,~rt_: Downtown Master Plan,~Consurmnts . Anne FUcker of Letand Consulting GroUP and.:Bob Kost of URS/BRW, Inc. presented a report on their progreSS to date ~the Downtown Dubuque Master Plan project slmtogy. -Ms. Fuckerstated that teday's.meeting was an administrative meeting. She disbibUted wad(becks and handouts to .the DoWntown Planning Committee for their use. Ms. 'FUcker ,discussed the handouts :and how. they pertained' to the' downtown project. -She also .commented that. the.Downtown Dubuque .Master Plan strategy would incorporate the context, opporlunrdes, impficattons and impads of;Iamfon Downtown. Ms. Ricker introduced the public otdreach process to the Committee members.. She stated that.the point of.pUblic'Outreach isto educate, validate and elevate ~ downtown civic agenda to grow con~ensus in the community. She'also pointed out that public outreach would validate what. has .been accomplishedand should be updated every two to three years. Minutes - Downtow~ Planning Committee March 10, 2003 Page'2 The Conlmittee reviewed the stakeholder interview list'that Ms.. Rioker provided to the. Committee members. The ~ dismissed lhe stakeholder list~ made Changes on the list, andaddad names. Ms. Ricker commented that she would incoq~'ato infonnati~ 'on from 80 former stakeholderinterviews in.the Dmvnfown DubuqueMaSter Plan pro]e~..Rather stakeholders to fla~clpatein focus' groups-on May 61fl; 2003. The Committee's c~'~onsus was the three focus grouPs will incluclethe Dovm[uwn Dubuque Master Plan~ downtmm business ownersend property owners, and dOWntown residents and otherinterested Consensus was reactied that the Downtown Dubuque .Master Plan public outreach sl]'ategy would include: Written.a~cles and announcements in the Chamber newsletter, the Dubuque Main Street uewslatter,' ~ ~!etter and the Dubuque ~ Presentations'to ttm Rotary;Optimists, and olher service group meetings Presentations to schools such as the community college; clvics.classesand Youth in Government. Presentations to the Boards of the Chamberof COmmerce and Dubuque Main Street, Ltl. Open Houses: March lOthend dune 9th. at F'we Rags Traveling displays on easel boards thatwill clrculato throughout the community: March-AUgust Focus groups-May Stekl~Iolder intewiew~: May Council. Meetings/PubliC Hearings: May and August Prelimin -' ~Ana:--'-: ~nc,P~infommlion regardingthe e3dsb~ transit conditions ir~ downtown Dubuque and informed the 'committee Of his. work on land use. Mr. KOst gave the Committee members handouts of do~mtown maps showing the density of employees, the concentration of populati0n,and the bisforicei properlics in the area. Mr. Knst also discussed .the forces, issues and..conditions of the downtown area with the Committee. He ~dked about gateways, g.reenways, landmarks, sign;age and the emergence of'variouS districts in the downtown, ama,'$uchas the office/corporate distriot, the Bluff Street tourism diStriot, the South Main .ente~ainment dis~ict, the river district ant the attractions at the Port of Dubuque. Mr. Koat commented that Minneapo~s; for exen~le, has effectively designated various districts;: Ms. Ricker commentedthat she is an advooate of benchmarffing standards. The Committee members and consultants discussed.the poasib~ty of Dubuque adopting aditforent set of design standards for the dOWntown area. Minutes--Downtown Planning Co~ March' 10, 2003 Page 3 Ms. Ricker said that.her firm has conducted a survey of the City's entire retail market. She presented a demographic and tourism :profile .of the downtown.area, and the Committee discussed tourism in DUbUque:County and'the seven~ounty regiona{ trade area~ - -u - -- T~ i ::_.:_ Da~spoke about.ibc Dubuque Down'town Transit Alternatives Analysis and reviewed the. dralt purpose, and need study..Mr. Myers stated that the transpodation focus 'ana!ysis was driven, by local stakeholderS, for a locally preferred project. He said the_afialysis :integrated:public involvement with interviews, a kick-off meeting wilfl the oommunity and feedback from an emmil newsletter. The t~ree-pronged approach established a purpose and needs statement with goals and objectives to achieve. Eric Paget of UR$/BRW, .Inc. presented the draft purpose and needs statement for fl~e Downtown DubUque Transit Alternatives Analysis. He noted that the.primary.puq~ose of the.transft study is to.analyze and evaluate the feasibility ora range of tmnsitaltemaflves fiat could be implemented. The-Commitlee discussed ~e draft purpose'and needs statement for the .transit study with Mr. Paget: and 'Mr: Myers. March 10'0oen House--F'we Flaas: Anne Ricker reviewed that.the purpose Of lhe Open House at Five Flags Center on Monday, March 10th, fromS-? p.m. is. to hedp explain the-process, vision, and existing conditions to :the public. She said CRy staff and the consultants will use the downtown maps and the demographic tourism profi[es'to help generate pubic comments; Aoril 11' Retreat - Four Mounds Conference Cenf0e~. Ms. Ricker commented that she WOukl like.the meeting format tobe casual. She stated ~'e~t it is. important for allparlies to p~rticiPate in the discussion. Slie reviewed that the agenda will cover market demandin.the:downtown area, lOOk at catalyst projecls with'locations and criteria, a Manning exercise, lheimpliOations of'office and industrial use, and the larger impact on the oommu~. The Commiltee discussed ttte objectives for the retreat. ADJOURNMENT: The-meeting was adjourned at 12:10 p.m. Respectfully submitted, Elizabeth Conlon~ Assistant F~nner Downt~...~: Planning .Committee Long Pare P~nn~ Adv~y Comm~n Friday~ April 1!, 2003 12:00 Noon toS:00 p.m. - FourMounds Conference Center 4900. Peru Road, Dubuque, Iowa PRESENT: Committee Members Jim Giesen, Doris Hinglgan, Bob Feldmman, Jim Gibbs, Dan LoBianco, Ann Michabki~ Dave. Rusk, John Waish, Mike Ironside. 'Staff Members LaUra.Carstens, Bill Baum, RichRussell, David Harris, Jerelyn 'O'Connor.and Beth Conlon. Consultants Anne.Rider and'Bill CUnninghamof Laiand Consu~ GrOup,. Bob Kest~ formerly of URS/BRW and nowwitfl SEH Inc., Jim Holz of MSA Professional Services Inc-, and Kevin Eipperle.of DUrrant Group. ABSENT: O, ommittee Members Para Jochurn. Judie Fjellman and Steward Sandstrom. CALL TO ORDER: The meeting was e, ailed to order at 1:04 p.m. alter a noon luncheon. venffmg Ihat the meeting was being'held in comlfliunce with the JO#a Open Meetings Law. INUTF.~: Motion by Gibbs, seconded by Felderrnan to approve the minutes of the · March 10, 2003 meeting as submilted. Motion car~ed unanimously. Chairperson Rusk commented on ~e a~cle and' photograph of Dan LoBiancoin the Tr/-Sbate Busbtess T~as publication. ACTION ITEM: Jim Holz reviemad the fait'eat agenda with the Committee. Anne Rick-er presented the ~e~,-eat objectives for the C_,ommiltee: To grow enthUSiasm and ownership.mound the project ' To focus the.~on To provide a forum for a unified Commiltee voice To develop concept plans and.critical elements of th°tie plans To disCUSS th· impliCaiions d concepts IG~vin Eipperie discussed the Downtown School pmjest and. the possible sites for ~_~_ ~_~__ ~Sc~_.! renovauon:-or,mbuild: He:n~ mat of U'~e eight ~ suggasted, three nave cccn ~ it~ial~ as I~ing'lt~ ~ viable. : . Minutes - Downtown Planning Committee April 11,200~ Mr. Eippede.sald tiro'tentative timing on the Construction of the project Would be the fall of 2006; Ha also <~em~ented that ~ere are-60+ partners, involved:in the Downtown school project, including at'. Mark's Community :Center, the BOYS. and Girls Club, the Carnegie 8tout Public Ubrary, the YMC4VYINCA,:the City of DUbuque, the daycere and healthcare industries, and churel~s. The Commiltee discussed the-Downtown school proje~ They discussed the potential impact of the construction of a Downtown school on historic buildings and pcesible street olosures. Mr. Eipperle COmmented that a recommendation woUld be made to the School Board ~r ~l~ing 1~ poten~aJ site~. Ma. Rid[er commented that.she felt that the Downtown scJneol project would be an excellent.mix with the Downtmm.Master Plan and'Vision Downtown. Blil Cunniftgflam explained that a downtown school becomes a 'linchpin" for housing in the downtown area. He also commented' that he felt ~et Dubuque was ahead of its time because the community was planningthe Downtown school project in coordination ~ the Downtown Master Plan strategy. Bob Kost discussed some of the various issues and forces which wilt affect downtown planning. Mr. Kcot identified possible land uses for the Po~t Of Dubuque, the neighborhoods in the area,-trans~ on the Main Street corrldor,'galeways, green spaces aM landmarks as issues that will become imPorlant to the Downtown Master Plan proje~ Ms. Ricker commented onthe intportance of what the buildings downtown say visually and whether those buildings are marked'by ga~ys. Mr. Cunningham distributed a Fotecast'~ by Land Use Category report. He discussed stat~csfor the demographic prof~of Dubaque Cotintyand the seven county region.arOund Dubuque, the forecest demand by land:use category for Dubuque, the forecast demand, by land use category =tega~ling retail and'office demand for Dubuque County and.the seven county region. The Committee askedquesUons about the report and discus~rd how the informattonWliHnfluence the Downtown Master Plan strategy. Ms. Ricker presented OppoTtunity site Selection. Criteria for use with the Downtown Mastor Plan. The 15 points included: Presence of a market opportunity in the near or long-term Opportunit~s to strengthen and link existing dis~cts or activity centers Ability to leverage exis~ng or planned Pub§c investment : Physical environment -public improvements, historic building stooge, etc. Potenlial for creaf~ng key.entr~/ways or gateways Ownership patterns including pubfic vs private and multiple .rs assembled" Presence of unified, energetic stakeholders' upward trend in local investment Compatibility with the COmprehensive Plan Minutes ~. Downtown Planning Committee April '11, 2003' Page-3 Avaitabilily of public programs, i~, and tools for revitalization Presence of support.orgm~iz~ons -. service groups, churches, schools Dernonstmled community need (CDBG designated area) consistent in ctmracter and building on prevailing strengths Alter discussingi~e Opportunity Si~ Seleclion Cri~da, the Committee participated in a tabletop land use:planning exemisefor the downtown area...The.Comrrdttee divided into groups of.five to develop andcolLaborateon the potenlialprojectelements. Following ~he e~ercise, tflere was a short break for Co~ rnembem-while the called the Commitlee members back intoth~ meMing andpresented ~ results of the 1. A secondary public green space on.the north end of the downtown study area 2. A need for more green spaces in the downtown area 3. Renovation of the Warehouse .Disa'ict adjacent to downtown. Other common elements that were found o~ the tabletop plans were: Housing in the warehouse district An urban school Urban and linear pinks Moderate emphasis on or, ce DisPensed neighborhood retail Supporl: for Main Street/Downtown retail · Large retai~ (urban modified fon~at) · Se~lty retail MS. Ricker. Mr. Cunningham and Mr. Kost commented ~at there wasa.need for mom emphasis on: Cornmeme in the downtown ama Cultural events >- H;~i-,~c features Access I~ federal or ~ dollars to use for retail projecls Ms. Ricker:said that. she would.help the community'locate grant programs to accommodate the need for federal and state ~nCmg. Ms. Ricker explained that transit needs, public space and open space are important, and that housing should be tied to urban neighborhoods. Ms. MiChalski suggested that wekeep.ffie needs of handicapped people in mind when we pursue doWntOwn plarming. The Commilteediscussed'the findings or,he tabletop planning exercise, Minutes- DowntoWn Planning Committee April 1 I., 20O3 Page4 Ms. RIcke~ reviewed the suggested format, publicity, dates, lOCations and questions for the Downtown Dubuque traveling exhibit She asked Committee members to provide their input on the quastions by April 18, andl. noted that-the schedule would be shiflad back two weeks to allow time for their input. Ms. Ricker commented that she plans to invite about 50 Stakeholders to the focus group meetings to.be .held on.May 6t~ at 7:30 a.m., 11:30 a~m. 'and 5:50 p.m. at Five Flags Civic Center. Her goal for-the focus group meetings is to establish project concepts and barriers'and to =;l,.lugiZe for'the downtown area. Ms. R'=ker will also bring the ras~ltS of the tabletop planning e0mrcise to Ihe focus groups for discussion. Ids. Ricker then d~.ldans for the presentation at:the City Oouncil m~k session on May 5~ at the Camegie.Stou~ PubJic'Ubmry. There. was disoussion- on how to make the presentation and.what infO~ n~.~.ds to be presented.-.Consensus vms that the Con .~?itb~e would .give the City COuncil pedJnent information.f~ consider at the work ~e~lon. The meeting adjourned at 5:20.p.m. NEXT MEETING: Monday, May 5, 2003, 10:00 a.m. - 12:00 Noon, City Hal~ Annex. Rasi:~;~ily submitted; .~ / t Planner MINUTES Dowr own Planning Committee Long Range .Planning-AdviSory Commission Monday, May 5, 2003 ~ 0:00 a.nt Conference Room 2, City Hall Annex 1300 Main Street, *Dubuque, iowa PRESENT: Committee members Jim Giesen, Dods Hingtgen, Bob Feldarman, Jim Gibbs, Dan LoBianco, Ann Michalskt~ Dave RuSk, John' Walsh, Dick . Wertzberger, Judie Fjetlman; Staff Members Bill Baum, Beth Con, on, Laura Carstens, David Harris, Jerelyn O'Connor and Rich RuSSell. Also present were consultat~tsAnne Ricker of Lelend Consulting GROUP, Bob Kost of SEH, linc., and ~lim Holz of MSA Professional servrcas~ Inc. ABSENT: Committee members Pam Jochum, Mike Ironside and Steward Sandstrom. CALL TO ORDER: The meeting was called to order at 10:10 a.m. AFFIDAVIT.OF COMPUANCE: staff presa3, ted an Affidavit of Compliance verifying the meeting was being held in COmpliance with the Iowa Open Meetings Law. MINUTES: Motion byWalsh, seconded by Felderman, to appmve the minutes oftheApril 11. 2003 meeting as submitted. Motion carried unanimousiy~ Anne Picker distributed an updated COnsultant team directory. Judie Fjellman requested two changes to the new Downtown Planning Committee roster. ACTION ITEMS: Review Retreat Results: Ms. Ricker reviewed the results of the April.11t~ planning retreat Review Preliminary Concept EcOnomics: Bob Kost reviewed the preliminary concept economics based.on the retreat resuti~ and background research. He noted;the planning activity for the warehouse district in relation to the possible school sites and the creation of an urban rehabilitafien area. Discussion followed. Consensus was that the Committee does not'have a role in the selection of a downtown school site. Mr. Kost stated that plannihg is an ongoing COntinual process and the Committee should plan forlO- 20 years, work on the.Downtown Planning area. The Committee discussed the time horizon for the Downtown Master Plan: The Committee noted that some of-the proposed redevelopment sites are'currently parking lots and that the Committee should address the' parking redevelopment with the Minutes - D°wntown Planning Committee May 5; 2003 page2 of 3 · plan'S strategy. Committee members discussed consulting local .realtors for the economic analysis, addressing the existing downtown parking issues, and tourieg the downtown area to look atand discuss deVelopment, po~ibilities.' Committee consensus was to conduct a tour altar the next meeting on june 9= with box. lunches at noon and a trolley tour from 1:00- 3:00 p.m. Mr. Kost provided an update on the transitaltematives analysis. He said a workshop will be held at the end of May on alignments and the evolving transit system. Ms. Picker stated that regarding planning, the reality of the market must balance with community vision. The Committee talked about the downtown neighborhoods and ff~ir connection and importance tothe Downtown Master Plan area. Mr. Kost discussed the City's support for adaptive re-use and that preliminary redevelopment opportunities would be included with the next presentation of the Downtown Master Plan to the Committee. Ms. Picker reminded the Committee that there will be a Public Open House on June 9~h from 5:00 to 7:00 p,m. in the Orpheum Room .at Five Flags Civic Center. She said that she and Bob Kost will sketch'a pre forma outline-of st~'ategies for each vision and present the information tO the general public. Review May 5 City Council Work Session: Ms. Ricker reviewed with'the Committee l~e presentation for the'May 5~ City Council work session at Carnegie' Stout Public Library. She alSO mentioned that there would be an implementation meeting on August 1'1s' with the Committee, and in September they would present the final plan to the City Council. Review of May 6 Focus Grouo Meetines: Ms. Picker reported that One-hou~ focus group meetings with stakeholders will be held on May 6a at Five Flags Civic Center at 7:30 a.m., 11:30 a.m., and 5:30 p.m., and breakfast= lunch.and dinner will be served. Consensus was the Committee members can attend as observers. She discussed the focus group script 'and asked for Committee input regarding the questions and prompts. Committee' members' askedthat Ms. Ricker clarify that the plan we are working on includes pro,~iding a. list of.developers but doesn't inalude the next step of implementation, such 'as Setting up meetings and contacting .those developers. Review Travelinp Questions: The~e was a brief discussion of the traveling questions exhibit. ITEMS'FI~OM COMMISSION: Plannin,q Area Boundary: Committee. members and consultants debated whether the 'Downtown Master Plan should be fOCUsed on the designated area that was set two years ago, shouJd be Minutes- Downtown Planning committee May 5,. 2003 Page 3 of 3 amended to included the Warehouse District~ which is-outside.the planningboundary, or should idanflfy the Warehouse District as a Contiguous area of influence. Several Committee members commented that areas of influence outside the boundaries may be critical to a successful redevelopmant of the downtown area. Other Commiffee members noted that the planning boundary had been set for V~sion Downtown and for the state grant as the service area of Dubuque Main Street I~td; Bob Felderman commented that the 202O Plan of Dubuque Main Street Ltd. includes the peripheries of Jackson Park and the warehouse District. Dan LoBianco discussed that the boundaries-of Dubuque .Main Street'Ltd. include .buildings that face both sides of the street. The Committee continued their discussion of how.much emphasis to put on contiguous areas of influence. Bob Kost suggested that the committee should priOritize-the importance of these areas.. He suggested that the plan's implementation:might inc~uqe planning for the Warehouse Distr~ as one of the next. Steps. :There. was a consensus of the Committee to continue to ref~ to the Dubuque' Main Street Ltd. service area and to identify the importance of the contiguoUs a~eas of inflUence. Changes in~ Minutes: Committee members referred back to the results of'the retreat in the minutes. They requested a change bemede to the minutes urider "commo~ elements" that were found on the tabletop plans. Common Elements should reed "urban and linear parks~ instead of a ~Tow~ Square with green space~ and "support'for Main Street' shoutd also include a bullet-for 'service specialty retail'. ADJOURNMENT: The meeting adjourned at 12:05 p.m. Respectfully submitted Elizabeth Co~lo~, Assistant Planner Adopted Downtown P~atnmg Committee Long Range Planning Advir, my Commission Monday, June cd, 2003 10:00 am. Conference Room 2, City Hat! Annex 1300 Main Street, Dubuque, Iowa PRESENT: ChairpemOn David Rusk, Committee Membem' Jim Giasen,. Doris Hingtgen, Bob Felderman, Jim Gibbs, Ann Michalskl, John Walsh and Mike Ironside; Staff Members Laura Camtar~, Rich Russell~ Bill Baum, Jerelyn O~Connor and Beth .Coolon; Consultants Anne Ricker of Lelend Consu~ng GrouP-and Bob Kost. of SEH and Chris Wand'of Durrant. Commiti~e:~ Para Jonhum, Dan LoBianco, Sleward Sandstrom and Judy'Fjellrnan; Staff. Member David Han~s. CALL TO ORDER: The meeting was catled to order at 10:05 a.m. AI~RDAVlT ~OF C.~3I~LIANCE: Staff presented an Affidavit of Compliance verifying the meetingwas being held' in Ci~mpliance with:the Iowa. open Meetings Law; MINUTES: Motion by Walsh, seconded by Hingtgen, to*approve the minutes of the. May 5~, 2003 meeting. Motion carried unanimous~; ACTION. II'EIJ~: F°C-L~ Gm[q3 Meetin;IS (Review Corers. nfs): Anne Ricker of Le~iand, Consulting Group reviewed comments from Ibe focus gr°up meetings held May 6' at 7:30 a.m., 11:30 a.m., and 5:30 p.m. She reporled that she and Bob Kost of SEH have.involved downtown area stsbeheldms in a discussion ofthe Downtmm Master Plan atmtegy. There were appro)iintately 37 people in'attendance at the.three meetings~ Discussion Counc'd PreSentation (Outcome or Fallout. if any}.' Ms. Rk:ker and the Committee. disct~S~ the outcome and pos. able fallout, if any, from the-City Council work sassion and public presentation onMay 5~. Committee member Walsh suggested a.meeting wt~.the. City Manager before the'August il= Downtown Planning committee meeting. Censensus of the Committee was that City Manager Mike Van Milligen should be involved in the procses.for lbe:DowntoWn Master Plan. Laura Carstens will ask.for a /meeting wi~ Mr. Van Mitten; DiscuSsion folin~ed as to howto involve the City - CbunciHn an early, informal review of the dratt;planpriorto formal adoption at a public heating. Consenses was to ask Mr: Van Milligen for guidance; -n=f~,yst Cop,.~,~s(presentalion ..a~_ Discussion}: Bob K?at and A~..ne Rick. e~r . presented t~e revisions to t~e previous catalyst connept plan .and al=Cussed the new Minutes - Downtown Planning Committee June g, 2003 Page 2 of 3 handouts. Anne Ricker reviewed the commerce element piece of the map and other handouts, including t~e historical aspect of d0wntown Dubuque and the downtown living, fa~or inlhe downtovm area. The Committee discussed the concept Hen and catalyst p~ for each element. Consensus was to consclidate the empl~oyment catalyst project into ~e commerce dimension of the plan, and'not create dimension beyond the six of Vision Downtown~ .Ms. Ricker su~*the hiring of a communications end rnarke~ng.gemon to promote the success of the Downtown Master Plan area withthe Port of. Dubuque end the possibility of astaMishing a private se~or liaison committee and a c°mmunity.deveiopment corporation, advocacy entity. Discussion followed as to the role of Dubuque Main Sb'eet, Transit Study: Bob KoSt presented a transit study of the downtown area. He commented On possible ways to-link the Port-of Dubuque to downtown Dubuque with parking on.lov~ Strea~ the tie-ins to that pari~ng, right-o~way interseul~ons, and the possibility of the use ofsteel wheel and rubber wheel trolleys as transportation. The Committee also discussed Bob Kost's recommendation for a change in the flowof traf~c downtown from one-way to Mo-way streets to slow traf~o down, to encourage Committee shared positive and negative opinions regarding the tratraC flow; There were some comments 'that it might be dilf~d~ to make this recornmendat~n WOrk as it would require a complete redo of the existing tmiflc:area. Open House {Overview1: Ms. Ricker said that Leland and SEH consultents would discuss the progress of-the Downtown Master Plan at a PUblic'information meeting on · Monday, June 9th from 5-7 p~rn. in theOrpheum R°om at Five Flags Center. Next Steps; Ms. Rid(er oommented that she would.not be here in July but that the Committee could expect a draft report fYom her by July.28~h: Consensus was to review this report.prior to the August 11e meeting. The Committee agreed to an August 5~ conference call,with Leland and SEH. The Committee reviewed that the Long Range Planning Advisory Commission will have to hold a public hearing 'on the draft Downtown Master Plan. To meet'the September con.on, the public h~ will.have to be .h~l.' d at the AUg~.~ 20~.LRPAC meeting with recommendatione'made to the Ci[y Council. On August 25, Leland and SEH will provide a final,dmf~ Of the Downtown Maater~Plan strategy. The c~y Cou.n. cll ~., be ~ed on September 2nd to set a public hearing for me September 15e meeting to review and adopt the finat I:)ow~own MaSter Plan. ~Beard of Directors would be asking the City Council to approve the.2020 District Plan on June 16~. Minutes - Downtown Planning Committee · June 9~ 2003 Page3 of 3 ITEMSFROMSTAFF: Information on the downtown banner programwas prOVided by The meeting was adjoumed at 1:00.p.m. for a.trolley tour. T~__~, ~ ~=Y TOUR OF DOWNTOWN PLANNING AREA FROM t:.07-..3:00 P.M. The Downtown Planning Committee, consultants and staff, using a prel;rmnary redevelopment framework mapof the d~ planning area fo identify important buildings and areas, took a trolley tour of the downtown planning ama and warehouse disl~ct. During thetom, Committoemembers.offered opinions on the recommendations ~ Anne Ricker and BobKost had made on the downtown planning area-map. Consensus was that they natinclude ~e numbers on the map. when used for the public information meetings and the City Council presentation. The Commitise also for a focus on vacant lots and Vacant buildings should be the first step, before moving onto.paddng lots, underutilized bu!idingsand occupied 'buildings. There was general agreement that the downtown, area'planning strategy .would likely be a 20-year project. There was discussion that the marketing process is important to. the success of ~ Downtown Master plan. The consultants commented that there are barriers to development and we must address and eliminate those barriers. The Commiltso took awalldng tour ofthe warehouse owned by Tim McNamam. After completing the tour, the Committee and mm returned to the City HaH A~nex. Dim ~llowed on how to best depict the redevelopment framework on a map. The consultants agreed to provide:severel optior~ for the Committee's reviewat the July 14"' meeting. ADJOURNMENT: The Trolley Tour adjourned at 3:10.p.m. Respectfully submitted, MINUTES Downtown Planning Committee Long Range Planning Advisory Commission Monday, Ju~y .lzi,' 2003 10:00 a.m. Conference Room 2, City Hall Annex 1300 Main Street, Dubuque, Iowa PRESENT: ABSENT: Chairperson David Rusk, Committee Members Jim Giesen, Doris Hingtgen, Para Jochum, Dan LoBianco, Ann Michalski, Mike Ironside, Judie Fjel!man; Staff Members Laura Carstens, Rich. Russell, David Harris, Jerelyrl O'Connor and Beth Conlon. Committee Members Bob Feldemlan, Jim Gibbs, John Walsh, Dick Wertzbergar, and Steward Sandstrom; Staff Member Bill Baum. CALL TO ORDER: The meeting was celled to order at 10:08 a.m. AFFIDAVIT OF COMPLIANCE: Staff presented an Affidavit of Compliance verifying the meeting was being held in compliance with the Iowa Open 'Meetings Law. MINUTES: Motion by Michalski, seconded by Hingtgen, to approve the minutes of the June 9, 2003 meeting. Motion cerded unanimously. ACTION ITEMS: Review Revised Opportunity 'Map: Anne Ricker of Leland Consulting Group, Denver; Colorado was contacted via conference cell to answer questions about the rewsed opportunity map of the downtown area.- Bob Kost of SEH, Minneapolis, MN, was unable to participate in the conference (:all. Ms. Ricker'updated the DoWntown Planning Committee on her conversation with -the Pfohl family regarding the Downtown MaSter Plan Strategy. She will be sending a packet to the Pf0hl family of what Downtown'Planning Committee has received so far. She will send a summary memo of her conversation.with the Pf0hl Familyto the Downtown Planning Commiffee. Ms. Ricker also reviewed the Greater Dubuque Development presentation at which speaker David Lyons asked the question, "~Nhat's next? for Dubuque..Ms..Ricker commented that the Downtown Master Plan strategy will continue on a pesitive note. The Committee discussed whether theyshouldrelease the City Council report from Leland Consulting and SEH to the public before theiCity Council presentation or at the same time that the report goes to the City Council. It was sUggested that there be a review and'confirmation ~ the draft sbhedule on August 5~ with the Downtown Planning Committee for the City Council presentation,-but no draft reports will be sent Minutes -;-Downtown Planning Committee July 14; 2003 Page 2 of 3 out to the public or stakeholders for comments. The Downtown Planning Committee will also meet on August'1 it~ at 10:00 a.m. to confirm the results of the August 5~ meeting and'a revised report will go to the City Manager and City Council by August 14t~. The final report will then be made available to the media and general public, and posted on. the City website on August 29~. Ms. Ricker reviewed.her memo regarding the revisions to the oPportunity map with the Downtown Planning Committee, She explained the function of the map and how to use it'to identify potential opportunities. She and the Committee alee discussed how.to relate the map to market demand and the differences between the downtown core and the surrounding areas of influence. ChairPerson RUsk asked Ms. Ricker to include this explanation, in the preamble to the Opportunities map. Ms. Ricker and Ms. Michaiski discussed setting Ci[y expectations without.dictating exactly what has to happen. Dan LoBianco pointed out certain planned projects, which are not colored on the opportunities map, Where property owners aro receptive to redevelopment-for example, the Weber Building, the Gronan properties and the Masonic Temple. The consensus, of the. Committee was .to add. the Weber Building, Gronen properties, and Masonic Temple to the map, but. to delete the Iowa Street parking ramp commercial redevelopment at this time. Thoro was a discussion by the Committee of the conversion of Central Avenue, White Street, Bluff Street, .Locust Street, 9~ 10th, and 11t~' Streets from .one-way streets to two-way streets.. It was the consensus of the Committee that indicating street. conversion on the opportunities map was not appropriate. Committee consensus was to emphasize one-way streets for the transportation map and to add discussion to the transportation element regarding the importance of retail vitality with two-way, streets, especially Bluff and Locust streets. Thero was discussion and consensus of the Committee to use a mylar overla~' of numbers for the map rather than numbers on the map for the City Council presentation, and then ask the City Council to decide whether or not to show it this way in the final report. There was discussion by the Committee that the map was intended to depict areas, but that the map still, seams Site-specific. The relationship map to the five Dubuque Main Street Limited districts and charactar districts also was discussed. Ms. Ricker reviewed the outline .of her report, introduction 'and format for each element and the final section. Chairperson. Rusk asked how the plan will i~elate to the. five DMSL districts and how it will describe what makes-these districts distinctive. ChairPerson Rusk and Ms. Ricker discussed the distinctions between the five DMSL districts. Jim Giesen felt that the Committee should not micro-manage the downtown' by looking at redevelopment opportunities for character and DMSL districts. Committee Member Minutes - Downtown Planning Committee July 14, 2003 Page 3 of 3 LoBia~co commented that. DMSL Would confinueto use smaller districts as part of the larger Por~ of Dubuque and downtove3 way-finding tourist districts..Chairperson Rusk stated that.linking.the plan tot he DMSL efforts is .important and Dan LoBianco agreed. The consensus of the Commission was to.treat downtown'asa composite of. fl~,e DMSL districts with a separate map and discussion. Ms~ Ricker suggested the.value of a glossary of tem3s for the report. There was a discussion about what'a gata~ray consists of- a big welcome sigr~.o~ buildings, streetscape.and landscape.elements..Committee conser~sus was.that gateways need to be more than a welcome sign. There was a consensus- of the Committi~e to add a seconda~J gateway at 8a and 9~ Streets.west of Bluff Street. consensus was to identi~J new:institutional properties as a land use, using light blue. FinallY, there was a suggestion, to'shift the map so that the'western portion Of the map.includes the merger of 8a and 9~' Streets, which are Within the westam gateway, and to identify the gateway at the south ICa Harbor area. Chairperson Rusk also confirmed the necessity te reinforce the links of Vision 2000, Vision Downtown, and the Comprehensive Plan to the ~Downtown Master Plan for the Council presentation. ITEMS FROM STAFF: Revised Downtown plannin~ Committee Schedule: Chairperson Rusk rea~rmed the add~onal Committee meeting on AUguSt ~ Ia. Confirm. Nomination Of Representatives For Presentations TO The Lon~ Range Plannin,q Adviser~ CommissiOn Arid City Council Meet~q: 'Committee members disCUssed having chairperson Rusk make introductions, having Committee members Bob Felderman and John Walsh make presentatiOns or speak in favor:of the plan. Consultants wourd cover the more technical aspects, and Committee members Would provide supporting statements from their organizafions~ Due to the lack of time, there was a short disCUssion of nominations and it was decided that the Committee would address the nominations at the next meeting! in August. Committee Member LoBianco mantiorted that Call. Beals of the Iowa Department Of Economic .Development. appreciated her update on the Downtown Planning Committee, and suggested she I~e sent upcoming meeting agendas. ADJOURNMENT.: The'meeting was adjourned at 12:10 p.m. Respectfully submitted, ibet~ Conlon, Assistant Planner PRESENT: DOWNTOWN PLANNING COMMITTEE Long Range Planning Advisory Commission Tuesday, August S, .2003 10:00 a.m. Conference ROOm 2,.City Hall A~uex 1300 Mem. Street, Dubuque, Imm Chairperson David Rusk; Committee Members Jim Giesen, Doris Hingtgen, Pam Jochur~ Dan LoBlanco, John Wabh, Mi~e lronside, Judie Fjellmen and S..l~v~rd. Sandstrom. Staff Members Laura Carsta~4, Rich Russell, David Hams, Jerelyn O'Connor arid Beth Conlon. Also preesnf: Jim Holz of MS~ and via conference Cell: Anne Ricker of Leland COnSUlting. Group and BOb Kcet of SEH. Commission Members Bob Felden~an and Ann Michalski. Staff Member Bill Baum. CALL TO ORDEI~ Chairman David Rusk called the meeting to order at 10:00'a.rrL AFRDAVff OF COMPMANC~ Stuff pmson~d an Affidavff of ComHlance ve~y~g the meeting was being held ~n cornpllanCe.~flh ~he IowaOPen Meetings Law. MINtYrE$: Motion by LoBlanco, seconded by. Hingtgen, to'approve the minutes efthe July 14~ 2003 meeting. Motion Cenied unanin~. ACTION ITEM~: Confi ' - h~ evised --.- __J,P ~. _~ Anne Ri~er of Lelend Consulting 'Group ahd Bob Kest of SEH were contacted via opportunity map; Several Committee mmTt~rs commented lye at there were points on the map that had not.b~c.-1 edifed.and certain key ,elements. had been left Out. Tha'~ consensus of.the Committoewan for Leland Consulting Group to make the necessary changes on the map as discussed at'the July meeting... The Commitiee also asked that Ms. Ricker provide a summary memo. of her conversation' and correspondence with the Pfohl family to the Downtown Planning ~.uepamtely as requested at the July mueUng. Revk~Drafl Renor~ Before beginning a review of the draft report, Chairperson Rusk distributed copies of the Scope Of Services!for'Task #~ Plan WOrk products from phase 3 ofthe Final Presenter/OhS and De/Nemb/e~.m;m~ponent of..t~e:Leland Consulting Group subcontract With the City. of Dubuque, for ttm Committee to review. He commented that he felt that the components of the.draft report of the De~mtown Master' Plan should have been more specific and detailed. Chairperson R*usk'led the. consultants and the Committee through the work products.Fmt item by item to offer sommentsand to make changes. Minutes - Downtown .Planning Committee August 5,'2003 Page2 The consensus of the C~nmittee.~asto incorporate many of the work products as appendices' and to-make the following changes in the Final Deliverables. ), Project Area Base Maps will include lfte ex]s~ng, land use map and other maps that have been already produced > Apper~x#'l-P~)~a~lPn:~le > Appendb(#2~icProflle ~ Appendix ~3- Manet Plo~ > Appendix ~4.Syn~es/s of ~/der and De//very System/nterv~e~ to include summary mem~ of salient points as a re. fence ), Ranord of Phy~ca.' l lssues ~a narmt~eand maps > Appendix ~- Syn~hests of Community Meet~rigs ~. Mee~g Matsr/a/s and Syr~f~s/s of Downtown P. lanr~g Committee Work Sess/ons will he the DPC mint~es already produced ~. Appendix. ti6- Retail. lnvan~y Aud~ in body of Plan ~. Appendix #7'- Res~ent/al Developments InVentory :~ Appendix ~-/.~n~ed Taq~et lndu~p/Ana/ys/s y Appendix #9- Development C, Oncel~ Plans wflh Design. Elements.is the seven ca{~/st projects ~ highlighted prOjects from the Downtown Master plan maps. · Time frames and responsibililJes' · Band~a~ Var~b~ · Key Publicand P~vats inve~;mentPriorities · Implem~n S~rategy (~act/cs, f~ancial tools, etc.) > P~--visions to ~ FYm/Framework P/an were discussed under Revised OppOrtunity:Map, with the.name of the map to he consistent in the report. ~ CrOss R~.wiff~ V-~on Dow~own. willbe revised, to reflectthesemeformat as the V';s/on Down~=~n document. }~ Appendix #11~tss~stance w~/t Deve/oper RFPs- Prepare 'bOiler plate' language for an append~x.:This also will be an ongoing service of Leland Consulting Group. such ~s help with Request for proposals for developer recruitments. The ~ Planning Committee then discussed the draft report of the Downtown- Mast~ Plan. Leland Consulting Group.had provided sectJons 1, 2, and 4-7 to the Committee. Ms~ FUcker noted that'SectiOn 3 was onits way tothe Committee: Chairperson Rusk led the consultants and the Committee through Section 1 ofthe draft report page by page'for comments and revisions. Commibee members and staff suggested changes and amendments to the draft document: Labels for all ph~ and graphics in the final Dovmtown Master Plan strategy. Gmph~ce should* be used with coior-cnding: Integrate a stele and 'federal funding.list. lncorpu,.ate ~ on existing City progmrns for housing, assistance, etc. Minutes -.Downtown Planning Committee August 5, 2003 Page 3 Use photos fi.om the:dove'(town ~ area and Dubuque to the ~tent possible. Revise the u~dingon the organizational structure per conunentS to be received from Dubuque Main Street Ms.-Ricker asked'that a staff member .review the photos selected.for the draft report, and then get back to her with.new photos. She also asked that t~e City and Dubuque Main Street Ud...provide the b~ckgrOUnd information d'mCUSSed with her and Mr: Ko~t a8 soon as pOl~. The Committee also discussed the V'~/on Do~ concep!s in Section I and the catalyst prio~ty projects for each elemenL.Committee and staff members suggested char~ and more specilicAy to the text of some-conuepts..Bob Kost will review tile City's gateway plan for the Public Spa~ and.Open Areas cancePt - Chairperson Rusk asked ff there would be-a specific housing, strategy that.woul~ be included in the report. There was discussion by Committee members of what should be included in the final Downtown Master Plan regarding 0~e ResidenlJal Livff~ element: Staff member David Hah'la commented that he had expected;~at the final DoWntown Master Plan-WOuld include a housing strategy .and that this section would discuss the impact of the Prescott School development project' on residential- living in the downtown The Committee moved into the Transporlalion element.ofSection 1. Bob Kost discussed the Transit Alternatives Study and howthe Transportation element ofthe Downtown. Master Plan could imPlement*the suggested .soluOonsfrom the Transit AltemMi~es Study 0r suggest, different solutions. Discu~on followed regarding the whether to*refer to-implementaUon of the Transit Altemalives Study in the Transportalion element of the plan. The.Commitbm completed review of SeclJon 1: The Committee decided to cancel the August 11,2003 mee~ng, as'there wee a' number of Committee members who were unable to attend but who wanted to be preser~ for the-rev'Jew of Sec6ons 2-7. The consensus was to labia the review of Se~ons .2-7.'to'the August 18 Committee City Council, and '~zen m-schedule it for a monlh :latsr. Consensus was'that f~he August 18 Committee meeting would be held from 10:00 a.m. -2:00 p.m. in Conference ROOm 2. City Hall Annexwith box lunches provided at cost due to the amount of information to be covered. A~ne Rick~ and Bob Kost will be available via conference call for the. meeQng. It was deCided'Umt Committee members who w~sh.to have.input but Cannot a~nd.may .s~.b~m_it.the~r w~=n comments.to me city of. Dubuque Planning office before the August 18 .meeUng. The consultants agmecl' to ~ copies of the appendices for Planning Services staff to distribute at the August 18 mee~ng. Minutes - Downtown Planning Committee August 5~ 2O03 Page-4 Alter the Committee,s reviewof the draitreP°rt, ,~ctions 2-7, on August 18,.Leland Consurdng Gr°up and SEH will revise the entire dmtt report, Sections 1-7; and then provide the final'report to the commiUee ~..reView.before it gees-to City;C0uncit. Ms. Ricker r~_-ed 1hat she cannot create the draft aclion matrix'until the requested revisions to the entire draft report havebeen made. The C0~ agreed'that concurrent with ~eir review final, draft of ~report (sections t-7) theyWOuld review the draft action matrix aid..dmlt appendices. IT - · FROII- -.- EE: .... nd dates R~a - =- ---eS: - ule: A. newscnseule ~r ames a ~pi ~mentation Will be. develoPed by the Planning staff.* ~ At the August 18; 2003 meeting, the Commil~ee will confirm the format for presentations to the Long Range Planning Advisory Commission. and City Council. ADJOURNIIM~iT: The meeting adjourned at 12:35 p.m.. Respe u submated, 'Elizabetl~onlon, Assistant-Planner Adopted MINUTES DOWNTOWN PLANNING'COI~ITTEE Long Range-Planning Advisu~ Commission M0nday~ August 18:, 2003 10:00 a.ro. Conference Rooro 2, City Hall Annex 1300Main Street, Dubuque, Iowa ABSENT: Chairperson Dave Rusk; Committee Members Jiro Giesen, Bob Felderrnan~ Jim G~bs, Pam Jochuro, Dan LoBianco, AnnMiChalski, John Walsh; Mike:lmnside' and Judie Fjallman; Staff-Members Bill. Bourn, Laura Carstens, Beth Conk)n, DaVid. Harris, Jerelyn O'Connor andRich Russell. Also present: Jim Holz of MSA, and. via conference call Anne Rick, er of Leland ConsUlting Group and Bob Kost of SEH. Committee Members Doris Hingtgen.and Steward Saedstrom. CALL TOORDER: The meeting was called to order by Chairperson Rusk at 10:05 a.m. AFFIDAVrI: OF CO~.E: Staffpresented. an~lidavit of Compliance verifying the meeling was being ~ in compliance ~ the Iowa Open Meedngs Law. MINUTES: Motion by Giasen, seconded by Fjellman, to approvethe minutes ofthe August 5, 2003 roeedng with a correclion tothe minutes oflhe. July 14, 2003 meeting, and cone~[;ons as noted in the'August 5, 2003 minutes. Motion carried.unanimously. ACTION ITE~EVIEW-OF THE DRAFT DOWNTOW~ MASTER PLAN: Chairperson Rusk.stated prior to ~e conference'call that he wanted: to dL~cussa table of contents, the reference-to Dubuque Main-Street Ltd. and City plans, the reconciliation ~ the V~s/on Downtown-docUment aed to reconfirm the list of draft plan changes wllh Ricker and Mr. Kbst from the August 5, 20D3 mi~ Committee Members discussed whether the Downtown Master Plan sb'stegy.shouid. contain a breakdown of square footage of devel0Pable property in: the downtown area. Anne Riel(er and Bob Kost were contacted via conference call at 10:20 a.m. to discuss the, draft Downtow~ Master Plan. The Committee discussed the changes, for the draft with Anne Ricker. Ms. Ricker explained that-she hadnot yst received all of the information she needed until the last two weeks, and she felt tha~them had'been a communication breakdown in the process. She also commented that she used informa§on in the dratt plan fi'Om her prior any ~er t~euments f~rem the ~ fer the final plan. Chal.rpersOn Rusk asked Ms. Ricker to summarize the changes th..~ she will be making in the' draft. Ms. Ricker'summarized the revisions With the C~. Minutes - Downtown Planning Committee August 18, 2003 Page2 Commllteemembers discussed including a reference to prior successful redevelopment pmjecls be used in the' final dratt of the ~ Master Plan as'an inspirational tool, to give momentum to the process~ and to make the connectiOn between e)~sting and future pr0jec~. The Committee moved on to.dlacuss and revise the concepts and priority.projects'on pages 12 and 13 of Seclion 1'.. The Committee discussed theimportance of DubUque Main Stmat. Md., 'Dubuque Initiatives, the' Greater Dubuque '~t Co~n, the Dubuque Area chamber of Coremerce/CVB;and the City of Dubuque. as piayem'in the redevelopment of. the 'downtown area:': Committee members 'discuses. d the role of Dubuque initiati~tes in downtown.~-edev~ The consensus of l~e Committee was · recommended that Ma. ~icker inse~t a clause into,~, text inthe ~lool I~g~ information on, po g~ 14 and 15 by stafing that Dubuque Main'Street, LM. is, the most likety o~ar,:---~n to implement do~mlmm redevelOPer'he'committ~ea~-d~ the implementation stmtagy framework's guiding principles, and.suggested changes. The Committee aiso asked Ms; Rickar to add bulla~ to ali :aC~on steps.through.the plan. Following a lengthy discussion on the:text'and body changes made in.the ~rst section, the comrniltee rnoved on'to revin~ Section 2, Commerce. Changes on secllon 2 were: ~ To add the outdoor concert facility atthe'Diamond Jo Oasino on page23. ~ That the first bullet on page 27 'in .the lelt column begin ~flft ~erceplion of...' ~ That Ms. Ricker replace 'no organization promoting growth of industry downtown" which appears under the 'l~arriers to 'locating and expanding regional industzise' .header on page 27 with an appropriate sentence relative to ~ To replace the word 'industry' on ~age.~27 with 'commerce." ~ To replace the word ,business"~ ~ 'commerce' on page 28 in the Work with the Chamber key target industry sentence. ~ To use an explanation and heading for the chat on page 28. ~ To reference 'all five entities in the third bullet on page 28 and the 9~ bullet on page 29. ~ To embellish 'Support (regulations...)' in the first bullat on page 29. ~ To embellish the information'On pOlicies o, page 29 under 'Shopping. and Enb~ainmont.' 'Minutes- DoWntown planning Corm~itl~e August 18. 2003 The Committee d~ussion of 8action 2, Commerce, was interrupf~d at appm3dmately 12:30 p.m., and the Commitf~e took a short lunch break. The ~ and-staff Ms. Rickar ~nd Mr. Kost at 1:10 p.m, Chaiq)ers~n Rusk noted thatthe Committee con~ensus was that the leVel.of specificity WOuld' depeP~l on ~ element of.theplan and the wording of the action steps. He noted this would be d'~Scussed as the Cormnitla~ reviewed the dratt, and~some.sectionsof ~e draft plan.will require more ~ lftan otbem~ The Co~'dMe discus~<i the second bullet on page 30 of 8action 2, and.commented on the infommtion-in, relation to'~"t~ 7,Transportation, of{he draft plan~ Mr. Kost and Ms. 'Ricimr stated ~at'b'~eir intent in the draft was to keep the pa~'mg Division under Ec~norric Deve~ and establish parldng districtSa~ a develoPment'tooL The C. mmrn~ee .asked ~hat.this.language be c~arified.:to reflect that was the intent. Committee members discussed tim need for a paddng stra~. Ms. Ricker suggested assembling a public-pdva~e'l~m to look at the 1996-1997 Downtown Circui~don 8tody in relati°n t~'ltte Dovm~.~.P{an, The consensus of the Cornm~bee was to add Ms. Ricker's suggestddn tO the Master Plan, There were other suggestions.by the Committee to work.with Dubuque Ma~n Sheet, Ltd~ on the parking_issue and to. include 'Dubuque Ma'm S tm et Lld. po~ciss inthe Transp0rtalJon"Eiement. The Committee discussed themCo..~rKlation on. page 3Omgarding 'commercial Ix~:' Ms. Ricker suggested that. she paKd~ ~ a'confetenCe C~lt.with a Small sub-conm'd~ to discuss developing a iumkey ~acllity for a mid-sized ~ box downtown. The ~ discussed fl~ata laam~be appointed'to come up. with local design standards and incoq~ of those standards, into any new construcllon downtown. There was a discussion by theComm~of what.those standards.might include. The Committee moved on to review Sec~on 3; Culture;' Education and Entertainment. Changes made to Section 3 were: ). To delete Warthurg The01og~l Seminary and BroWnstone iSalle~/f~Om the listing'of $/gnff/car~ CU~'a/ Venues and F_~uCat/onse~ion on page 33. Commiltee membem.Mike lronslde, Dan LoBianco and Dave Rusk agreed, to > To include'information Under Cata~/st Opportun/Ses on page 34 to describe the NICC curriculum for Continuing education inthe downtown Dubuque area Minutes ..~ Downl~wn Planning Cornreittee August 16, 2003 Page 4 To make a feotnote.oflhe.information on page 36regarding-the 'Contact Arts · Space, Inc. of'Minneapolis' sentence, and remove this as a specific reference in t~e action step. To change the 6~ bullet on page 36 to read, 'City' instead ~of parks depal To change the 8e bulled.on page.36.to reference' Dubuque Culluraf Alliance and the ether entities invoked in dowff-rown cultural events. The Committee also discussed Ifc possibility of an arts. district with Anne Ricker. attsnd'the August'25 meeting may submit their written comments to the Planning Senaces Deparlment staff. The draft appendices from Anne* Ricker were handad out to the COmmittee aflar the meeting. ADJOURNMENT: The meeting adjourned at 2.'00 p.m. Respec~'ully submitlad, EIIza~~o~ Planner MINUTES DOWNTOWN PLANNING COMMITTEE Long Range' Ptarm~ng'Advisory. Con~ssion Monday; AUguSt 25, 2OO3 8:00'a.m. ConferenceReom 2, City Hall Annex 1300-Main.StreeL Dubuque, Iowa ABSENT.' Chairperson Dave Rusk; Committee Members Jim Giesan, Dods Hi~, Dan LoBianco, AAh MiChals~, John Waish and Mike Ironside; staff Membem Laura Carstens, Beth Conlon, David Harris and .Jeretyn O'Connor. Also I~esant were: Jim Holz of MSA, and Anne tricker of Leland ConsUlUng Group and Bob Kcet of SEH via conference call. COmmittee Members Para Jochum, Bob Felderman, Jim Gibbs, Jodia F'j~iit~n ~ ~ 8a_m:l~om; St~ff ~ Rich Ru~ail ~ Bill CALL TO ORDER: The mee~dng was called to order by Chairpe~on Rusk at 8~13'a.m. without a quorun~ AFFIDAVIT OF COMPL]ANC~ Staff pn~-qted an Affidavit of Compliance verifying the meeting was being held in ~liancei:~th the iowa OPenMeetings. Law. MINUTE8: The*minutes of the A. gust 18, 200~ meeting were approved.as submitted by conse.sus; however, a motion Was rtot made.and seconded, to approve the minutes dueto iack of a quon~m. ACTION.ITEM: Review Dmlt Report (~mctlone 4+7') The ~ ~. the need for a Warehouse-district plan before-eonnec'dng ~th Arme RJcker of Leland:Consulling .and. Bob K0st of S:E.H: via conference cell: At 8:20 a.m..aquerum was reached and. the Committee contacted. Anne Ricker and;Bob Kost via co,~tce call to discuss Sections 4-7-of the draft, report. Chairperson Rusk commented: that the aPl~endiceslooked go~. "r~ maE discussioR'of the level of deia~ Ricker andMr. Kost would use.ia ~ Do~Amto~ Masl~er PIan. The Committee mits~a~l to Ms. RJcker Otat the level of de~l would vary from section to secUon. The Committee and consultants discussed Section 4 Historical Features. Changes in Section 4 Warn: Page 37: Change the word 'any' to 'many' in the.3M line. PaRe 38: ~,. The ~.x~ next to the l~xt box needs to be revised to futl Sentences. ~. Embailish intemai redevelopment specialist po~on text and include: a).' A need for the position to payfer itseff. Minutes - Downtovm Planning Con~itiee August 25, 2003 Page2 b) Document hoW other ~ have funded a redevelopment specialist: c) Out source possibird~as. d) streamline approval policies. e) Text that fleshes out the.argument for f~.in~nal redevelopment position ~ action bullets The Committee discussed puffing the :info in a PowerPo~t pre__=entation with hard copies for C~y Councik The consensus o~ the Committee was to further discuss this suggestion at'a"iater meeting. Additionar changes to Section 4 and.the overall plan were: ~ Replace the photo with one from.the study area, such as Bri~? ~e~: .. Include text.that discusses the poasibility, of a state'lobbyiat for Ifistonctax credits, a C~ CoUnciHegistafive list, ;~nd identify a contact rn Des Moines, with specific ideas, in the action matrix. Advocate responsible eseof TIF in the Dubuque Doamtown Master Plan. Identify areas not adequately covered with e)dsting sewices, like federat and state historic tax. credits. Discuss overlapping and consolidation Of services and recommend how they fit in with the'City of Dubuque, Dubuque Main Slreet~.~ Md (DMSL) and Dubuque. Initiatives project: Descdbe functions of the assistance positions - note who is doing this nowin the City~ DMSL- ete. and include en organizafi;~al consultarit conceptin the tha.synargy ofthe two ~ cen w0rk for development. tJselanguage.that supplements.and Compliments existing services while being aware of b~idget reslralnts and give some examples Oflhow other cities have funded a developer advocate DisCUSS.the need foran erd~y that is focused on all lhese things: historical teat[tres, finance, etc~,'as ~.11 as 'the need.for these'functions without specifying new:p0sitions, but' being :realistic in describing capacity Of existing entities (enhal~ed:function vs..ne~ positions) throughout the plan= Make'clear that development will not happen without these resources, capacity, or functions, and highlight these in the action matrix as a group that needs a new vehicle/new position. stats-the'need t~ identify new pesiaons and how they can be. funded -for example, outsourcing, new Statf~ etc. fun~lionSwith an OUtsourcing contract and include a menu of options with e~amptes from other cities~ Aler~ the:.City. COuncil to this discussion in the ptan. lhe'City's Econo~/c~tDepartment, DMSL andDubuque ln'~liatJves. The Committee.holed that this.~tJ0n is Served by.Cil~ E~anornic. Development Further changes to Section. 4'were: Page 40: ~. Add standard opening senlence,under ActionS'and cladfy inoonsistencies in under bamer~.c~'y that 'i~'~ =~signations' refer to Haa=aa~ Resister, historic dist~,architectu~ dgnirmance, et=. Pale 41 Re~,e lhe last bullet to read, ~Continue'to administm' and increase funding for'.., includ~g a footrm~e on other, cities' .programs to help Dubuque improve existing pn:~lmms with a suggesli~ :to keep'the dollars separate for The Committee and:consultants dLscussed. Section 5, Public Space and Open Areas. A consensus was read.'on the following changes: Pace.43 ~ Rev;~e the f~--t'sentence in the secondparagraph. Page, 44 Di_e~_ _,ss Ceabal Avenue, and how to make it.mom pedestrian friendly without going two-way: Regarding Washington Park, change the. wind "pavilion' to "gazebo." Paae 45 Change 'EdUCa'aon and Conference Center' to 'Grand River Center'. pace 46 ~ Reference 8tme~cape Gukle~nes in the last bullet and expand to the entire sludy area. Paffe 47 Clarify the loan po01 for green space to the enUre stud~ area. Add to bullet#2: "neighbo~0od oq]anizafi0ns',and add a note that this is partly art enforcement issue. Add to bullet #4: 'develop/coordinate' a loan pool:and add infzxmalton to. action rnal]~ regarding separate funds and menu of options. P'al~:48 .Add to bullet ~2: 'neighbodmod organizatfi3fls and civic organizations." Add 'Strenglt~n dewntovm park and green.space programs:' Add'revitalize cifizeninvorvement in CiysAdopt-A-Park Program',and- aclmowledge eXis~ng, programs. Add accorrpanying language'with a merm of oplJonS for volunteefism and a volunteer.corps in the ac~on rnatrbc along w~th outsourcing~;and contmc~ The ~ diSCussed the impmtance of theADAstandards, and the consensus wasto'~all out ADA standards everywhere*in all sections:of:lhe plan~ and also in the Introduction (Sect~0n 1) as a strOng City value. Additional changes to the. p~an.wem: Add a bullet for "Enoourage business owners to create a sense of place and ambienoe, such as skJewalk cafes' in Section 1, Intnxtucfion and in Section 2, Menl~on the need for a downtown park with outdoor play space that is accessible to 1he downtown fo~ active recreation, and suggest.collaboration-with doWntow~ AcknoMedge the lack'of downtown play space in this. sectkan and in Residential Living (Seclkm 6) w~th a bullet to.require o~ Suggest that any housing projects with children will PrO~icle green space-for toUot playgroundS. Incoqx~ate outdoor play space in new constn~on and:suggest funding mechanisms to helP develOPem accompF~h: this. Alta~ d~, the Comm~ then nmved on to Residential Living~ Section 6. Consensus*of the ~ was tocladfy/define "pink collar won~e~' on Page 49: Ms. Ricker the~ reviewed the nomenclature, organization and expectaUons.for a housing strategy. An ern~il W Ms. RicKer from Staff Member Harris was dis';ibut~ to lhe Committee. The conclusion of the Committee was ~at the Residential Living our housing strategy. Ttte~ asked Ms~ Ricke[ to :review Mr~ Harris's memo, and then revise Residential uving, Section 6 and the ReSidential Development Inventory: Ms. Ricker stated~lhat Ihe Resklen'dal Development Inventory'COUld include building perrnXs,'square footage mmilable :in un- and undeveloped build'roga in the- downtown area and oth~'mmilable data~ She noted that she had eot been Sentthis "Minutes-~ Downtown Planning commif~ee August 25, 20O3 'Png~ 5 data in its entirety, and what she did have was not in electronic form. Sheexplained that this waswhy the inventory was not included in the appendices disln~)uted lust week. CommiiteeMemberLoBianco described what data .DMSL had provided: It was . clarified that the consultants were to'use all ava~able dali~ The consansus of the'Committee vms for Ms: Rie, ker to give the i'evised Residential Living (Seclion 6) to DavkiHarris forhis review prior to the Downtown Planning Committee review~ when the Resldenl~i' Development Invento~ would also be reviewed. The Commiitee moved on to Section 7;Transportation. Consensus wa~ to adcl ~cmciaF to and then elavate the last sanlanco on page 58 to.the begirming of the sactJ°n in the italicized paragraph on page 57. The Committee then discussed the.preliminary tnansportafi0n framewori( plan (map), and updating it to rallaCt the .lafeSt 'map from the Transit Aitemalives Sl~dy. They also debated hoWto coo' '.rdiPate' the conclusions of the.two. Planning efforts. There was a dis=ussion by Committee members and staff regarding the coordina~on Of the I:)o~-,~vn Mastor Plan with the Transit Study.'Committse'Manfoer Michaiski suggested that ~ consultants b~ing a urm'fied recommendation to.the ~ C0unciL._Chairperson Rusksaid the Plan could make a recommendalion'for a ~ goideway transit system that is different from the Tmn.sit Alternalives :Study because that study.would not actually provide a reconax~ndation 'but rather pm<sent what.the consultant terms a locally pf~-.~rred alternative; Other membem commentedthatthe Committoesfiouki = prese,t.a:racommand on that'is co ry to ae Tra it da on,. C0mmittoe Mic? nolad three issues at City Coun=t work Sesaon on the Transit Study were.' aexibil~,:cests and. closure of 3= Slreet Overpass, and than lelt themseiing. Con~nittee'~ LoBianco alse lefL Therewas no longer a quorum present. Chairperson David Rusk advocated that Laland/SEH be allowed to recommend actions that wouldposi0Vely impact, downtown including a.flxed reut~ l~ansit system and they should defendtheir recommendation ~ exampisS from other~ties, and .reasons fora fixed guide way system..He stressed that this was the mc°mmendation efthe consultant, and we should not ovenide it if it is their opin'mn, and it is an- appropriate recormnandatien that they feel strongly about. Commitlae Member Walsh stated he was not cc,.[urlable ~aith this pusi~on. · He advocated tflat the plan describe'the benefits of thiS. systan~ saying, what we want Transit fo amomplish'Without getling into:sPecifics,'de~-:--c-~ibing the benefits to toUrism, downto~m living, etc., .but not pmsenta recommendation that is contrary to,he Transit AJternalives Study: Chalrpers°E-Ruskasked for the consultants' opinions. Mr. Kest and Ms. ~r agreed with.'Mr.. Waish's suggestion. They said the plan could stato.thebeneffis.for theflxed guldew~ system, and also support the locally prefemed altornalfveto coordinatothe two'planning efforts. M'mutes -Downtown Planning Comm'dtee August 25, 2003 page6 The Committee discussed the pros and cons of tile consultants' and Committee 'members' recommendations. Committee 'members and .staff. discussed how to desc~be the benefits of both a fixed guideway.and rubber-tired bolleys, v,~d~mt making a recommendation thatis ditferentfromttmTransitNlema'twes Study. Committee members also n0tedlheir own lack of familiarfty, with the Transit Study, and tfielack of lechnical Cempetencies of the D0Wntmm Master Plan consultants to make a recommendation-o~.such a technical sludy. and. Ihat a vote could,nOt be taken. He proposed f~atthe ~ull Comm~tme ana - consultants, consider adding a bulletin.lhe Ac~on 8tapsof ~ 7; Trar~POrtafion, to read: 'Acknowledge that the Transit Aitemaf~es Stud~ is underway to get people on and off the Port, .b~t lite Downtown Master:Plan is to look at all aspects of.downtown, and mat regardleSS of 5~e resulis of ~hat StUdy, ~t is..?om . .~ pat a ~ g ui.d. ewaY altematfve be studied long-term de"~ite.cOsk flexib~iRy, par~g., rares arm msrupeon impacts beCause:oflt~ benefits (consultants to quanti~y)~nd exarnpie o~other cities to respond to'lhe.questiorc 'why are other cilies do~g tbis?~.in ~ of these ~ections. The benefits :should include a discussion. 0[ ~e'potential for positive impacts On entertainment and tourism, and how this potential differs'from ~ s~mpledeployment of.rubber-tired trolleys.. Bob Kost left tJte confemnr, e Call at 11:30 a.m. Tmnsporlati0n, Section 7 was tabled until the september 8~ meeting. for. review of Trar.~portalion, SecliOn 7, and.the'appendices disb~utedon Aug, ~u~t~ 17.m. Residential Living,section 6, Will.be reviewed at a later.date. The September 15 City Council work session wfll'be cancelled; ADJOURNMENT: The meeting adjourned, at 11:45 a.m.. EliZabell C o~!Assistant Pla, tier MIHUTE~ DOWNTOWN .PLANNING.COMMITTEE Long Range Planning 'AdvisoTy Commission Monday, 8eptemhar 8, 2003 ~00 a:m. Conference 'Room 2, City Hall Annex 1300Main'Street, DUbuque, Iowa PRESENT: ABSEHT: Chairpemon Dave Rusk; committee Members Doris Hingtgen. Dan LoBianco, Ann Michalsid. Judie. F*~liman, Jim GleSen, and John Wa~sh; Staff Membem Laura Cmstens, .Bill Baum, Rich Russell, David Harris and Jereiyn O'Connor. Also present were: Consultants dim Heiz.of*MSA, and via confemnce' call Eric Padget of URS, Anne Ricker of Eeiand Consulting Group, and.Bob Kost of SEH. Guest: JohnGmnen. Committee Members Mike Ironside, Para Jochum, Beb Feiderman, Jim Gibbs, and Steward Sandstrom; Staff Member Beth Conion.~ 'CALL TO ORDER: The meeting was called to order by Chai~rperson Rusk et 8:13 a.m. without a quorum, When Eric Padget of URS, Anne Ricker of Leland Consulting Group, and BOb Kost of SHE were connected Via conference call~ AFFIDAVIT OF C0MPLIANCE: Staff presented an Affdavit of .Compliance vedfying the meeting was. being hem in compliance with the Iowa open MeetingeLaw. MINUTES: Chairpemon Rusk noted that the minutes of the August 18, 2003 meeting were reviewed and-approved by consensus v~flhout, a quorum at the August25, 2003'meeting. The minutes Of the August 25, 2003 meeting were reviewed with the following changes requested by Chairperson Rusk: ~) On page 5, 4e pamg~ph, 5~sentenco, replace 'should"with 'could'; and.add'to the end ofthat nentence, b~ rather preeent what the consultant terms a locally pmfened On page.5, 5~ para~raph~ change "!iving wllh' to 'including,; change 'to include' to 'and they should defend'their recommendation with~; .and deieie 'to articulate'. ~ On page- 5~ 5e paragraph, add a second 'sentence, 'He stressed that th.is was the ranommendatlen of'the consultant, and we Should.not .overdde it if it is their opinion, and it is an appropriate recommends'don that they feel strongly about_' > On page..6, .3~ .paragraph, 2~ sentence: replace ?Understend' with 'Acknowtedge'; replac~ and.WOuld enCOUrage that' vath 'that regardless of the results of that Study, it is. _r~commended. that,; insert 'parking' after 'fle~bility'L insert ~impants~ 'after 'disruption'; delete the parent; and add to-the.and of'that sentence, 'in spite of Minutes -~ Downtown Planning Committee September 8, 2003 page 2 On page 6, 3r~ paragraph, add a: new sentence, "The 'benefits .should .include a discussion of the potential for positive impacts on .commerce and iob creation, residential living, culture, entertainment-and tourism, and how this potentialdiffers from the simple deployment of rubber-fired trolleys.' -Staff Member.Carstens felt that the August 25a minutes were correct for the sentence in quotes; J3eoause neither her notes nor .the notes of Staff Member. Conlon included the reference to 'parking', and because she had read the qUoted statement:into:the record at the meeting, Chairperson Rusk disagreed, and'said if he was quofed, that he felt he shOUld be quoted accurately. Staff-Member Baum noted that minutes area history of'what takes place, at a meeting, and are not a transcript or an opportunity to say that' this .is what .I meant. Chairperson Rusk acknowledged Mr. Baum's commentS, and then reiterated that if he was quoted, then he should be quoted accurately. Committee Member Welsh noted-that the minutes seemed to reflect.that only Mt'. Ruskwas in attendance.- Mr. Walsh expressed frustration with Chairperson RusE's method of conducting the meetings,.and what Mr.. Walsh considered to be-to,much time Spent on details of the minutes rather than the big picture of the plan. Mr: Walsh acknowledged Mr. Rusk's cent~ibUtions to the Commiffee and the community, but questiened whether Ihe lack of attendance by Committee Members was a reflection of' how 'the meetings were run. Chairperson Rusk acknoWledged Mr. welsh's: comments, and then began a review of Section 7, Transpodation. Committee Member Michalski arrived at 8:35 a.m. There was sti.ll'not a quorum. No motion could be made to approve the August.25t~ minutes due to the lack of a quOrUm. ACTION .ITEM:.Review Draft Repo~t {Section ~) Chairperson RUsk reiterated the change~ to pa~s 57 and 58 of Section 7, Transportation, which were discussed at the August 25, 2003 meeting. The Committee and staff then discussed the map in this Section with consultants Bob Kost and Eric Padget. Mr. Kost agreed to change page 59 to reflect correct name. of map as Transportation Framework Map, not Transit'Map. The consensus diSCUSSion with Bob Kost was that the map will remain the.same, but the legend will indicate that tw(~way conversion of one-way needs tF be evaluated furtheF through additional study under auspices of the Public Works. Department. Mr. Kost noted that. the 1997 Downtown Circulation Study's goals were to move traffic throughdowntowo efficiently and safely; while this plan has the goal of getting people to downtown as a destination, not a placeto go through. Discussion of depicting pre~3osed transit routes on the map to cooFdinate with recommendations of the Transit Alternatives Study followed. The .following additional changes were recommended for Section 7: Page 60: Change "seemless' to "seamless." Minutes- Downtown Planning Committee September 8, .2003 Page 3 Paae 61: Last sentence is a:bit aWlavard and needs tobe rewritten. pa.qe.~: Discussion.-ef~sued of:recOmmendations of the Downtown Master Plan and Transit ~4tematives Study, and continuance of the.DOwntown Plani~i~g Committee as one of the.focusgroupsfo~ the Transit Altomat~/es Study, 'Tl',erewas furlhe~ discUS~ion-tliat the Downtown Master Plan would lookat a long,tennstrategy ora Exed gu'~eway~ as well as the locally p~eferred allemative that ~3mas out of the Transit Altomaltves Stud~;'lt was also discussed.that reasons for a raedguidevmy WOUld be'dasc~3ed in the. Downtown MaSter Plan; and would note that it-~s nottha only alfamative. Cemmittee Member Mir,~alski clarified that the Transit Alternatives Study is a long-term study that is wa~ for. the consultant rasonm~ndaaon, cemmuni~/input; and'then a City Co.u. ncildecision. She furthe~ clari~ed in response to Chairperson 'Rusk's'~oning'~e City GounaTs recent' decision to purchase, two rubber*tired replica trolleys that this trolley purchase~as initiated a number of years.before by. Keyline as a part.of ~e City's regular'budget process to provide required connectivity betweenlhe Prat of~Dubuque and Downtown. PaPA 63: ~ Change-'capitor to 'capital.' y Discussion of foot~ol~ to clarify that this refers to rubber-fired. Pace 64: > Deleto'dangling 'Streets, aRer. 1'~ paragraph. Change qower Main'to 'Historic Old Main'hem and throughout the plan~ Change '511t61, to '6t/151' here and throughout the plan. Add discussion of U.S. 52:and remuting, as well as the creation of two-way bus'meas routes on U:S; 52 through downtown, with a i~ng,4erm study to be done under the auspices of the Pub[k~ Works Department. Paoe 65: There was disCUssion of reduced, rate parking vouchers in romps when meter revenues 'are used to pay off bonds on ramps.' consensus was .that the plan should list the recommendations for parking asissuas to ho'explored rather than simply implemehfad~ in order to.admoMedgemitigating factors and differing views and ix36ilionsin the c~,~,unity. Paae 66: Consensus was to reiterate the. new bullet recommended for page 30, to assemble a pubficJpdvate team to revfaw tha 1997 Downtown Circulation Study (traf~, parking and urban design)and defarmine ifa new s.tu~_ g.is needed. :> Change 'accePt' to ."incorporato'in 5m.bullat. - There was discussion of the last bullet re: transit shuttle .bet.:==~ Bluffstmet ~ping and the Port of Dubuque, and transit system integration of Keyline_and private operators throughout downtown. DisCUSsion fallowed on whether ~be 5= bullet-should .reflect languageabouta rrxed.guidaway discussed earlier in meeting. Committee Member Giesen arrived at.9:16 a.nt A quorum was now present. Minutes.-+ Downtown Planning Committee .September 8, 2003 Page4 Discussion continued, with consensus as follows: Add investigate integration Of public~dvate transit services for downtown. Reword last. bullat provide a transit connenfion between, the traditional areas of downtown and the Port. Since-the scion :steps listed are* related to 'transit, end are covered in Trar~it Altemattvas .Study, then action steps re: parking 'need to be added to reflect the narrative 'on page 85. Discussion of incenUvas for deck parking on the Port, and creative ways to enhance parking in downtown follOwed. There wasdiscussion of incorporating a general statement and a bullet, 'to develop, a comprehensive parldng strategy for 'dOwntown through publiC/private pmtnershipa for on.beat, off-street and denkparking'.-' DiscUssion followed oftha relationshi~ of parking to downtoWn living and memhants, with consensus that this reletiOnsliip also needs to be evaluated in development of a comprehensive parking strategy for downtown. Discussion-continued on.hew, toincorporate the importance and scope of a comprehensive parking strategy, which is not Part of the scope' of this plan~ Chairperson Rusk questioned why the Downtown Master Plan did not include a parking strategy similar to the issue raised earlier about the plan providing a housing strategy. StaffMember Carstens stetad a parking study required intensive, technical effort and a budget that was beyond this' team's 'scope of work and.expei'dse. Comrilitlae Member LoBlanco supported this position w~th an analogy to Comprehensive Plan and Downtown Master Plan,-noting that there was no expeclatiot; with the 'Comprehensive Plan's update that a Downtown Master Plan WOUld: be~ developed concunentty as' :part 'of .the Comprehensive Pisn. Consultant Anne Ricker n~ that a comprehensive parking study was not part of the scope of work, and was a significant cosL Ms. Ricker continued that a housing strategy was not part of the RFP. any:more than a paddng studY was. She. said thatthe RFP refened ta Vision Downtown, notthe preceding Housing forum. She noted that a Comprehensive Downtown Master Plan means that'she had to take an overall equivalent look at all six sec'dons.of Vision Downtown. Con~nittas Member Michalsid agreed wi~ Ms. Ricke~, and-said the consultants have done a good job. Staff Member Baum left at 9:52 a~m. MS. Ricker provided an uPdate on revisions to Section 6, Residential Living. She indicated that she was not able to provide Staff Member Harris with a revised Secl]on 6 because she still needs to receive a map from Dubuque Main Street Ltd. (DMSL) and.the City~ There was"discus.~?n of the ,r:=cd for inventory .of potential upper floor space downtown to augment limited research of assessor'slrecorcis..' Ms~ Ricker said she hed tOkl DMSL and City staff ttmt a map ofthis apace in an electronic form needs to be t~nallzed forher to fold inta the Residential Living section. StaffMember Caratens saw Planning Services steffis working on this map with Committee member.LoBianco ant Staff Member Russell. Minutes - Downtown. Planning Committee ,September 8, 2003 Page'.5 Committee Member LoBianco and Ms. Ricker discussed that loan programs from DMSL need fuAher discussion. Ms. Rid(er.seid'.that'she has.received positive feedback frorn developers :that' she felt should be incorporated into the report, which is a banef[t of the delay. The Committee discussed possible mee~ngdates for discussing the housing.section. Ms. Rid(er offered to provide the action matrix at this same meeting; and possibly the revisions to the rest of't .h?. draft plan. It was decided that the naxt Committee moating will be held on S~eptember 30"' at 8:00 a:m: Additionally, a Commiffee meeting was Scheduled for October 7~' at 8:00 a.m. Consultant Eric Padget left the conference call at 10:04 a.m. Chairperson Rusk-distributed a draft Table of Contents that he proposed be used for the plan~, nOting that he has rearranged the order of the appendices as previously discussed. The Committee took a break at 10:05 a.m. while City staff attempted, to.fax the draft Table of COntents to Ahne Rid(er. Staff Member Harris left at 10:10 a.m. Consultant Bob Kost left the .conferanca Call at 10:22 a.m. The fax did not go through despite numerous attempts, so the meeting resumed at 10:23 a.m. ACTION ITEM: Draft.Appendices Review Chairperson Rusk reviewed the draft. Table of Contents verbally with Ms. Ricker. He asked that the concept/priority p _rojects table 'in the Introduction ('Section'1) summarize broad elements of the Action Matrbc He noted that Sections 2-7 are Vision Downtown elements. He suggested moving the Ah-'tion .Matrix and Finat'Framewo~ Plan fTom the appendices to be.combined in a new-Section 8 of the plan. :He.said the Action Matrix should include a cross-reference to Vision Downtown~ After disCUssion, this suggestion was deferred: until the Downtown Planning Committee actually has e~q Action Matrix in hand. An additional appandix recommended by Chal[person Rusk to include Assessments of Vision vs. Reality and Vision & Reality vs. Existing Plans was deleted 'by Committee consensus as being ~Jhneceasary since this assessment is what the. plan itself does. With respect to the Investment Opportunitias appendix, which includes Cat~!yst Concepts and Development Concept Plans; it was suggested that Ms. Ricker review these to be sure the illustrations are in the. dght order relative to the preceding economic 'analysfs for development concept plans. There was discussion of the .Physical Profile append X, and whether Ms. Rid(er has the most up-to-date data from DMSL-and the City on property inventory. Chairperson Rusk Minutes - Downtown Planning Committee September 8, 2003 Page 6 suggested including a Downtown Properties Inventory. with a date.on the data. There was discussion: about whether'to add this item, and the availability of~data. Committee Member Michalski said the most important, parts of the plan for the City Council wilt be Section 1 and the proposed Section 8, and'that' most Council members also.will study Sections 2-7. Mrs~ Michalski added that the most important appendices for the City Council will be the Investment Opportunities, all 'the maps 'in the Physical Profile. the Market Profile, the Socioeconomic Profile, the. Retail 'Inventory Audit,. the Target Industries Analysis, the Downtown Planrdng Committee Members Listing, the Funding Partners Listing, and Vision Downtown. It wes suggested that Committee Member LoBianco, Staff Member Carstens and Ms. Ricker look at inctuding a summary of a downtown properties inventory. AlSo discussed was having an inventory of available space that DMSL maintains included or su.,.~arized, with' DMSL identified as thecentact. 'This appendixwould then be relabeled, as Downtown Availeble Properties Inventory. The following changes were discussed for the chart inthe Physical Profile append~ > Under S~reets and Alleyways, there was discussion of the intent of-this section, with consensus to either list all.streets or list major streets. If list all sfl~ets, then include 8~ Street and other streets in Little DL~blin; Staff Member Carstens will, ask- Bob Kost what he wanted to convey.with his section. > Under Parking Facilities, clarify if ~6" is the correct number of multi-level facilities. > Add Historic to the Landmarks section label, and then Staff Member Carstens will provide names of historic landmarks to-Bob Kost. > Under Ornamental Streetscape, add Cable Ca~ Square. > For the Histodc and Demolition Districts, Staff Member Carstens will check the names of demolition districts, and then relay, any bhanges to Bob Kost. > Under Cultural Facilities, change ~Opera House' to "Grand Opera House', and delete the second reference to Museum of Art. )~ Under Lodging;.add Canfield Hotel. For the Socioeconomic Profile appendix,, there were no comments. For the Market Profile appendix, the Committee asked about the reference on page 6, Retail Demand from Tourism, to'the Greater Lansing Study; Ms R!ckerexplainad this is an industry study used as a comparable reference, and she Would label it as such. For the Retai~ Inventory Audit appendix, there were no comments. The Residential Development. Inventory appendix hes.not'yet been provided. For the Target Industries Analysis appendix, Chairperson Rusk thought this was unnecessarily long, and should be deleted or presented as a summary. Ms. Ricker noted that this item was on the scope of work and specifically.was requested to be checked.off the list. Committee Member MiChalski. noted that this was 'an important appendix which Minutes - Downtown Planning Committee September 8, 2003 Page 7 wotdd interest the City Council. Consensus was-for Ms. Ricker to summarize Dubuque's targets from this appendix' in the Commerce Section. Consultant Jim Holz left at 11:10'a.m. For the Developer RFP Solicitation appendix, consensus.was that a list of targeted developers.and strategy of how to contact them Should be ina memo.from Ms. Ricker separate from the ~'eport to avoid any conflicts of interest for Leland Consulting :Group. Committee Member Walsh left at 11:13 a.m. A quorum was no longer present. For the Outreach Synthesis appendix, consensus was to add comments collected from the traveling'exhibit, and to delete the Iisi of questions alone= and use just the list Of questions with the-responses included. ' For the Meeting Materials .appendix, consensus was to consolidate'the City Council presentations and move synthesis Of Downtown Planning Committeework sessions here. Staff Member O'Connor left at 11:15 a.m Consensus was to keep the Downtown Planning C0mmiffee meeting minutes as an appand~ Consensus was to delete the proposed individual appendices for the Downtown Planning Committee Members Listing .and the'Funding Partners Listing, and instead list the Downtown Planning Committee memhersand the funding partners in the plan: itSeff. ADJOURNMENT: The meeting adjourned at 11:18 a.m. Respectfully submitted, Laura Carstens, Planning Services Manager Adopted MINUTES DOWNTOWN PLANNING COMMrl-rEE Long Range Planning Advisory Commission Monday, September 30, 2003 8:00 a.m. Conference Room 2, City Hall Annex 1300 Main Street, Dubuque, Iowa PRESENT: ABSENT: Chairperson Dave Rusk; Committee Members Jim Giesen, Doris Hingtgen, John Walsh, Ann Michalski, Dan LoBianco, Jim Gibbs, and Mike Ironside; Staff Members David Harris, Bill Baum, Jerelyn O'Connor, Laura Carstens and Beth Conlon. Also present were: Consultants Jim Holz of MSA, and via conference call Anne Ricker of Leland Consulting Group. Committee Members Judie Fjellman, Pam Jochum, Steward Sandstrom, and Bob Felderman; Staff Member Rich Russell. CALL TO ORDER: The meeting was called to order at 8:09 a.m. AFFIDAVIT OF COMPLIANCE: Staff presented an Affidavit of Compliance verifying the meeting was being held in compliance with the Iowa Open Meetings Law. MINUTES: Approval of minutes was delayed until there was a quorum. ACTION ITEM: Continue Review of Draft Report Chairperson Rusk commented that the Residential Living (Section 6) revisions fell short of expectations of several committee members and staff he had spoken with. Rusk suggested that the Committee provide greater detail to the consultant for the revised Residential Living section and new Section 8 (Action Matrix). Michalski and LoBianco discussed that ~suburbs" is not a term that is applicable to Dubuque (pages I and 5 of Section 6). Rusk and Harris agreed with Michalski and LoBianco. Rusk suggested that their concerns be brought to the attention of the consultant today. Rusk said that he would like the Committee to review Section 6 after discussing David Harris's memo, which has been validated by the City Manager's comments, and then review the Section 8 Action Matrix at the next meeting. Michalski noted that the City Manager has provided information that the City Council Vision and Goals document includes the Downtown Master Plan. Mike Ironside arrived at 8:23 a.m. A quorum was present. Michalski noted that the Downtown Master Plan was added by the City Manager as a Carryover Priority for 2002-2004. Minutes - Downtown Planning Committee September 30, 2003 Page 2 Jim Gibbs arrived at 8:25 a.m. MINUTES: A quorum being present, the Committee returned to appreval of the minutes. Committee members discussed that on page 3 of the September 8, 2003 minutes staff should correct the spelling of Jim Giesen's name and change "questioning" to "mentioning". There was a discussion of how to clarify between parking Ustretegy' and parking Ustudy" and the need for a parking strategy rather than a parking study, since parking is identified in the Vision Downtown document. It was decided that the minutes need to reflect the discussion at the meetings, and that the Committee's intent needs to be reflected in the plan itself. Motion by Michalski, seconded by LoBianco to approve August 18, August 25 and September 8, 2003 with changes discussed carried unanimously. ACTION ITEM: Continue Review of Draft Report: The Committee contacted consultant Anne Ricker via conference call at 8:35 a.m. Rusk reviewed two housekeeping items. Table of Contents: Rusk reviewed the preposed Table of Contents described in Carstens' memo of September 25, 2003 with the Committee and Ms. Ricker, who had no objections. Motion by LoBianco, seconded by Michalski to appreve the table'of contents as preposed in this memo carried unanimously. Comments of the City Manaqer and Staff: Rusk reviewed the comments of the City Manager and Staff described in the City Manager's memo of September 24, 2003. The Committee's consensus with the City Manager's comments as follows: 1) page 26, to use existing Port of Dubuque Master Plan; 2) page 25, to add the City Manager's note on deficiency as a barrier; 3) Commerce, page 12, the 1st bullet would be addressed in the Action Matrix; 4) page 12, the 2nd bullet Ricker would be able to provide examples of streamlining regulatory review, and she noted that this is addressed in other plan elements; 5) page 12, Historical Features is addressed in Residential Living; and to divide Section I into a separate introduction and summary; 6) Transportation, page 13, the Committee will not be taking the City Manager's suggestion because they have already taken this position for both long-term and short-term transit alternatives; and 7) separete the plan and the appendices into different binders. Ricker and Carstens will review the Intreduction/Summary to develop a separate introduction and summary to bring back to the Commission for consideration. The memo on downtown circulation from Public Works Director Mike Koch included with the City Manager's comments was reviewed and discussed. The Committee consensus was to not recommend changing one-way to two-way streets, but rather to view the situation as something to be considered after further study. The Committee concurred with the previous Committee discussion on September 8th regarding one-way and two-way streets, item 4, page 65 regarding free parking was discussed. The Committee concurred with the previous discussion on September 8th. Dreft Action Matrix for Residential Livin.q (Section 6): Ricker said thatwhile she had heard that Committee was generally "underwhelmed' with revisions to the Residential Living Minutes - DOWntown Planning Committee September 30, 2003 Page 3 section because of the Housing Forum of several years ago, and the detailed memo about housing issues from David Harris, she stated that she believes that Housing is critically important but doesn't exist without other related elements such as Public/Open space and Historical Features. She stated that she feels that Housing needs to be treated consistently with the other elements of the Downtown Master Plan as it is in the Vision Downtown without putting too much emphasis on Housing. She stated that she has addressed as many of Harris' issues as were reasonable to address and has prepared the action matrix for the Housing Section to resolve the format and level of detail for this plan. She stated that she wants to appear even-handed in balancing the elements of the plan, even if some elements have more action steps in their respective matrices. Michalski agreed that if this looks like it is only a Housing Plan, then it would be like 'fluff". Michalski added that all elements in the plan must be in a balanced format, because Housing is related to and dependent on other elements. Rusk commented that development of downtown is a mulfi-faceted, multi-dimensional endeavor. All elements are equally important, and he doesn't think that anyone has advocated that housing be given more emphasis. Jim Giesen left at 9:15 a.m. A copy of the Action Matrix for the Residential Living section drafted by Anne Ricker was distributed at 9:15 a.m. She commented that a larger font would be used in the final matrix. Ricker reviewed the format and discussed how the Residential Living section relates to the Action Matrix, and that outcomes will be developed based on strategy. She noted that strategy elements are the action steps listed in the plan. She stated that implementing the action tasks are very specific tasks that become "mini" business plans. Ricker said that the implementation coordinator would report on the action tasks periodically, and status dates could be set and moved forward as progress is made. Rusk commented that the details seem to be more specific. Michalski and LoBianco stated that this info on implementation tasks is what they are looking for. Ricker encouraged the Downtown Planning Committee to pay close attention to verbiage, to review contact persons when they receive her suggestions for the complete Action Matrix, and then recommend different contacts locally as appropriate. Michalski and Ricker discussed having a list of resources in the appendix. Ricker reviewed how some of the action steps have been reorganized into implementation steps in the Action Matrix such as #11 in the Matrix. Rusk felt this Matrix has taken a quantum leap in meeting the Committee's expectations. Ricker suggested that she make the plan match the chart in terms of column headings. Michalski and Ricker discussed that a number of these tasks are already underway in some fashion and that communicates that Dubuque is and has been actively working on downtown revitalization. There was discussion of#6, #7, #9 and #13. Michalski asked if the Action Matrix would have tasks related to areas of influence outside Minutes - Downtown Planning Committee September 30, 2003 Page 4 the study area. Ricker noted that the example of #12 will deal with these areas. She added it should be treated globally and as a long-term task to keep the plan a living document that can continue to be responsive to community needs. Rusk thanked Ricker for insisting on doing a review of the Action Matrix before beginning a review of the Residential Living Section. Residential Livinq (Section 6): Ricker noted the addition of the last sentence in the italicized introductory paragraph on page 1 of the Residential Living section, its importance and its relationship to other elements. Jim Gibbs left at 9:43 a.m. A quorum was no longer present. Ricker noted that the Vision Downtown goals were omitted unintentionally. The consensus of the Committee on the review of the Residential Living (Section 6) was as follows: Page 1: delete "at" from the last sentence in the introductory paragraph; define "pink collar workforce' in the last paragraph, and change "suburbs" to "fringe area development" for Dubuque. Page 2: Ricker clarified age data is from her primary research for other cities. Page 4: 1st bullet change ~Dubuque County" to "region as a whole~ and explain CAAGR in the chart as a footnote. Page 5: reference the source of information on all charts/tables; for example, PRIZM. Page 6: 4th bullet change "potential resident" to 'potential base". Page 6: O'Connor and LoBianco questioned how much students would be in the demand mix for downtown with the colleges (especially Loras). They emphasized on-campus student housing. NICC may be a potential source. The bullet on the students needs to be re-written, as NICC and seniors at Loras don't reside on campus, especially with a major renovation of the NICC campus being the most likely soume of a student population downtown. There is also a growing population of married students and non-traditional students. Ricker and Carstens will discuss what the wording should be. Page 6: retirees vs. employees: Employees don't use the services downtown, but these services are what attract retirees. The Committee discussed the ~chicken and egg' situation with retail and housing. Ricker said the point is that all elements are related and we are trying to build a downtown neighborhood. Page 7: LoBianco and Ricker discussed how market demand for downtown housing would be met with smell projects. Ricker also mentioned that high-end housing on waterfront will help improve the market. Minutes - Downtown Planning Committee September 30, 2003 Page 5 Page 8: 2nd bullet, add "greater" to describe the Port; 3rd bullet, add "contiguous to the study area" in parenthesis after Warehouse District. Page 9: 3rd paragraph, second sentence, delete ~in" from last paragraph and add "green space' to the list in 1st sentence. Page 10: add barriers here for small business/building owners with vacant upper stories, perhaps as a table. Add parking and green space to list of bullets at end. Page 11: Change to read "Mayor, City Council and City Manager" under leadership Page 13: Financing incentives: substitute HOME for HOPE VI and add Fannie Mae. Ricker will share developers' comments with LoBianco and Harris. Page 14: 7th bullet subordination of lenders clarified by Ricker to be sharing risk in a lending pool. Residential Development Inventory Appendix: LoBianco reviewed that the chart in the appendix does not include 1st floor, and suggested that the Downtown inventory be organized to sort by ID#. Ricker noted this data can be used to sort by geographic area to identify Residential Opportunities. He noted that this is referenced on page 6 of the Residential Living section under the heading "Downtown Housing Supply". LoBianco said he would work with Felderrnan and Harris to review any properties that need to be clarified so that Ricker can remove her qualifier. There were no other comments on the appendix by the Committee members. Next steps: Despite personal/family issues, Ricker thought she could finish the Action Matrix draft for the October 7th meeting, and get the revised report here eady next week after reviewing past meeting minutes. She will send photos to Carstens to put into the report. The consensus of the Committee was to cancel the October 7th meeting and resume discussion of the Action Matrix with the Downtown Planning Committee meeting scheduled for Monday, October 13th at 8 a.m. to give Ricker more time to prepare. Rusk asked that she get the draft to the Committee by early next week. Ricker left the conference call at 10:30 a.m. ITEMS FROM COMMISSION: Public Library: Walsh suggested Carnegie-Stout Library be included in the educational as well as cultural listings. He suggested that Anne Ricker also include a mention in the Historical Features Section of the Historical Society's efforts with the Ryan House. He requested a mention of St. Mark Center and Boys/Girls Club in the Culture/Education Section. There was general agreement from those present. Incorporation of "Bi,q Ideas' into Plan: Walsh asked if there is a way to integrate ~big ideas" and ~passion" into the plan. Rusk felt that "big ideas" and 'passion' had to do with the Minutes - Downtown Planning Committee September 30, 2003 Page 6 delivery of the plan, while the plan is a tool to accomplish projects. The message is that there is not just one "big idea" in the Downtown Master Plan strategy, but a collection of important action steps to accomplish downtown revitalization. Carstens noted the need for the plan to respond to the needs of downtown residents. Doris Hingtgen and Jim Holz left at 10:39 a.m. Walsh agreed. Michalski noted the need to keep the plan relevant without mentioning specific retailers or specific projects. O'Connor said what it comes down to is combining all of the elements to accomplish realistic steps, and that the introduction needs to convey the passion about the significance of downtown. She added that the nuts and bolts are in the plan, and passion is in the vision. Walsh agreed. Community Reaction to Plan: Walsh said we had planned a year ago to bdng the Chamber on board for support of the plan, as well as other partners. He added that success will be getting the entire community invOlved with and behind this plan. He asked how do we accomplish this in terms of timing with City Council's review of the final prod uct, and who will participate, and do we want "validators" or are the Downtown Planning Committee the 'validators". Rusk said we need a roll out strategy, and that parts of the strategy are in place through public hearings at Long Range Planning Advisory Commission and City Council. He noted that the consultants are committed to one or two public forums in the contract. Walsh asked how we get reaction from key stakeholders/major players, and how do we time this review with City Council review. Rusk reviewed previous steps to engage the public and the key stakeholders, including focus groups. Michalski described a 3-person review process used for the Vision Iowa Plan. Michalski asked if it is time to move past the process, and more to the product. Rusk suggested this be considered for discussion at the next meeting, and asked staff to ask the consultants how this review would impact the process and their contract. Walsh said would like to get a reaction from 8-10 people, and would like to discuss this at next meeting. ADJOURNMENT: The meeting adjourned at 10:59 a.m. Respectfully submitted, Laura CarStens, Planning Services Manager Adopted Meet in g.. For October 13,, .2003 Canc.ell ed MINUTES DOWNTOWN PLANNING COMMITTEE Long Range Planning Advisory Commission Monday, November 10, 2003 8:00 a.m. Conference Room 2, City Hall Annex 1300 Main Street, Dubuque, Iowa PRESENT: ABSENT: Chairperson David Rusk; Committee Members Jim Giesen, Doris Hingtgen, Dan LoBianco, Ann Michalski, John Walsh, Staff Members Laura Carstens, David Harris, Jerelyn O'Connor, Bill Baum and Beth Conlon. Also present: Anne Ricker of Leland Consulting Group and Bob Kost of SEH via conference cell and Jim Holz of MSA. Commission Members Bob Felderman, Jim Gibbs, Pam Jochum, Steward Sandstrom, Judie Fjellman, Mike Ironside and Staff Member Rich Russell. CALL TO ORDER: Chairman David Rusk called the meeting to order at 8:12 a.m. without a quorum. AFFIDAVIT OF COMPLIANCE: Staff presented an Affidavit of Compliance verifying that the meeting was being held in compliance with the Iowa Open Meetings Law. MINUTES: Approval of the September 30, 2003 meeting minutes was delayed until there was a quorum present. ACTION ITEMS: Anne Ricker of Leland Consulting Group and Bob Kost of SEH were contacted via conference call at 8:13 a.m. to discuss the Downtown Master Plan draft action matrices. Review Draft Action Matrices of all Elements: The Committee discussed the format of the matrices. The consensus of the Committee was that all action matdces should coordinate with the text of the action steps in the final Dubuque Downtown Master Plan, that the text in the action matrices elements should be in bold pdnt, and that the font in the action matrices be enlarged for easy reading. The Committee recommended the following changes in the Commerce Action Matrix: > Strategy Element #1: change industry to business. )* Strategy Element #2: Comment made: all of 'study area~ is in the Enterprise Zone, but not all contiguous areas are in the Enterprise Zone. > Strategy Element fY2a: Contact: delete Planning, add DMSL > Strategy Element fY2b: Contact: add delete Planning, add DMSL; Resources: add BDI (Budget Decision Item) ~. Strategy Element fiG: change industry to business. > Strategy Element #3a: Contact: add DMSL. > Strategy Element #3b: Implementation Task: delete industries, add businesses; Contact: add DMSL; correct sequence of letters (a,b,c,d). Minutes - Downtown Planning Committee November 10, 2003 Page 2 Strategy Element #3c: add DMSL Strategy Element #3d: add DMSL Strategy Element #3e: add DMSL Strategy Element #4a and #4b: should say, "monitor the Comprehensive Economic Development...'. Resoumes: delete outside Consultant; in the first right column, add a checkmark in column a. for ongoing, and a checkmark in column b. for ongoing. Strategy Element #5b: delete industry and add business. Contact: add HR Department (ADA). Strategy Element #6a: Strategy Element #6b: Strategy Element #7a: Strategy Element #7b: Strategy Element #7c: Strategy Element #9c: Strategy Element #10a: Contact: Resources. Strategy Element #12a: Contact: Strategy Element #12b: Contact: Strategy Element #13a: Contact: Strategy Element #13b: Contact: Strategy Element #13c: Contact: Strategy Element #13d: Contact: Strategy Element #13e: Contact: Contact: delete Task Force, add Planning Dept. Contact: delete Task Force, add Planning Dept. Contact: add DMSL. Contact: add DMSL. Contact: add DMSL. Contact: add DMSL. add Dubuque Initiatives; Resources: add Existing add DMSL. add DMSL. add Chamber/CVB. add Chamber/CVB. add Chamber/CVB. add Chamber/CVB. add Chamber/CVB. Strategy Element #14a: Contact: add DMSL. Strategy Element #15: Contact: add DMSL and Economic Development Dept. Strategy Element #16d: Contact: delete Planning Dept., add DMSL. Strategy Element #17a: Contact: add DMSL Strategy Element #17b: Contact: delete Planning Department, add DMSL. Strategy Element #17c: Contact: add DMSL. Strategy Element #17d: Contact: add DMSL. Strategy Element #18: Strategy Element: change standards to guidelines. Strategy Element #18a: Implementation Tasks: change standard to guidelines; Contact: add DMSL and delete Planning Department. Resources: delete Existing Staff Resources and add BDI: Design Consultant. Strategy Element #18b: Contact: delete Task Force, add DMSL. Resources: delete Existing Staff Resources and add BDI: Design Consultant. Strategy Element #18c: Implementation Tasks: change standards to guidelines; Contact: delete Planning Department and Task Force and add DMSL and Housing and Community Development Department. Resources: delete Existing Staff Resources and add BDI: Design Consultant. Strategy Element #18d: delete standards and add guidelines. Contact: delete Task Force, add DMSL. Resources: delete Existing Staff Resources and add BDh Design Consultant. Minutes - Downtown Planning Committee November 10, 2003 Page 3 Strategy Element #18e: Implementation Tasks: change standards to guidelines. Contact; delete Planning Department and add DMSL. Resources: delete Existing Staff Resources and add BDI: Design Consultant. Strategy Element #19a: Resources: add Zoning Ordinance Consultant. Strategy Element #19b: Resources: add Zoning Ordinance Consultant. Strategy Element #20a: Strategy Element #20b: Strategy Element ~20c: Contact: delete Planning Department and add DMSL. Contact: add DMSL. Contact: add DMSL There was a discussion regarding adding umbrella strategies to the Plan. The consensus of the Committee was to add a General Strategies matrix/Final Framework Plan in Section 8. Ms. Ricker discussed the prerequisites for success, and commented that she would like to see a glossary of'terms for the matrix. Chairman Rusk commented on budget constraints in other communities and their strategies for success, and requested that information that reflects strategies used in other communities be included in the General Strategy Matrix. Committee Member Michalski asked Ms. Ricker to acknowledge City Council's planning and to elevate their accomplishments in the final Downtown Master Plan. The Committee recommended the following changes in the Culture, Education and Entertainment Matdx: > Strategy Element #1: add a new strategy element, Establish Dubuque Arts and Culture Advisory Commission; Contact: CMO and Resources: BDI. > Strategy Element #2: (formerly #1) Identi~ and formally designate a culture/artisan district, etc., and all subsequent strategies re-numbered. > Strategy Element #2a: Contact: delete Planning Department, add DMSL and Arts Task Force; add an ongoing check in the right column. ~. Strategy Element #2b: Contact: delete Task Force and add DMSL. > Strategy Element #2d: Contact: delete Planning Department; add DMSL and Housing & Community Development Department. > Strategy Element #3a: Resources: add Zoning Ordinance Consultant. > Strategy Element #3b: Resources: add Zoning Ordinance Consultant. > Strategy Element #3c: Resources: add Zoning Ordinance Consultant. > Strategy Element #4a: Contact: delete Arts Commission, add DMSL. > Strategy Element #4b: Contact: delete City Management, add CMO. > Strategy Element ~4c: Contact: delete City Management, add CMO. > Strategy Element #4d: Contact: delete Finance; add DMSL and Economic Development Department. > Strategy Element # 5a: Implementation Tasks: add Create an organization to acquire and hold properties for attainable artisan live/work space. Contact: Downtown Advocate and add DMSL. > Strategy Element #5b: delete all of 5b. Implementation Tasks: Employ the range of tools and strategies...Contact person: delete Finance; add DMSL and Economic Development Department. > Strategy Element #5c: Contact: delete Planning Department and add DMSL. Minutes - Downtown Planning Committee November ~10, 2003 Page 4 Strategy Element #6: should be Develop a strategy, etc. Strategy Element ~a: Contact: spell out Housing & Community Development Department and add DMSL. Strategy Element ~6b: Contact: add DMSL and Housing & Community Development Department. Strategy Element #6c: Contact: add DMSL and delete Arts Commission. Strategy Element #6d: Contact: spell out Housing & Community Development Department and add DMSL. Strategy Element #7: should read: Work with Arts Committee, merchants, Leisure Services Department... Strategy Element #7a: Implementation Tasks: should read, Chamber, Arts Commission, and/or existing arts organizations, merchants and Leisure Services Department work to prepare... Strategy Element #7b: Implementation Tasks: should say, "Continue notification of all related groups and permitting for events..."; delete require. Contact: delete City Admin. and add City Clerk. Strategy Element #7c: Implementation Tasks: delete prepare and use the word continue ("Continue coordinated marketing materials...") Strategy Element #7c: Resources: delete Budget Decision Item and add Existing Staff Resources. Strategy Element #8a: Contact: delete Planning Department and add DMSL. Strategy Element ~8b: delete Task Force and add DMSL. Strategy Element #8c: delete Planning Department add DMSL and Legal Department. Strategy Element #9: Strategy Element should read: Coordinate efforts of arts groups and Parks, etc... Strategy Element #9a: Implementation Tasks should read: "Chamber, Arts Commission and Leisure Services Department continue to prepare a comprehensive list...", and change prepare to say, "continue marketing materials...". Contact: add DMSL. Resources: delete Budget Decision Item. Strategy Element #9b: Contact: delete Planning Department and add DMSL and Chamber of Commerce. Strategy Element #9c: Implementation Task: should read, "refine current system and require notification of all related groups...". Contact: delete City Admin. and add City Clerk Strategy Element #9c: Contact: delete City Administration and add City Clerk. Strategy Element #10b: Implementation Tasks: should read: "include an Arts Commission or representative of existing arts groups, Dubuque Cultural Alliance, and CVB Festival Committee." Contact: delete Task Fome, and add Housing & Community Development Department. Strategy Element #10c: Contact: delete Planning Department and add Housing and Community Development Department and DMSL. Strategy Element #10d: Contact: delete Economic Development Department, and add DMSL. Minutes - Downtown Planning Committee November 10, 2003 Page 5 The Committee recommended the following changes to the Historical Features Action Matrix: > Strategy Element #1: change standards to guidelines > Strategy Element #la: change all standards to guidelines. Contact: delete Task Force and add DMSL. Resources: add BDI: Design Consultant. > Strategy Element #lb: Contact: delete Task Fome and add DMSL. Resources: add BDI: Design Consultant. > Strategy Element #1c: Implementation Task: delete standards and add guidelines. Contact: delete Task Force, and add DMSL, Building Department and Housing and Community Development Department. Resoumes: delete Existing Staff Resources and add BDI: Design Consultant. ~> Strategy Element#Id: Implementation Tasks: delete standards and add guidelines. Contact: delete Task Force and add DMSL Resoumes: delete Existing Staff Resources and add BDI: Design Consultant. > Strategy Element #1e: Implementation Tasks: delete standards and add guidelines. Contact: delete Task Force and Planning Department and add DMSL. Resources: delete Existing Staff Resources, perhaps add Outside Consultant and add BDI: Design Consultant. > Strategy Element g3a: Contact: delete Planning Department and add DMSL. Resources: delete Existing Staff Resources and add BDh Design Consultant. > Strategy Element #3b: Contact: delete Planning Department and add DMSL. Resources: delete Existing staff Resources, and add BDI: Design Consultant. > Strategy Element #3c: Contact: delete Planning Department, and add DMSL. Resources: add Policy > Strategy Element #3d: Contact: delete City Management and add City Manager's Office. > Strategy Element #3e: Implementation Tasks: delete the extra Dubuque. Contact: delete Planning Department and add DMSL. Resources: delete Existing Staff Resources and add BDI: Design Consultant. > Strategy Element #4: Contact: delete City Management and add CMO. ~. Strategy Element #-4b: Contact: delete Planning Department and add DMSL. > Strategy Element #4c: Contact: delete Planning Department and add DMSL. Resources: delete Existing Staff Resources and add BDI: Design Consultant. > Strategy Element #4d: Implementation Task: delete the extra Dubuque. > Strategy Element #5c: Implementation Task: should read, ~Expand HPC functions to include assistance with obtaining historic designation...'. Contact: delete Dubuque County Historical Society and add HPC. Resources: delete Existing Staff Resources and add Consultant list. > Strategy Element #6b: Contact: delete Planning Department and add Housing & Community Development Department. > Strategy Element #6c: Contact: delete Planning Department and add Housing & Community Development Department. > Strategy Element #7b: Implementation Tasks: should read, 'Promote the availability of these funds, provide assistance...". Contact: delete Planning Department and add Housing & Community Development Department. Minutes - Downtown Planning Committee November 10, 2003 Page 6 Strategy Element #7c: Contact: delete Planning Department and add Housing & Community Development Department. Strategy Element #8: Contact: delete Planning Department and add Fire Department. Strategy Element #8b: Contact: delete Planning Department and add Fire Department. Strategy Element #8c: Contact: delete Planning Department and City Management, and add City Manager's Office and Fire Department. Strategy Element #8d: Implementation Task: should read "Pass on information to historic property owners...=. Contact: delete Planning Department and add Fire Department and DMSL Strategy Element #8e: Contact: should read, Outside Consultant working with Fire, Building, Housing &Community and HR Departments. The Committee discussed the concept of back loading the timeframe in each matrix as much as possible. Ms. Ricker suggested that she use near, mid and long-term designations instead of years in the final matrices. The consensus of the Committee was to meet again from 8:00 a.m. -12:00 p.m. on Friday, November 14th, to complete their revieW of the draft Public Spaces and Open Areas, Residential Living and Transportation action matrices. The Committee also discussed what the process would be to develop and deliver a plan for the Downtown area. Committee members shared their opinions on the best way to present the plan to the City Council and to the community. Chairman Rusk handed out two options for meeting schedules for the Committee to consider. The consensus of the Committee was to agree to a tentative schedule to meet with small groups of Council members rather than a larger work session. The Committee also discussed a possible extension of the November 30, 2003 contract with the Iowa Department of Economic Development. Staff member Conlon reported that Call Beals of IDED has agreed to extend the contract if necessary. Leland Consulting Group agreed to edit and return the revised action matrices by November 21st and the revised plan and appendices by November 24t~ before the December 1, 2003 meeting. ADJOURNMENT: The meeting adjourned at 12:05 p.m. Respectfully submitted, Laura Carstens, Planning Services Manager Adopted Copy iob for City of Dubuque Plannin.q Services Department Contact: Melinda Rettenberger or Kay Munson 589-4210 This is the first two binders we will be having printed. We will need 60 copies of each book for a total of 120 binders. We believe both binders will be approximately the same size; however, you will need to copy the document before we will know which size we need. Please be sums that theirs will be some mom left over that if we need to add a few extra pages, we could do it. The first job is Binder #2. You will need to order white binders (width depending on final size of document when finished) with front and spine inserts. The front cover is the top page. Please copy this on white cover stock and insert. The spine insert is the 2nd page. The spine insert will be on colored paper/cardstock. Please copy and insert into notebooks. The 3rd sheet is a list of the tabs needed for each of the 60 notebooks. We would like white tabs with the title pdnted directly on the tab or the clear typed oveday (see example). We would like to have the rifles pdnted exactly as they appear. If you run into a problem with not enou,qh space, please call me and we will decide how we want to abbreviate. Each section of the binder is clipped with the title for the tab on top. Following the top tab page, there may be one or more color insert sheets in each section. These are subsections under that tab. These need to be copied on the blue colored paper we picked out and inserted. Each section is marked simplex or duplex or a combination of both. There are colored maps and photos mixed in with the black/white text. Please be sums to check each section for color pares unless otherWise noted! 'i'here. is alSo an1 lxl 7 map in Tab 2 - please copy in color and fold as the od,qinal is folded. When finished, please assemble the books and deliver to the City of Dubuque Planning Services Department, 50 W. 13'~h St., 2nd Floor. We would like to have this book returned no later than noon on December 3~- I will need two reams of the same paper being used to copy this document for any changes or inserts we may need to make. We will have the 2nd binder to you on Monday, December 8th and will need to this book returned to us by noon on Wednesday, December 11th. 12. DPC Members Listing DOWNTOWN PLANNING COMMITTEE MEMBERSHIP The Downtown Planning Committee is a committee of the City of Dubuque's Long Range Planning Advisory Commission (LRPAC). The Committee meets the second Tuesday of each month from 11:00 a.m. to 12:00 p.m. at the City Hall Annex, 1300 Main Street. All meetings are open to the public. NAME ORGANIZATION STATUS Dave Rusk (Chairperson) Long Range Planning Advisory Commission Voting Jim Gibbs Historic Preservation Commission Voting Jim Giesen Community Development Advisory Commission Voting Doris Hingtgen Housing Advisory Trust Fund Committee Voting John Walsh Housing Advisory Trust Fund Committee Voting Bob Felderman Dubuque Main Street, Ltd. Voting Dan LoBianco Dubuque Main Street, Ltd. Voting Pam Jochum State Representative Voting Ann Michalski Dubuque City Council Voting Steward Sandstrom Dubuque Area Chamber of Commerce Voting Mike Ironside Dubuque Cultural Alliance ~ Voting Judie Fjellman Dubuque Initiatives Voting Laura Carstens Planning Services Department Staff Elizabeth Conlon Planning Services Department Staff Rich Russell Building Services Department Staff David Harris Housing & Community Development Depa~[f~ent Staff Bill Baum Economic Development Department Staff Jerelyn O'Connor Neighborhood Development Specialist Staff August 18, 2003 13. Funding Partners Listing Thank you Downtown Planning Community Partners The City of Dubuque Downtown Planning Committee wishes to thank our commtmity partners for their investment in funding a contract for master planning services for Downtown Dubuque. City of Dubuque $50,000 Iowa Department of Economic Development25,000 Dubuque Initiatives 5,000 American Trust & Savings Bank 3,000 Diamond Jo Casino 2,500 Fischer Companies 2,500 McKesson Corporation 2,500 Woodward Communications 2,500 Alliant Energy 2,000 Dubuque Area Chamber of Commerce 1,500 Dubuque Bank & Trust 1,500 Dubuque Board of Realtors 1,000 Capri College 500 Premier Bank 500 14. Vision Downtown Commerce · Culture, Education & Entertainment Historical Features · Public Space and Open Areas Residential Living · Transportation DAVID WM. RUSK CH:MR LAURA CARS1T~'~S BOB FI~LDERMAN JIM GIBBS JIM GIESEN DAVID HARRIS Dear CitiZen of Dubuque, January 2002 It is our community's downtown, nestled below the magnificent bluffs that shape its western border, and proximate to the great river that runs just to its east, that is the true heart of our city. Our downtown best reflects our heritage and the unique character of our community that accompanies it. Our downtown is a major source of a strong community pride that has been nurtured since our earliest days as a Mississippi River settlement. There is no other precinct or neighborhood in Dubuque that holds more of what we have been, what we are, and what we can be than our downtown. There have been many studies, plans and programs toward fostering a revitalization of Downtown Dubuque over the years. More recently, many voices in our community have suggested that now is the time to begin anew a compre- hensive effort to guide the heart of our city toward a future that we can all be proud of. The explosive development unfolding at the riverfront areas of our down- town brings with it the need for thoughtful dialogue on the impacts and opportu- nities that will doubtless arrive in its wake. VISION DOWNTOWN and the com- prehensive planning effort that will follow are the products of that community dialogue. This document captures the consensus community vision for the future of Downtown Dubuque. It is important to note that, in this context, VISION DOWNTOWN is not a plan, but rather, a vision - a general unprioritized consensus description of a preferred destination. It will be necessary to create a plan that specifies the de- tailed action items and resources that must be applied to reach that destination. The Downtown Planning Committee recommends that a comprehensive down- town master plan be developed on the foundation of VISION DOWNTOWN and is prepared to lead that planning process as well. The success of the downtown visioning process must be measured in at least two ways. First, it is already apparent that success has been achieved in terms of the openness and inclusivity of the process. This is paramount to ensur- ing the community ownership necessary to fuel the effort to make the vision a reality. A second success criterion is more difficult and has yet to be measured ~ the degree to which our community sustains the vision through the creation and implementation of plans and actions to do so. Citizens are asked to review this VISION DOWNTOWN document and stand ready to offer additional input and support to the planning effort that will follow. Downtown Planning Committee City of Dubuque ~ce envis, ion the downtown area as a diverse commercial center providing onom~c opportunities that include: A broad mix of businesses and services that encourage frequent and year-round visitations. A "user friendly" environment for current and potential employees in terms of access to work sites, parking, childcare services, support businesses and services, and safety. Recognition and promotion of the unique districts in the downtown with their historic architecture and their inter-relationships. An environment that encourages the start of new and growth of existing businesses, including enterprises that are not traditionally housed downtown. Promotion of the downtown as a regional center for retail/specialty shopping, multi-cultural businesses, restaurants, entertainment, tourism, education, government, services, and professional/office facilities. An ongoing coordinated effort to advise business and property owners on marketing, property man- agement, incentives, streetscape amenities, preservation, financial resources, adaptive reuse of historic sites, customer service, and hospitality. Occupied units above storefronts. We envision our downtown as a cultural, educational and entertainment center that includes: Promotion of cultural, educational, and entertainment opportunities as a means to enrich our lives, and to enhance the economic and historic revitalization of the downtown. Promotion of diverse cultural, educational, and entertainment events so as to complement the community's appeal to visitors and local resi- dents. Cultural, educational, and entertainment based businesses as means to spur the historic preservation of buildings and economic development. Encouragement of frequent cultural related events, entertainment, and activities that enhance downtown's image as the "place to be." An environment that creates a sense of neighborhood with cultural, educational, and entertainment activities that occur year-round. We envision our downtown as a place where the restoration and preservation of our unique historic sites and l{istory includes: Increased appreciation, education, technical assistance, and funding of our historical and architectural heritage. Recognition that historic preservation and development must be in concert and mutuaity beneficial. Comprehensive identification and promotion of our downtown historic resources and the education of the community on their value. Ongoing efforts that incorporate our downtown historic treasures and market them as unique and distinctive features that showcase our colorful history. The coordinated design and construction of new and additional, or when necessary, replacement structures that complement the architectural heritage of the area with an emphasis on the adaptive re- use of historical structures. Coordinated effort to recognize the historic contribution of each building to the whole of the historic downtown, but with the realization that some structures do not merit preser- vation. The promotion and encouragement of the use of historical structures for commercial, entertainment, cultural, educational, and residential purposes for people of alt ages and backgrounds. We envision our downtown as an invitin§ area that appeals to all the senses throu§h the creation of a clean, safe, and environmentally pleaSin§ settin§ that includes: Recognition that public open areas and green space are vital to the livabitity of the downtown. Public open areas that are aesthetically pleasing and accessible to employees, customers,'visitors, and residents of the downtown area with the goal of appealing to sight, sound, smell, and touch. Open space for recreation, social eVents and gatherings, access to the Mississippi River, and a view of downtown's natural landscape. A streetscape that enhances the beauty, charm, and vibrancy of the downtown area through the use of color and texture in such things as landscaping and amenities. A downtown environment that is a source of pride for the entire community and that serves as a gate- way to the city that demonstrates a high standard of excellence. We envision our downtown as a"home" to many people that provides a mix of amenities and opportunities including: A blend of housing options across the affordability range throughout the downtown with adequate parking, green space, and transit access, including housing that meets the needs of physically, visually, hearing, economically and language challenged persons. A renewed emphasis on preserving and promoting downtown's resi- dential historic architecture. A mix of businesses and institutions within wa]king distance that meets the needs of downtown residents. A clean and safe environment. · Employment and childcare opportunities in close proximity to housing. · Occupied units above the storefronts. Neighborhoods that link people together on a twenty-four hour basis which will ultimately create a sense of community. Quality education facilities for both traditional and non-traditional students of all ages and interests. Facilities and activities for young people. We e.n,.vision our downtown as having a multi-modal transPOrtation system prowdln§ numerous means of access that include: A variety of mobility options for people with differing needs and desires. Coordination and accommodation of all modes of transportation so as to maximize accessibility. A transportation "experience" that blends the historical past with current needs, linking together the historical areas of our downtown. Visual destination guidance for alt travelers reflecti'ng various transpor- tation modes which will alert them to destinations, attractions, parking, shopping, services, and arts. An accessible transportation system that is geographically expansive in service and connects the downtown with the community and other localities. The shared use of public and private parking that is easily accessible, convenient, and aesthetically designed. The vision was crafted through a highly inclusive process that included community meetings, a citizen questionnaire, reactor group session, and validation survey. The document was initially developed and then refined at each step of the process and is now presented in its final form,.offering individual vision statements organized into six dimensions. The downtown visioning process was sponsored by the City of Dubuque with support from Dubuque Main Street, Ltd., Main Street Iowa, and The Dubuque Area Chamber of Commerce. The Downtown Plan- ning Committee, a subcommittee of the City of Dubuque Long Range Planning Advisory Commission com- posed of both commissioners and other members of the community, provided planning and implementa- tion leadership to the effort. Complete archival records of proceedings of the Downtown Planning Commit- tee and the community visioning process are available for review at City Hall, Carnegie Stout Public Li- brary, Dubuque Main Street, Ltd., and The Dubuque Area Chamber of Commerce. Many individuals and organizations have supported the community visioning process that created VISION DOWNTOWN. Over two thousand individuals have participated directly in the process; many more have offered indirect input as well. The Downtown I~lanning Committee wishes to thank all who have participated or otherwise supported the process.