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Warehouse Cultural & Entertainment DistrictDubuque THE CITY OF 1T TR 1.,, A~-Americat~tY l.J ~J L L Masterpiece on the Mississippi 2007 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Warehouse Cultural and Entertainment District DATE: September 8, 2008 Planning Services Manager Laura Carstens is recommending that the City submit a request to the Iowa Department of Cultural Affairs to certify the Warehouse District as a Cultural and Entertainment District. I concur with the recommendation and respectfully request Mayor and City Council approval. l,~ ~~; MicfSael C. Van Milligen MCVM/jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Laura Carstens, Planning Services Manager THECTTY OF Dubuque ~T TR L.~ AA-Am~ical~y lJ 1.J Lr Masterpiece on the Mississippi 2007 TO: Michael Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager--~~ SUBJECT: Warehouse Cultural and Entertainment District DATE: September 5, 2008 Introduction The purpose of this memorandum is to request City Council support for a request to the Iowa Department of Cultural Affairs (DCA) to certify the Warehouse District as a Cultural and Entertainment District similar to the existing C & E district in downtown Dubuque. Background In August, 2004, the City of Dubuque and Dubuque Main Street jointly submitted an application for the Cultural and Entertainment District in downtown Dubuque. In November, 2004, the DCA named Dubuque among the first eight cities with certified Cultural and Entertainment Districts in the state. The Downtown Dubuque Cultural and Entertainment District is managed by Dubuque Main Street. The DCA defines a Cultural and Entertainment District as awell-recognized, labeled, mixed-use, compact area of a city in which a high concentration of cultural facilities serves as the anchor. The benefits offered to certified districts could include historic tax credits for rehabilitation of historic structures or other incentives which create live/work space for cultural workers, space for cultural and entertainment enterprises and access financial assistance programs from state agencies and other funding partners. Discussion The Warehouse District encompasses the Dubuque Main Street service area from the Locust Street Connector on the South, the Port of Dubuque and the alley east of White Street on the east, 17t" Street to the North and an area west of Bluff Street to the west. The proposed Warehouse Cultural and Entertainment District would be managed by Dubuque Main Street. With growing commercial and cultural activity in the Warehouse District, the City Manager's Office and Dubuque Main Street staff explored the expansion of the current Cultural and Entertainment District with the DCA. The City submitted a C & E District expansion request in February. The DCA subsequently determined a new, separate C & E District application was required for the proposed Warehouse District. Warehouse C & E District Page 2 The Warehouse C & E District boundary is identified on the attached map. Also attached is a list of businesses and organizations within the proposed Warehouse C & E District that meet the DCA criteria. Certification of the proposed C & E District would mean that the benefits offered to certified C & E districts would then be available to the Warehouse District. The benefits offered to certified districts could include historic tax credits for rehabilitation of historic structures or other incentives which create live/work space for cultural workers, space for cultural and entertainment enterprises and access financial assistance programs from state agencies and other funding partners, such as: • Iowa Department of Cultural Affairs: Iowa Community Cultural Grants, Cultural Enrichment Operating Support Grants for Multi-discipline organizations. • Iowa Arts Council: Project and Residency Grants, Operational Support Grants for Arts Organizations. Special Initiatives Grants. • State Historical Society of Iowa: Historic Resource Development Program (HRDP), Temporary Property Tax Exemption, Federal Rehabilitation Investment Tax Credits and Iowa Historic Property Tax Credit. • Iowa Department of Economic Development. • Iowa Finance Authority. A city must collaborate with a local nonprofit orfor-profit organization to apply for certification of a C & E District by submitting an application, which includes public/private partnerships evidenced by: • Letter or resolution from the City which supports the designation for at least ten (10) years. • Letter or resolution from Dubuque Main Street board of directors which obligates their participation for three (3) years with an option to renew the certification. Recommendation The recommendation is for City Council to adopt the attached resolution endorsing the submission of a request to the Iowa Department of Cultural Affairs to designate the proposed Warehouse Cultural and Entertainment District. Attachments cc Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Dave Heiar, Economic Development Director Dan LoBianco, Executive Director, Dubuque Main Street Prepared by: Laura Carstens, City Planner Address: City Hall, 50 W. 13th St. Telephone 589-4210 Return to: Jeanne Schneider, City Clerk Address: City Hall- 50 W. 13th St Telephone: 589-4121 RESOLUTION NO. 318-08 CERTIFICATION OF THE WAREHOUSE CULTURAL AND ENTERTAINMENT DISTRICT Whereas, the Iowa Department of Cultural Affairs certifies Cultural and Entertainment Districts; and Whereasm the certification of the Warehouse Cultural and Enternainment District is consistent with the 2008 Dubuque Comprehensive Plane and the 2004 Downtown Dubuque Master Plan; and Whereas, the certification of the Warehouse Cultural and Entertainment District will assist the Warehouse District and the community to enhance public-private partnerships to support culture and entertainment. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1. The Mayor is hereby authorized and directed to sign this resolution on behalf of the City of Dubuque and submit the request to the Iowa Department of Cultural Affairs to certify the Warehouse Cultural and Entertainment District. Section 2. The City Council agrees to participate in the development and support of said Warehouse Cultural and Entertainment District for a period of at least ten (10) years, and directs the City Manager to actively support and cooperate with the governing board of Dubuque Main Street to develop and maintain the Warehouse Cultural and Entertainment District. Passed, approved and adopted this 15th day of September, 2008. Kevin J. Lynch, Mayor Pro-Tem Attest: Jeanne F. Schneider, City Clerk s~ ~~ Proposed Cultural and Entertainment District ~ Proposed Warehouse District - .078 square miles ~ Existing C & E District - 0.51 square miles r ~Z~N ~~TN • ~ ~ , ~ ~ ~ ~ ~ IOWA DEPARTMENT OF Warehouse District Name of Cultural District Laura Carstens, Planning Services Manager, City of Dubuque Submitted By Date Cultural District Application Cultural District Application Checklist (include checklist with the application, in the order listed) 1. Cover Sheet 2. Maps O Vicinity map O Cultural district boundary map 3. Written Narrative A. Level of Community Support D Benefits of cultural district certification O Copy of public notice and/or minutes of public hearing D Copy of signed resolution by governing body O Copy of signed resolution of support by the partnering community organization D (Optional) Copy of signed resolution of support by local development corporation(s) B. Management Structure D Leadership/management team D Organizational chart ~ Marketing plan (one page) D Voluntary registration procedures C. Presence of Cultural Assets D Describe and locate historic, cultural, and entertainment assets within district D Cross reference these assets with the cultural district map D. Incentives D Describe local incentives that will be offered within district E. Plan for Developing and Sustaining the Cultural District O Coordination with other economic development programs O Description of affordable housing, studio space and performance space D Identification of proposed activities and timelines D Explanation of proposed cultural district budget D Goals, objectives and expected outcomes for district O Description of transportation/walking plan O Identification of Americans with Disabilities Act (ADA) accessibility features 4. Appendices O Photographs (no more than ten) reflecting the written narrative O Letters of endorsement and commitment from additional partner organizations, if any. D Zoning designations within the district (include public and private uses). O List of every property within the cultural district. The list must be in the format described in the instructions. 5. Application Fee O $250.00 check payable to the Iowa Department of Cultural Affairs Cultural District Application 1. COVER PAGE Warehouse District Name of Cultural District City of Dubuque Local jurisdiction (city/county) Dubuque Main Street Name of community non profit or for profit sponsor Iowa Legislature: Senate -District 14 and Representative -District 28 Legislative District(s) The Warehouse District is 0.078 square miles. General description of Cultural District boundary PRIMARY CONTACT Name: Mr. Dan LoBianco (Dr., Mr., Mrs., or Ms.) Title: Executive Director Organization: Dubuaue Main Street Mailing Address: 1069 Main Street City: Dubuaue State: Iowa Zip Code: 52001 County: Dubuaue Daytime Telephone Number: (5631588-4400 Ext. Fax Number: (5631588-0645 Email Address: Danna.dubuauemainstreet.org Website Ulu,: httv://www.dubuauemainstreet.com/ PROJECT DIRECTOR (if different than above) Name: Mr. Dan Lobianco (Dr., Mr., Mrs., or Ms.) Title: Executive Director Organization: Dubuaue Main Street Mailing Address: 1069 Main Street City: Dubuaue State: Iowa Zip Code: 52001 County: Dubuaue Daytime Telephone Number: (5631 588-4400 Ext. Fax Number: (563) 588-0645 Email Address: Dan(a.dubuauemainstreet.ora Website ulu,: httv://dubuauemainstreet.com/ 3 cC~~~~~°~~ ~Il~~ri~~ Ap~~~~a~~~n C IEFLECE FFCAI., of application) /~--; /~ (Date) '~ Roy D. Buol, Mayor, City of Dubuque (Print name and title) Mailing Address: 50 West 13th Street City: Dubuque State: Iowa Zip Code: 52001 County: Dubuque Daytime Telephone Number: (563)589-4210 Ext. Fax Number: (563) 589-0890 Email Address: rdbuolncityofdubuque.org Website URL: http://www.cityofdubugue.org/ C AI C UNITY GAI AT' ___ d acca~racy of application) P '~' ~s~ (Date)~~ Dean Wilgenbusch, President, Dubuque Main Street Board of Directors (Print name and title) Mailing Address: US Bank P.O. Box 148 7th & Locust City: Dubuque State: Iowa Zip Code: 52004 County: Dubuque Daytime Telephone Number: (563) 589-2241 Ext. Fax Number:.( ) Email Address: dean.g.wilgenbusch(c~r~,usbank.com Website URI,: http://www.usbank.com 1~P Include a Vicinity Map and a Cultural District Boundary Map, as described within the application instructions. 3. NA TIVE Submit a Narrative, including all items as outlined in the application instructions. . APPENI)ICE~ Provide all materials as outlined in the application instructions. 4 Dubuque Warehouse District Cultural And Entertainment District Application 3. WRITTEN NARRATIVE A. Level of Community Suugort This section describes the benefits of cultural district designation for the Warehouse District. Resolutions indicating the level of community support are attached. Benefits Of Cultural District Desianation: There is strong community support for the Dubuque Warehouse District becoming an official Iowa Cultural and Entertainment district. This district is already well on its way to being recognized locally as a very unique part of Dubuque. This recognition has emerged out of the many edgy art projects, festivals, and architecture located in the district. It is the people who are developing these resources for our community that are the driving force behind the Warehouse District's revitalization and recognition as a C & E District. It has become evident that the Warehouse District is flourishing with cultural activities and the community. The community is increasingly realizing that the Warehouse District is the best opportunity to set our community apart. First with the riverfront and now the Warehouse District, Dubuque is on a constant quest to improve our community for all to enjoy. In 2005, under the direction of the newly elected Mayor, Roy Buol, citizens became engaged in the process of making Dubuque a better place to live. Mayor Buol started a project entitled Envision 2010. Envision 2010 was kicked off with a free community breakfast that was attended by over 480 people from all walks of life. Participants were shown how to run a visioning process and given Visioning Tool Kits that also could be downloaded from the Web site. Community groups worked on their own over the summer and early fall months to submit their 10 best ideas for making Dubuque a special place. For the next several months, citizens came together in a variety of ways from civic groups, to neighborhood associations, to coffee clubs, to discuss their great place. In total, this process generated over 3,000 ideas submitted by somewhere between 10,000 and 20,000 people. The steering committee sought applications from the community to serve on a Selection Committee that would take the list of 3,000 ideas and refine it down to 100 ideas. There was an open, anonymous application process to create the Selection Committee. Although Dubuque is relatively homogeneous, every effort was made to achieve diversity on the Selection Committee by age, gender, race, ability, and disability. After the Selection Committee chose 100 ideas, the community came together again to participate in a Town Meeting where 300 volunteers helped others used hand-held voting devices to record their preferred choices and narrow the list to 30 ideas. The Selection Committee then narrowed the list to 10 high-impact ideas for greater Dubuque. One of these ideas was the revitalization of the Warehouse Dubuque Warehouse District Cultural And Entertainment District Application District. In January 2006 the 10 final ideas from Envision 2010 were revealed in a public celebration that drew hundreds of citizens from the Greater Dubuque area! Even before the final 10 ideas were chosen, participants wanted to start working on projects. The Steering Committee took advantage of the frequent calls from citizens who wanted to be involved in the implementation of the 10 ideas by connecting them to organizations that would be logical partners for the 10 ideas. These were also organizations that needed board members or volunteers. Today there are over 140 volunteers actively involved on each of the Envision 2010 committees. It is the work of these volunteers that have propelled the revitalization of the Warehouse forward. With several projects addressing the vision of the Warehouse District underway, the property owners saw it was important to develop a strategy to implement the vision of the Envision 2010 Committee. These owners formed a partnership with the City of Dubuque, Dubuque Main Street, the Business Accelerator, Greater Dubuque Development Corporation, and the Community Foundation of Greater Dubuque to formulate the strategy. In June 2007, the draft strategy was developed and sent to all property owners and stakeholders from the Envision 2010 Committee in the district. A meeting was scheduled where all property owners in the district were invited to attend and give their feedback and suggest any changes to the strategy. With the endorsement of the property owners and the Warehouse Envision Committee, the City Council adopted the Warehouse Strategy in August, 2007. The strategy has six goals: • Create a Master Plan for the Warehouse District • The creation of a thriving, mixed use neighborhood • The preservation and sustainability of the Warehouse District • The creation of a clean and attractive streetscape • Improve pedestrian, bicycle, and vehicular traffic • Improved parking opportunities Each of the goals has several objectives and defined tasks to accomplish the objectives. The Dubuque City Council on August 6, 2007 adopted a Warehouse District revitalization strategy. This strategy outlines our vision for the future of the district, our goals, and timetables for completion. The public/private partnerships involved in creating and implementing this strategy are further evidenced. As Dubuque continues to revitalize this district a C&E certification would greatly help in the process. Becoming a certified C&E district has greatly helped the downtown area in bringing more businesses and events to the area. It is our hope that a C&E Dubuque Warehouse District Cultural And Entertainment District Application certification would produce the same outcome for the Warehouse District. A certification would bring much needed attention to this district. Dubuque Main Street and the City of Dubuque seek financial advantages to preservation and restoration of our abundant inventory of significant buildings throughout the Warehouse District. Consistently listed as the number one reason tourists enjoy visiting Dubuque, our historic architecture will only be helped by this designation. We will certainly leverage the statewide publicity at the local, so that a broader base of the Dubuque area citizenry recognizes the relatively rare cultural opportunities that are available in our Warehouse District. B. Manaaement Structure This section describes the leadership/management team, marketing plan, and volunteer registration procedures for the Warehouse District. An organizational chart is attached. Leadership/Manaaement Team: The proposed structure of the Warehouse C & E District leadership/management team will be the same as our existing district because of their expertise in the area of culture and entertainment. The district will be governed and guided by the City's council-authorized Arts and Cultural Advisory Commission. Paid staff will be led by the Program Specialist at Dubuque Main Street. As the district is in its infancy, it stands to reason that this full-time position be in charge of the organization of the district. The position- holder already spends over 50 percent of his/her time on the management of festivals and promotions in the district and throughout the downtown. The remainder of time is spent (and is backed by a college degree) in the field of marketing and public relations, as well as organizing stakeholders from the arts, entertainment, education & specialty shopping constituencies. The Program Specialist reports directly to the Executive Director of Dubuque Main Street, and further management oversight will be provided by City Staff in the City Manager's office, Planning and Economic Development Departments, along with a representative from the Convention and Visitors Bureau. Ultimate responsibility for the district will be under the control of the Dubuque Main Street board of directors, as part of the purchase of service agreement the downtown advocate has with the City of Dubuque. Greater backing for this function will be asked of the private sector with a stake in the health and well-rounded vitality of the City's cultural center, as well as more resources dedicated by the not-for- Dubuque Warehouse District Cultural And Entertainment District Application profits engaged in the arts and entertainment. Enclosed is an organization chart for the proposed function. Marketina Plan: The marketing plans for both Dubuque Main Street and the Dubuque Area Chamber of Commerce have already integrated the publicity of the Warehouse District into the publicity for Dubuque's Cultural Corridor. The plan to market the Cultural Corridor has been committed to by all major Dubuque cultural organizations through their newsletters. All 7,000 downtown Dubuque businesses and employees, as well as a broad base of the rest of area citizens are reached through Dubuque Main Street's Main Stream and the Chamber's Edge newsletters. An all-inclusive brochure has been produced. It features the many culture venues for literature from areas within the Warehouse District (Voices from the Warehouse and Music Conservatory of Dubuque). Tourists are being reached through these efforts, and the Convention & Visitors Bureau is promoting the Cultural Corridor in its many marketing tools. Gang print, television and radio ads are promoting the synergy of this joint effort. In- kind broadcast media sponsorship programs have been strengthened with the combined power of all the organizations within the Cultural Corridor. The state designation is recognized in publications, news releases and other marketing efforts for the Cultural Corridor. Voluntary Reaistration Procedure: Since 1985, Dubuque Main Street has been one of the City's most reliable sources for economic data through voluntary information sharing/registration of a wide range of economic development, preservation, public improvement and cultural stakeholders and businesses. Monitoring growth is a required function of the Dubuque Main Street group, and this will necessarily continue in the Warehouse C&E District, with only minor fine-tuning of the Access database that exists. The administration staff member of Dubuque Main Street has over 15 years of experience in data collection of this sort, and has the reputation for confidentiality and accurate reporting C. Presence of Cultural Assets The attached map, location listing legend, and descriptions of the culture and entertainment events in the district is likely the best description tool of the proposed Warehouse C&E District. Dubuque Warehouse District Cultural And Entertainment District Application • Dubuque was once the largest producer of millwork in the country. The 28- building industrial complex comprises the core buildings of two giant Dubuque millwork companies, Carr-Adams-Ryder and Farley-Loetscher. The massive buildings are the largest Iowa examples of their era and their structural design is a worthy subject of extensive investigation and documentation, as noted in an Iowa Site Inventory Form. • The City has begun the process to nominate a sub area of the Warehouse District to the National Register of Historic Places. The Millworking Historic District in the heart of the Warehouse District has been determined eligible for the National Register of Historic Places and is being considered by the National Park Service for listing as an NRHP Historic District. • The Warehouse District has large paved streets, railroad tracks through the middle of one main street and large, historic warehouses with exceptional city and river views. • The Warehouse District comprises the only intact cluster of major industrial buildings in Dubuque. • Brick streets and still-functioning railroad spurs add key distinctive features to the district. • The buildings along the railroad spurs have massive metal-covered awnings and elevated loading docks. • Catwalks connect many of the buildings and the remnants of catwalks are to be found on the Farley-Loetscher Company buildings. • The buildings in this district are not only architecturally significant, but tell the story of industrial and historical Dubuque. • The vibrantly successful Voices of the Warehouse District art show, a Peace Day multicultural celebration, a Karl Marx theater production, and more events have drawn and engaged people to this area in an ad-hoc type style. • Perhaps the most unique environmental enhancement for the Warehouse District is a major third-floor, roof common green space of over 50,000 square feet with views of the bluffs and Dubuque itself, as well as Illinois and Wisconsin. • The Warehouse District is home to over 30 businesses, events, and festivals, with most of them taking place in renovated warehouse buildings. Dubuque Warehouse District Cultural And Entertainment District Application D. Incentives Below is a list of incentive programs offered and/or utilized by the City of Dubuque and Dubuque Main Street for projects within the Warehouse District: Dubuaue Main Street: A major incentive for the Warehouse District is its location in the service area of Dubuque Main Street. This not-for-profit 501 (c) 3 organization is dedicated to the development and ongoing support of a downtown as the place in our community to live, work & play. The organization serves eight downtown districts, including Cable Car Square, Historic Old Main, the Port of Dubuque/Ice Harbor, Town Clock District, Jackson Park, Couler Valley, Warehouse District, and Upper Main/Farmers' Market. Working as a partnership between the public and private sectors, Dubuque Main Street, works to systematically bring about business growth and a spirit of vitality to the city center. Cultural Grant proaram: The City of Dubuque's Arts & Cultural Affairs Commission offers a local $35,000 Cultural Grant program. Since 2005, the Commission has managed four rounds of Special Projects Grants for Arts and Culture. In total, 20 separate grants have been awarded to Dubuque organizations totaling $135,000. .Priority funding is provided to programs that provide new or expanded arts and culture programs for the community and there's a terrific variety of projects that have been supported through this grant program. This grant has supported the Architecture Day's in the Warehouse District among other projects. Desian Assistance Proaram: Coordinated by Dubuque Main Street through the IDED's Main Street Iowa program. Tax Credit Proarams: The City has begun the process to nominate a sub area of the Warehouse District in the National Register of Historic Places. This recognition will make many buildings eligible for State and Federal Historic Preservation Tax Credits. This financing program has been tremendously successful in Iowa and across the country and will need to be accessed to properly revitalize and preserve the area. Tax Credit programs for properties in the Warehouse District include: the 20% Federal Tax Credit for qualified rehabilitation costs on historic structures and the 10% Federal Tax Credit on rehabilitation costs for non-historic buildings built prior to 1936, the 25% State Tax Credit qualified rehab program, and the 10% ADA compliance tax credit. Tax Increment Financinq: For properties located within Urban Renewal District boundaries (including the Warehouse District), up to $300,000 per building at 3% for 15 years, are available. Interest-only payments are made for the first 3 years. Income and rent restrictions do not apply. Dubuque Warehouse District Cultural And Entertainment District Application Facade Grant Proaram: A TIF-funded facade improvement matching grant program, providing up to $10,000 per building. Dubuaue Main Street Low Interest Loan proaram: Coordinated by Dubuque Main Street through any of five city banks. Amortized over 10 years, the rate on this program is fixed for five-year periods at a below market rate and has a maximum commitment of $250,000. There are few restrictive requirements for this rehab program. The program also offers the opportunity to apply separately for the IFA's Main Street Iowa Loan program; however at this point the local program is more attractive. Economic Development Loan: The City offers this flexible loan program based on quality job creation/retention. The maximum amount is $500,000 with an interest rate of 3-5% over a 5-15 year term. Eligible expenses include: acquisition, construction, machinery & equipment, furniture & fixtures. Community Development Block Grant ED Loan.: The City offers this flexible loan program based on quality job creation/retention with requirement that at least 51 % of created jobs be made available to low and moderate income persons. This federal program may require Davis-Bacon wage rates if used for construction financing. The maximum amount is $500,000 with an interest rate of 3-5% over a 5-15 year term. Eligible expenses include: acquisition, construction, machinery & equipment, furniture & fixtures. EDA Revolvina Loan Fund Loan: This program is administered by ECIA's Business Growth Inc. The fund serves a regional area with loans available for qualifying companies from both the City and County of Dubuque portions of the fund. Funds are loaned at a maximum of $15,000 per new job created. The maximum amount is based on available funds, with an interest rate of 4-6% typically and a term of 5-10 years typically. Eligible expenses are: machinery & equipment, and furniture & fixtures. Enterprise Zone Benefits: Certain benefits are available to qualifying companies. The minimum requirements are: not a retail business, have not closed or reduced operations in another area of the state, creates at least 10 FT positions and maintains them for 10 years, pays at least 80% of the cost of a single standard medical and dental insurance plan or monetary equivalent, capital investment of at least $500,000.00, and new jobs pay at least $14.25 per hour. Benefits to the company are: New Jobs Training Program that utilizes 1.5%-3% of state withholding taxes on new jobs to pay for new employee training, 10% investment tax credit'on Iowa corporate income tax, Research Activities Credit, and Refund of sales, service and use taxes prepaid to contractors or subcontractors during construction. Dubuque Warehouse District Cultural And Entertainment District Application Community Economic Betterment Account ICEBAI: This State program provides loans and forgivable loans to qualifying companies that meet minimum wage (currently at least $15.50/hour) and benefit (at least 80% of a single standard medical and dental insurance plan for FT employees) requirements. The company must create quality new jobs in targeted industries. Loan amounts typically equal $3-5,000 per new job and require City financial participation in the project. The maximum amount is based on jobs. The interest rate is variable from 0%. The term is variable. Eligible expenses include: acquisition, site development, construction, working capital, machinery & equipment, and furniture & fixtures. Business Accelerator: Building community wealth and employment is the mission of the Northeast Iowa Business Accelerator (BusAccel). BusAccel provides advisory services and networking opportunities to entrepreneurs, Angel investors, strategic institutional investors, developers, vendors of professional services, financial services firms, community development organizations and local governments located in Clayton, Delaware, Dubuque and Jackson Counties. The Iowa Department of Economic Development awarded Dubuque Main Street an $80,000 challenge grant award. Proceeds will fund renovations at Wilmac Properties Company's first BusAccel Entrepreneurial Neighborhood facility at 1000 Jackson Street in the Warehouse District. This is the first of many Entrepreneurial Neighborhood locations to be selected in Dubuque and throughout northeast Iowa. Housina Assistance Proarams: Other programs that are sometimes more associated with housing projects, but may apply particularly in regard to the live/work space initiatives and/or warehouse rehabilitation projects include: the HOME Rental Rehabilitation Program, the Community Development Block Grant Program (CDBG), Moderate Income Rental Program, the Affordable Housing Program (AHP), Low Income Housing Tax Credits, the Housing Assistance Fund (HAF), the State of Iowa HOME Program, the HUD Section 108 Loan Guarantee Program, a Local Housing Assistance Program (providing annual funding competition for municipalities to access for a variety of housing development or rehabilitation programs.), and the Lead Paint Hazard Reduction Program. E. Plan for Developing and Sustaining the Cultural District Coordination with other Economic Development Proarams: The revitalization of the Warehouse District is on the forefront of Dubuque's priorities. This is why the Dubuque City Council amended a revitalization plan for the district. The plan includes most of the information the state is seeking about developing and sustaining the district and has been attached as a reference point. Developing and sustaining the Warehouse District has been an on going process. Monthly meetings with Dubuque Main Street, Greater Dubuque Development Dubuque Warehouse District Cultural And Entertainment District Application Corporation, NICC Business Accelerator, property owners, and city staff from the managing, economic development, and planning departments are already taking place. The outcome of these meetings can be seen on page 13 of the attached Warehouse District Revitalization Strategy. As can be noted for page 13, a cooperative strategy involving all of the above participants is already in motion. Description of Affordable Housina. Studio Space. and Performance Space: When asked what types of land uses they envision for Dubuque's Warehouse District, the vast majority of owners, developers, and city leaders say they would like to see amixed-use neighborhood with retail stores and restaurants on the first floor of buildings, office space on the second floors, and residential units above" (University of Iowa students Dubuque Warehouse District Recommendations for Revitalization). This process has already begun with the implementation of "The creation of a thriving, mixed use neighborhood" as goal #2 in the Warehouse District Revitalization Strategy. In a student project by Iowa State students it was discovered that affordable rental units is a viable option for the district. "Anchoring new residential development with some Low-Income Housing Tax Credit funded units, for which there is likely a strong demand, will allow time for market-rate rentals to be absorbed, building a critical mass for future condominium redevelopment" (University of Iowa student project). The 1990, 2000, and 2005 census has shown a steady increase in occupied and vacant housing units. Page 5 in the Warehouse District Revitalization Strategy outlines more extensively the cities plan for developing more affordable housing and performance space. Identification of Proposed Activities and Timelines: The Warehouse District Revitalization Strategy is comprised of six major goals for the district, the purpose of the goals, objectives, and tasks to complete. These goals and objectives can be located on pages 4 through 11 of the Warehouse District Revitalization Strategy. Each of the six goals in the plan has a list of tasks to be completed to accomplish the goal. These tasks, or activities, with time frames are available on page 12 of the Warehouse District Revitalization Strategy. Explanation of Proposed Cultural District Budaet: Partnering with property owners in the Warehouse District on their planned $100 million investment in over one million square feet in historic structures is an important element in the revitalization of this district. City staff has been working with Dubuque Main Street, the Dubuque Area Chamber of Commerce, the Greater Dubuque Development Corporation, the Community Foundation of Greater Dubuque and others to help the property owners access State, Federal and private foundation resources to help fill the financial gap that exists as property owners look at the cost of these massive renovation projects. The City Council has already expanded the Downtown Urban Renewal District to allow Tax Increment Financing to assist with Dubuque Warehouse District Cultural And Entertainment District Application the creation of public parking facilities, other public improvements and to defray some of the renovation costs. The 2009-2013 recommended budgets propose several million dollars to repair and replace the streets, water lines, sanitary and storm sewer facilities. Goals. Objectives and Exaected Outcomes for District: The Warehouse District Revitalization Strategy is comprised of six major goals for the district, the purpose of the goals, objectives, and tasks to complete. These goals and objectives can be located on pages 4 through 11 of the Warehouse District Revitalization Strategy. Each of the six goals in the plan has a list of tasks to be completed to accomplish the goal. These tasks, or activities, with time frames are available on page 12 of the Warehouse District Revitalization Strategy. Description of TransaortationNValkina Plan: The Warehouse District has easy accessibility to many major roads throughout Dubuque. This accessibility will make the commute to the district more convenient by those choosing to come by vehicle. A transit system that runs through the district makes the Warehouse District easily accessible to anyone. The system operates 13 hours a day Monday through Friday and 10 hours on Saturday. As continues to strive towards a more environmentally friendly city it is important to emphasis walking and biking in the district. To do this the city has proposed a continuation of the preexisting bike trail in Dubuque so that it would run through the district. This would make commuting easier both in and around the district. The Warehouse District Revitalization Strategy outlines, in more detail the cities proposed transportation plans for the district on page 9. Identification of ADA Accessibility Features: Unlike so many downtown rehab projects. that present costly ADA challenges, these wide open warehouse spaces can easily be developed to maximize accessibility. The city will be developing architectural guidelines that will address ADA compliant access. From dilapidated buildings to our start of the most unique district in Dubuque, the process of making the Warehouse District all-citizen friendly is off to a great start. Attachment 9: Organizational Chart Dubuque Main Street Board of Directors Executive Director of ~ Dubuque Main Street Community City of Dubuque Staff Program Specialist at Arts and Cultural Dubuque Main Street Manager of C&E District Advisory Commission Warehouse Cultural & Entertainment District Vicinity Map z i m ~~~~~ m z ~ r o m ~ ~ ss; ~~ 9 ss, , (yy v `C9G,~Y/~A 3'O A BOLEY / ~~.:~. a'~I ~~ m ~~ Gi ~ MGKNIGH7 m ~\'O~ t OEV\C \PZ '`~ Q.j,D O ZANITE pG .p /' J ~ 'YN r~.,~ 1 ~ ~ ~ N ~ ~ ~a~ ~ ~ o r KENNEDY ~ y y w T id ~J ~ i 'y m _ A `` n w ~f SURREY .p ~ h ~ a y~0~ N FOREST LIBERTY N= ~ ~ 7ERBY GRANGE y{ U I ~ RIDGEWAY ~ ~ ~F ~~ O STq~~~ ~ ', BARONY m OLYMPIC DAMS ~ ~ `T~ DERBY GRANGE S , ~ ~ 2 ZIFPP'NV ~ry~0 ~ O N UO ~{-4 f ~ np~~ ~OF A Qty ~Q" z . RBOR I{0.L9 .~' F y Q ~u 60 . a ~a.o9.3 ~ A W ~O~ y/G ~y ~ 5 x ~ \~028TN '~`O ,~ m ~ ~o~~~~c~ ~ ~~ ~p1ETZ y ! 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Q NE~y WOLFF A F ~ ~ ~~~ A ST ANNE ~ GRBFS~y NCO G O$~t~ 9 C ~\\'tN ~ `C~ ~ _ \\\ Pµ a N G ULK E SYLVANIA w ~ A~J D ~.~~ /'1'Olq,_ O CN PEARC OGUNNERSI w fNO .t ~ 0 ~~ m W J ~ 'K9 ~ ~ a m \~ VqN BUREN _,y ~y/ = a y G~ d . `~ O N f( ~\a~" 3RD O ~ '^ > >~ ib y ~ '`~ L~BARD m O 3 \ +- r ~ ¢ ~ 3 l WDGE CV n OPT CHAVE~lLE ~ODN~ j`~ 'NAR~Ok epR S p OPK J`~ C S. ~ P N~_CQy 61;V SKILL CO p50N ~lLZ R t/q<<Fy T `.~ HUMKE ` 1 'W 5\M F ~ TRESSA '~ ~':d j __1 OHO '..~ti ~ ~ PLYMOUTH L=J` ~ c\ 2 C g ~~ ~ ~ N l~G~~ ~4 Z y 4l SEIPPEL O .C! . //- JUNE ~ .. l U '~ F ~ ~ -~ ¢ g o ~ U ~ i r ~ S O O~ ESTATE m .~ W Legend -Warehouse District Dubuque City Limits G Roads ~ ~ Railroads N G~~ G~ ~~ v ~ _-.r KATH'~ TOWER dc~! ~~' SAVANN LG~. ~Q(/ SETTLERS L. TA ~~ ~ ~ 1. X 3~y MS ~ ~ p ~ per. O ~ ; ~ ~ ~F' ~ ~ ~ y v • ~ _., ,rnT\E ~ l N Dubuque ~ ~ THE CITY OF B~~P ~ ~ ~ .~;oD L.~UB E ~\ Y m _ 200 Masterpiece on the Mississippi ; ~ NATALfE. f ~•. .. _.. r 02 ~5~ / •.. z m ' tilFi LJ L 0 ~ ~ ~ [- C ~ - 5 14 12 u 9 _~ 16 10 15 17 oin I I '~ V Z Q ~ - 10TF1~~ 4 5 9TH --~ L ~p i O ;~~/ Z O C7 Z 2 h'1~ ~ ~ / ~ ~~n Proposed Cultural and Entertainment District ~ _I ~ r Proposed Warehouse District - .078 square miles Dubuque ~ Cultural, Arts, Entertainment, and Tourist Facilities `~~ _~ ~ u~ln~laclry ~ I ~ ~ ~ NRHP (Pending NPS Approval) 2007 ~ Millworking Historic District N -- THE CITY OF National Register Eligible Property L~UB E _ / Masterpiece on the Mississippi R \ C ` /~ ~% WAREHOUSE CULTURAL & ENTERTAINMENT DISTRICT -CITY OF DUBUQUE ID # Cultural, Arts, Entertainment, and Tourist Facilities 1 Antiques on White 2 Restoration Warehouse 3 Music Conservatory of Dubuque 4 Dubuque Sash & Door Custom Restoration 5 Hometiques Interior Design & Furniture Retail 6 Kalmes Breaktime Grill & Sports 7 Key City Iron Works 8 The Carpet Depot 9 Avery Railing 10 Mission Creative 11 Voices from the Warehouse 12 Rhomberg Furriers 13 The Gym 14 The Adult Warehouse 15 The Brick Oven 16 Jan's Sewtique 17 Exquisite Letter Press 18 Resa James Home Address 902 White Street 1079/1099 Elm Street Washington & East 11th Street 900 Jackson Street 900 Jackson Street 1097 Jackson Street 898 Jackson Street 220 East Ninth Street 168 East Tenth Street 801 Jackson Street 1000 Jackson Street 1000 White Street 1099 Elm Street 975 Jackson Street 120 East Ninth Street 860 White Street 801 Jackson Street 1079 Elm Street -Suite B ~' F ~ ~~'~ ~ ~ ~~ ,Warehouse Cultural & Entertainment District ~'~~ Transportation Corridors & Facilities ~!' ,.; ;; ~~ .____ _. _. -7TH--_. .__.. _.... _ ~~ ~ Legend Warehouse District ~ _ Roads ~ ~ Railroads -~ Bus Routes ~, ~; , ;~ ; ~, ~W J~; ~~ ~__ ,;~r1 ~ ~~ ~,~ _~ ,, ,,, ~~~.~, ~~ J ~/ /,, • Bus Stops ~+ Dubuque THE CITY OF ~~ ~ L.)UB E zoos Masterpiece on the Mississippi ~,. ~_, ,~ ,\ ~ ~~, i ~. Dubu ue Main Street Limited q Warehouse District ~r- ~ ~~~ ~ i H .~ h l~ i i~ ~ ~ I ~ ( ~,- ~ ~ ~~ W ~ F r ~ ~ ;~ ,,~ /h~, ~~ /mil _.~i~ ./ / ~- ~~~ ~~ h:\Plann,a; Se-vices\Districts\Warehouse\GIS\Projects\DMSL Warehouse District (zoning) 04_28_06 8.5 x 11 map DMSL Warehouse District C-4 Zoning District _ ~ HI Heavy Industrial District RESOLUTION OF SUPPORT FOR WAREHOUSE DISTRICT CULTURE AND ENTERTAINMENT DISTRICT A resolution authorizing support and participation in the governance of a Cultural District for at least three (3) years to be named: Dubuque Warehouse District Whereas a Cultural District has been designated to assist the district and community to develop a public-private partnership to support said district and, Whereas the City of Dubuque has signed a resolutions of support for said Cultural District and, Whereas the Iowa Department of Cultural Affairs will be petitioned to certify said Cultural District and, NOW THEREFORE BE IT RESOLVED BY THE BOARD OF DIRECTORS OF Dubuque Main Street: Article 1. Endorses the submission of this application and agrees to participate in the development and financial support of the Dubuque Warehouse District. Article 2. Endorses the goal of economic development of the Dubuque Warehouse District within the context of preservation and rehabilitation of our historic buildings. Article 3. Will appoint a member of the board of directors to represent the organization on the governing board of the Dubuque Warehouse District. Article 4. By this action, directs staff to actively support and cooperate with governing board to develop and maintain the Dubuque Warehouse District. Article 5. By this action, requests all members of the organization to actively support, promote and help maintain activities and events in the Dubuque Warehouse District. Article 6. Directs the Chair to sign and submit such resolution on creation of the Dubuque Warehouse District. ADOPTED ON THIS DAY 28`j' OF Mav. 2008. hair s signatgx~/ Dean G. Wil~enbusch Prir~Chair'/s, name ~~` V AT T ~~~s~R" Date signed Proposed three (3) year budget for C&E District ~ EXPENDITURES 1St Year 2"d Year STAFF COSTS Director/Manager Salary Director/Manager Benefits Support Staff Salary Staff/Volunteer Training Travel Expenses Operating Costs Rent Utilities Telephone/Communications Office Supplies Office Equipment Postage Printing/Photocopying Photography Supplies Contract Costs Advertising/Public Relations Professional Service Fees Misc. Program Costs Cultural Resources Committee Business Development Committe Marketing/Promotion Committee Organization Committee Design Committee Other Contingency $10,000* $10,500* $ I ,200* $1260* $o ~ $o $0 $500 $500 ~ $700 In-kind*** ~ In-kind $300* I $350* $60* ~ $65* $500* $550* In-kind ~ In-kind $250 I $300 ~ $2000** ~ $3000** .. x$200 __ $100 $20,000** I $30,000** In-Kind ~ In-Kind Not developed I Not developed Not developed I Not developed Not developed Not developed Not developed I Not developed Not developed I Not developed Not developed e 1 Not developed $4,000 ~ $5,500 $39,010 $52,825 3rd Year Combined Total: $I1,000* $31,500* $1323* $3,783* $2,000* ~ $2,000* $500* 1000* 700* ~ 1900* ~ In-kind ~ $0 $400* I $1050 $70* ~ $195 $600 ~ $1650 In-kind ~ $0 $350 I $900 $4000** ~ $9,000 $100 $400 ~ $40,000** ~ $90.000 ~ In-Kind ~ Not developed ~ All not developed will ~ Not developed ~ have to determined Not developed ~ In the future & Not developed Currently wrapped Not developed Into Main Street Not developed I $ud!?et $6,600 ~ $16,100 $67,643 $159,478 TOTAL EXPENDITURES: * Cost shares with Dubuque Main Street approximated. Most of the costs already incurred with this current cultural/promotion-based employee. ** Unlike most of the other budget items a majority of these expenditure elements will be solicited in- kind media and design professional donations. *** When in-kind listed on budget spreadsheet, it indicates the expectation is that only in-kind donations will be needed/used for these categories. No cash resources can or will be used in these areas. t SOURCES OF INCOME Include same three years as above budget and reflect sources of income by categories: Private Contributions ~ 1St Year 2"d Year ~ 3rd Year Combined Total Government ~ $6,010 $8,452 ~ $10,643 $25,105 Partnerships ~ $11,000 $14,791 ~ $19,000 ~ $44,791 Grants ~ $0**** $0 ~ $0 ~ $0 Loans ~ $0 ~ $0 ~ $0 ~ $0 In-Kind Contributions ~ $11,000+ ~ $14,791+ ~ $19,000+ ~ $44,791+ Other (Special Event Income) ~ $11,000 ~ $14,791 ~ $19,000 ~ $44,791 Other ( ) ~ ~ ~ ~ TOTAL INCOME ~ $39,010 ~ $52,825 ~ $67,643 ~ $159,478 ****While the Dubuque Cultural District will seek to find as many grant sources as possible, it is not Dubuque Main Street's policy to budget to assume non-guaranteed grant funds. In-kind Income budget includes contributions for cash budgeted cash expenses, such as advertising. It does not include dollars for expense items that were earmark as fully in-kind, such as rent.