Downtown Master Plan Work SessiMEMORANDUM
April 28, 2003
TO:
FROM:
SUBJECT:
The Honorable Mayor and City Council Members
Michael C. Van Milligen, City Manager
Work Session on Downtown Master Plan
May 5, 2003
The work session on the Downtown Master Plan, with a presentation by the Downtown
Planning Committee and the consultant team led by Leland Consulting Group, will be
held on May 5, 2003, at the Dubuque Carnegie-Stout Public Library's third-floor
auditorium. Dinner will be served at 5 p.m. in the rotunda with the work session
beginning at 5:30 p.m.
Background materials are attached.
Michael C. Van Milligen
MCVM/jh
Attachment
cc: Barry Lindahl, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
Laura Carstens, Planning Services Manager
MEMORANDUM
April 24, 2003
TO:
FROM:
RE:
Michael Van Milligen, City Manager
Laura Carstens, Planning Services Manager
Work Session on Downtown Master Plan
The Downtown Planning Committee and the consultant team led by Leland Consulting
Group will report on the presentation of preliminary findings for Downtown Master Plan
at a City Council work session on May 5, 2003. A copy of the power point presentation
is enclosed.
The City Council adopted Vision Downtown, a community consensus vision for
downtown Dubuque, in December 2001. The City Council identified a Downtown
Master Plan as a high priority in their August, 2002 goal setting session. The City
Council also provided funds in FY03 that were used to leverage a state grant and
private donations for creation of a Downtown Master Plan based on Vision Downtown.
The Downtown Planning Committee has been working with the consultant team to
develop a comprehensive Downtown Master Plan that specifies the detailed action
steps and resources that are needed to reach that vision. The master planning process
involves assessing the vision versus reality, assessing the vision and reality versus
existing plans, and then creating a downtown master plan that uses Vision Downtown
as its foundation.
The presentation will cover the planning process elements, project schedule, capacity
analysis and existing conditions, market indicators and trends, outcomes of the
Downtown Planning Committee retreat, preliminarily identified catalyst projects, and
next steps to be undertaken.
Enclosure
CC
Downtown Planning Committee members and staff
Anne Ricker, Leland Consulting Group
Downtown Dubuque Master Plan
Presentation of Preliminary Findings
5 May 2003
Presented by:
Downtown Planning Committee
Leland Consulting Group
SEH, Inc. (URS)
MSA Professional Services
Durrant Group
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:
· Commerce
· Culture, Education and Entertainment
· Fli.qtoric Features
· Public Spaces and Open Areas
· Residential Living
· Transportation
Comp_rehensive Downtown M_aster Plan will
Specifv Detailed A. ctio_n_ Steps and Resources
Needed to Reach that Vision.
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
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 fommlate strategies which capitalize on
opportunities and overcome barriers in an effort to ready the environment for investment.
Components of the Analysis
Quantitative
· Ex~sting Conditiom
· 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 ~o~
Dubuque County & Trade Area Demographic Profile c =' Gnp
Population/Growth
CAAGR 19e_~2~00 0.3% 0.2%
~ (~.) ~ Z~,4~
· While population is exlmcted to decline ovo_r
next five year~, households will increase
Households
· Growth in households reflects decline in average
household size
Psychographlc / Lifestyle Profile (PRIZM)
Income(2002)
[Xl~e
~p to $25K 2s%
$~K ~% 15%
~K 17~ 18~
~1~ 12% 9%
$1~K ~d ~ 9% 7%
· Dubuque incomes skewed much higher than
surrounding trade area
· Impressive share of households in high-income
categories ($50K and u~)
% of Index to
Dubuque USA
Top PRIZM Clusters County HHs (100..same)
Sunset City Blues 24.4 1435
Agri-Businees 11.4 760
Starter Families 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
Middleburg Managers 3.9 217
Description of Cluster
Blue-collar empty-nesters nearing retirement in agricultural areas
Large families; outdoors types; farming or blue collar occupations
Younger families in blue-collar occupationsl large households
Movers and shakers of smaller cities~ typically married with no kids
Families in lower-wage service and production iobs; 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
Residentiai Demand
Annual Demand From HoUsehold Growth:
Dubuque County
Residential (Rental) Demand
Residential (Ownership) Demand
upto $25K up to $625 59 S9
~ $25-35K $625- $875 32 32
STv-100K $1,8'/5 and up 6 6
T0/a/s 140 140
Existing New Unit New Unit
Annued h~come Per,t-up Doanand Demand
Ranf~e 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-~ $120 to $t75K 25 67 67
$50-75K $175 to $250K 38 102 102
ST'v-100K $250 to $350K 21 56 56
$100K a~d up $350K and up 17 44 44
Totals 196 381 381
· Contirvaed steady growth in residential
demoaad - 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
Dubuque Building Permit Trends
$00
450
4o0
350
300
25o
200
150
1o0
50
o
County
Retail Demand
Retail Demand From Household Growth:
Dubuque County
Catesory
New Demand From
Existing Retail New Demand From Dubuque County
Void / (Surplus) Household Growth Visitors
in s.f. 2003-07 2003-07
Grocery/Pharmacy 148,039 8,060
Alcoholic Beverages at Home 53,107 870
Food/Drink Away from Home 286054 7,499
Personal Services 82,294 1,345
Misc. (Pets, Tobacco, etc.) 44,58~ 1,585
Household Furn./Equip. (24,606) 4,339
Home Electronics/Computers 29,970 1,4~
Aplmrel & Accessories (142,250) 4,304
Sporting Goods/Hobby/Books 44,610 1,798
Entertainment (45,075) 1,560
Automotive (gas/oil/repair) 187,978 5,581
Vtden/CV/DVD Sales/Rental ~6,9~9 1,075
6,766
1,042
26,809
24,278
8,829
Total of ,?~_.lected Catesories
39,460 95,817
· "Voids" currently exist in most major retail categories - potential expenditures
exceed sales, resulting in retail "leakage"
· Surpluses currently exist in household furnishings, apparel and entertainment
categories - sales exceed 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 demo, nd
· Downtown share of retail growth dependent on "neighborhood" amenities
7-County Region (less Dubuque)
b~ So..lected Cate~ofles
Grocery/~ 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 Fum./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
New Demand
From Household
Growth
2OO3-O7
Total Retail square J:eet 38,370
Office and Lodging Demand
Office Demand - Dubuque County
Employment ~ctor
Tot~ Demand
(2oo5-2o07) - s.~.
Total Demand
From
Employment
Growth
(2008-2012) - s.f.
Natural Resources And
Construction 5,048 3,558
Manufactur~ 34,416 24,261
Trade And Transportatien 31,834 22,442
Information 22,752 16,0~9
Finandal Activities 37,857 26,687
~ional 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
Government 41,012 28,911
Lodging Demand - Dubuque County
2002 Room Nights of Demand 293,,305
2002 Room Nights of Supply 5,36,099
2002 Occupancy 55%
2002 Room Surplus (based on 70%
equilibrium vacancy) 321
New Room-Nights of Demand based
on Visitor Growth (2002-2007)
New Room Demand (2002-2007)
Total New Room Demand through
2007 - l~s Grand Harbor Resort (194
rooms) and e~isting surplus
175,336
686
171
O~r~ Defend
· Steady dea'nand from employment
growth in all industries
· Leading segments of job growth
include: education and health;
professional and business; and
government - all typically downtown
tenants
· Office demand can be greatly
enhanaed by attractive environment
(e.g., downtown)
Lodging Demand
· Current surplus in lodging market due
to low occupancy rates
· Strong future demand for new hotel
development primarily based on
growth in tourist/visitor base
· Support for 1 to 2 new lodging
properties in market (not including
Grand Harbor Resort)
· Downtown likely location for future
hotel development
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 opportunity sites
· Vision Downtown elements
· Resource materials
Downtown Planning Committee Workshop
Agenda
· 1/2 day of discussion and
planning activities
· Focused on identifying and
exploring redevelopment
opportunities
Downtown Planning Committee Concepts
Concept No. 1
Concept No. 2
Similarities
· New rowhouses and
condominiums at south
end of Upper Main
· Convert warehouses to
mixed-use and infill
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 &10th -
White & Central
· Infill residential and
commercial in Cable
Car Square
Downtown Planning Committee Concepts
Similarities
· New school "campus"
between 11th, 12th and
Jackson, Elm
· New residential and
mixed-use around new
school campus
· New infill office and
mixed-use
office/commercial in
south portions of
Downtown
Concept No. 3
Concept No, 4
Differences
· Extend streetscape/
greenway on Main
· New green space
between lOth & 11th 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
Orientation & Initiation
Analysis
Workshop ~ Retreat
indicators & Trends
Identification of
OpPortunitieS
Concept Plan Refinement
Investment Strategy
Implementation Strategy &
Final Plan
~ Committee Meetings ~ Public MeetingsANorkshop
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