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Washington Neighborhood PlanMasterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Washington Neighborhood Plan DATE: November 30, 2010 Dubuque kiltd All-America City ' 2007 Housing and Community Development Department Director David Harris is recommending adoption of the Washington Neighborhood Plan and providing an update on progress. The City Council reviewed the final Washington Neighborhood Plan at a work session on April 20, 2009. At that time, the Council reviewed the final report, which summarized the strategies and recommendations to directly address identified issues and to plan for an improved future for the neighborhood. The Council then recommended formation of a neighborhood -based community development corporation — a Washington Neighborhood Development Corporation (WNDC), which was established in July 2009. I concur with the recommendation and respectfully request Mayor and City Council approval. Mich el C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager David Harris, Housing and Community Development Department Director Masterpiece on the Mississippi To: Michael VaMilligen, City Manager From: David Harri , Housing and Community Development Subject: Washington Neighborhood Plan Date: November 23, 2010 Dubuque 2007 INTRODUCTION The purpose of this memorandum is to request the City Council's approval of the attached resolution approving the Washington Neighborhood Plan. BACKGROUND Teska Associates, from Evanston, Illinois, was selected as the City's consultant, partnering with the Chicago -based Center for Neighborhood Technology in the preparation of the Washington Neighborhood Plan. A Citizens Coordinating Committee (CCC) was formed in 2008, consisting of about 35 persons representing a spectrum of neighborhood interests: resident homeowners and tenants, landlords, business owners, social services agency personnel and church and school leaders. This group met five times, beginning in August 2008 and concluding in March 2009. Numerous City staff was involved in the process. In addition, two "all- comers" Neighborhood Workshops were held, hosted by CCC members, in an effort to obtain as much input as possible on the several plan drafts as they were published. Over 100 additional individuals attended these meetings. The consultants began their work through interviews, both individually and in small groups, with additional neighborhood and downtown stakeholders. These sessions were held with business leaders, lenders, development professionals and realtors, among others. Special efforts were made to reach out to seek the opinions of Hispanic and African American leaders. In all, more than 70 persons participated in these interview sessions. A series of plan drafts was published and distributed to CCC members. At each stage, recommendations and strategies were discussed and modified according to feedback received. Teska served as lead consultant. The Center for Neighborhood Technology's role was to identify educational and social service needs and opportunities. MetroEdge conducted retail market analysis to determine neighborhood consumer behaviors and market trends. MJB's role was to develop a `re- marketing strategy' for the neighborhood and identify Page 1 of 2 niche businesses to add to the mix of retail uses in the area. The City Council reviewed the final Washington Neighborhood Plan at a work session on April 20, 2009. At that time, the Council reviewed the final report which summarized the strategies and recommendations to directly address identified issues and to plan for an improved future for the neighborhood. The Council then recommended formation of a neighborhood -based community development corporation - a Washington Neighborhood Development Corporation (WNDC.), which was established on July 2009. Although the City Council reviewed the plan at that time and approved implementation, City legal staff is now recommending the Council adopt a resolution to formally approve the Washington Neighborhood Plan. This will allow implementation of the additional strategies recommended in the Plan. RECOMMENDATION I recommended that the City Council approve the resolution approving the Washington Neighborhood Plan to facilitate future implementation of the strategies for the Washington Neighborhood. ACTION STEP The action requested of the City Council is to approve the Mayor's execution of the attached resolution, adopting the Washington Neighborhood Plan. Prepared by Aggie Tauke, Community Development Specialist F: \USERS\ATAUKE \Housing \Wash Neigh Plan. Council memo.doc Page 2 of 2 RESOLUTION NO. 455 - 2010 RESOLUTION ADOPTING THE WASHINGTON NEIGHBORHOOD PLAN Whereas, a two -year visioning and community planning process begun in 2007 produced a consensus -built plan for revitalization of the Washington Neighborhood; and Whereas, this Plan was presented to the City Council in a work session in April 2009, and has served as a blueprint for subsequent implementation of recommendations for improvements in the Washington Neighborhood; and Whereas, adoption of the Plan is required for implementation of additional recommendations. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1. That the Washington Neighborhood Plan is hereby adopted in its entirety. Passed, approved and adopted this day of December, 2010. Att I> ' anne F Schneider, CMC, City Clerk F: \USERS\ATAUKE\ Housing \WashPlanResolutionNovl O.doc Roy Ir' Buol, Mayor THE CITY OF DUBE MEMORANDUM Masterpiece on the Mississippi October 2010 Washington: Revitalize! A Neighborhood Revitalization Strategy The Washington Initiative, a partnership including the Washington Neighborhood Association, city departments, private lenders and neighborhood businesses, was introduced in 2005. Key objectives included increasing homeowner occupancies, refurbishing older buildings, improving the appearance of the area and greater resident involvement. Soon after, the Washington Neighborhood Association (WNA) was organized and incorporated. The Dubuque Community School Board made a significant commitment to the neighborhood by constructing the new charter Prescott Elementary School. This was an essential part of a strategy to attract new home owners, by replacing an aging facility with a first -class school in the downtown. The City Council approved funds to construct a Neighborhood Resource Center in the new building, allowing community groups to have a place for evening and weekend meetings and activities. Homes have now been purchased and rehabbed by 36 first -time owner families throughout the neighborhood. Previous rental dwellings and vacant structures have been historically restored for owner occupancy. Since late 2005, the Housing Department has loaned $3.9 million and a total of $7.1 million has been reinvested in housing in the Washington Neighborhood. This has included construction of historic front porches, bringing back the turn -of- the - century look of these homes, and bringing people out of the house — onto the porch - and into new relationships with their neighbors. Reinvestment in the Neighborhood, including the new Prescott School, now totals more than $31 million. The Housing Department offers a variety of financial assistance programs to encourage purchase and rehabilitation, for households at all income levels. Washington Neighborhood residents qualify for up to $40 000 in grants and deferred - payment loans, making homeownership affordable to many more families. A tax abatement program eliminates increases in property taxes on improvements to the home for ten years. This abatement program also applies to commercial properties, for a three -year term. Helping to fund this level of homeowner assistance has been Dubuque's Housing Trust Fund, which successfully applied again this year to the Iowa Finance Authority, for a $157 000 grant. This was the fifth Trust Fund award received, totaling $802 000, in support of Washington Neighborhood reinvestment. Trust Funds were used to assist the Maria House transitional living home with a $68, 000 renovation project including a new roof and completely remodeled kitchen. With a Neighborhood Stabilization Program grant award of $444 000 from the Iowa Department of Economic Development, the Housing Department is financing the rehab and re -sale of seven homes. We use these funds for purchasing and rehab, then market them to income - qualifying families and provide necessary secondary financing. In this way, we respond to foreclosed properties as they come on the market and accomplish re- occupancy as quickly as possible. The Housing Department also received a $502 000 HUD Homelessness Prevention (HPRP) grant and subcontracted with Project Concern for its administration. Project Concern outreach staff use these funds to assist families at risk of losing their housing to stabilize their finances; and to place homeless persons and families in permanent rental housing. A partnership between the City and Dubuque Bank and Trust has resulted in purchase, rehab and resale of five beautifully restored homes to first -time buyer families. DB &T purchases and holds derelict properties identified by the City until homebuyer families can be recruited and complete financial counseling courses offered through the Housing Department. Then financing is arranged, restorations completed and the homes are sold. In this way, the goal of increasing home owners in the neighborhood is achieved while the number of vacant houses is reduced. In September 2009, DB &T passed the $1 million level for mortgage lending in the neighborhood. The bank was recognized for its leadership at a City Council meeting in October. In recognition of our historic restoration activities, the Iowa Historic Preservation Alliance presented the Washington Initiative with a "Preservation at its Best" award. The Washington Initiative and the Neighborhood Association were jointly recognized by the Historic Preservation Commission with a Ken Kringle award; this recognition was also accorded to an Elm Street homeowner. And the HEART Program received a 1000 Friends of Iowa award for the Washington Street homes restoration project. City resources were committed through two new staff positions at the Housing Department. A housing inspector was assigned to work full -time in the Washington Neighborhood, concentrating efforts in rental unit inspections and daily driving of the alleys. More than 800 housing inspections of Washington properties have been completed to -date, with 760 units brought into code - compliance. The second position at the Housing Department is a corporal from the Community Policing Unit, assigned to the Section 8 rental assistance program. This officer responds to all complaints of unauthorized tenants or disturbances, conducts investigations and initiates termination proceedings for households found in violation of program regulations. More than 700 investigations have been initiated to -date, resulting in termination of benefits for 234 families. The Washington Court apartments were developed in the long- vacant former Dubuque Casket Company building, in a $7 million public - private venture that has earned historic preservation awards. This project is also the home of the Crescent Community Health Center, providing affordable health services to uninsured households. In the last year the dental clinic has expanded and the first full -time physician has been hired. Competitive federal funds have been awarded to secure future operations and expand staff capacity. Orange Park was developed by the City in response to citizen requests for additional green space in the neighborhood. A play structure and passive play area provide parents with a place to meet and bring their young children. The Leisure Services Department conducts summer programs there in the evenings. An ambitious planning process began in 2007, starting with a `visioning' effort that defined a future neighborhood — one that promotes pride, diversity, homeownership, civic responsibility and opportunity. This was followed by a strategic planning effort involving a year -long series of meetings of stakeholder groups. The Washington Neighborhood Plan adopted by the City Council in April 2009 made 68 recommenda- tions for citizen and public initiatives. These include programs for business and economic development, youth and family development, and housing and community development. A board of directors for a new Washington Neighborhood Development Corporation (WNDC) was formed to implement this ambitious agenda. The Council approved a four -year funding commitment beginning in FY 2010, in the amount of $250 000 to support operations. An executive director has been hired and a neighborhood office established Additional City- sponsored initiatives include a `green alley' project, to test various pervious pavement alternatives for absorbing street stormwater run -off. A two - block alley project was completed, financed with a CDBG stimulus grant of $200 000, between White and Jackson Streets. A third alley reconstruction project commenced in summer 2010. The Public Works Department rolled out 500 refuse collection carts throughout the area, in an effort to combat litter and garbage complaints. These carts have increased capacity and encouraged more responsible trash management. New street lights have been installed at 38 alley- street intersections from 12 to 20 Streets, as requested by residents to promote neighborhood safety. Washington Street was resurfaced by City crews from 17 to 24 Streets and additional accessible curbs were installed on Washington and Jackson Streets. The City purchased a long- derelict School District -owned apartment building on White Street near Prescott School and sold it to a private developer for conversion to condominiums. City assistance included a $250 000 OurHome program construction loan from the Iowa Finance Authority and purchase and removal of a derelict adjacent house for additional parking. This project was completed, offering two - bedroom, two -bath units with private garages in a beautifully refurbished `Second Empire' -style historic building. With the financial incentives package available to Washington Neighborhood residents, buyers were able to finance these condos with bank mortgages under $100 000. The intent of this project is to demonstrate the market for conversion of older, obsolete rentals into condominium occupancies, while maintaining and restoring architectural features of historically significant buildings. All five units were sold at prices ranging from $120 000 to $140 000. Commercial activity in the Washington Neighborhood has also kept pace. The new Walgreen Drug opened in the Five Points. A KFC on Central Avenue, touted as one of three nationally to be built according to a new corporate model, was completed in 2009. Previous improvements to City Hall and to DB &T's Heartland Financial offices in the former Walsh Store have anchored development in the lower Central Avenue area. Coordinating with recommendations from the Neighborhood Plan, efforts to develop "human capital" are part of this revitalization effort. Project HOPE has organized a collaboration of city, county, school district and business interests to coordinate opportunities for unemployed and under - employed residents. The Community Foundation of Greater Dubuque is assisting with this initiative. The "Getting Ahead in a Just Gettin' -by World" training program was expanded, offering a 20 -week course to persons in poverty; 99 participants have now graduated. This expansion was assisted with funds authorized by the Council to send several Dubuque staff and program graduates to a national trainer certification program, expanding our capacity to bring this message of empowerment to more Section 8 and Family Self- Sufficiency Program participants. Five of the graduates were hired as AmeriCorps members, working at the Multicultural Family Center, Prescott School and the Housing Department. The next phase of the Gettin' Ahead program commenced in 2010 with start-up of the Circles® Initiative, which pairs program graduates with community volunteers in small support groups. A contract was signed with the national Move the Mountain organization for consulting services, which will involve setting up a number of `circles,' supervised by a new Circles Coach to be hired in late 2010. Our goal will be to establish 10 -15 circles of support within two years. This program has initially been funded with a City Council allocation and a grant from Dubuque Works. The Community Foundation of Greater Dubuque and Project HOPE also contribute to the oversight of the Circles Initiative. A second Family Self- Sufficiency Coordinator position was funded by the Council in 2010, with the goal of doubling the number of current FSS program families. This increases our staff capacity to administer this program and will result in more marketing and outreach efforts to attract more Section 8 participants. The former Kephart Music store was purchased by the City and converted into the Multicultural Family Center, opened in 2009 as a beautiful new facility offering a computer lab, social service offices, meeting rooms and after - school programming. The executive director has been employed through the Leisure Services Department, and is guided by an incorporated board of directors for the Center. The Housing Department's relationship with the HEART (Housing Education And Rehabilitation Training) Program continued to expand. HEART students were involved in reconstruction of the White Street condominium project and have worked on several City /DB &T -owned houses in the neighborhood. HEART/YouthBuild crews will be working on units in the Washington Street row house development, now under construction. The Lead Hazard Reduction Program completed 53 units in the neighborhood, making this housing `lead -safe' for young children. Forgivable loan amounts were doubled, to $12 000 /unit, in recognition of the increasing costs of removing lead paint in 100+ year -old housing. Recognizing the importance of our partnership with area landlords, the City Manager, Housing and other City staff meet regularly with representatives of the Dubuque Landlords Association, Discussions have centered on mutual responsibilities for management of tenant behaviors. Currently, the Legal Department is developing a model for a `tenant data base' system, which will be offered by the City to landlords for background checks on applicant tenants. We expect to implement and operate this system within the year. A problem property task force organized through the Housing Department, consisting of staff from a number of other departments, formulated ordinance revisions to address chronic complaints in vacant and poorly - managed properties. These included fees for unscheduled refuse pick -ups, reduced response times for garbage /refuse complaints, reduced extensions of time to owners for compliance with housing code enforcement and increased fees for renewals of building permits and licensing of vacant properties. The amendments were adopted by the City Council in April of this year. Construction was completed on the Davis Place IV, a single room occupancy (SRO) facility for men, using a $700 000 HOME Program award from the Iowa Department of Economic Development. This is the fourth new building on this campus, offering affordable rooming units to a total of 60 men. In September, work was completed on the Salvia House, a second SRO facility for single women. It was also a recipient of an $800 000 HOME Program award. The City assisted on both of these projects by designating the sites as Urban Revitalization Program areas. The Community Policing (COP) Program continued as a valued partner in Washington revitalization efforts. Examples of that support include special traffic enforcement projects, walking beats by patrol, surveillance operations and placement of mobile cameras at selected sites throughout the neighborhood. COP officers are now providing support to the new neighborhood development corporation (WNDC.) Communit Assessment & Revitalization Strate ies "Washin • on Nei • hborhood: Revitalize" Initiative Prepared by the Consultant Team of Washington Neighborhood Plan — City of Dubuque IA Community Assessment & Revitalization Strategies City of Dubuque, Iowa 111 CN-11 Lffi MetroEflGE Page 1 Section Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Table of Contents Section 1: Executive Summary 3 Overview of the Organizational Framework for Neighborhood Improvement 3 Findings & Recommendations 4 Work Program 7 Neighborhood Strategies Plan 9 Section 11: Introduction & Background 1 4 Neighborhood Planning Process 1 5 Purpose of this Plan 17 Organizational Framework for Neighborhood Improvement 18 Section 111: Neighborhood Profile 20 Community Perspective 20 Economic Potential Analysis 23 Social Services & Education Analysis 34 Neighborhood Planning Analysis 41 Overview of Local Initiatives / Community Building Capacity 52 Section IV: Action Plan for Community Mobilization 57 Overview 57 Washington Neighborhood Development Corporation (WNDC) 57 What is a CDC? 57 Community Development Resources 58 Lead & Partner Organizations 58 Work Program Grid: Economic Development 59 Work Program Grid: Families, Youth & Education 63 Work Program Grid: Housing 66 Appendix A: Charts & Graphics for Neighborhood Market Analysis A -I Appendix B: Best Practice Program Examples for Families, Youth & Education B -I Page # Page 2 Section 1: Executive Summa The Washington Neighborhood Plan is designed to give residents and other local stakeholders (e.g. business owners, employees, residents, public officials, property owners) the tools needed to enhance the quality of life within the neighborhood and thereby strengthening its sense of pride. The goal of this Plan is to inspire local residents, business and property owners to collaborate with the City of Dubuque to continue with neighborhood improvement efforts and revitalize the City's historic core. In 2004, the City of Dubuque and the neighborhood initiated the "Washington: Revitalize!" improvement program. Local neighborhood organizations, not - for - profit agencies and City departments have already taken steps towards addressing issues identified and further developed in the 2007 visioning report. The Washington Neighborhood established several broad goals to guide this phase of the planning process. The purpose of this Plan is to establish a more formal set of recommendations that identify short and long term strategies (policies) and specific actions (programs and projects) for which resources, timelines and responsible parties can be identified. In addition, this Plan is guided by an action- oriented document that translates the vision into projects and programs that can be implemented over time to ensure the Washington Neighborhood achieves the established vision. This Plan addresses both physical improvements to create a better environment for economic investment, and programs necessary to provide less- advantaged citizens with the capacity to "access the ladder of economic opportunity that leads out of poverty." This process is intended to encourage, equip and expand local leadership to address local concerns and advance priority programs and projects. Overview of the Organizational Framework for Neighborhood Improvement To guide the implementation of the vision and create action steps to address the neighborhood's issues, a Citizen Coordinating Committee (CCC) was formed, consisting of residents and stakeholders, to facilitate an active citizen participation process that ensures adequate representation of differing interests and ultimately leads to residents taking ownership of neighborhood improvement efforts. In collaboration with the consulting team led by Teska Associates, Inc. (TAI), including the Center for Neighborhood Technology (CNT), LISC /MetroEdge (LME), and MJ Berne Consulting (MJB), the CCC convened during the summer of 2008 to discuss the issues and potential for the Washington Neighborhood. The end product was the identification of three core issue areas that will provide the organizational framework for moving forward. The neighborhood's three core issues areas are: 1. Economic Development 2. Families Youth & Education 3. Housing Community Assessment & Revitalization Strategies By working with existing organizations and the City, the CCC will work towards achieving solutions to the neighborhood's key issues in a focused and managed manner to minimize repetitiveness, maximize effectiveness, and encourage the sharing of ideas, resources, and success stories. Collectively, the CCC represents a unified voice for the Washington Neighborhood with which the community can bring Washington Neighborhood Plan — City of Dubuque IA Page 3 Community Assessment & Revitalization Strategies attention to its issues. By continually communicating progress and identifying practical solutions to the neighborhood's key issues, the CCC will help foster a sense of community pride and potentially encourage others residents and stakeholders to take part in these grassroots efforts. Findings & Recommendations At the onset of this planning process, the consulting team examined local conditions and initiatives and explored commercial market opportunities and branding strategies that could be utilized to serve resident needs and further strengthen the Washington Neighborhood as a desirable place to live, be an entrepreneur, and enjoy entertainment and cultural opportunities. The findings and recommendations of the consulting team's assessment of the Washington Neighborhood are outlined below and organized by the three core issues areas. Economic Development A retail market study was undertaken to assess the economic development potential within the Washington Neighborhood market area in an effort to further inform strategies for re- marketing the neighborhood as well as to inform stakeholders about the retail development potential of the Washington Neighborhood market area. Key Findings • The Washington Trade Area and the Washington Neighborhood both have a strong presence of middle income and upper income households, both of which are increasing (see charts on pages A -IO and A -I I in the Appendix). Both areas also have a considerably higher concentration of buying power as compared to the large Dubuque trade area. • More upwardly - mobile households in the Washington Neighborhood will be most likely to patronize retailers and service providers close to home that cater to their every-day convenience needs. • An adequate number of stores serve the neighborhood, including general merchandise and electronic /appliance stores being the only two major retail categories with potential for expansion. Gaps in the retail mix in the Washington Neighborhood area provide opportunities for limited retail, such as electronics, video games, auto parts, and car rental. • The lack of retail sales leakage presents an opportunity to encourage expansion of existing retail clusters. • The strongest intersection for retail is at Elm Street and East 20th Street with the Eagle Country Market, recently- renovated Pizza Hut, and new Walgreens, not to mention its proximity to the Pack Site and potential to benefit from that future redevelopment. The second strongest intersection for retail in the Washington Neighborhood is the one at Central Avenue and 20th Street, anchored by the Family Dollar. • The Washington Neighborhood's current retail niche is one that focuses on the convenience - oriented needs of the trade area's residents. ■ There is no obvious entity to deliver support services (e.g. technical assistance, property maintenance, design and rehab services, etc.) to local businesses in the Washington Neighborhood. Key Recommendations ■ Focus a re- marketing campaign at changing the perception of the neighborhood, perhaps led by the neighborhood stakeholders and the City as chief ambassadors. Elements of this campaign might include the messages that middle income households are present and increasing, that Washington Neighborhood Plan - City of Dubuque IA Page 4 Community Assessment & Revitalization Strategies businesses are succeeding, and that people from around the community patronize these businesses. • Create and market a support infrastructure — in terms of small - business financing and technical- assistance programs, potentially in partnership with area colleges and universities — to foster the success of independently -owned businesses within the neighborhood and along Central Avenue. Creation and marketing of a support infrastructure is dependent on City investment. • Upgrade or expand current businesses to better fit the local customer base and meet local needs. Efforts that focus on investments and programming to retain existing businesses are more important than attracting new businesses. • Identify a unique position within the competitive marketplace for the Washington Neighborhood to achieve a larger draw. However, not every neighborhood or business district has to be a destination. Indeed, some are only meant to serve the everyday needs of the people who live there. • Consider clustering restaurants and bars as this is most likely to breed success when they are clustered together and can collectively pull as a larger destination. • Build upon the potential presence of a larger retail anchor on the Pack site, which in turn may build the potential to attract another general- merchandise operator not yet in the region, like Big Lots, as well as additional sit -down family restaurants and moderately - priced clothing and shoe stores. And, just like the redevelopment of the riverfront played a major role in the revival of lower Main Street, new stores at the Pack site could act as anchors for the nearby commercial node at Elm and East 20th Street. ■ Position older storefronts along Central Avenue for low -cost incubator space for early -stage entrepreneurs (e.g. previously The Dark Slide) and niche businesses (e.g. El Paisano) until they rebound in value. • Invest in the creation and marketing of a support infrastructure for local, small -scale entrepreneurs, both in terms of small - business financing and technical - assistance program. • Organize business owners along Central Avenue to create a merchants organization to better empower them to work on their own behalf and provide peer -to -peer support. • Expand the City- sponsored program of cosmetic enhancement (e.g. facade improvements) and provide generous funding for more attractive signage, down - lighting, etc. These steps would, just by enhancing the visuals, send a very different message about Washington Neighborhood and induce others to treat it less dismissively. Also, the neighborhood's brand would also be improved if its own stakeholders were to speak of it in more positive terms. Families. Youth & Education Physical improvements can help enhance the appearance and charm of the neighborhood. However, they must be complemented with social improvements that raise self and community pride and enhance the well being of both individuals and overall neighborhood. The community must be inspired to change, which requires the commitment to be organized, to stay involved, and to communicate openly with each other. To maintain an enduring and focused charge towards change, strong and active leadership must be cultivated in the community to inspire and pave the way. Leadership and action can stem from individual community members, local organizations, and the collaboration of various social service agencies and City government. Youth are also encouraged to community as activism and interest can filter onto parents, siblings, and friends. Washington Neighborhood Plan — City of Dubuque IA get involved in the Page 5 Community Assessment & Revitalization Strategies Key Findings • A variety of social service and outreach agencies serve the Washington Neighborhood, providing programs and services relating to family services, counseling, SRO and transitional housing opportunities, clothing and food, health, education, employment and financial assistance, and diversity outreach. • The Washington Neighborhood offers a limited range of activities and facilities geared towards youth and families. More programs that are affordable, providing guidance to youth, and encouraging youth to get involved in the community, could be offered. Family programming is needed across the entire age spectrum, ranging from young children to teenagers to parents to seniors. The Washington Neighborhood has access to educational opportunities at all levels; however, key issues include maintaining affordability, providing convenient transportation to and from schools, and continually diversifying educational options and resources to meet varying interests, needs, and ages. • The Washington Neighborhood is served by a handful of health - related facilities. While substance abuse and mental health services are offered within and near the neighborhood, other health services and care are needed, particularly those that combine education with activity and cater to different age groups. • As the most recent and highly accessible addition to the Washington Neighborhood, the Crescent Community Health Center is continually growing in its programming and services and is the best option to serve as the neighborhood's primary care health service agency. Key Recommendations • Expand transportation options to programs. • Expand youth activities (limited number of programs; lack of interest). • Enhance neighborhood communications to ensure knowledge and awareness of programs. • Encourage greater parent/adult involvement (especially with youth /children programming). Housing The Washington Neighborhood has a low homeownership rate with approximately 35% owners and 65% renters. Based on a 2006 American Community Survey conducted by the U.S. Census, the owner -to- renter ratio for the entire City of Dubuque was the reverse with 73% owners and 27% renters. While single family detached houses are the predominant type of housing structure, many of them are used as rental properties or converted to multiple rental units. About 150 of the rental units are used for Section 8 housing. Key Findings • A majority of the residential properties in the Washington Neighborhood are zoned R -2A; however, concern over inappropriate conversions and replacement of single - family homes that have resulted in the Toss of the historic character must be addressed. To encourage more homeownership opportunities, while at the same time preserving the character of the neighborhood, conservation district design standards should be applied to all R -2A zoned properties. • Although the Washington Neighborhood is not currently an historic district, such a designation may be worth exploring, particularly to help preserve the historic housing stock and aid in neighborhood revitalization. Washington Neighborhood Plan — City of Dubuque IA Pa' Community Assessment & Revitalization Strategies • While housing is generally affordable in the Washington Neighborhood, the housing stock is aging with many homes needing rehabilitation; however, some property owners and the City are undertaking rehab projects to help improve properties. ▪ Based on data on new home purchases, the community investment climate in the neighborhood is less active than in the entire City and metro area. However, new purchase loans have been on the rise in the Washington Neighborhood, which could indicate that investment is on the rise. Key Recommendations • Create a welcoming atmosphere to encourage community investment, foster communication, and project a new image as a hip neighborhood. • Provide a greater balance of housing by promoting homeownership and homeowner maintenance. • Improve the quality, maintenance, and appearance of rental properties. • Encourage public and private investments to improve the appearance of the neighborhood to attract reinvestment. Work Program A Work Program is outlined in detail in Section IV of this Plan. Guided by principal strategies organized by the three core issues areas, the Work Plan is comprised of a series of programs and projects designed to encourage the community to mobilize for action in an organized manner as well as with a clear and attainable goal in mind. Each program /project is assigned a timeframe (I year, 2 -3 years, or 4- 5 years) to indicate the general amount of time needed to complete the program /project. Also, each program /project is assigned a lead organization and, in many cases, partner organizations that will take responsibility for putting the program /project into action. One of the organizations recommended to take responsibility of (or be a partner for) many of the programs /projects is a proposed new organization called the Washington Neighborhood Development Corporation (WNDC). As a community development corporation for the Washington Neighborhood, the WNDC would manage a variety of tasks, including (but not limited to) promoting and facilitating economic development (jobs and business activity), developing programs, fundraising, advocating for neighborhood issues and activities, and organizing residents, businesses and community groups. The WNDC would be separate from the Washington Neighborhood Association (WNA) but would work in collaboration with the WNA, the City, and other local community groups, schools, churches, and businesses to address the needs of the neighborhood, particularly as they pertain to the programs and projects outlined in the Work Program. Washington Neighborhood Plan - City of Dubuque IA Page 7 Wo-k Prot-an Gld: cardios. Youth & >:cauca A p of nfanry salt d ^e +.c:,A4 p -:yy■ ndtos l a pr orisks. .._ -. T., .s . (rats) Organizaikog I roar 23 rota 4-5 revs Led Orprizaoon Paroal Partnr Orgriadca Fang.. Youth t Education 1 EquM traroporation options to proyrams and aSlyties toning rho migtW:Oowt 1.1 Ertanoo ea ittiny mut,nfa *. strict: fa•n;pAlur!,aad pro, 'ants and .c.e.tin.ilh 000 ■cd',y lerve O - .iN' systird and inuoascd o atIct ty:"fa.xvccos X K15 L50. WHA. !VC 12 EsuYUh a hcydo safto prtram NNtWa'ft ronount a cc-zitirice of conviction and prca,6ng:ncat s to wear h.-Irnat. X CFO tCcrmario Po5dnt ?rap:0 L40. VitSA 2 E.pani youth activities that moot the ;more. and needs of de'dron dal ages and kocp diem erga;od and attire. 2.i Dc.dcp a avadutnon Nythbarhood Youth Co11.*. aiIro dut ideate ^Ns and con cou. Flans -cy !ar acdthia ?a yodt and chVrcn and vVNLK ANA, NFC Community Assessment & Revitalization Strategies A sample of the Work Program Grid is illustrated below. The detailed strategies and recommendations outlined in the Work Program aim to help inform the City in taking action and forming policies that impact the Washington Neighborhood. The complete Work Program is provided in Section IV. The core recommendations, which were determined as high priorities by the neighborhood and assessed by the consulting group, are summarized below. Core Recommendations: Economic Development (See pages 59 -62 for complete Work Program Grid) I. Establish a business owners association. 2. Ensure neighborhood and City involvement in the development potential of the Five Points area. 3. Develop a neighborhood logo and marketing campaign to help brand the neighborhood and promote local businesses. 4. Enhance the Central Avenue corridor with streetscape improvements and gateway features. 5. Develop a retail facade improvement program for local businesses. 6. Re- tenant and rehab vacant storefronts focusing on Central Avenue. Core Recommendations: Families, Youth & Education (See pages 63 -65 for complete Work Program Grid) I. Encourage the formation of a fully functioning Washington Neighborhood Development Corp. 2. Coordinate existing services and programs to ensure efficient delivery to the neighborhood. 3. Develop a Washington Neighborhood Youth Collaborative as part of new WNDC. 4. Create a "Calendar of Community Events" to promote the neighborhood's offerings. 5. Improve landscaping, sidewalks & walkability of neighborhood (e.g. link between Central Avenue and Pack Site through the neighborhood). Core Recommendations: Housing (See pages 66 -67 for complete Work Program Grid) I. Create a new Washington Neighborhood Welcoming Center. 2. Establish a Washington Neighborhood Housing Resources web site. 3. Establish a marketing program and design public improvements to project neighborhood's image. 4. Support new housing between I I th & I2th Street in coordination with Historic Millwork District. 5. Provide energy - efficiency incentives for new and rehab housing. Washington Neighborhood Plan - City of Dubuque IA Page 8 Neighborhood Strategies Plan The strategies outlined in the Work Program Grids are visually summarized on the Neighborhood Strategies Plan exhibits shown on the following pages. In particular, the overall composite Neighborhood Strategies Plan, which is provided on page 10, conceptually illustrates a comprehensive approach to investment and revitalization of the Washington Neighborhood, consistent with the core recommendations outlined in this Plan. The locations of neighborhood improvement districts and corridors represent where the strategies outlined in the Work Program should be applied. In addition, individual Neighborhood Strategies Plan exhibits are provided for the three core issues areas (Economic Development; Family, Youth, and Education; and Housing) on pages 1 1, 12, and 13, respectively. Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Page 9 j\( — C \` � �,o i�V \\� Y�, ,` , , CENTRAL AI;E \\\ ,'COMMERCIAL '\ r . , ._ OISTIUCT (CENTER). ' ' Enhance connectivity to the Historic Millwork Dis- trict alongWashington St Provide gateway fe ature along the 16th St corridor to mark the entry into the Washington Neighborhood ■ 1 Provide focal point within Jackson Pork to mark the westem terminus of the 16th St corridor Explore potential to establish the Washington Neighborhood Welcom- ing Center within a highly visited area, such as along the Central Ave corridor Enhance the streetscape along the 16th St corridor to create an attractive pedestrian-oriented link between Central Ave and the adajcent Pack Site 1 , Neighborhood rr Commerdal Districts Neighborhood commerdal dis- tricts are defined in two areas: (1) Along Central Ave, induding existing businesses and opportu- nities for entrepreneurship and business incubator spaces. (2) Within the Five Points area, induding existing businesses and opportunities for additional neighborhood- oriented businesses and linkages to future commercial development on the Pack Site. Washington Neighborhood - Dubuque IA COMPOSITE MAP - Neighborhood Strategies Plan Commercial Corridor Pedestrian-oriented commerdal corridor along Central Ave from 13t St to I8" St to provide a unique neighborhood commercial district focusing on facade im- provements, streetscape enhance- ments, and"green" initiatives (e.g. special recycling and trash receptacles, bike racks, green al- ley program, water recycling, etc). Page 10 Neighborhood Conserwdon & Infd Neighborhood conservation to support housing inf ll and re- habilitation as well as stabilize community- oriented businesses and services, particularly build- ing upon the success ofProject Concern and the Crescent Com- munity Health Center anchoring the adaptive reuse of the former Dubuque Casket Factory building. Focus initial neighborhood conservation and inj71 efforts in area east of White St, south of 21' St north of 1 8"' St and west of Elm St and the Five Points commerdal district PACK SITE GOBS GENERATOR) Establish safe and attrac- tive pedestrian connection between Pack Site and the Washington Neighborhood Residential RedevdopmentArea Residential redevelopment to follow plans established for the adjacent Historic Millwork District to the south. March 2009 ExPand employment op- 0 g wage jobs forWashington Kdghbaftood residents. . ❑ ,, N57 , Strategies Map: �%�:� ��� .�, Economic Development f , , ,.. . See Work Pr g'om Grid pr more informoi;on Define a neighborhood commerdal datrias along Central Ave, inducing existing businesses and opportunues or entre- preneurship an business incubator spaces Define aneighborhood commercial &aria with the fire Points area inducing eoostiv busi- nesses and opportunities for oddrtionoi neighbor - hoodoriented businesses and linkages to future commerod development on the Pack Ske w ` • Provide gateway feature ` along the 16° St corridor `e to mark the entry into the • Washington Neighborhood Foster redevelopment and lot fit development op- rg through pubkl ❑ Expand toes of pubtic inceniives offered to business owners and developers to locate in the Washington Neighborhood ❑ Improve physical conditions to make neighbor- hood attractive for investment ❑ Develop program w encourage the filling clean- ing and management of vacant commercial spaces to preserve against further decline ❑ Consider offering financial incentives to maxi- mize the Pack site's tenant potential ❑ Consider acquisition of available properties at Five Points business district to maximize potential Support and era:1=w ttte expctnsian of bad ❑ Provide assistance to local businesses to improve their quality and market appeal ❑ Preserve vacant storefronts to reserve an inven- tory of available, good quality space for new or expanded businesses ❑ Consider expanding the Moin Street Program or creating new entity specific to the neighborhood ❑ Partner with local business school programs to provide small business assistance and identify funding sources for economic development ❑ Partner with local banks to create low - interest loan programs for businesses to implement storefront and interior space upgrades ❑ Create a local merchants association ❑ Geste business profiles of successful stores to market them to customers and investors ❑ Create a "shop locally "program ❑ Work with local news agency to publish arndes highlighting the neighborhoods positive elements ❑ Create a neighborhood business promotional display to promote local businesses at Gty events ❑ Revisit past attempts at of feting microenterprise development services support by the City to determine potential fur new program * iv Work with local privtrte and public agencies to 0 provide employment assistance Provide neighborhood-based local educational opportunities Identifj'job training options, indudtng creating a new employment center and implementing techni- cal assistance programs ❑ Provide job shadowing opportunities with local businesses Defne apedestrim- oriented commercial corridor long Central Ave to provide a unique neighborhood commercial darks focusing on facade improvements, streetscope enhancements. and "green" initiatives Provide focal point within Judson Park to malt the western terminus o(the 16° St corridor E4store potential to establish the Washington Neighborhood Wekanr soli Center within a high!) Nsrted area such as along the Central Ave corridor Enhance the oreetscope along the 16° St corridor /a create an attractive pedestrian oriented ink ben een Central Ave and the odoicent Pack Site Develop uestainab, aterrtattte lot dcing and lorry ixogerns that promote energy inde- pmdvtce ad trjofntett the [Ws Conant reygad ❑ Partner with Gty to promote and implement development off altemative energy sources such as gzethcrtnol energy and biomass ❑ Create"green"' technorog businesses to provide job opportunities ❑ Partner with Gty to implement the development of energy and green technologies ❑ Encourage dean energy management strategies hi using renewable and dean energy ECONOMIC DEVELOPMENT - NEIGHBORHOOD STRATEGIES PLAN Secure employment opportunities os the Pock site and Historic Mil! ark District redevelop ❑ Improve access to jobs in other parts of Dubuque ❑ Consider incentive programs to encourage low skilled people to participate in education and training programs ❑ Hen* goals and provide incentives for local busi- nesses to hire locally Ericrre the inar afthe nagtbschztd pave* rot d:acti a basely far boob= kaesetettt and customers ❑ improve neighborhood safety and visual apped through streeacape and facade improvements and property maintenance ❑ Estobltsh accessible pedestrian and vehicular connections to the Pock site ❑ Consider Gty- spansored program for cosmetic enhancements to businesses in the Washington Neighborhood MIX SITE (1005 GENERATOR) Establish safe and retrac- tive pedestrian connection between Pak Site ond the Washington Neighborhood Enhance connectivity to the HistoricicMillwork Dis- trict otongWashington St Develop a mar etfrtg and brooding pkn that f o c u s e s an the strength a fdm ndghborfaod's b d lot s, uryue hamry, and cholera= ❑ Establish programs to attract niche businesses ❑ Ataaa businesses that meet residents specific needs ❑ Maintain and preserve historic buifings and urban fabric of the CentralAre business district ❑ Provide low-cost incubator space for early -stage entrepreneurs and niche businesses ❑ Develop a neighborhood logo for promotion ■P :F 1 rP n7_fq t g i FIF ,t' iT i t I: Multicultural Fam0y Center 2 Manasseh House 3: Prescott Elementary School 4: Audubon Elementary School 5: St Mary's Church & Pre -School 6: SLJohn's Lutheran arurch 7: StJohn's Episcopal Church 8: St Patrick's church 9: Immanuel Congregational Church 10: St Matthew Lutheran Church 1 1. Unitarian Uniwsnkst 12 Frst Presbyterian Church 13: Paver ofPrayer 14: St Pours Lutheran Clued; IS Salvation Army 16: Y¢itohg Nurses Association 17: Crescent Comm Health Center 1$ Project Concern 19: woshington7odlbrery 20: Presentation Lantern Center 21: /mellow t Oweadh Office 22. Operation NewVrew 23: Hormone 24: Maria House 25: Dubuque Food Pantry Bike Routes Enhance the neighbor- hood's bike mute system (existing & planned routes are shown on the mop) Provide focal point within Jackson Park to mark the western terminus of the 16t" St corridor Explore potential to establish the Washington Neighborhood Welcom- ing Center within a highly visited area, such as along the Central Ave corridor Enhance the streetscape along the I6ih St corridor to create an attractive pedestrian - oriented link between Central Ave and the adajcent Pack Site m Mii**t the nelglti,thoods O chamfer es a wdradle Winn ma* end enhoyaeks* - O a through green kilfthes. O FAMILIES,YOU H & EDUCAf ON - NEIGHBORHOOD STRATEGIES PUN O Enhance existing transportation services 0 Estobtsh a bicycle safety program See Work Program Grid for more information n • _ \y \'C�ii \•� \ \�.� \Rti11���� end r� of chld en arta ergs and keep them engaged and mdse. O Develop o youth collaborative O Create a feedback system for youth ❑ Establish opportunities for intramural sports, little league programs, and hip hop danceidrill team J �� llr Ensure safe walking routes to key neighborhood destinations Provide traffic courting devices to (kW' speeding on major streets Provide bike yaks to encourage biting and provide secure bike storage 0 Develop a refuse and recycling program to beou- tlfy the neighturlood, educate obout environmen- tal stewardship, and create jobs Page 12 Enhartae neigfthahocd oona nun adatts ¢o =me tesidents as aw®e aipeog tins. o Create a calendar of events 0 Plana sports and health fair O Promote on "Eat.n- Greet "program Encamp greater poem/oda fiokernett In the communky,palalify with puth atkkr_s. O Encourage parent responshbiety o Support programs for mentoring, after-school activities, recreation, and job training O Establish a "surrogate parent "program O Estob$sh o community garden ❑ Partner Is tit Gty to help promote green initiatives 0 Develop green space and plazas to improve open space available to residents KeyLine Transit Bus Lines Improve transit service to the neighborhood (existing routes for the Green and Red lines are shown on the map) ' PACK SITE (jOBS GENERATOR) Establish safe and attrac- tive pedestrian connection between Pack Site and the Washington Neighborhood r - . Provide gateway feature along the 1 6'" St corridor to mark the entry into the Washington Neighborhood HOUSING - NEIGHBORHOOD STRATEGIES PLAN I Create a welcoming atmosphere to encourage community kwestrnen; foster communication, as a hip neighborhood Provide a by promodng X4 3 and homeowner rnaintenanrz. o Expand partnership with Dubuque Bank &Trust to acquire vacant build- ings and provide low interest leans 0 Expand homeownership kndrng pro- gram for rental conversions o Provide a targeted forgivable lean pro- gram (or seniors for home repairs 0 Create partnership with businesses to offer ErnpfoyerAssisted Housing Strategies Map: Housing i See Work Program Cud for more mformanon Provide gateway feature along the I6 St corridor to mark the entry into the Washington Neighborhood Improve the quaky, maintenance, and appearance of rental properties. 0 Organize a Renters Association o Provide targeted education for landlords o Expand rental database o Enforce city codes Provide focal point within Jackson Park to mark the westem terminus of the 16°' St corridor lore potential to estabtis t the Washington Neighborhood Wekont- ing Center within a highly visited area, such as along the Central Ave corridor Enhance the streetscape along the 16th St corridor to create an attractive pedestrian - oriented fink between Central Ave and the adajcent Pack Site o Provide housing resources through o Washington Neighborhood Welcoming Center o Market area to prospective new homebuyers o Establish a marketing program and design public improvements to project area as a "cool' and welcoming neighborhood 0 Connect neighborhood to adhacent districts ❑ Consider Historic District designation o Educate community of roles and responsibilities of property otvsters, homeowners, and renters o Provide visits to new residents to welcome them to the neighborhood o Establish a Washington Neighborhood Housing Resources weIssite for information and resourc- es for homeowners and renters Consider applying the City's conservation district standards to properties that are currently zoned R -2A to address concern over inappropnate conver- sions and replacement of single - family homes that have resulted in the foss of the historic character must be addressed. This will encourage more ho- meownership opportunities as well as preserve the character of the neighborhood. Encourage neighborhood conservation to support hous- ing infdl and rehabilitation as well as stabilize communi- ty- oriented businesses and services, particularly building upon the success of Project Concern and the Crescent Community Health Center anchoring the adaptive reuse of the former Dubuque Casket Factory < Focus initial neighborhood conservation and infrll efforts in area east of White St, south of 2I' St, north of 1 8'" Sr, and west of Elm St and the Five Points commercial district PACK SITE GOBS GENERATOR) Establish safe and attrac- tive pedestrian connection between Pack Site and the Washington Neighborhood Encourage residential redevelopment to fol- low plans established for the adjacent Warehouse District to the south Enhance connectivity to the Historic Milhvork Dis- trict along Washington St Enmtage prbic and private inneenents to agave the appema ce o fthe neighborhood to scion teh !sum t o h-nprae public streetscapes as an incentive for prop- erty owners to invest in their properties 0 Provide a matching fund for facade improvements and porch rehabs or additions Page 3 &thence the gtsaity ad energy J denq�a f hod:ke via green ittiatlnes. o Conduct greening and igiming pilot programs for alleys ❑ Establish energy -efficient incentives for rentals o Provide new residents with ktfwmotionol m ate rich about maintaining energy efficient homes Section [I: Introduction & Back round The Washington Neighborhood is one of the City's oldest, most established and diverse neighborhoods. Located immediately north of Dubuque's downtown, residents benefit from close proximity to a vibrant business and governmental center, which has been experiencing a renaissance in recent years, fueled by the redevelopment of the Port of Dubuque into an entertainment and tourism area. The Washington Neighborhood has also seen improvements with the opening of Prescott Elementary School and Washington Court Apartments, planning for River View Plaza and other adjacent districts, and rehabilitation of many single family homes. Community Assessment & Revitalization Strategies The Washington Neighborhood is a traditional urban neighborhood that has and continues to serve as a "port -of- entry" for new families and residents moving to Dubuque. It contains a mix of housing, primarily renter - occupied, small to modest scale commercial and industrial businesses, service businesses, limited recreational areas, and institutional uses (.\%c\-- \ " consisting mostly of churches and Prescott Elementary School. The boundaries of the Washington Neighborhood planning area are I 1 th Street on the south, Central Avenue on the west, Kaufmann Avenue on the north, and Elm Street on the east, except in the northeast corner which includes properties east to Kniest Street. A map of the neighborhood boundaries is shown above. Washington Neighborhood Plan - City of Dubuque IA Page 14 Neighborhood Planning Process In October 2004, the City of Dubuque and the neighborhood initiated the "Washington: Revitalize!" improvement program. In June of the following year, the program was publicly launched with a community kick -off event, which identified a sixteen point strategy plan to address neighborhood issues and opportunities. This initial phase of the neighborhood improvement plan culminated in a visioning process during the summer and fall of 2007. By engaging neighborhood residents in a participatory process, residents and other stakeholders were able to establish shared values and goals to guide future improvement efforts. The culmination of the visioning process is the following statement that expresses the goals and desires for the Washington Neighborhood's future. The statement is written in the present tense and describes an ideal future condition toward which all residents and stakeholders can pursue together. Washington Neighborhood Vision Statement The Washington Neighborhood is a vibrant and integral component of Dubuque. Residents include a broad spectrum of ages, income levels and ethnicities, each contributing a sense of community pride. The Washington Neighborhood maintains a diversity of options for housing and home ownership, entrepreneurship and employment within its historic urban fabric. Property owners and residents work to improve and maintain an inviting physical infrastructure that encourages social interaction, neighborhood pride, public and private investment, and civic responsibility. Residents have access to a full range of services within the neighborhood to meet their needs. The neighborhood has access to safe and inviting public spaces, where interaction among community members of all ages, backgrounds, and abilities is common. The Washington Neighborhood is well connected to the Dubuque Region. Neighborhood residents have transportation options linking them with employers, educational opportunities, and social and community activities. Residents and visitors feel safe and welcome in the neighborhood. The Washington Neighborhood, as a unique and diverse community, enhances the quality of life in the City of Dubuque. The diagram shown on the next page illustrates the general neighborhood planning process used to take this vision forward in the creation of the Washington Neighborhood Plan. The initial tasks of this phase of the planning process were designed to identify the key issues and potential strategies. Participants at neighborhood meetings were instrumental in brainstorming ideas to help resolve the neighborhood's key issues, identifying existing methods and programs that are successful, and suggesting new ones that could be created. Identifying methods and programs for neighborhood improvement helped establish the Organizational Framework for Neighborhood Improvement, which is described on page 18. Community Assessment & Revitalization Strategies Washington Neighborhood Plan - City of Dubuque IA Page 15 Planning Process Flow Chart Visioning Session rseparae prco~sr Qbjecat: Define o vision statement for the neghborhood to guide future neighborhood revitalization efforts Visioning Session (s,arae prams! Objective: Fstabfsh a set ofgoah that lays the foundation ft-r determining programs and Projects aimed at neighborhood revitabzat on Phase 1: Goals "Who we are & what we want to be" interviews + [2"d 1= Committee Committee Meeting Meeting Washington Neighbnrluhod Phan - City of Dubuque Ir\ Ql4ectio: Review neghlwrhood planning process, define working groups, review let of key ssues, and identify potential programs & P' Review 1st of strategy areas and ;dent fy other Programs & projects for ouch stratiy area 2008 Neighborhood Workshop #1 +3' Cormuaee Mg OII,•ecrive• Refne tat of programs & Pm 1 ) 2008 Phase 2: Implementation !Action Plan "How vre get there" Neighborhood Workshop #2 +4' CarnrtreeAfig 2_.3 : Present draft plan with final kt of progmms & projects and action plan Neighborhood Celebration Prevent fnd plan and celebrate the neighborhoods accomptshrnents 1 . )09 r: ;1 .GC IU in Pro{zurriryf ® CNT' ' watrohdt,f Purpose of this Plan Together with the vision statement, citizens of the Washington Neighborhood established several broad goals to guide the next phase of the planning process to establish a more formal plan that identifies short and long term strategies (policies) and specific actions (programs and projects) for which resources, timelines and responsible parties can be identified. This Plan for the Washington Neighborhood represents the culmination of previous efforts with a strategy to move forward. The purpose of this Plan is to create an action oriented document that translates the vision into projects and programs that can be implemented over time to ensure that the Washington Neighborhood is working toward the established vision. Community Assessment & Revitalization Strategies This neighborhood -based planning process to establish a long term improvement plan provides a consensus -built approach for a comprehensive revitalization strategy. This strategy must address both physical improvements to create a better environment for economic investment, and programs necessary to assist less- advantaged citizens to be able to "access the ladder of economic opportunity that leads out of poverty." This process is intended to encourage, equip and expand local leadership to address local concerns and advance priority programs and projects. Washington Neighborhood Plan — City of Dubuque IA Page 17 Organizational Framework for Neighborhood Improvement A long term effort is needed to accomplish a comprehensive revitalization strategy for the Washington Neighborhood. This Organizational Framework for Neighborhood Improvement identifies an effective process designed to enact change. Optimally, this begins with a citizen participation process that ensures adequate representation of differing interests and ultimately leads to residents taking ownership of the actions necessary to achieve neighborhood improvement goals. To guide the implementation of the vision and create action steps to address issues, the City convened a steering committee, referred to as the Citizen Coordinating Committee (CCC), consisting of residents and stakeholders that were involved in the earlier visioning process. To facilitate this process and assist the CCC in developing an action plan, the City retained a consulting team led by Teska Associates, Inc. (TAI), including the Center for Neighborhood Technology (CNT), LISC /MetroEdge (LME), and MJ Berne Consulting (MJB), to examine local conditions and initiatives and explore commercial market opportunities and branding strategies that could be utilized to serve resident needs and further strengthen the Washington Neighborhood as a desirable place to live, be an entrepreneur, and enjoy entertainment and cultural opportunities. During the fall of 2008, the CCC, working together with the consulting team, identified three core issue areas that will provide the organizational framework for moving forward. The neighborhood's core issues areas are: I. Economic Development 2. Families Youth & Education 3. Housing Community Assessment & Revitalization Strategies By working with existing organizations and the City, the CCC will work towards achieving solutions to the neighborhood's key issues in a focused and managed manner to minimize repetitiveness, maximize effectiveness, and encourage the sharing of ideas, resources, and success stories. In addition, the CCC provides the Washington Neighborhood with a unified voice with which the neighborhood can bring attention to neighborhood issues. Constant communication of progress and identification of practical solutions to the neighborhood's key issues will not only help foster a sense of community pride but also potentially encourage others residents and stakeholders to take part in these grassroots efforts. Washington Neighborhood Plan - City of Dubuque IA Page 18 Each of these three key issue areas and associated strategy areas form the core of the implementation approach to be developed further upon completion of community outreach in the months ahead. Furthermore, the development of each key issue area must be seen as essential to the health of the neighborhood. All three issue areas are interdependent and must be supported to create a solid foundation for neighborhood improvement. Like a three - legged stool, all three legs must be intact to support it. Similarly, no one part of this three pronged strategy the issues facing the neighborhood. Families. Youth & Education Community Organization & Involvement Community Pride & Identity Youth & Families Education Parks & Recreation Social Services Health & Nutrition Crime & Safety Transportation Economic Development Employment Opportunities Development Prospects Business Attraction & Retention Local Businesses Opportunities Streetscape & Property Improvements H ousi n g Homeownership Balanced Housing Stock Section 8 Housing Landlords Property Maintenance City & Neighborhood Services Washington Neighborhood Plan — City of Dubuque IA Community Assessment & Revitalization Strategies In addition, twenty strategy areas have been identified to address each core issue area through extensive interviews with stakeholders and through CCC meetings. Each of the strategy areas are listed by the appropriate core issue area. approach can be ignored in order to provide a holistic solution to Page 19 Section III: Nei:hborhood Profile The neighborhood profile includes the following elements: • Community Perspective ■ Economic Potential Analysis • Social Services & Education Analysis • Neighborhood Planning Analysis • Overview of Local Initiatives / Community Building Capacity Community Assessment & Revitalization Strategies Community Perspective Over the course of the previous visioning process, and as a result of the analysis of community conditions and input provided by residents and other stakeholders during this phase of the planning process, a picture of the Washington Neighborhood emerges that validates the many assets on which to build, issues for which solutions need to be found, and opportunities that need further development to enhance the quality of life for all. Assets (summary of interviews and vision report) • Strong institutional presence - over six churches and high quality neighborhood schools • Crescent Community Health Center • Multicultural Family Center ■ Orange Park ■ Local supermarket, restaurants, churches, small businesses and commitment of local lending institutions • Community- oriented Policing Program (COP) • Extensive housing programs and services • Extensive network of social service agencies • Supportive community foundations • Washington Tool Library • Locally owned grocery store • Walkable neighborhoods with mature trees and access to downtown employment and entertainment opportunities ■ Food Pantry ■ Redevelopment of commercial areas within the Five Points area • Maria House transitional housing and Presentation Lantern Center • Washington Neighborhood Association • Washington Court Apartments - providing affordable housing in rehabilitated historic building (former Casket Factory) Issues (summary of interviews and vision report) • Amount of rental properties resulting in increased instability • Amount of drinking establishments and related problems • Lack of housing maintenance, including chronic trash problems • Vacant houses and storefronts • Lack of parking for multiple family buildings • Landlords that are not invested in the community and disrespectful tenants • Lack of neighborhood serving retail stores and restaurants Washington Neighborhood Plan - City of Dubuque IA Page 20 Comma rAssessment & Revitalization Strategies • Public safety • Poor property and housing appearance • Access to employment and educational opportunities • Limited programs for youth Opportunities (summary of interviews and project identification exerdses) • Extensive inventory of buildings; including historic homes - most bust before 1939. • Proximity to Historic Millwork District, Pack Site and City center • Excellent access to local and regional roads and highways • "Gateway" to Dubuque attractions • Regional bike path and neighborhood and regional parks • Strong and committed local financial institutions partnering with Gty • Active neighborhood association • Local landlord association • Diversity in incomes and ethnicity • Affordable housing • Access to public transit • Walkable community — "genuine pedestrian- friendly feel" • Strong retail center at Five Points area (new Walgreens soon to open) • Active and supportive local developers and business entrepreneurs • Energy conservation and independence through use of green technologies • Bee Branch Creek realignment — new linear park system Washinngton Neighborhood Plan -- City of Dubuque IA Page 21 Neighborhood Assets & Opportunities Map Extensive inventory of buildings, inducting his- toric homes & structures eligible for the National Register of Historic Places Neighborhood Assets Schools Churches Proximity to Historic Districts Proximity to regional roods & hidaweys 1: C.i 'Rall 2: Multicultural Family Center 3: Elm St Correctional ; Facility 4: For Oaks �4owa 5: Manasseh House 5: P escoo Elementary School 7: Audobon Elementary School 3: Orange Park 9: Madison , Park 10: jack_ ;on Pork I I: St Mary's Church & Pre- School ti%'Jshington Neighborhood - Dubuque IA 11 fit • vr. it A Proximity to Historic Proximity to Cr4 Center /, Millwork District 12: St john's Lutheran Church 13: St john's Episcopal Church 14: St Patrick's Church 15: Immanuel Congregational Church 16: St Mathew Lutheran Church 17: Unitarian ELlnheruofist V 3:.Rrst Presbyterian Church 19: Power d(Proyer 20: St Poufs Lutheran Church 21: Salvation Amy 22: .Visiting Vorses Associotion Page 22 23: Descent Cornet. }wealth Center 24: Project Concern 25: Washington Tool library 26: Presentation tantern Center 27: Immigrodon Outreach Office 28: Operation NewView 29: Horizons 30: Mario 1-louse 31: Dubuque Food Pantry March 2009 Economic Potential Analysis The Economic Potential Analysis is comprised of two parts: (1) analysis of the local and regional retail markets (conducted by LISC MetroEdge), and (2) analysis of the general retail positioning and strategy (conducted by MJB Consulting). Dubuque & Washington Neighborhood Retail Market LISC MetroEdge was retained to assess the market area that encompasses the Washington Neighborhood in Dubuque, IA, to inform strategies for re- marketing the neighborhood to internal and external audiences, as well as to inform stakeholders about the retail development potential of the market area. Market Study Areas As shown below, there are three study areas in this analysis: ■ The Washington Community (left, map in green) is bordered by Kaufmann Avenue on the north, Heeb Street on the west, I I tr, Street on the south, and Elm Street to 20th Street to Kniest Street on the east. These are the primary neighborhood boundaries used for the neighborhood market analysis. • The Washington Trade Area (center, map in red) for this study is bounded by I"C Street on the south, the highway on the east, Bluff Street on the west, and 32nd Street to Peru Road to Sheridan Street to Davis Street to Lincoln Avenue and finally to Kerper Boulevard on the north. These are the natural boundaries where people from these neighborhoods would get their basic goods and services if they were available, with the exception of the Dubuque MSA, which is used as a comparison measure. ■ The Dubuque MSA (right, map in blue) consists of the Metropolitan and Micropolitan Statistical Area (MSA) established by the U.S. Census. L. Community Assessment & Revitalization Strategies Gubnvw USA , • Larger versions of each map are provided on pages A -1, A -2, and A -3 in Appendix A. A complete inventory of charts and other graphics relating to this analysis are also provided in the Appendix. Washington Neighborhood Plan — City of Dubuque [A Page 23 Community Assessment & Revitalization Strategies A neighborhood can be defined by political or planning boundaries similar to the Washington Community in this planning process. Conversely a market area is not limited by these definitions but rather by the area from which retailers can attract customers. A market area is better suited for analysis and assessment from which retail stores are better able to target and serve a local neighborhood customer base. This analysis included a scan of national data sets. Claritas provided national demographic and retail data and the alternative dataset used in the scan is Home Mortgage Disclosure Act (HMDA) data. Market Analysis The Washington Trade Area and the Washington Community both have a strong presence of middle income and upper income households, both of which are increasing. The Washington Trade Area and the Washington Community have a considerably higher concentration of buying power as compared to the Dubuque MSA. Specifically: • Median income in the Washington Trade Area is $34,291 - an increase of 72% since 1990. • There are 794 households per square mile earning more than $50,000 per year in the Washington Community. This compares with 654 household per square mile and just 27 households per square mile in the Washington Trade Area and Dubuque MSA respectively. • 1,334 total households in the Washington Trade Area earn more than $50,000 per year, an increase of 300% since 1990. • The Washington Community is more diverse than the Dubuque MSA - with 9% Black and Hispanic populations respectively. • These data demonstrate that the Washington Community and Washington Trade Area are substantially denser than the comparable areas in the Dubuque MSA - this means there are more households in these areas with money to spend. Concentrated Buying Power, a measure of buying power per square mile dearly illustrates this: 140 120 100 80 60 40 20 0 Concentrated Buying Power(Millions of Dollars per Square Milel $2.5 $126.5 Dubuque MSA Sourer. C(aritas2007, DSC MetroEdge metrics Washington Trade Area Washington Community El Ddouque MSA Washing ton Trade Area D Washkgton Comm talky Washington Neighborhood Plan - City of Dubuque IA Page 24 Washington Trade Area a" • t .. Motor Vehicle & Parts Dealers 30,400,000 27,400,000 2,970,000 10% Fumiture & Home Furnishings Stores 3,630,000 3,600,000 34,700 1% Electronics & AS •fiance Stores 3,520,000 682,000 2,840,000 81% Buildin• Material, Garden E•ui•ment & Su•pl Dealers 15,700,000 26,300,000 - 11,000,000 n/a Food & Bevera • e Stores 20,000,000 15,500,000 4,500,000 22% Health & Personal Care Stores 9,330,000 13,200,000 - 3,900,000 n/a Gasoline Stations 18,100,000 27,500,000 - 9,400,000 n/a Clothin• & Clothing Accessories Stores 5 880,000 3,990,000 1,880,000 32% S•ortin• Goods, Hobb , Book, & Music Stores 2,650,000 2,240,000 409,000 15% General Merchandise Stores 18,400,000 331,000 18,000,000 98% Miscellaneous Store Retailers 4,260,000 4,400,000 - 140,000 n/a Foodservice & Drinkin• Places 15,400,000 27,900,000 - 13,000,000 n/a Source Clarilas 200T Community Assessment & Revitalization Strategies As shown in the table below, there is not significant unmet demand for retail in the Washington Trade Area or in the Washington Community. Generally, there is an adequate number of stores in the Trade Area and in the Community that are sufficient in quantity to serve the local neighborhood. In the Washington Trade Area, General Merchandise and Electronics & Appliance Stores are the only two segments that show potential for additional development, with the potential exception of restaurants in the Food & Drinking category which is currently dominated by drinking establishments. In the other retail categories, the lack of float, or leakage, suggests that retailers are present in these categories. In different market conditions not dominated by a national (and international) monetary crisis that is restricting access to credit, the lack of retail float, or negative float, could be a market asset. It demonstrates that businesses are present and active, which presents an opportunity to encourage expansion of these retail clusters. For example, Food /Restaurant establishments tend to cluster, so the lack of leakage in this category might suggest an opportunity for another establishment. In the course of interviews associated with this project, it was also made clear that businesses such as banks, lumber stores, gardening stores and restaurants like Appolonia's draw from a customer base that lives outside the Washington Neighborhood. This is all good news that could form the core of a re- marketing campaign for the Washington Neighborhood, aimed at changing the perception of the neighborhood, perhaps led by the neighborhood stakeholders and the City as chief ambassadors. The elements of this campaign might include the messages that middle income households are present and increasing in the Washington Neighborhood, that businesses in the Washington Neighborhood are succeeding, and that people from around the community patronize these businesses and actively travel to the Washington Neighborhood for their shopping and service needs. Washington Neighborhood Plan — City of Dubuque IA Page 25 Community Assessment & Revitalization Strategies Re- marketing — changing the perception of the neighborhood — is a priority goal that was identified by stakeholders at the outset of this neighborhood planning process. This analysis also provides some valuable insights into how to best respond to managing existing retail spaces in the neighborhood. The analysis does not show apparent need for many new stores to serve the existing resident population. The limited amount of retail development opportunities on the basis of float or leakage data suggests the need for further study to determine shopping patterns and service needs of neighborhood residents. Do residents feel in specific categories? If so, that might mean that the existing stores are not local neighborhood — either because the quality is lacking or they serve a customer base from outside the neighborhood. In these cases steps can be taken to address these circumstances by upgrading or expanding current businesses to better fit the local customer base. underserved serving the for retail Market Strategies The current economy suggests that for the next 12 to 24 months (length varies depending on the analyst), investments and programming to retain existing businesses are more important than attracting new businesses. Current retailers are threatened in their current spaces and generally are not looking to expand. A number of strategies and techniques are available to support businesses, although there is no obvious entity to deliver them in the Washington Neighborhood. The Main Street Program, with an expanded focus and additional resources might provide the best fit. The City of Dubuque might also consider enlisting the help of a local university business school to identify sources of state and federal funds available for economic development programs such as services available through the Small Business Administration. The Greater Dubuque Development Corporation might also be a helpful participant in a conversation about how to provide technical assistance for businesses in the neighborhood. Examples of technical assistance that might be deployed to support business retention in the Washington Neighborhood include: • Organize merchants to create a merchants association. This could better empower merchants to work on their own behalf as well as provide a mechanism for business peer -to -peer supportive contact (successful businesses mentoring new or struggling businesses). • Organize property owners on Central Ave. The buildings along Central Ave provide a core set of physical assets that could be revitalized to create a vibrant business district. Much work is needed to build towards this goal, including weathering the current financial crisis and sustaining the existing businesses. Owners of space along Central Ave are among the most important stakeholders in the revitalization of the business district. Identifying and building relationships with these individuals about a commons vision for the street is an activity that could be facilitated in parallel with organizing merchants. Note that property owners and merchants would also be potential investors in creating a business district to support their businesses and the surrounding street. Washington Neighborhood Plan — City of Dubuque IA Page 26 ■ Create business profiles. An easy way to market local businesses (both to potential customers and potential investors in the neighborhood) is to profile examples of success. An interview and profile of Appolonia's would be a useful marketing piece for the neighborhood, and might also yield important insights on how to successfully run a business in this neighborhood that other businesses can learn from. • Work with local banks to create low- interest loan programs for businesses to implement storefront and interior space upgrades. The Main Street program has funding to support the creation of new facade designs for businesses in the Washington Neighborhood that has been utilized according to the Main Street Director, but funding has not been available to accomplish facade improvements. • The City may also consider providing financial support for maintenance. Currently, businesses have few places to turn for support in maintaining their buildings. This type of support, deployed judicially, can be useful for supporting the growth of select model businesses that are valuable to the street and the community. ■ Continue to work on improving safety and filling /cleaning vacant spaces. Safety and security is the number one retailer concern according to a 2004 survey by the International Council of Shopping Centers. Businesses should communicate directly with the police about their safety and security concerns. A number of low -cost programs have emerged in other cities that could serve as models in Dubuque for managing vacant spaces as well - such as providing grants to local artists to rent, clean and exhibit in vacant storefronts for 3 to 4 months. These and other business support programs can be implemented by supporting a technical support organization with grant funding. Small business start -up and microenterprise programs may also be useful mixes to some of the tools noted above - they represent the logical next steps after existing business are stable and secure and a supportive and safe business environment has been established. Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Page 27 Summary of Findings • Washington's current retail niche is one that focuses on the convenience- oriented needs of the trade area's lower- income contingent. It appears to be quite successful with this positioning, at least in cases where on -site parking can be made available, as at Elm Street and East 20th Street, and at Central Avenue and East 20th Street. On the other hand, more traditional urban storefronts, in zero - setback, mixed -use buildings along Central Avenue, struggle to attract higher - caliber tenants. Community Assessment & Revitalization Strategies General Retail Positioning & Strategy The following offers MJB's observations and recommendations on general retail positioning and strategy for the Washington Neighborhood in Dubuque, IA. Please note that this is not based on a full - length analytical effort, but rather, a far more abbreviated scope -of -work, including just a two -day site visit that consisted of multiple meetings with key local stakeholders and retail experts, a review of LISC MetroEdge's market data and consideration of basic psycho - graphics. • With good access to Highway 20 via the NorthWest Arterial, consumers from the north no longer have to pass through Downtown in order to get to the West End, reducing commercial corridors like Central Avenue of traffic and visibility. To achieve any sort of larger draw, the Washington Neighborhood needs to identify a unique position within the competitive marketplace capable of pulling on its own, as a destination. It is unclear, however, what this might be, given that other niches are already "covered" elsewhere in the downtown. For example, to the extent that the Dubuque region contains significant numbers of "twenty - something" young professionals with more urban sensibilities, they are likely to gravitate to the chic, cosmopolitan buildings of Main Street between West 10th Street and West 1 1 th Street that Gronen Restoration has so artfully curated, and /or to some of the businesses on Old Main Street. Furthermore, Gronen Restoration is looking to create more of the same on the stretch of Main Street south of West 10th Street, thereby offering additional space for other entrepreneurs hoping to tap this market. And this is not even considering the play that the Historic Millwork District will make for these sorts of consumers. Students, particularly more alternatively- minded ones, will often gravitate to edgier (and lower - rent) neighborhoods and business districts, yet the businesses that cater to them in this case might still prefer (and be able to afford) a more established location on Old Main Street (to wit: The Dark Slide, the skate shop moved from Central Avenue to Old Main), where the concentration of collegiate nightspots has already paved the way, or in the University Avenue area, closer to the colleges themselves. Market Opportunities & Strategies • In contrast to anecdotal accounts of neighborhood change, LISC MetroEdge data indicates that both the Washington Community and Trade Area have been enjoying considerably higher rates Washington Neighborhood Plan — City of Dubuque IA Page 28 of growth in middle and middle -to -upper income households than the MSA as a whole, suggesting an improving shopper demographic. Based on our interviews, this is a story that is not being told, and that could help in the re- branding process. However, the numbers are not yet large in absolute terms, falling far short of what would be needed to sustain most of the businesses typically envisioned in such cases. Furthermore, those who live in or move to a neighborhood do not necessarily shop /dine /recreate there, especially when it is so close to a downtown or other large competitor, like, as mentioned above, the 1000 block of Main Street. In the case of the Washington Neighborhood, more upwardly - mobile households will be most likely to patronize retailers and service providers close to home that cater to their every-day convenience needs and that have not been stigmatized as serving primarily a low - income customer base, like Walgreens or Radio Shack. Exceptions can be found in the area of food and drink, as in the case of Appolonia's, although these sorts of individually- crafted establishments are far more likely to be able to pull from beyond the immediate trade area elsewhere in downtown (e.g. on Main Street, further south). Their ability to achieve such a wider draw with a Washington location depends heavily on the motivation and reputation of the proprietor, and put simply, not every entrepreneur can be a Michelle Mihalakis. Furthermore, the City should think very strategically on this score. Viewing the matter through the lens of market potential and not quality -of -life concerns, restaurants and bars are most likely to be successful when they are clustered together and can collectively pull as a larger destination, and it is not advisable to allow them to scatter too widely. A concentration already exists, for example, on Old Main Street; nurturing competitors in other parts of downtown risks undermining it, especially in a relatively limited market like Dubuque and in an ever more fragile economy. On the other hand, certain "commodity" dining experiences, like family or fast food restaurants, might not carry the same risk, to the extent that they cater largely to neighborhood and pass -by traffic (versus, say, the "destination" draw of lower Main). Pizza Hut and Taco John's, for example, do not pose much of a threat to Pepper Sprout and Bricktown Brewery/Blackwater Grill. • One must also keep in mind that the lion's share of the trade area consists of working -class consumers. And there is nothing wrong with that. Not every neighborhood or business district has to be a destination. Indeed, some are only meant to serve the mundane, every-day needs of the people who live there, and nothing more. What that vision Tacks in glamour, it tenders in utility. Washington Neighborhood Plan — City of Dubuque IA Community Assessment & Revitalization Strategies Page 29 • Therefore, the key issue to examine is whether or not the Washington Neighborhood is successful as such a convenience - oriented business district. It has a grocery store; a pharmacy and soon, a large - format drug store (not to mention the Hartig Drug at Central Avenue and Kaufmann Avenue); two banks; a Family Dollar, a discount - variety store, which serves a useful purpose for working -class consumers; a self- service Laundromat; a family hair salon; fast -food purveyors, and in Pizza Hut, a family restaurant. Community Assessment & Revitalization Strategies • The question is, what other conveniences does the existing population in the trade area need? To answer this question, it helps to look at the psycho - graphic profile, which is generally defined as a relatively complete assessment of a group's psychological attributes such as personality, values, attitudes, interests, or lifestyles. The psycho - graphic profile reveals the prevalence of the following three segments: o Home Town (32.1%). This segment consists of white families who are generally averse to change and have lived in the area for two generations and whose children will remain there for the next one. With lower education levels, these households earn Tower- middle class incomes, with the median at $32, 155, and live in older, single - family homes. They tend to own pets, play video games, enjoy fishing, go to nightclubs and the movies, shop for groceries at Piggly Wiggly, IGA and Aldi, buy clothing at Wal *Mart, and eat at Hardees, Old Country Buffet and Ponderosa. o Rust Belt Traditions (30.1 %). This segment of the population also consists of white families who have lived in the area for years, in modest single - family homes that they own. Somewhat better educated, these households earn middle -class incomes, with the median at $49,579, and while they have historically concentrated in manufacturing, 50% now work in white - collar occupations. They tend not to follow fads, sticking instead to what they know. They undertake home maintenance projects, bank at credit unions, watch their pennies and use coupons, shop at Sam's Club, and enjoy bowling, fishing and hunting. o City Dimensions (23.5 %). This segment consists of young, ethnically- diverse households, with African- Americans accounting for roughly 25% and Hispanics 29 %. With lower education levels, these households earn lower incomes, with the median at $27,639, and unemployment is high, at I 6%. They tend to be transient, with many having recently moved to their current residences. However, only 11% are on public assistance. Many rent in older, two- to four -unit apartment houses, resulting in relatively high residential densities. They play video games, purchase team jerseys and branded sneakers, spend on bedding /bath and kitchen items, often service their own cars, and in the evenings, dine at restaurants, dance and head to the cinema. This profile, combined with the retail -float leakage figures calculated by LISC MetroEdge, suggests a number of still- existing gaps in the retail mix in the Washington Neighborhood area, including, for instance, electronics (e.g. Radio Shack), video games (e.g. GameStop), auto parts (e.g. Auto Zone, which could provide a closer alternative than the Advance Auto Parts on Washington Neighborhood Plan — City of Dubuque IA Page 30 Redevelopment Opportunities & Strateg Community Assessment & Revitalization Strategies Central Avenue and 32nd Street) and car rental (e.g. Enterprise Car Rental, which would presumably offer a lower price -point than the Hertz on Collision Drive). Furthermore, the larger vacant Pack Site on 16th Street offers the opportunity to attract larger format operators in the general merchandise category that the LISC MetroEdge data indicates as underserved and do not have a presence in the Dubuque market. And with the presence of a larger anchor like a supermarket, one could also envision another general- merchandise operator not yet in the region, Big Lots, as well as additional family family restaurants (e.g. IHOP, Culver's) and moderately - priced clothing and shoe stores (e.g. Cato Fashions, Payless ShoeSource) as potential retail businesses to target. Most of the retailers referenced above are larger chains, yet even if these brands are not interested (or desired), certain local or regional "chain- lets" might be intrigued by the opportunity. These include operators that concentrate primarily on the Dubuque market or on Iowa and its neighboring states, but have more than one location. Examples include Maid -Rite, Bishop's Buffet and Bandana's Bar -B -Q. Oualifier: Specific retailers are referenced here for illustration purposes, but given budget constraints, they have not been fully vetted as possibilities for this particular neighborhood and in this current economic climate. ■ With its vast acreage and U.S. 61 / U.S. 151 access, the Pack Site has the potential to attract retail amenities that the Washington Neighborhood would be unlikely to get on its own, for example, larger format retailers as well as moderately - priced clothing and shoe stores (see discussion above). And just as the redevelopment of the riverfront played a major role in the revival of Old Main Street, new draws at the Pack Site could act as anchors for the nearby node at Elm Street and East 20th Street. However, visitors arriving to the Pack Site via U.S. 61 / U.S. 151 would access the site at the Kerper Boulevard interchange, meaning that the Washington Neighborhood itself will not be guaranteed automatic visibility, thus placing added weight on having consistent market positioning (e.g. complementary merchandise mix, similar price point, etc.) and well - established connectivity (e.g. a welcoming East 16th Street, beckoning signage, etc.). Also, in order to maximize the Pack Site's tenanting potential, the City will need to reconsider its policy on incentives. Not only does the current economic climate call for a larger government role in this regard, but also, shopping center developers routinely "pay" for larger anchor stores with below- market rents and other incentives. Municipalities and economic development boosters looking to compete in this marketplace must be prepared to do the same or else miss an opportunity to make a big splash and lose more retailers to competitors. Opposing arguments often center on the idea that since incentives were not necessary to spur large -scale retail development on the West End, they ought not to be considered here. Not only is this inaccurate -- the construction of the Northwest Arterial represents one very large piece of government largesse that helped to make Asbury Plaza possible, for example -- but also, it ignores the fact that the Washington Neighborhood is a far more difficult sell to tenants in this era of sprawl on "greenfield" sites, and is in greater need of that initial jump- start. Washington Neighborhood Plan - City of Dubuque IA Page 31 Community Assessment & Revitalization Strategies • In the Washington Neighborhood itself, the intersection with the most promise for retail appears to be the one at Elm Street and East 20th Street, with its relatively successful Eagle Country Market, recently- renovated Pizza Hut, and new Walgreens, not to mention its proximity to the Pack Site and potential to benefit from that future redevelopment. However, the property currently occupied by the Eagle Country Market is likely to become available once the Pack Site is re- developed, either because Eagle will relocate to a bigger space at the Pack Site or it will struggle to compete with another, larger supermarket operator there. If this occurs, the City and /or its partners should consider purchasing the property (and perhaps, the strip mall to the immediate north) to ensure future usage and tenancy that would be beneficial to the community. • Other strong intersections for retail in the Washington Neighborhood include the ones at Central Avenue and Kaufmann Avenue, and Central and 20th. Central Avenue, as the primary route from the north, enjoys relatively high visibility. However, redevelopment/re - tenanting opportunities in both cases appear limited. As for Central Avenue's older building stock to the south, its near -term tenanting potential is limited, given the difficulty in providing off - street parking. However, the benefits of demolition (e.g. for fast -food restaurants, cell -phone stores, etc.) would not in this case appear to justify the loss of such continuous urban and historic fabric; better, it would seem, to moth -ball these structures until they (i.e. either this stretch of Central Avenue, and /or the urban form in general) rebound in value. In the meantime, such low -cost storefronts should be positioned as incubator space for early -stage entrepreneurs (e.g. previously The Dark Slide) and niche businesses (e.g. previously La Epiga Mexican Bakery), and possibly as "spill- over" space for grassroots creative businesses that might be displaced by the redevelopment of the Historic Millwork District. • If the City wants to see such independently -owned businesses succeed on corridors like Central Avenue, and in the Washington Neighborhood more generally, it must be prepared to invest in the creation and marketing of a support infrastructure for these kinds of small -scale entrepreneurs, both in terms of small - business financing (in concert, perhaps, with local banks), but also a technical - assistance program that provides education on matters like business planning, merchandise mix, store layout, etc. (possibly in partnership with the region's colleges and universities). Also, this support infrastructure must be developed with the cultural sensibilities and possible language barriers of its likely users in mind (suggesting, for example, a Spanish- speaking staffer). i ( Ql�©Ina 'glom 1 p�l© um ' III .) I I In 1 x, 1911 ; . A tall__ I . rc, • Finally, a surfeit of retailers catering to a lower- income clientele (e.g. stores with "Dollar" in the name, payday lenders, etc.) often creates and reinforces negative perceptions that hamper efforts to re -brand the neighborhood and attract a more diversified mix of businesses and residents. However, a City sponsored program of cosmetic enhancement, providing generous funding for more attractive signage, down - lighting, painting of vacant storefronts, etc., would, just by enhancing the visuals, send a very different message about the Washington Neighborhood and induce others to treat it less dismissively. This would probably need to be Washington Neighborhood Plan - City of Dubuque IA Page 32 Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies separate from City's existing low- interest loan program for building improvements in the Downtown, which, due to severe under - funding, has a ten -year waiting list that would likely deter potential applicants from the Washington Neighborhood. Furthermore, it should tie available monies to the provision of technical assistance. As mentioned earlier, the neighborhood's brand would also be improved if its own stakeholders were to speak of it in more positive terms. With notable exceptions (e.g. City staff, Michelle Mihalakis), our interviews were characterized by a common refrain, about the influx of low - income, African - American welfare recipients from Chicago and Milwaukee -- this seems to be the prevailing image of the Washington Neighborhood, even among those who know it best. And yet the data suggests not only that this contingent is relatively small, but that there is another trend, the arrival of middle and mid -to -upper income households. If its own "ambassadors" are not going to tell that story, few others in the West End are likely to hear it. Page 33 Social Services & Education Analysis The feeling in the Washington Neighborhood is that change is needed to help revitalize the community. While physical improvements are needed to improve the physical appearance and charm of the neighborhood, they must be complemented with social improvements that raise self and community pride and enhance the well being of both individuals and overall neighborhood. The community must be inspired to change as change requires the commitment to be organized, to stay involved, and to communicate openly with each other. Community Assessment & Revitalization Strategies To keep the charge towards change that is enduring and focused, strong and active leadership is needed to inspire and pave the way. Leadership and action can emanate from individual community members, local organizations, and the collaboration of various social service agencies and City government. Youth are also encouraged to get involved in the community as activism and interest can filter onto parents, siblings, and friends. As noted above, improvements to social aspects of the neighborhood can help enhance self and community pride and enhance the well being of both individuals and overall neighborhood. By working together to boost the pride and identity of the Washington Neighborhood, the community can break down the barriers that keep it from truly embracing its diversity and proud history and, at the same time, demonstrate to others that the Washington Neighborhood is a special place worth visiting and calling home. A variety of social service and outreach agencies serve the Washington Neighborhood, providing programs and services relating to family services, counseling, SRO and transitional housing opportunities, clothing and food, health, education, employment and financial assistance, and diversity outreach. Although the Washington Neighborhood has its fair share of social needs, some feel that the range of social service and outreach agencies is one of the neighborhood's strengths. There are many quality people, programs, and resources serving the neighborhood, but there needs to be a more effective way to connect them to residents. Project Concern is one such agency that helps connect people to services. There is also a need to encourage more active outreach as there is a common fear among residents to ask for help when in need. The Community Foundation of Greater Dubuque is one example of active philanthropic outreach. One particular social issue that received mixed reactions was the prevalence of homelessness; some feel there is no problem while others feel that the homeless are not counted accurately, which does not account for the "hidden" population of homeless children. Washington Neighborhood Plan - City of Dubuque IA Page 34 Audubon # of Total Participants* Prescott # of Total Participants* 3rd thru 5 Grade 300 3rd thru 5 Grade 1,290 6th thru 9d' Grade 300 3rd thru 5t Grade 1,290 Schools Flag Football (September /October) Volleyball (September /October) Basketball (February/March) Track (April /May) Audubon 28 Not offered Not offered 0 Prescott 0 25 18 20 Schools Total Number Registered Audubon 33* Prescott 33* Youth & Families The Washington Neighborhood offers a range of activities and facilities geared towards youth and families. The many long- standing churches are one of the neighborhood's greatest assets, offering activities and facilities for youth and family programs. In addition, other facilities or agencies like the Boys and Girls Club, Project Concern, Multicultural Family Center, the City's Leisure Services Department, and Crescent Community Health Center offer their own set of programs for the community. There is concern, though, that more needs to be offered, particularly in terms of offering programs that are affordable, providing guidance to youth, and encouraging youth to get involved in the community. After School Sports Participation, 4th -5th Grade Source: Leisure Services Department Community Assessment & Revitalization Strategies The City of Dubuque provides a variety of opportunities for children and youth in the neighborhood, and through familiar venues. In some cases, levels of participation are not as high as one might presume, given the cited needs for more programming. During the school year, both elementary schools have a general after school program that younger children may attend, as well as a sports program for the older ones. Both programs help fill a gap in time from when the school day ends and when many parents arrive home from work. After School Program Participation, K -3rd Grade, September thru October Source: Leisure Services Department Weekend Open Gym Participation, November thru March estimated number of participants * Participants are not the number of individual children registered, but number of times someone attended Source: Leisure Services Department Washington Neighborhood Plan - City of Dubuque IA Page 35 Location Total Enrolled Comiskey Park Mornings; September -May 53 St. Luke's Church Afternoons; September -July 44 Total # of Classes Total Enrolled (max. 285) Open Spaces (unfilled) % of Open Spaces (unfilled) 14 242 43 15% Summer Playground Program Weekday Mornings Prescott Comiskey Park Week day Evenings Audubon Comiskey Park Orange Park # of Total Participants 283 1,715 # of Total Participants 692 947 337 Lunches Served 497 1,300 Lunches Served Not applicable Not applicable Not applicable * Participants are not the number of individual children registered, but number of times someone attended Source: Leisure Services Department Uptown Recreation Classes, Comiskey Building, various ages from 5 -15, Summer Source: Leisure Services Department Playtime for Tots Participation Source: Leisure Services Department A large number of elementary school age children live in the neighborhood, with total enrollment at each school nearing 300. One might wonder why there aren't higher program participation numbers. Through resident interviews and neighborhood meetings, a variety of issues, in addition to available programming, were brought up: ▪ Transportation (How do children get to and from programs safely ?) • Cost (Even the slightest cost can be prohibitive in some households, especially those with more than one child.) ▪ Communication (How are parents /students notified about available programs ?) ▪ Trust (Adequate programming and solutions to the above matter little to a parent who doesn't know or trust his /her community /neighbors.) Participation, Ages 8 -14, June -July Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Page 36 Overall, neighborhood stakeholders expressed a need for more family programming across the entire age spectrum. Younger children need affordable childcare/daycare. Seniors need activities that cater to their health and social interaction. Parents need structured activities and viable childcare options that allow them to focus on longer -term jobs. And youth need activities that suit their interests and needs, particularly as they vary between specific age groups. Programs and events that focus on the family as a unit, where families can participate together, are also ideal. While cost of services is an important factor, accessibility is also critical, particularly in a neighborhood that has low car ownership and relies more on walkability. Education The Washington Neighborhood has access to educational opportunities at all levels, ranging from pre - K /early education at Prescott Elementary School and St. Mary's daycare school at Holy Family to post - high school at colleges like NICC and Loras College. Many of the schools are held in high regard, including the local high schools and the rebuilt Prescott Elementary School. For elementary school, Prescott Elementary and Audubon Elementary Schools are located within or close to the neighborhood. The majority of stakeholders prefaced their discussions on education with these two schools in mind. Both schools have a student body just under 300, each comprised of about 6% of the entire school district's population: Source: Dubuque Community School District Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Test scores are a valuable measurement to determine how students on average are fairing in the specific school, as compared to other schools, the district and the state. With the recent re- organization of Prescott School, one may not expect significant gains in test scores for several years. Page 37 Audubon Prescott School District Pre -K - 20 91 Kindergarten 51 40 810 Grade 1 55 39 761 Grade 2 49 39 770 Grade 3 39 42 789 Grade 4 51 38 773 Grade 5 39 47 758 Total Enrollment 284 265 4,752 of DCSD enrollment 6.0% 5.6% I00% Overall, neighborhood stakeholders expressed a need for more family programming across the entire age spectrum. Younger children need affordable childcare/daycare. Seniors need activities that cater to their health and social interaction. Parents need structured activities and viable childcare options that allow them to focus on longer -term jobs. And youth need activities that suit their interests and needs, particularly as they vary between specific age groups. Programs and events that focus on the family as a unit, where families can participate together, are also ideal. While cost of services is an important factor, accessibility is also critical, particularly in a neighborhood that has low car ownership and relies more on walkability. Education The Washington Neighborhood has access to educational opportunities at all levels, ranging from pre - K /early education at Prescott Elementary School and St. Mary's daycare school at Holy Family to post - high school at colleges like NICC and Loras College. Many of the schools are held in high regard, including the local high schools and the rebuilt Prescott Elementary School. For elementary school, Prescott Elementary and Audubon Elementary Schools are located within or close to the neighborhood. The majority of stakeholders prefaced their discussions on education with these two schools in mind. Both schools have a student body just under 300, each comprised of about 6% of the entire school district's population: Source: Dubuque Community School District Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Test scores are a valuable measurement to determine how students on average are fairing in the specific school, as compared to other schools, the district and the state. With the recent re- organization of Prescott School, one may not expect significant gains in test scores for several years. Page 37 Source: Dubuque Community School District; Iowa Department of Education 2008/09 Percent of Students Receiving Free or Reduced Lunch Source: Dubuque Community School District Community Assessment & Revitalization Strategies Another school - related measurement that bears importance for the neighborhood is the percentage of free or reduced lunches at each school. As cited in the school district's 2007/08 annual progress report "Student achievement in this country is never going to significantly improve until attention is directed to the root causes of low achievement — failing families in a low -wage economy." The numbers above point to the need for ongoing interaction and programs that fill gaps some households may not be able to meet when left unassisted. In addition to issues pertaining directly to Audubon and Prescott Schools, stakeholders identified several other concerns during interviews and meetings. Transportation to other schools outside of the Washington Neighborhood Plan - City of Dubuque IA Page 38 Washington Neighborhood Plan — City of Dubuque IA Community Assessment & Revitalization Strategies neighborhood, such as Senior High School, was mentioned numerous times. And while academic education is important, there is interest in exposing all students to a range of opportunities that help them recognize that "there is more to life" than their everyday experiences as well as cater to their interests that may not be nurtured in a regular academic curriculum. While educational opportunities are available for adults, key issues include maintaining affordability, providing convenient transportation to and from schools, and continually diversifying educational options (e.g. vocation, arts, interpersonal skills, etc) and resources (e.g. computer Tabs) to meet varying interests, needs, and ages. Health & Nutrition The Washington Neighborhood is served by a handful of health - related facilities, including the Crescent Community Health Center (Crescent CHC), Visiting Nurse Association (VNA), and pharmacies such as Hartig Drug, and Mercy Family Pharmacy. The future Walgreens will offer additional pharmaceutical goods and services but will compete with existing pharmacies. The Crescent CHC has a considerable walk -in market from the neighborhood, providing low -cost vision and dental care at fee - for - service for under - insured and Medicaid recipients. Substance abuse and mental health services are offered within and near the neighborhood, but other health services and care are needed, particularly those that combine education with activity and cater to different highly accessible addition to the Washington Neighborhood, the Crescent CHC is continually growing in its programming and services and is the best option to serve as the neighborhood's primary care health service agency. age groups. As the most Strategy #I: Expand transportation options to programs and activities serving the neighborhood. • Enhance existing transportation services for neighborhood programs and events with more regular service (e.g. circulator system) and increased marketing /promotion. • Establish a bicycle safety program, particularly promoting a certificate of completion and providing incentives to wear helmets. recent and Potential Neighborhood Strategies The Washington Neighborhood is well served by a wide variety of social services agencies, not -for- profit organizations, and City departments addressing many of the issues identified by community leaders in the previous visioning process. Through this phase of the planning process, the consultant team, neighborhood residents, other stakeholders, and the CCC have identified many potential program and strategy initiatives that are summarized below. Strategy #2: Expand youth activities that meet the interests and needs of children of all ages and keep them engaged and active. • Develop a Washington Neighborhood Youth Collaborative that identifies needs and concerns, plans regular activities for youth and children, and provides leadership programming and opportunities in the Washington Neighborhood. • Create a feedback system that gathers input from youth to define their needs and interests. • Establish intramural sports programs that target youth ages 13 to 1 Page 39 • Create a neighborhood little league team that can be incorporated into the existing little league system. ® Create a Hip Hop Dance Club and a Drill Team. Strategy #3: Enhance neighborhood communications to ensure residents are aware of programs. • Create a "Calendar of Community Events" to be published monthly that promotes all community events, meetings, available city programs and services, and other pertinent information available to the neighborhood. ■ Plan a sports and health fair that promotes a variety of sports and educates the community on health and nutrition matters. • Develop and promote an "Eat -n -Greet in Washington Neighborhood" program to provide an annual (or more periodic) event that attracts residents from the neighborhood and beyond to showcase the neighborhood's restaurants and other businesses. Strategy #4: Encourage greater parent /adult involvement in the community, particularly with youth activities. • Encourage the formation of a fully functioning community development corporation (CDC) /non- profit corporation that would focus on implementing these strategies, addressing the full scope of neighborhood issues and concerns, fundraising, and attracting investment into the Washington Neighborhood. ® Explore methods that will encourage and foster greater parental involvement in the lives of their children. • Develop a Mentor Program for school children (K -12) to have positive, ongoing interaction with adults from the Washington Neighborhood and the surrounding community, taking note to collaborate with students from local colleges /universities and other existing mentoring programs. • Develop a comprehensive after - school program that utilizes existing local companies (agencies, businesses /industries, organizations and institutions) to expand after - school activities that allow teens to participate in meaningful, experiential activities. ® Work with schools and churches to expand the Open Gym program that is open to families. ® Establish a community garden that promotes urban gardening and sustainable community care in a way that engages both youth and adults. • Establish a "surrogate parent" program where responsible adults from a verified pool of volunteers can fill in for parents who are unable to assist with their children's activities due to extenuating circumstances (e.g. multiple jobs, night classes, etc). ® Work with local agencies to enhance job training program within the neighborhood that provides GED classes, teaches job application and interviewing skills, and prepares adults for the workforce. • Develop a "Warm Summer Fun on Cold Winter Days" program to foster connections between youth and parents with the potential to integrate other projects like Open Gym, sports fair, and activities for all ages. Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Page 40 Neighborhood Planning Analysis Land Use The land use composition for the Washington Neighborhood is highly mixed, including: residential structures; commercial businesses; industrial uses; parks; institutional uses like schools, churches, and civic uses; and community agencies. An Existing Land Use Map is provided on page 48. The core residential section of the neighborhood is located east of White Street and west of Elm Street. Some pockets of residential uses extend east of Elm Street near Audubon Elementary School. In addition to having a mix of owner - occupied to renter - occupied units, housing types include single family detached homes, apartments, condominiums, and Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies single room occupancy (SRO) units. Central Avenue and White Street generally act as the neighborhood's primary business corridors with a variety of retail businesses and professional offices. The Five Points retail duster around the Elm Street/20th Street intersection, which includes the Eagle Country Market and future Walgreens, is another key commercial node in the neighborhood. A few businesses such as taverns and small retail businesses are also interspersed throughout the neighborhood. The businesses and offices offer convenient goods and services to the community. A few industrial uses are located within the Washington Neighborhood, particularly in the southern section south of 13th Street. Other industrial uses are located just outside the neighborhood to the south and east. However, several of these industrial uses are located within the Historic Millwork District, which is being planned for potential residential and commercial mixed use development. El Eli 1111 g ill MN O ii I biiiIibii Although Orange Park is the only park located within the boundaries of the Washington Neighborhood, a few other parks are located in close proximity, including Jackson Park and Madison Park to the west and Comiskey Park to the north. A trailhead for the Heritage Trail is located just north of the neighborhood along Elm Street. Schools and churches also offer areas for recreation. It is the general consensus of local stakeholders that the neighborhood is underserved by parks. While traditional national criteria for park planning suggest a ratio of 10 acres per 1,000 residents, communities and park districts may offer their own ratios, accounting for more (or less) park space per resident. While one ratio is not necessarily applicable to all situations, a parks survey to assess recreation and open space needs may help determine the appropriate supply of park space Washington Neighborhood. residents' for the Page 41 Adjacent Areas of Influence As illustrated on the Areas of Influence Context Map on page 49, adjacent areas have influence on the quality -of -life and community development prospects of the Washington Neighborhood. While the Washington Neighborhood is planning its community revitalization efforts, two adjacent sites - -- the Historic Millwork District to the south and the former Pack Site to the east - -- are also partaking in planning and site design studies that may impact how the Washington Neighborhood evolves, particularly in terms of attracting quality businesses and building its desired residential character. However, there will be opportunities to create appropriate transitions between the Washington Neighborhood and adjacent areas. For example, a hike -bike path or greenway could extend from the Historic Millwork District into the Washington Neighborhood to provide a link between the two areas. Community Assessment & Revitalization Strategies Like many established neighborhoods, residents have convenient access to a few schools and multiple churches in the Washington Neighborhood. Though only a few years old, the new Prescott Elementary School is gaining a strong presence in the neighborhood, offering educational spaces for students and community groups alike. Audubon Elementary School is located northeast of the neighborhood. There are also several churches in the neighborhood, some of which offer school programs in addition to their religious services. The Washington Neighborhood is also adjacent to City Hall, which provides civic services and programs to residents and businesses. Many community and social service agencies serve the Washington Neighborhood, including the Multicultural Family Center, Boys and Girls Club, Project Concern, and Crescent Community Health Center. The Washington Neighborhood will benefit from the Bee Branch realignment project, which aims to improve the control of stormwater to alleviate flooding in the Bee Branch area. New linear parks and bike trails associated with this project will enhance the quality of life for residents. While the corridor limits of the Bee Branch realignment project run adjacent to the northeast corner of the Washington Neighborhood, none of the properties within the Washington Neighborhood are required to be acquired to complete the project. Urban Design The Washington Neighborhood is characterized by an urban setting with dense blocks of residential and commercial uses, proximity to a range of uses and services, and an established but aging housing stock. While the urban setting can work in the Washington Neighborhood's favor as it establishes its identity Washington Neighborhood Plan — City of Dubuque IA Page 42 Transportation The street network serving the Washington Neighborhood is designed in a traditional grid, providing generally efficient vehicular access and circulation throughout the neighborhood. The major streets that bring most of the vehicular traffic to the Washington Neighborhood include Central Avenue, White Street, 1 I th Street, 14th StreetlLoras Boulevard, 16th Street, 20th Street, and Kaufmann Avenue. Though not as prominent, Washington Street is unique in that it has traffic circles at the intersections with 15th, 16th, 18th, and 19th Streets, which help slow traffic along the linear street grid. The Washington Neighborhood is generally viewed as a walkable neighborhood where residents tend to walk more to local destinations than drive. While part of this is attributed to a lower than average car ownership rate, the dense blocks of residential and commercial uses help create a pedestrian - friendly urban environment. In terms of public transportation, the Washington Neighborhood is served by the Red and Green bus lines of the KeyLine Transit System. The Orange bus line is available starting at 9th Street. The trolley line that provides access to the Downtown District and the Port of Dubuque is also available starting at 1Oth Street. In addition to the regular bus lines, KeyLine Transit offers its Mini -bus service, which is a para- transit shuttle service for qualifying individuals who are unable to use the regular buses due to disability. Free bus fare is offered for K- 12 students, senior citizens, and individuals participating in activities provided by the City's Leisure Services Department or Carnegie -Stout Washington Neighborhood Plan — City of Dubuque IA Community Assessment & Revitalization Strategies in Dubuque, the neighborhood's proximity to other prominent districts, particularly the revitalizing Downtown District and redeveloping Historic Millwork District and Pack Site, will likely have an impact on the evolution of its identity. For instance, unique streetscape elements like signage and map directories are becoming prominent features in the Downtown District and Jackson Park Historic District. Similar treatments could follow for the high profile Historic Millwork and Pack Sites, so it is important to ensure the Washington Neighborhood does not miss out on opportunities to establish its identity and enhance its physical appearance through similar urban design improvements. Streetscape improvements are only one way to enhance a place's urban design. Front porches, zero -lot line retail buildings, pedestrian friendly and tree -lined streets are examples of other elements that can enhance the design and identity of a place. An established community like the Washington Neighborhood would benefit from capitalizing on its assets like its established housing stock, relatively affordable lifestyle, access to key Dubuque destinations, walkability, and historic urban character. Public Library. For recreation, the Washington Neighborhood has access to three trails, including the Heritage Trail, Eagle Point Park Route, and Audubon Overlook Trail. Heritage Trail passes by the recently constructed Orange Park and a trailhead at Kaufmann Avenue and Elm Street. Audubon Overlook Trail passes by Page 43 Community Assessment & Revitalization Strategies Jackson Park, which is located just outside the neighborhood but often visited by residents. A few other trail connections are being considered, particularly connecting the neighborhood to adjacent areas to the west. Zoning Zoning districts in the Washington Neighborhood generally follow land use patterns with residential, commercial, and industrial designations of varying density /intensity. The City's Zoning Ordinance outlines procedures to assist property owners with reclassifying (i.e. rezoning) their properties, classifying conditional uses, or applying for variances or special exceptions, which prove beneficial when a property is being rehabilitated or prepared for redevelopment. The Zoning Ordinance also provides guidelines for landscaping, signage, and parking, which also prove beneficial when reviewing site plans for a property that is being improved or redeveloped. The Neighborhood Zoning Districts Map is provided on page 50. Based on a review of the City's Zoning Ordinance and Map, the following recommendations will strengthen the community's neighborhood improvement efforts and preserve the character of this historic neighborhood: • Phase out industrial areas in the southern part of the neighborhood, particularly in light of the planned redevelopment of the Historic Millwork District. • Retract commercial zoning that extends into residential areas, particularly south of 14th Street. • Consider applying the City's conservation district standards to properties that are currently zoned R -2A, which permits two - family (duplex) and townhouse housing units. A majority of the residential properties in the Washington Neighborhood are zoned R -2A; however, concern over inappropriate conversions and replacement of single - family homes that have resulted in the loss of the historic character must be addressed. To encourage more homeownership opportunities, while at the same time preserving the character of the neighborhood, conservation district design standards should be applied to all R -2A zoned properties. Historic Assets The Washington Neighborhood is located east of two of Dubuque's historic districts, including the Jackson Park Historic District and the Upper Main Street Historic District. Although the Washington Neighborhood is not currently part of its own historic district, such a designation may be worth exploring. Some of the advantages of being designated a historic district include: protection of the neighborhood's character; eligibility for grants and tax credits; protection from inappropriate building alterations and unnecessary demolitions; flexibility with zoning requirements; control of appearance and compatible design; potential increases in property values; and property owners' investment into their properties and the neighborhood. The City specifically has a Historic District Public Improvement Program that can fund public improvements within a historic district such as historic signage, lighting, special paving, and other elements. On the other hand, some disadvantages include: additional procedural steps when applying for building and potential conflicts with property owners who oppose the designation. Weighing both advantages and disadvantages will allow the Washington Neighborhood to determine whether or not an historic district designation is appropriate. Washington Neighborhood Plan - City of Dubuque IA permits Page 44 Community Assessment & Revitalization Strategies Although the Washington Neighborhood does not currently have a historic district designation, it does have two historic places, including the Hollenfelz house along White Street and the Dubuque Casket Company property, which was recently converted into a mixed use building with offices at ground level and residential units above. Other historic places adjacent to the neighborhood are the Ziepprecht block, John Bell block, and historic Dubuque City Hall site, all along Central Avenue south of Loras Boulevard. In addition to historic districts, the City also recognizes eleven conservation districts. A precursor to historic districts, conservation districts were originally established as potential "demolition districts" resulting from a 1976 architectural survey. After establishing the historic districts a year later, the regulations governing demolition districts were amended in 2001, prompting the re- designation to conservation districts and modifying the regulations for reviewing the historical and architectural significance of structures within the districts. Three conservation districts extend into the Washington Neighborhood, including the Washington Street Neighborhood, Jackson Park Neighborhood, and Downtown Neighborhood Conservation Districts. The Washington Neighborhood should consider extending the existing conservation district boundaries to coincide with the neighborhood's boundaries. As one of the oldest and most established neighborhoods in Dubuque, other structures within the Washington Neighborhood may have historic qualities worth preserving. As illustrated on the map on page 51, many properties within the Washington Neighborhood are eligible to be listed in the National Register of Historic Places. Even if certain properties are ineligible or do not receive official recognition for being historic, preservation of such properties is still important to maintaining the character of the neighborhood. To assist in this regard, the intent of the three conservation districts that extend into the Washington Neighborhood provides the community with historic preservation precedent to help protect the history and architecture of the neighborhood. The neighborhood could help protect its historic character by extending coverage of conservation districts throughout all of the Washington Neighborhood, and by considering the establishment of an historic district. Housing The Washington Neighborhood currently has a low homeownership rate with approximately 35% owners and 65% renters. Based on a 2006 American Community Survey conducted by the U.S. Census, the owner -to- renter ratio for the entire City of Dubuque was the reverse with 73% owners and 27% renters. While single family detached houses are the predominant type of housing structure, many of them are used as rental properties or converted to multiple rental units. About 150 of the rental units are used for Section 8 housing. While housing is generally affordable in the Washington Neighborhood, the housing stock is aging with many homes needing rehabilitation. On this front, the City has rehabilitated 40 housing units since 2005 for the purpose of encouraging homeownership. Some current property owners have completed their own rehabilitations, improving their personal homes or providing rehabbed units for others. According to Home Mortgage Disclosure Act (HMDA) 2006 data, the Washington Neighborhood had 32 new home purchase loans per 1,000 households compared to 52 for the Dubuque MSA. This suggests that the community investment climate in the neighborhood is less active than in the entire City and metro area. However, rate of multi - family loans per 1,000 households was fairly consistent between the Washington Neighborhood (0.30), Washington Trade Area (0.39), and the Dubuque MSA (0.33), which reflects the relatively low rate of new multi - family housing projects in each area. See Washington Neighborhood Plan - City of Dubuque IA Page 45 HMDA 2006 Multi-family Loans per 1,000 Households 1.0 RC UMW 0.30 0.0 Dubuque MSA Washington Trade Washington Area Community Source: tkn, MoHi+te Axton, Act IHHCHI 2076. LAC Metro Edsa motr \i 60.0 50.0 40.0 - 30.0 20.0 - 10.0 0.0 Dubuque MSA Washington Trade Area $D Herz. Molting pxb:ut• Act 11/41:141 2CO5, lGC Meirotdr• rtetnct HMDA 2006 New Nil Loans per 1,000 Households 32.00 Washington Community Property Conditions Just like any neighborhood or district, property conditions vary with some property owners taking very good care of their properties and others putting forth minimal maintenance efforts. As one of the City's oldest neighborhoods, many properties in the Washington Neighborhood are aging and even deteriorating, thus requiring greater attention to maintenance or rehabilitation. However, many property owners have limited financial and physical resources, which hinder their ability to perform such maintenance or rehab work to improve their properties. As stated above, property owners and the City have taken steps to rehabilitate residential properties. Limited technical assistance programs have also been offered for commercial properties; however, there is opportunity to prov Economic Potential Analysis. Community Assessment & Revitalization Strategies charts below for more detail (full versions are available on pages A -28 and A -29 in the Appendix). It is important to note, however, that the HMDA data does not track the City of Dubuque's rehab loans. The City provides 2 to 5 rehab loans or more per year in the Washington Neighborhood. From 1996 to 2006, HMDA data also indicate that new purchase loans have been on the rise in the Washington Neighborhood. In addition, while rehabilitation loans in the neighborhood have been fairly consistent in that same time frame (generally providing 10 to 15 loans or more per year), the amount of loans is fairly low for a neighborhood with an aging housing stock, thus comprising a very small percentage of total rehab loans for the Dubuque MSA (less than 3 %). Additional HMDA data are available on pages A -28 through A -32 in the Appendix. Note that these data only reflect debt - financed rehabilitation projects, and may not track directly with City records. r cam ._ 4 .1 ide more programs, as outlined in the Crime and Safety Based on "calls for service" police reports for all 30 parks in Dubuque, the Police Department fielded an average 6.4 calls per park for police service in 2008 (through the end of September). Madison Park and Orange Park were close to average, fielding 6 and 10 calls, respectively. However, Jackson Park fielded 30 calls while Comiskey Park further north fielded 31 calls. While any number of calls raises concern, a great majority of the calls were categorized as disturbances (i.e. noise, "kids ", fireworks, etc). At a broader level, the reports indicate that a majority of calls for police service along Jackson Street and Washington Neighborhood Plan — City of Dubuque IA Page 46 Community Assessment & Revitalization Strategies Washington Street (both from the 1400 block to the 2500 block) were categorized as disturbances, traffic related, fire /ambulance needs, public morals, or miscellaneous. In all cases, violent crimes (i.e. crimes against a person or property) represented a small percentage of all calls for service. While these crimes against a person or property make up only a fraction of the total calls, it only takes one of these crimes to raise serious concern about the safety of the neighborhood. These reports also do not account for crimes or incidences that do not get reported to the police. Gang and drug activities were the most cited crimes by stakeholders in the Washington Neighborhood. While it is important to recognize the difference between perceptions and reality, it is most important to acknowledge which crimes are present in the neighborhood and determine the most effective ways to resolve them. Initiatives undertaken by the City's Police Department are aimed at making neighborhoods safer. For example, as part of the Community Oriented Policing (COP) program, new bicycle police officers have been dispatched into the Washington Neighborhood, improving the presence and accessibility of police in the community. As part of its Territory Accountability Design program, one patrol Lieutenant is assigned to a territory to review the area's crime statistics, identify particular areas of concern, and work with the Patrol Captain to develop an action plan to address the concerns. The Washington Neighborhood is generally served by Territory Command 103 but is also in proximity to Territory Commands 10I A, 102, and 106. • Washington Neighborhood Plan - City of Dubuque IA Page 47 LEGEND Single Family Residential I Heavy Industrial Multi Family Residential Institutional Mixed Residential f Park Commercial 1 Public Open Space Office ® LU_Park-JacksonPark Light Industrial r Washington Neighborhood - Dubuque IA 1: City Hall 2: Multicultural Family Center 3: Elm St Correctional Facility 4: Four Oaks of Iowa 5: Manasseh House 6: Prescott Elementary School 7: Audobon Elementary School 8: Orange Park 9: Madison Park 10: Jackson Park 1 1: St Mary's Church & Pre - School Page 48 12: Stfohn's Lutheran Church 13: SLJohn's Episcopal Church 14: St. Patrick's Church 15: Immanuel Congregational Church 16: St. Matthew Lutheran Church 17: Unitarian Universalist 18: First Presbyterian Church 19: Power of Prayer 20: St Paul's Lutheran Church March 2009 DRAFT Areas of Influence Context Map Washington Neighborhood Plan - City of Dubuque IA Page 49 March 2009 Washington Neighborhood Urban Revitalization District Map 2 - Zoning ■ • Legend 13 Proposed Boundary - Washington Neighorhood Urban Revitalization District Washington Neighborhood Zoning Two-Family Residential (R -2) - 0.001 ac Alternate Two-Family Residential (R -2A) - 38.78 ac Mod. Density Multi- Family Residential (R -3) - 9.34 ac 1 1 Multi- Family Residential (R -4) - 0.007 ac n Neighborhood Commercial (0-1) -1.15 ac Neighborhood Shopping Center (C-2) - 9.87 ac General Commercial (C-3) - 0.0002 ac r -.1 J Downtown Commercial (C-4) - 41.41 ac Commercial Service & Wholesale w /conditions (CSc) - 0.48 ac Office Residential (OR) - 0.71 ac Office Service (OS) - 1.05 ac F Light Industrial (U) - 2.35 ac - Heavy Industrial (HI) - 6.30 ac I 1 • • • • • w• i ■ h: \Housing \Washington Urban Revitalization District \Washi ngtonUrbanRevitalizationZoning. mxd plotfiles: ZoningMap_8.5x11.pdf created by NMB 11- 15 -06, updated 12 -11 -06 Base data provided by Dubuque County GIS Page 50 min IN OP DUB Q E N Washington Neighborhood Urban Revitalization District Map 5 - National Register Eligible Properties Legend Proposed Washington Street Neighborhood Boundary Manasseh House Urban Revitalization District Individually National Register Eligibile Properties Old Town Residential NRHP Eligible Historic District North Central Avenue NRHP Eligible Historic District Rhomberg and Kniest NRHP Eligible Historic District East 22nd & Washington Street NRHP Eligible Historic District 2000's Washington NRHP Eligible Historic District 2100's Jackson NRHP Eligible Historic District 1900's White NRHP Eligible Historic District 1800's - 1900's Central NRHP Eligible Historic District 1800's - 1900's Jackson NRHP Eligible Historic District h: \Housing \Washington Urban Revitalization District\ WashingtonUrbanRevitalizationNationalRegister .mxd plotfiles: NRHPmap_8.5x11.pdf created by WCW 11 -16 -06 Base data provided by Dubuque County GIS Page 51 Z\ ME crrrov /; DUB E N 5f-.47444' Agency /Organization Multicultural Family Center Program Description Programming and activities for children and adults of all races and cultures Initiatives Conversion of Kephart building into new center Job and human services programs Education programs - language, reading, computer, families, art Health, wellness and nutrition programs Safe places programs for youth Strategy Area Addressed - Four Mounds /Four Oaks HEART Program - housing rehabilitation for ownership Rehabilitation of 5 homes, planned expansion for another X homes in X years Iowa Workforce DevelopmentlECIA Job training and placement Job matching and career assessments Community Links - agency resource for unemployment training and skill development Job Accommodations Employment Network for SSI /SSDI Job fairs /Career Fairs Crescent Community Health Center Local medical services Overview of Local Initiatives / Community Building Capacity The City and other organizations are already taking proper steps towards neighborhood improvement. A neighborhood, like any other organization, benefits from a focused and ongoing management approach to problem solving. This Plan acknowledges the extensive resources present in existing neighborhood organizations and City departments. The intent of this Plan is to help organize these efforts and groups into a cohesive action program so that these efforts can continue with a unified voice. Below is an inventory of the various agencies and programs currently active or available in the Washington Neighborhood, organized by key issue area to serve as a resource for plan implementation. Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Page 52 Agency /Organization Initiatives ograrn Description Strategy Area Addressed Davis Place and Manasseh House Mississippi Valley Promise Maria House Presentation Lantern Center Washington Tool Library Dubuque Food Pantry Washington Neighborhood Association Project Concern Community Foundation of Greater Dubuque SRO Housing America's Promise initiative for children Every Child /Every Promise initiative for children Transitional housing facility Immigrant support services Loan of construction tools for residents Food distribution Resident volunteer organization Various social service programs Not - for - profit funding and training agency Two additional buildings planned Learning Together - agency cross training annual event All Kids Covered - health outreach effort for Crescent Health Center and improve health care coverage for children in poverty Fire prevention program Community Education Partnership - engaging families and community in youth education Neighborhood newsletter Fundraising Community events Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Page 53 Program Description Agency /Organization Housing Department Administers State and Federally- funded programs for housing reinvestment First Time Homebuyer Program Community Assessment & Revitalization Strategies Rehabilitation Loan Programs Lead Paint Hazard Reduction Program CDBG and HOME Rehab. Programs for Landlords Section 8 Program - local preference system Full -time housing investigator (Corporal in Police Dept.) Additional full -time housing inspector for rental units Partnership with DB &T for purchase of vacant buildings, targeted acquisitions, and low- interest mortgage loans Homeowner lending program for rental conversions Design standards for historic properties Bridges Out of Poverty program Washington Neighborhood Plan — City of Dubuque IA Page 54 Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Program Description Initiatives Agency /Organization Strategy Area Addressed Engineering and Public Works Police Human Rights Infrastructure maintenance and improvement Public safety Civil rights investigation and enforcement Bee Branch Creek stormwater improvement and linear park Improve street lighting through partnership with Alliant Traffic signal improvements and pedestrian crosswalks at Five - Points and 16th and Elm intersections Fiber optic cable to be added along Central and White St Community- Oriented Policing Program (COP) Tenant criminal background checks Dubuque Crime -Free Multi - Housing Program — landlord education Housing programs investigation officer Intercultural competence and organizational development program Dubuque Dispute Resolution Center Faces & Voices — community event programming Page 55 Washington Neighborhood Plan - City of Dubuque IA Community Assessment & Revitalization Strategies Agency /Organization Program Description Initiatives rategy Area Addressed Project Hope - Economic Development Dept Leisure Services Dept Other programs Recreation programs and parks planning Comprehensive employment/education inter- agency initiative Proposed park at Kniest and 215t Street Planning for additional community park Front & Back Yard, and alley lighting program Garbage carts demonstration project Energy conservation demonstration projects (Down to Earth Solutions) Community Partnership Program - Health Center grant for expansion of dental facilities Page 56 Community Assessment & Revitalization Strategies Section Action Plan for Communit Mobilization The Action Plan for Community Mobilization outlined in this section incorporates the culmination of the outcomes of the planning process for the Washington Neighborhood, particularly evaluating the findings of the community assessment, conducting multiple discussions with the Citizen Coordinating Committee and neighborhood stakeholders, and researching "best practice" methods for neighborhood improvement. The Action Plan for Community Mobilization is guided by a Work Program comprised of principal strategies organized by the three core issues areas. Organized in a grid format, the Work Program is comprised of a series of programs and projects designed to encourage the community to mobilize for action in an organized manner as well as with a clear and attainable goal in mind. Each program /project is assigned a timeframe (I year, 2 -3 years, or 4 -5 years) to indicate the general amount of time needed for completion. Also, each program /project is assigned a lead organization and, in many cases, partner organizations that will take responsibility for putting the program /project into action and shepherding the community revitalization process for the Washington Neighborhood. Washington Neighborhood Development Corporation (WNDC) One of the organizations recommended to take responsibility of (or be a partner for) many of the programs /projects is a proposed new organization called the Washington Neighborhood Development Corporation (WNDC). As a community development corporation (CDC) for the Washington Neighborhood, the WNDC would manage a variety of tasks, including (but not limited to) promoting and facilitating economic development (jobs and business activity), developing programs, fundraising, advocating for neighborhood issues and activities, and organizing residents, businesses and community groups. The mission of the WNDC would be to implement the Work Program defined in this section. Leadership for the WNDC would be comprised of active residents, business leaders, and other community leaders in the Washington Neighborhood. The WNDC would work in close collaboration with the Washington Neighborhood Association (WNA), the City, and other local community groups, schools, churches, and businesses to address the needs of the neighborhood, particularly as they pertain to the programs and projects outlined in the Work Program. The WNDC would be a partner to other agencies and organizations serving the Washington Neighborhood in the planning process, helping to leverage their resources and focus them as effectively as possible. What is a CDC? A community development corporation (CDC) is a common type of not - for - profit organization that exists to generate commercial business, housing, or job development in a community, in the interests of that community. CDC's commonly play an integrative role — they bring together local government support, funding from a number of public and philanthropic sources, private business investment, and the vision and local knowledge of community residents to make projects happen. The projects might be new businesses, homes, or services (such as job training or transportation) that are needed in the community. What makes a project happen might be the CDC's work in identifying a funding source and writing a successful grant application; or the CDC becoming an equity partner in a development deal; or the CDC becoming a counselor to small businesses or home buyers in a targeted community. As organizations created for the good of the community CDC's also sometimes organize or support community initiatives on issues that are generally not viewed as directly related to development such as programs for the care of the elderly and the training of youth in practical skills. CDC's are supported by a combination of contributions from residents and stakeholders in the community area, fees for service or other earned income, funding from local or higher levels of government (sometimes in the form of contracts to perform specific services), and philanthropic grants. Washington Neighborhood Plan - City of Dubuque IA Page 57 Abbreviation Organization WNDC Washington Neighborhood Development Corporation (to be formed) WNA Washington Neighborhood Association CCC Washington Neighborhood Citizen Coordinating Committee DBQ City of Dubuque EDD City of Dubuque Economic Development Department HCD City of Dubuque Housing & Community Development Department LSD City of Dubuque Leisure Services Department DPD City of Dubuque Police Department HSD City of Dubuque Health Services Department CAO City of Dubuque City Attorney's Office DPW City of Dubuque Public Works Department ED City of Dubuque Engineering Department KTS City of Dubuque Keyline Transit System CFGD Community Foundation of Greater Dubuque MFC Multicultural Family Center CCHC Crescent Community Health Center DCY Dubuque Community Y BGC Boys & Girls Club of Greater Dubuque NEIBA Northeast Iowa Business Accelerator RA Renters Association (to be formed) LA Landlords Association DACC Dubuque Area Chamber of Commerce GDDC Greater Dubuque Development Corporation DMSL Dubuque Main Street Ltd. DB &T Dubuque Bank & Trust IWD Iowa Workforce Development ECIA East Central Intergovernmental Association SBA Small Business Association Community Assessment & Revitalization Strategies Younger CDC's tend to be more dependent on philanthropic grants and general support from local government. More mature organizations tend to derive more of their revenue from earned income. CDC's share a general mission of achieving economic redevelopment for the benefit of their communities, but the specific functions and tasks they take on vary according to local needs and opportunities. In virtually all cases, partnerships and influence are critical, and the value that CDC's bring to their communities lies less in what they do or spend directly than in what they leverage. CDC's work with their partners in government, business, and civic institutions, and they generally perform the tasks that will enable a partner to invest more in the community, or they fill a gap in what the other partners can do so that the community's development plan is implemented. Community Development Resources The website for the Iowa Department of Economic Development (IDED) provides valuable economic and community development resources (www.iowalifechanging.com). Two other community development resources include the Local Initiatives Support Corporation /LISC (www.lisc.org) and the Development Training Institute (www.dtinational.org). Lead & Partner Organizations The key below lists the recommended lead and partner organizations identified in the Work Program Grids, which are provided on the following pages. Washington Neighborhood Plan - City of Dubuque IA Page 58 Work Program Grid: Economic Development Tin efrai o f si E. Economic Development E =1, E -I.1 E -1.2 E -I.6 E -2.I E -2.2 Expand employment opportunities by providing living wage jobs for Washington Neighborhood residents Provide neighborhood based local educational opportunities, including a career fair, vocational training, and career counseling. Consider incentive programs to encourage low skilled people to participate in education and training programs, such as financial awards and secured jobs after participation. The Rising Star program is one example to explore. Provide incentives for local businesses to hire locally. Identify goals for local hiring and interview businesses on what types of incentives they would use (and not use). Identify the best options for providing job training, including interview preparation skills and resume writing to neighborhood residents. Create a new employment center or a not - for - profit neighborhood business center. Partner with existing organizations. Consider implementing short-term technical assistance programs like "Saturday Resume Workshops ". Continue to work with local private and public agencies to provide employment assistance to improve occupational and interpersonal skills to fulfill job responsibilities. Secure employment opportunities as new development occurs in areas adjacent to the neighborhood, particularly at the Pack site and in the Warehouse District, and improve access to jobs in other areas of Dubuque. Provide opportunities for job shadowing through buy -in from local businesses for youth and others exploring career paths. Develop a program to encouraging the filling, cleaning, and management of vacant commerciaVretail spaces to preserve against further decline, such as providing grants to local artists to rent, clean and exhibit in vacant storefronts. Continue and expand the types of public incentives offered to land and business owners and developers as incentives to develop in Washington Neighborhood, including the use of Tax Increment Financing (TIF), urban revitalization district, enterprise zone and rehabilitation grants/loans. El X X X X Yer E -2 > Foster redevelopment and infill development opportunities through public /private partnerships. 0� s Lead Organization DBQ /EDD DBQ /EDD ner Or Refer to page 60 for key of abbreviations WNA, EDD, WNDC, MCC, IWD, Local Colleges WNDC, CFGD, Local Higher Education Institutions, GDDC, EDD- Project Hope DBQ /EDD, WNDC, CFGD, GDDC IWD, ECIA EDD, CFGD, NEIBA, Local High Schools IWD, ECIA, EDD - Project Hope, WNDC, NICC DBQ /EDD, GDDC, EDD - Project Hope EDD, WNA, WNDC, DACC, Local Higher Education Institutions DMSL, WNDC, DBQ /EDD, DACC, Local community action agency DBQ /EDD, GDDC, Local Banks "Washington Neighborhood: Revitalize" Initiative 1 City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION Page 59 Work Program Grid: Economic Development gY ar 2- e(y+ year rs) SY ya Organizations 4-5 years Lead Organization Refer to page 60 for key of abbreviations Potential Partner Organizai E. Economic Development E -2.3 E -2.4 E -2.5 Improve the conditions within the neighborhood to make the area attractive for investment through programs to improve safety, lighting and property maintenance. Consider offering financial incentives in order to maximize the Pack site's tenant potential. Consider acquisition of available properties as opportunities occur in the vicinity of the Five - Points business district at Elm Street and E. 20th Street to ensure the neighborhood and City have a say in the development potential of this key business area within the neighborhood. E3' Support and encourage the expansion of local businesses. E -3.1 E -3.2 E -3.3 E -3.4 E -3.5 E -3.6 E -3.7 E -3.8 Provide assistance to local business owners to improve the quality and market appeal of their stores, and with expansion plans. Preserve vacant storefronts to reserve an inventory of available, good quality space for expansion and new business opportunities. Consider the expansion of the Main Street Program or creation of a new entity to focus on and deliver additional resources to Washington Neighborhood. Partner with local universities and college business schools to provide small business assistance and to identify sources of state and federal funds for economic development programs, such as services available though the Small Business Administration, or the Greater Dubuque Development Corporation. Partner with local banks to create low- interest loan programs for businesses to implement storefront and interior space upgrades. Organize merchants, particularly along Central Avenue, to create a local merchants association to provide peer -to -peer support and a stronger voice. Create business profiles of successful stores to market local businesses to customers and investors, and to serve as a tool to share information with other businesses. Create a "shop locally" program to encourage local residents to use local businesses first (also market to to downtown employees). Continue to develop a Rewards Card program for shopping locally and supporting the neighborhood. X X X X X X X X X X X DBQ DBQ /EDD DBQ /EDD DBQ, WNA, WNDC DBQ /EDD, GDDC DBQ, Local Banks, WNDC, GDDC DMSL, WNDC, DBQ /EDD, DACC, NEIBA DMSL, DBQ /EDD, Local Banks, DACC DMSL, WNDC, DBQ /EDD, NEIBA WNDC, DBQ /EDD, Local Higher Education Institutions, NEIBA, GDDC, SBA Local Banks City of Dubuque /EDD DACC, DMSL, NEIBA WNA, WNDC, Local Higher Education Institutions, DACC, DMSL DACC, DMSL, WNDC, DBQ /EDD "Washington Neighborhood: Revitalize" Initiative 1 City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION Page 60 Work Program Grid: Economic Development "Washington Neighborhood: Revitalize" Initiative 1 City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION Si E -3.I0 Work with the local news agency to publish articles that highlight positive aspects and successful businesses within the neighborhood to create a positive identity in the City. Create a neighborhood business promotional display to help promote local businesses at city events. Also consider creating and maintaining a local business directory. Revisit past attempts at offering microenterprise development services support by the City of Dubuque, and determine potential for new program. Y ar X imeframe (years) Organizations 2-3 Years .4 - years Lead Q ganization E. Economic Development • • MEIN X ntial Pa Refer to page 60 for key of abbreviations DACC, DMSL, WNDC, DBQ /EDD DACC, DMSL, WNDC, DBQ /EDD, CFGD GDDC, WNDC, DBQ /EDD, Local Banks, CFGD, NEIBA ng and branding plan that focuses on the E -4.2 E-4.3 E-4.4 E-5 Enhance the image of the neighborhood to provide an attractive location for business investment and customers. E -5.I E -5.2 Develop a ma Establish development programs that focus on attracting niche businesses that cater to local conditions, such as cultural diversity, walkability, and historic value. Focus on attracting businesses that fill voids or cater to the specific needs of neighborhood residents. For example, a carniceria (meat market) could cater to Latino residents and businesses or others seeking a specialty service. Maintain and preserve the existing historic buildings and the urban fabric of the Central Avenue business district as a special part of the neighborhoods brand. In the meantime, position such store fronts for low -cost incubator space for early -stage entrepreneurs and niche businesses. Develop a neighborhood logo to help brand the neighborhood and promote local businesses. Improve the visual appeal and safety of the neighborhood through improvement to the public streetscape, such as improved lighting, banners, signs, street trees, and landscaping. Encourage individual property/business owners to maintain their properties through property maintenance enforcement and expansion of facade programs. strength of the local neighborhood businesses and unique history and character of the community. • X X ■ X X X DBQ /EDD DBQ DBQ WNDC, DACC, DBQ /EDD, CFGD WNDC, DACC, DBQ /EDD DMSL, DBQ, Local Banks, NEIBA, GDDC WNDC, DACC, DMSL DBQ, Local Banks, CFGD DBQ, DMSL, Business Owners Page 61 Work Program Grid: Economic Development "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION cy E. Economic Development E -5.3 1 MIN E -6.l E -6.3 E -6.4 Establish attractive and easily accessible connections for pedestrians and vehicles with the Pack site to create a strong linkage with Washington Neighborhood. Pedestrian improvements, a welcoming image and way- finding signs directing customers to neighborhood cultural and business locations are necessary to create a strong linkage. Consider a separate City sponsored program of cosmetic enhancement to Washington Neighborhood businesses by providing generous funding for more attractive business signs, awnings, down - lighting, etc. that would create a stronger visual appeal. Such a program should be tied to business owners' willingness to participate in a technical support program to help ensure lon•evi . Explore the development of geothermal energy and bio -mass to provide a source of alternative energy. Promote the development of alternative energy and the creation of "green" technology businesses to provide job opportunities for neighborhood residents. Support the creation of small "green" business opportunities, such as electronic recycling, in partnership with local schools to provide opportunities for job training. Partner with the City to implement the development of energy and green technologies. Encourage clean energy management strategies by using renewable and dean energy as identified in the Historic Millwork District Master Plan. X X Develop sustainable, alternative building and energy programs that promote energy independence and implement the City's "Green Community" go X X X X DBQ DBQ /EDD DBQ, DPW ner 0 niz Refer to page 60 for key of abbreviations DBQ DBQ, DMSL, CFGD DPW, DBQ DACC, GDDC, SBA DBQ, WNDC DBQ, WNDC Local Businesses Page 62 Work Program Grid: Families, Youth & Education "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION Timeframe (ye A -� Si F. Families, Youth & Education F I', F -I.1 F -I.2 F -2.1 F -2.3 F -2.4 -3.1 F -3.3 Expand transportation options to programs and activities serving the neighborhood. Enhance existing transportation services for neighborhood programs and events with more regular service (e.g. circulator system) and increased marketing /promotion Establish a bicycle safety program, particularly promoting a certificate of completion and providing incentives to wear helmets. Expand youth activities that meet the interests and needs of children of all ages and keep them engaged and active. Develop a Washington Neighborhood Youth Collaborative that identifies needs and concerns, plans regular activities for youth and children, and provides leadership programming and opportunities in the Washington Neighborhood. Create a feedback system that gathers input from youth to define their needs and interests. Establish intramural sports programs that target youth ages 13 to 17. Expand opportunities for youth activities in the neighborhood, examining possibilities for a neighborhood little league team, a hip hop dance club, a drill team, and other activities of interest. F -3 Enhance neighborhood communications to ensure residents are aware of programs Create a "Calendar of Community Events" to be published monthly that promotes all community events, meetings, available city programs and services, and other pertinent information available to the neighborhood. Plan a sports and health fair that promotes a variety of sports and educate the community on health and nutrition matters. Develop and promote an "Eat -n -Greet in Washington Neighborhood" program to provide an annual (or more periodic) event that attracts residents from the neighborhood and beyond to showcase the neighborhood's restaurants and other businesses. ICI X X X 1 X 2-3 years X X Ye s X MEIN Refer to page 60 for key of abbreviations KTS DPD (Community Policing Program) WNDC WNDC WNA, LSD WNA, LSD WNDC, City Journal HSD, LSD, CCHC WNDC, DACC, SBA per Organizat LSD, WNA, MFC LSD, WNA WNA, MFC WNA, MFC, Prescott School, Audubon School Local Churches, Prescott School, Audubon School, LSD Dubuque Little League, Prescott School, Audubon School, Northeast Iowa School of Music, BGC CCC, HCD, WNA Page 63 Work Program Grid: Families, Youth & Education rategy Timeframe (years) Organizations 2-3 years 4-5 Years Lead, Organization Year; Potential Partner Organizations F. Families, Youth & Education F-4 Encourage greater parent/adult involvement in the community, particularly with youth activities F-4.I F-4.2 F -4.3 F -4.4 F-4.5 F-4.6 F -5.I F -5.2 Encourage the formation of a fully functioning community development corporation (CDC) /non - profit corporation that would focus on implementing these strategies, addressing the full scope of neighborhood issues and concerns, fundraising, and attracting investment into the Washington Neighborhood. Explore methods to improve parental responsibility that encourage greater parental involvement in the lives of their children. Develop a comprehensive after - school program that expands on existing mentoring programs for school children (K -12), and utilizes existing local companies and individuals (agencies, businesses, organizations and institutions) to provide expanded mentoring activities for teens in allowing them to participate in meaningful, experiential activities. Establish a "surrogate parent" program where responsible adults from a verified pool of volunteers can fill in for parents who are unable to assist with their children's activities due to extenuating circumstances (e.g. multiple jobs, night classes, etc). Work with local agencies to develop a job training program within the neighborhood that provides GED classes, teaches job application and interviewing skills, and prepares adults for the workforce. Work with schools and churches to promote an Open Gym program that is open to families, and develop a "Warm Summer Fun on Cold Winter Days" program to foster connections between youth and parents. Ensure safe walking routes for residents to key neighborhood destinations by ensuring sidewalks are maintained (i.e. fix when needed) and street crossings are kept safe (i.e. provide crossing guards, consider raised or painted crosswalks, etc). Provide traffic calming devices such as traffic circles (like Washington St), bump - outs, and speed bumps to deter speeding on major streets. X X X X X X X X Refer to page 60 for key of abbreviations HCD DPO WNDC, Project Concern, Hillcrest Family Services, St. Mark's Church Project Concern, Hillcrest Family Services WNDC WNA, LSD DPW, ED DPW CCC, CFGD WNDC, WNA, St. Paul Lutheran Church, DCY, VNA Local organized businesses, DACC, Senior High School, WNA, MFC, Project Concern, LSD, DCY, Northeast Iowa Community College, Loras College, University of Dubuque, Clarke College, Prescott School, Audubon School, THINK Together Program, St. Paul Lutheran Church WNA, Four Oaks, Prescott School, Audubon School IWD, Northeastern Iowa Community College Maria House, Presentation Lantern Center, Project Concern LSD, MFC, Prescott School, Audubon School, Local Churches F -5 Maintain the neighborhood's character as a walkable community and enhance its vitality through green initiatives. DPD, WNDC, Prescott School, Audubon School, Local Churches DPD, ED "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION Page 64 Work Program Grid: Families, Youth & Education ACTION PLAN FOR COMMUNITY MOBILIZATION Tin eframe (years), artner Organizatio, St Ead Organization Potenti F. Families, Youth & Education F -5.3 F -5.4 F -5.5 F -5.6 F -5.7 Provide bike racks at key neighborhood destinations to encourage biking and provide secure bike storage. Develop a refuse and recycling program that helps beautify the neighborhood, educates the community about environmental stewardship, and creates jobs. Establish a community garden that promotes urban gardening and sustainable community care in a way that engages both youth and adults. Partner with the City to help promote the City's green initiatives and educate the community on ways to keep the neighborhood green. Develop green space and plazas to improve open space available to residents. X X X X X Refer to page 60 for key of abbreviations LSD DBQ WNDC WNDC, DBQ LSD DPW, ED, DPD, WNDC WNA, DBQ, WNDC MFC WNA, Local Schools, Local Churches, Local Businesses "Washington Neighborhood: Revitalize" Initiative I City of Dubuque, Iowa Page 65 Work Program Grid: Housing "Washington Neighborhood: Revitalize" Initiative 1 City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION gy . Tiinef 2- H. Housing H1 INN H -I.I H -1.3 H -1.4 H -I.6 H -1.7 H -1.8 H -2.1 Create a welcoming atmosphere to encourage community investment, foster communication, and project a new image as a hip neighborhood, Establish Washington Neighborhood Housing Resources Web site for information on housing availability, resources, rights and responsibilities, for both homeowners and renters Provide housing resources. financial assistance, and programming through a new Washington Neighborhood Welcoming Center. Reach out to realtors and property owners to market the area to prospective new homebuyers. Establish a marketing program and design public improvements such as streetscapes and pocket parks to project an image of a cool neighborhood that welcomes all different types of people with access to jobs, stores, restaurants and entertainment. Connect neighborhood with Downtown, Pack Site, and Warehouse District as a cluster of neighborhoods attracting a range of incomes and types of residents — from young professionals to urban pioneers to long -time homeowners. Consider designating the area as a Historic District to market the area and access federal tax incentives. Educate community of roles and responsibilities of property owners, homeowners, and renters. Provide visits to new residents to welcome them to the neighborhood. Continue and expand partnership with DB &T to purchase vacant buildings, target acquisitions, and provide low- interest loans. Continue and expand homeowner lending program for rental conversions. Continue to utilize targeted incentives such as grants for residential rehabs. Provide a targeted forgivable loan program for seniors to make repairs to homes such as roofs, heating, windows, etc. Create a partnership with businesses to offer Employer Assisted Housing which would include housing counseling /credit repair, down payment assistance, and homeowner support. 1year X X 0 X X ne (years) " Organ years 4.S years Lead Organization ! Potential Pa X X EMI I-1-2 Provide a greater balance of housing by promoting homeownership, and homeowner maintenance. X • • III Refer to page 60 for key of abbreviations WNDC WNDC WNDC WNDC, DPW WNDC HCD WNDC WNDC HCD, DB &T HCD HCD DACC, GDDC Organizations WNA, LA, RA Dubuque Board of Realtors, Dubuque Mortgage Lenders Association DACC, WNA, LA RA, Dubuque Board of Realtors, Dubuque Mortgage Lenders Association DACC, WNA, LA RA Resident volunteers Local Lenders DBQ, DMSL, Major employers Page 66 Work Program Grid: Housing "Washington Neighborhood: Revitalize" Initiative 1 City of Dubuque, Iowa ACTION PLAN FOR COMMUNITY MOBILIZATION H. Housing H -3 ■ H -3.2 H -3.3 H-4.I H -4.2 H5 H -5.2 H -5.3 Improve the quality, maintenance, and appearance of rental properties. Organize a Washington Neighborhood Renters' Association to improve communication and support for all renters. Provide education for renters on rights and responsibilities. Provide targeted education for landlord's rights and responsibilities. Expand rental data base — tenant screening cooperative — as a service for both renters and landlords. Enforce city codes, including programs and education to improve conditions in alleys H-4 Encourage public and private investments to in Improve public streetscapes as an incentive for property owners to invest in their properties. Provide a matching fund for facade improvements and porch rehab or additions. Enhance the quality Conduct a green alley pilot program as a cost - efficient solution to stormwater problems, improvement of cleanliness, and public safety. Establish energy- efficient incentives for rental properties by expanding weatherization program, offering matching funds for energy star appliances, and improvements to landscaping that provide environmental benefits to the neighborhood. Provide new residents with informational materials (e.g. pamphlets, resource guides, etc) that educate how to maintain energy - efficient homes (provide materials at time of lease signing for renters and closing for homebuyers). X X prove the appearance of the neighborhood to attract reinvestment. X and energy, efficiency of housing via green Initiatives X X _ _ me (years)," Organizations years : 4-5 years, Lead X Refer to page 60 for key of abbreviations RA WNDC LA HCD HCD DPW HCD DPW HCD WNDC Potenti nor Org LA RA, CAO DPW WNDC, WNA WNA, DBQ Page 67 ppendix Charts & Grao hics for Nei :hbarhaod Market Anal sis Page # Chart/Graphic A- I Washington Trade Area Map A -2 Washington Community Map A -3 Dubuque MSA Map A -4 Retail Float by Store Type - Washington Trade Area A -5 Retail Float by Store Type - Washington Community A -6 Adjusted Float by Store Type - Washington Trade Area A -7 Adjusted Float by Store Type - Washington Community A -8 Service Sector Gap Analysis - Washington Trade Area A -9 Median Income A -I0 Middle Income Households Density (Per Square Mile) A -1 1 Middle & Upper Middle Income Household Density (Per Square Mile) A- 12 Concentrated Buying Power A -13 Income Diversity (Household Annual Income Distribution) A -14 Race & Ethnicity A -15 Age Distribution - Washington Community A -16 Age Distribution - Washington Trade Area A -I 7 Age Distribution - Dubuque MSA A -18 Educational Attainment - Washington Community A -19 Educational Attainment - Washington Trade Area A -20 Educational Attainment - Dubuque MSA A -2 I Home Ownership Rate - Washington Community & Washington Trade Area A -22 Home Ownership Rate - Dubuque MSA A -23 Household Type (Family & Single Person Households) A -24 Population Trend A -25 Median Income Trend A -26 Middle Income Household Density Trend A -27 Middle & Upper Middle Household Income Density Trend A -28 New Purchase Loans A -29 Multi- family Loans A -30 Rehabilitation Loans A -31 New Purchase Loan Trends A -32 Rehabilitation Loan Trends A -33 Methodology Community Assessment & Revitalization Strategies Washington Neighborhood Plan - City of Dubuque IA Page 68 1 N La Salle St.,12 Floor, Chicago, IL 60602 • Phone: 366- 828 -1599 • www.metro- edge.com - A -1 - I MetroEDGE • The Washington Trade Area has an area of 2.04 square miles. • Trade Area: Geography defined by physical and /or sociological boundaries that determines the target market for the retail types evaluated for a specific site or retail corridor. This area often differs from political, community, or service area boundaries. • This trade area was constructed to reflect that several residential neighborhoods outside of the Washington neighborhood need to pass through or nearby the Washington neighborhood on their natural transit routes to access retail goods and services. This includes neighborhoods to the north of the Washington neighborhood, as well as any additional housing over to the bluffs on the west and downtown on the south. • G / 7. S. .. s z , 5} , 61 Legend Washington Trade Area .IS. ., rs re* » i '! 125C " — ► — Washington Trade Area 0.051 02 0.3 0.4 Milos m 1 N La Salle St.,12 Floor, Chicago, IL 60602 • Phone: 366- 828 -1599 • www.metro- edge.com - A -1 - I MetroEDGE • The Washington Trade Area has an area of 2.04 square miles. • Trade Area: Geography defined by physical and /or sociological boundaries that determines the target market for the retail types evaluated for a specific site or retail corridor. This area often differs from political, community, or service area boundaries. • This trade area was constructed to reflect that several residential neighborhoods outside of the Washington neighborhood need to pass through or nearby the Washington neighborhood on their natural transit routes to access retail goods and services. This includes neighborhoods to the north of the Washington neighborhood, as well as any additional housing over to the bluffs on the west and downtown on the south. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -2 - US_C MetroEBGE • The Washington Community has an area of 0.17 square miles. These are the boundaries of the Washington neighborhood used for this neighborhood plan. , aryz6' / ow ,An pe ;T9 , r `. 4‘ �4 c q. 0 1yn ta Dxn s 46 Mtn` S� Legend ._.__.. Washington Community `- , 1\ t , L LamC rammEDGE 1 - ' I t— Washington Community 0:0:1228.08.07511 Mlles m 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -2 - US_C MetroEBGE • The Washington Community has an area of 0.17 square miles. These are the boundaries of the Washington neighborhood used for this neighborhood plan. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -3 - MetroEDGE • The Dubuque MSA has 608.156 square miles. This analysis uses the Dubuque MSA as a comparison point for the Washington Trade Area. SS , ..� Legend Dubuque MSA \-.. _,_., J .! _ St .., l�J W .. 4131 r1 Jto 6 135 6, 6, iettAd Alto ♦�oMf� I Dubuque MSA 0 1 2 4 6 8 Mlles 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -3 - MetroEDGE • The Dubuque MSA has 608.156 square miles. This analysis uses the Dubuque MSA as a comparison point for the Washington Trade Area. Retail Float by Store type — Washington Trade Area Washington Trade Area MetroEBGE Source: Claritas 2007 • Dollars are leaving — floating out of — the Washington Trade Area in different retail categories like: General Merchandise, Food & Beverage Stores, Clothing and Clothing & Accessories, Electronic & Appliance Stores. General merchandise represents the highest opportunity category with 18 million dollars leaving the community annually. Other categories represent modest levels of float consistent with stores that are small /boutique in scale. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -4 - 30,400,000 27,400,000 2,970,000 Float as a Percentag of Demr 10% Motor Vehicle & Parts Dealers Furniture & Home Furnishings Stores 3,630,000 3,600,000 34,700 1% Electronics & Appliance Stores 3,520,000 682,000 2,840,000 81% Building Material, Garden Equipment & Supply Dealers 15,700,000 26,300,000 - 11,000,000 n/a Food & Beverage Stores 20,000,000 15,500,000 4,500,000 22% Health & Personal Care Stores 9,330,000 13,200,000 - 3,900,000 n/a Gasoline Stations 18,100,000 27,500,000 - 9,400,000 n/a Clothing & Clothing Accessories Stores 5,880,000 3,990,000 1,880,000 32% Sporting Goods, Hobby, Book, & Music Stores 2,650,000 2,240,000 409,000 15% General Merchandise Stores 18,400,000 331,000 18,000,000 98% Miscellaneous Store Retailers 4,260,000 4,400,000 - 140,000 n/a Foodservice & Drinking Places 15,400,000 27,900,000 - 13,000,000 n/a Retail Float by Store type — Washington Trade Area Washington Trade Area MetroEBGE Source: Claritas 2007 • Dollars are leaving — floating out of — the Washington Trade Area in different retail categories like: General Merchandise, Food & Beverage Stores, Clothing and Clothing & Accessories, Electronic & Appliance Stores. General merchandise represents the highest opportunity category with 18 million dollars leaving the community annually. Other categories represent modest levels of float consistent with stores that are small /boutique in scale. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -4 - Retail Float by Store type — Washington Community Washington Community MetroEDGE Source: Claritas 2007 • The Washington Community, in part due to its relatively small size, does not show substantial development opportunities based on retail float calculations. In most cases, the neighborhood is served, in terms of volume /quantity, by stores already present in the neighborhood. If the neighborhood feels underserved in particular retail categories, additional in -depth research of the quality of existing retailers would be needed. These numbers suggest the best path to better retail is through upgrading /rehabbing existing retail merchandise and service offerings. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866- 828 -1599 • www.metro- edge.com - A -5 - d Su I Floa Float as a Percentage of Dem Motor Vehicle & Parts Dealers 4,260,000 214,000 4,050,000 95% Furniture & Home Furnishings Stores 445,000 0 445,000 100% Electronics & Appliance Stores 494,000 119,000 376,000 76% Building Material, Garden Equipment & Supply Dealers 1,680,000 26,100,000 - 24,000,000 n/a Food & Beverage Stores 2,910,000 2,440,000 467,000 16% Health & Personal Care Stores 1,250,000 0 1,250,000 100% Gasoline Stations 2,600,000 19,400,000 - 17,000,000 n/a Clothing & Clothing Accessories Stores 836,000 0 836,000 100% Sporting Goods, Hobby, Book, & Music Stores 371,000 232,000 139,000 37% General Merchandise Stores 2,550,000 829,000 1,720,000 68% Miscellaneous Store Retailers 576,000 598,000 - 22,000 n/a Foodservice & Drinking Places 2,280,000 4,850,000 - 2,600,000 n/a Retail Float by Store type — Washington Community Washington Community MetroEDGE Source: Claritas 2007 • The Washington Community, in part due to its relatively small size, does not show substantial development opportunities based on retail float calculations. In most cases, the neighborhood is served, in terms of volume /quantity, by stores already present in the neighborhood. If the neighborhood feels underserved in particular retail categories, additional in -depth research of the quality of existing retailers would be needed. These numbers suggest the best path to better retail is through upgrading /rehabbing existing retail merchandise and service offerings. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866- 828 -1599 • www.metro- edge.com - A -5 - Adjusted Float by Store Type — Washington Trade Area Washington Trade Area MetroE ?GE Source: Claritas 2007 • Adjusted Float takes into account the competition 2.5 miles around the study area based on the size of the store and the distance of the store from the trade area. When the numbers in the adjusted float category are positive, this is a strong statement as the numbers are derived from a conservative calculation (conservative because it accounts for competition). • Even when accounting for competition, the Washington Trade Area is underserved for General Merchandise stores. Examples of potential General Merchandise Stores based on the adjusted float and estimated square footage are: TJ Max, Marshalls, Big Lots, Stein Mart, The Salvation Army, and Tuesday Morning. • Most other categories show that the surrounding market is serving the neighborhood. New stores in most categories would have to do well with both a local and an expanded customer base from outside the neighborhood. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A-6 - 18,100,000 27,500,000 - 9,400,000 - 21,000,000 N/A N/A Gasoline Stations Health & Personal Care Stores 9,330,000 13,200,000 - 3,900,000 - 6,300,000 474 0 Building Material, Garden Equipment & Supply Dealers 15,700,000 26,300,000 - 11,000,000 - 17,000,000 219 0 General Merchandise Stores 18,400,000 331,000 18,000,000 17,700,000 341 52,004 Miscellaneous Store Retailers 4,260,000 4,400,000 - 140,000 - 370,000 232 0 Electronics & Appliance Stores 3,520,000 682,000 2,840,000 2,490,000 452 5,501 Sporting Goods, Hobby, Book, & Music Stores 2,650,000 2,240,000 409,000 - 110,000 370 0 Furniture & Home Furnishings Stores 3,630,000 3,600,000 34,700 - 200,000 352 0 Clothing & Clothing Accessories Stores 5,880,000 3,990,000 1,880,000 1,750,000 312 5,603 Food & Beverage Stores (Grocery Stores) 20,000,000 15,500,000 4,500,000 - 870,000 245 0 Foodservice & Drinking Places (Restaurants, Bars) 15,400,000 27,900,000 - 13,000,000 - 18,000,000 462 0 Adjusted Float by Store Type — Washington Trade Area Washington Trade Area MetroE ?GE Source: Claritas 2007 • Adjusted Float takes into account the competition 2.5 miles around the study area based on the size of the store and the distance of the store from the trade area. When the numbers in the adjusted float category are positive, this is a strong statement as the numbers are derived from a conservative calculation (conservative because it accounts for competition). • Even when accounting for competition, the Washington Trade Area is underserved for General Merchandise stores. Examples of potential General Merchandise Stores based on the adjusted float and estimated square footage are: TJ Max, Marshalls, Big Lots, Stein Mart, The Salvation Army, and Tuesday Morning. • Most other categories show that the surrounding market is serving the neighborhood. New stores in most categories would have to do well with both a local and an expanded customer base from outside the neighborhood. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A-6 - Adjusted Float by Store Type — Washington Community Washington Community Source: Claritas 2007 • Again, as a small area that does not necessarily reflect a natural trade area or market area, it is not surprising to find that when accounting for competition there are few opportunities for new stores based on these float numbers. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A-7 - LISC `1MetroEDGE 2,600,000 19,400,000 - 17,000,000 - 19,000,000 N/A N/A Gasoline Stations Health & Personal Care Stores 1,250,000 0 1,250,000 10,400 340 31 Building Material, Garden Equipment & Supply Dealers 1,680,000 26,100,000 - 24,000,000 - 25,000,000 478 0 General Merchandise Stores 2,550,000 829,000 1,720,000 1,720,000 412 4,184 Miscellaneous Store Retailers 576,000 598,000 - 22,000 - 160,000 265 0 Electronics & Appliance Stores 494,000 119,000 376,000 304,000 603 504 Sporting Goods, Hobby, Book, & Music Stores 371,000 232,000 139,000 - 160,000 325 0 Furniture & Home Furnishings Stores 445,000 0 445,000 222,000 321 691 Clothing & Clothing Accessories Stores 836,000 0 836,000 400,000 377 1,060 Food & Beverage Stores (Grocery Stores) 2,910,000 2,440,000 467,000 - 2,200,000 191 0 Foodservice & Drinking Places (Restaurants, Bars) 2,280,000 4,850,000 - 2,600,000 - 3,900,000 533 0 Adjusted Float by Store Type — Washington Community Washington Community Source: Claritas 2007 • Again, as a small area that does not necessarily reflect a natural trade area or market area, it is not surprising to find that when accounting for competition there are few opportunities for new stores based on these float numbers. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A-7 - LISC `1MetroEDGE Service Sector Gap Analysis - Washington Trade Area Source: Claritas 2007 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -8 - MetroE?GE • Service sector (business) spaces complement retail and are part of a healthy commercial corridor. This chart demonstrates the service sector categories that have potential for expansion in the Washington Trade Area. Only categories showing potential are included. NAICS Code Establishments Per 1000 Households Additional Potential for Establishments Employee GAP ,e Dubuque MSA Washington Trade Area GAP Automotive Body, Paint, and Interior Repair and Maintenance 811121 0.69 0.21 0.49 2.36 9.83 Veterinary Services 541940 0.39 0.21 0.18 0.88 4.93 Exterminating and Pest Control Services 561710 0.11 0.00 0.11 0.54 2.42 Other Accounting Services 541219 0.11 0.00 0.11 0.54 1.34 Nail Salons 812113 0.11 0.00 0.11 0.54 2.82 Landscaping Services 561730 0.50 0.41 0.09 0.42 3.79 Telecommunications Resellers 517310 0.08 0.00 0.08 0.40 9.68 Travel Agencies 561510 0.08 0.00 0.08 0.40 2.29 Passenger Car Rental 532111 0.08 0.00 0.08 0.40 3.09 Other Personal and Household Goods Repair and Maintenance 811490 0.08 0.00 0.08 0.40 0.67 Motion Picture Theaters (except Drive -Ins) 512131 0.08 0.00 0.08 0.40 8.88 Automotive Glass Replacement Shops 811122 0.06 0.00 0.06 0.27 0.81 All Other Amusement and Recreation Industries 713990 0.06 0.00 0.06 0.27 0.94 Diet and Weight Reducing Centers 812191 0.06 0.00 0.06 0.27 0.40 Home and Garden Equipment Repair and Maintenance 811411 0.03 0.00 0.03 0.13 0.54 Data Processing, Hosting, and Related Services 518210 0.03 0.00 0.03 0.13 3.63 Consumer Electronics Repair and Maintenance 811211 0.03 0.00 0.03 0.13 0.27 Musical Groups and Artists 711130 0.03 0.00 0.03 0.13 0.94 Pet Care (except Veterinary) Services 812910 0.03 0.00 0.03 0.13 1.88 All Other Consumer Goods Rental 532299 0.03 0.00 0.03 0.13 0.81 Service Sector Gap Analysis - Washington Trade Area Source: Claritas 2007 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -8 - MetroE?GE • Service sector (business) spaces complement retail and are part of a healthy commercial corridor. This chart demonstrates the service sector categories that have potential for expansion in the Washington Trade Area. Only categories showing potential are included. Demographics and Income — Median Income $50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 Median Income Dubuque MSA Source: Claritas 2007, LISC MetroEdge metrics Washington Trade Area Washington Community • Median income in the Washington Trade Area and Washington Community are both below the Dubuque MSA median income. Median income is a measure commonly used by retailers to measure potential. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -9 - LI MetroEflGE • Dubuque MSA m Washington Trade Area in Washington Community Demographics and Income — Middle Income Household Density Middle Income Households per Square Mile (Household Income between 50 -75K) 600 500 400 300 200 100 0 13 421 504 Dubuque MSA Source: Claritas 2007, LISC MetroEdge metrics Washington Trade Area -A -10- Washington Community MetroE1GE ■ Dubuque MSA © Washington Trade Area © Washington Community • The Washington Trade Area and the Washington Community have 32 and 38 times the number of middle income households per square mile than a typical square mile in the Dubuque MSA. This serves to emphasize that Dubuque is most dense within its City limits, providing retailers with the closest proximity to its customers. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com Demographics and Income — Middle and Upper Middle Income Household Density 900 800 700 600 500 400 300 200 100 0 27 Rw�w.�w Dubuque MSA Source: Claritas 2007, LISC MetroEdge metrics Middle to Upper Income Households per Square Mile (Household Income 50K and above) Washington Trade Area • High concentrations of middle and upper income households (50k and above) are evident in the Washington Trade Area and Washington Community. This is particularly important as this is an income group that retailers want to target. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866- 828 -1599 • www.tnetro- edge.com - A -11 - 794 Washington Community sc MetroEiGE • Dubuque MSA p Washington Trade Area p Washington Community Demographics and Income — Concentrated Buying Power 140 120 100 80 60 40 20 0 $126.5 Dubuque MSA Source: Claritas 2007, LISC MetroEdge metrics Concentrated Buying Power(Millions of Dollars per Square Mile) Washington Trade Area - A-12 - Washington Community 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com MetroE9GE III Dubuque MSA C Washington Trade Area C3 Washington Community • The Washington Community and Washington Trade Area have good buying power. A typical square mile in Cook County, IL, has $85 million dollars of buying power per square mile — less than the buying power of the Washington Community. Concentrated Buying Power is potential dollars available to be spent by consumers who live in the study area per square mile. Demographics and Income — Income Diversity 35% 30% 25% 20% 15% 10% 5% 0% Household Annual Income Distribution 2007 Less than $15,000 to $25,000 to $35,000 to $50,000 to $75,000 to $100,000 to $150,000 $15,000 $24,999 $34,999 $50,000 $75,000 $100,000 $150,000 plus Source: Claritas 2007, LISC MetroEdge metrics 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com -A -13- MetroEflGE • A third of the households in the Washington Community are middle income and 37% of the households in the Washington Trade Area are in this same income bracket. The Washington Neighborhood has a solid middle- income base that is attractive to retailers and investors and is a strong signal to outsiders that the income strength in the neighborhood is strong and as trends demonstrate growth. II ,. • Dubuque MSA p Washington Trade Area p Washington Community aa , . ® ■M /vl c7 glii 1% 0% Demographics and Income — Income Diversity 35% 30% 25% 20% 15% 10% 5% 0% Household Annual Income Distribution 2007 Less than $15,000 to $25,000 to $35,000 to $50,000 to $75,000 to $100,000 to $150,000 $15,000 $24,999 $34,999 $50,000 $75,000 $100,000 $150,000 plus Source: Claritas 2007, LISC MetroEdge metrics 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com -A -13- MetroEflGE • A third of the households in the Washington Community are middle income and 37% of the households in the Washington Trade Area are in this same income bracket. The Washington Neighborhood has a solid middle- income base that is attractive to retailers and investors and is a strong signal to outsiders that the income strength in the neighborhood is strong and as trends demonstrate growth. Demographics and Income — Race and Ethnicity 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Race and Ethnic Distribution Asian Black White Hispanic Other Source: Claritas 2007, LISC MetroEdge Metrics la Dubuque MSA • Washington Trade Area ci Washington Community I MetroEBGE • The Dubuque Community is predominately white but it has a higher percentage of Hispanics 9% and Black people 9% than the other two comparison areas. These numbers contrast sharply to the Dubuque MSA which only has 1% of Black and 2% Hispanic population. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com -A -14- Demographics and Income — Age Distribution Washington Community 400 350 300 250 200 150 100 50 0 Age Distribution for the Washington Communtiy r . 1 1 1 r111111=1 NMI �I �I Yrn ir rim don cb N D< �1 r O tip` tDt 0 D # b t, \ t cb 0< J 5 �oo, \ o � �o � �o ��o� o \ o � 10 G., N<0 N ti ti 3 D h h co 1 c Source: Claritas 2007 • The Washington Community shows the largest numbers of people between the ages of 25 and 44. The population does not seem to be aging, which indicates they might be leaving the community as they age or, at the very least, that seniors are not choosing to live in the neighborhood. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com -A -15- • 1990 • 2000 © 2007 MetroEEGE Demographics and Income — Age Distribution Washington Trade Area 2500 2000 1500 1000 500 0 Age Distribution in the Washington Trade Area • .L 1 ED il 1)% 0 t\t` �� ti ti p` op( D�� °� h co 1 cbt` \ \co C) <0 ,�o � o �,�o �,�o h � o �,�o ,�o no h ,�o o ,�o ��o � 1/4o � ►� `l• ` 3 1 <0C) h � 1 c Source: Claritas 2007 • The Washington Trade Area has a more even distribution of the population than the Washington Community. While people age 25 to 44 are still the predominant group, there is a stronger presence of children and senior citizens. - A-16 - © 1990 • 2000 © 2007 1 N La Salle St.,12 Floor, Chicago, 1L 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com MetroEEGE Demographics and Income — Age Distribution Dubuque MSA 16000 14000 12000 10000 8000 6000 4000 - 2000 - 0 MIPPII 1 111 li 11 Y ['[1 YIA I i i Source: Claritas 2007 Age Distribution in Dubuque MSA O` <0 O , ` o �,�o ��o �,�o ,o � 9 ,�o o n o � , s 9 o n o ,�9 � ,�9 <,)<Z N `L `l. 3 D� h h C3 co ' The number of people that live in the Dubuque MSA has increased slightly with the strongest growth in the senior population. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com -A -17- • 1990 • 2000 © 2007 MetroEaGE Demographics and Income — Educational Attainment Washington Community 600 500 400 300 200 100 0 Educational Attainment in the Washington Community Area 6 0 �o` O o` ( f 0 0 �.0 0 0 0 0 0 0 -;.<` r r�`r o`\0 0� 0 � �' 0 � 003 X � 5 0 c? �o c \0 5o P -� Qc Oo o Source: Claritas 2007 gs_c MetroEBGE ® 2000 • 2007 • Educational attainment has remained constant in the Washington Community Area, with the majority of the population finishing high school. The reduction we see from 2000 to 2007 mirrors the Toss in population. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866- 828 -1599 • www.metro- edge.com - A-18 - Demographics and Income — Educational Attainment Washington Trade Area 4000 3500 3000 2500 2000 1500 1000 500 0 Educational Attainment in the Washington Trade Area a o oo\ o sLf 0 °cc' `o o go o `o o �r o;� r co o r or c r a e) G ro te a o� a ° ,$) � moo o c> 4\b. ` o o '` o � 5 Q.� to '0 Q -A -19- Source: Claritas 2007 • The educational attainment most commonly achieved in the Washington Trade Area is high school. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com I MetroE?GE ® 2000 • 2007 Demographics and Income — Educational Attainment Dubuque MSA 30000 25000 20000 15000 10000 5000 0 ao o o� oo� 4o 00 &co 0 0 0 er , • • m o o �� e � a a a CO co co Source: Claritas 2007 Educational Attainment in the Dubuque MSA • The Dubuque MSA has a notable number of residents with bachelors and masters degree, yet most residents still only have a high school level education. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -20 - I® 2000 • 2007 MetroEDGE L MetroEBGE Demographics and Income — Home Ownership Washington Community & Washington Trade Area Home Ownership Rate in the Washington Community 70.00% 60.00% 50.00% 40.00% - 30.00% - 20.00% - 10.00% - 0.00% - 55.00% 50.00% 45.00% 40.00% 35.00% 30.00% Owner Occupied Renter Occupied Source: Claritas 2007, LISC MetroEdge Metrics Home Ownership Rate in the Washington Trade Area Owner Occupied Renter Occupied Source: Claritas 2007, LISC MetroEdge Metrics - A -21 - El 1990 • 2000 In 2007 • 1990 • 2000 15 2007 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com • Home Ownership in the Washington Trade Area is strong with about 50% of the households' owner occupied. The Washington Community has a higher rate of renter occupied homes at just over 60 %. • The average household size in the Washington Community is 2.02. • The average household size in the Washington Trade Area is 2.12. • The total number of households in the Washington Community is 779. • The total number of households in the Washington Trade Area is 4,862. Demographics and Income — Home Ownership Dubuque MSA Home Ownership Rate in the Dubuque MSA 80% 70% 60% 50% 40% 30% 20% 10% 0% Owner Occupied Source: Claritas 2007, LISC MetroEdge Metrics • The home ownership rate in the Dubuque MSA is about 75 %. • The average household size in the Dubuque MSA is 2.42 • The total number of households in the Dubuque MSA is 36,155. Renter Occupied I N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -22 - © 1990 • 2000 © 2007 Demographics and Income — Household Type 80% 70% 60% 50% 40% - 30% - 20% - 10% - 0% - Family and Single Person Households Family Households Source: Caritas 2007, LISC_MetroEdge Metrics Single Person Households • The Dubuque MSA is comprised primarily of Family Households; in contrast the Washington Community is almost evenly divided between Single Person Households and Family Households. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -23 - • Dubuque MSA • Whashington Trade Area p Washington Community MetroEDGE Income and Demographic Trends - Population Population Trend L � c MetroEBGE • The population has decreased in both the Washington Trade Area and the Washington Community. A possible explanation for this is that age distribution data shows no substantial increase in the older population, which suggests that as households get older they are leaving the neighborhood and either not being replaced or are being replaced with single person or smaller family households that might not have children. In contrast the Dubuque MSA has seen consistent population growth. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -24 - Population 1990 Population 2000 Population 2007 Washington Community 1,949 1,865 1,654 Washington Trade Area Income and Demographic Trends - Population Population Trend L � c MetroEBGE • The population has decreased in both the Washington Trade Area and the Washington Community. A possible explanation for this is that age distribution data shows no substantial increase in the older population, which suggests that as households get older they are leaving the neighborhood and either not being replaced or are being replaced with single person or smaller family households that might not have children. In contrast the Dubuque MSA has seen consistent population growth. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -24 - Change 1990 - 2000 Change 2000 - 2007 Change 1990 - 2007 Washington Community -4.3% -11.3% -15.2% Washington Trade Area Income and Demographic Trends - Population Population Trend L � c MetroEBGE • The population has decreased in both the Washington Trade Area and the Washington Community. A possible explanation for this is that age distribution data shows no substantial increase in the older population, which suggests that as households get older they are leaving the neighborhood and either not being replaced or are being replaced with single person or smaller family households that might not have children. In contrast the Dubuque MSA has seen consistent population growth. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -24 - Income and Demographic Trends — Median Income Median Income Trend • The Washington Community has seen a 100% increase in median income since 1990. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -25 - MetroE1GE Median Income 1990 Median Income 2000 Median Income 2007 Washington Community 13,798 23,652 27,640 Dubuque MSA ashin • ton Trade Area Income and Demographic Trends — Median Income Median Income Trend • The Washington Community has seen a 100% increase in median income since 1990. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -25 - MetroE1GE Income and Demographic Trends — Middle Income Household Density Middle Income Household Trend (btw $50k and $75k) 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -26 - L.. MetroEEGE • Income changes are evident in this chart as the increase in the Washington Community and the Washington Trade Area are astonishing. Middle Income HHs 1990 Change 2000 - 2007 Middle Income HHs 2000 Washington Community Middle Income HHs 2007 42.9% Washington Community 12 60 86 Income and Demographic Trends — Middle Income Household Density Middle Income Household Trend (btw $50k and $75k) 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -26 - L.. MetroEEGE • Income changes are evident in this chart as the increase in the Washington Community and the Washington Trade Area are astonishing. Change 1990 - 2000 Change 2000 - 2007 Change 1990 - 2007 Washington Community 392.9% 42.9% 604.2% Income and Demographic Trends — Middle Income Household Density Middle Income Household Trend (btw $50k and $75k) 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -26 - L.. MetroEEGE • Income changes are evident in this chart as the increase in the Washington Community and the Washington Trade Area are astonishing. Middle to Upper Income Households Trend ($50k and above) LIS MetroEDGE Income and Demographic Trends — Middle and Upper Middle Household Income Density • Middle to Upper Middle Income Households have increased in the Washington Trade Area and the Washington Community at rates higher than the MSA since 1990. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -27 - Middle to Upper Income HHs 1990 Middle to .:Upper Income HHs 2000 Middle to Upper Income HHs 2007 Washington Community 17 93 135 Washin•ton Trade Area Washington Trade Area Middle to Upper Income Households Trend ($50k and above) LIS MetroEDGE Income and Demographic Trends — Middle and Upper Middle Household Income Density • Middle to Upper Middle Income Households have increased in the Washington Trade Area and the Washington Community at rates higher than the MSA since 1990. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -27 - Change 1990 - 2000 Change 2000 - 2007 Change 1990 - 2007 Washington Community 457.9% 45.7% 712.8% Washington Trade Area Middle to Upper Income Households Trend ($50k and above) LIS MetroEDGE Income and Demographic Trends — Middle and Upper Middle Household Income Density • Middle to Upper Middle Income Households have increased in the Washington Trade Area and the Washington Community at rates higher than the MSA since 1990. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -27 - Home Mortgage Disclosure Act — New Purchase Loans 60.0 50.0 40.0 30.0 20.0 10.0 0.0 Source: Home Mortgage Disclosure Act (HMDA) 2006, LISC MetroEdge metrics HMDA 2006 New Purchase Loans per 1,000 Households 52.05 44.68 32.00 Dubuque MSA Washington Trade Area - A -28 - Washington Community 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.inetro- edge.com L MetroEDGE • Dubuque MSA 15 Washington Trade Area p Washington • Home purchases can provide evidence that there is an active investment climate in a market area. The Washington Trade Area and Community have fewer home purchases than the MSA. The Trade Area is not far behind the MSA, though, and the presence of renters explains the lower rate in the Washington Community. Home Mortgage Disclosure Act — Multi- family Loans 1.0 0.0 HMDA 2006 Multi - family Loans per 1,000 Households Dubuque MSA Washington Trade Washington Area Community Source: Home Mortgage Disclosure Act (HMDA) 2006, LISC MetroEdge metrics 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -29 - 0.30 ® Dubuque MSA ® Washington Trade Area © Washington Community LISQ MetroEEGE • Multi- family investment in each trade area is comparable and reflects the relatively low rate of new multi - family projects in each trade area. Home Mortgage Disclosure Act — Rehabilitation Loans 6 5 4 3 2 0 HMDA 2006 Rehab Loans per 1,000 Households Dubuque MSA Source: Home Mortgage Disclosure Act (HMDA) 2006, LISC MetroEdge metrics Washington Trade Area Washington Community 1 N La Salle St.,12"' Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -30 - MetroEDGE III Dubuque MSA © Washington Trade Area in Washington Community • Rehab investments demonstrate that homeowners are investing in the upkeep of their investments. The two Washington trade areas show a lower rate of these investments than the MSA. Home Mortgage Disclosure Act — New Purchase Loan Trends New Purchase Loans, 1996 -2006 0 0 V 28 Source: Home Mortgage D6ciosure Act 1996-2006, LISC MetroEdge metrics 2,000 1,800 1,600 1,400 C 1,200 0 1,000 ° 800 600 400 200 0 19 Source: Home Mortgage Disclosure Act 1996-2006, LISC MetroEdge metrics 14 19 12 25 _ 25 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 New Purchase Loans, 1996 -2006 ❑ Washington Community Loans 1,827 • - . - - - • - IWM - - - - -• I - - -- - - • ■ I----- - - - - -• I----- - - - - -• 17777 77771 ■s■A1 1 336 1,44 1,190 1,179 1 145 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 • Dubuque MSA Loans O Washington Trade Area Loans - A -31 - MetroEDGE • New home purchase loans are on the rise in each of the trade areas. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com Home Mortgage Disclosure Act — Rehabilitation Loan Trends Rehab Loans, 1996 -2006 0 0 V c 8 V 10 0 Source: Home Mortgage Disclosure Act 1996 -2006, LISC MetroEdge metrics 648 324 0 5 4 246 4 3 3 inn 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Rehab Loans, 1996 -2006 362 191 190 194 204 3 3 ❑ Washington Community Loans LLLLI , JILL 1996 1997 1998 1999 2000 2001 2002 Source: Home Mortgage Disclosure Act 1996-2006, LISC MetroEdge metrics 3 226 2003 2004 2005 2006 • Dubuque MSA Loans IS Washington Trade Area Loans 1 N La Salle St.,12 Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -32 - L �5c MetroEBGE • Rehab loan activity has been consistent but low in the Washington Community and the Washington Trade Area. MetroEDGE Methodology This Report reflects a first stage of exploration that is data based. Sources and limitations of the core data as well as explanation of the analytic methodology are provided below. Broadly, it should be noted that data -based analysis provides a useful starting point — and offers the benefits that it can uncover Tess obvious opportunities, compare multiple, large geographies, and be done relatively quickly and inexpensively - but it must be applied judiciously and in context. We use national and local datasets to better understand the area of study, our national datasets include Claritas and Home Mortgage Disclosure Act (HMDA), local datasets vary depending on the availability. Claritas a national demographic data provider - which uses census information as its base — is widely used by retailers. HMDA is loan information that helps inform the investment activity in a given area. All data sources have certain limitations, and some important characteristics of retail markets cannot be captured by secondary data. As a result, it is important to understand how to use and interpret the data appropriately and to complement it with other types of analyses. A. Demand Demand is the measure of potential dollars available to be spent in retail stores by the consumers in an area. This information is derived from the Retail Trade Potential database. The Census of Retail Trade is the basis of this information. Retail sales by store type are correlated with demographic characteristics to develop estimates of expenditures by store type. The Demand of a particular geography is estimated by identifying the demographic characteristics of the area, then extrapolating the associated expenditure patterns for those demographics and updating these estimates for the current year. This procedure enables estimation of potential spending by store type for residents in a given geography. These models and resulting spending estimates are imperfect, particularly for inner -city areas, and tend to underestimate Demand for those areas. They are nevertheless the best available for present purposes, and — keeping in mind their limitations — can be reasonably reliably used to consider the relative strength or spending potential of geographies. B. Supply Retailers, of course, are interested not only in the Demand of a neighborhood, but also in the competition — how much of that retail potential is not met locally? The second variable, Retail Supply, provides an estimate of the dollar amount of actual retail sales by store type. These estimates are also based on the Census of Retail Trade. It should also be noted that the Census of Retail Trade as well as current business databases, may tend to undercount smaller and informal economy business activity so this estimation procedure may also underestimated total retail sales in a given geography. To help make the data more accurate the business list is revised and businesses are added or eliminated to help keep the supply number as current and true as possible for a given geography. These datasets, however, are the best available data and quite reliable for the purpose of determining supply. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866- 828 -1599 • www.metro- edge.com - A -33 - C. Retail Float Retail Float is a simple, yet powerful, metric that measures the amount of unmet retail opportunity in a geographic area. Retail Float is the difference between Demand and Supply: it is an indicator of how much residents of an area spend that is not captured by actual sales by stores in the area. This methodology tends to produce a conservative estimate of float (i.e., it tends to underestimate float, providing a minimum or lower boundary of the likely amount of float) because stores sell to people outside the neighborhood as well. Most neighborhoods have positive float, because certain types of goods and services are not normally purchased in the neighborhood. For example, you would not find major appliance stores in most neighborhood areas. There are also some cases were you can find negative float, because there can be a saturation of the market in a certain category or your community is a destination for certain types of retail. For example, clothing stores tend to cluster as customers like to compare these goods. D. Adjusted Float Adjusted Float provides a measure of the extent is, in fact, met by stores nearby? In other words, likely include some of the households inside the of competition for the unmet demand in the neighborhood: how much of that Float if there are stores outside the boundaries of the neighborhood whose market areas neighborhood, the Float from those households is really not unmet demand, since it is presumably satisfied nearby. We call this "Adjusted Float" and subtract it from the overall Float, to adjust the estimates of retail potential to account for nearby competition. Method: • Estimate demand met by nearby establishments according to the proximity to the target area and size of these nearby establishment • Adjust float by subtracting demand satisfied nearby Figure 1: Retail Float Adjustment (Adjusted Float) 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -34 - MetroEBGE L ✓� MetroE ?GE G. Glossary of Float Categories: Float: Motor Vehicle & Parts Dealers Industries in the Motor Vehicle and Parts Dealers subsector retail motor vehicles and parts from fixed point -of -sale locations. Establishments in this subsector typically operate from a showroom and /or an open lot where the vehicles are on display. The display of vehicles and the related parts require little by way of display equipment. The personnel generally include both the sales and sales support staff familiar with the requirements for registering and financing a vehicle as well as a staff of parts experts and mechanics trained to provide repair and maintenance services for the vehicles. Specific industries have been included in this subsector to identify the type of vehicle being retailed. Sales of capital or durable nonconsumer goods, such as medium and heavy -duty trucks, are always included in wholesale trade. These goods are virtually never sold through retail methods. Float: Furniture and Home Furnishings Stores Industries in the Furniture and Home Furnishings Stores subsector retail new furniture and home furnishings from fixed point -of -sale locations. Establishments in this subsector usually operate from showrooms and have substantial areas for the presentation of their products. Many offer interior decorating services in addition to the sale of products. Float: Electronics and Appliance Stores Industries in the Electronics and Appliance Stores subsector retail new electronics and appliances from point -of -sale locations. Establishments in this subsector often operate from locations that have special provisions for floor displays requiring special electrical capacity to accommodate the proper demonstration of the products. The staff includes sales personnel knowledgeable in the characteristics and warranties of the line of goods retailed and may also include trained repair persons to handle the maintenance and repair of the electronic equipment and appliances. The classifications within this subsector are made principally on the type of product and knowledge required to operate each type of store. Float: Building Material and Garden Equipment and Supplies Dealers Industries in the Building Material and Garden Equipment and Supplies Dealers subsector retail new building material and garden equipment and supplies from fixed point -of -sale locations. Establishments in this subsector have display equipment designed to handle lumber and related products and garden equipment and supplies that may be kept either indoors or outdoors under covered areas. The staff is usually knowledgeable in the use of the specific products being retailed in the construction, repair, and maintenance of the home and associated grounds. 1 N La Salle St.,12 Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -35 - MetroE?GE Float: Food and Beverage Stores Industries in the Food and Beverage Stores subsector usually retail food and beverages merchandise from fixed point -of -sale locations. Establishments in this subsector have special equipment (e.g., freezers, refrigerated display cases, refrigerators) for displaying food and beverage goods. They have staff trained in the processing of food products to guarantee the proper storage and sanitary conditions required by regulatory authority. Float: Health and Personal Care Stores Industries in the Health and Personal Care Stores subsector retail health and personal care merchandise from fixed point -of -sale locations. Establishments in this subsector are characterized principally by the products they retail, and some health and personal care stores may have specialized staff trained in dealing with the products. Staff may include pharmacists, opticians, and other professionals engaged in retailing, advising customers, and /or fitting the product sold to the customer's needs. Float: Gasoline Stations Industries in the Gasoline Stations subsector group establishments retailing automotive fuels (e.g., gasoline, diesel fuel, gasohol) and automotive oils and retailing these products in combination with convenience store items. These establishments have specialized equipment for the storage and dispensing of automotive fuels. Float: Clothing and Clothing Accessories Stores Industries in the Clothing and Clothing Accessories Stores subsector retailing new clothing and clothing accessories merchandise from fixed point -of -sale locations. Establishments in this subsector have similar display equipment and staff that is knowledgeable regarding fashion trends and the proper match of styles, colors, and combinations of clothing and accessories to the characteristics and tastes of the customer. Float: Sporting Goods, Hobby, Book, and Music Stores Industries in the Sporting Goods, Hobby, Book, and Music Stores subsector are engaged in retailing and providing expertise on use of sporting equipment or other specific leisure activities, such as needlework and musical instruments. Book stores are also included in this subsector. Float: General Merchandise Stores Industries in the General Merchandise Stores subsector retail new general merchandise from fixed point -of -sale locations. Establishments in this subsector are unique in that they have the equipment and staff capable of retailing a large variety of goods from a single location. This includes a variety of display equipment and staff trained to provide information on many lines of products. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -36 - LI MetroEflGE Float: Miscellaneous Store Retailers Industries in the Miscellaneous Store Retailers subsector retail merchandise from fixed point -of -sale locations (except new or used motor vehicles and parts; new furniture and house furnishings; new appliances and electronic products; new building materials; and garden equipment and supplies; food and beverages; health and personal care goods; gasoline; new clothing and accessories; and new sporting goods, hobby goods, books, and music). Establishments in this subsector include stores with unique characteristics like florists, used merchandise stores, and pet and pet supply stores as well as other store retailers. Float: Food Services and Drinking Places Industries in the Food Services and Drinking Places subsector prepare meals, snacks, and beverages to customer order for immediate on- premises and off - premises consumption. There is a wide range of establishments in these industries. Some provide food and drink only; while others provide various combinations of seating space, waiter /waitress services and incidental amenities, such as limited entertainment. The industries in the subsector are grouped based on the type and level of services provided. The industry groups are full - service restaurants; limited - service eating places; special food services, such as food service contractors, caterers, and mobile food services; and drinking places. Food services and drink activities at hotels and motels; amusement parks, theaters, casinos, country clubs, and similar recreational facilities; and civic and social organizations are included in this subsector only if these services are provided by a separate establishment primarily engaged in providing food and beverage services. 1 N La Salle St.,12` Floor, Chicago, IL 60602 • Phone: 866 - 828 -1599 • www.metro- edge.com - A -37 - Variables & Metrics I Definitions 1 Source Retail Potential Trade Area Area defined by physical and /or sociological boundaries that determines the target market for the retail types evaluated for a specific site or retail corridor. This area often differs from political, community, or service area boundaries. MetroEdge Demand A measure of potential dollars available to be spent in retail stores by the consumers who live in the study area. Claritas Business Facts 2007, MetroEdge Calculations Supply Total dollar amount of actual retail sales for the retail category under analysis Claritas Business Facts 2007, Census Retail Trade 2002 and MetroEdge Calculations Float Measure of the amount of unmet retail opportunity in the study area, and is calculated as the difference between buying power (demand) and retail sales (supply). MetroEdge Calculations Float as a Percentage of Demand Percentage of demand that is met outside the study area MetroEdge Calculations Adjusted Float Adjusts float for the amount that is captured by establishments immediately outside of the target area. Adjusted Float is subtracted from overall Float. Claritas Business Point 2007, Claritas Business Facts 2007 and MetroEdge Calculations Estimated Square Footage Estimated total additional amount of square footage available in the study area for retail development. These figures are based on adjusted float, which is a more conservative estimate of float. ICSC 2007 MetroEdge Calculations Service Sector Gap (number of establishments) Estimated gap in the number of service sector establishments in the study area by category. The gap is calculated based on the average number of establishments per 1,000 households in the county MetroEdge Calculations, Claritas Business Facts 2007 Buying Power Buying Power Potential dollars available to be spent by the consumers who live in the study area. Claritas Business Facts 2007, Retail Trade Potential, MetroEdge Calculations Concentration of Buying Power Potential dollars available to be spent by consumers who live the study area per square mile Claritas Business Facts 2007, Retail Trade Potential, MetroEdge Calculations Demographics Population Population count for the study area Claritas Population Facts 2007, Census 2000 DUBUQUE RETAIL POTENTIAL MARKET ANALYSIS MetroEDGE November 2008 - A -38 - Households Household count for the study area. Claritas Population Facts 2007, Census 2000 Median Household Income Median annual Household Income Claritas Population Facts 2007, Census 2000 Total Middle Income Households Total number of households with annual household income between $50K and $75K Claritas Population Facts 2007, Census 2000 Concentrated Middle Income Total number of households with annual household income. between $50K and $75K, per square mile Claritas Population Facts 2007, Census 2000 Total Middle to Upper Middle Income Households Total number of households with household income $50K and above Claritas Population Facts 2007, Census 2000 Concentrated Middle to Upper Middle Income Households Total number of households with annual household income $50K and above, per square mile Claritas Population Facts 2007, Census 2000 Investment trends and other indicators New Purchase Loans Home Mortgage Disclosure Act Loans. Number of new purchase loans related to housing for a period of time in an area. Federal Financial Institutions Examination Council 1993 -2006 & MetroEdge Calculations Rehab Loans Home Mortgage Disclosure Act Loans. Number of rehab loans related to housing for a period of time in an area. Federal Financial Institutions Examination Council 1993 -2006 & MetroEdge Calculations Refinance Loans Home Mortgage Disclosure Act Loans. Number of Refinance loans related to housing for a period of time in an area. Federal Financial Institutions Examination Council 1993 -2006 & MetroEdge Calculations DUBUQUE RETAIL POTENTIAL MARKET ANALYSIS MetroEfJGE November 2008 - A -39 - DRAFT I Community Assessment & Revitalization Strategies Appendix B: Best Practice Pro:ram Examples for Families, Youth & Education Below are best practice program examples for the Families, Youth, and Education strategy area. Key Issue /Strategy Areas include: • Expand transportation options to programs ■ Expand youth activities (limited number of to programs; lack of interest) • Enhance neighborhood communications to ensure knowledge and awareness of programs • Encourage greater parent/adult involvement (especially with youth /children programming) For each of the key issue areas identified above, below is a preliminary list of potential strategies that should be considered by the residents and stakeholders engaged in improving the quality -of -life in the Washington Neighborhood. Accessibility Strategy #1: Expand transportation options to programs and activities serving the neighborhood. Best Practice Program Examples: • City of San Jose Senior Transportation Program o Includes a youth component for after school o Established in 2005, this program initially focused services on low- income seniors, and limited most travel to primarily "basic needs" destinations (medical appointments, grocery shopping, nutrition program trips, etc.), but has since expanded to include all county seniors, and also provides rides to church, visit friends, attend social events, etc. (Public /private funding) o http: / /seniorrides.org / ?q= node /2 and http: / /seniorrides.org / ?q= node /26 • Minneapolis "Youth Are Here" o Bus circulator throughout the summer provides free rides to kids to a variety of locations where activities are taking place. http: / /www.ycb.org/YouthRHereBus.asp ■ St. Paul After School Bus Circulator (east side area) o Free bus services stops at schools and takes kids to different stops including recreation centers, libraries and other places, such as the YMCA, where kids could take part in productive activities. o http: / /www.startribune.com /local /stpau1/33477384.html • Joliet Quality of Life Plan o This plan proposes, among a variety of other transportation proposals, a circulator to run from the downtown to 4 or 5 certain points in the neighborhood, in an effort to provide better connections to a somewhat limited public transit system. o http: / /www.cityofjoliet .info /documents /FullText11 -05 -07 000.pdf Washington Neighborhood Plan — City of Dubuque IA - B-1 - DRAFT j Community Assessment & Revitalization Strategies Youth Activitiesllnvolvement Strategy #2: Expand youth activities that meet the interests and needs of children of all ages and keep them engaged and active. Best Practices Program Examples: • Joliet Quality of Life Plan o Building on the existing network of local resources already providing programs for youth, the Joliet plan is two - pronged. First it focuses on identifying and developing youth leaders that will then influence others in the community. Next, it discusses the importance of working with existing organizations that provide services for youth, coordinating services and programs. One of the first items on their agenda is proposed to be a survey in order to solicit feedback regarding: o Accessibility of youth programs o Areas of interest o Concerns they believe have not been addressed o Potential strategies for engaging more youth in the community o http: / /www.cityofjoliet .info /documents /FullText11 -05 -07 000.pdf Summerfield Youth Council o This non profit organization offers opportunities for the youth in the Northwest Guilford Area to make a difference in our community. The SYC focuses on developing future leaders, organizing local activities, increasing civic awareness and beautifying our community. The SYC is also very community service oriented and sponsors several events throughout the year for this purpose. Membership is open to children from 2nd through 12 grades. Included on the SYC's board are adult leaders. o http:// www. summerfieldyouthcouncil .com /aboutus.htm • Greensboro Youth Council o The council plans activities directed towards kids, provides service to existing city programs, and builds leadership with participating youth. o http:// www. greensboro- nc. gov/ Departments /Parks /programs /gyc/ Neighborhood Communication Strategy #3: Enhance neighborhood communications to ensure residents are aware of programs. Best Practice Program Examples: • Edgewood Borough Newsletter and Community Calendar o This organized neighborhood just outside of Pittsburgh, PA provides a monthly newsletter with a detailed calendar near the back of each issue (including a reminder for the next newsletter deadline!) The newsletter is distributed to members in the community and is also available online. There is one contact person who is responsible for taking calls /receiving emails about calendar items. o http: / /www.edgewood.pgh.pa.us/ Downloads /newsletters /ENL200811.pdf ■ Partnership Park News o The Partnership Park Downtown Neighborhood Association located in Jackson, MI has a newsletter and simpler version of a calendar of events on the last page, which shows that you don't have to "be fancy" to provide useful information to the neighborhood. o http:// www. virtualcap.org /crosContent/files /PPDNA Newsletter I - 07.pdf Washington Neighborhood Plan — City of Dubuque IA - B-2 - DRAFT I Community Assessment & Revitalization Strategies Citizen Involvement Strategy #4: Encourage greater parent/adult involvement in the community, particularly with youth activities. Best Practice Program Examples: • Bagley Housing Association o Bagley Housing Association (BHA) is a CDC in Southwest Detroit that grew out of a concern for the revitalization of this inner city neighborhood in the mid 1990s. An established church (St. Anne's) was prominent in developing a neighborhood revitalization plan that outlined its chief concerns as improving the quality of its housing stock and attracting commercial development. Once a detailed mission and plan were achieved, start -up funds were received from the Detroit Funders Collaborative and the Local Initiatives Support Corporation (LISC) to form a nonprofit CDC to carry out the implementation of the plan and spur long term community planning and involvement. o http: / /bagleyhousing.com/ • Unity CDC o Unity CDC is a newly establish nonprofit agency established in Joliet, IL whose sole mission is to implement the Quality of Life Plan. In fact, the formation of a CDC for this exact purpose was recommended within the plan. Unity CDC's recently formed board of directors is comprised of a well- thought out mix of stakeholders that includes neighborhood residents, important local institutions, and representatives from integral city departments. o http: / /www.unitycdc.org/ • Portland Impact o This mentor program is directed at children ages 6 through 16 in the northeast and southeast sections of Portland. Mentors /mentees meet each week and "engage in mutually interesting activities such as sports, games, reading, arts & crafts, and community service projects." It was recently reported that 97% of the mentored students reported having a mentor improved their interest in school; and that 81% of their parents reported improved behavior or school performance. o http: / /www.portlandimpact .org /mentoringlindex.htm • College Mentors for Kids Inc. o College Mentors for Kids Inc is a non -profit organization that currently operates primarily in Indiana and has grown to include Illinois. Mentor relationships between college students and children encourage "shared experiences on campuses and in communities." "Buddy pairs" meet weekly throughout the school year and "children explore new opportunities and begin to develop a larger sense of the world and their place in it." This program or something similar could be developed with one or all of the local colleges, especially so with majors /disciplines closely linked to this kind of work, such as education or social work. o http: / /www.collegementors.org /default.asp o http: / /www.collegementors .org /StartAChapter.asp o http: / /www.usi.edu /MCC /mentors.asp Washington Neighborhood Plan — City of Dubuque IA - B - - DRAFT ( Community Assessment & Revitalization Strategies • After School Matters o In Chicago, After School Matters is a program that allows teens to "explore an interest and find your future" by working side -by -side with local experts in the fields of arts, sports, technology, communications and science, while earning a stipend. Marketable skills in today's workplace are learned. The organization itself focuses not just on the ongoing recruitment of participating teens, but the continual recruitment of participating agencies and instructors. o http : / /www.afterschoolmatters.org/ • Railroad Street Youth Project o As part of their mentoring program in Berkshire County, MA, The Railroad Street Apprenticeship Program (RAP) has as its goal to match "the inspirations of young people to the resources of the community...and prepare them for the workplace." Opportunities in cosmetology, culinary arts, international business and other individual experiences help broaden students' horizons for thinking about what comes next after high school. o http: / /www.rsyp.org /apprenticeship.html • Subject -based after school after school apprenticeship programs: o After - School Education Apprenticeship Program (NYC students interested in working with children) o http: / /www.tascorp.org /section /what we do /program support/youth /apprentice o Youth Astronomy Apprenticeship Program (Boston /MIT area students) o http: / /yaa.mit.edu/ • Afterschool Clearinghouse o Website that provides tools and resources for developing effective mentoring programs. o http: / /www.mentoring.org /find resources /afterschool clearinghouse/ Washington Neighborhood Plan — City of Dubuque IA - B-4 - Other Potential Program Strategies The consensus of the CCC Task Force was that the neighborhood needs to: 1) Get information to the people who need it, and 2) get them involved. Some issues that are of concern may include transportation, access to information, motivation and trust. Other program ideas generated from the CCC Task Forces include: DRAFT I Community Assessment & Revitalization Strategies Child Safety - Bicycle safety training • License /certificate of completion • Incentive to wear helmets (since kids who participate in PD program usually are found not wearing their helmets) Gardening program with kids • Establish a community garden • On green roofs in the Warehouse District Intramural Sports • Establish programs target to youth ages 13 to 17 years Youth Feedback • Need a large -scale effort to gather feedback from youth to define what are the things that they would like to see. Some members indicated that a lot of youth just want a little spending money; and access to transportation. Open Gym • Open Gym should be enhanced and better advertised and promoted • Need monitoring (by adults) so that more families are likely to participate • Provide activities for younger kids /older kids (e.g. arts and crafts) - may need to have different hours for different age groups Sports Fair • Need a larger area to do a sports fair so that kids could learn about all kinds of sports. Sports they might not be aware of, like yoga; double -dutch (e.g. Double -Dutch demonstration /lessons) • Partner this event with information on nutrition Mentor Program for Young Adults • Adult involvement is necessary in order to encourage attend /participate in programs; adults could volunteer to work with people whose parents are unable to attend for a variety of reasons (e.g. Cub Scouts) • This could be expanded to include assistance with transportation and /or participation in other activities, like after school programs, sports, etc. Gaming Tournaments • Video games; cupstacking (it's really big right now); etc... Job Training • Including GED classes • Something located in the neighborhood Washington Neighborhood Plan - City of Dubuque IA - B -5 - DRAFT 1 Community Assessment & Revitalization Strategies From these potential program ideas the CCC Task Force identified two potential priority projects that should be pursued in the short and long term: Program #I: "Warm Summer Fun on Cold Winter Days" The goal of this program is to foster connections by bringing the neighborhood together through greater parent involvement. The program could provide an open gym, expanded movie night, sports fair, and activities for all ages. "This is the one night each week that police would have fewer calls." There are a number of key players who are needed to help make this event a success: • Schools - Loras, UD, Clark • City /Leisure Services • Washington Neighborhood Association (WNA) • Various corporate sponsors • Prescott School Program #2: "Eat -n -Greet in Washington Neighborhood" The goal of this program is to provide an annual event in the neighborhood that attracts residents from the neighborhood and entire City by highlighting neighborhood restaurants and other businesses. Multiple sites would be involved (including Crescent Community Parking Lot; Orange Park; etc...), and fresh produce would be provided from local community gardens. The objective is to enhance community - building and breaking down barriers through awareness of local assets, and benefit local businesses. There are a number of key players who are needed to help make this event a success: • WNA • Crescent Community • Warehouse District • DB &T • Eagle • Walgreens • Mercy Pharmacy • Orange Park • Prescott and Audubon Schools • Dubuque Police Department • Multi Family Cultural Center • Local restaurants • Service stations Washington Neighborhood Plan - City of Dubuque IA - B -6 -