Dubuque Main Street_NEA Our Town Grant, ArtSpace Study Updateartspace
CONSULTING REPORT:
DUBUQUE MILLWORK DISTRICT
Prepared for
D U B U Q U F
MAIN
STREET
2012
ARTSPACE PROJECTS, INC.
250 Third Avenue N., Suite 500
Minneapolis, MN 55401
612.333.9012
www.artspace.org
INTRODUCTION
The City of Dubuque, Iowa, has a lovely location on the Mississippi River, a largely
intact historic downtown business district, and a strong conviction that the arts are
an important civic asset. Indeed, the city itself has been described as "a picturesque
urban work of art" by the National Trust for Historic Preservation, which named Dubuque
one of "America's Dozen Distinctive Destinations" in 2005.
Long a manufacturing center, Dubuque once housed a large millwork district — the nation's
leading producer of doors and windows — that flourished until the 1960s. In the early 1900s,
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Dubuque, Iowa
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Historic Old Alain Entertainment District
'Home to: Fly By Night Productions,
Rising Star Theater Company, and the
Dubuque Symphony Orchestra
as the City's website describes it,
the Millworking District (the green
area on the map at left) `was the
innovative and entrepreneurial
center of the region and was the
backbone of the regional
economy. Dozens of companies,
2,500 employees, a district heating
system, and intimate connections
to Downtown and the
Washington Neighborhood
characterized the District." The
Millwork District is a triangular
area sandwiched between
downtown Dubuque and the
Washington Neighborhood, a
working class neighborhood that
once housed many of the district's
workers. The Millwork District
began to decline in the 1960s and
within two decades had almost
completely emptied out.
In the last few years, Dubuque has made revitalization of the Millwork District a high
priority. A Warehouse District Revitalization Strategy, adopted by the City Council in 2007,
calls for preservation and adaptive reuse of the District's most significant buildings and the
creation of "an active, spirited neighborhood and cultural destination for the city, its
residents, and visitors." In 2008, the bulk of the original District —176 acres containing 19
2
buildings and five other structures — was added to the National Register of Historic Places.
The community's "Envision 2010" process identified restoration of the Historic Millwork
District as a "top 10" goal out of thousands of possible priorities for the citizens of
Dubuque. The Millwork District was identified as an opportunity to create a unique
commercial and residential product not currently available in the market by converting
buildings into multi -use structures containing businesses, restaurants, shops, recreation, and
residences.
The process of renovating the District began in 2010 with a U.S. Department of
Transportation TIGER grant that paid for substantial streetscape improvements in the
Millwork District. It has continued with the renovation of the Caradco Building, a 186,000 -
square -foot millwork factory built between 1880 and 1906 that occupies a full city block;
construction began last year and is scheduled for completion by late 2012. Two other large
mill buildings, the Wilmac and the Novelty Iron Works, await their turn, as does the 5,000 -
square -foot Foundry Building, also known as the Alamo. These four structures occupy the
four corners of "The Quad," the intersection of E. Tenth Street and Washington Street that
stands at the geographic center of the District.
In the midst of all this positive activity and momentum, Main Street Dubuque invited
Artspace to visit the community in a consulting role to assess progress and make suggestions
to help ensure that the arts are well - represented in the revived Millwork District. The visit
took place Feb. 7 -8, 2012. Artspace was represented by Wendy Holmes, Senior Vice
President for Consulting and Strategic Partnerships, and Roy M. Close, Vice President for
Special Projects.
We are grateful to Main Street Dubuque Executive Director Dan LoBianco and his excellent
staff, especially Ryan Dierks, for their work in arranging our visit, to the City of Dubuque for
its strong leadership and support, and to the many other civic and business leaders with
whom we met.
3
FINDINGS
Artspace was invited to Dubuque to provide advice about integrating the arts into the
ongoing redevelopment of the Millwork District — to help the community "take it to
the next level," as Assistant City Manager Teri Goodmann put it.
Much has already been done. The City adopted an arts policy in 2006 and is on record in its
support of "a flourishing of arts and culture, both indoors and out." There appears to be
universal agreement that the Millwork District should have a "vibrant" arts scene. The
Caradco Building, now approaching completion, includes a substantial arts component. The
building's owner /developer, Gronen Restoration, has set aside one half of the lower level
for two arts organizations, the Dubuque Art Center and Studio Works, and the other half for
nonprofits such as Habitat for Humanity, HEART, Proudly Accessible Dubuque, Green
Dubuque, and the Dubuque Jaycees.
During our two days in Dubuque, and in our follow -up calls with a number of key
stakeholders, we have been impressed with the breadth of leadership in Dubuque — the
private sector, public sector, and arts community are all deeply involved in the push to
transform the Millwork District into something special — and with the fact that nearly
everyone seems to be on the same page. Strong local leadership is an essential prerequisite
for any successful arts project, and Dubuque is fortunate to have it in spades.
That said, some key questions remain to be answered. In this section we will address several
of them, based on our experience as a developer of 30 major arts projects around the
country and as a consultant to cities and arts organizations from coast to coast.
• What is our opinion of the plan for the Millwork District as it relates to arts
uses? Does it need to be changed or tweaked? Is dedicated arts space in every
building a desirable goal? Is too much /not enough space being allocated for
arts uses?
This set of questions might best be summed up as a four -word query: "How are we doing ?"
On the strength of two days in the community, much of it spent touring buildings and
speaking to stakeholders, we think Dubuque is doing fine and are confident that the
community is moving in the right direction with respect to the Millwork District and the arts
uses within it. The Caradco Building, now in development, will have a substantial arts
component on its lower level. The Wilmac Building across the street is home to a 15,000 -
square -foot exhibition space; though we have some ideas about utilizing that space more
4
effectively, we're happy to see the arts ensconced there. Even the Novelty Iron Works
Building, the third of the "big three" in the center of the district, boasts a modest (though
difficult to access) art gallery. And the Foundry, which shares the intersection known as the
Quad with the big three, has considerable potential as an arts (or arts - friendly) facility.
Is that too much space to allocate for arts uses? We think not, especially if the Millwork
District aspires to be a true arts district with a variety of activities attracting a diverse
audience. Even in smaller communities than Dubuque, arts districts tend to be chockablock
with arts and arts - friendly uses: galleries, boutiques, wine bars, gift shops, coffeeshops,
creative businesses, and so on. Ultimately, of course, the market will decide just how much
and what kinds of arts activity the district can support. Stronger uses will thrive and grow;
weaker ones will wither on the vine. In the meanwhile, we think the goal should be to
encourage as much arts activity as possible.
• What can be done to maximize the chances of success of the arts groups
based in the Millwork District?
Two arts organizations, the Dubuque Art Center and Studio Works, have committed to
moving into the lower level of the Caradco Building later this year. Together they will
occupy the entire east side of the lower level, about 18,000 square feet. Proponents of the
Millwork District as an arts quarter are understandably eager to make sure that these entities
do as well as possible, since a failure of either could have a chilling effect on the District's
growth as an arts quarter.
The Dubuque Art Center (which is planning to change its name to MATTER) was founded
in 2008 by Jordan DeGree, its current Executive Director, as a place for fostering creativity
in persons of all ages. It defines itself as an arts education organization committed to
providing free arts courses and programming for more than a thousand people, an artist -in-
residence program, and other activities. Studio Works is a new organization established by
Janice Roerig -Blong to provide private and semi - private studios to Dubuque area artists.
According to Studio Works' website, five of the eight private studios have already been
rented.
These two organizations are fortunate to be moving into a facility owned by a company with
a demonstrated commitment to the arts. But whether the fit will prove a good one remains
to be seen and is difficult to predict. As Carol J. De Vita and Cory Fleming note in Building
Capacity in Nonprofit Organisations (The Urban Institute, 2001),
Building the capacity of community -based organizations and the nonprofit
sector is not a simple task. There is no magic formula that guarantees
5
success, and little agreement exists on where to begin or what to do. Instead,
the process of creating and maintaining a robust and effective nonprofit
sector exemplifies the tensions and trade -offs that individuals and
organizations face when adapting to change. It is through this dynamic
process that organizations, like people, learn to adapt and grow to their full
potential.
That said, we think that Studio Works' business plan is fundamentally sound, and in a
follow -up conversation with Ms. Roerig -Blong we suggested several ways in which it might
be strengthened. Specifically, we recommended that she (a) allocate more funds for salaries
and benefits, (b) reduce the capital budget by eliminating equipment as a capital expense and
adding equipment for specific art forms over time, (c) consider long -term loan possibilities
such as Program- Related Investments (PRIs), and (d) consider a for - profit organizational
model.'
Although we have not seen a Dubuque Art Center business plan, we have spoken with Mr.
DeGree and understand the basic financial premises of his organization. It will experience
substantial growth when it moves into the Caradco, going from an annual budget of
$130,000 to $250,000 and shifting from a 50/50 earned /contributed income model to a ratio
of 60/40 or even 65/35. We think the Dubuque Art Center, like Studio Works, is a strong
candidate for a PRI to help with buildout and launch expenses, and we suggested to Mr.
DeGree that he join forces with Ms. Roerig -Blong in approaching the Community
Foundation of Greater Dubuque.
We were encouraged that both administrators appear willing to cooperate with each other, as
they will need to do if only because their organizations will share common spaces such as
hallways and restrooms. Both groups will need access to financial resources not only for
buildout expenses but also for ongoing operations. If the Foundry becomes a revenue -
generating event center, it could provide some portion of the latter.
Several other arts organizations are actual or potential stakeholders in the Millwork District.
These include:
• The Dubuque County Fine Arts Society, which presents the annual "Voices from the
Warehouse District' art exhibition and related events in the Wilmac Building.
1 Although the Studio Works business plan calls for an annual subsidy from private sector
resources, we believe it could use an entity such as the Community Foundation as a fiscal
agent for fundraising, knowing that over time — say, three to five years — rents from
studio spaces will cover operational costs without need to fundraise.
6
• Fly -By -Night Productions, a nonprofit theater company committed to presenting the
Millwork Storytelling Series featuring live interpretive storytelling that celebrates the
history of the District.
• The Julien International Film Festival of Dubuque, which presents international
films in the district in partnership with the Beloit International Film Festival.
These groups, all mentioned as arts partners in the community's successful NEA "Our
Town" grant in 2009, should be viewed as candidates for the same kind of support as the
Dubuque Art Center and Studio Works.
• What are the best potential uses for the "Voices" space in the Wilmac
Building?
"Voices from the Warehouse District' is an annual month -long event that includes a visual
arts exhibition, performance art, family programming, and other activities that take place in
and around a relatively raw 15,000- square -foot space in the ground floor of the Wilmac
Building. Voices dates from 2005, when sculptor Gene Tully proposed the idea to Geri
Shafer, then director of the Dubuque Museum of Art it was the first exhibition of its kind
for both the Museum and the community. Voices is now an affiliate of the Dubuque County
Fine Arts Society, but it is positioning itself to develop a year -round presence in the Historic
Millwork District and is actively pursuing its own 501(c) (3) status. As it enters its eighth year,
Voices is a widely recognized, high - profile art event with music, art lectures, tours, film,
theater, and free family programming.
The Wilmac Building, which stands directly across Tenth Street from the Caradco Building
and is of comparable size, is likely to be the next large building in the District to be
redeveloped. The question we were asked is whether its redevelopment should preserve the
Voices space?
It is a challenging question. Voices is a highly imaginative event that draws considerable
attention — and visitors — to the area. In other words, it is the kind of arts activity that
proponents of the Historic Millwork District seek to encourage. But in financial terms it is
difficult to justify a set-aside of 15,000 square feet for an activity that occurs only once a year
and leaves the space vacant for the remaining 11 months.
We understand that Voices' leaders are exploring other possibilities and options that might
create year -round activity and space demands. Suitable uses and activities for the Voices
space that might be led by Voices could include a coffee shop, deli, a gift shop, a cabaret,
and /or a black box theater that could be shared by Fly -By -Night Productions and other local
troupes. Uses such as these would not only make good use of the space for most of the year,
7
they would address the Millwork District's growing need, as the first of its projected 732
housing units begin to come on line this year, for spaces where people can gather informally
and formally.
A combination of these uses might mean that there would no longer be room for the entire
Voices exhibition in this space. But we see no reason why such an interesting concept has to
confined to a single site. On the contrary, we think it makes excellent artistic sense to spread
the Voices exhibition throughout the Millwork District — in the courtyard of the Caradco
Building, in and around the Foundry, in the Quad, and so on — so that exhibition visitors can
experience more of this unique historic neighborhood during their visit.
• Is affordable live /work housing for artists a viable option for the Millwork
District?
When completed, the Millwork District will have more than 700 units of residential housing,
all of it market-rate; at this point, there is no plan to include affordable housing in the mix.
This may change, however: we were asked to discuss the possibility of affordable live /work
housing for artists as part of a future development phase.
By "affordable live /work housing for artists," we refer specifically to the kind of rental
housing that Artspace has been developing around the country for the last two decades.
Artspace's 24 operating live /work projects are apartment buildings in which each rental unit
has additional space — typically 100 to 150 square feet — intended for use as a studio by the
resident artist. Our projects feature other amenities as well, including high ceilings, large
windows, wide doorways, and durable surfaces in every unit; and community rooms that
serve as gathering places and galleries.
Artspace uses a number of public and private sources (see chart on the next page) to fund
live /work projects. Chief among these are federal Low Income Housing Tax Credits
(LIHTC), which typically generate roughly half of the needed capital for a project. Because
the LIHTC program is regulated by Section 42 of the IRS Code, tax credit housing is widely
known as "Section 42" housing. By law, Section 42 housing is limited to households whose
annual income is at or below 60% of the Area Median Income (AMI) in the community
where the project is located. In Dubuque, where the current AMI is $63,700 for a family of
four, the eligibility ceiling is an annual income of $26,760 for an individual, $30,600 for a
two- member household, $34,440 for a family of three, and $38,220 for a family of four.
Artspace live /work projects are unlike most affordable housing in that we use an "artist
preference" policy to fill vacancies. For each project, we appoint a committee made up of
artists who are not candidates to live in that project. The committee interviews income-
8
qualified applicants to determine their commitment to a career in their chosen art form. It
does not pass judgment on the quality of an applicant's work, nor is it permitted to define
what is or isn't art. Although the IRS challenged the "artist preference" policy in 2007, it
SOURCE
AMOUNTPCT.
Dj
6
Federal low income housing tax credits
$ 4,497,843
44.45%
Federal historic tax credits
$ 1,693,301
16.73%
HOME funds (city)
$ 132,877
1.31 %
Iowa EZ Sales Tax Rebate
$ 150,000
1.48 %
Private Sources
Private sector (philanthropic gifts)
$ 2,327,537
23.00 %
First mortgage
$ 540,000
5.34 %
Sponsor loan (Artspace)
$ 534,773
5.28
TOTAL
10,119,399
100%
Public and private sources for an Artspace project in Council Bluffs, Iowa.
The private sector dollars all came from one entity, the Iowa West
Foundation; in a city like Dubuque, which has no comparable funding
source, we would expect private sector gifts to be closer to the Artspace
norm of 10% to 15% of the total development cost.
dropped the challenge after the Housing and Economic Recovery Act of 2008 became law.
That law states: "A project does not fail to meet the general public use requirement solely
because of occupancy restrictions or preferences that favor tenants...who are involved in
artistic or literary activities."
The Artspace live /work model has been proven to benefit communities by:
• Animating deteriorated historic structures and /or underutilized spaces,
• Bringing vacant and /or underutilized spaces back on the tax rolls and boosting area
property values,
• Fostering the safety and livability of neighborhoods without evidence of
gentrification -led displacement,
• Anchoring arts districts and expanding public access to the art, and
• Attracting additional artists, arts businesses, organizations, and supporting non -arts
businesses to the area.
Although many neighborhoods balk at the notion of an affordable housing project in their
midst, affordable live /work housing for artists is rarely if ever controversial. Indeed, in our
9
experience it is precisely the opposite: many communities embrace affordable housing for
artists as a means of spurring economic development in challenged neighborhoods or
retaining artist populations at risk of displacement by gentrification.
We think affordable live /work housing would be an ideal component for the Millwork
District. The presence of a resident group of artists would do much to ensure a permanent
presence of artists, enhance the district's reputation as an arts quarter, and catalyze additional
development in the area.
• What is the best potential use for the Foundry?
The Foundry, also known as the Alamo because of its resemblance to the famous San
Antonio landmark, dates from 1884 and is the oldest extant structure in the Millwork
District This one - story, 5,400 - square -foot building, which is owned by Gronen Restoration,
has been variously projected as a restaurant, an art gallery, a theater, or an event center.
Although each of these uses has its merits, we believe the Foundry's size, location, and
historical significance all argue strongly for adaptive reuse as an event center.
The Foundry is essentially one large room with a high ceiling, tall windows (they are
currently filled in with concrete block but will be restored when the building is renovated),
and, on the east side, a large central opening that looks out onto what will eventually be a
public plaza. From a preservation perspective as well as an aesthetic one, the most preferable
reuse would be that which best shows off the building's unique historic character. An event
center could easily do this, whereas many — perhaps most — other uses could not. For the
Foundry to be a successful theater, for example, the newly restored windows would have to
be covered up, and walls would have to be built to separate the auditorium, backstage areas,
and front -of -house uses such as the lobby and ticket office. A restaurant would require a
substantial kitchen, an art gallery would need interior walls. To a greater or lesser extent,
each of these uses would compromise the Foundry's appearance and appeal.
As an event center, the Foundry would have a capacity of approximately 250 to 300 seated
guests or 600 to 750 for free -flow cocktail -style events. We base this estimate on a
comparison with the 10,000 - square -foot Nicollet Island Pavilion in Minneapolis, an 1893
structure operated as an event center by the Minneapolis Park and Recreation Board.
In this capacity, the Foundry would be a unique addition to the Millwork District and the
City of Dubuque. Although several people have expressed concerns to us that a Foundry
event center would compete with other event centers in the community, we question
whether this would be a significant issue. It would certainly not compete with larger venues
such as the Grand River Center, and as an historic property in an historic district it would
10
offer a clear alternative to more modern venues such as the National Mississippi River
Museum. We think it would find its own clientele and be used primarily for weddings,
receptions, fundraisers, and other functions in which its age and industrial character would
be perceived as assets.
Ideally, income derived from events at the Foundry would be used to subsidize artistic
programming throughout the Millwork District. We will discuss this concept in the
Recommendations section.
• Does an umbrella organization for the Millwork District arts groups make
sense? And if so, what should it look like?
We strongly support the concept of an umbrella organization for the arts groups — and arts
activities generally — in the Millwork District. We have seen this concept work successfully in
many and varied settings. One example is the Open Book, a Minneapolis nonprofit created
to provide and manage space for the Loft Literary Center, Milkweed Editions, and the
Minnesota Center for Book Arts. The Dance Umbrella in Austin, Texas, acts as a presenter
and provides Austin dancers with a variety of services. And in Dubuque, the Dubuque
County Fine Arts Society serves as an umbrella organization for a range of affiliate groups
and programs, including Voices. We recommend that this concept be further explored and
developed.
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RECOMMENDATIONS & NEXT STEPS
0 ver the two days of our visit it became clear to us that no one has reliable
information about the market for arts - related space in the Historic Millwork
District. Dubuque Main Street and perhaps others have been talking to artists for
the last three years, and at least one small -scale survey has been conducted. Our arts focus
group was well- attended and vocal. But how many of the artists and arts administrators who
were in the room are genuinely interested in moving to the Millwork District, how much and
what kind of space do they need, and how much rent are they willing and able to pay? No
one seems to have accurate data — yet without this knowledge, intelligent planning is
impossible. We were asked more than once whether 20,000 square feet (the area represented
by the Voices space plus the Foundry) is too much dedicated space for the arts or whether it
makes sense to include dedicated space for the arts in all of the Millwork District buildings.
The answer is that we don't know. Our first recommendation, therefore, is:
1. Conduct a formal Arts Market Survey.
There is no substitute for knowing the market. Rough ideas, intuition, and a conviction that
"if we build it, they will come" are fine for the movies, but given the community's
commitment to making the arts an integral component of the Millwork District, an Arts
Market Survey strikes us as a wise investment.
Artspace always conducts an Arts Market Survey before embarking on a live /work project in
a city new to us. These surveys are necessary not only because they quantify the need for
space and thus guide our decisions about project size, but also because tax credit investors
and prospective lending institutions need to be convinced that the market is strong enough
to support the project we propose to build.
Artspace offers its clients two different surveys: one limited to individual artists and their
families in the community and surrounding region, the other a larger survey that also
measures the market for space for arts organizations, other nonprofit groups, and creative
businesses. It takes us four to six months to plan and execute a survey, analyze data, and
prepare a written report. Although this timeline may seem long, we prefer a deliberate tempo
to make sure that the survey is actually reaching its intended audience and generating
credible data. We conduct our surveys online, which simplifies data processing and makes it
easier to determine the need for midcourse corrections. The fees for these surveys are
$30,000 and $42,500, respectively.
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Because both residential and non - residential space are in play in the Millwork District, our
recommendation for Dubuque is the larger survey. The survey's primary goals would be to
determine the size of the regional market for an affordable live /work project within the
district and to identify candidates for non - residential spaces and quantify their space needs.
The survey would also identify other variables, such as the preferred ratio of one -, two -, and
three - bedroom units, and the need for amenities that serve specific arts disciplines.
Our recent experience in Loveland, Colorado, a city of 65,000, underscored the value of an
Arts Market Survey. Since we completed the survey in 2010, two for - profit developers have
launched projects that will create space for artists near our project, which will enter
construction later this year. The survey results gave the developers the confidence they
needed a strong market existed for their projects as well as our own.
2. Consider making the Foundry an event center.
To transform the Foundry Building into an event center makes sense for several reasons:
• As an historic building with a distinct character, the Foundry is best suited for a use
that does not require substantial physical modification. An event center, which could
use the restored
building more or
less "as is," answers
this description
better than any
other proposed use
we have heard.
• The Foundry opens
onto what will be a
large public plaza —
"Foundry Square"
in the master plan, which describes the building and plaza together as "a lively, year -
round focal point and gathering space in the heart of the District." As an event
center, the Foundry would capitalize on this relationship in a direct, attractive way.
Foundry Square, as
envisioned by Jeffrey Morton Architecture.
• As a facility that can be rented for private events, the Foundry has the capacity to
generate earned income that can be used to support arts organizations and activities
throughout the District. The importance of establishing a reliable revenue stream for
the arts in this area cannot be overstated.
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As a first step, we recommend the preparation of a business plan that examines the potential
and challenges of this use.
3. Explore the establishment of an umbrella arts organization for the Millwork
District.
The Millwork District is likely to attract a variety of arts organizations of different sizes,
shapes, and space needs. Some will be nonprofits, others will be for - profit entities. But most
of them will need financial support from time to time to improve raw spaces, to help pay for
special projects and events, or simply for general operations. And all of them will want to be
represented on marketing materials when District -wide activities, such as festivals and art
crawls, take place.
We recommend the establishment of an umbrella arts organization to address these and
related issues. We see this entity as a small nonprofit (one full -time paid employee, at least in
the early going) that will have the following responsibilities, among others:
• Managing and scheduling the Foundry Event Center,
• Managing and scheduling arts events in the Quad and other public spaces within the
Millwork District,
• Representing a consortium of District arts organizations in collective approaches to
fenders such as the Community Foundation of Greater Dubuque,
• Serving as a fiscal agent for District arts groups that do not want or are not ready to
become tax- exempt nonprofit organizations, and
• Overseeing marketing and public relations efforts on behalf of the entire District.
The umbrella organ ization's Board of Directors would include representatives from its
member art groups, the District's residential population, and the broader community. For an
organizational chart showing one way of defining the relationship of the umbrella group to
the various user groups, see the chart on the next page.
4. Give serious consideration to affordable live /work space for artists.
Although affordable live /work space for artists is not part of the master plan for the
Millwork District, we think it makes a great deal of sense. It would bring a permanent
population of working artists into an area that is trying to be an arts quarter. It would make
the District more attractive to other artists, to creative businesses such as graphic design
firms and photography studios, and to businesses that tend to do well in arts districts, such
as coffeeshops, commercial galleries, and wine bars.
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Live /work projects of the kind Artspace has developed around the country require both
development expertise, which the Millwork District has in abundance, and experience with
arts projects of this kind, which the Districfs developers do not yet have but which they are
certainly capable of acquiring. An affordable live /work project would open the door to Low
Income Housing Tax Credits, which typically pay for about half of the total development
cost of an Artspace live /work project (see chart on page9). Thanks to our project in Council
Bluffs, we are familiar with the Iowa Finance Authority, the state agency responsible for
administering the LIHTC program in Iowa. Artspace is willing to continue a discussion of
this issue either as a consultant or as a possible development partner.
5. Create an arts marketing plan for the Millwork District
We are very impressed by the quality of the marketing materials already in existence for the
Millwork District. An important next step is to brand the District as a destination for the arts
by giving it a distinctive name — we went with "Historic Millwork District Arts" in the
attached organization chart, but this should be regarded as a placeholder. However, a name
with the word "arts" in it will attract more attention — and visitors — than a name that
focuses on the history of the District. There's an old adage among history museums that
getting people to visit once is easy but getting them to return is like pulling teeth. Better to
use the arts as a platform for engagement and make sure that there's always something new
and interesting happening in these spaces that will grab people's attention.
That said, we note that Dubuque is the oldest city in Iowa — it was chartered in 1833, 13
years before Iowa achieved statehood — and is widely noted for its historic architecture. A
marketing campaign that capitalizes on both the history and the arts of the Millwork District
is likely to have broad appeal.
6. Conclusion
All across America, the concept of living downtown is gaining favor as more and more
families discover the advantages of residing within walking distance of restaurants, shops,
and entertainment venues. And the Dubuque Millwork District is unquestionably moving in
the right direction in terms of historically respectful adaptive reuse of the old factory and
warehouse space. What remains is for the community and the District's stakeholders to find
a way to make the arts — and related creative activities, including creative businesses — a
cornerstone of the District's appeal. We are very encouraged by what we have seen and
heard so far and welcome an opportunity to continue the discussion.
15
APPENDIX A: ORGANIZATION CHART
1
BOARD OF
DIRECTORS
HISTORIC MILLWORK DISTRICT ARTS
CA I',A/Z
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STUDIO WORKS
Board to consist of Millwork District
property owners and residents, arts
organization representatives, the city,
and perhaps others.
DUBUQUE ART
CENTER
ANCHOR TENANTS
JULIEN INT'L
FILM FESTIVAL
FOUNDRY
FVFNT CFNTFR
1 1 1
Other nonprofits
Creative businesses
FLY -BY -NIGHT
PRODUCTIONS
ANCHOR TENANTS
Event Center users
VOICES
This organization chart shows how the
various arts organizations and creative
businesses of the Millwork District
might be organized under the aegis of a
501(c)(3) umbrella organization. The
umbrella organization would operate
the Foundry Event Center as a for -
profit subsidiary, with revenues to be
shared by the mother ship and its
tenants. It could also coordinate
fundraising and act as a fiscal agent for
its for - profit members.
artspace
BUILDING BETTER COMMUNITIES THROUGH THE ARTS
What makes a city great? Across America, cities large and small are discovering that one
essential quality of every great city is a great arts community. In an era when people are freer
than ever to choose where they live, vital arts communities help cities attract and retain
residents and businesses. Thriving arts districts are magnets for tourists, restaurants, theaters,
and creative industries. In a great city, the arts are not an extra, something to be considered
only after "more important" items on the civic agenda are funded. In a great city, the arts are
as fundamental as streets, parks, and public transportation.
At Artspace Projects, helping cities integrate the arts into their civic agendas is part of our
core business. Over the last two decades we have completed 30 major arts projects that
contain more than a thousand affordable residences — each with space for a built -in studio —
for artists and their families and provide more than a million square feet where artists and
arts organizations work, teach, exhibit, rehearsal, perform, and conduct business.
We have seen firsthand the power of the arts to transform urban landscapes. Two of our
earliest projects helped launch the celebrated renaissance of Saint Paul's Lowertown
neighborhood during the 1990s. In Reno, a lively arts district has sprung up around an
Artspace project that opened a decade ago. An Artspace project in Seattle turned an
abandoned block in Pioneer Square into the center of that city's independent gallery scene.
What is Artspace?
Established in 1979 to serve as an advocate for artists' space needs, Artspace effectively
fulfilled that mission for nearly a decade. By the late 1980s, however, it was clear that the
problem required a more proactive approach, and Artspace made the leap from advocate to
developer. Today Artspace is widely recognized as America's leading developer for the arts.
As a mission- driven nonprofit, Artspace is committed both to the artists who live and work
in our projects and to the communities of which they are a part. We work with civic leaders
to ensure that our projects successfully deal with the issues they were designed to address.
Our programs
Artspace programs fall into three categories: property development, asset management, and
national consulting.
16
Property development
Development projects, which typically involve the adaptive reuse of older buildings but
can also involve new construction, are the most visible of Artspace's activities. Artspace
typically completes two to four projects each year. Most projects take three to five years
from inception to operation.
Asset management
Artspace owns or co -owns all the buildings it develops; our portfolio now contains more
than $500 million worth of real property. All our projects are financially self-sustaining
we have never returned to a community to ask for operating support for a project once it
has been placed into operation. Revenues in excess of expenses are set aside for
preventive maintenance, commons area improvements, and building upgrades.
National consulting
Artspace acts as a consultant to communities, organizations, and individuals seeking
information and advice about developing and operating affordable housing and work
space for artists, performing arts centers, and cultural districts. Our expertise as an arts
developer gives us not only a unique perspective but also a unique set of skills, and
sharing this knowledge we have amassed over the years is central to our mission.
Our history
Artspace's first live /work project opened its doors in 1990. In the mid- 1990s, Artspace
developed its first project outside Minnesota, the 37 -unit Spinning Plate Artist Lofts in
Pittsburgh. Invitations to work in other states soon followed. Artspace is now the nation's
leading developer of live /work housing for artists with 24 live /work projects in operation
from coast to coast. In all, these projects contain 1,008 residential units.
Artspace is now a nationally prominent organization with offices in Minneapolis, Seattle,
New York, and Los Angeles. We have projects in operation, under construction, or in
development in more than a dozen states. Our national consulting program has helped
communities in virtually every address their arts - related space issues. The nature of our work
is evolving, too, to include multiple - facility projects, long -range planning, arts districts, and
arts initiatives designed to serve culturally specific groups such as native Hawaiians, the
communities of color in New Orleans, and the Native Americans of the Northern Plains.
17
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 1
i!I
Dubuque's
Historic Millwork District
Millwork Revitalization Initiative/
Dubuque Main Street
(11/19/2012) Kevin Fimstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 2
Millwork District is Sustainable
evJ5 Vv
TEN COMMUNITY PROJECTS BY 2010
FNVIRc)NMENTAI. /R OLO(ilCAI
___ • I:NIE(4R1ri
SUSTAINABLE
DUBUQUE
viable livable equitable
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 3
Our Town Grant from NEA
ri 4
_7 /j j 41i J1
'11?j�1, ►1w;
_ r
Historic Millwork District
Dubuque, Iowa
8 Dance Stud
Grand ra House/Mu e!ade of Ballet
Old , Musa
kITarXilte d( Courthouse
Tra� ck PI Festiva
(Festivals
,rzNit �a.
..e
l � *Five Flays Theatre /Civic Cede*
Outside the Line Art Gallery.
' 41l ':i l.M/ �QS
'I(able Car 5'uare a a
taw
WPC
nnettlanto linnet Dub ue Pathwa
eda's River Festival Grounds
Alliant Energy
Am • hithater
National Mississi !Lapeer Museum & A uarium
Historic Old Main Entertainment District
`Nome to: fly By Night Produrtians,
Rising Startheatercompany,and the
Dubuque Symphony Orchestra
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 4
Our Town — Design
Create the conditions for expression & interaction.
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 5
Our Town — Engagement
Accommodate and encourage creative participation by the arts community.
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 6
a.
Our Town — Engagement
Accommodate and encourage creative participation by the arts community.
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 7
Arts & Culture — Management Art Space
Study
❑ Give the Arts a "Home"
❑ Not - for - profit arts & culture combined is a $47.2 million.
❑ Is affordable live /work housing for artists a viable
option for the Millwork District?
❑ Their Answer — Give serious consideration to affordable
live /work space for artists.
❑ LIHTC
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 8
Arts & Culture — Management Art Space
Study
❑ Animating deteriorated historic structures and /or
underutilized spaces,
❑ Bringing vacant and /or underutilized spaces back on the tax
rolls and boosting area property values,
❑ Fostering the safety and livability of neighborhoods without
evidence of gentrification -led displacement,
❑ Anchoring arts districts and expanding public access to the
art, and
❑ Attracting additional artists, arts businesses, organizations,
and supporting non -arts businesses to the area.
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 9
Arts & Culture — Management Art Space
Study
❑What are the best potential
uses for the "Voices "space
in the Wilmac Building/
Foundry building?
o Answer: Likely one or the other.
(11/19/2012) Kevin Firnstahl - Nov 2012 Millwork NEA Council Report.ppsx Page 10
Arts & Culture — Management Art Space
Study
❑Does an umbrella organization for
the Millwork District arts groups
make sense? And if so, what should
it look like?
❑ Reccomendation: Explore the
establishment of an umbrella arts
organization for the Millwork
District.