Main Street Report - Dan LoBianco
III
DUBUQUE
Main Street
Ltd.
We also report the following statistics, as it relates to downtown Dubuque:
4th Quarter - Fiscal 2006
DESIGN
Facade Renovations
Building Rehabilitations
New Construction Projects
Real Estate Sales
Public Improvement Projects
Total Reported Investments
$400,000
$1,376,110
$28,000
$1,605,901
$1.148.131
$4,558,142
BUSINESS IMPROVEMENT
New Businesses
Relocation to Main Street Districts
Space Expansion
Moved Out of Main Street District
Businesses Closed
Net Business Space to Districts
9
o
1
-3
-0
7
Net Gain (Loss) in Employees to District
+92
Fiscal year end 2006
DESIGN
Facade Renovations
Building Rehabilitations
New Construction Projects
Real Estate Sales
Public Improvement Projects
Total Reported Investments
2006
$902,416
$3,725,792
$28,000
$3,541,838
$4.825,530
$13,023,576
BUSINESS IMPROVEMENT
New Businesses
Relecation to Main Street Districts
Space Expansion
Moved Out of Main Street District
Businesses Closed
Net Business Space to Districts
26
2
2
-16
,1
+12
Net Gain (Loss) in Employees to District
+104
909 Main Street . Suite 22LL, Fischer Building · Dubuque, Iowa 52001
Phone: 563-588-4400 · Fax: 563-588-0645 · E-mail: dbqmainst@mwcl.net
III
DUBUQUE
Main Street
Ltd.
Dan LoBianco has attended and/or presented at the following meetings at lease once this quarter:
. the Downtown MasterPlan Oversight Committee & Subcommittee on Housing Plan RFP
. City's Economic Development Team
. Washington Middle School Service Day Event
. GDDC's Economic Development Coordination Group
. Dubuque Enterprise Zone Commission
. the Warehouse District Planning Committees
. Dubuque Main Street & City of Dubuque Partnership on two-day Architectural Days Workshop
. the America's River Board & Marketing Committee
. the Downtown Elementary School Oversight & Charter School Planning Committees & District-
wide Strategic Planning/School Improvement Advisory Session
. Enhanced Community Communication (now renamed Community Leadership) Group
. City Council/City of Dubuque
. the Convention & Visitors Bureau's Advisory Board & Festivals Committee
. Main Street Iowa Awards Banquet
. Envision Dubuque
. the Dubuque Cultural Alliance
. the America's River Festival II1Grand Excursion 111 Planning Committee
. Old Main Streetscape Planning Taskforce
. The Business Accelerator Planning Group
. American Institute of Architecture Workshop
. Main Street Iowa Training on Grant Writing & Human Resource Management
. Kiwanis Board & Regional Convention Planning Subcommittee Chair
. Hospice Tree of Life Ceremony - Washington Park
. National Main Street Conference & Katrina Relief Work-trip
. Voices of the Tri-State Interview (other interviews/salutes on KDTH, KAT, KGRR & the River)
. KCRG & KWWL - Interviews
. Clinton Area Kiwanis (presentation)
. The Eagle's Club (presentation)
. The State City Manager's Conference (presentation on Enterprise Zone)
. Tour of Burden "mansion"
. The "new" Port of Dubuque Marketing Group & Port Parking Meeting
Dubuque Main Street staff worked/is working on the following initiatives:
. Cultural Corridor
. Farmers' Market
. Dubuque & All That Jazz
. Cinco De Mayo - Puttzin' Around Downtown
. 'That 70s' Central Run
. two Downtown Cleanups
. Architectural Days
909 Main Street . Suite 22LL. Fischer Building · Dubuque. Iowa 52001
Phone: 563-588-4400 · Fax: 563-588-0645 · E-mail: dbqmalnst@mwcl.net
. Faces & Voices
. Flag Poles in Cable Car Square
. Regional Chili Cook-off
Existing BusinesslRetention & Recruitment Calls made by DMS last quarter included:
Accessorize Me, the American Lady, American Realty, American Trust, Annie's Lil Bits,
Bartini's, big fish creative, Bricktown, Bull Dog Billiards, Cafe Mana Java, Carla's Barber Shop,
Chalmers Group Investors, City Maintenance Garage, The Colts Drum & Bugle Corps, Cotton
Cabin Quilts, Cumulus Radio Group, Dain Rauscher, Diamond Jo Casino, Dubuque 365,
Dubuque Area Chamber of Commerce, Dubuque Area Labor-Management Council, Dubuque
Bank & Trust, new Dubuque Health Center/Former Casket Company, the Dubuque Multi-
Cultural Center, Dubuque Supply, Durrant Group, Engrave Gift Collectibles, Fenelon Place
Elevator, The Fischer Companies, Friedman Insurance, Gin Rickies, Grahams Style Store, the
Grand Opera House, Gronen Restoration, Happy Mower Services, Healy Psychology, Holiday
Inn, HyVee, Isabella's, JTPA, Julien Inn, KCRG TV, Knickers, Knippels Religious Goods,
Mississippi Mug, National Mississippi Museum & Aquarium, The Olde Towne Shop, One Stop
Tax Service, O'Toole Office Supply, Outside the Lines Gallery, Park Farm Wines, The Penalty
Box, Potosa's Cache, Preferred Mortgage & Lending, Prudential Financial, Radio Dubuque, The
Red House, Refinery Design, Roy's Home Furnishings, Salsa Restaurant, Sedgwick CMS, The
Silver Dollar Cantina, Studio 5-6-7-8, Tandem Tires, TFM, The Telegraph Herald, Teresa
House, University of Dubuque, Wallis Photography, The Water Hole, Wilmac Properties, and
Yorkshire Rose.
In the Fourth Quarter fiscal 2006, DMS also made database update calls, many in person
but some by phone, for the following businesses for employment, contact and cultural
district impact figures:
A & W/Oky Doky/Kelly's Kitchen, The Alte Glocke, Appliance Furniture RentAll, The Auto
Ranch, Big John's, the Busted Lift, Central Animal Hospital, Computer Doctors, Conductive
Music, Dottie's Cafe, Dougherty's II, Dream Home Innovations, Dubuque River Rides, Enders
Diagnostic Center, Family Dollar Store, Flowers on Main, Grand Harbor Hotel/Riverwalk
Restaurant, the Grand Tap, Grape Harbor, Happy Tails, Hartig Drug USA, High Steaks
Restaurant/Lighthouse Grill, the Ice Harbor Galley, the Iowa Welcome Center & Gift Shop,
Jerry's Pawn & Jewelry, KFC, Labor Ready Inc., Liberty Tax Service, McDonald's, Meineke
Car Care Center, Miracle Car Wash, Pam Imports, Paul's Tavern, Players Sports Bar, the
Rainbow Lounge/Canfield Inn, the Riverboat Lounge, the Shot Tower, Steve's Ace Hardware,
Sunshine Family Restaurant, Supreme Subs, Town Clock Inn, Trolleys of Dubuque, TNT
Jewelry & Gallery, Unique Boutique and Yen Ching.
In relation to the comprehensive Downtown Master Plan, Dubuque Main Street is involved in
implementing the following initiatives, with most recent work in brackets []:
Element la: Commerce - Business
Investigate and pursue grant applications (i.e. EDA) which administer dollars for economic diversity and
sustainability
[New Main Street Iowa Challenge Grant 2006 will have maximum grant increased to $100,000. DMS will conduct a
search for a local project for application in September & October. City, DMS, ECIA & others extensively exploring
the possibility of securing New Markets Tax Credit for a downtown project. . . Barriers certainly include size. . .
Projects must be very large for this process to be viable.]
Ensure City's enterprise zone boundaries to include key employment areas Downtown in an effort to "level the
playing field" for business growth
Establish an organization, or expand an existing one, to market downtown for business location and expansion
[GDDC working with City on new database that will link all properties to a GIS. (On hold until GIS Coordinator
returns in Aug.) Will be able to display available properties and information via web. Will need to continue to feed
info to LOIS separately as two systems won't connect and lDED requires LOIS entry. Amy also working on
marketing maps and information packets that provides both demographic information and general property available
on the downtown retail district. (Map will tie into other City-wide retail districts.) This information will be available
via retail web page on GDDC site as well as hard copy.]
Work with Dubuque Main Street Ltd. And Dubuque Area Chamber of Commerce to identify key target industries,
which could be accommodated Downtown - develop marketing materials and implement a program for business
attraction
[(See also item 3 above) GDDC is working with local real estate/development community to provide data to live
prospects in the Downtown/Port of Dubuque area. Has supplied data to several brokers from outside the area, as
well. Using software Claritas to provide demographic information as well as developing marketing
materials/maps/aerial photos of downtown area. Will be incorporating building information into City's GIS that will
make detailed info available via the web (upon return of GIS Coordinator in August). Not purchasing the LEXUS
software at this time. Amy is also attending conventions and forums to begin to define targets for and market the
downtown area.]
Support (regulations, financial incentives, marketing assistance) signature development and redevelopment projects,
which would promote the attraction of primary and targeted business to Downtown
Promote creation of a Business Accelerator downtown
[Interview process completed on director of the Accelerator, located at NICe. Hiring is complete & director, Brian
Daziel is on the job.]
Work with local lenders to develop revolving loan funds and various grant programs to strategic downtown
development and redevelopment projects
[DMSL working with two local lenders on establishing a hybrid program to target specific areas of development.]
Element Ib: Commerce - Retail
Access/expand fa9ade maintenance program from local, state and federal sources, which offers low-interest loans,
grants, and matching funds for building enhancement
[See Element 1 a - item #8 of Plan & note five more design assistance drawings are completed by MSl. Work has
begun to encourage property owners to implement the plans.]
Retain the services of a national retail broker/developer representative to solicit the interest of commercial
businesses, which are consistent with the community's vision for Downtown. Have the individual work with a local
"recruitment team" to fill vacancies and manage retail concentrations
[GDDC is working with local real estate/development community to provide data to live prospects in the
Downtown/Port of Dubuque area. Has supplied data to several brokers from outside the area as well. Using software
Claritas to provide demographic information as well as developing marketing materials/maps/aerial photos of
downtown area. Will be incorporating building information into City's GIS that will make detailed info available via
the web (upon return of GIS Coordinator in August). Not purchasing the LEXUS software at this time. Amy is also
attending conventions and forums to begin to define targets for and market the downtown area.]
Maintain flexibility in City regulations to accommodate commercial businesses - building set-backs; zoning;
landscaping; etc. - ensure quality through design guidelines
Attract and subsidize unique anchor(s) to downtown to draw resident and visitor spending and diversify the exiting
retail base
[See Element Ib - item #2 & 3 of Plan]
Work with Dubuque Main St. and Dubuque Area Chamber of Commerce to expand programs for small commercial
businesses Downtown - providing funding, training, and marketing support
[DMS's cooperative/group marketing program is being spearheaded by one lead entity in Old Main & a group of
three in CCS ]
Maintain flexibility in strategies to encourage development in specific locations - trade properties (land swap) either
currently in public ownership, or which could be acquired; write-down land; assemble strategic parcels; develop
property promotion material; work with local brokers.
[Study of the feasibility of certain properties included in Housing RFP sent and three responses received with items
from element 5. A decision on consultant will be made I" quarter fiscal 2007.]
Work with Dubuque Main Street Ltd. to finance preparation ofa tenanting strategy by district in Downtown-
develop supportive policies, which restrict street level service office/incent second floor offices in key locations
Appoint a team oflocal designers to establish design guidelines for commercial properties Downtown, which are
sensitive to the historic and physical environment, yet, which promote quality and sustainability
Analyze the feasibility of developing a turnkey facility for a mid-size commercial "box" Downtown - developed
publicly and transferred to a private entity
Establish a diverse "tool box" of financial and regulatory incentives for mixed-use projects. Among those resources
to be researched are funds available through the New Markets Tax Credit program
[DMSL has selected Refinery Design & Wallis Photography to develop a shell for such a publication. New Market
Credits being pursued for possible use in the warehouse district, as the only current project with enough "mass" for
"New Markets."]
Element 2: Culture, Education, and Entertainment
Work with Arts and Culture Advisory Commission, merchants, Leisure Services Department and other groups
coordinating community events planning - institute streamlined permitting processes
Identify and formally designate a culturaVartisan district - growing on the current concentration of art venues in
central Downtown
[First Intern at DMS completed - second-semester 05-06 - and submitted study impact of events downtown. The
report on Phase I of this study nearing completion, and DMS is hiring a 1st semester 06/07 student for work on
further mining numbers for this study.]
Coordinate efforts of arts groups and leisure services organizations to make cultural arts activities part of a
comprehensive package for tourism
[(as encouraged by Cultural Commission) Chamber, DMS, Dubuque Cultural Alliance, SMG & Dubuque 365
working on enhanced long-range calendar coordination between arts organizations. The CYB may be able to host
this site, or Dubuque 365 assistance will be pursued.]
Encourage creation of an arts program (support designation as a magnet art school) within the Downtown schools-
strengthening their appeal to a larger market and supporting art training at a young age
[DCSD opened the new Prescott ARTs "charter school" on August 28. Dan LoBianco is the community at large
representative on the Charter School Committee.]
Establish Dubuque Arts and Culture Advisory Commission; during the interim work with one of several existing
organizations (Dubuque Cultural Alliance, Dubuque Arts Council, Chamber Festivals Committee, Dubuque Fine
Arts Society)
[Second round of grants applications are completed and awards were made for many downtown initiatives.]
Support (subsidize) the residential portion oflive/work signature project to control sale prices and appreciation
[Step by Step project, for a fully accessible, affordable housing demonstration project is nearing full funding and
receiving regional attention on making this a catalyst project for the state and beyond]
Solicit the interest of national and local experts in the development and redevelopment ofa demonstration live/work
project Downtown
Develop a strategy to maintain an inventory of attainable artisan housing - involving corporate partners and local
developers where feasible
[See Element 1.5 of Plan. Warehouse district committee is looking into making this initiative a primary focus of the
former Caradco complex renovation]
Adjust landscaping requirements (under current regulations) to include green space and public art
Element 3: Historical Features
Expand the dollar amount and number of existing fa,ade improvement grants and low-interest loans to promote
redevelopment preservation (keep this money separate from larger sources)
[TIF funding expansion eliminated from the City budget for Fiscal 2007. Thus, see element I of Plan for new
programs. ]
Encourage the reuse of historically significant buildings for residential use - lofts, condominium, row house;
streamline the process and create financial incentives for restoration where feasible
[Grant funding was partially successful for the 2007 DMSL & City sponsored the annual Architectural Days in
March or April. Expansion of "celebration/educational" opportunities for this annual event being received $2,000
from the City Cultural Commission]
Complete the formal designation of properties identified as part of the City's historic inventory
[List and mapping continues, as we head toward a national historic Mill W orks/W arehouse District. . . No design
review will be required, unless building developer is looking for historic tax credits. Entities, such as Jeld Wenn,
will be allowed to opt-out of the district even though there is no apparent drawback to this designation and most of
the other building owners are strongly in favor of the district.]
Initiate a lobbying effort (at the state level) to increase state historic tax credit pool
[Tax Credits did fall to the state budget fight, and now the state department will not encumber any state credits into
the future until 2010. This could dramatically impact development of major projects in downtown Dubuque. . .Two
projects (German Bank/Silver Dollar & Star Brewery are "in line," but others, such as the Fischer Companies 900
Main Street buildings and others seem to be on hold. DMS and the Chamber Alliance endorse immediate advocacy
for the legislature to raise to credits to $20 million. . . A legislative kick-off for this advocacy will occur when
Dubuque hosts the annual workshop of the state Historic Preservation Alliance Sept. 14-15,2006.]
Identify/designate specialist (either within the City or as consultants to the City) who can assist applicants with state
and federal tax credit applications
Establish a Downtown Design Guidelines Task Force oflocal design, development and business owner
professionals (including representatives ofDMSL) to prepare design guidelines for Downtown character districts
[No action taken by Planning Services yet, due to time frame.]
Element 4: Public Space and Open Areas
Continue to encourage and support areas for outdoor dining
[New outdoor dining increased again in the summer 2006.]
Work with ploperty owners, DMSL and neighborhood organizations to create/expand the formal district designation
(SSMID) to address maintenance of Downtown streetscape and other public space improvements. (This could
include sidewalk snow removal, litter removal, repairs to streetscape furnishings, and seasonal flower plantings and
maintenance)
[DMS Executive Board looked into the formation ofSMMID, but an alternative means of funding may be becoming
a source of preference (TBA). Database of downtown property owners in place and is being analyzed.]
Work with Downtown advocacy entity to develop/coordinate a loan pool for higher risk and public good projects
(pledges can be loans, letters of commitment and stock purchases)
[See info under element I a, #8 of Plan.]
Enhance Downtown surface parking lots with internal and perimeter shade trees, low hedges, seasonal flowers,
security lighting and decorative metal fencing
[Two lots completed in '06, and plans begin in August for an overhaul of the "City Hall Parking lot" between Iowa
& Central- Ith & 13th Street. . . This enhancement will be significant, with an eye to how this improvement can
help downtown's growing Farmers' Market.]
Enhance Iowa Street between 14th and 3rd Streets as a heavily landscaped greenway with wide grass boulevards,
sidewalks, striped bike lanes and pedestrian lighting and specialty banners
Continue the implementation of Downtown gateway enhancements and wayfinding projects
[Mission Creative has been chosen as the vendor of design services for pedestrian wayfinding sign system. As
meetings just get underway, a preliminary goal for completion is May I, 2007]
Complete the implementation of the Downtown streetscape improvements along the remainder of Main Street from
I st to 14th Streets
[City staff working with DMS and property owners toward a construction schedule in Spring of Calendar 2007.]
Element 5: Residential Living
Actively maintain the critical elements of the Downtown neighborhood - schools (Prescott School), churches -
through advocacy, education and financing
[Construction of the Downtown School is nearly complete, and will have ribbon cutting on August 23, with school
opening for classes the week of August 28.]
Pass an ordinance enabling the Housing Trust Fund Committee to make decisions related to housing policy in order
to qualify for state funding
[Gronen Restoration use ofIFA LIHTC award of$2.6 million for the historic restoration of the former Dubuque
Casket Factory progresses rapidly. This adaptive re-use will create 35 apartments and a 16,000 square foot first
floor for office uses, including the new Community Health Care Center.]
Pre-negotiate lender participation including subordination
[On-going: With cooperative nature of this effort, Master Plan task force still questioning need for a formal
procedure heee, until a specific project/need is evident.]
Encourage the reuse of historically significant buildings for residential use ~ lofts, condominiums, row houses;
stream line the process and create financial incentives for restoration where feasible
[Gronen affordable housing (moderate income), occupied by downtown professional workers and a few
manufacturing employees, is almost fully complete with little to no vacancy. Storefronts are to be completed with a
majority occupied by October 2006.]
Provide education for property owners who don't know there is a residential market, or how to access funds and
redevelop projects
[See Element 3 - item #2 of Plan, and note new housing-preference study being conducted in partnership between
DMS & Dubuque 365.]
Provide predevelopment assistance - manpower, financial, legal, and organizational resources in order to streamline
and reduce costs
[Goal of resource center now opening - October 2006, with heavy construction underway.]
Complete initiatives under Green space Evolution catalyst concept and continually improve the livability of
Downtown
Work with property owners to establish appropriate improvements district mechanisms (SSMID) to assist in the cost
of delivering a livable environment downtown
[See Element 4 - item #3 of Plan]
Promote the advantages of living Downtown to the local market.
[See item #7 in Plan, and DMS applied for and received DRA funding for print collateral materials for this initiative.
Completion by January 2007 is goal.]
Establish a diverse "tool box" of financial and regulatory incentives for Downtown housing projects. Among those
resources to be researched are funds available through the New Markets Tax Credit Program
[See Element la - item #1 and Element Ib - item #12 of Plan]
Element 6: Transportation
Work with merchants and City to coordinate transit operations and levels of service on roads, promoting mobility
and connectivity
Consider a range of methods to promote the pedestrian environment - linking parking lots; coordinating traffic
signals; widening sidewalks; adding street furniture and lighting; and, coordinating future transit stops
[See various items in element #4 of Plan.]
Commit to participation by merchants in all downtown transit planning projects
[DMS is to be made aware of all going on and will coordinate appropriate meetings.]
Strengthen the connectivity between the Port of Dubuque and the Central Business District including the Cable Car
Square shopping area
[See element 4 for details on Pedestrian wayfinding system implementation.]
Improve vehicular accessibility to the Port of Dnbuque
Complete a parking management strategy and establish parking districts downtown wherein parking design,
development and management issued among multiple facilities are controlled by a single entity
[Town Clock area commercial managers join Upper Main district stakeholders expressing concern about parking
with the increase in employment and housing in the districts. Upgrades in parking in two oldest downtown parking
structures completed in summer 2006.]
Improve pedestrian accessibility to the Port of Dubuque
[See Element 6.3 & 6.7 of Plan]
We value the opportunity to support the efforts ofthe City of Dubuque in downtown and
riverfront development through our four points of emphasis. If you have questions, please give
me a call at (563) 588-4400.
Sincerely,
$~~~
Dan LoBianco
Executive Director