Purposes of Uptown Effort:
Ø Build on past successes of the uptown area efforts
Ø Provide a well rounded vision of the uptown as an asset for all to enjoy
Ø Enhance the environment for successful business
Ø Increase community-wide support for uptown programs and projects
Ø Develop a comprehensive plan for the area
Ø Provide for successful implementation
 

Committee Efforts to Date:
Ø Development of initial uptown project proposals
Ø Development of a draft uptown plan
Ø Development of uptown activities and promotions
Ø Revision of the revitalization loan program
Ø Initial grant investigations
Ø Sidewalk and lighting improvements research
Ø Initial inventory of buildings, businesses, and open spaces
Ø Met with city to begin discussion of ordinance and enforcement needs for the uptown
Ø Discussed methods to address a wide range of issues
 

Uptown Plan Outline:
Ø Section 1: Introduction
Ø Section 2: Current Conditions of the Uptown
Ø Section 3: Demand for Use of Uptown
Ø Section 4: Phased Proposals
Ø Section 5: Impact of Proposals
Ø Section 6: Funding Plan
Ø Section 7: Volunteer and Partner Plan
Ø Section 8: Maintenance Plan

Creston Uptown Vision Statement

Uptown Themes:
Ø Necessary to see uptown as a destination point
Ø Increase pride in the community
Ø Vital to tourism development
Ø Builds structural consistency and community identity
Ø Includes character and needs of existing businesses

PLAN LAYS FORTH SEVERAL POSSIBLE THEMES
 RELATED TO THE RAILROAD AND AREA  HISTORY

Uptown Strengths:
Major “magnet” businesses (three financial institutions, a major grocery store, a hotel, convenience stores, auto repair shops, the “Activity Center”, and a theater) and major “niche” businesses (clothing stores, gift shops, second-hand stores, drug stores, and niche restaurants)
Extensive office and professional jobs in the area

Strong customer service and friendliness of proprietors

The regional offices and services provided (such as SS office, MATURA, meal site, etc.)

Good nucleus of progressive business people

The historic character of area buildings and homes

The cosmetology school

Restored depot and the model train display within

The central location

Public and private parking areas available for employees, renters, and customers close to their destination

Public meeting and government spaces

Continued railroad traffic and businesses

Industrial and related employment (BNSF Railroad and Innovative Industries)

Hilltop location and relative flatness of the community

Current caboose park area

Tree plantings along the railroad corridor
 

Uptown Weaknesses:
Lack of entrepreneurial capital for needed improvements

Actual condition and current maintenance of some buildings inside and outside

Public perception that perhaps the uptown is not a vital business area

Location away from major thoroughfares

Poor sidewalk and street conditions

Image of uptown as an unsafe place in some places at night

Lack of clear signage and destinations

Several historic and other important buildings have been vacant and under used for many years

Lack of quality greenspace and family open space

Some vacant and inaccessible (owner does not want to participate) buildings

Lack of vital centerpiece and theme to unify the area

 Lack of volunteer, owner, and city effort to maintain the outdoor areas and clear weeds and trash

Extensive deterioration and under use of the railroad corridor

Some streets are simply too narrow or lack proper traffic mechanisms

Inconsistent cohesion among business and building owners for common good of entire area

Residue of past patchwork repairs to streets, etc.
 

Uptown Opportunities:
Strong support for redevelopment by the business community

Uptown viewed as a destination point and regional center

Quality access routes with good lighting and sidewalks to the west (Adams Street), to the south (Elm Street), and the north (Cherry, Elm, Walnut, and Division) from the major highways

Grants awarded for community entrance signs

Existing buildings that are in the hands of supporters of revitalization

IDOT’s plans for resurfacing of parts of US 34 and Iowa 25 will help access uptown

Potential for middle turn lanes on major streets, especially Adams

Cooperative attitude among railroad for improvements on railroad land

Potential for uptown second story and condominium housing

Educational and grant opportunities from the state of Iowa and foundation sources

 Potential for Cherry Street overpass and roundhouse park

 Soccer fields under construction east of the uptown

 Iowana and Federal Building if funding is available

Support for utility improvements and lighting

 Depot remaining in good condition and site able to support public uses

Opportunity to repaint murals and create other heritage or theme murals

  More trees along railroad corridor possible

Overall potential for tourism related to the area lakes, railroad, and the overall regional center
 

Uptown Threats:
Concerns over potential conflicts with highway development

Continued or increased lack of perception as a vital business community

Continued conflicts of trains versus pedestrian and auto traffic entering the area from the south

Iowana, Federal Building, and others if no one steps forward to invest in site or if city cannot acquire buildings for alternative uses

Age of some uptown infrastructure and cost to replace or repair such infrastructure

Shock to uptown landowners and businesses if major improvements occur requiring special assessments

Loss of the committee and partnerships, especially volunteers and funding sources

Overwhelming costs to upgrade and make available upstairs housing and office space

Demolition of some buildings may threaten surrounding buildings

Many buildings may fall into total disrepair in the next ten years, necessitating unplanned capital

Potential resurfacing of conflicts with overnight parking, parking in private areas, and street litter

Continued fear of vandalism to existing facilities and proposed projects
 

Chapter 3: Inventory:
Ø Uptown Business Inventory and Needs Study
Ø Uptown Housing Inventory and Needs Study
Ø Uptown Traffic Inventory and Needs Study
Ø Uptown Parking Inventory and Needs Study
Ø Uptown Open Space Inventory and Needs Study
Ø Uptown Parcel Inventory and Availability
Ø Uptown Vacant and Important Buildings
Ø Demand for Uptown Mixed Uses

SUMMARY: UPTOWN PROJECTS SHOULD INVOLVE ALL AREAS OF NEED
 

Chapter 4: Major Initiatives:
Physical redevelopment (sidewalks, lighting, streets, parking, and open spaces)

Building renovation

Housing and business development and investment to include a variety of housing and business types

Theme-based business recruitment and entrepreneurism

Technology improvements to buildings and to the marketing efforts, including Internet access and marketing website assistance

Increased promotions, cooperation, and special events

Tourism development centered around the railroad, themed signage

Comprehensive streetscapes in targeted areas of the primary focus area

Increased efforts to mitigate weeds and trash in the area

 Development of partnerships to continue the uptown revitalization effort

If feasible, development of a “community seed fund” that will finance projects and match grants and loans to make projects possible, and
When necessary, acquisition and demolition for site development.
 

Short-term Goals (1 to 3 years):
Ø Develop and market the program in the community (underway).
Ø Explore organizational affiliation with Iowa’s Main Street program.
Ø Explore a “community seed fund” for grant matching.
Ø Inventory and identify current incentives, tax policies, and ordinances.
Ø Develop a method for continual uptown cleaning.
Ø Begin exploring streetscape designs and needed improvements.
Ø Explore street and parking realignments.
Ø Improve and invigorate existing incentives (underway).
Ø Begin business targeting for complementary (target) businesses.
Ø Begin promotions (underway).
Ø Complete small physical projects to show initial “bang”.
Ø Complete a full inventory of buildings and properties (underway).
Ø Begin work on buildings that are targeted for renovation, demolition, or public space (underway).
Ø Consider development of GIS maps/files of uptown properties for Chamber website.
Ø Seek funding for uptown housing projects.
 

Mid-term Goals (3 to 5 years):
Ø Complete or continue work not completed in the first two years (short-term goals).
Ø Revise policies and projects started in the first two years.
Ø Begin the phased implementation of the uptown streetscape improvements, starting in the primary target area.
Ø Seek funding for major traffic improvements to the uptown area.
Ø Move to second phase on buildings that are targeted for renovation, demolition, or public space, focusing on site redevelopment.
Ø Revamp the volunteer and partnership involvement process and secure additional supporters.
Ø Continue grant writing and fundraising to supplement the “community seed fund” or related project specific fund.
Ø Expand the number and impact of promotions in the uptown area.
Ø Expand the façade program to include new incentives.
 

Long-term Goals (Beyond 5 years):
Ø Continue and expand previous efforts from the first five years.
Ø Evaluate the success of previous efforts and decide which efforts to continue.
Ø Evaluate maintenance of physical development done in first few years.
Ø Expand streetscape design, as relevant, to the secondary target area.
Ø Finish the uniform entryway design along Adams and Elm Streets.
Ø Improve traffic flow from north to south (Cherry Street) and associated development.
Ø Secure additional supporters and volunteers.
Ø Continue grant writing and fundraising to supplement the program funding pools.
Ø Expand the number and impact of promotions in the uptown area.
Ø Secure additional dilapidated buildings for future development.
Ø Develop a mixed-use area in the primary target area.
Ø Finish first round of infrastructure improvements.
Ø Evaluate project implementation and convene a plan revision process.
 

Chapter 5: Description of Future:
95% of the building fronts remain full and businesses are profitable

The sidewalks, parking areas, and streets are safe, inviting, and attractive

Lighting is attractive, consistent, and effective

Uptown is a 24-hour attraction and has spontaneous and planned activities on weekends

Signs help all persons find parking, businesses, offices, and other attractions

City themes are clearly found in the uptown area

 Most upper stories are used for quality housing and office space

Dilapidated buildings are demolished or removed for new development and parking

Storefronts and streetscapes are consistent

Full-family attractions related to the railroad and the uptown businesses are fresh and unique

Condominiums and townhouses are available near the uptown

People from all areas know how to get to the uptown

A method is in place that continually ensures the uptown is a litter-free place

Active recreation is available for all family members

Businesses and retail thrive because they work together and offer good variety

Building owners and the local taxing bodies work together and invest in the uptown as they see needs arise

The center of the uptown retains its pre-1900 charm and character
 

Chapter 5: Project Impacts:
Ø Economic impacts: Up to $10 million invested in the local businesses
Ø Business and retail impacts: estimated 15% growth in total customers and 25% growth in sales; more growth if likely new businesses start (net ten additional)
Ø Housing impacts: increase in quantity, quality, occupancy rate, rent levels, and types of housing
Ø Fiscal impacts: major improvements happening in the short-term to reduce long-term and constant upgrades, with long-term net fiscal growth
Ø Quality of life impacts: increased community pride, community identity, community involvement, activities, and other impacts are experienced in other towns
 

Chapter 6: Projected Costs:
Ø By year and type of expense
Ø Four types of expenses
Ø Hard costs of construction
Ø Donated land, labor, and materials
Ø Donated (over-time) professional staff time
Ø “Cost” of foregone taxes and fees due to incentives
 

Chapter 6: Funding Sources:
Ø Property and building owner investment: $4,000,000
Ø Government and taxing agencies: $2,085,000
Ø Other donated cash, labor, and materials: $2,000,000
Ø Donated and self-financed professional labor value: $45,000
Ø Grants from outside sources: $1,020,000
 

Targets for Grant Funding:
Ø Some professional staffing and planning costs
Ø Parks and open spaces
Ø Historic preservation
Ø Housing
Ø Community facilities
Ø Water and sewer services
Ø Telecommunications
Ø Special seed projects
Ø Signs and transportation enhancements
Ø Dangerous and contaminated buildings
Ø Endowments
Ø Revolving loan funds
 

Grant Considerations:
Ø Source Categories
Non-profit and community sources
Corporate sources
Government sources
Endowments
 

Eligible Applicants
Government agencies
501(c)3 Non-profits
Corporations and private developers (rare)
 

Funding Policies
Matching grants
Seed funds
Gap financing funds
Special project funds
Donated labor, land, and materials

Local Non-cash Incentives
City and its quasi-government agencies
TIF and tax abatement
Participation in grant applications
Assistance with land acquisition and disposition
Reduced fees for water, sewer, etc connections
Ordinance modification and enforcement
Convene to update capital improvements plan
Increased support of chamber for special staffing and awards (including some volunteer stipends)
Assistance with access to and maintenance of public right of ways

County, schools, and other taxing bodies
Cooperate with city in implementing other tax incentives that affect each taxing body
 

Chapter 7: Volunteers:
Behind every great endeavor and leader are hidden volunteers that make things happen.
Thousands of hours of volunteers will be needed:

Uptown revitalization committee
Chamber and City officials
Business and building owners
Community charitable organizations
General public

Workers needed for:
Project planning
Promotions events
Fundraising efforts
Construction labor
 

Chapter 8: Maintenance:
Timing is everything

Low interest rates
Momentum is strong
Risk of continued delay

Capital improvements planning (CIP)
Make sure efficiencies are maintained
Avoid “quick fixes”

Property acquisition and management
Necessary when dangerous property cannot be maintained
Philosophy: get the property back in private hands as soon as possible

Cost savings by 2020
Estimated cost without implementation: $10 Million
Estimated cost with implementation: $4 Million
 

Chapter 9: Conclusions:
Plan is a guide
Helps in organizing the effort
Helps in identifying needs and concepts
Helps in planning the funding effort

Ø Four fronts in a comprehensive effort
Physical development and historic preservation
Uptown promotions
Organization
Business involvement

The future

Support the effort

Present the effort to other stakeholders

Monitor progress

Continually recruit volunteers

Uptown Implementation Plan
Any questions or comments?????

Creston Chamber of Commerce