HomeMy WebLinkAbout2007-11-21 Info Packet
I;;; !
~~~~tt
~~...mum~
...... ... ~
CITY OF IOWA CITY
www.icgov.org
CITY COUNCIL INFORMATION PACKET
November 21,2007
NOVEMBER 26 SPECIAL WORK SESSION ITEMS
IP1 Council Meetings and Work Session Agenda
IP2 Agenda: Legislative Meeting
IP3 Memorandum from the City Attorney: Meeting with Area Legislators - Open
Meetings/Open Records Interim Study Committee
IP4 Memorandum from the Economic Development Coordinator: Downtown Market Niche
Analysis
IP5 Memorandum from the Director of Planning and Community Development and the Director of
Parking and Transit: Downtown parking demand study
MISCELLANEOUS
IP6 Letter from Diana McGinnis to L. Lynn Rex League of Nebraska Municipalities: Model
Municipal Ordinance (for a Parallel Accounting of Municipal Finances in Constitutional
Dollars)
IP7 Press Release: Update on Leaf Vacuum Service - Extension
IP8 Agenda Packet: Task Force on Violence Against Women: November 26,2007
DRAFT MINUTES
Ipg Animal Care Task Force: August 23, 2007
IP10 Animal Care Task Force: October 13, 2007
IP11 Public Art Advisory Committee: November 1, 2007
IP12 Economic Development Committee: November 13, 2007
IP13 Historic Preservation Commission: October 24,2007
IP14 Airport Commission: November 8,2007
IP15 Historic Preservation Commission: November 1, 2007
IP16 Telecommunications Commission: October 22,2007
I;; 1
!~~~'t
,,~..ggl~
....... -A&...
CITY OF IOWA CITY
City Council Meeting Schedule and
Work Session Agendas
1'~~t I
November 21. 2007
www.icgov.org
. MONDAY, NOVEMBER 26 Emma J. Harvat Hall
5:30p Legislative Meeting
· Separate Agenda Posted
Special Council Work Session
. Planning and Zoning Items "c and d "
· Council Appointments
· Agenda Items
No dinner provided · Downtown Market Niche Analysis
· Downtown Parking
. Wetherby House [reference Consent Calendar item 4g(3)J
· Cool Cities Initiative Update
· Metropolitan Coalition Update
· Council Time
· Schedule of Pending Discussion Items
. TUESDAY, NOVEMBER 27
7:00p Special Formal Council Meeting
Emma J. Harvat Hall
TENTATIVE FUTURE MEETINGS AND AGENDAS
I
. MONDAY, DECEMBER 10
6:30p Special Council Work Session
Emma J. Harvat Hall
. TUESDAY, DECEMBER 11
7:00p Special Formal Council Meeting
Emma J. Harvat Hall
. WEDNESDAY,DECEMBER19
4:30p Joint Meeting
Coralville
. MONDAY, DECEMBER 24
Christmas Holiday - Offices closed
. TUESDAY, DECEMBER 25
Christmas Day- Offices closed
. TUESDAY, JANUARY 1
New Year's Day - Offices closed
. WEDNESDAY, JANUARY 2
12:00p City Council Organization Meeting
Emma J. Harvat Hall
. MONDAY, JANUARY 7
6:30p Special Budget Work Session (Overview)
Emma J. Harvat Hall
. TUESDAY, JANUARY 8
6:30p Special Budget Work Session
Emma J. Harvat Hall
1m
City Council of Iowa City Meeting with Area Legislators
November 26, 2007, 5:30-6:30PM
Harvat Hall, City Hall, 410 E. Washington St.
1. Welcome and Introductions
2. Iowa State Housing Trust Fund appropriation
3. Utility Programs that promote energy efficiency appliances and other "green"
initiatives
4. Property tax credits / condos
5. Increase the funding for microenterprise development
6. Expand Iowa Earned Income Tax credit
7. Change in Iowa Code 562A.12 (wrongful retention of landlord deposits)
8. Maintain local control over cable franchising
9. Tax Restructuring (rollback, etc.)
10. Enable local government to regulate smoking in public places
11. Support Passenger Rail Transportation Initiatives
A. Development of local commuter rail
B. Extension of Amtrak service into/through Iowa
12. Iowa City City Council and Iowa League of Cities Shared Priorities
A. Alternative Revenues
1) Increasing the hotel/motel tax up to 9%
2) Implementing a sales tax rebate for specifically defined
economic development
B. Infrastructure Funding
1) TIME-21 Committee
a) Pick up truck registration fees
b) Statewide sales tax and/or gas tax increase
2) State funding for water/wastewater infrastructure
C. Economic Development Initiatives
1) Preserve or expand initiatives such as Vision Iowa, Great
Places and Community Attractions
2) Prevent changes that would impair use of Tax Increment
Financing (TIF) as an economic development tool
D. Limit costs imposed on local government for police/fire pensions.
1) State support of MFPRSI System
13. Other Legislative Issues
l ~ !
-.,...= -~
!~ai!:8t
~~~gg.~
--... ..
CITY OF IOWA CITY~
MEMORANDUM
From:
November 20, 2007 ~
City Council
Eleanor Dilkes, City Attorney
Meeting With Area Legislators - Open Meetings/Open Records Interim Study
Committee
Date:
To:
Re:
Recently, I have received information regarding the status of the deliberations of the Interim
Study Committee on Open Meetings/Open Records and want to pass that information on to you
in light of your upcoming meeting with area legislators on Monday, November 26. Vicki
Lensing co-chairs the committee with Michael Connolly of the House.
At the request of the committee, UI law professor Arthur Bonfield has drafted proposed
provisions to include in a committee bill, should the committee decide to present such a bill. The
draft is lengthy and deals with a number of issues, including an administrative enforcement
scheme and changes to the open records law regarding personal privacy, draft material, and
personnel records. The League of Cities and other government lobbying groups are examining
this bill and will be presenting to the committee, which is tentatively scheduled to meet again on
December 12. While the League wholeheartedly supports openness in government it believes
that openness must be balanced with the interest in effective and efficient government
operation. I have attached a copy of the League's earlier memo of September 6, 2007 to the
committee.
I can provide you with a complete copy of Professor Bonfield's draft at your request. At this
point, however, I want to make you aware of two provisions which, if they became law, would
have an impact on your conversations with each other outside of a public meeting. Attached you
will find the proposed provisions regarding email meetings and walking quorums. In my opinion,
the provision on walking quorums would severely limit the ability of council members to
communicate in groups of less than a quorum, including one-on-one communications. Please
review the attached provisions and give me a call if you have any questions.
cc: Dale Helling, Interim City Manager
Marian Karr, City Clerk
eleanor/mem/disclosure11-19-07.doc
15. WALKING QUORUMS
2
3
4 Amend Section 21.2(2) by adding the following new sentence at the end of the first sentence:
5
6
7 A "meeting" includes the calculated use of a series of communications, each between less
8 than a majority of the members of a governmental body or their personal intermediaries, that is
9 intended to reach and does in fact reach a majority of the members of the body and is intended to
10 discuss and develop a collective final agreement of a majority outside of a meeting with respect
11 to specific action to be taken by the majority at a meeting.
12
13 OR
14
15 A "meeting" includes a series of pre-arranged gatherings each of which involves less than
16 a majority of a governmental body's members but that collectively involves a majority of its
17 members where the series of gatherings includes deliberation or action upon the same matter
18 within the scope of the body's policymaking duties, with the specific intention of developing in
19 those series of gatherings a collective final agreement of a majority outside of a meeting
20 concerning action to be taken by a majority at a meeting.
24
14. EMAIL MEETINGS
2
3 Amend Section 21.2(2) by adding the following new sentence at the end of that subsection:
4
5 Email communications by one or more members of a governmental body or by its chief
6 executive officer sent to a majority of its members, or a series of such communications each sent
7 only to a minority of its members but that in aggregate is sent to a majority of its members and
8 that would otherwise constitute a meeting, concerning a particular matter within the scope of the
9 body's policymaking duties, shall not be deemed to constitute a "meeting" if the emails, to the
10 extent such emails are not exempted from disclosure by some provision of 922.7 or another
11 statute, are either posted on the website of the body, or on its public bulletin board, or copies are
12 made available for public inspection at the next regular meeting of the body.
23
~
~" IUoHr I I
IOWA
LEAGUE
Qf CITIES
September 6, 2007
TO:
Joint Interim Study Committee
FROM:
Terry Timmins, Associate General Counsel
SUBJECT:
Open Meeting/Open Records Issues
On_behalf of theJowa League of Cities, I would like to express our appreciation.for the opportunity to
address the Committee today. At its meeting on August 30th, the League's Executive Board adopted
its legislative priorities for the upcoming Session, and while none of those priorities speak to open
meetings or open records, I think it would be safe to say that the League Board and its member cities
wholeheartedly support openness in government, but openness that is appropriately balanced by the
interests of effectiveness in government.
We share the observations of others who have testified today about where the problems are with
enforcement of the open meetings and open records laws. Governmental entities and the press really
don't have any serious ongoing issues over open meetings or open records, with perhaps the
exception of the walking quorum issue. Most of the issues between government and the media have
been worked out in court cases (City of Dubuque v Dubuque Racing Ass 'n. Ltd. 1988; City of Sioux
City v Greater Sioux-€ity-Press Club, 1988), or they have-been worked-out in legislative amendments
allowing closed sessions or exempting certain records from public examination (ISU foundation
donor information), or they have been worked out in tacit agreements between governmental entities
and the press (keeping rape victims names confidential).
Many of the current problems with openness in government occur between government and its
citizens, and are probably the result of lack of knowledge about open meetings and open records
requirements.
The League constantly attempts to educate its members on those requirements. Staff of the League's
Membership Services Department frequently receive open meetings and open records questions from
city officials and they tend to give fairly conservative guidance in response to those questions -
guidance which is usually followed. The League has produced open meetings and open records
brochures that it provides to city officials at various meetings and workshops. In late November and
early December this year, after the city elections are concluded, the League will sponsor a series of
six Municipal Leadership Academy workshops around the state for newly elected and appointed city
officials. As I did two years ago, I will be making a presentation on city legal issues at those
workshops - including coverage of open meetings and open records requirements.
Despite those efforts, it would appear that our message on openness in government doesn't always
reach all of our communities and all of our city officials. High profile cases will probably continue to
arise from time to time, involving local disputes where an open meetings issue or an open records
issue becomes the flashpoint, but we don't see an increase in the incidence or severity of such
violations as others have described. Clearly, there is probably a need for more education of local
officials as to open meetings and open records requirements.
317 SIXTH AVENUE 0 SUITE 800 0 DES MOINES, IOWA 50309-4113
(5151244-72620 FAX (515) 244-07400 WE6 SITE: www.iowoleogue.org
SefvIIlg fowo's cil;[':,
since J 898
President
Dee Vanderhoef
Council Mernber,
Iowa City
Illlllledrote
Posl P(f~sjclt.'nt
John Vi Mordis
Mayor, Evonsdale
President-eJect
Jim L Fausett
1~J\ayor, Coralville
Executive Difeclol
Thomas G. Brec.lew~J
September 6, 2007
Page 2
The League recognizes that the Committee is committed to addressing the open meetings and open
records laws and updating them to bring them into the 21 st century, and we applaud that effort. We
would only request that in doing so, the interests of openness in government be balanced by the
interests of effectiveness in government.
In preparation for this presentation, I solicited the views of a number of city attorneys around the
State about the open meetings law and the open records law. Many of the concerns expressed by
those city attorneys involved the impacts of open meetings and open records requirements on the
effectiveness of city government, and many of their concerns coincide with those expressed by
Professor Bonfield. So what I want to do is outline for the Committee the views of those city
attorneys, starting with the open meetings law.
A. Open Meetine:s
I. One of the views expressed by several city attorneys, and supported by the League, is that a closed
session should be allowed both to interview and to review the credentials of job applicants, and for
evaluation of employees whose performance or discharge is being considered, without having to
show needless and irreparable injury to that person and without having to have a request from that
person for a closed session. The concern is that requiring the evaluation of job applicants or
employees to occur in open session discourages council members from being candid in their inquiry
and in their comparison or assessment of those individuals, either for fear of embarrassing those
persons, for fear of confrontation, or in some instances for fear of precipitating a lawsuit by those
individuals. Without such candid inquiry, comparison and assessment, the public will likely be
poorly served in the decision who to employ or who to terminate.
2. City councils are often in the position of having to approve contracts negotiated by their staff, and
they often want to be in a position to give direction to staff as to the city's negotiating position, or as
to the negotiating position of the other party to the contract. City staff typically want to obtain the
council's perspective on critical contract terms, such as the price range or range of compensation,
before they finalize those contracts and bring them back to the council for approval. Those strategy
discussions really can't occur in public, because that would give advantage to the other side in those
negotiations. Consequently, the view has been expressed that a governmental body should be allowed
to have a closed session with its staff to discuss and give direction regarding the negotiation of
contracts, and that would include economic development contracts, lahor contracts, franchise
agreements, contracts or offers involving the purchase or sale of real estate, and regarding the
negotiation, renegotiation and renewal of leases and operating agreements.
B. Open Records
On the open records side, the League supports the view that a draft of any contract that is being
negotiated, and any staff reports about the contract and its negotiation, should be confidential until
negotiations are completed and the contract is presented to the governmental entity for approval.
2
September 6, 2007
Page 3
4. When a governmental entity is acquiring property, say for a public improvement project,
Chapter 6B of the Code requires the governmental entity to get an appraisal of the value of the
property that it is acquiring. Section 22.7 of the open records statute protects appraisals and appraisal
information until the project has been publicly announced. Chapter 6B of the Code has been carefully
crafted over several recent legislative sessions to require the disclosure ofthe appraisal or appraisal
information to the seller at the time the governmental entity makes an offer to purchase particular
property. The League supports the view that Section 22.7 should be amended to coincide with
Chapter 68 - Section 22.7 should be amended to provide that appraisals or appraisal information
should be confidential until the governmental entity makes an offer to purchase the property.
Governmental bodies often get property appraisals in project planning stages and they sometimes
decide not to pursue a project because of potential property acquisition costs. Disclosure of that
information to third parties or to the public, prior to the making of a purchase offer, only makes the
property purchasing process more difficult. What property owner would be pleased to learn that his
or her property has been appraised even before the governmental body has decided to purchase it, or
before the governmental entity has approached the property owner about purchasing it?
5. The League supports the view that bid tabulations and proposal evaluation reports, which are
created by stafffor consideration by the governmental body, should be confidential until staff makes
its recommendation to the governmental body as to the lowest responsible, responsive bid or as to the
best proposal.
6. The open meetings law currently allows closed session discussion to review or discuss
records which are required or authorized by state or federal law to be kept confidential. For purposes
of symmetry and consistency, the League supports the view that documents which are developed and
provided to the governmental body to aid in a closed session discussion of a matter should also be
exempt from public records disclosure.
7. The open records law currently makes confidential Iowa department of economic development
information on an industrial prospect with which the department is currently negotiating. The League
supports the view that this confidentiality exemption should be extended to other governmental
entities that have such information in their possession relating to negotiations with commercial or
industrial prospects.
8. The League would support the view that the provision which makes confidential "personal
information in confidential personnel records of public bodies" needs to be clarified.
9. The League supports the view that governmental bodies should not have to publish minutes ofa
work session if all the body did was discuss issues with staff and deliberate as a body, but took no
action. A meeting notice should be published, and the meeting should be held in open session, but
there should be no requirement that minutes of such a meeting be published.
10. Finally, the League supports the view that disclosure of a confidential record, or the content of a
closed session discussion, to a person outside of the governmental entity should be prohibited, and a
governmental body should be allowed to sanction a person who discloses confidential information to
a third party to the detriment of the governmental entity or to the detriment of the privacy interests of
any person.
3
September 6, 2007
Page 4
Conclusion
The Iowa League of Cities is strongly committed to assisting the Committee in its efforts to update
the open meetings and the open records laws. The Committee can consider the League a resource in
that effort. We are anxious to acquaint you with how cities operate under current open meetings and
open records requirements, and with the challenges that cities face in honoring those requirements
and in operating effectively and efficiently.
4
l ~ 1
~~~~'t
,,~~ga.~
--... ..
CITY OF IOWA CITyrnJ
MEMORANDUM
Date:
To:
From:
Re:
November 19, 2007
City Council .
Wendy Ford, Economic Development Coordinator D!JI--
Downtown Market Niche Analysis l/
Following is the final report by Marketek, Inc. of the Downtown Market Niche Analysis, a project
Marketek, Inc. has been working on since February, 2007. This study was conducted to provide
a roadmap for us in terms of future decision-making regarding downtown.
Key findings
We can capitalize on our strengths and enhance the economic vitality downtown by:
. Attracting unique casual apparel, home furnishings, art, specialty and convenience
businesses,
. Influencing where retailers locate by encouraging similar businesses to form clusters and
share customers,
. Forming a partnership between the City, The Iowa City Area Chamber of Commerce, the
Downtown Association and private stakeholders with a goal to better manage the downtown,
and
. Enhancing the "creative culture" offerings of downtown to attract young/creative
professionals.
Why the study?
Since the 1960s and 70s urban renewal process, the City has had a vested interest in the health
of the downtown. Throughout the 1980s until the mid-90s, downtown business prospered and
the health of the area existed in a relative steady state. In 1998, Coral Ridge Mall opened, which
was a turning point in downtown's retail mix. Notable changes included the closing of the two
anchor stores in the Old Capitol Mall, which was followed by the moving or closing of many
smaller stores, until only a handful were left.
In the early 2000s, a new wave of downtown development and public investment began the
transformation of downtown from a retail center to an arts, entertainment and residential center.
This included the rebuilding of the Whiteway building, the building of Vogel house and the city's
first high rise, Plaza Towers. Each of these developments has had a significant impact on the
aesthetics of the downtown, residential offerings within it, and the availability of new retail
space. The city's second high rise, Hieronymus Square will be the first significant multi-use
building south of Burlington Street and will add significant retail, commercial and additional
residential units to the expanding downtown area.
Over the recent few years, the City of Iowa City has invested upwards of $36 million in its
downtown, including the new library, installation of public art, streetscape renovations on Iowa
Avenue, Pedestrian Mall renovations and the financing assistance through TIF of two of the
largest new projects downtown.
I will take you through the highlights of the study at your work session on November 26.
cc: Dale Helling, Interim City Manager
Jeff Davidson, Director of Planning and Community Development
Downtown Iowa City Market Niche Analysis
Iowa City, Iowa
November 2007
100 Waverly Way, NE
Atlanta, Georgia 30307
404.522.2243
~ lIlar...ete...
9220 SW Barbur Boulevard
Portland, Oregon 97219
503.636.1659
www.marketekinc.com
TABLE OF CONTENTS
Executive Sum m ary ................................................................................................................ 1
Introduction & Methodology.................................................................................................. 5
Chapter
1 Retail Target Markets..................................................................................................... 7
Loca I Residen t Sh oppers ................................................................................................... 8
Visitor Ma rket ..................................................................................................................... 19
stud ent Market................................................................................................................. .20
Area Employees............................................................................................................... .21
Appendix 1-A: Tapestry Market Segment Descriptions ............................................24
2 Opinion Research......................................................................................................... 35
S u rv eys .............................................................................................................................. ..36
Foc us Gro u ps .................................................................................................................... .38
Town H a II M eetin g Sum ma ry ......................................................................................... 040
Appendix 2-A: Consumer Survey Results....................................................................A3
Appendix 2-B: Business Owner Survey Results ............................................................64
3 Retail Market Analysis.................................................................................................. 77
Retail S u pp Iy ...................................................................................................................... 78
Co m petitive Com mercia I Assessmen t ........................................................................ .81
Retail Dema nd ................................................................................................................. .85
Potential Downtown Retail Development ...................................................................98
4 Housing Market Analysis........................................................................................... 100
Profile of Residential Target Market............................................................................. 1 01
Resid entia I Su p ply........................................................................................................... 1 06
Resid entia I Demand....................................................................................................... 11 7
Potential Downtown Residential Development .......................................................120
5 Office Market Analysis............................................................................................... 124
Office S u pp Iy ................................................................................................................... 125
Office Dema n d ............................................................................................................... 126
Down town Office Market.............................................................................................. 128
Potential Downtown Office Development ................................................................129
6 Lodging Market Analysis........................................................................................... 131
In d ustry Overview ........................................................................................................... 132
Loca I Supply .................................................................................................................... 134
Potential Downtown Hotel Development ..................................................................138
ell'lar....ete.... DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS
TABLE OF CONTENTS
7 Creative Cluster Analysis........................................................................................... 140
Characteristics of the Creative Class .........................................................................141
Creative Class Priorities and Interests..........................................................................142
Tren ds .............................................................................................................................. ..142
Case stud ies .................................................................................................................... 144
Critica I Success Fa ctors ................................................................................................. 152
Iowa City's Competitive Position .................................................................................152
Suggested Actions.......................................................................................................... 155
Appendix 7 -A: References ...........................................................................................157
8 From Market Analysis to Market Results ................................................................. 160
Downtown Retail strategy ............................................................................................161
Organizing for Downtown Business Development ...................................................170
M arketin g Pia n ................................................................................................................ 1 75
Appendix 8-A: Complete List of Expanding Retailers .............................................184
Appendix 8-B: Property Assessment Worksheet .......................................................188
ell'lar...ete....
DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS ii
EXECUTIVE SUMMARY
The Downtown Iowa City Market Niche Analysis project is a multi-faceted market study
and redevelopment strategy led by Marketek, Inc. during the May - October 2007 time
frame. The project includes an opportunity analysis of multiple real estate products
including retail, residential, office and lodging; a retail target market analysis; community
outreach/opinion research; and the creation of a business development/marketing
strategy. This executive summary outlines major findings from each of these areas of
research and analysis. It highlights the recommended retail strategy and business mix
and outlines next steps for organizing for downtown development. Finally, it provides key
concepts for encouraging downtown business development and for marketing
downtown Iowa City.
Downtown Iowa City Market Analysis
Summary of Findings
Local Resident Demographic Characteristics
. The 2007 population of the Iowa City local trade area (7-minute drive time) is
estimated at 80,182, growing to 84,179 by 2012; The 2007 greater trade area
population is 144,255, increasing to 154,457 by 2012
. Median Age: 27.6 (local area) and 30.3 (greater area)
. Median Household Income: $43,726 (local area) and $50,371 (greater area)
. 70.2% (local) and 66.5% (greater)employed in white collar jobs
Other Target Markets
. Day time employee population: 1-mile
radius from downtown, 33,000; 2-mile
radius, 53,769
. Visitors: >500,000/year
. Students: 30,000
Top Strengths/Opportunities
. Significant public and private investment
. Active, 24-hour downtown district
. All target markets are growing
. Critical mass of arts, culture, restaurants,
entertainment
. Unique business anchors and clusters
. Business niches to be filled
Top Issues/Challenges
. Coralville's aggressive commercial development
. Limited property available downtown for retail
. Retail rents are relatively high
. Oversupply of bars
ell'lar....ete.... EXECUTIVE SUMMARY I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS
. Downtown branding and destination are needed
. Downtown lacks a strong management team/organization
. Perceived parking limitations
Opinion Research Findings
. Focus groups, town hall meeting,
interviews, consumer survey and business
survey completed
. Top shopping/other needs:
casual apparel, household goods/
accessories, furniture, health food
restaurant, seafood, movie theater
. Downtown is treasured as cosmopolitan
and 'exciting'
. Most downtown businesses are 'stable,'
not expanding rapidly
Retail Market Opportunities
. Local market area retail leakage of $3.4 million and greater market area retail
leakage of $81 million in 2007
. Potential growth in greater retail market of $93.8 million or 381,190 sq ft of new
space by 2012 and $101.7 million or 413,097 sq ft additional space by 2017
. Growing visitor demand will result in 227,105 sq ft of additional retail and
restaurant potential
. Downtown Iowa City can potentially capture 282,644 sq ft of this new demand
over the next decade
Housing Market Opportunities
. Limited supply of non-student
housing, both rental and for-sale
. Rents increasing at a rate of 2% to
3% annually
. Low rental vacancy rate - 2%
. Median and average home sales
prices increasing at an average
annual rate of 5% with median
values highest in Iowa City
. Rentals dominate downtown
housing with an estimated 1,852
units
. Potential demand for 22,043 new
units in the market area by 2017
. Downtown Iowa City can potentially capture 16.5% of demand and add 1,383
for-sale and 2,257 rental units by 2017
. Target markets for downtown housing are entry- and higher-level professionals,
empty-nesters and students
. Downtown housing should include units affordable to the area workforce and
recent graduates beginning careers
. Opening downtown price points from $150,000 to $230,000 for condominium units
e lI'Iar...ete...
EXECUTIVE SUMMARY I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 2
Office Market Opportunities
. steady, growing annual demand for office space in the Technology Corridor
. Jobs are anticipated to increase by more than 3,500 annually in the Technology
Corridor, 2007-2014
. There is only a six month supply of available Corridor office space
. Downtown has the potential to capture 17.5% of Corridor demand, or
approximately 353,199 square feet from 2007-2014
. Downtown has the long term potential for development of speculative office
space
. Economic development representatives say that marketing efforts to attract new
businesses are hampered by the lack of large spaces for lease (5,000 square feet
or more) in downtown Iowa City
. There is a 'waiting' market for small, for-sale office space
Lodging Market Opportunities
. Lodging revenue in Iowa City/Coralville market shows steady increase since 1997
. Overall occupancy rate for the Iowa City/Coralville market is estimated to be
66%, but there have been reports of significant room vacancies in downtown
Iowa City during 'off times'
. In the absence of a comprehensive hotel feasibility study for the area, the
potential demand for additional hotel rooms located in downtown is unclear at
this point in time
Creative Cluster/Young Professionals
. Nearly 1/5th of the local
market area is comprised of
young professionals age 25-34,
well above the state average
(12.3%)
. Among the factors that attract
the creative class are jobs,
livability (e.g., presence of
lively downtown core, cost of
living, transportation options,
etc.) and cultural capital (e.g.,
vibrant arts & music scene,
cultural diversity, etc.)
. Iowa City possesses many of
the qualities desired by young
professionals and the ability to
'seed' a creative economy
. Future success is dependent on
clear goal definition, a well
orchestrated promotion plan,
leadership for/commitment to
the plan
e lI'Iar...ete...
EXECUTIVE SUMMARY I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 3
Summary of Recommendations
Retail Strategy & Business Mix
. Focus on unique casual apparel, home furnishings,
accessories, local artisans and crafters, specialty goods,
convenience goods, restaurant variety and entertainment
. Build on existing retail clusters (home furnishings &
accessories, apparel/boutiques and family /community-
serving clusters) to take advantage of shared customers
and markets
. Mix non-chain, locally-owned shops with regional and/or
national retailers by targeting chains expanding in Iowa
Organizing for Downtown Development
. Establish a Downtown Business Development Partnership and hire a qualified
manager with real estate, sales and marketing, small business development
and/or community and economic development experience as its leader
. Partnership members should include the Chamber of Commerce, the City of
Iowa City, the Downtown Association of Iowa City, the Iowa City Area
Development Group, the University of Iowa and bankers, developers and key
business/property owners in downtown
. Partnership should focus on property development, business retention and
expansion, business attraction and marketing and communications
Business Development & Marketing Plan
Property Development
. Identify commercial properties ready for new business occupants and keep an
up-to-date inventory of all vacant or underutilized downtown properties
. Develop and publicize tools/incentives for redeveloping downtown properties
Business Retention and Expansion
. Provide education, technical assistance and recognition for existing downtown
businesses and assist with relocation to encourage development of retail clusters
Business Attraction
. Establish 3-6 target business priorities for downtown - among top opportunities are
apparel, jewelry, home goods, toys, groceries, health food and a day spa
. Develop recruitment campaigns (referral networks, niche marketing campaigns,
etc.) and marketing material (maps, info sheets, brochures, etc.) to attract
targets
. Promote locations in existing retail clusters and target businesses that will
strengthen these clusters by complementing current retailers
. Advertise successful retention and recruitment strategies to the media,
professional associations, developers and local businesses and property owners
Marketing and Communications
. Develop a consistent brand or theme and design concept that evokes
downtown's vibrant, youthful atmosphere
. Encourage downtown partners to use this design concept in their marketing
. Expand website presence and make all downtown market, property and
development news and information available online
ell'lar...ete....
EXECUTIVE SUMMARY I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 4
INTRODUCTION &
METHODOLOGY
This report shares Marketek's findings of the Downtown Iowa City Market Niche Analysis
conducted during the May - October 2007 time frame. The goals of the multifaceted
market opportunity analysis are to:
. Create an accurate and realistic picture of the downtown's retail, residential,
office, lodging and entertainment potential within the Iowa City marketplace,
including the location and characterization of the existing supply of businesses,
consumer preferences, needs and buying patterns and opportunities and
challenges for growth and development;
. Understand the gaps in the retail, residential, office and lodging markets and the
potential for increased development by product type;
. Clearly understand the needs and preferences of downtown Iowa City's key
target markets, including community residents, university students, employees,
business owners and visitors;
. Provide the district with key business retention and recruitment strategies and a
game plan for strengthening and diversifying the local retail/service industry; and
. Provide user-friendly data for promoting target business opportunities to existing
and prospective business and developer prospects.
Methodology
As downtown Iowa City's redevelopment efforts will be phased over time, the market
analysis considers a ten-year time period from 2007-2017, which is a realistic projection
period for retail development. The research (both primary and secondary) includes:
. Statistical estimates of potential supportable retail, residential and office space in
the downtown;
. Community-wide surveys of resident shopping preferences and of the Iowa City
business community;
. Seven focus groups and a town hall meeting;
. Interviews with local developers, retailers, planners, government officials and
other business and community leaders;
. Case studies of cities with flourishing creative clusters; and
. Two site visits and in-store visits to all downtown businesses.
This report is organized into eight principal sections or chapters:
1 Retail Target Markets
2 Opinion Research
3 Retail Market Analysis
4 Housing Market Analysis
5 Office Market Analysis
6 Lodging Market Analysis
7 Creative Cluster Analysis
8 Implementation Strategies
ell'lar...ete....
INTRODUCTION & METHODOLOGY I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 6
CHAPTER 1
RETAIL TARGET
MARKETS
Downtown Iowa City's primary target consumer markets for retail, services and
entertainment include local residents, area employees, students and visitors. This section
characterizes the size and features of each market, with an in-depth look at the local
resident market, which provides the downtown with the greatest opportunity for a
dependable source of year-round sales and with potential buyers of newly developed
housing.
LOCAL RESIDENT SHOPPERS
The socioeconomic characteristics of Iowa City's retail trade area are provided in this
section. The retail market area is comprised of a "local" and a "greater" area. Local
retail market area residents (defined as those living within a seven minute drive from the
intersection of Washington and Dubuque streets) will look to the downtown for specialty
shopping, entertainment and convenience-related goods and services. The greater
retail market area is much larger and is the area from which a majority of "destination"
shoppers emanate. Its boundaries extend just beyond Johnson County and are based
on drive-time estimates, interviews with Iowa City business owners and the location of
existing retail competition. The map on the following page illustrates the boundaries of
the greater and local retail market areas.
The delineation of market areas is not meant to suggest that prospective local customers
of downtown businesses will be drawn solely from these geographic areas. Because of
downtown Iowa City's central location, competitive assets and visitor and economic
development, prospective retail customers will also be drawn from outside of the market
areas.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 8
Iowa City, Iowa
Retail Market Areas
""G
\~'"4-:' \,. , .}/'"" .~ ~ I.
'J. /~-' ..... ~
<')-.."f.... >~ ~. ~
.....at., ~-l.
I~~.'l ,,!- C t
,p&f:...', .'. ~ '<- / ",-
('1a~5"t1~,/ " ~
(<:'" .!r-
00 .\ ,-.....
'. ~
. · '--:'% ~....~.,i,.
.' .&
,..~ .-...
',.l.i;::.
..,.....
, '
...-
1 ':<n. ......Jlt...."'....n. .
'"- .' ~.'!I:jJllio....."....~') "..~." ,
...~-;.----.../' I '~"c-
<- 1 t. '. . fc.:W.' Lr-:'./ i,l ~~~ -0
,~...-" '\... . ';. Y""""o
\. ( I, (, I,}..... _, ',..:. ..!J....J ~l;
'. ".),-;..-.:" .~ t Co li nt.!.' H'N\!. ... ::; "\
. I I' ....,... - "',1 'I ~ "J
J I ..... J" I, I~; ': ," t. ". \..~,:I, > .~
,~+\ I C'(IaHt " . ..~. , .:...
..' -J.. .1"~), :- Y..H~y F~-- ...."'~
'=.Ql. ''': '1.)" . 'I ','- "f . [
~.~ ~- .Fv,:"' ._-..,_.~~ '.-. :.!; :. 1 'i~~. -'t... ~ .....
, 1'~. ~;c ./..f ' " . ./ '1
;.'~'!. .I ~ .. l.
--~. -... .,.....~. -8ll~1:!jlY F.I\")' f?lJ
'...~.- '~ " ..~_.....:':"._ I,.... . "l,
". ...J.........
'.J " \K~j;:-.:.:..--..
fx_....~
I . - .~-
. "J,. I '-.O..~:-..T(W..
~., .
~'.
.....-.
r
"
-I. -
",'1,:.:1
~',
....
,
!-'1\~f.
.. '. --", ,
1........
y- J... )
..,
". .... ~ow;
/
IF" g.. .' ~~ ,'--1
--- ~ .--.:---. . '. \. nJ:y:J-1w.1'" 46
:i. l -,., ..'~ . J.
~ 1, ....._.. ..... .. \.,,'\.
~ :0 "'I .- 3.,.".. .;r,-...., ~
i r: ~!... " C'...... '"-t . "'-...."r-' ~...
-,-="..__~ .:,.~.:;:~~~n~,~.H~, '=1f:S"...... ~?-(/ ",..... ,I LO, C~I Retail Market Area ~.... ) "\,..{. 'J '-
r _.:.J ... -.....L.- ". ~.( -.,.
'. 1 '-'I 'g."'" J:.'T- 'I.., ( ,.' I ..-.~ .:::, '. ::"-W.es 1!.Jb ny (
_ . L ~ ... p..!:.. COI.\Jl1.)' H..y F.;6:i! ',-:;' I . . ,
." '::(;', /" I -~ '(~:~" .~ '" / 1.'-' '..'. -~"-, )..,;'ff...~' ....
.. ..~ / r- ._ -[i"z .... - _
, ~''''ICOU'nt)!..fti';;' flii7 ^~ ". '. I ..' , t t....... '\'/ /
" v'...:;, ., ',,'
J''' ~z ''/( (' - _.,,: .., ')- -I-cc.-b f )..
'''1.-' r. t!.,., "'-( "'" 1051h sl J':\~' '.. ...
~ r-" T l" ...... .. "'-r I t'."'.1 .r---,"~~;,;
I ..... I .-, '. .." r- ~ ,'l'~J.' . ,
. I ',.1',". ~~::-~~~ l<iefotl:r--.... '-! ..,j"''j, ,J, ", ~ Lane- Tree h'r '{, ~, J/'Cf!pIS:-
.I ~eJlfh8n :,' .~ r r <' ...... r'\ 1,. . .;:. ^' ._l....
-.. ~! I, i ~ f ~,.-r I
;',i' . \"',.l K;:JclI;;J ::i(J1[ Club '" 1 ~ ~I J" J J .'''-
'-. ~ ',' ~ ". 'I~. ~(. t'r /, r::/
.- ;r--' .. ~ :.. ..~ '.~'
\ L ,'. / I r I '-- J-~' - ~ '-I"'~ _"
..:,-:i7~') " \.'''.3~hI1'~I(t:\_.- _.._'~ .
'" I -".f , ';:)
""::":"" . CQI,JIJt)'J:I~ Gl~ {{,
~'1~'" .f 1;I.t I
/
\
"j ...
, Canesvjfle-
i ... '---.,
... \,~
"
~
A. Population and Household Growth
· From 1990 to 2007, the population growth rate in both the local and the greater retail
market areas outpaced that of the state (Exhibit IC-1). The average annual
population growth rate for the greater trade area was highest at 1.70%, followed by
the local area at 0.83% and the state at 0.54%. Household growth rates followed a
similar pattern, but were higher: 2.39% for the greater trade area, 1.65% for the local
trade area and 0.83% for the state.
· The 2007 population of the Iowa City local retail market area is estimated at 80,182;
the greater retail market area is estimated at 144,244. The local area includes 34,485
households with an average household size of 2.12. Households in the greater retail
area tend to be larger, averaging 2.31 persons for a total of 58,763 households. Both
market areas have average household sizes below that of the state of Iowa (2.41);
household size in all areas are expected to decrease slightly by 2012.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS
9
· The population growth rate in the greater retail trade area is expected to decrease
from 1.70% to 1.42% over the next five years, adding an average of 2,043 persons per
year to reach 154,457 by 2012. In the local trade area, the population growth rate is
projected to accelerate to 1.00%, with the total population reaching 84,178 in 2012.
Forecasts indicate that the growth rate in the state of Iowa will remain stable over the
2007-2012 period.
Local Retail Market Area
Population 70,217 80,182 586 0.83% 84,179 799
Households 26,948 34,485 443 1.65% 36,697 442
Avg. Household Size 2.29 2.12 -0.010 2.10 -0.004
Greater Retail Market Area
Population 111,839 144,244 1,906 1.70% 154,457 2,043
Households 41,775 58,763 999 2.39% 63,681 984
Avg. Household Size 2.45 2.31 -0.008 2.29 -0.004
state of Iowa
Population 2,776,755 3,030,140 14,905 0.54% 3,110,913 16,155
Households 1,064,325 1,213,728 8,788 0.83% 1,253,509 7,956
Avg. Household Size 2.52 2.41 -0.006 2.40 -0.002
Average Annual Population Growth Rates, 1990-2012
1.8%
1.6%
1.4%
1.2%
1.0%
0.8%
0.6%
0.4%
0.2%
0.0%
Avg.Ann.Change
1990-2007
A vg. Ann. Change
2007-2012
Geographic Area
1990
2007 Number
(Estimate)
Percent
Percent 2012 Number
(Forecast)
1.00%
1.28%
1.42%
1.67%
0.53%
0.66%
II
Local
.1990-2007 Avg. Ann. Change
Greater
Iowa
1!I2007-2011 Avg. Ann. Change
Source: ESRI BIS; Morketek, Inc.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 10
B. Age Distribution
· The population within the Iowa City local retail market area is somewhat younger than
the greater retail trade area, with the population of both considerably younger than
that of the state of Iowa (Exhibit IC-2). The 2007 median age within the local retail
market area is estimated at 27.6 years, compared to a median age of 30.3 years in
the greater retail trade area and 37.9 years in the state.
· In 2007, the estimated proportion of the population under the age of 15 in the local
retail trade area is 13.3%, in the greater retail trade area, 17.0% and in the state, 19.2%.
· An estimated 30.5% of the local retail market area population is age 15 to 24 in 2007,
higher than the greater retail market area at 23.1 % and the state at 15.0%, reflecting
the impact of University of Iowa students.
· The prime consumer age category, ages 25 to 64, comprises similar proportions of the
population in all areas, ranging from 40.8% for the state to 42.7% for the greater retail
trade area.
· In 2007, the share of residents age 65 years and older in the local and greater retail
market areas are 7.2% and 8.3%, respectively, both considerably below the state
proportion of 14.3%.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 11
Age Category Local Retail Greater Retail state of Iowa
Market Area Market Area
Under 5 4.9% 6.0% 6.6%
5-14 8.4% 11.0% 12.6%
15-19 10.6% 9.0% 7.1%
20-24 19.9% 14.1% 7.9%
25-34 19.1% 16.5% 12.3%
35-44 10.8% 12.9% 13.2%
45-54 11.3% 13.3% 15.3%
55-64 7.7% 9.0% 10.8%
65-74 3.4% 4.2% 6.7%
75-84 2.5% 2.7% 5.0%
85 and Older 1.3% 1.4% 2.6%
Total 80,182 144,244 3,030,140
Median Age 27.6 30.3 37.9
Age Distribution of the Population, 2007
25.0%
20.0%
5.0%
15.0%
10.0%
0.0%
Under55-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-8485and
Older
-Local Retail Market Area
-Greater Retail Market Area
~State of Iowa
Source: ESRI BIS; Marketek, Inc.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 12
c. Household Income Distribution
· Exhibit IC-3 shows that households in the Iowa City local market area are less affluent
than households statewide, likely because of their younger ages and the large portion
of students. Those in the greater market area, however, have slightly higher average
incomes than the state. Estimated 2007 median household income is $43,726 in the
local retail trade area, $50,371 in the greater retail trade area and $49,331 statewide.
Income Local Retail Greater Retail state of Iowa
Market Area Market Area
Less than $15,000 16.5% 12.5% 10.8%
$15,000 to $24,999 13.5% 11.3% 10.9%
$25,000 to $34,999 10.7% 10.4% 11.9%
$35,000 to $49,999 15.3% 15.4% 17.0%
$50,000 to $74,999 15.9% 18.3% 22.4%
$75,000 to $99,999 10.4% 12.5% 12.6%
$100,000 to $149,999 11.2% 12.2% 9.8%
$150,000 to $199,999 3.2% 3.7% 2.3%
$200,000 and more 3.3% 3.7% 2.2%
Total 34.485 58,7 63 1 ,213,728
Median Household Income $43,726 $50,371 $49,331
Household Income Distribution, 2007
25.0%
15.0%
20.0%
10.0%
5.0%
0.0%
Less than $15,000 to $25,000 to $35,000 to $50,000 to $75,000 to $100,000 to $150,000 to $200,000
$15,000 $24,999 $34,999 $49,999 $74,999 $99,999 $149,999 $199,999 and more
_Local Retail Market Area _Greater Retail Market Area ~state of Iowa
Source: ESRI BIS; Marketek, Inc.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 13
D. Racial Composition
· Racial composition (shown in Exhibit IC-4) in the Iowa City market areas is more
diverse than the state of Iowa.
· An estimated 83.8% of local retail market area residents are white, compared to 87.5%
of greater retail market area residents and 92.4% of residents statewide. The local
Iowa City retail market area has a high proportion of Asian/Pacific Islander residents
(8.2% versus 1.9% in the state). The percentage of Hispanic residents in the market
areas are similar to that of the state, ranging from 3.7% in the local area and the state
to 4.3% in the greater retail market area.
Race Local Retail Greater Retail state of Iowa
Market Area Market Area
White Alone 83.8% 87.5% 92.4%
Black Alone 4.3% 2.9% 2.4%
American Indian Alone 0.3% 0.3% 0.3%
Asian/Pacific Islander 8.2% 5.7% 1.9%
Some Other Race Alone 1.5% 2.0% 1.7%
Two or More Races 1.9% 1.6% 1.2%
Hispanic Origin (any race) 3.7% 4.3% 3.7%
Total 80,182 144,244 3,030,140
Racial Composition, 2007
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
White Alone Black Alone American Asian/Pacific Some Other Two or More Hispanic
Indian Alone Islander Race Alone Races Origin (any
race)
. Local Retail Market Area
iii Greater Retail Market Area
. State of Iowa
Source: ESRI BIS; Marketek, Inc.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 14
E. Community Tapestry Segments
Recognizing that people who share the same demographic characteristics may have
widely divergent interests and shopping preferences, Community Tapestry data
(developed by ESRI Business Information Solutions) categorizes neighborhoods
throughout the nation into 65 consumer groups or market segments. Neighborhoods are
geographically defined by census blocks, which are analyzed and sorted by a variety of
demographic and socioeconomic characteristics as well as other determinants of
consumer behavior.
Market area households have been grouped into Tapestry market segments. The market
segments within the Iowa City market areas are identified and summarized in Exhibits IC-5
and IC-6 on the following pages. While the characteristics of each market segment vary,
households within the retail market areas tend to be single or shared households or
young couples with or without children. There is a mix of homeownership and rental
housing, with many households living in multi-unit structures. Although these segments
may be highly educated, incomes are moderate as many people are just beginning
their careers or finishing college. Members of these segments tend to spend on
themselves and enjoy outdoor activities and travel. Top market segments include
"Enterprising Professionals," "Dorms to Diplomas," "Aspiring Young Families" and "College
Towns." Appendix 1-A provides detailed descriptions of each market segment in the
Iowa City market areas. (Note that the residential household figure refers to the
residential market area described in the Housing Market Analysis in Chapter 4 beginning
on page 100.)
Local Retail Market Area Greater Retail Market Area
Market Segment Percent Market Segment Percent
of H Hs of HHs
1 Enterprising Professionals 17.2% Aspiring Young Families 15.1%
2 Dorms to Diplomas 13.5% Enterprising Professionals 11.9%
3 College Towns 12.8% Dorms to Diplomas 7.9%
4 Metropolitans 10.9% College Towns 7.5%
5 Young and Restless 10.6% Metropolitans 6.4%
6 Aspiring Young Families 10.1% Young and Restless 6.3%
7 In Style 7.9% Exurbanites 6.0%
8 Crossroads 3.9% Crossroads 5.6%
9 Exurbanites 3.7% In Style 5.0%
10 Urban Chic 3.3% Green Acres 4.2%
Total Households 32,381 44,601
Source: ESRI 81S; Marketek, Inc.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 15
EXHIBIT IC-6
SUMMARY OF TOP TAPESTRY SEGMENTS
Market Segment Socioeconomic Residential Preferences
Aspiring Young Families . Young families, . Approximately one- . Buy big-ticket home
. Local Retail HH: 10.1 % married couples or half hove purchased furnishing items and
. Greater Retail HH: 15.1 % single parents. single family detached electronics.
. Residential HH: 13.8% . Ethnically diverse. and attached . Purchase baby and
. Average income. townhouses, valued children's products and
. Work mostly in service, slightly below the toys.
soles, administration notional overage. . Like dancing, going to the
and government jobs. . If renting, rents are movies, working out at the
typically slightly below gym, kickboxing and
overage. attending pro basketball
games.
. Dine out at family
restaurants.
College Towns . Young, college . Live on campus or in . Computer-savvy and use
. Local Retail HH: 12.8% students or recent low-income rental the internet to make
. Greater Retail HH: 7.5% college grads. apartments. purchases, do research
. Residential HH: 6.9% . High levels of . A quarter of homes are and visit chat rooms.
education but low owner-occupied. . Drive older cars that they
incomes. may repair themselves.
. Predominately white. . Participate in outdoor
. About half work part sports and enjoy
time, usually in service backpacking and hiking.
jobs on and off- . Attend rock concerts,
campus. football games and bars.
Crossroads . Married couples with . Homeowners living in . Own riding lawnmowers,
. Local Retail HH: 3.9% children or single single family detached deep fryers and pet birds.
. Greater Retail HH: 5.6% parents. homes or mobile . Toke over-the-counter
. Below overage homes. diet pills and anti-anxiety
wages. . Home values below drugs.
. Hove manufacturing, notional overage. . Go to movies, gamble in
construction or retail Mississippi and watch
jobs. daytime TV.
Dorms to Diplomas . Over 80 percent are . Live in campus . Hove student loons.
. Local Retail HH: 13.5% attending college. dormitories or rent off- . Shop at Banana Republic,
. Greater Retail HH: 7.9% . Most residents are campus apartments in The Limited or the Gap.
. Residential HH: 7.3% white; others are block multi-story buildings. . Work out or jog regularly
or Asian. . Share housing. and enjoy backpacking or
. Work part-time in low hiking vocations.
paying service jobs, . Attend concerts, pool
often on campus. halls and dance clubs.
Enterprising Professionals . Young, highly . Live in newer . Purchases reflect their
. Local Retail HH: 17.2% educated working neighborhoods in youth, mobility and
. Greater Retail HH: 11.9% professionals. town homes or growing status.
. Residential HH: 10.9% . Single or recently apartments. . Rely heavily on Internet for
married. . Mobile but prefer to shopping, work and
own rather than rent communication.
. Travel, practice yoga, jog
and go to the gym.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 16
EXHIBIT IC-6 (continued)
Market Segment Socioeconomic Residential Preferences
Exurbanites . Married, empty . Single family homes . Work on their gardens
. Local Retail HH: 3.7% nester couples. valued well above the and decorate their
. Greater Retail HH: 6.0% . Affluent. notional overage. homes.
. Residential HH: 5.7% . Professional jobs and . Commute time is . Enjoy working on their
work in home offices. below other affluent homes themselves.
. Highly educated. market segments. . Order from Lands End
. Predominately white. and LL Bean and listen to
public radio.
. Drink domestic wine,
attend theater/dance
performances and toke
photographs.
. Go kayaking, booting
and hiking.
Green Acres . Second largest . Prefer to own new, . Stay fit by using home
. Greater Retail HH: 4.2% Tapestry market single family detached exercise equipment,
. Residential HH: 4.4% segment. homes in developing mountain biking and
. Predominately white suburban fringe areas. taking vitamins.
married couples with . One-third own more . Enjoy hiking, camping,
and without children. than three vehicles. hunting and gardening
. About one-sixth are and make purchases
self-employed. related to these activities.
. Others employed in . Hold 0 home equity line
skilled labor and of credit and 0 money
farming occupations. market account.
In Style . Affluent professionals. . Favor townhouses . More suburban than
. Local Retail HH: 7.9% . Small household size- over single family urban but prefer on urban
. Greater Retail HH: 5.0% few children. detached. lifestyle.
. Residential HH: 4.6% . Dual income . Live in prestigious . Technologically savvy.
households. neighborhoods. . Home repairs and yard
work are contracted out.
. Health conscious - eat
healthy and work out.
Metropolitans . Singles and childless . Live in older . Busy, urban lifestyle.
. Local Retail HH: 10.9% couples. neighborhoods. . Enjoy yoga, listen to jazz,
. Greater Retail HH: 6.4% . Slightly older with . Mix of single family rent foreign videos,
. Residential HH: 6.3% incomes above the and multi-unit attend rock concerts and
notional overage. structures. visit museums.
. Almost equally . Travel frequently for
divided by renters and business and pleasure.
owners.
Urban Chic . Professionals with . Ownership . Travel extensively and visit
. Local Retail HH: 3.3% sophisticated, predominates. museums, dance
exclusive lifestyles. . Homes valued well performances and
. High median income above notional concerts.
and net worth. overage. . Use PCs to access the
. Well-educated and . Concentrated on the Internet, which they use to
employed in scientific California coast and arrange travel, follow
and technical the East coast. investments and make
services, educational purchases.
and health-care . Avid readers and listeners
sectors. of classical music.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 17
EXHIBIT IC-6 (continued)
Market Segment Socioeconomic Residential Preferences
Young and Restless . Young and on the go. . Due to their youth, high . Purchases center on
. Local Retail HH: 10.6% . Single person and turnover. themselves: sports
. Greater Retail HH: 6.3% shared households. . Approximately three- clothing/gear, designer
. Residential HH: 5.8% . Moderate incomes. quarters are renters. clothing and
. Work in service and . Rents and home values computers/software.
professional are in line with the . Enjoy movies, concerts,
management notional overage. fast food and bar/grilles.
occupations. . Use storage facilities.
. Shop at Banana
Republic and Express.
F. Employment
The employment and occupation of Iowa City's market area residents offer additional
insight and dimension to their demographic characteristics. Exhibit IC-7 depicts the
employment distribution by economic sector of residents age 16 and older for the Iowa
City market areas and the state of Iowa. A higher proportion of the residents of Iowa
City's retail market areas are employed in service jobs and a lower proportion in the
manufacturing, construction and agriculture/mining sectors when compared to the
state.
The average time to work for residents of the Iowa City greater retail market area is
similar to that of the state (18.2 minutes and 18.5 minutes, respectively), while residents of
the local retail market area have an average commute time of 16.2 minutes.
EXHIBIT IC-7
EMPLOYED POPULATION 16+ BY INDUSTRY
Iowa City Retail Market Areas and State of Iowa
2007
Economic Sector Local Retail Greater Retail State of Iowa
Market Area Market Area
Agriculture/Mining 0.3% 1.6% 3.7%
Construction 3.9% 5.9% 7.6%
Manufacturing 4.7% 7.5% 13.9%
Wholesale Trade 1.6% 2.2% 4.0%
Retail Trade 11.7% 11.3% 12.3%
T ransportation/U tilities 2.2% 2.9% 4.9%
Information 3.5% 3.1% 2.0%
Finance/Insurance/Real Estate 4.5% 4.6% 6.9%
Services 65.5% 58.6% 41.4%
Public Administration 2.0% 2.1% 3.2%
Total Number 47.476 83,162 1,575,837
Average Travel Time to Work (min) 16.2 18.2 18.5
Source: ESRI BIS
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 18
Exhibit IC-8 shows the occupations of residents of the Iowa City market areas compared
to the state. White collar occupations are more highly represented among Iowa City
local and greater market area residents than state residents (70.2% and 66.5% compared
to 56.5%), no doubt reflecting the University of Iowa's influence. Service jobs are slightly
more highly represented in the local retail market area (17.3%) versus the greater retail
market area (15.8%) and state (15.6%). Blue collar jobs are represented at lower levels:
they make up 12.5% of local retail market area jobs, 17.7% of greater retail market area
jobs and 27.9% of statewide jobs.
EXHIBIT IC-B
EMPLOYED POPULATION 16+ BY OCCUPATION
Iowa City Retail Market Areas and state of Iowa
2007
Economic Sector Local Retail Greater Retail State of Iowa
Market Area Market Area
White Collar 70.2% 66.5% 56.5%
Ma nag ement /Busi ness/Fi n' I 9.5% 11.3% 13.3%
Professional 35.5% 31.0% 18.5%
Sales 11.2% 10.7% 11.2%
Administrative Support 14.0% 13.5% 13.5%
Services 17.3% 15.8% 15.6%
Blue Collar 12.5% 17.7% 27.9%
Farmi ng/Forestry /Fishi ng 0.1% 0.4% 1.1%
Construction/Extracti on 3.2% 4.8% 6.5%
Insta IIjMai ntai n/Re pair 2.4% 3.5% 4.8%
Production 3.1% 4.4% 8.2%
Transportation/Mat'l Moving 3.7% 4.6% 7.3%
Total Number 47.476 83,162 1,575,837
Source: ESRI BIS
According to the Iowa City Area Development Group, major Iowa City area industries
include advanced manufacturing of electronics, food and personal hygiene products,
life sciences such as biotechnology and bioprocessing, and information solutions,
including software, financial, insurance and educational services. Expanding employers
include American College Testing, Inc., CIVCO Medical Instruments, Integrated DNA
Technologies, Inc. and Owens-Illinois Plastic Products, among others.
VISITOR MARKET
The visitor market also has a significant influence on downtown Iowa City's business base
and is multifaceted. With major events and attractions ranging from sports and arts to
University activities and health care facilities, visitors are continually flowing through
downtown Iowa City. Visitor counts for selected area attractions appear in Exhibit IC-9.
Johnson County ranked fourth of Iowa's 99 counties for tourism expenditures with over
$244 million in domestic travel in 2005, based upon the Travel Economic Impact report
completed by Travel Industry Association. These travel expenditures are associated with
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 19
almost $43 million in wages and salaries and nearly 3,200 jobs. Further analysis of the
impact of visitor spending on retail, dining and entertainment sectors is provided in the
Retail Market Analysis chapter (Chapter Three).
EXHIBIT IC-9
SELECTED VISITOR ATTRACTIONS, EVENTS & ATTENDANCE
Johnson County
2007
Facility/
Attraction
Visitor/User
Count
Iowa Arts Festival
20,000/yr
Iowa City Jazz Festival
30,000/yr
Marriott conference bookings
2,570 room nights
Interstate 80, Exit 242
55,000 overage doily traffic
University student orientation
12,000jsummer
University athletic events
1.1 million/yr
University hospital/clinic patients from
outside Johnson County
537,036/yr
Source: Marketek, Inc.
STUDENT MARKET
The University of Iowa student enrollment has grown slowly but steadily in recent years
and today stands at nearly 30,000. The majority of students are counted as part of the
resident market since the Census registers a person at the address where they spend
most of their time. Within the Iowa City local market area, the 20-24 year old age
category (highly representative of college students) comprises one-fifth of the total
population.
Exhibit IC-l 0 estimates the student population not captured in the resident market based
on the difference between the local resident population enrolled in a public college or
university and the 2007 University of Iowa and Kirkwood Community College enrollment.
This analysis indicates an additional 3,653 students who are potential downtown patrons.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 20
2007 Greater Market Area
Population
144,244
Percent of Greater Market
Area Population in Public
College (from 2000 Census)
20.40%
Estimated 2007 Population
in Greater Market Area
Enrolled in Public College
29.426
Enrollment at Univ of Iowa
and Kirkwood Community
College
33,079
College Students Not
Included in Residential
Population
3,653
Source: ESRI BIS; University of Iowa; Kirkwood
Community College; Marketek, Inc.
The student market has an enormous impact on downtown retailers, restaurant and
entertainment and on the business mix. Once thought of as simply beer-drinking and
broke, college students today are regarded as increasingly attractive markets.
Compared to previous generations, college students are spending more than ever
before and demand a wide range of products and services. All student spending
combined (housing, food, and discretionary goods) represents over $300 billion
nationwide.
AREA EMPLOYEES
Employees working in or near downtown Iowa City are an important captive market for
retail and service businesses, as they come to Iowa City on a daily basis throughout the
year and are in close proximity to retail, restaurant and service establishments. Market
research conducted by the Building Owners and Managers Association of America
demonstrates that office workers (as one segment of the workforce) spend between 10
and 15 percent of their expendable income in and near their places of work.
A survey conducted by the International Council of Shopping Centers found that
downtown workers spent an average of $130 per week during lunch and after work. This
survey further revealed that:
· The majority of workers (76%) prefer to walk to lunch, up to three blocks.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 21
· The most frequent items purchased by workers include cards, stationery, gifts,
drugstore items, books and magazines.
· With lesser frequency, workers buy office supplies, jewelry, apparel,
accessories, housewares, cosmetics, arts and crafts and items found in
galleries.
· Many workers (28%) will stop for "after work" activities (drinks, dinner and
shopping) when such opportunities are available. Forty-eight percent (48%) of
these workers are inclined to come back to the downtown district to eat and
shop on weekends.
Within a one-mile radius of downtown Iowa City, there are over 1,000 businesses with
almost 33,000 employees (Exhibit IC-11). At a two-mile radius, the number of businesses
almost doubles (1,983) and the number of employees reaches 53,769.
In terms of the types of industry in and immediately surrounding downtown, Services,
specifically Education Institutions & Libraries, predominate. In the one-mile area,
Education Institutions & Libraries account for 49% of all employees, followed by Health
Services which account for 14% of employees. These industries continue to dominate at
the two-mile area, making up 33% and 27% of employees, respectively. Retail Trade
employees follow Health Services in both areas, making up 11 % of the work force within
one mile and 12% within two miles.
The ratio of daytime/nighttime population (i.e., workers versus residents) decreases
moving away from the downtown, decreasing from 1 .39 within a one-mile area to 1.15
within a two-mile area, demonstrating the commercial nature of downtown.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 22
EXHIBIT IC-ll
BUSINESSES AND EMPLOYMENT WITHIN A l-MILE AND 2-MILE RADIUS
2007
1-Mile Area 2-Mile Area
Industry Businesses Employees Businesses Employees
Agriculture & Mining 1.0% 0.2% 1.7% 0.3%
Construction 3.4% 0.8% 5.8% 1.7%
Manufacturing 1.0% 0.5% 1.6% 2.6%
Transportation 1.8% 0.9% 2.4% 1.3%
Communication 0.5% 0.4% 0.5% 0.3%
Electric/Gas/W ater /Sa nitary Serv. 0.1% 0.0% 0.2% 0.0%
Wholesale Trade 0.9% 0.3% 2.0% 0.9%
Retail Trade 24.0% 10.9% 21.4% 11.7%
Home Improvement 1.1% 0.3% 1.2% 0.4%
General Merchandise 0.2% 0.0% 0.3% 0.5%
Food stores 2.1% 1.0% 2.0% 2.0%
Auto Dealers, Aftermarts & Gas Stations 1.1% 0.4% 1.5% 0.7%
Apparel & Accessories 1.8% 0.2% 1.3% 0.2%
Furniture & Home Furnishings 1.7% 0.3% 1.9% 0.3%
Eating & Drinking Establishments 8.8% 6.6% 6.8% 5.7%
Miscellaneous Retail 7.2% 2.1% 6.4% 1.9%
Finance/Insurance/Real Estate 10.5% 2.0% 10.4% 2.1%
Banks and Savings/Lending 1.0% 0.6% 1.3% 0.6%
Securities Brokers 1.0% 0.1% 1.1% 0.1%
Insurance Carriers and Agents 2.1% 0.3% 1.9% 0.4%
Real Estate/Holding/Other Investments 6.4% 1.0% 6.1% 1.0%
Services 49.2% 76.5% 48.2% 74.1%
Hotels & Lodging 0.7% 0.5% 0.8% 0.5%
Auto Repair, Services, Parking 2.3% 0.3% 2.7% 0.4%
Motion Picture & Amusements 2.9% 1.0% 3.4% 1.4%
Health 7.6% 13.8% 9.5% 26.9%
Legal 5.3% 0.9% 3.5% 0.6%
Education Institutions & Libraries 2.9% 49.4% 2.9% 33.0%
Other Services 27.5% 10.6% 25.4% 11.3%
Government 6.9% 3.9% 4.8% 2.8%
Other 0.7% 3.6% 1.0% 2.2%
Total 1,069 32,945 1,983 53,7 69
Daytime/Nighttime Population Ratio 1.39 1.15
Note: Distance is from the intersection of Washington st. and Dubuque st.
Source: ESRI BIS
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 23
Appendix l-A: Tapestry Market Segment Descriptions
Aspiring Young Families
Demographic: Most Aspiring Young Families residents are young, startup families, a mix
of married-couple families with and without children and single parents with children. The
average family size is 3.13, near the U.S. average. Approximately two-thirds of the
households are families, 27% are single-person households, and 9% are shared. Annual
population growth is 1.7%, higher than the U.S. growth. The median age is 30.4 years;
nearly one-fifth of residents are in their 20s. This market is ethnically diverse. Although most
residents are white, other race groups are also represented. Seventeen percent of
residents are black, and 16% are of Hispanic origin.
Socioeconomic: The median household income is $47,200, and income is derived mainly
from wages. The median net worth for this market is $94,300. Approximately 60% of
employed residents have professional, management, sales, or office/administrative
support positions. Overall, 85% of residents aged 25 years and older have graduated
from high school, 35% have attended college, and 22% hold a bachelor's or graduate
degree.
Residential: Aspiring Young Families neighborhoods are located in the large, growing
metropolitan areas primarily in the South and West, with the highest state concentrations
in California, Florida, and Texas. Although almost three-fourths of the households are in
the South and West, one-fifth of the housing is located in the Midwest. Half of the
households are occupied by renters, half by homeowners. Residents live in moderately
priced apartments, single family houses, and startup town homes. The average gross rent
is approximately $674 per month, just slightly higher than the U.S. average. The median
home value is $142,900. Most of the housing units were built after 1969.
Preferences: Aspiring Young Families residents spend much of their discretionary income
on their children and their homes. They buy baby and children's products and toys and
furniture for the home. Electronic purchases include cameras and video game systems.
Residents spend time online visiting chat rooms, searching for employment, playing
games, researching real estate, and making travel arrangements. They carry multiple life
insurance policies.
Vacations are likely to include visits to theme parks. Leisure time includes dining out,
dancing, going to the movies, and attending professional football games. Other
activities include fishing, weight lifting, playing basketball, and watching dramas or horror
flicks on video or DVD. Residents listen to urban stations and professional basketball
games on the radio. When watching TV, they favor sports, news, and entertainment
programs and courtroom TV shows. When eating out, Aspiring Young Families residents
prefer family restaurants such as Tony Roma's and IHOP and fast-food establishments
such as Checkers and Jack-in-the-Box.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 24
College Towns
Demographic: With a median age of 24.5 years, College Towns is the fourth youngest of
all the Tapestry segments. Most residents are aged between 18 and 34 years and live in
single-person or shared households. One-fourth of households are occupied by married-
couple families. The racial profile of this market is similar to the U.S. profile. Three-fourths of
the residents are white.
Socioeconomic: Education is the key focus of College Towns residents. Approximately
41 % of residents are enrolled in college or graduate school, often at the local college or
university. Other residents are on the teaching and research staffs, because many
continued to work at the college they attended. Naturally, College Towns residents are
educated; 40% of residents aged 25 years and older have a bachelor's or graduate
degree. Because many students only work part-time, the median household income of
$28,900 ranks near the low end. Fifty-two percent of the employed residents in this market
are part-time workers. This segment ranks second to the Dorms to Diplomas segment for
the highest proportion of part-time employment. Most of the employed residents work in
the service industry, holding on- and off-campus jobs in educational services, health
care, and food preparation. The median net worth for this market is $30,700.
Residential: One in eight College Towns residents lives in a dorm on campus. Students in
off-campus housing live in low-income apartment rentals. Approximately 31% of
households are occupied by owners, typically town residents, who live with their families
in single family dwellings. The median home value is $132,900. One-third of the housing is
single family structures.
Preferences: College Towns residents prefer ready-made or easy-to-prepare meals and
buy ready-made pasta sauces, frozen pasta meals, pizza crusts, and peanut butter and
jelly, usually at the most convenient grocery store. With their busy lifestyles, they
frequently eat out or order in from fast-food restaurants, particularly McDonald's, Taco
Bell, and pizza outlets during the week; however, many cook at home over the weekend.
They purchase books online and in stores. They hold student loans and bank in person or
by phone. These computer-savvy students own laptop computers or expensive desktop
personal computers and the peripherals to match. Connection to the Internet is
important to this segment; they go online to research school assignments, search for
employment, and visit chat rooms. Keeping in touch is also important; they purchase
cellular phones and accessories as well as prepaid calling cards.
New to living on their own, many College Towns residents purchase bedding, bath, and
cooking products. They own few appliances but, at a minimum, have a microwave
oven, a toaster, and an upright vacuum cleaner. Their lifestyle is very casual. They rank
high for participating in nearly every outdoor sport and athletic activity.
College Towns residents attend rock concerts and college football games, play pool,
and go to movies and bars. They also participate in public activities including fund-
raising and volunteer work. They listen to contemporary hit radio, rock, and alternative
music. They watch MTV and Comedy Central on cable television. They shop at discount
stores but prefer to buy branded apparel from Old Navy and Gap.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 25
Crossroads
Demographic: Crossroads neighborhoods are primarily home to married-couple families
with and without children and single-parent families. These residents are young, with a
median age of 31.9 years. Householders tend to be younger than the U.S. average; half
of them are younger than 45 years. The population in this segment is growing more than
1.6% annually, a faster rate than the U.S. population. Eighteen percent of residents are
Hispanic. Although 73% of residents are white, other racial groups are represented in this
market.
Socioeconomic: The median household income for this market is $39,500, somewhat
below the U.S. median; the median net worth is $46,000, less than half the U.S. value.
Educational attainment levels are lower than U.S. levels; only 36% of residents aged 25
years and older hold a bachelor's or graduate degree or have attended college. Most
of the employed residents work in the manufacturing, construction, retail trade, and
service industry sectors. Labor force participation is comparable to the U.S. level, but
unemployment is slightly higher.
Residential: Crossroads communities are growing neighborhoods that are frequently
found in small towns throughout the South, Midwest, and West. These small towns provide
affordable housing for young families, providing them an opportunity to own their homes.
Homeownership is 77%; the median home value is $60,300, much lower than the U.S.
median. More than half of Crossroads households are mobile homes; 36% are single
family dwellings. Most of the housing was built after 1969.
Preferences: Mindful of their expenses, Crossroads households budget for what they buy
and choose selectively where to spend their money. They shop at discount department
stores such as Wal-Mart and Kmart. Many shop for groceries at Wal-Mart Supercenters.
Their priorities are their families and their cars. Children are the focus of their lives, and
they buy children's products in addition to groceries. They prefer domestic cars or trucks,
commonly buy used vehicles, and handle the maintenance themselves. Investing and
saving for retirement are a low priority; many households do not own mutual funds,
stocks, or retirement savings accounts. Home improvement projects also rank low.
Crossroads residents enjoy watching television, especially cartoon channels for the kids
and fishing or NASCAR racing for the adults. They would probably own a satellite dish
instead of subscribing to cable. They also like to listen to the radio, preferring country and
contemporary hit music to other formats. They read the newspaper less frequently than
average U.S. households; however, they read magazines, especially automotive,
boating, motorcycle, and fishing publications. They like to fish and go to the movies. Most
households have pets such as cats and dogs. Birds are especially popular.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 26
Dorms to Diplomas
Demographic: Dorms to Diplomas residents are college students who represent the
youngest of all the Community Tapestry segments, with a median age of 21.8 years.
Approximately 81 % of residents are enrolled in a college or university. The rest of the
population are not students and reside off campus. Approximately 42% of the
households share housing with one or more roommates; 38% are single-person dwellings.
Ethnic diversity is relatively low for this segment. Approximately 73% of the residents are
white and 11% are Asian.
Socioeconomic: To support themselves while they attend school, nearly three-fourths of
the employed residents work part-time in low-paying service jobs. The median household
income for this segment is $17,600; the median net worth is $13,100. Approximately 52%
of the residents aged 25 and older hold a bachelor's or graduate degree. The
educational institutions at the center of these communities employ many residents,
especially in the educational services, accommodation/food services, and retail trade
industry sectors.
Residential: Approximately 43% of the residents in the Dorms to Diplomas communities
live on campus in dormitories; the remainder rent apartments in multiunit buildings off
campus. Ninety percent of the households rent. Most of these communities are either
urban locations or part of a major campus that is the core of an urban cluster. For the
few owner-occupied dwellings, the median home value is $135,100.
Preferences: Spending patterns of Dorms to Diplomas residents reflect their carefree
lifestyle and their focus on their education. When they do not eat at the dining hall or in
one of the nearby fast-food restaurants, they use convenient prepared and frozen foods.
Most individuals own or share a refrigerator and microwave. Personal computers are
considered a necessity. Internet access is available to all and used frequently to research
school assignments, find employment opportunities, make travel plans, and keep in
touch with family. Most students also own cellular phones.
Aside from the exercise they get from participating in college sports and walking or
jogging around campus, they take advantage of gyms on campus. Among their
extensive list of activities are attending rock concerts, dancing, going to movies, visiting
theme parks, and playing pool. Typical of dorm life, they enjoy spending time with friends
each evening watching a sports game or movie or playing board and card games.
Although they shop at discount stores regularly, they prefer branded apparel items from
Old Navy, the Gap, and Banana Republic.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 27
Enterprising Professionals
Demographic: This market is home to young, educated, working professionals. Single or
married Enterprising Professionals residents are singularly young, with a median age of
32.4 years. Forty-three percent of households consist of singles who live alone or with
roommates. Similarly, 43% of households consist of married-couple families. The number
of households in this market is approximately 2% of U.S. households but is one of the
fastest-growing markets with household growth of 2.6% annually. The diversity of the
population is similar to that of the United States. The majority of residents are white;
however, 11 % are Asian (more than two and one-half times the U.S. level).
Socioeconomic: Household income exceeds expectations, with a median of $66,000.
The median net worth of $150,900 is growing. Ninety percent of Enterprising Professionals
households derive income from wages and salaries; 39% have some form of investment
income. This is an educated group: 46% of the population aged 25 years and older hold
a bachelor's or graduate degree and 30% have attended college. Nine percent are
enrolled in college or graduate school. Ranked second of all the Community Tapestry
markets for labor force participation at 75%, these working professionals are employed in
various jobs, especially management, finance, computer, sales, and
office/administrative support occupations.
Residential: Enterprising Professionals residents change cities or homes frequently as they
seek growth opportunities and go where the jobs are located, especially in major cities
such as Chicago, Atlanta, and Seattle. The majority of households in this market are
located in the South (46%), West (29%), and Midwest (20%). Residents prefer renting to
owning (just slightly) in newer neighborhoods with townhomes or apartments. The
median value is $237,900 for owner-occupied homes, and the average gross rent is
approximately $894 per month, both higher than U.S. values.
Preferences: Their lifestyle reflects youth, mobility, and growing consumer clout. Many
carry renter's insurance because they are still renting. Enterprising Professionals residents
are connected but still nomadic. They rely on cell phones and PCs to stay in touch and
the Internet for everything from finding the next job or home to tracking their investments
and buying consumer goods. Favorite sites are barnesandnoble.com and amazon.com.
Their thoughtful nature is reflected in their frequent purchases of flowers online and at the
florist. They own laptop personal computers, MP3 players, video game systems (preferring
Xbox), digital camcorders, and flat-screen or plasma TVs. This is the top market for
subscriptions to digital cable service.
Enterprising Professionals residents love to take foreign and domestic trips as often as they
can. Leisure activities include participating in yoga, playing Frisbee and football, jogging,
going to the movies, watching videos or DVDs, and attending horse races and
professional basketball games. Residents enjoy reading computer magazines; listening to
classical music as well as public, all-talk, and sports radio; and watching bicycle racing
and tennis on TV. When eating out, they prefer restaurants such as Cheesecake Factory
and Outback Steakhouse. They shop for groceries at Harris Teeter.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 28
Exurbanites
Demographic: Exurbanites residents live beyond the urban fringe, preferring open space
with affluence. Empty nesters (married couples with no children living at home) comprise
40% of these households, yet married couples with children occupy 32%. Half of the
householders are between 45 and 64 years old. Their median age of 43.6 years places
these residents directly between paying college expenses and caring for elderly parents.
Their lifestage is as important to understanding this market as their lifestyle. There is little
ethnic diversity; most residents are white.
Socioeconomic: At 66%, labor force participation for the Exurbanites market is above
average. Residents are educated: more than 40% of the population aged 25 years and
older hold a bachelor's or graduate degree, and more than 30% have attended
college. They are also well employed. Approximately half of employed persons hold
professional or management positions. The median net worth is $259,000, more than
twice that of the national median. The median household income is $83,200. More than
20% of households draw retirement income, and 57% of households receive additional
income from investments.
Residential: Although Exurbanites households are growing by almost 1.8% annually, these
are not the newest neighborhoods. Recent construction comprises only 22% of the
housing stock. However, 70% of the housing units were built after 1969. Most homes are
single family structures. The median home value is approximately $255,900, more than
one and one-half times that of the national median. Exurban living is not supported by
public transportation. Nearly 80% of households own at least two vehicles. The average
travel time to work for this market is comparable to the U.S. average.
Preferences: Because of their Iifestage, Exurbanites residents focus on financial security.
They consult with financial planners; have IRA accounts; own shares in money market
funds, mutual funds, and tax-exempt funds; own common stock; and track their
investments online. Between long term care insurance and substantial life insurance
policies, they are well insured. Many have home equity lines of credit.
Exurbanites residents work on their homes, lawns, and gardens. To enhance their
properties, they purchase garden and lawn care products, shrubs, and plants. Many
home improvement tasks, such as interior or exterior painting, are accomplished by a
household member, although contractors are hired for some work. They own all kinds of
tools, such as saws, sanders, and wallpaper strippers, to help them complete their
projects. Leisure activities include boating, hiking, kayo king, playing Frisbee,
photography, and bird-watching.
Exurbanites residents travel, typically within the United states, and enjoy hiking, playing
golf, and visiting national parks on vacation. They listen to public radio and donate to
PBS. Participation in civic activities includes addressing public meetings and doing
volunteer work. Many are members of fraternal orders and charitable organizations.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 29
Green Acres
Demographic: Married couples, with and without children, comprise 71 % of the
households in Green Acres. Many families are blue-collar baby boomers, many with
children aged 6-17 years. With more than 9.3 million people, Green Acres represents the
third largest population of all the Community Tapestry markets, currently more than 3% of
the U.S. population, and growing by 1.6% annually. The median age is 39.9 years. This
segment is not ethnically diverse; 94% of the residents are white.
Socioeconomic: Green Acres residents are educated and hardworking; more than half
who are aged 25 years and older hold a degree or attended college. Labor force
participation is approximately 69%, with higher employment concentrations in the
manufacturing, construction, health care, and retail trade industry sectors. Seventeen
percent of households derive income from self-employment ventures. Occupation
distributions are similar to the United States. The median household income is $62,300,
and the median net worth is $151,500.
Residential: Green Acres neighborhoods are located throughout the country but mainly
in the Midwest and South. The highest state concentrations are found in Michigan, Ohio,
and Pennsylvania. A little bit country, Green Acres residents live in pastoral settings of
developing suburban fringe areas. Homeownership is at 88%. Eighty-seven percent of the
household inventory is dominated by single family dwellings. These newer homes carry a
median value of $179,700. Typical of rural residents, Green Acres households own
multiple vehicles: 78% own two or more vehicles.
Preferences: Country living describes the lifestyle of Green Acres residents. Pet dogs or
cats are considered part of the family. These do-it-yourselfers maintain and remodel their
homes; projects include painting, installing carpet or insulation, or adding a deck or
patio. They own all the necessary power tools, including routers, welders, sanders, and
various saws, to finish their projects. Residents maintain their lawns, flower gardens, and
vegetable gardens, again with the right tools. They own riding lawn mowers, garden
tillers, tractors, and even separate home freezers for the harvest. Fitting in with the do-it-
yourself mode, it is not surprising that Green Acres is the top market for owning a sewing
machine. A favorite pastime is using their ice cream maker to produce homemade ice
cream. They prefer motorcycles and full-size pickup trucks.
For exercise, Green Acres residents ride their mountain bikes and participate in water
sports such as waterskiing, canoeing, and kayaking. Other activities include bird-
watching, power boating, target shooting, hunting, and attending auto racing events.
They prefer to listen to college football, NASCAR auto racing, and news-talk programs on
the radio and read fishing, hunting, and motorcycle magazines. Accommodating the
country lifestyle, many households watch TV by satellite dish instead of cable. Events they
enjoy watching on TV include alpine skiing, ski jumping, motorcycle racing, equestrian
events, and bicycle racing. A favorite station is the Speed Channel.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 30
In Style
Demographic: In Style residents live in the suburbs but prefer the city lifestyle. Professional
couples predominate. Household distributions by type are similar to those of the United
states. Married-couple families represent 54% of households. Households without children
(married couples without children, single-person, shared, and other family types),
comprise more than two-thirds of all households. This count is increasing. The population
is slightly older, with a median age of 39.3 years. There is little racial diversity in this market.
Socioeconomic: In Style residents are prosperous, with a median household income of
$67,800 and a median net worth of $186,600 (more than one and one-half times that of
the national median). Wages and salaries provide income for 84% of the households; 47%
also receive some form of investment income. In Style residents are more educated
compared to the U.s. level: nearly 40% of the population aged 25 years and older hold a
bachelor's or graduate degree, and 31% have attended college. At 70%, labor force
participation is above average, and the unemployment figure of 4% is low. Forty-five
percent of employed residents have professional or management positions, with above
average concentrations in the finance, insurance, technical services, and education
industry sectors.
Residential: In Style residents live in affluent neighborhoods of metropolitan areas,
scattered all over the country. More suburban than urban, they nevertheless embrace
an urbane lifestyle; many prefer townhomes (14% of households) to traditional single
family dwellings (56% of households). The median home value is $231,800.
Homeownership is just slightly above average at 72%. More than three-fourths of the
housing units were built in the last 30 years.
Preferences: Computer savvy, In Style residents use the Internet daily. Online activities
include obtaining information about real estate, new or used cars, medical, general
news, or sports; tracking investments; trading stocks; making travel arrangements; and
buying computer hardware or software, clothes, toys, and concert or sporting events
tickets. They use a financial planner and invest in stocks, bonds, money market funds,
money market bank accounts, and securities. Looking toward the future, residents have
long term care and universal life insurance and contribute to IRA and 401 (k) retirement
accounts. To maintain their homes, they hire professional household cleaning services
and contractors.
To keep fit, residents exercise, follow a healthy diet method for weight control, buy food
specifically labeled as low fat, and take vitamins. They enjoy going to the beach,
snorkeling, playing golf, and casino gambling. They favor domestic travel and keep golf
in mind when choosing a vacation destination. In Style residents read boating, business,
and finance magazines and listen to news-talk, classical, and alternative radio formats.
TV viewing includes bicycle racing, ski jumping, and golf, so it is not surprising that the
Golf Channel is a favorite cable station.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 31
Metropolitans
Demographic: Metropolitans residents favor city living in older neighborhoods.
Approximately half of the households are composed of singles who live alone or with
others. However, married-couple families comprise 40% of households. Compared to the
United states, there is a higher proportion of residents aged 20-34 in this market. The
median age is 37.1 years. Diversity is low; a white population dominates.
Socioeconomic: At 71%, labor force participation is well above average; the
unemployment rate of 5% is below average. Metropolitans residents are educated: 75%
of the population aged 25 years and older have attended college or completed a
degree program; 28% hold a bachelor's degree, and 21% have a graduate degree. Half
of employed persons hold professional or management positions. The median household
income is $57,600. Nearly half of the households earn income from interest, dividends,
and rental properties. The median net worth is $134,500.
Residential: Metropolitans neighborhoods are distributed throughout the country in an
eclectic mix of single family homes and multiunit structures. Three-fifths of the housing
units were built prior to 1960. These neighborhoods are slow to change; annual
household growth is less than 0.8%. The homeownership rate is 63%; the median home
value is $194,100.
Preferences: Owners of older homes have maintenance and remodeling costs;
Metropolitans residents are no different. They are more likely to hire a contractor for
home repair or remodeling work than to do the work themselves. They would also
probably use a lawn maintenance service or professional household cleaning service.
Owning or leasing a station wagon is common. Residents plan for the future, owning
shares in various investment funds, contributing to IRA savings accounts, and holding
large life insurance policies.
Metropolitans residents pursue an active, urbane lifestyle. They travel frequently,
personally and for business. They listen to classical music and jazz as well as public and
newstalk programs on the radio. Leisure activities include going to museums and zoos,
watching foreign films on video or DVD, and reading epicurean magazines. Refinishing
furniture and playing a musical instrument are favorite hobbies. Exercise includes yoga,
roller-blading, and hiking/backpacking.
Metropolitans residents are members of civic clubs and participate in numerous CIVIC
activities such as volunteering for environmental causes, addressing public meetings,
and working for a political party or candidate. They also belong to business clubs and
contribute to PBS. Preferring to own and use a laptop computer, commonly an Apple,
they use the Internet daily, especially to order books, airline tickets, CDs, and clothes.
They also order many items over the phone or through the mail.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 32
Urban Chic
Demographic: Urban Chic residents are professionals who live a sophisticated, exclusive
lifestyle. More than half of these households are married-couple families, similar to
proportions in the United states. Fewer than half of them have children. Unlike the United
states, there is a smaller proportion of single-parent families and a higher proportion of
single-person and shared households. The population is slightly older, with a median age
of 41.4 years, and the diversity is slightly below average compared to the United states.
Socioeconomic: A median household income higher than $84,800 and a median net
worth of approximately $262,700 enable the Urban Chic segment to live a stylish lifestyle.
The population is well educated: more than half of the residents aged 25 years and older
hold a bachelor's or graduate degree. They pursue a variety of occupations, especially
management, professional, and sales positions, in industry sectors such as scientific and
technical services, educational services, and health care. One-fifth of these households
earn income from self-employment ventures, and 55% receive additional income from
investments.
Residential: Urban Chic neighborhoods parallel the United states for housing type and
ownership. The setting is urban, and homes range from pre-World War II to post-2000,
high-rise to single family. Sixty-three percent of houses are single family dwellings; 27% are
apartments in multiunit structures. Homeownership is at 70%. Median home value is
$633,000, more than three and one-half times that of the U.s. median. Major
concentrations of Urban Chic households are found on the coasts of northern and
southern California and along the East Coast.
Preferences: Urban Chic residents focus on lifestyle more than ambience. They travel
extensively, visit museums, attend dance performances, shop at upscale establishments,
and do volunteer work. They are more inclined to buy dress clothes than casual wear,
but they purchase apparel for various pursuits such as running, hiking, golf, and skiing. In
addition to buying foods specifically labeled as natural or organic, they take a multitude
of vitamins and dietary supplements. They prefer imported vehicles, but domestic wine,
and truly appreciate a good cup of coffee.
The busy, computer-savvy Urban Chic residents are connected. They not only use PCs
extensively, but they also read the manuals. They access the Internet to arrange travel;
check their investment portfolios; trade stocks; and purchase books, clothes, flowers, and
tickets for concerts and sporting events. They own stock worth $75,000 or more; use stock
rating services; and own shares in tax-exempt funds, mutual funds, and money market
funds.
Urban Chic residents are one of the Community Tapestry top markets for listening to
classical music, all-talk, and public radio. They are avid readers of newspapers and
books. When reading magazines, they favor airline, epicurean, travel, and fashion
publications. TV viewing is not as prevalent in this market, but they have their favorite
shows such as NOVA, Gilmore Girls, and Alias. Favorite cable stations are Bravo and the
Independent Film Channel.
e lI'Iar...ete...
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 33
Young and Restless
Demographic: Change is the constant for Young and Restless households. This young,
on-the-go population has a median age of 28.9 years. Slightly more than one-half of
them are younger than 35. Fifty-nine percent of these households are either single person
or shared. Neighborhoods are diverse. Sixty percent of the residents are white; however,
there is an above-average representation of other cultures including 19% who are black,
8% who are Asian, and 18% who are Hispanic.
Socioeconomic: The median household income is $40,900, and the median net worth is
$87,000. Although the median household income is below the U.S. median, because only
23% of these households include children, discretionary income is higher than for
segments with similar income levels. Young and Restless is an educated market; one-third
of residents aged 25 years and older hold a bachelor's or graduate degree and another
one-third have attended college.
Thirteen percent are enrolled in college or graduate school. Career is a common
element shared by these ethnically diverse residents. Both men and women participate
in the labor force at much higher rates than the U.S. rates. The 75% labor force
participation rate is the highest among all the Community Tapestry segments; the female
labor force participation of 73% is also the highest. Most employed residents work in
professional, sales, service, and office/administrative support positions.
Residential: Young and Restless neighborhoods are found in metropolitan areas, almost
entirely in the South (56%), West (23%), and Midwest (19%). The state with the highest
concentration is Texas. Householders are primarily renters who live in multiunit buildings.
Because 85% of the households rent, this segment is ranked fifth for the highest
percentage of renters among all the Community Tapestry segments. Most of the housing
units were built in the 1970s and 1980s. This market is mobile; 85% of the householders
have moved in the last five years. Career pursuit affects their decision of where to live.
Preferences: These young, single professionals are pursuing their careers and living a
busy lifestyle. They are technologically savvy and take advantage of the convenience
provided by many products and services. Young and Restless residents rely on the
Internet to communicate with friends and families, shop, bank, and look for new
employment opportunities. They enjoy the convenience of cell phones, voice mail, and
other phone services. They read magazines to stay current on the latest lifestyle and
entertainment trends and are just as likely to read a music magazine as a business
publication. They do not read the newspaper as much as the general population.
Television viewing is average. Radio is a good way to reach them; favorite formats are
contemporary hit and urban.
Seeing movies at theaters and on videos is a major source of entertainment. They also
enjoy going to bars or nightclubs. Their busy schedule also includes working out at the
gym and playing various sports. Domestic vehicles have a slight edge in this market.
These residents are one of the more politically liberal segments. Some are still paying off
school loans. Many have not yet begun saving for retirement or contributing to
investments.
ell'lar...ete....
RETAIL TARGET MARKETS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 34
CHAPTER 2
OPINION
RESEARCH
SURVEYS
In June and July 2007, two surveys were conducted to reach target audiences key to
strengthening the retail base of the downtown business district: 1. a consumer survey
aimed at area residents, university students and employees; and 2. a business
owners/operators survey. Area residents, employees and businesses were urged via
newspaper feature stories and chamber of commerce publicity to help shape the future
of downtown Iowa City by completing an on-line survey. Facebook advertisements
targeted University of Iowa students. In addition, hard-copy surveys were made available
to those without computer access. The primary objective of this research is to gain an
understanding of the perceptions, needs and motivations of local shoppers and
businesses.
Surveys were augmented with seven downtown business, property owner and other
stakeholder focus groups, over 30 in-store visits/interviews with business owners, and an
interactive town hall meeting held during the May 28-31 site visit. Over 100 persons
participated in all. Telephone interviews were also conducted with approximately ten
business owners. Detailed results of the surveys are provided in Appendices 2-A and 2-8.
Survey, interview and focus group findings are summarized below.
A. Consumer Survey
· There were 1,196 respondents to the consumer survey.
· Seventy percent (70.1 %) of respondents reported doing most of their non-grocery
shopping at the Coral Ridge Mall, while 20.9% do most of their non-grocery
shopping in downtown Iowa City.
· The most common reasons cited for shopping choice were convenience and the
availability of a wide selection of goods. Price was the third most important factor
influencing shopping preference.
· When people chose to shop in Iowa City, their primary reasons were to support
local businesses and the convenient location. The major disadvantages of
shopping in Iowa City were lack of parking and poor selection of goods/services.
Respondents also felt stores downtown have high prices.
· The kinds of merchandise most frequently cited as being needed in Iowa City were
women and men's casual apparel, shoes, home goods such as linens, towels and
kitchen items, furniture and electronics.
· The kinds of leisure/ entertainments services that topped the list were a movie
theater, concerts/live music and a bowling alley.
· Tailoring/alterations and a pack & mail center were the top requested
personal/business services.
· The type of restaurants most frequently demanded were a healthy/natural food,
baked goods and seafood. Other popular choices were dinner theater, family
restaurants and tea rooms.
e lI'Iar...ete...
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 36
· When asked if they would consider living in high quality housing if it were available
in downtown Iowa City, respondents were evenly split. Forty-two percent (42.1 %)
answered "no" and 41.5% answered "yes." Of those who answered yes, the
majority preferred to own 2- or 3-bedroom homes.
· The qualities of Iowa City dearest to its residents are its unique shops, restaurants
and entertainment offerings and the lively, friendly atmosphere of the pedestrian
mall.
B. Business Owner Survey
· The survey generated responses from 32 Iowa City business owners, 68.8% of whom
have been in business for more than ten years.
· No uniform business hours can be identified from the survey. Thirty-six percent
(35.5%) of the businesses operate from Monday to Friday, while another 35.5% are
open Monday-Saturday.
· More than half (51.6%) of the businesses identified Johnson County as their primary
market area. Twenty-nine percent (29.1 %) selected Iowa City as their primary
market area.
· Improvements to businesses during the last two year were made by all but two
respondents. Of these, 19 (63.3%) involved financial investment. The amount of
investment varied widely, ranging from $2,000 to $30 million. The median
investment was $30,000.
· Over a third (38.7%) of the businesses reported moderate growth in their business
and 9.7% saw rapid expansion. Twenty-two percent (22.6%) experienced a decline
in sales. The remaining businesses had stable business levels over the past two
years.
· Twenty-nine percent (29.0%) of businesses expressed the intention to expand their
business during the next year and half (54.8%) plan to operate on the same level.
One business intends to reduce operations.
· The factors cited by more than 30% of the respondents as most effecting the
success and expansion of their businesses were foot traffic, public access and
qualified labor. The three greatest obstacles to success were parking, the cost of
rent/property and insufficient customer traffic.
· The kind of assistance most desired by business to improve their success was in
marketing and advertising. Almost two-thirds of those responding indicated interest
in participating in a joint marketing program.
· When asked what qualities downtown Iowa City should maintain in the face of
change, the consensus was to maintain the friendly, exciting atmosphere of the
pedestrian mall. Also of notable interest were the mix of unique shops, restaurants
and entertainment, the Friday night concert series and other events and the
physical appearance of downtown and its historic buildings.
ell'lar...ete....
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 37
· Businesses identified the following improvements for downtown: the convenience
and cost of parking for employees and shoppers and the mix of shops, restaurants
and bars.
· The future image seen as most desirable was of an exciting downtown where
university students mix with local residents to enjoy a unique variety of specialty
shops, cafes, fine dining and arts and entertainment offerings.
The following table identifies goods and services for which 30% or more of consumer
survey respondents expressed an interest.
EXHIBIT OR-l
SUMMARY OF TOP RANKED SHOPPING NEEDS AND INTERESTS
Computers & Accessories
Electronics
Linens & Towels
Furniture
Appliances
Women's Casual Apparel
Women's Business Apparel
Men's Casual Apparel
Shoes
Bakery
Hardware
Groceries
Concerts/Live Music
Movie Theater
Dinner Theater
Bowling
Video/ DVD Rental
Car Wash/Detailing
Tailor/Alterations
Dry Cleaner/Laundry
Computer Repair
Pack & Mail
Copy Center
Seafood Restaurant
Family Restaurant
Healthy/Natural Restaurant
FOCUS GROUPS
The seven focus groups were organized into the following categories: Business Owners,
Property Owners, Economic Development, University, Creative Economy Cluster,
Tourism/Entertainment, and Real Estate/Development. The Commercial Competitive
Assessment incorporates many participant comments. However, other significant
comments are highlighted below. The groups were asked to identify key opportunities or
strengths that downtown Iowa City should build upon toward future success, issues and
challenges it must address and a series of questions regarding future vision and interests
for downtown.
Downtown opportunities and current strengths
· Community leaders want to strengthen downtown's business mix
· Iowa City and downtown's economy is tied to the University and hospitals and is
somewhat insulated from economic fluctuations of the state or nation
· High density, non-student housing
· Boomers are returning or retiring here
· Arts and culture are core strengths
· University draws creatives, youth, vitality
ell'lar...ete....
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 38
· Cross-marketing and joint promotions needed
· Outdoor seating/cafes a very positive move
Challenges/Issues for downtown
· The rapid expansion of Coralville directly impacts Iowa City
· Downtown boundaries are pushing out north and south
· The plethora of bars downtown is a concern for all
· Perception of parking problem is a repeated concern
· Downtown has been unable to attract office professionals
· City Hall not viewed as 'business-friendly' or responsive; EX: simple but important
issues like snow removal need to be addressed
· High rents challenge newcomers and entrepreneurs to find suitable location
· Loitering/panhandling on the rise without a clear policy on how to address
· Fa<;ade improvements and ongoing beautification are needed, flowers, etc.
Downtown business mix observations
· Highly eclectic mix serving diverse markets - students, faculty, community
· Healthy supply and mix of restaurants
· Targeted tenant/business location
· Voids-movie theater, middle market
Keys to downtown success
· More retail on ground floor
· strong leadership and commitment
· Long term vision
· Unified voice about the vision
· Continuous, focused marketing
Downtown's unique market position
· Arts and entertainment destination for the region-significant quantity of quality
cultural venues
· More unique development and unique businesses will strongly position downtown
· More upscale one of a kind boutiques than elsewhere
· Specialty goods-- things you can't find in other places
· Locally-owned and operated, not 'anywhere USA'
Geographic market area
· Businesses routinely pull from Cedar Rapids and Quad cities
Market needs
· More food and entertainment
· Music store
· Consider national retailers as anchors
· Athletic/recreation apparel and accessories
· Accommodate both middle and high income targets
ell'lar...ete....
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 39
TOWN HALL MEETING SUMMARY
The May 29 community meeting attracted over 50 people and generated a lively
discussion about Iowa City and downtown. The prime topics and responses are
summarized below.
What are the Characteristics and Attributes of Iowa City?
Participants characterize Iowa City as a vibrant, well-educated, diverse, open-minded
and tolerant community. They identify their walkable downtown with locally-owned
businesses, art and cultural opportunities, downtown neighborhoods and the University of
Iowa and Iowa River.
other attributes identified include:
· Historic yet growing
· Cosmopolitan
· Different than Coralville
· Knowledgeable consumers
· Cares for senior citizens
· Older buildings that ooze character
What Makes Iowa City Unique?
Responses show that Iowa City's relationship with the University of Iowa campus and its
"big city" feel are major factors that make it unique. Iowa City is characterized as a
place where the community is caring and involved, with excellent medical facilities and
special needs services. The downtown, the surrounding neighborhoods and the diverse
groups of people living there make Iowa City unique.
Other responses include:
· Utopia
· Easy place to live
· Ties to the literary community
· Opportunity
· A place where anyone can live
What Do Outsiders Say About Iowa City?
Positive perceptions of Iowa City are that it is Iowa's best kept secret, with a safe, friendly
atmosphere where there is always something going on. Negative perceptions included
that it is too liberal, lacks direction and that the University of Iowa receives too much
funding from the state with few results.
Other responses include:
· Great place - not what I thought Iowa was like
· They're jealous
· Liberal, diverse, integrated economically, great architecture, expensive
ell'lar...ete....
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 40
What are Perceptions of Downtown Iowa City?
Perceptions about downtown Iowa City run along two lines. The first emphasizes the
excitement and energy created by downtown's pedestrian mall, independent shops,
farmer's market, library, Englert Theater and the variety of artistic and cultural activities.
Perceptions of Iowa City at night are less favorable, focusing on the numerous bars
crowded with students, panhandlers, litter and safety issues. Other comments are that
the downtown living and shopping is expensive and that stores lack merchandise to
meet basic needs.
Other responses include:
· Could be safer
· Hang out for many types of people
· Friendly, thoughtful, progressive community - open and accepting
What are Downtown's Best Opportunities?
Respondents most frequently identify medium-priced condos and apartments (i.e.,
higher-quality than student housing but not luxury) and more specialty retail as
opportunities for the downtown. A grocery store and increased pedestrian, biker and
mass-transit facilities are also opportunities mentioned by several respondents.
Other specific responses include:
· Art house movie theater
· Indoor play area
· 24-hour restaurant or coffee shop
· store front renovations
· More hotels
· Entertainment for adults
· Kids and women's clothing, hardware store
· University of Iowa China or Middle East Institute
What's Going Well in Downtown Iowa City?
Downtown dining, shops, arts, entertainment and special events and festivals are
popular examples of what is going well in downtown Iowa City. The pedestrian mall and
the vibrant, diverse street life it attracts are also identified as pluses for the downtown.
Other responses include recent private investment, new developments such as the Vetro
and the Vogel House, improvements at Old Capitol Mall and a growing economic
vibrancy.
Other responses include:
· Growth of interest in the past 15 years
· University proximity; Parents of students and campus visitors
· Park and shop
· Interstate 80
· Downtown offices and courthouse
· Affluent population
ell'lar...ete....
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 41
Share Your Big Ideas for Downtown Iowa City
Popular big ideas for downtown Iowa City include more residential options for non-
students, more unique art stores and specialty retail stores, a grocery store and an
increase in architectural diversity. Several responses deal with improvements in
transportation - increased pedestrian safety, free parking and Iowa City as a regional
hub for light rail. A small business incubator, literary museum and rooftop gardens were
other ideas.
other responses include:
· More green or LEED energy efficient building; More sustainable energy and
growth
· Preservation of historic character mixed with redevelopment of some non-historic
properties
· Hotel Jefferson renovated for loft apartments
· Make Washington Street two way
· Redevelop US Bank corner parking lot
· Expansion of downtown to Court Street South
ell'lar...ete....
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 42
responses)
,196
owe City Consumer Survey Results (1
Appendix 2-A
SHOPPING HABITS
ETC.)?
FURNISHINGS, SPORTING GOODS,
HOME
(E.G.. APPAREL,
other
nterne
WHERE DO YOU DO MOST OF YOUR NON-GROCERY SHOPPING
CHECK UP TO TWO RESPONSES. (1,189 respondents)
non-grocery
of their
Most (70.1 %) of respondents do most
shopping at Coral Ridge Mall.
1
Mai I Order
Moines
Des
shopping are
(22.9%) and
other popular destinations for non-grocery
the Internet (30.9%), Sycamore Mall
Downtown Iowa City (20.9%).
2.
Cedar Rapi ds
Sycamore Ma
Coral Ridge Ma
Six percent (6.1 %) of respondents reported doing most of
their non-grocery shopping in Des Moines and 5.0%
identified Wal-Mart, Target and Kmart as other frequent
destinations.
3.
000
800
400 600
Number of Responses
200
o
Downtown Iowa City
(1.190 respondents)
The most common influences on shopping choice are
Convenience (65.9%) and Selection (65.1%)
WHAT ARE THE PRIMARY REASONS FOR SHOPPING WHERE YOU DO? PLEASE SELECT YOUR TOP THREE REASONS
.
this
A large portion also cited Price, with 40.7% ranking
as a primary reason
.
Many survey respondents commented on the lack of
free parking available in downtown and cited a
diminished selection of retail goods there
.
I
I
I
I
I
I
I I
I
I
I
other
Service
Selection
Quality
Price
Loyalty
Familiarity/Habit
Convenience
2.
0 100 200 300 400 500 600 700 800 900
Number of Responses
e; fIIa,......ete.... OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 43
N IOWA CITY
WHAT TYPES OF SPECIALTY MERCHANDISE DO YOU THINK ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE
SUPPORTED IN THE IOWA CITY AREA? CHECK ALL THAT APPLY. (940 respondents)
SHOPPING NEEDS
3.
both
these goods
and Music & CDs,
expressing a need for
acking by 31.3% of respondents, followed by Sporting Goods
with 35.2% of respondents
(33
number of responses
Computers & Accessories were identified as
picked by about 27% of respondents
the highest
had
Electronics
.
.
other
Toys & Hobbies
Quality Consignment
Music & CD's
Electronics
Fabric/Sewing Supplies
Sporting Goods
Pet Supplies
Luggage
Gifts & Cards
Auto Supplies
Galleries
Computers & Accessories
Crafts/Handmade Items
Cameros & Supplies
Books
Beauty Supplies
Art & Craft Supplies
@fIIa,......ete....
ty merchandise category and was picked by only 5.2% of respondents
I I I I I I
I I I I I I
I
I I I I I I
I
I I I I I I I I
I
I I I I I I
I I I I I I
I I I I
I
I I : I I
I I
I I I I
I I
I I I I
I I I I I
I
I I I I
I I I I
I I I I
I I I I I
I
specia
popular
was the least
supplies
Auto
.
0 20 40 60 80 100 120 40 60 80 200 220 240 260 280 300 320 340
Number of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 44
4. WHAT KINDS OF HOUSEHOLD FURNISHINGS ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE SUPPORTED IN
THE IOWA CITY AREA? CHECK ALL THAT APPLY. (854 respondents)
. Over half of respondents (56.9%) identified Furniture as lacking in selection. Linens & Towels elicited the second largest number of
responses at 49.4% of respondents.
. Appliances, Garden Supplies, Lighting and Antiques were noted as lacking by between 32.4% and 21.1 % of respondents.
. Respondents noted the need for affordably priced kitchen and home goods and furniture in the Iowa City area
I
I
I
I
I
I
I
00 200 300 400 500
Number of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 45
o
Ot her
Lighting
Garden Supplies
Linens & Towels
Appliances
Furniture
Antiques
@fIIa,......ete....
OWA
WHAT KINDS OF APPAREL STORES ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE SUPPORTED IN THE
CITY AREA? CHECK ALL THAT APPLY. (914 respondents)
5.
respondents
were also popular apparel needs, listed by 48.0%, 46.2% and 32.9% of
% of
.1
need and were reported by 58
Business
s
Women's and Men's Casual Clothing and Women
respondents, respectively.
common appare
were most
Shoes
.
.
listed as needs by a quarter of respondents
Specialty apparel were
s
and Women
Teen/Young Adult
.
. Respondents also emphasized
other
Jewelry
Shoes
Teen/Young Adult
Children & Infants
clothing
the need for affordably-priced apparel as opposed to more expensive boutiques
's
menswear and piUS size women
the need for big and ta
noted
respondents
Severa
.
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
Men's SpecialTY
Business
Casua
nes
Women's S pecia
Bus
, s
's
's
Men
Men
Women
Cas ua
, s
Women
50
5
450
400
350
300
250
200
50
00
50
o
46
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
Number of Responses
OPINION RESEARCH
@fIIa,......ete....
WHAT KINDS OF CONVENIENCE MERCHANDISE ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE SUPPORTED
IN THE IOWA CITY AREA? CHECK ALL THAT APPLY. (827 respondents)
6.
Bakery
needed type of
with 63.9% of
Baked goods were the most
convenience merchandise,
respondents listing them
.
00 150 200 250 300 350 400 450 500 550
Number of Respondents
Groceries
Groceries followed and were needed by over
half of respondents (55.1 %). Pharmacy
A Hardware store garnered support from 32.0% Hardware
of respondents and a pharmacy from 17.4%.
Several people mentioned the need for a Building Supplies
specialty food store such as Trader Joe's.
other
0 50
.
.
.
WHY
WHY OR
N DOWNTOWN IOWA CITY, WOULD YOU?
LISTED IN QUESTIONS 3 THROUGH 6
IF YOU WERE ABLE TO BUY THE ITEMS
NOT? (820 respondents)
7.
if they were available In
through 6
3
items listed in Questions
they would buy
said
question, 57.4%
this
Of respondents answering
downtown Iowa City.
.
work and a desire
within walking distance of home or
it is
Reasons cited for shopping downtown include convenience because
for an alternative to shopping at the mall or big boxes
.
47
rking, lack of selection and high prices as
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
the lack of free pa
OPINION RESEARCH
favor of shopping downtown cited
Those who were unsure or not in
deterrents.
@fIIa,......ete....
.
BE
GREATER SELECTION IS NEEDED AND WOULD
N IOWA CITY
WHAT KINDS OF LEISURE/ENTERTAINMENT SERVICES ARE LACKING SUCH THAT
SUPPORTED IN THE IOWA CITY AREA? CHECK ALL THAT APPLY. (835 respondents)
SERVICE NEEDS
8.
the Iowa City area
service in
Half of respondents (50.7%) reported a Movie Theater as the most needed leisure/entertainment
Respondents frequently specified an interest in an independent movie theater in the downtown.
.
respectively
respondents
identified by 39.9% and 37.7% of
third
ng were second and
Concerts/Live Music and Bow
.
and outdoor
ndoor play areas
museum or
s
more restaurants
a children
popular entertainment service needed was
other needs listed by respondents included children's activities such as
activities such as a mini golf course or an ice skating rink
The fourth most
.
.
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
,
other
ndoor Recreation
Outdoor Recreation
Concerts/Live Music
Galleries
Live Theater
Movie Theater
Bowling
Exercise studio/Gym
Restaurant
450
400
350
0 50 100 50 200 250 300
N umber of Responses
48
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
WHATE KINDS OF GENERAL SERVICES ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE SUPPORTED IN THE
IOWA CITY AREA? CHECK ALL THAT APPLY. (581 responses)
9.
it
dentified by 34.1 % and 30.3% of
respondents listing
% of
services
.1
with 35
needed
the Iowa City area
third most
second and
listed service need in
the
Wash/Detailing were
was the most frequently
and Ca
respectively
Video/DVD Renta
respondents,
Computer Repair
.
.
service needs
I
I I
I
I I
I I
I
I I
I
I I
I I
I
I I
I I
I
and Computer Training were other popular
other
-Hour Photo Dev.
Video/DVD Rental
Gasoline/Auto Repair
Computer Training
Day Care
ng
Repair
Appliance Repa
Wash/Detai
Computer
Day Care, Appliance Repair
Car
.
49
ANALYSIS
225
DOWNTOWN IOWA CITY MARKET NICHE
200
0 25 50 75 00 25 50 175
N umber of Responses
OPINION RESEARCH
@fIIa,......ete....
GREATER SELECTION IS NEEDED AND WOULD BE SUPPORTED IN THE
I
I
I
LACKING SUCH THAT
(519 respondents)
by
needs
as
10. WHAT KINDS OF PERSONAL SERVICES ARE
IOWA CITY AREA? CHECK ALL THAT APPLY
seen
were
Tailoring/Alterations services
68.2% of respondents
other
Tailoring/ Alterations
Hair/Beauty
Dry
Cleaner/Laundry
the second most
almost half of
listed by
service need
were
from
Dry Cleaning/Laundry services
popular, garnering support
respondents (45.9%).
additiona
Shoe Repair was an
several respondents
.
.
.
400
300
00 200
Number of Responses
o
LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE
(236 respondents)
WHAT BUSINESS/PROFESSIONAL SERVICES DO YOU THINK ARE
SUPPORTED IN THE IOWA CITY AREA? CHECK ALL THAT APPLY.
11
A Pack & Mail store and a Copy Center were the two
most popular responses, selected by 44.1 % and 34.8%
of respondents, respectively
.
3%
2-
selected by
were each
Remaining categories
of respondents.
.
I
I
I
I
I
I
I
I
I
I
I
I
I
,
other
Legal/Accounting
Pack & Mail
Copy Center
nsurance
Bank/Financial Advice
20
20 40 60 80 100
Number of Responses
o
50
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
IN YOUR OPINION, WHAT TYPES OF RESTAURANTS AND EATING PLACES ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND
WOULD BE SUPPORTED IN THE IOWA CITY AREA? CHECK ALL THAT APPLY. (884 respondents)
12.
respondents
and was selected by 42.7% of
needed restaurant
A Bakery was the most
.
-42% of respondents
picked by 4
choices,
popular restaurant
third most
the second and
food and Seafood were
Healthy /Natura
.
food
Fine Dining and Grilles
talian
Vietnamese restaurants
Mexican restaurants
Greek, Thai or
Steakhouses
such as
other needs listed by respondents Included authentic ethnic food
other than pizza and breakfast food.
Delis
Tea Rooms
were Family Dining
choices
frequent
Additiona
.
.
more affordable dining options
I I I
I I I
I I I
I I
I I
I
I I I
I I I
I I I
I
I I I I I I
I I
~ I I
I
I I
I
I I I
I I
I I
, , ,
other
Tea Room
Fine Dining
Dinner Theater
Cafeteria
steakhouse
Mexican
Del
Healthy/Natura
Seafood
Fast Food
Coffee House
Pizza/ltalla
Grill
Fami
Chines
noted a desire for
Respondents
.
Baker
51
ANALYSIS
00
DOWNTOWN IOWA CITY MARKET NICHE
350
300
Number of Responses
OPINION RESEARCH
250
200
50
00
50
o
@fIIa,......ete....
WHAT HEALTH SERVICES DO YOU THINK ARE LACKING SUCH THAT GREATER SELECTION IS NEEDED AND WOULD BE SUPPORTED IN THE
IOWA CITY AREA? (350 respondents)
13.
Forty percent (40.3%) of respondents thought
Homeopathic/Naturopathic health services are lacking in
the Iowa City area
.
of
picked by 40.0%
second
was
Care
General Health
respondents.
.
be
thought to
respectively
Dental and Chiropractic services were
lacking by 27.7% and 21.75 of respondents
.
General Health Core
Vision Core
Hospice
Homeopat hie/Not uropat hie
Dental
Chiropractic
50
25
00
Number of Responses
75
50
25
o
N DOWNTOWN IOWA CITY, WOULD YOU? WHY OR
use the services listed in Questions 8 through 3 in
13
N QUESTIONS 8 THROUGH
THE SERVICES
IF YOU HAD THE OPTION OF USING
WHY NOT? (644 respondents)
14.
they would
that
Of the 644 respondents to Question 14, 70.3% answered
downtown Iowa City if they were available
.
the
support
to
convenience, a desire
work,
to home or
Common reasons for using downtown services included proximity
downtown and an enjoyment of the downtown ambiance
.
52
the
DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS
finding parking, parking costs
the downtown cited difficulty
OPINION RESEARCH
n
who were unsure about or against using services
of students and the numerous bars as deterrents.
Respondents
high number
@ fIIa,.....ete...
.
SHOPPING AND PERSONAL BUSINESS PREFERENCES
15. CURRENTLY, WHAT ARE THE MAJOR ADVANTAGES OF SHOPPING OR DOING PERSONAL BUSINESS (E.G., BANKING) IN DOWNTOWN
IOWA CITY? PLEASE CHECK THE TOP THREE. (889 respondents)
. Supporting local businesses is the greatest advantage of shopping and doing personal business in downtown Iowa City,
according to 74.5% of respondents.
. About half of respondents noted that downtown stores have convenient locations and are within walking distance
. Friendly service is a draw to downtown for 27.9% of respondents.
. Other responses included the downtown atmosphere and public transit access.
I
I
I
I
I
I
~
I
=::J
I
53
ANALYSIS
675
DOWNTOWN IOWA CITY MARKET NICHE
0 75 150 225 300 375 450 525 600
Number of Responses
OPINION RESEARCH
other
Know the store Employees
Selection of Goods/Services
Wit hin Walking Distance
Less Traffic & Crowds
Support Local Businesses
Easy to Find Parking
Friendly Service
Fair Prices
Convenient Location
@fIIa,......ete....
N DOWNTOWN
BANKING)
16. CURRENTLY, WHAT ARE THE MAJOR DISADVANTAGES OF SHOPPING OR DOING PERSONAL BUSINESS (E.G.
IOWA CITY? PLEASE CHECK THE TOP THREE. (919 respondents)
cited by 65.4% of
n downtown and was
shopping
or
to doing business
one disadvantage
the number
is
A lack of parking
respondents
to doing
A poor selection of goods/services and high prices are the second and third most frequently listed disadvantages
business in downtown, followed closely by limited business hours, all listed by just under half of survey respondents.
.
.
dirty
students
to cOllege
catering
the many bars
nCluded
respondents
other disadvantages to going downtown listed by
sidewalks, poor selection of goods and parking costs.
.
I
I
1
I
I
I
I
00 200 300 400 500 600 700
Number of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 54
o
other
nconvenient Location
Unfriendly/Poor Service
Traffic
Limited Hours
Lack of Parking
High Prices
Poor Selection of Goods/Services
Poor Appearance
@fIIa,......ete....
stores
expanding
sales
or having
respondents)
by lowering prices
stores
(847
their
17. WHAT CAN DOWNTOWN MERCHANTS DO TO IMPROVE THEIR STORES?
could improve
merchants
that
of respondents said
mproving selection
half
and
About
hours
.
followed by
respondents,
mproved advertising and promotion was the fourth most frequent suggestion, selected by 28.3% of
improving appearance and customer service, each selected by 17% of respondents.
.
the
n
stores
number of
the
ng
ncreasi
and
the evenings
n
other responses included validating parking, staying open later
downtown while decreasing the number of bars
.
I
I
I
I
I
I
I
I
I
I
I
I
I
I
55
ANALYSIS
50
DOWNTOWN IOWA CITY MARKET NICHE
400
350
300
OPINION RESEARCH
250
Number of Responses
200
50
00
50
o
other
Be Friendlier
mprove Selection
Expand Store Hours
Lower Prices/Hove Soles
Improve Public Safety
Advertise and Promote
Improve Customer Service
mprove Appearance
@fIIa,......ete....
APPROPRIATE NUMBER.
THE
N MAKING PURCHASES BY CHECKING
INDICATE HOW IMPORTANT EACH OF THE FOLLOWING IS TO YOU
(919 respondents)
18.
purchasing
in respondents
mportant
Very
listed as
were most frequently
Customer Service (40.9%) and Convenience (38.6%)
decisions
.
with 32.1 % of respondents
purchasing decisions,
respondents
affecting
mportant factor
most
third
Variety appears to be the
listing it as Very Important.
.
mportant
Low Prices between Neutral and Very
respondents ranked Speed of Delivery and
Most
.
45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
5.0%
0.0%
5.0%
0.0%
In
-
l:
CI>
"C
l:
o
a.
In
CI>
a=::
'0
-
l:
CI>
U
....
CI>
D...
Very
mportont
Neutro
---
Not Very
mportont
-a- Low Price
~Customer Service
_ Safety/Security
~ Variety
~Convenience
- - Speed of Delivery
56
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
(922 respondents)
WHAT IS THE BEST TIME FOR YOU TO SHOP DURING THE WEEK (MONDAY-FRIDAY)?
19.
the best time to shop was after 5:00 p.m
said
75.9%)
The majority of respondents
.
fOllowed
Sunday afternoon and Saturday morning
respectively
(918 respondents)
The most popular weekend shopping time was Saturday afternoon (47.2%)
and were picked as the best time to shop by 24.3% and 22.8% of respondents
WEEKEND?
20. WHAT IS THE BEST TIME FOR YOU TO SHOP ON THE
.
(928
AVAILABLE?
HIGH QUALITY NEW OR RENOVATED UNITS WERE
F
OWA CITY
N DOWNTOWN
LIVING
CONSIDER
WOULD YOU
respondents)
21
(42.1 %) answered no and 41.5% answered
Forty-two percent
regarding living downtown
lit
sp
evenly
were almost
Respondents
yes.
.
they would consider living downtown
6.4%) were not sure of whether
Sixteen
.
respondents)
(420
NTERESTED IN RENTING OR OWNING?
WOULD YOU BE
F YOU CHECKED YES TO QUESTION 21,
22.
house, while 35.2% would be interested in renting
LIVED IN DOWNTOWN IOWA
YOU
F
N
LIVE
LI KE TO
their
HOUSING WOULD YOU
would be interested in owning
OF
WHAT TYPE
64.8%) of respondents
23. IF YOU CHECKED YES TO QUESTION 21,
CITY?
Sixty-five percent
.
Single familY
detached home
8.6%
other
7.7%
A condominium or townhouse was the most
popular type of downtown housing, picked by
27.6% of respondents.
.
nium or
ownhou5e
27.6%
hou5
Lof
High rise apartment buildings (19.0%), single
family detached homes (18.6%) and loft
housing (16.5%) followed.
.
ory
ding
One TO TWO 5t
apartment bui
0.7%
5e apar
building
9.0%
ri
High
57
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
24. IF YOU CHECKED YES TO QUESTION 21, WHAT SIZE HOUSING WOULD YOU LIKE TO LIVE IN? (423 respondents)
. Two bedroom/2 bath units were the most popular, chosen by 32.4% of respondents.
. Three bedroom/2 bath units and 2 bedroom/1 bath units followed and were picked by 29.3% and 19.2% of respondents,
respectively.
. studio/efficiency units, 3 bedroom/3 bath units and 4 bedroom units were the least popular, all selected by less than 5% of
respondents.
40 60 80 00 20 40
Number of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 58
20
o
4 bedroom or larger
3 bedroom/3 both
3 bedroom/2 both
2 bedroom/2 both
2 bedroom/l both
1 bedroom/l both
studio/efficiency
@ fIIa,.....ete...
CONSIDERING
YOU WERE
F
IMPORTANT TO YOU
25. IF YOU CHECKED YES TO QUESTION 21, WHAT FEATURES AND AMENITIES WOULD BE
DOWNTOWN HOUSING? PLEASE CHECK THE TOP FIVE. (434 Respondents)
affordability (67.3%) and windows/natura
69.8%),
79.7%), a washer and dryer
were a parking garage
The most popular amenities
light (65.9%).
.
system
security
a
space (48.2%)
storage
a
allowed (51.2%),
%), pets
(34.8%).
other popular choices Included: A patio/balcony (55.
(47.5%), hardwood floors (39.2%) and architectural details
.
center (2.5%) and a playground (5.5%)
===:J I
===:J I
I
I
1
I
I
I
I
I
1 I
:::::J I
I
I I
nCluded an on-site business
votes
the least
Views
High ceilings
Hardwood floors
Arch
Patio/balcony
Live/work floorplan
On-site business center
On-site fitness center
Pool & tennis
Storage space
Security system
Parking garage
Other
Affordability
Playground
Be In a newly constructed building
Be in a historic, renovated
Yard/garden
ndows/naturallight
Fireplace
Washer/Dryer
ectural details
Pets allowed
received
Amenities and features that
W
.
00 50 200 250 300 350
Num ber of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 59
50
o
@fIIa,......ete....
YOUR THOUGHTS ABOUT DOWNTOWN IOWA CITY
26. ABOUT HOW OFTEN DO YOU COME TO DOWNTOWN IOWA CITY? (922 respondents)
Never
come
Forty-nine percent (49.0%) of respondents
downtown almost every day.
.
Less than once a month
A quarter come downtown once a week and
12.0% come two to three times a month
.
Once a month
Once a week
every day
times a month
Almost
to 3
2
come
never
respondents
of
One percent
downtown.
.
50 200 250 300 350 400 450
Number of Responses
00
50
o
specifically
(745 respondents)
Many
F YOU COME TO DOWNTOWN IOWA CITY REGULARLY, WHAT ATTRACTS YOU TO THE DOWNTOWN?
Unique restaurants, shops and bars were some of the top downtown attractions listed by respondents
mentioned Prairie Lights bookstore, the Java House, the New Pioneer Coop and the public library
27.
.
attractions
were also popular
special events
Summer festivals, the Friday night concert series, the farmers market and other
Children's activities were listed frequently, as was the University of Iowa
.
flavor offered
the diverse loca
that they enjoy
the lively atmosphere of the pedmall and noted
Numerous respondents mentioned
by the walkable downtown
.
frequented downtown because
drew many people, while others
offices
Personal services such as the post office and doctors
they work or attend church services there
.
60
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
THE DOWNTOWN?
IMPROVED TO ATTRACT YOU TO
IF YOU DON'T COME TO DOWNTOWN IOWA CITY REGULARLY, WHAT COULD BE
(361 respondents)
28.
Improving the selection of stores was one of the top improvements for downtown. Shoppers are looking for stores selling
affordable apparel and home goods rather than expensive boutiques. A wider variety of restaurants was also a popular needed
improvement.
.
and
Parking was also a top improvement. Respondents frequently mentioned that parking tends to be expensive, inconvenient
hard to find. Also, parking time limits are often too short to allow visitors to complete their shopping or appointments
.
facades,
fixing building
included
Suggestions
many respondents
mproving downtown's physical appearance could attract
providing additional park space and cleaning sidewalks.
.
that panhandlers often
They also noted
as deterrents to downtown visits
rs
led ba
the numerous student-fi
People frequently listed
make them feel unsafe.
.
THE SAME WHAT WOULD IT
YOU COULD KEEP ONE THING
F
REDEVELOP AND CHANGE,
29. AS DOWNTOWN IOWA CITY CONTINUES TO
BE? (727 respondents)
The public
continues
The pedestrian mall topped the list of responses regarding what to keep in downtown as redevelopment
library, New Pioneer Coop and the wide variety of downtown restaurants were also popular responses
.
described
while others
thing to keep In downtown
Many respondents picked the summer festivals and concert series as the one
the area's charming atmosphere and old buildings
.
respondents
was also mentioned by severa
The eclectic variety of locally-owned businesses
.
(754 respondents)
F YOU COULD CHANGE ONE THING ABOUT DOWNTOWN IOWA CITY WHAT WOULD IT BE?
30.
offering moderately priced casua
stores
two changes listed most frequently
nCluding chain
stores,
the
ike additional clothing
were
rs
would
and fewer ba
In terms of shopping, respondents
attire, and longer business hours
ncreased parking options
.
.
led restaurants
aimed
rs
and ba
smoke-fi
restaurants
and
stores
drunk students
increased
fewer panhandlers,
was
frequently, as
with
Additional downtown housing and office space were mentioned
at the adult population rather than students.
desired a cleaner and safer downtown
respondents
Severa
.
.
61
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
31. WHAT IDENTITY OR IMAGE WOULD YOU LIKE TO SEE DOWNTOWN IOWA CITY DEVELOP FOR ITSELF AS A UNIQUE SHOPPING/BUSINESS
DISTRICT? (623 respondents)
. Respondents described downtown as a unique area that is cultured and creative with locally-owned shops, restaurants and
entertainment destinations.
. Downtown's community-oriented, family-friendly atmosphere was highlighted, along with its fun, casual nature where there is
"something for everyone."
. Along with its atmosphere, respondents also noted downtown's usefulness. In the words of one person, Iowa City should be a
"functional downtown," that is funky and "eclectic but affordable."
. Overall, respondents felt that downtown should be seen as "alive and thriving."
GENERAL INFORMATION
32. PLEASE CHECK YOUR AGE. (920 respondents)
. Half of respondents were between the ages of 25 and 44 and 28.3% were between 45 and 64. Fifteen percent (14.9%) were 19 to
24
65 or Over 14-18
5.3% .1%
9-24
4.9%
50.5%
62
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
GENERAL COMMENTS
Many long-time Iowa City residents expressed their love for the downtown, describing it as "the best downtown in Iowa and saying
"I love Iowa City and hope it continues to take such pride in being a welcoming, fun, artistic community."
They also commented on improvements that would enhance its current assets: "I love the unique locally-owned businesses and
restaurants but I see no harm in offering some chain retailers." "Demark the downtown area with banners and flags, street markings
and planters." "Let's have more alternatives to drinking... theaters, concert venues, comedy clubs, bowling alleys and miniature golf."
"I want it all- lots of stuff at reasonable prices without driving miles to get it."
Citizens had positive feedback and a genuine desire to contribute to the downtown: "This is a community with a heart, let's keep it
that way, always.
@fIIa,......ete.... OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 63
-
en
cu
en
c:
o
C.
en
cu
...
N
M
-
en
::!::
;:)
en
CU
c=::
>-
CU
~
;:)
en
...
CU
c:
~
o
en
en
CU
c:
'ii)
;:)
ICICI
~
U
c
~
o
ICICI
I
N
><
=c
c:
CU
C.
c.
<C
en
Z
o
t=
<C
c=::
W
Il1..
o
C
z
<C
z
o
t=
<C
:E
c=::
o
LL.
Z
en
en
w
Z
en
:::::l
ICICI
~
'0
o
-.:t
~
L()
0.1
05
..s::
6
-
III
-
C
CI>
"'C
c
o
c..
III
CI>
...
~
0:
0.1
-0
C
o
N
M
.......
('0.
en
en
LLI
Z
en
::::l
ICICI
CIl:
::::l
o
>-
....
o
LLI
CIl:
::::l
::(
Z
LLI
:J:
I-
~
I-
<(
:J:
~
'"
'"
Q)
C
'(1;
:J
..0
'0
~
~---=
'0 0
'C
o 0
-.:t ._
- '"
'"
>-Q)
+- -
~ 0
o ~
LL 0....
.....
Q)
05
~
'"
05
c
~
o
Q)
05
~
.
o
c
o ~
'(1; 0:
'"
Q) 0.1
~
0....
>-+-
Q) 0
~ Q)
:J+-
'" 0
+-
_ '"
ow
~ 0
-.:t Q)
~e:.
Q)
0..0
:J C
~
Q) :J
-0 '"
o C
E~
o
..s:: C
o 0
o C
Q)i.:i:
<Db
o
'S; -0
~ Q)
a ~
o
-0=
C 0
0-
'"
'" +-
+- C
C Q)
~-o
:J C
o 0 .
+- 0.. ~
'" '" (")
~~x5
.
+-
C
~ ~
:J "'<l:
.20--
'"
Q)
~
~
(")
'0
ui
~
LL
vi'
Q)
.~
>
05
C/)
+-
<;::
o
0..'
C E
o~
C >-
o 0)
~..Q
+- ~
-o..s::
Q) 0
-02
.2 0
~-o
.- C
-0 0
Q)-O
-012
0..-0
I15
t-
o C
o..~
o
+- +-
o C
..s:: ~
+- 0
"'-0
~ 0
'" ,
Q) '"
C C
'(1; 0
:J:;::
..0 0
.!::::!
05 5
..s::0)
6 (;
.
-
III
-
C
CI>
"'C
c
o
c..
III
CI>
...
N
M
.......
('0.
>-
!::
U
<(
~
Q
z
en
en
LLI
Z
::::l
ICICI
~
:J:
l-
e>
z
j::
<(
CIl:
LLI
D..
o
Z
LLI
LLI
ICICI
::::l
o
>-
LLI
~
:J:
e>
z
o
.....
~
o
:J:
N
~
o
Q)
>-
C
Q)
+-
05
>
o
(;
-
C
o
:;::
o
05
0..
o
C
C
Q)
Q)
..0
Q)
>
o
..s::
'"
Q)
'"
'"
Q)
C
'(1;
:J
..0
a
~
<X:!
<Xl
'0
>-
:=
(;
'0'
E
Q)
..s::
I-
.
~
o
Q)
>-
0--
o
+-
L()
(;
-
C
o
:;::
o
05
0..
o
C
C
Q)
Q)
..0
Q)
>
o
..s::
~
<X:!
<Xl
+-
C
Q)
o
05
0..
C
Q)
Q)
Q)
.~
z
.
....:
o
Q)
>-
Q)
C
o
C
o
..s::
+-
'"
'"
Q)
(;
-
'"
'"
Q)
C
'(1;
:J
..0
C
C
Q)
Q)
..0
Q)
>
o
..s::
~
<":!
'0
05
..s::
-0
C
o
-0
C
o
~
o
Q)
>-
-.:t
o
+-
(;
-
'"
'"
Q)
C
'(1;
:J
..0
C
C
Q)
Q)
..0
Q)
>
o
..s::
~
<":!
'0
+-
C
Q)
o
05
0..
><
V5
.
-
III
-
C
CI>
"'C
c
o
c..
III
CI>
...
..,
<0()
!!!
V>
>-
--'
<(
z
<(
w
:I:
U
Z
l-
e w
:.:::
a:::
~ <(
0 ~
+- >-
C I-
~ U
0 <(
-0 s:
- 0
0
Q) z
-0 s:
'(1; 0
+- I-
:J Z
0 s:
-0 0
Q) C
+- -
0
0 :I:
..Q u
a:::
~ <(
w
0 V>
w
'" a:::
+-
C Z
Q) 0
-0 z
C ii:
0 0
0..
'"
~
0
~
+-
:c
C
0
>.
+-
D
0
~
..Q
N
M
.......
('0.
>-
I-
U
<(
~
Q
z
~
o
I-
Z
~
o
c
z
C
LLI
::(
U
o
.....
C
~
o
+-
C
~
o
-0
C
-0
Q)
+-
o
o
..Q
~
o
~
<X:!
(")
~
en
en
LLI
Z
in
::::l
ICICI
CIl:
::::l
o
>-
~
'"
Q)
'"
'"
Q)
C
'(1;
:J
..0
::[
OJ
u
OJ
::[
l.
fQ
E
$
+-
'"
o
~
M
.
N THE IOWA CITY AREA. (28 respondents)
· Pedestrian ma
· Visitor traffic
WITH DOING BUSINESS
. Libraries
. Vibrant surroundings
. Foot traffic
. Liberal environment
. Educated customers & employees
NAME UP TO THREE ADVANTAGES OR STRENGTHS YOU ASSOCIATE
. Stable economy
. Central location
. Community
. University of Iowa
. Restaurants and local businesses
4.
5. HOW MANY EMPLOYEES DOES YOUR BUSINESS HAVE INCLUDING YOURSELF? PLEASE SHARE THE NUMBER. (31 respondents)
. Most businesses have between 0 and 5 full time (64.3%) and 0 and 5 part time employees 71.4%.
. Between 10 and 50 employees is the next most popular category. Twenty-nine (28.6%) of businesses have between 10 and 50 fu
time employees and 17.9% have between 10 and 50 part time employees
50+
0-5
0.0% 0.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
o Full Time. Part Time Percent of Businesses
0-50
o
5-
III
CI>
CI>
>-
..2
c..
E
LLI
'0
Ci>
..c
E
::;)
z
65
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
respondents )
(31
WHAT ARE YOUR BUSINESS HOURS?
6.
a week
Friday and another 35.5% are open seven days
through
(35.5%) of businesses are open Monday
Thirty-six percent
.
to 6:00 p.m. and
0:00 a.m
from
four
to 5:00 p.m
through Saturday
from 8:00 a.m
were open
businesses
(22.6%) are open Monday
eight
Business hours varied considerably
half had other business hours
Twenty-three percent
.
.
respondents)
(16
US YOUR BUSINESS OPERATION HOURS.
F YOU ANSWERED OTHER ABOVE, PLEASE TELL
7.
2:00 a.m
from mid-morning unti
two are open
:00 and
from 8:00 unti
two are open
vary daily;
hours that
One business has
.
(31 respondents)
DO YOU OWN OR LEASE YOUR SPACE?
8.
AN D TH E
space, while 32.3% own
YOU ARE PAYING? PLEASE SHARE THE S/SQUARE FOOT OR SHARE YOUR MONTHLY RENT
OF THE SPACE YOU RENT? (17 respondents)
their
IF YOU LEASE, WHAT IS THE RATE
ESTIMATED SIZE (IN SQUARE FEET)
67.7%) lease
businesses
Most
.
9.
with an average of $19.50 per square foot and a median of
Rental rates ranged from $10 per square foot to $75 per square foot,
$14.80 per square foot
.
YOUR
OF
FOLLOWING ASPECTS
WITH THE
YOU
SATISFIED ARE
OWA CITY, HOW
o. IF YOUR BUSINESS IS LOCATED IN DOWNTOWN
SP ACE? (29 respondents)
safety /protection
fire
service and
electric
of
Respondents tended to be satisfied with their internet connectivity, stability
Satisfaction rates were 65.5%, 78.4% and 75.9%, respectively, for these factors
.
were dissatisfied with parking
Fifty-five (55.1 %)
Business owners were frequently dissatisfied with parking availability and cost
availability and 53.5% were dissatisfied with cost
.
66
lightly
ANALYSIS
s
or
DOWNTOWN IOWA CITY MARKET NICHE
were neutra
(37.9%)
third
a
while over
OPINION RESEARCH
of respondents,
half
Accessibility was considered satisfactory by about
dissatisfied regarding this aspect of their space.
@fIIa,......ete....
.
(31
Business is
moderately
growing,
ncreasing
OPERATION)?
OF
MONTHS
Business is
rapidly
expanding
9.7%
12
LAST
(I.E.
Declining
business
activity (fewer
clients, fewer
sales, less
ncome), 22.6%
LEVEL
ACTIVITY
BUSINESS
grow
CURRENT
seen business
YOUR
have
CHARACTERIZE
Over a third (38.7%) of businesses
moderately over the past year.
YOU
HOW WOULD
respondents)
11
.
n
Is
leve
Twenty-nine percent (29.0%) have had stable business
the past twelve months and 22.6% have seen declines
.
Holding our
own (same
level of
business, fairly
steady) , 29.0%
ONE TO TWO
NEXT
THE
N
OPERATIONIS
EXPAND OR REDUCE YOUR
DESCRIBES YOUR PLANS TO
BEST
2. WHAT DESCRIPTION BELOW
YEARS? (31 respondents)
. Half of businesses (54.8%) have no plans to change within the next
two years.
. Slightly less than a third (29.0%) plan to expand operations.
. Seven percent (6.5%) plan to relocate and another 6.5% are
uncertain of their plans.
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 67
Plan to expand
operations, 29.0%
Plan to reduce
operations, 3.2%
Plan 10 relocate,
6.5%
@fIIa,......ete....
No plans 10
change, 54.8%
(31
LAST TWO YEARS.
THE
N
N YOUR BUSINESS
MADE
IMPROVEMENT YOU HAVE
OR
NVESTMENT
OF
3. PLEASE CHECK ANY TYPE
respondents)
the past two years
marketing and promotiona
nesses have expanded or added new products, services or Inventory In
their
(51.6%) have expanded
and half
(58.1 %) have made physical improvements
64.5%) of busi
Sixty-five percent
percent
Fifty-eight
activities.
.
made
m provements/in vestmen ts
were other popula
systems Improvements
Adding new or additional employees and making
by Iowa City businesses in the last two years
.
.
None
Systems improvements
New/additional employees
New/expanded marketing/promotional activities
New/expanded products, services, inventory
Physical improvements (store design/layout,
nterior/exterior remodeling)
0 3 6 9 12 15 18 21
(19
11
CHECKED IN QUESTION
Number of Responses
NVESTM ENTS/IM PROVEME NTS
FOR THE
VALUE
ESTIMATED DOLLAR
4. PLEASE PROVIDE THE TOTAL
respondents)
to
the $10,000
in
(42.1 %) were below
Most
to $30 million
The value of recent investments/improvements ranged from $2,000
$49,999 range, although 21.0% were between $200,000 and $599,999.
.
68
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
the median was $30,000
68 million and
The average value was $
@ fIIa,.....ete...
.
(30
TWO YEARS.
ONE TO
NEXT
THE
N
YOU PLAN ON MAKING
IMPROVEMENT
OR
NVESTMENT
OF
TYPE
5. PLEASE CHECK ANY
respondents)
nventory and adding new
or
services
adding products
are planning on expanding or
Forty percent (40.0%) of businesses
employees within the next two years
.
store
to
ncluding changes
(30.0%),
mprovements
make physica
Thirty percent are planning to expand marketing (33.3%) or
layout or interior or exterior remodeling, in the next two years
None
Systems improvements
New /additional employees
New /expanded marketing/promotional activ ities
serv ices, invenTory
Physical improvements (store design/layout
interior/exterior remodeling)
New/expanded products
.
0 2 4 6 8 0 2 4
Number of Responses
THE MAJORITY OF YOUR SALES ARE DERIVED? PLEASE CHOOSE JUST ONE. (31
FROM WHICH
AREA
WHAT IS THE PRIMARY MARKET
respondents)
6.
University-
business is
their
primary market area
of
said most
market area and 6.5%
list Johnson County as their
primary
their
question
selected Iowa City as
this
(51.6%) of businesses responding to
(29.0%)
Twenty-nine percent
related.
Half
.
.
· No business owner selected travelers/tourists as a primary market.
7. IF YOU CHECKED TRAVELERS/TOURISTS, PLEASE PROVIDE MORE DETAIL ON THIS MARKET. (0 respondents)
69
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
@fIIa,......ete....
YOUR BUSINESS?
IN ADDITION TO A STRONG ECONOMY, WHAT ARE THE CRITICAL FACTORS FOR THE SUCCESS AND EXPANSION OF
CHECK ALL THAT APPLY. (30 respondents)
8.
success
critica
(53.3%) as
Labor
(53.3%) and Qualified
Public Access
Traffic (56.7%),
Foot
identified
Over half of respondents
factors for their businesses
.
top choices
nClude Marketing and Reputation
nventory were other
Up-to-date Equipment/Technology and Current
Other factors listed by respondents
.
other
Foot Traffic
Public Access
Financing
Up-to-Date
Equipment /T echnology
Current Inventory
Tourism
Qualified Lobar
.
0 2 4 6 8 10 2 4 6 8
Number of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 70
@fIIa,......ete....
FIVE PRIORITY
CHECK THE TOP
PLEASE
FACING YOUR BUSINESS TODAY?
MAJOR ISSUES OR OBSTACLES
WHAT ARE SOME OF THE
ISSUES. (31 respondents)
9.
respectively)
General Operating Costs
71.0% and 64.5%
Competition (38.7%),
respondents
Traffic (45.2%),
the most
dentified by
More than a third of business owners selected Insufficient Customer
(35.5%) and City/County/state Codes (35.5%) as obstacles
two issues
the
of Rent/Property were
Parking and Cost
.
.
skilled
finding
few identified problems
and
issues
to be
Computer/Technology problems
found Telecom or
owner
No business
employees
.
I
I
I
I
mix
the downtown reta
attitudes toward downtown and
Other
Outdated Machinery
A vailability of Employees
Insurance Costs
Competition
Payroll Costs
Parking
Public Safety/Crime
Current Economic Conditions
taxes
Other responses included property
.
Cost of Rent /Prope
ProperTy Improvements (fa<;:ade, et
Customer Traffic (not enough/shrinkin
@fIIa,......ete....
Employees
Regulations
ng Cos
Cosh Flow/Working Capito
General Ope rot
Skill Level/Preparation of
City/County/State Codes or
5
20
5
o
5
o
71
DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS
Number of Respondents
OPINION RESEARCH
OR
CODES
CITY/COUNTY/STATE
IF YOU CHECKED
(16 respondents)
20. PLEASE EXPAND ON ANY OF YOUR ANSWERS TO THE QUESTION ABOVE.
REGULATIONS," PLEASE EXPLAIN WHAT CODE(S) ARE AN ISSUE OR OBSTACLE.
time when customers
a
5 p.m
at
Several respondents noted that parking spaces in front of their businesses become taxi stands
are still looking for parking spaces and people are unlikely to be using cabs.
.
the day and an
taxes as a difficulty
a lack of police presence at the pedmall dUring
the downtown
Two respondents listed high downtown property
in
rs
other concerns included too many ba
overly large city administration
.
.
mpede
can
of building and zoning codes
In terms of local codes, one respondent explained that the varying interpretations
business and another said that sign design restrictions are too stringent
.
ARE
ASSISTANCE
NFORMATION OR
TO KEEP YOUR BUSINESS HEALTHY AND COMPETITIVE, WHICH OF THE FOLLOWING TYPES OF
IMPORTANT TO YOUR COMPANY'S GROWTH? PLEASE CHECK ALL THAT APPLY. (29 respondents)
21
I
I
=:J
:J
I
I
I
othe
ance
echnologyassis
Computer/
Marketing and advertising programs were
the number one type of assistance
selected by business owners (picked by
69.0% of respondents) as crucial to
keeping their businesses healthy and
competitive
.
Property and fa9ade Improvements
raining
E-commerce
ance with loan preparation
Using the
management
nternet fo
Business
Assis
A third of respondents (34.5%) identified
property and fa<;ade improvements and
a quarter (24.1 %) said that
information/assistance regarding using the
internet for e-commerce is important.
.
ow
fl
planning and cash
Business
Marketing/Advertising programs
raining
Market identification
Is
Employee hiring/ski
other popular responses included
expansion/relocation information,
employee hiring/skills training and business
planning and cash flow assistance
.
expansion/relocation Information
Business
0 5 0 5 20 25
Number of Responses
OPINION RESEARCH I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 72
@fIIa,......ete....
EFFORT TO ATTRACT CUSTOMERS TO DOWNTOWN
ARE YOU INTERESTED IN PARTICIPATING IN A COOPERATIVE BUSINESS MARKETING
IOWA CITY OR TO ENCOURAGE RESIDENTS TO SHOP LOCALLY? (26 respondents)
22.
BE SEPARATE
while 34.6% were not
LL
AND NUMBERS PROVIDED W
rking approach
NAME
ALL
n a cooperative ma
AND PHONE NUMBER.
were Interested
US YOUR NAME
65.4%) of respondents
IF YOU ANSWERED YES, PLEASE TELL
FROM OTHER SURVEY RESPONSES
Sixty-five percent
.
23.
marketing effort
n response to participating In a cooperative business
Sixteen survey participants provided names and numbers
.
ABOUT THE
SAME
THE
ONE THING
COULD KEEP
YOU
F
IOWA CITY
AS DOWNTOWN IOWA CITY CONTINUES TO GROW AND CHANGE
SHOPPING/BUSINESS DISTRICT WHAT WOULD IT BE? (24 respondents)
DOWNTOWN
OF
FUTURE
THE
24.
Out -of-town visitors/traffic
concert
.
Pedestrian ma
.
.
series
General ambiance of downtown
Friday night
.
.
& entertainment
Physical appearance & historic buildings
Friendly, fami
Mix of unique shops, restaurants
.
.
Iy atmosphere
respondents )
F YOU COULD CHANGE ONE THING ABOUT DOWNTOWN IOWA CITY, WHAT WOULD IT BE? (26
25.
of
needs
to
responsiveness
mprove city government's
.
&
employees
for
& convenience
mprove parking cost
.
downtown businesses
shoppers
Limit the number of ba
Develop additional downtown hotels
.
retail mix
& improve downtown
restaurants
rs
.
.
73
ANALYSIS
the pedma
DOWNTOWN IOWA CITY MARKET NICHE
n
mprove plantings
OPINION RESEARCH
.
n downtown
the pedma
stop panhandling In
Ban smoking
@fIIa,......ete....
.
AS A UNIQUE SHOPPING DISTRICT
IOWA CITY DEVELOP FOR ITSELF
WHAT IDENTITY OR IMAGE WOULD YOU LIKE TO SEE DOWNTOWN
ATTRACTIVE TO RESIDENTS AND VISITORS ALIKE? (22 respondents)
26.
district
& entertainment
Arts
.
shops, small cafes, fine dining, antiques
Ity
specia
Variety -
& coffeehouses
.
Unique and upscale
Desti
.
nation culinary district
residents
.
Clean & charming
Exciting place to visit,
.
(27
alike
OWA CITY AS A WHOLE?
students
OR VITALITY OF
&
A place for
FUTURE
N THE ECONOMIC
.
DENCE
CONF
shop and live
OVERALL
.
27. HOW WOULD YOU RATE YOUR
respondents)
economic
s
future of Iowa City
4.8% had a low level of confidence regarding Iowa City
the economic
in
and
(51.9%) were moderately confident
(33.3%) were highly confident
A third of respondents
outlook.
of respondents
Half
.
.
N
WOULD PURCHASE
OF TOWN THAT YOU
28. ARE THERE PRODUCTS OR SERVICES THAT YOUR BUSINESS CURRENTLY PURCHASES OUT
TOWN IF THEY WERE AVAILABLE? (26 respondents)
town
of
they are currently purchasing out
that
do not have products or services
Seventy-three percent (73.1 %) of respondents
that could be purchased in town if available.
.
available
if
town
would be Interested in purchasing products or services in
(26.9% of respondents)
Seven businesses
.
(5 respondents)
Groceries
F YOU ANSWERED YES, PLEASE NAME THEM AND EXPLAIN YOUR RESPONSE.
.
products
green
En viron menta Ily-frien d Iy
Local commercialliabi
29.
.
.
74
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
Sporting goods
OPINION RESEARCH
.
Iity Insurance agent
supplies
@fIIa,......ete....
Medica
.
CURRENTLY SHOPPING IN
RESIDENTS WHO ARE
LOCAL
BUSINESSES DO TO ATTRACT MORE
LOCAL
IN YOUR OPINION, WHAT COULD
OTHER AREAS? (19 respondents)
30.
and uniform
for high quality goods and persona
retail mix while
throughout the downtown
store hours that are longer,
rketing - promote downtown as a destination
more convenient
service
ma
Joint
miting bars
stores and improve overa
Offer 2 or 3 large, destination
.
.
.
.
want from downtown
Better determine what consumers
and combat the Image of difficulty parking downtown
mprove parking options
with
.
products
green
passes
mprove selection of environmentally-friendly
Partner
free bus
Reward customers
.
.
(16
AREA?
THE
OF
OUT
LIVE
WHO
to Improve downtown
AND OTHER SHOPPERS
VISITORS
owa and other organizations
MORE
BUSINESSES DO TO ATTRACT
the University of
LOCAL
WHAT COULD
respondents)
with
.
31
the unique offerings of downtown
ng
and television promoti
n newspapers
Continue and enhance artistic and cu
rketing - ads
ma
Joint
.
Itural events
.
Promote new and existing cUlinary choices
mprove prices and variety
Focus on visitors to the University and convention-goers
.
.
.
75
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
support from city government
@ fIIa,.....ete...
mprove
.
32. PLEASE PROVIDE US WITH THE FOLLOWING INFORMATION. NAMES, NUMBERS AND EMAIL ADDRESSES WILL BE SEPARATE FROM OTHER
SURVEY RESPONSES, WHICH WILL BE USED ONLY IN THE AGGREGATE. (19 respondents)
Businesses participating in the survey who shared their identity with us included:
. DOMBY . Fired Up Iowa City Inc.
. Plaza Centre One . Moengroup
. Sondra B. Kaska Law Office . Turning Point Counseling and Psychotherapy
. US Bank . Eastwind Healing Center
. Roominations . Joe's Place, Donnelly's Pub and BlackStone Bar & Grill
. Iowa Book LLC . Discerning Eye
. Velvet Coat . Herteen and Stocker Jewelers
. Northwestern Mutual Financial Network . X-Wires Communications
. Technigraphics
GENERAL COMMENTS
Businesses in Iowa City represent a variety of interests and opinions; they have a vested interest in their community and a desire to
see improvements succeed. "Visitors from large cities and from around the world immediately recognize downtown Iowa City as a
unique and wonderful place. Those of us who live here need to recognize this and promote it."
While business owners expressed a desire to improve the downtown retail mix in order to take the focus off the high number of bars,
they also embraced the student population. "Encourage student involvement, opinions and development. The city should partner
with the University to encourage use of local businesses."
Finally, business owners recognized the need to reconnect many residents to downtown Iowa City by "encouraging a clean
atmosphere downtown," and creating "special offers to targeted audiences to entice them to try downtown again" to see that it is
76
ANALYSIS
DOWNTOWN IOWA CITY MARKET NICHE
OPINION RESEARCH
and services
vital with lots of diverse products
@fIIa,......ete....
CHAPTER 3
RETAIL MARKET
ANAL YSIS
RETAIL SUPPLY
The retail supply section examines the type and characteristics of the existing retail base
in the Iowa City market area and evaluates downtown Iowa City as a retail shopping
district.
A. Existing Retail Development
In the Iowa City and Coralville area, Highways 1 and 6 are home to the majority of retail
centers other than the shops and restaurants of downtown Iowa City. Exhibit R-1 on the
following pages catalogs major shopping centers in the Iowa City/Coralville area.
Together they provide 2.6 million square feet of retail, restaurant and service space.
The Coral Ridge Mall at the intersection of 1-80 and Coral Ridge Avenue (just off Hwy 6) is
the largest center in the area, providing about 1,200,000 square feet of retail space and
spurring the growth of additional surrounding retail and restaurant space. Since the
mall's opening in 1998, several "big box" retailers including Wal-Mart and Lowe's opened
at the 1-80/Coral Ridge Ave intersection and additional retail development is underway
on the intersection's northeast corner.
Emanating from the Coral Ridge area, retail growth continues north on Hwy 965 to North
Liberty with the development of several shopping plazas including Grand Rail, Oakdale
Plaza and Jordan Village. While these tend to be smaller commercial strips with
predominately convenience-oriented retail and service rather than destination centers,
they evidence the push northward toward North Liberty from 1-80.
Small shopping plazas and free-standing retail stores and restaurants extend southeast
from the Coral Ridge Mall area along Hwy 6 to Hwy 1. Typical offerings include full-
service and fast food restaurants, gift shops, hair/nail salons and cellular phone providers,
along with neighborhood-serving office space including insurance, banking and realty
services. In Coralville's recently developed City Center, civic spaces are combined with
office space and specialty retail, including the New Pioneer Co-op grocery, women's
and children's apparel, a pet boutique and bead and yarn shops. Centers along the
Hwy 6 to Hwy 1 corridor tend to be fully occupied with only a few vacancies overall, as
noted during Marketek's May 2007 field survey.
Moving east along Hwy 6 from its intersection with Hwy 1, the pattern of strip centers and
free-standing retail continues. While many centers near the Coral Ridge Mall were
developed within the last ten years, this stretch of Hwy 6 features older plazas, most built
in the 1970s and 1980s. Eastdale Plaza, Pepperwood Place and the redeveloped
Sycamore Mall provide a combined 375,138 square feet of retail space with minimal
vacancies. Sycamore Mall features 33 stores including a Talbots and a 12 screen
cinema. Pepperwood Place is home to a variety of discount retailers and second hand
shops, but will have a large vacancy when Hancock Fabrics closes. Lease rates for most
centers in this area are in the $6 - $12 NNN per square foot range.
Along Hwy 1 between Hwy 218 and Hwy 6, the largest retail center is the Wal-Mart
located by the Iowa City municipal airport. Adjacent to Wal-Mart is a Staples, a vacant
restaurant space and a vacant former Cub Foods.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 78
Center
Distance from
Downtown*
GLA
(sq ft)
Boyrum's Plaza
1720 Waterfront Drive
Iowa City
1.5 miles
130,336
Clear Creek Plaza
208 1 st Avenue
Coralville
2.5 miles
8,176
Clock Tower Plaza
1800 Fifth street
Coralville
4.1 miles
30,000
Coral Ridge Mall
1451 Coral Ridge Avenue
Coralville
5.2 miles
1,065,513
Coralville City Center
2nd street & 12th Avenue
Coralville
3.2 miles
44,408
Eastdale Plaza
Muscatine & 1st Avenue
Iowa City
1.9 miles
57,450
Gateway One Center
1101 Riverside Drive
Iowa City
1 .7 miles
119,336
Heartland Plaza
1-80 and Hwy 965
Coralville
6.0 miles
292,591
Lantern Park Plaza
2024 8th street
Coralville
4.3 miles
101,202
Liberty Square
119 2nd Street
Coralville
2.5 miles
19,925
Menards
1375 Hwy 1
Iowa City
3.0 miles
141,900
Description/Stores
Older retail center that includes Hy-Vee, Office Depot,
Advance Auto Parts, Blockbuster and H&R Block.
Small neighborhood commercial strip with tenants including
two salons/barbershops, two restaurants and an H&R Block
office. No vacancy.
Opened in 1998. Tenants include apparel and shoe stores, gift
shops, a salon and a dance academy.
Regional mall opened in 1998. Anchors include Dillards, Sears,
JCPenney, Scheels, Target, BestBuy and Younkers.
Recently developed "downtown." Tenants include New
Pioneer Co-op, gift shops, a salon and small office spaces.
Tenants include a workforce center, a jeweler, a dentist and a
hair salon. No vacancy.
Formerly Wardway Plaza. Tenants include Fin & Feather
outdoor store, Dollar General, Auto Zone and two
restaurants/bars. No vacancy.
Regional center with Wal Mart, Kohl's, Dress Barn and Famous
Footwear.
Opened in 1969. Anchors include Hobby Lobby and Hy-Vee
Grocery.
Small commercial strip. Tenants include Tan World, Core
Fitness, House of Aromas, a computer shop and two banks. No
vacancy.
Home improvement store. Planning to relocate. University of
Iowa may take over space.
*Road miles from the intersection of Washington and Dubuque Streets.
Source: ESRI BIS; Shopping Center Directory; City of Iowa City & Johnson County Tax Assessor; Marketek, Inc.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 79
Center
Distance from
Downtown*
GLA
(sq ft)
Pepperwood Place
1971 Broadway street
Iowa City
2.0 miles
100,000
Sycamore Moll
1622-1660 Sycamore Street
Iowa City
2.4 miles
232,686
Wal-Mart Center
1001 Hwy 1
Iowa City
2.4 miles
206,107
2nd Street & 25th Avenue
Coralville
4.7 miles
25,000
89 2nd Street
Coralville
2.4 miles
30,000
1025-909 S Riverside Drive
Iowa City
1 .4 miles
36,608
ITotal Square Footage in Retail Centers
ITotal Downtown Retail Square Footage
2,641 ,238
435,490
ITotal Retail Square Footage
3,076.728
*Road miles from the intersection of Washington and Dubuque Streets.
Description/Stores
Well-kept, older center with second-hand and discount stores
including Goodwill, Slumberland Furniture and Tuesday
Morning. Hancock Fabrics going out of business.
Moll built in 1969 recently redeveloped using TIF funds.
Anchors include Von Maur, Talbots, Fashion Bug, Sycamore 12
Theaters and several restaurants.
Wal-Mart and Staples. Vacant former restaurant and Cub
Foods total 67.735 square feet of vacant space (32.9%).
Potential Wal-Mart relocation would increase vacancy.
Commercial strip near Coral Ridge Moll. Tenants include
Outback Steakhouse, UPS Store, Cold Stone Creamery, US
Cellular and 0 solon. No vacancy.
Small strip center with tenants including Subway, Papa Johns,
nail solon, portrait studio, gourmet coke shop and futon store.
No vacancy.
Small strip center/freestanding retailers. Tenants include
JoAnn Fabrics, two restaurants, auto supplies and tobacco
store. No vacancy.
Source: ESRI BIS; Shopping Center Directory; City of Iowa City & Johnson County Tax Assessor; Marketek, Inc.
B. Downtown Business Mix
Exhibit R-2 classifies ground floor land uses in downtown Iowa City by business type and
retail category as of September 2007. Including retail space at Old Capitol Town Center,
downtown space totals 609,502 square feet. Retail/restaurants make up the majority of
this space (435,490 square feet), with the remaining 174,012 square feet composed of
office space, municipal, civic or religious uses or vacant space. The vacancy rate in
downtown is low at 3.8%.
Among retail and restaurant space, restaurants and bars/nightlife make up the largest
percentage of businesses (45.0%), followed by shoppers goods (28.1 %). Within the
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 80
shoppers goods category, the most frequent stores are those selling miscellaneous
specialty items (17.5%), followed by apparel (7.2%). Personal services account for 17.0%
of ground floor businesses in downtown.
EXHIBIT R-2
SUMMARY OF GROUND FLOOR BUSINESSES
Downtown Iowa City
2007
Business Type/ Number of Square Percent of
Retail Category Businesses Footage Total Space
Apparel 14 31,342 5.1%
Home Goods 4 14,588 2.4%
Miscellaneous Specialty Retail 35 76,344 12.5%
Shoppers Goods 53 122,274 20.1%
Grocery 2 8,765 1.4%
Health & Personal Care 4 17,320 2.8%
Convenience Goods 6 26,085 4.3%
Restaurants 55 150,156 24.6%
Bars/Nightlife 13 45,826 7.5%
Entertainment 3 17,001 2.8%
Personal Services 28 74,148 12.2%
Office/Bank 14 92,330 15.1%
Municipal 2 40,483 6.6%
Civic/Church 2 17,734 2.9%
Other 18 150,547 24.7%
Vacant 7 23,465 3.8%
ITotal Retail/Restaurant Space
ITotal Downtown Ground Floor Space
158
183
435,490
609,502
71.5%
100.0%
Note: Includes downtown ground floor space, retail space at Old Capitol
Town Center and New Pioneer Co-op. Vacant space at Old Capitol Town
Center not included. Residential space not included.
Sources: City of Iowa City Tax Assessor; Marketek, Inc.
COMPETITIVE COMMERCIAL ASSESSMENT: DOWNTOWN IOWA CITY'S
COMPETITIVE POSITION
Successful downtown districts of any size have a healthy business climate and a
proactive marketing program. Key competitive amenities and characteristics from an
attractive built environment to extensive marketing are critical to draw customers and
business prospects to a neighborhood or community shopping center. These are
particularly critical for older commercial districts seeking to (or having to) compete with
new shopping malls, lifestyle centers and big box retailers. An overview of downtown
Iowa City's competitive posture is presented in the table below. The assets, challenges
and opportunities begin to address two important perspectives:
ell'lar...ete....
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 81
1. What customers want from a shopping experience; and
2. Business climate and marketing factors that affect business decision-makers seeking
a profitable location.
EXHIBIT R-3
DOWNTOWN IOWA CITY'S COMPETITIVE POSITION
Assets
Iowa City offers a downtown that is active virtually 24 hours a day.
Target markets are all growing-local population, visitor, employment and student. Johnson
County one of 5 out of 99 Iowa counties w/ growth.
strong, diverse and growing visitor market. Several regional draws exist in central Iowa City
including attractions such as the Old Capitol, Kinnick Stadium (70,585 capacity) and nationally-
recognized hospitals and clinics. Arts and cultural venues are significant, such as the Iowa City
Jazz Festival (25,000 people) and the Summer of the Arts Festivals (30,000 people) and event
centers like Hancher Auditorium, Englert Civic Theater. Two downtown hotels, the Sheraton and
Hotel Vetro provide a base for overnight visitors.
Strong local organizations to help with downtown promotions: Iowa City Area Chamber, Summer
of the Arts, Downtown Association of Iowa City.
The adjacent location of the University of Iowa and very close proximity of Mercy Hospital are
significant regional employment traffic generators for downtown. Iowa City promotes itself as
Health Center USA. Coupled with the constant flow of students, clients and families the potential
economic impact is sizable.
Downtown Iowa City's physical layout and historic character are a plus for creating a friendly,
walkable, pedestrian-oriented business district: active pedestrian mall; relatively compact 9-block
core district; short, level blocks; tree-lined streets; close to, but away from busy arterial roads.
Being surrounded by quality, historic residential neighborhoods (Longfellow, Melrose, Northside)
adds to downtown's character and market potential.
An established urban renewal agency actively spearheading and stimulating downtown
improvements. City initiatives and investments downtown have totaled $40 million since 1997.
Downtown is already established as the local arts and entertainment district with a critical mass of
restaurants/bars, several galleries/jewelers, theaters and a calendar of events that draws from
beyond the Cedar Rapids-Iowa City corridor. Iowa City music scene is extensive. The Iowa River
Cultural District and Old Capitol Cultural District are actively promoted.
Numerous unique downtown businesses, boutiques and restaurants are regional draws, including
Prairie Lights Bookstore, AKAR, Domby and Iowa Artisans Gallery, to name just a few.
Downtown Iowa City's anchors include multiple civic uses (city hall, library, post office), which all
generate regular foot traffic and signal the importance of downtown to the community.
Iowa City was ranked #5 in the nation as one of the Best Small Places for Small Business and
Careers by Forbes Magazine, 2006.
Several business clusters exist downtown but could be more highly promoted: 5+ jewelers in
Washington Street area, several boutiques, over a dozen arts and gallery businesses.
Downtown has a quality Farmer's Market; however, it is out of the core area and does not
encourage cross-shopping with downtown merchants.
ell'lar...ete....
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 82
EXHIBIT R-3 (continued)
Challenges
Entrances to downtown not well marked for visitors; no gateways, or landmarks to indicate when
you have 'arrived' in downtown Iowa City.
Significant new retail development in Coralville has impacted the downtown mix and drained
some retail sales. Coral Ridge Mall alone is 1 million sq. ft.
Coralville's aggressive growth continues with Iowa River Landing Project, a 1 DO-acre mixed-used
project adjacent to the Marriott Hotel and convention center.
A critical mass of clustered retail and boutique businesses are needed to sustain foot traffic.
Old Capital Mall is 62% university-owned; a hybrid office-retail center; no longer functions as prime
retail center. However, the offices there employ 700 and generate positive foot traffic
downtown.
Up-to-date inventory of available commercial building/sites for sale/lease is needed. Existing
retail spaces are quite small; their size may be a challenge for some types of retail.
Downtown's markets are highly diverse from employees and families by day to students by
niaht-makina it hard to meet the needs of all.
Retail rents downtown are relatively high as reported by business owners: $20-$25/SF N N N. New
retailers coming in go to the very edge of downtown for affordability.
The heart of the shopping district (College and Dubuque Streets) lacks auto visibility, forcing
customers to get out of their cars and trust they will be interested.
Oversaturated supply of bars; reportedly, 50 liquor licenses are held within a mile radius from the
heart of downtown. Much less retail downtown today than 10-15 years ago.
Limited commercial land available in the downtown core is pushing the boundaries of the core
north to Market Street and south to Burlington Street and beyond. Available retail space in the
core is quite limited making it tough to attract retailers.
Growth of middle market chain restaurants in Coralville reportedly has drained and shifted
downtown's resta ura nt traffic. Local residents are more likely to eat at middle market
chains/restaura nts.
Local/downtown leadership may be contributing to the concerns expressed about bars, parking,
etc. by dwelling on these too much.
Downtown lacks a strong management team/organization; no gameplan in place to address
business/economic development issues; no 'coherent, collateral package' exists.
Vote to establish a SMID failed twice and will need a new marketing campaign/makeover before
the concept is reintroduced. A 'unified' voice is needed, including the City's. According to
some the City is noted as risk-averse.
Relations between downtown business community and city government appear to be strained
over issues such as snow removal, street/sidewalk clean-up, new ordinance making loading zones
taxi stands after 5 PM. Several local investors noted the 'rigidity' of the City regarding
development projects/standards
Downtown positioning, marketing and branding are needed to overcome negative comments,
attitudes.
City web site is functional but not enticing or necessarily speedy and easy to navigate for business
prospects. The economic development page is uninviting and community resource information is
in a file that downloads slowly. The web site overall does not reflect the Iowa City 'experience'
and is in need of revamping.
Several prime Downtown storefronts would benefit from cleaning-up, image enhancement,
merchandising assistance.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 83
EXHIBIT R-3 (continued)
Challenges (continued)
Downtown business hours were cited as a concern by many. Most businesses are closed by 5 or 6
at the latest.
Many perceive downtown parking as an issue. A definite concern exists about students taking
customer parking spaces.
Opportunities (selected)
Physical Improvements
University is working on wayfinding program that the City will dovetail with in adding directional
signage.
City is implementing streetscape project on Burlington (2009 completion).
University's Riverfront Master Plan will also contribute significantly to downtown area activity with
intensive riverfront programming and events.
Development/Redevelopment
University owns the upper stories of the 8-story Jefferson Big. Potential redevelopment
opportunities have been considered from upscale housing to upscale inn.
Northside Marketplace neighborhood just north of downtown offers an eclectic neighborhood
district with key restaurant anchors.
Hieronymus Square, a 13 story, mixed use development project breaks ground in fall 2007, one of
several development projects planned for the Burlington Street corridor.
Other catalytic projects on Burlington Street including university recreation and wellness center
(216,000 sq ft) at corner of Burlington and Madison; become a regional draw w/ 1,000 permanent
seats and ability to host national events.
Corner of Linn & Court Streets (NW Corner) just purchased by out-of-state developer for $1.6 mil
for a 21,000 SF mixed-used project.
Business Development/Mix of Uses
Entertainment: Movie theater is a top need in the downtown. Large concert/performance venue
needed.
Numerous niches to be filled: home furnishings/accessories, audio/electronics, specialty clothing.
Increased emphasis on locally-owned and grown businesses as part of downtown's unique small
town appeal.
"Mainstream market" not well covered. Upper end and student markets are well covered.
Timing is good for downtown to explore one or more anchor chain stores, with high density, upper
market housing and commercial space on the rise.
More retail variety, especially convenience, is needed-examples frequently noted were:
grocery store, small department store, hardware store.
Marketing and Outreach
More cross-marketing with events is needed. Many business owners note that events are key to
their success. Isolated instances of joint restaurants and performance marketing. Focus groups
noted that aggressive marketing is needed.
Downtown is 'underpromoted.' Downtown is MORE THAN a place for college kids. Mature market
is untapped as is young professionals. Target 25-34 year olds.
Downtown Iowa City needs a master event calendar.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 84
EXHIBIT R-3 (continued)
Opportunities (selected) (continued)
Capitalize on Iowa City target markets such as seniors, students and the daytime marketplace
(2500+ employees) with special discount or other campaigns to attract more shoppers.
Downtown needs a parking map. Downtown can work to overcome the parking concerns by
promoting FREE parking during key events like the Jazz Festival.
Cluster marketing needed: ex, a map of boutiques. Lucky Magazine (8/07) features 9 downtown
Iowa City businesses and includes such a map.
Need a map of specialty businessees-apparel, gift and others.
Downtown Iowa City needs branding and promotion campaign emphasizing its identity as the
eclectic and vibrant center of activity for the region.
RETAIL DEMAND
This section provides estimates of existing retail leakage and potential future market
demand for retail uses in the Iowa City market area. Retail demand generated by local
and greater market area residents, visitors and students is considered here.
A. Existing Retail Balance
Retail MarketPlace data prepared by ESRI Business Information Solutions weighs
estimated retail sales against estimated demand to help gauge how well a defined
market area is currently meeting its retail potential. Retail 'supply' is based on estimates
of actual retail sales using the Census of Retail Trade and a variety of other business and
government databases. Retail 'demand' represents the expected amount spent by
market area residents for various retail goods and services, based upon consumer
expenditure patterns derived from the U.S. Consumer Expenditure Survey.
When estimated retail demand exceeds supply, a leakage presumably occurs, causing
consumers to look outside of the market area for retail goods and services. A surplus,
conversely, suggests that supply exceeds demand and that certain business categories
are importing sales from shoppers who live outside the market area. It is important to
note that the data only reflects potential spending from resident shoppers and does not
include spending from visitors and employees working but not living in the market area.
In reality, the consumer marketplace is quite fluid. Even if goods are locally available,
priced appropriately and of good quality, local shoppers will always do a certain
amount of shopping away from home, including catalogue and Internet purchases.
However, the leakage/surplus factor provides a reasonable indication of the availability
of goods in the local market.
Exhibit R-4 shows a leakage of sales in one business category in the local retail market
area and four business categories in the greater retail market area. In the local retail
market area, there is a leakage of $3,418,142 in general merchandise stores, which
translates into 15,825 square feet of retail space, assuming average sales of $216 per
square foot, the standard provided by the Urban Land Institute.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 85
Apparent surpluses in the other retail categories at the local level are likely due to the
numerous retail offerings of downtown Iowa City and Coralville in comparison to the
surrounding areas. Residents of Johnson County living outside the local retail market
area may travel there to shop and dine, leading to the large surpluses in Food Service &
Drinking Places (-$56.0 million), Clothing & Accessories (-$49.5 million) and Sporting
Goods, Hobby, Book & Music Store (-$46 million) business categories.
The gap between estimated sales and demand is more pronounced in the greater retail
market area. Exhibit R-4 shows that as much as $81.0 million in potential sales is leaking
outside of the greater retail market area. The largest leakages occur in the Food &
Beverage Store ($65.7 million) and Furniture & Home Furnishings Stores ($10.1 million)
business categories. This level of sales leakage would potentially support an estimated
243,822 square foot of retail space.
In terms of businesses that are well supplied in the greater retail market area, Sporting
Goods, Hobby, Book & Music Stores and Health & Personal Care Stores lead with an
estimated $79.4 million combined surplus. Note, however, that these figures only reflect
the difference in actual and potential sales generated by residents of the Iowa City
market areas. Because of the heavy influence of visitors to the Iowa City area, it is
possible that additional retail sales may be supported in selected segments of these retail
categories.
Marketek estimates that downtown Iowa City could capture as much as 30% of sales
leakage occurring in the local retail market area and 20% occurring in the greater retail
market area. These captures result in an immediate potential demand of 19,807 square
feet of supportable retail space downtown. Note that sales leakage from Food &
Beverages Stores in the greater retail market area is not included in this immediate
potential demand figure as demand for these goods is derived primarily from nearby
residents (Le., residents of the Local Retail Market Area only).
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 86
Supply Demand Difference
NAICS [Retail Sales) [Potential) [Leakage/Surplus)
Local Retail Market Area
442: Furniture & Home Furnishings Stores $23,235,842 $22,088,999 -$1,146,843
443: Electronics & Appliance Stores $28,393,282 $21,732,171 -$6,661,111
444: Building Materials, Garden Equip. & Supply Stores $46,900,488 $24,362,575 -$22,537,913
445: Food & Beverage Stores $154,673,556 $136,146,614 -$18,526,942
446: Health & Personal Care Stores $63,963,199 $22,136,743 -$41,826,456
448: Clothing & Clothing Accessories Stores $93,643,623 $44,092,039 -$49,55 1 ,584
451: Sporting Goods, Hobby, Book & Music Stores $61,107,352 $15,090,073 -$46,017,279
452: General Merchandise Stores $141,552,731 $144,970,873 $3,418,142
453: Miscellaneous Store Retailers
[florist, office supplies, gift stores, etc.) $28,945,922 $9,964,222 -$18,98l,700
722: Food Services & Drinking Places $182,265,280 $126,213,114 -$56,052,166
Total Leakage $3,418,142
Estimated Supportable Square Footage 15,825
Greater Retail Market Area
442: Furniture & Home Furnishings Stores $32,243,071 $42,319,088 $10,076,017
443: Electronics & Appliance Stores $35,790,754 $39,928,644 $4,137,890
444: Building Materials, Garden Equip. & Supply Stores $66,706,041 $50,757,461 -$15,948,580
445: Food & Beverage Stores $186,089,976 $251,815,151 $65,725,175
446: Health & Personal Care Stores $81,168,234 $42,241,498 -$38,926,736
448: Clothing & Clothing Accessories Stores $102,246,012 $78,351,092 -$23,894,920
451: Sporting Goods, Hobby, Book & Music Stores $66,069,758 $25,608,670 -$40,461,088
452: General Merchandise Stores $274,693,139 $267,045,818 -$7,647,321
453: Miscellaneous Store Retailers
[florist, office supplies, gift stores, etc.) $38,844,584 $19,131,959 -$19,712,625
722: Food Services & Drinking Places $226,984,721 $228,002,557 $1,017,836
Total Leakage $80,956,918
Estimated Supportable Square Footage 243,822
Source: ESRI BIS; Marketek
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 87
B. Local and Greater Resident Market Demand
The methodology for estimating statistical market support for retail space in the Iowa City
resident market areas is displayed in Exhibits R-5 through R-10. This methodology applies
expenditure potential1 by type of merchandise to market area population figures in
order to obtain potential sales volume for trade area residents. Potential sales are
divided among five merchandise and service categories: shopper's goods,
convenience goods, food & beverages, personal services and other retail expenditures.
Note that gas and auto-related sales and service are not included as these are not retail
sales typically desired in the downtown business district. Exhibit R-5 defines the types of
goods and services within several of these categories. For instance, "apparel" includes
women's apparel, men's apparel, children's apparel, footwear, watches and jewelry.
EXHIBIT R-5
SUMMARY OF MERCHANDISE AND SERVICE CATEGORIES
Merchandise/Service
Category
Types of Goods/Services
Apparel
Women's Apparel, Men's Apparel, Children's, Footwear,
Watches & Jewelry
Home Furnishings
Furniture, Floor Coverings, Major and Small Appliances,
Household Textiles, Floor Coverings, PC Software and
Hardware, Housewares, Dinnerware, Telephones
Home Improvement
Maintenance and Remodeling Materials, Lawn & Garden,
Hardware
Misc. Specialty Retail
Pet Care, Books & Periodicals, Sporting Equipment, Toys &
Hobbies, Video Cassettes & Games, TV /VCR/Cameras,
Audio Equipment, Luggage, Eyeglasses
Groceries
Food at Home, Nonalcoholic Beverages at Home,
Alcoholic Beverages, Smoking Products
Restaurants
Food Away From Home, Alcoholic Beverages
Entertainment
Admission to Movie/Theater/Opera/Ballet, Recreational
Lessons, Participation in Clubs
Personal Services
Shoe Repair, Video Rental, Laundry & Dry Cleaning,
Alterations, Clothing Rental & Storage, Watch & Jewelry
Repair, Photo Processing & Supplies, Child Care
Source: ESRI BIS
1 Consumer spending is estimated from the Bureau of Labor Statistics' Consumer Expenditure (CEX) Surveys. The
CEX surveys hove been used for over 0 century to provide data to study consumer spending and its effect on
gross domestic product.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 88
Exhibit R-6 depicts potential retail sales for the Iowa City local retail market area for the
2007-2017 time frame. Estimates of sales per square foot of store space derived from the
Urban Land Institute's Dollars and Cents of Shopping Centers are used to convert
adjusted potential sales to supportable space estimates. In Exhibit R-6, for example, in
the case of apparel, potential sales of $73,368,562 in the local market area at sales per
square foot of $209 will support 351,046 square feet devoted to this type of merchandise.
Note that throughout the demand analysis, demand generated by the greater retail
market area encompasses that generated by the local retail market area.
Exhibit R-6 shows that in 2007, there is the potential for approximately 2,441,567 square
feet of retail space based on potential expenditures of residents who reside full-time in
the Iowa City local retail market area. That is, local retail market area residents have the
potential to generate sales demand that will support 2,441,567 square feet of retail
space. However, these potential expenditures by residents may occur outside of the
trade area if desirable goods and services are not available locally.
Exhibit R-6 also conveys the same analysis for 2012 and 2017. By 2012, potential local
trade area sales of $642.6 million will support 2,598,179 square feet of retail space,
growing to $683.8 million by 2017 with 2,764,836 square feet in retail space potential.
Spending Target 2007 2012 2017
Merchandise or per Sales* Retail Potential Retail Potential Retail Potential
Service Category Hhold ($/SF) Soles Space (SF) Soles Space (SF) Soles Space (SF)
Apparel $2,128 $209 $73,368,562 351 ,046 $78,074,702 373,563 $83,082,713 397,525
Home Furnishings $1,371 $199 $47,283,418 237,605 $50,316,358 252,846 $53,543,842 269,065
Home Improvement $820 $140 $28,277,217 201,980 $30,091,026 214,936 $32,021,180 228,723
Misc. Specialty Retail $1,946 $216 $67,116,201 310,723 $71,421,292 330,654 $76,002,527 351 ,864
Shoppers Goods $216,045,398 1,101,354 $229,903,378 1,171,999 $244,650,261 1,247,176
Grocery $5,509 $390 $189,982,693 487,135 $202,168,911 518,382 $215,136,799 551 ,633
Health & Personal Care $1,357 $365 $46,790,627 128,193 $49,791,957 136,41 6 $52,985,804 145,167
Convenience Goods $236,773,320 615,329 $251,960,868 654,798 $268,122,603 696,799
Restaurants $3,438 $263 $118,573,914 450,851 $126,179,699 479,771 $134,273,348 510,545
Entertainment $383 $90 $13,194,651 146,607 $14,041,006 156,011 $14,941,650 166,018
Personal Services $558 $151 $19,241,308 127,426 $20,475,519 135,599 $21,788,898 144,297
Total $603,828,591 2,441,567 $642,560,470 2,598,179 $683,77 6,7 60 2,7 64,836
IFive Year Net Gain $38,731,879 1 156,6111 $41,216,290 I 166,6571
* Target soles are bosed on the Urban Land Institute, "Dollars and Cents of Shopping Centers."
Sources: ESRI BIS; Urban Land Institute; Marketek, Inc.
@ 2007 by Marketek, Inc.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 89
Exhibit R-7 displays potential retail sales for the greater market area through 2017. In
2007, there is the potential for approximately 4,554,673 square feet of retail space based
on potential expenditures of residents who reside full-time in the greater retail market
area. That is, greater trade area residents have the potential to generate sales demand
that will support 4,554,673 square feet of retail space. As in the case of the local market
area, these potential expenditures may occur outside of the trade area if desirable
goods and services are not available.
By 2012, potential greater trade area sales of $1.2 billion will support 4,935,863 square feet
of retail space, growing to $1.3 billion by 2017 with 5,348,956 square feet in retail space
potential.
The net gain in both potential sales and square feet from 2007-2017 for the local and
greater trade areas appears in five-year increments in the last rows of Exhibit R-6 and R-7.
By 2012, growth in the residential population of the greater retail trade area could
support an increase of 381,190 square feet in retail space demand, with 156,611 square
feet of space supported by the local market area. By 2017, an additional 413,093 square
feet could be supported by population increases in the greater market area, with
166,657 square feet supported by local market area residents.
Spending *Target 2007 2012 2017
Merchandise or per Soles Retail Potential Retail Potential Retail Potential
Service Category Hhold ($/SF) Soles Space (SF) Soles Space (SF) Soles Space (SF)
Apparel $2,271 $209 $133,423,742 638,391 $144,590,258 691,819 $156,691,323 749,719
Home Furnishings $1,511 $199 $88,77 6,202 446,112 $96,206,071 483,448 $104,257,761 523,908
Home Improvement $1,025 $140 $60,249,939 430,357 $65,292,384 466,374 $70,756,842 505,406
Misc. Specialty Retail $2,118 $216 $124,453,178 576,172 $134,868,929 624,393 $146,156,395 676,650
Shoppers Goods $406,903,062 2,091,032 $440,957,641 2,266,034 $477,862,321 2,455,684
Grocery $5,998 $390 $352,454,892 903,730 $381,952,588 979,366 $413,919,010 1,061,331
Health & Personal Care $1,503 $365 $88,300,81 0 241,920 $95,690,891 262,167 $103,699,465 284,108
Convenience Goods $440,755,701 1,145,651 $477,643,480 1,241,532 $517,618,475 1,345,439
Restaurants $3,651 $263 $214,536,368 815,728 $232,491,371 883,998 $251,949,066 957,981
Entertainment $414 $90 $24,312,016 270,134 $26,346,740 292,742 $28,551,755 317,242
Personal Services $596 $151 $35,051,640 232,130 $37,985,186 251,558 $41,164,247 272,611
Total $1,121,558,786 4,554,673 $1,215,424,418 4,935,863 $1,317,145,863 5,348,956
1 Five Year Net Gain $93,865,632 1 381,1901 $101,721,445 1 413,0931
* Target soles are bosed on the Urban Land Institute, "Dollars and Cents of Shopping Centers."
Sources: ESRI BIS; Urban Land Institute; Marketek, Inc.
@ 2007 by Marketek, Inc.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 90
The share of potential supportable space that downtown Iowa City can ultimately
support will depend on the success of implementing a comprehensive development
program that includes a wide variety of retail, entertainment, housing and office uses. In
other words, a passive or segmented approach to redevelopment would likely result in
downtown achieving less than its estimated potential.
Based on the assumption that a comprehensive program is underway, Marketek
estimates that over the next ten years downtown can capture between 24% and 27% of
the increase in potential local retail market area retail expenditures, translating into
82,878 square feet of retail space (see Exhibit R-8). Marketek also estimates that
downtown Iowa City has the potential to capture between 18% and 20% of the increase
in greater retail market area expenditures over the next ten years, representing a total of
149,284 square feet of retail space. Capture rates are primarily based on Marketek's
experience in similar shopping districts throughout the nation, downtown's current
retail/restaurant and entertainment potential relative to the Retail Market Area and
downtown's competitive advantages as development continues.
The following summarizes the distribution of demand for new space among shoppers
goods, convenience goods, restaurant, entertainment and personal service retail
categories.
· Shoppers goods account for the largest share of space demanded. Over the next ten
years, downtown could capture 82,536 square feet of retail space supported by
greater retail market area resident expenditures, with 37,591 square feet (or 46% of
that) supported by local retail market area residents. Types of stores that would fall in
this category include clothing stores, home furnishings, electronics, pet supplies,
hardware and garden supplies.
· Marketek estimates that downtown Iowa City could potentially capture 22,100 square
feet of convenience goods space supported by local retail market area resident
expenditures over the next ten years. This level of potential demand could
accommodate a market with prepared foods, small-scale grocery store and/or a
drug store/pharmacy. The primary target market for convenience goods in
downtown will be nearby residents since consumers are typically willing to travel only
a few miles from home for most convenience goods and services. For this reason,
additional demand for convenience goods from the greater retail market area is not
included.
· Downtown should be able to capture 19% of the increase in restaurant sales and 28%
of the increase in entertainment sales in the greater retail market area by 2017,
resulting in additional demand of approximately 27,085 square feet of restaurant
space and 13,002 square feet of entertainment space. Estimated demand is based
upon the assumption that by the year 2017, downtown Iowa City will have established
itself as an expanded mixed-use commercial center with a wide variety of specialty
shopping, entertainment, new housing and office uses. Primary target markets for
restaurants and entertainment are local and greater retail market area residents,
visitors, students and people who work at nearby businesses.
· Over the next ten years, the downtown could capture 27% of personal service space
supported by local retail market area resident expenditures, resulting in 4,561 square
feet of supportable personal service space. Similar to convenience goods, the
primary market for personal services will be those living close to or working downtown.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 91
Merchandise/Service New Supportable Retail Space in Downtown Total New Supportable
2012 2017 Downtown Retail Space
Category Supported By Supported by Supported By Supported by Supported Supported
Local Area Greater Area Local Area Greater Area By Local By Greater
Capture Sq Ft Capture Sq Ft Capture Sq Ft Capture Sq Ft Area Area
Shoppers Goods
Apparel 29% 6,465 26% 13,980 31% 7,430 29% 16,528 13,895 30,508
Home Furnishings 20% 3,047 18% 6,588 22% 3,501 19% 7,789 6,548 14,377
Home Improvement 22% 2,846 17% 6,154 24% 3,271 19% 7,275 6,116 1 3,430
Misc. Specialty Retail 26% 5,133 23% 11,099 28% 5,899 25% 13,122 11,031 24,221
Subtotal 25% 17,490 22% 37,822 27% 20,101 24% 44,714 37,591 82,536
Convenience Goods
Grocery 24% 7,594 10% 7,594 26% 8,702 11% 8,702 16,296 16,296
Health & Personal Care 33% 2,705 13% 2,705 35% 3,100 14% 3,100 5,804 5,804
Subtotal 26% 10,298 11% 10,298 28% 11 ,802 11% 11,802 22,100 22,100
Restaurants 22% 6,362 18% 12,289 25% 7,694 20% 14,797 14,056 27,085
Entertainment 22% 2,069 25% 5,652 25% 2,502 30% 7,350 4,571 13,002
Personal Services 26% 2,125 11% 2,125 28% 2,435 12% 2,435 4,561 4,561
Total 24% 38,345 18% 68,186 27% 44,534 20% 81,098 82,878 149,284
Note: Due to the fact that demand for Convenience Goods and Personal Service businesses is derived primarily from
nearby residents, captures are bosed on exclusively Local Retail Market Area demand.
Source: ESRI; Urban Land Institute; Marketek, Inc.
@ 2007 by Marketek, Inc.
Estimates of potential retail space in downtown should be considered conservative
based on the fact that expenditures of two key markets - employees of nearby
businesses who do not live in either the local or greater retail market area and visitors -
fall outside of this model. As discussed in the Retail Target Markets chapter, more than
32,000 potential customers of downtown businesses work within a mile of the pedestrian
mall. The visitor market is addressed in the next section.
Residents of new housing developed in and close to downtown will further boost
potential demand for retail space as a major selling point of new housing will be the
ability to walk to shopping and entertainment.
In an effort to put the demand estimates into context, Exhibit R-9 shows the average size
of several types of businesses that may be appropriate for downtown. In addition to the
median size of all businesses within a particular business category, the median size of
national, local chain and independent retailers is also shown.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 92
EXHIBIT R-9
TYPICAL SIZE OF SELECTED BUSINESSES
Merchandise or Service Median National Local Indepen-
Category Chain dent
Specialty Retail
Appliances 5,956 6,292 5,911 -
Art Gallery 1,802 - 1,802 1,907
Arts/Crafts Supplies 8,928 20,957 - 3,070
Beauty Supplies 1,807 1,634 2,450 1,829
Bike Shop 3,440 - - 2,596
Bookstore 10,093 23,000 9,990 2,740
Cameras 2,000 2,000 - -
Children's Wear 3,913 4,879 3,054 2,105
Family Shoe Store 4,000 4,113 5,100 2,460
Family Wear 8,000 8,500 3,474 5,132
Gift/Cards 4,200 4,900 3,780 1,653
Hardware 13,200 13,900 - -
Home Accessories 7,595 10,215 5,365 2,462
Jewelry 1,500 1,610 1,968 1,200
Luggage 2,500 2,499 - -
Men's Clothing Store 3,500 4,319 3,065 2,750
Pet Supplies 7,995 17,600 3,201 3,200
Record/Tapes 4,464 6,178 - 2,017
Sporting Goods 8,465 22,000 4,980 2,995
Toys 7,855 12,000 - 3,344
Women's Ready to Wear 4,400 4,503 3,960 2,145
Convenience
Drugstore/Pharmacy 10,920 10,860 16,668 4,977
Supermarket 50,420 49,071 51,495 23,300
Bakery 1,990 4,000 - 1,700
Gourmet Grocery 18,000 - - -
Wine/Liquor 3,440 - 6,237 2,920
Personal Services
DaySpa 2,875 - 2,563 3,060
Women's Hair Salon 1,400 1,450 1,250 1,361
Nail Salon 1,200 - 1,200 1,200
Picture Framing 1,600 1,703 - 1,588
Health Club 10,249 9,548 5,508 10,249
Mail/Pac kagi ng/Copyi ng 1,278 1,240 - 1,236
Tailor/Alteration 950 - 900 1,035
Video Rental 6,000 6,333 4,240 4,733
Shoe Repair 855 - - 795
Drycleaners 1,800 - 1,800 1,649
Film Processing 1,252 1,600 1,304 1,150
Day Care 4,000 - - 3,901
Laundry 2,114 - 2,150 1,955
Restaurants
Restaurant with Liquor 5,204 6,669 5,600 3,362
Restaurant without Liquor 3,581 6,500 3,025 2,625
Bar/Cocktail Lounge 3,821 - - 3,821
Ice Cream Parlor 1,137 1,1 44 1,137 1,116
Coffee/Tea 1,578 1,650 1,624 1,400
Entertainment
Cinema 35,022 37,161 35,022 21,250
Source: Urban Land Institute, "Dollars and Cents of Shopping Centers"
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 93
Market area expenditure data can also be utilized to reveal what prices residents will
pay and/or the level of their discretionary income they are willing to devote to various
goods or services. The Spending Potential Index (SPI) is a measure of market activity that
denotes actual dollars spent on certain goods and services. An SPI equal to 100
indicates that consumers are buying or spending at a rate equal to the national
average; a SPI greater or less than 100 indicates that consumers are buying/spending
above or below the national average, respectively.
Exhibit R-10 shows that households in Iowa City's trade areas spend at a rate below the
national average in most categories. Spending is highest and above national averages
for school books and supplies, videos and DVD purchases and rentals, computer
hardware and software and theater, movie, ballet or opera tickets. The message for
retailers focusing on the downtown Iowa City market is to emphasize quality services and
merchandise that are reasonably priced.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 94
EXHIBIT R-1 0
SPENDING POTENTIAL INDEX OF SELECTED GOODS AND SERVICES
Iowa City Retail Market Areas
2007
Merchandise/ Spending Merchandise/ Spending
Service Category Potential Index Service Category Potential Index
Local Greater Local Greater
Area Area Area Area
Apparel 83 88 Financial Services
Men's 84 91 Investments 76 86
Women's 81 86 Auto Loans 88 98
Children's 84 92 Health
Footwear 75 79 Nonprescription Drugs 87 96
Watches & Jewelry 91 97 Prescription Drugs 73 87
Other Apparel 106 109 Eyeglasses and Contact Lenses 80 91
Computer Home
Computer/Hardware for Home 99 103 Home Improvement
Software/Accessories for Home 101 104 Maint./Remodeling Serv 67 82
Entertainment & Recreation 85 94 Maint./Remodeling Supp 66 85
Entertainment Fees & Admissions 87 94 Household Furnishings
Membership Fees 84 93 Household Textiles 86 94
Sports Participation 84 93 Furniture 86 95
Theater/Movies/Ballet /Opera 99 101 Floor Coverings 72 85
Sporting Events 92 99 Major Appliances 78 91
Recreational Lessons 78 88 Housewares 83 91
Television & Sound Equipment 91 98 Small Appliances 85 94
Cable Television 86 94 Luggage 90 96
Color Television 93 98 Telephone & Accessories 71 80
VCR/Video Camera/DVD Player 90 98 Child Care 94 99
Video Cassettes and DVDs 105 107 Lawn & Garden 69 86
Video Game Hardware/Software 103 106 Moving/Storage 101 105
Satellite Dishes 84 94 Housekeeping Supplies 84 94
Video/DVD Rental 108 109 Insurance
Audio Equipment 97 101 Homeowners/Renters 71 87
Rental & Repair of TV/Sound 103 104 Vehicle 87 95
Pets & Supplies 80 93 Life 73 87
Toys & Games 89 98 Health 76 89
Recreational Vehicles & Fees 71 89 Personal Care Products 92 98
Sports/Exercise Equip & Supplies 78 87 School Books & Supplies 153 137
Photo Equipment & Supplies 89 97 Smoking Products 94 101
Books/M agozin es/Subscrip ti ons 84 93 Transportation
Food & Beverages 89 96 Vehicle Purchases 86 97
Groceries 87 95 Gas & Oil 88 98
Bakery & Cereal Products 86 94 Vehicle Maintenance & Repair 89 97
Meats, Poultry, Fish & Eggs 85 94 Travel
Dairy Products 86 95 Air Fare 88 94
Fruits & Vegetables 87 94 Hotels/Motels 79 90
Other Foods at Home 88 97 Rental Cars 85 93
Meals at Restaurants 92 98 Food/Drink 85 94
Alcoholic Beverages 100 102
Nonalcoholic Bevs. at Home 88 96
Source: ESRI BIS
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 95
C. Visitor Market Demand
According to research conducted by the Travel Industry Association of America (TIA) for
the state of Iowa, shopping consistently tops the list of activities for the state's visitors,
noted by 23% of visitors surveyed in 2005, followed by dining (21.3%), entertainment
(15.2%), touring (10%), and sports events (8.4%). The average household expenditure per
leisure trip in 2005 among Iowa visitors surveyed was $243. Average party size was 2.04
and average length of an overnight trip was 2.31 days.
Domestic travelers directly spent nearly $5.4 billion in Iowa during 2005, up 7.0 percent
from 2004. TIA expenditure estimates are based upon travel defined as activities
associated with all overnight trips away from home in paid accommodations and day
trips to places 50 miles or more, one way, from the traveler's origin.
Within Johnson County, visitor spending has grown steadily from $193 million in 2000 to
over $244 million in 2005. During this time period visitor spending increased 5.3% on an
average annual basis. Exhibit R-11 presents a straight line projection of visitor spending
using the 5.3% growth rate. With that assumption, county-wide spending should reach
$271.2 million in 2007, growing to $351.7 by 2012 and $456 million by 2017.
$500.00
$450.00
.
$400.00 .
,.
,.
- $350.00 ,.
III
l: .
,g $300.00 . '
"E ,. '
l: $250.00
-=-
C) $200.00
l:
'C
l: $150.00
~
a.
(I)
$100.00
$50.00
$0.00
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
~Actual - . - Projected
Source: Travel Industry Association for Iowa Tourism Division; Marketek, Inc.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 96
The Travel Industry Association's research for the Iowa Tourism Division, national visitor
spending patterns and Marketek's understanding of the local visitor market were used to
establish the distribution of visitor spending among two key spending categories:
Food/Restaurants and Retail. Exhibit R-12 depicts the distribution of projected visitor
spending by commodity purchased for 2007, 2012 and 2017. Spending is then converted
to space demand using industry standards provided by the Urban Land Institute. The net
gain in square footage space demand from growth in visitor spending is calculated for
the 2007-2012 and 2012-2017 time frames and appears in the last row. By 2012, an
additional 98,888 square feet of demand for the selected categories will be generated
countywide; by 2017 an additional 128,217 square feet of demand is projected.
Target 2007 2012 2017
Retail Category Sales Space Space Space
[$/SF) Spending (SF) Spending (SF) Spending (SF)
Food, Beverages &
Restaurants $327 $51,536,906 157,605 $66,822,366 204,350 $86,641,378 264,958
Retail $216 $37,974,562 175,808 $49,237,533 227,952 $63,841,016 295,560
Total $89,511,468 333,413 $116,059,898 432,301 $150,482,394 560,519
Five Year Net Gain $26,548,430 $34,422,496
Note: Food, Beverages & Restaurants make up 19% of visitor spending and Retail makes up 14%.
The remaining 67% of spending is in Hotels & Lodging (50%) and Arts & Entertainment (17%).
Source: Iowa Tourism Division, Marketek, Inc.
Downtown Iowa City is well positioned to capture a large share of this spending as many
visitor attractions are in or near the downtown. Downtown also offers a critical mass of
unique shopping and dining experiences that are highly attractive to the visitor market.
For these reasons, downtown should be able to capture 50% of anticipated new visitor
spending on food, beverages & restaurants and on retail goods, resulting in the potential
for 53,677 square feet of new restaurant space and 59,876 square feet of new retail
space by 2017. Combined, total new downtown space supported by visitor spending
has the potential to reach 113,553 square feet by 2017.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 97
D. Student Market Demand
As described in the Student Market section of the first chapter (Retail Target Markets),
Marketek estimates that 3,653 college students not included in the local or greater
residential market are potential patrons of shops and restaurants in Iowa City and
Coralville.
A Harris research poll conducted in 2002 found that the average college student has
about $287 to spend on discretionary items per month, or about $3,444 per year. Based
on this figure, the non-resident student market has the potential to spend an estimated
$12,580,932 annually on apparel, entertainment, food at restaurants and other
miscellaneous retail goods.
The degree to which downtown Iowa City captures this demand, and additional
demand created as university enrollment increases, depends on its ability to offer
retailers and restaurants attractive and affordable to students. The Harris poll noted that
students nationwide spend more than $11 billion a year on snacks and beverages, $4
billion on personal care products and $3 billion on CDs. The final chapter of this report
suggests retailers that fit the student market and provides recommendations for
increasing their presence in downtown.
POTENTIAL DOWNTOWN RETAIL DEVELOPMENT
Exhibit R-13 provides a snapshot of total potential supportable retail demand in
downtown Iowa City over the next 10 years. Growth from the resident market and the
visitor market combined results in potential demand for 282,644 square feet of retail,
restaurant and entertainment development. Note that both restaurant and grocery
demand for visitors is included in the category of Food/Beverage/Restaurants as defined
by the Travel Industry Association.
Downtown Iowa City's success in capturing this opportunity will be strongly influenced by
a number of factors including the commitment to quality, new development in the urban
core (including office and residential), property redevelopment, aggressive marketing,
and strong management of the downtown business district. These elements are
explained more fully in the final chapter of this report.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 98
EXHIBIT R-13
SUMMARY OF POTENTIAL SUPPORTABLE SPACE
Downtown Iowa City
2007-2017
Existing Resident Visitor Total
Retail Category Demand (SF) 1 Demand (SF)2 Demand (SF)3 Demand (SF)
2007 2007-2017 2007-2017 2007-2017
Shoppers Goods 19,033 82,536 53,677 155,246
Convenience Goods 0 22,100 NA 22,100
Restaurants 774 27,085 NA 27,859
Entertainment 0 13,002 NA 13,002
Personal Care 0 4,561 NA 4,561
Food, Bev. & Rest. NA NA 59,876 59,876
ITotal (SF) 19,807 149,284 113,553 282,644
1. From Retail Demand Section A: Existing Retail Balance.
2. From Retail Demand Section B: Local and Greater Resident Market Demand.
3. From Retail Demand Section C: Visitor Demand.
Source: Marketek, Inc.
e lI'Iar...ete...
RETAIL MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 99
CHAPTER 4
HOUSING MARKET
ANAL YSIS
PROFILE OF RESIDENTIAL MARKET
This section provides a demographic profile of households making up downtown Iowa
City's residential market area, or the geographic area from which the majority of
potential residents of new downtown housing will emanate. The residential market area
is based on the location of existing competitive supply and geographic or man-made
boundaries and is defined as a 20-mile radius from the intersection of Washington and
Dubuque streets (see map below).
The delineation of this market area is not meant to suggest that prospective residents of
downtown housing will be drawn solely from this geographic area. Because of Iowa
City's national prominence, competitive assets and ongoing and proposed
development activity, prospective residents will also be drawn from outside of the local
market area.
Iowa City, Iowa
Residential Market Area
~) I .... ", "f',:?: .,~.. I( , . . . - -- ,.lo",~". " :J~
ijwlrirrr- -~~llr/rins-" '~A....f;...;;; "1~,1 T~. ji~, i ':1 " .~'-=:-:-:./ "n~61
P."nh1" . ..} ._<.....!. . '0:.. ""~J]1'i"""" - ',t~ I ~
. . .JI-'~":"'-f1Fj1' . ~, ,( .... -.., ....:.~ ,"1'\ ~
I ':":...i~ I" \:O.f:l_..' ',~~'''',$: .";-~
Ced~f; ~.. s.~t ,,~ i 'x, _ . I i
EO< '9:------- ..r-::.!'i.,.,,~;l a "\ ~~'-->--3;Z- -:.~-------.-~
. -----'.....- , C(Xlnt)'.. E<l~ H~ .jri' ~", lir..Y.i..... 1\<001.-.- StqJr.' P.,rt. [ "'- _ - -'. r;~_ _
../ -......",. ../ ~.
I h;/ r .EI~, j I
~ " C;O_1I1ty 1-1'...1' f.: i \" ('.,
til 1 " ~ "
r"-\. I I",,:, ", '.11. ~-.~ 11 ~,
".r-fJs.:t-. , t;r;5~ ~C~.!!I-"....J:1w.l! Flu .,~ -;h^": ",: ~~oi~n C€tjar
) '.~B>.--;.. - - "T' . f", ._ COIJII/L Hw'l _ 8, . '1
a.:J.{I!'~ .'.... . -J~~ " 'f T..~
"..~:.o~"'Et1 -i ,,~~ 0 /' J ..."l ~'J' '-. J~ on
. ..--' ~.~~ ! . ~." Iowa " . "'ti-"', Q~ ',: ....'3S~~
. I 1 ,0.>.... ""' 1Io ,1 a ',-"
/ -"".:-..... . . (. ~W> ~ It....
'.,'.j:':'j",. ,,,,... CO ,"- ~ C~t;I 'J ~)' I
"r~ ~.>r';ffi,,' 'X}.../ ~ 1 "f
.. ~ ~.l ~
.... .CCl.l!l.tl~5_ J -~i w~~n stl~~.bl"~~ '\\~-
U'" 1~::4 ".:. lit' .....> "" ,
I .' .-,". 'Tr' I"'~ .....~.,.., ...... '.
S(l.l!ll~~ 1trr.',.F~2'~ ..;.;,.... ,. I '.~ ~\ '. , '....
..' ",~'J~ /C.f \:~I; .'....., '. '. ",'
.~. ,'- /.CQ~Dt"!'..HW\'{6;! J., "~ weMli)pr.rlY ''f;'
. - ----;.."Zl~ . .
J' (>IJ11 t'j.t1 WI' F~7 [ ,.$-
~ " .. I 1115L1I~J [i,.~ )0)~,
._ .,.....:.~~aJOJ..-r-.....Ri't(J;,ij ti . NklwJ$---i
rI Lt>fT~ Trllo, '
.............:~.~!-I:l(;:Ilil ~
,:/ :oX.
("- -"y.J
. ID' _ eoulrt~ H.-rJ~:2&...~
-.. l-'~. --,-.... 'S{~~
Jr.,'
c()nL'5Vi!I~, ~lbt1.S1 , ,....,
t . 7~/
:j-../ /;'/
-=- ....,...1:\ ' -
-"~'J
~
_ 'l)""
~
,..,
~
J:
;:.,
i
r.>
1":-;
:r.
I
/;1~)
"'T .
" ~. ,.....C0IDl11'Jh\i,v.G2
.1 I..
---:':"_--..~.._ ':l" 1,...'3~11r1l;iJ:J11 ...)
West:.CtJe" tel' ." -
T.
CS;
':'Ii
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 101
A. Population and Household Growth
As Exhibit H-1 shows, the residential market area contains an estimated 63,982
households and 158,204 residents as of 2007. The household growth rate in the residential
market area since 1990 outpaced that of the state with an annual average of 2.34%
compared to 0.83% statewide. Population in the residential market area grew by an
annual average of 1.63% since 1990, compared to 0.54% statewide.
Although household and population growth rates are expected to slow in both
geographies for the 2007-2012 period, projected growth rates for the residential market
area remain well above those of the state. Forecasts indicate that an average of 1,064
new households will enter the residential market area annually for the next five years,
bringing the number of households to 69,304 by 2012. Market area population is
projected to reach 169,243 in 2012 and the average household size should remain
steady at 2.3.
EXHIBIT H-1
POPULATION & HOUSEHOLD GROWTH
Iowa City Residential Market Area and State of Iowa
1990-2012
Avg. Ann. Change A vg. Ann. Change
1990-2007 2007-2012
Geographic Area
1990 2007 Number Percent 2012 Number Percent
(Estimate) (Forecast)
Residential Market Area
Population 1 23,829 158,204 2,022 1.63% 169,243 2,208 1.40%
Households 45,792 63,982 1,070 2.34% 69,304 1,064 1.66%
Avg. Household Size 2.47 2.33 -0.008 2.31 -0.004
state of Iowa
Population 2,776,755 3,030,140 14,905 0.54% 3,110,913 16,155 0.53%
Households 1 ,064,325 1,213,728 8,788 0.83% 1,253,509 7,956 0.66%
Avg. Household Size 2.52 2.41 -0.006 2.40 -0.002
Average Annual Household Growth Rates, 1990-2012
2.5%
1.5%
2.0%
1.0%
0.5%
0.0%
Residential
Iowa
.1990-2007 Avg. Ann. Change
1iI2007-2011 Avg. Ann. Change
Source: ESRI BIS; Marketek, Inc.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 102
B. Age, Income and Employment Trends
Exhibit H-2 provides a snapshot of age, income and employment trends for the
residential market area and the state of Iowa. As shown, the residential market area
tends to be younger than the state, no doubt due to the presence of University students.
Median age in the market area is 30.3 years compared to state's median age of 37.9
years.
In terms of household income, the residential market area has a greater proportion of
households with incomes below $15,000 than the state (12.3% versus 10.8%), but also has
a larger percentage of households with incomes in excess of $100,000 (19.0% versus
14.3%). The increased presence of low income households in the market area is likely
influenced by the high concentration of University students it contains. Median
household income in the market area is slightly above that of the state at $50,428.
Employment in the residential market area is heavily concentrated in the service industry
and in white collar jobs, with many residents employed in educational and healthcare
services. Service industry jobs make up 57.4% of market area employment, compared to
41.4% statewide, and white collar occupations make up 65.8%, compared to 56.5% in
Iowa.
Demographic Residential state of Demographic Charactersitic Residential state of
Charactersitic Market Area Iowa Market Area Iowa
Age Household Income
Under 15 17.0% 19.2% Under $15,000 12.3% 10.8%
15 to 24 23.2% 15.0% $15,000 to $34,999 21.8% 22.9%
25 to 34 16.1% 12.3% $35,000 to $49,999 15.5% 17.0%
35 to 44 12.8% 13.2% $50,000 to $74,999 18.9% 22.4%
45 to 64 22.5% 26.0% $75,000 to $99,999 12.5% 12.6%
Above 64 8.4% 14.3% $100,000 and Above 19.0% 14.3%
Total Number 158,204 3,030,140 Total Number 63,982 1,213,728
Median Age 30.3 37.9 Median Income $50,428 $49,331
Employment by Industry Employment by Occupation
Services 57.4% 41.4% White Collar 65.8% 56.5%
Retail Trade 11.4% 12.3% Blue Collar 18.7% 27.9%
Manuf./Const. 14.0% 21.5% Services 15.6% 15.6%
Information/FIRE 7.7% 8.9% Total Number 91,127 1,575,837
Other 9.5% 15.8%
Total Number 91, 1 27 1,575,837
Source: ESRI BIS
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 103
To understand how household income relates to householder age, Exhibit H-3 provides
income distributions by age. For householders under age 25, which includes most
University of Iowa students, household incomes are concentrated below $15,000 (37.6%
of households) and from $15,000 to $24,999 (23.5% of households).
The $50,000 to $74,999 income bracket is the most populated for remaining age groups.
Twenty-one percent (21.3%) of householders age 25 to 34 have household incomes
between $50,000 and $74,999 and another 20.9% have incomes from $35,000 to $49,999.
For householders age 35 to 44, just under a quarter (24.1 %) have household incomes
between $50,000 and $74,999; seventeen percent (16.5%) have incomes from $75,000 to
$99,999. As the Creative Cluster Analysis (Chapter 7) discusses, these age groups will be
important markets for newly developed downtown housing as Iowa City strives to attract
members of the creative class.
The highest income age group is householders between 45 and 64 - 21.1% have
household incomes between $50,000 and $74,999; 18.1 % have household incomes
between $75,000 and $99,999 and 19.4% have household incomes between $100,000
and $149,999. Household incomes are most evenly distributed for householders age 65
and over - each of the five lowest brackets contain about 15% of households.
EXHIBIT H-3
AGE BY INCOME PROFILE
Residential Market Area
2007
Householder Age
Household Income
Under 25 25-34 35-44 45-64 65 and Over
Under $15,000 37.6% 12.8% 5.8% 4.4% 14.2%
$15,000 to $24,999 23.5% 12.3% 6.7% 6.0% 15.7%
$25,000 to $34,999 14.6% 12.9% 8.7% 6.6% 14.8%
$35,000 to $49,999 14.6% 20.9% 15.8% 12.4% 15.0%
$50,000 to $74,999 5.3% 21.3% 24.1% 21.1% 16.3%
$75,000 to $99,999 1.9% 10.5% 16.5% 18.1% 7.6%
$100,000 to $149,999 1.3% 7.6% 13.8% 19.4% 9.1%
$150,000 to $199,999 1.0% 0.8% 3.9% 5.8% 4.4%
$200,000 and Above 0.3% 0.8% 4.7% 6.2% 2.9%
Total Households 8,808 13,830 11,450 21,303 8,586
Source: ESRI BIS
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 104
Household Income by Householder Age
40.0%
35.0%
'" 30.0%
"C
0
..r:: 25.0%
~
'"
::)
0
:I: 20.0%
'0
-
l: 15.0%
~
u
Iii
f1. 10.0%
5.0%
0.0%
Under
$15,000
Source: ESRI BIS
$15,000 to $25,000 to $35,000 to $50,000 to $75,000 to $100,000 $150,000
$24,999 $34,999 $49,999 $74,999 $99,999 to to
$149,999 $199,999
~Under 25 _25-34 -'-35-44 _45-64 ~65 and Over
$200,000
and
Above
C. Community Tapestry Segments
As described in the Retail Target Markets chapter, ESRI Business Information Solutions
categorizes neighborhoods throughout the nation into 65 market segments sorted by a
variety of demographic and socioeconomic characteristics and other determinants of
consumer behavior.
The top ten market segments in the Iowa City residential market area appear in Exhibit H-
4. As shown, the two largest market segments are Aspiring Young Families and
Enterprising Professionals with 13.8% and 10.9% of households, respectively. While the
residential preferences of the former segment favor single family detached homes or
townhouses, the latter enjoy living in newer, higher density housing and prefer to own
rather than rent. Other top market segments whose members tend to live in high density,
mixed-use environments are College Towns, Metropolitans, Young and Restless and In
Style. For detailed descriptions of Tapestry market segments, refer to Appendix 1-A.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 105
EXHIBIT H-4
TAPESTRY MARKET SEGMENTS
Residential Market Area
2007
Market Segment
1 Aspiring Young Families
2 Enterprising Professionals
3 Crossroads
4 Dorms to Diplomas
5 College Towns
6 Metropolitans
7 Young and Restless
8 Exurbanites
9 In Style
10 Green Acres
Total Households
Source: ESRI BIS; Marketek, Inc.
RESIDENTIAL SUPPLY
Percent
of HHs
13.8%
10.9%
7.6%
7.3%
6.9%
6.3%
5.8%
5.7%
4.6%
4.4%
46,899
This section provides an overview of the existing Iowa City area housing market and the
residential product currently available in or planned/ proposed for downtown. The
summary of local housing characteristics, together with assessments of the local for-sale
and rental market, is intended to shed light on where the community's housing market is
currently positioned in order to adequately plan for future downtown residential
development.
A. Existing Housing Profile
Exhibit H-5 summarizes the characteristics of the existing housing supply in the City of
Iowa City, the residential market area, the Iowa City MSA and the state of Iowa. As
shown, Iowa City has a greater proportion of renters than owners, while in the state of
Iowa nearly three-quarters of households are homeowners. The high percentage of
rental housing in Iowa City is due to the prevalence of households composed of
University students, who typically rent their apartments or homes, and of young
professionals/recent graduates that rent.
Median rents in the city, the residential market area and the MSA are higher than in the
state. Similarly, median home values are significantly higher in the city, the market area
and the MSA than statewide. Regardless of geography, detached single-family units
compose the largest share of housing, followed by structures with ten or more units.
Mobile homes make up 4.4% of housing units in Iowa City, 7.9% of those in the market
area, 6.8% of those in the MSA and 4.9% of units statewide. In all geographies except the
city the share of mobile homes is higher than the share of single family attached units.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 106
Housing Characteristic City of Residential Iowa City state of
Iowa City Market Area MSA Iowa
Occupied Units (2007) 27,570 63,983 59,863 1,213,728
Owner-Occupied 48% 62% 61% 74%
Renter-Occupied 52% 38% 39% 26%
Owner-Occupied Unit Value (2007)
Median $170,076 $161,265 $16l,797 $113,209
Average $194,229 $193,241 $194,627 $139,871
Contract Rent (2000)
Median $507 $514 $487 $383
Average $549 $597 $516 $397
Units in structure for Occupied Units(2000)
Single Family Detached 42.3% 54.3% 54.1% 75.3%
Single Family Attached 5.6% 5.6% 5.8% 2.2%
2-4 Units 10.7% 8.5% 8.7% 6.7%
5-9 Units 11.0% 7.6% 7.8% 3.5%
10+ Units 26.0% 16.1% 16.8% 7.4%
Mobile Home 4.4% 7.9% 6.8% 4.9%
Other 0.0% 0.0% 0.0% 0.0%
Median Year Occupied Units Built (2000) 1973 1974 1973 1959
Source: ESRI BIS
Exhibit H-6 reveals that the number of building permits issued for residential units
statewide increased on average less than 1 % annually between 1994 and 2006. While
permits for single family units increased at an average annual rate of 2.5%, multifamily
permits declined an average of 123 units annually.
In Iowa City, the number of permits issued declined regardless of unit type, going from
569 in 1994 to 293 in 2006. As the graph in H-6 shows, the number of single family units
permitted peaked at 209 in 1999 and the number of multifamily permits peaked at 546 in
2003. Trends are similar in the MSA, with both single and multifamily permit numbers
peaking in 2003.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 107
e lI'Iar...ete...
EXHIBIT H-6
RESIDENTIAL BUILDING PERMITS ISSUED
City of Iowa City, Iowa City MSA and State of Iowa
1994-2006
Unit Type
Avg.AnnualChange
1994-2006
Number Percent
1994
2006
City of Iowa City
Single Family Units
Multifamily Units
Total Units Permitted
206
363
569
137
156
293
-6 -2.8%
-17 -4.8%
-23 -4.0%
7 1.0%
-14 -2.6%
-8 -0.6%
196 2.5%
-123 -2.7%
74 0.6%
Iowa City MSA
Single Family Units
Multifamily Units
Total Units Permitted
644
538
1,182
722
368
1,090
State of Iowa
Single Family Units
Multifamily Units
Total Units Permitted
7,893
4,577
12,470
10,250
3,107
13,357
Units Permitted in Iowa City
800
700
600
500
400
300
200
100
0
1994 1996
1998
2000
2002
2004
2006
_Single Family Units ~Multifamily Units -'-Total Units
Source: Iowa City Building Department; U.S. Census Bureau
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 108
B. Trends in Residential Sales
National Trends
The most recent housing cycle, which began an upward trend in the early 2000s, has
endured longer than most cycles. The cycle has been sustained by record-low
interest rates (rates declined to 45-year lows) and the prevalence of "creative"
mortgage financing.
"Exotic" mortgage loans, such as adjustable rate mortgages with low initial interest
rates, interest-only mortgages and mortgages with reduced down payments or
extended terms of 40 or 50 years, have helped drive homeownership rates in the US
from around 64% two decades ago to a peak of almost 70% in recent years. Also
called "affordability loans," these new mortgage products have gone mostly to first-
time homebuyers and borrowers with tarnished credit or spotty employment histories.
Lower rates allow homebuyers to obtain larger loans without higher monthly
payments.
In the case of adjustable rate mortgages, however, some homebuyers have faced
difficulties keeping up with monthly mortgage payments as they adjust beyond their
initial rates. In some cases troubled loans have gone into foreclosure, while in others
homeowners have opted to refinance in favor of fixed-rate mortgages. The recent
Mortgage Bankers Association National Delinquency Survey reveals that while 0.50%
of prime loans were in foreclosure in the 4th quarter of 2006, 4.53% of subprime loans
were in foreclosure. As the lower end of the mortgage market weakens, for-sale
residential development proceeds with an increased sense of caution.
During 2004 and 2005 condominium sales soared nationwide, due not only to low
interest rates but also to rising single family home costs and increasing investor
interest. In response to these market conditions, an increasing number of multifamily
builders have shifted their focus from the rental to the for-sale sector.
Despite strong sales nationwide, condominium developers were not immune to
elevating residential construction costs in 2005 and 2006. To combat rising costs,
developers scaled back proposed projects or opted to build higher-end product
targeted at affluent young singles and couples and empty nesters. There is less
sensitivity to prices as well as price-per-square-foot in these markets than in the entry-
level market.
Local Trends
As always real estate markets remain intensely local. In Iowa City, adverse effects on
the condominium market such as rising interest rates and increasing construction
costs are being mitigated somewhat as demand is bolstered by a healthy job market
and a limited supply of condominium product. Also, the adverse effects of subprime
lending have been limited in the Iowa City market where banks rather than
mortgage bankers have historically been the primary source of home loans.
As condominiums become more popular in the Iowa City area, the investor market
will expand. Investors may buy or sell a property to capture appreciation increases
(sometimes before construction is complete) or they may hold the property to rent it
out for a long term return on their investment. The most obvious reason to limit
investor activity is that in markets with high investor activity, such purchases obscure
underlying demand and can lead to overbuilding. Also, in a correction in housing
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 109
prices, heavy investing in a market will make the correction more severe because
investors will walk away faster than homeowners. If they walk away in droves, it will
drive down prices even faster. Further, builders do not want a lot of turnover; they
want stable communities with residents who want to make a long term commitment.
As shown in Exhibit H-7, home prices in the Iowa City area have increased
significantly from 2001 to the first quarter 2007. In Iowa City, the average annual
change in prices, median and average, was 5%. By 2007, median and average
prices of homes in Iowa City were $174,000 and $199,249, respectively.
Within the area, the largest average annual increases in median and average prices
of homes between 2001 and 2007 were in Coralville at 14% ($236,450) and 13%
($262,216), respectively. North Liberty also saw significant average annual increases
in median and average home prices during this period, 9% ($173,400) and 7%
($179,346), respectively.
Johnson County registered an average annual increase of 7% in median and
average prices during the years 2001-2007.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 110
Year
2001
2002
2003
2004
2005
2006
2007 (1 st Qtr)
Avg. Ann. Chg.
$250,000
$200,000
$150,000
$100,000
$50,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
Soles Price
Iowa City Coralville North Liberty Johnson County
Median Average Median Average Median Average Median Average
$134,000 $153,974 $129,950 $149,796 $114,900 $125,757 $128,500 $148,167
$140,000 $155,249 $136,450 $1 62,584 $131,888 $144,276 $136,705 $154,800
$147,500 $171,857 $145,000 $171,864 $141,650 $148,034 $145,000 $166,370
$157,608 $184,738 $159,900 $194,394 $156,247 $165,405 $157,000 $180,790
$162,900 $187,660 $166,250 $205,535 $159,900 $169,219 $1 62,000 $185,573
$165,000 $190,468 $180,000 $215,773 $152,900 $164,523 $1 62,700 $189,604
$174,000 $199,249 $236,450 $262,216 $173,400 $179,346 $180,000 $209,1 57
5.0% 4.9% 13.7% 12.5% 8.5% 7.1% 6.7% 6.9%
Median Sales Price
$0
2001
2002
2003
2004
2005
2006
2007 (Q1)
~Iowa City
_Coralville
_Johnson
-'-N. Liberty
Average Sales Price
$0
2001
2007 (Q1)
2002
2003
_Coralville
2004
2005
2006
~Iowa City
-'-N. Liberty
_Johnson
Source: Iowa City Area Association of Realtors
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 111
Exhibit H-8 displays sales of single family units in Iowa City and in the area defined as
"Iowa City, Coralville, North Liberty" for 2006. The purpose of this exhibit is to provide
a picture of where housing sales are positioned in regard to price in the Iowa City
area.
Residential sales in the Iowa City area in 2006 were concentrated in the less than
$150,000 categories. The largest proportion of sales, almost one-third, was in the
$100,000 to $150,000 range. More than a quarter of sales were in the $150,000 to
$199,999 range. Sales fall off to 14% of total sales in the $200,000 to $249,999 range
and to only 8% in the $250,000 to $299,999 range. Sales over $300,000 comprise only
10% of total sales.
EXHIBIT H-8
SINGLE FAMILY HOME SALES
Cities of Iowa City, Coralville and North Liberty
2006
Iowa City Iowa City, Coralville,
Sales Price North Liberty
Number Percent Number Percent
Under $100,000 93 9% 236 12%
$100,000 - $149,999 328 32% 619 31%
$150,000 - $199,999 263 26% 502 25%
$200,000 - $249,999 145 14% 260 13%
$250,000 - $299,999 85 8% 165 8%
$300,000 - $349,999 42 4% 88 4%
$350,000 - $399,999 29 3% 51 3%
$400,000 - $499,999 26 3% 44 2%
$500,000 - $749,999 11 1% 23 1%
$750,000 - $999,999 2 0% 3 0%
$1,000,000 and above 0 0% 1 0%
Total 1,024 100% 1,992 100%
Source: Data prepared by Kevin Hanick, Broker/Realtor, Lepic-Kroeger, Inc.
Competitive Attached For-Sale Housing Market
This section provides a summary of new condominium development (Le., non-student
attached for-sale units) in the Iowa City area.
As of September 2007, there were approximately 90 condominium units for-sale in the
Iowa City, Coralville and North Liberty areas. With a few exceptions, condominium
units in these areas have historically been characterized as "apartment style" or
"suburban style" units - Le., two-bedroom/two-bath units with prices that generally
top out at around $125,000. In 2006, more than one-half of condominium sales in
Coralville and North Liberty were less than $120,000. Sales of this type of housing
product have been strong during the past two years In the Iowa City area.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 112
"Suburban style" condominium projects currently underway include:
Elk Run Condominiums
Location:
Number of Units:
Number of Floors:
Status:
Date Sales Began:
Number of Units Sold:
Preconstruction Absorption:
Prices/Sizes:
Amenities:
Three Bull 4- Plex Development
Location:
Number of Units:
Number of Floors:
Status:
Date Sales Began:
Number of Units Sold:
Prices/Sizes:
Amenities:
Foster Road off North Dubuque Street
5-8 minute drive from downtown
2 buildings, 12 units each
3 stories
1 building completed
Late 2006
7 units
1.17 units per month
2-bedroom: $204,200-$215,500/1,286 SF
3-bedroom: $245,000-$252,500/1,524 SF
Located in wooded greenspace area across from a
golf course
Brown Deer Subdivision
Coralville
1 building, 4 units
2 stories
Christmas 2007 occupancy
2007
o units
1-level units: $399,000/2,300 SF
2-level units: $440,000/2,900 SF
Ten year old, 100-acre golf course community with 18
existing units; Resales listed at $489,000 and $449,000
In contrast to the prevailing suburban style attached for-sale product, several recent
projects in the Iowa City/Coralville area are harbingers of an emerging higher density
housing market. They include:
Plaza Towers
One of the most prominent recent additions to downtown Iowa City is the Moen
Group's Plaza Towers, a 14-story, mixed-use high-rise on the pedmall that opened in
2005. The residential component of the building initially consisted of 28 condominium
units on five stories and 27 apartments on three stories.
Initial condominium pricing was about $210/SF plus $13,000 for parking. Prices rose
quickly after the first few units sold and continued to increase as the building sold out.
In five cases, buyers purchased two units and combined them. Additionally, 6 of the
27 original rental units were sold as condominiums, bringing the total number of for-
sale units in the building to 29.
Units are currently valued at about $350/SF ($450/SF for penthouses) plus $18,000 for
parking. A 1,000 square foot resale was listed for $425,000 but was recently reduced
to $375,000. Additional uses in Plaza Towers include a boutique hotel, office and
meeting space, a restaurant, a gym, a healing center and retail space (currently
vacant) .
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 113
Riverbend
Location:
Number of Units:
Number of Floors:
status:
Date Sales Began:
Number of Units Sold:
Absorption:
Prices/Sizes:
Amenities:
Iowa River Landing Site in Coralville
Master Developer, DESCO Group
1 building, 42 units
4 floors
Occupancy underway
Late 2006
16 units
2.6 units per month
6 1-bedroom units, 466 SF - 922 SF
36 2-bedroom units, 888 SF - 2,055 SF
Price Range: $88,000 - $524,000
Located in the Iowa River Landing Master Plan
Community which will include retail, office, hotel,
convention and a mid-size arena
Additional higher density condominium projects planned and proposed for the Iowa
City/Coralville area include:
Iowa River Landing
Location:
Status:
Hieronymus Square
Location:
Description:
Status:
Coralville
In addition to Riverbend, two residential towers planned
Downtown Iowa City
Mixed-use development including a residential tower with a
maximum of 200 condominium units priced at up to $400 per
square foot;
Hotel component with possibility of conversion to condominiums;
$40-$50 million project
Preliminary site preparation; 2010 completion
Three Bulls High Rise/The View
Location:
Description:
Status:
Downtown Iowa City
Mixed-Use
Not announced
C. Local Rental Housing Market
The downtown Iowa City rental market is characterized by a mix of units marketed
toward students attending the University of Iowa and apartments targeted at
professionals working in or near downtown.
According to Cook Appraisal, there are an estimated 1,852 rental units in the
downtown.2 With its ideal location for students and downtown employees, rental
properties in downtown command rents above those of other nearby submarkets (non-
2 Cook Appraisal defines downtown Iowa City as the Pentacrest Zone, which is bordered on the North by the
Iowa River, the South by Highway 6, the West by Sunset Street and the East by Governor and Summit Streets.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 114
downtown Iowa City, Coralville and North Liberty). Average rent for the downtown in
2005 was $747, which Cook estimates has increased by 3% to 4% over the past two years.
This estimate puts average downtown rents at $769 to $777. Rents in other markets have
been more stable, increasing by about 2% in that time period. According to Cook
Appraisal estimates, they now range from $537 in Coralville to $698 in non-downtown
Iowa City.
The vacancy rate in downtown is estimated at about 2%, relatively unchanged since
2003, and is below the vacancy rates of non-downtown Iowa City (4.5%), Coralville
(6.4%) and North Liberty (3.8%). The low vacancy rate indicates the tight apartment
market in downtown, likely due to the student and young professional markets seeking
housing near school or work.
Competitive Rental Product
Apartments marketed toward undergraduate students are typically three- to four-
bedroom units in mid-rise buildings with fewer than 100 units and ground-floor retail.
In non-downtown Iowa City, The Lodge, an apartment complex on Highway 1, offers
student housing on a per room basis. A bedroom in a one-bedroom unit starts at
$770, in a two-bedroom/two-bath unit at $600 and in a four-bedroom/two-bath unit
at $474 per month. Rents cover all utilities, including electricity, water, cable and
internet services. Community amenities include a spa/sauna, fitness center,
basketball court, game room and tanning room and unit amenities include
equipped kitchens, furnished living and bedrooms and walk-in closets.
Although student-oriented apartments tend to dominate the downtown Iowa City
rental market, there are several higher-end rentals in downtown that enjoy
considerable success. Owned and managed by the Moen Group, these buildings
include Plaza Towers, Whiteway 2000, Vogel House, Woodlawn Apartments and the
Blackstone Building, offering an estimated total of 116 units. Rents for these units run
from $660 for efficiencies/one-bedrooms to $2,925 for penthouse suites at Plaza
Towers. Unit sizes range from 364 to 1,675 square feet, with prices per square foot
from $1.44 to $1.90. Details about each building are listed below.
Plaza Towers
Location:
Number of Units:
Unit Rents/Sizes:
201 South Linn Street
21 units-aIl1-bedroom units
$990 for 550 SF
$1 ,960 for 1,1 00 SF
$2,925 for 1,675 SF
$1.75/SF - $1.80/SF
Balconies, rooftop garden, secure underground parking,
staffed lobby
Rent/Square Foot:
Amenities:
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 115
Whiteway 2000
Location:
Number of Units:
Unit Rents/Sizes:
Rent/Square Foot:
Amenities:
Vogel House
Location:
Number of Units:
Unit Rents/Sizes:
Rent/Square Foot:
Amenities:
Woodlawn Apartments
Location:
Number of Units:
Unit Rents:
Amenities:
Blackstone Building
Location:
Number of Units:
Unit Rents:
Amenities:
210 South Clinton Street
46 units - efficiencies and 1-bedroom units
$690 for 364 SF
$800 for 470 SF
$1,020 for 635 SF
$1.61 /SF - $1.90/SF
Concrete floors, track lighting, high speed DSL, security system,
laundry facility
Linn Street and Iowa Ave
28 units - loft style 1-bedroom units
$1,020 for 600 SF
$1 ,300-$1 ,350 for 900 SF
$1.44/SF - $1.70/SF
High speed DSL, security system, parking, laundry facility, fully
furnished
20 Evans Street
17 efficiency units, 1- and 2-bedroom units
$490 for efficiencies
$660 to $715 for 1-bedroom units
$830 to $850 for 2-bedroom units
Heat and water included in rent, laundry facility, on-site
parking, hardwood floors
118 112 South Dubuque Street
11 1-bedrom units
$680 to $850
Hardwood floors, ceiling fans, parking at additional charge
According to the Moen Group, there are no vacancies in any of their buildings, and
leasing typically begins in December for occupancy the following fall. Residents of
these units typically include graduate students, professionals and couples. With most
of these apartments being one-bedroom units, there is little opportunity for shared
living in these apartments, making them less attractive to undergraduates than the
three- and four-bedroom units developed by Clark.
Planned and proposed downtown apartment development includes one building on
Linn and Market which has recently begun leasing and three developments
underway on Gilbert and Burlington. The latter consists of one building with larger,
multi-floor units and two buildings of three- and four-bedroom apartments positioned
toward the student market. Approximately a hundred rental units are planned for
the recently-sold St. Patrick's Church site.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 116
RESIDENTIAL DEMAND
A statistical demand analysis was performed for the residential market area to estimate
the potential market depth for for-sale and rental housing (Exhibits H-9 and H-1 0). Even
though the analysis uses finite numbers, the end result (Le., potential market support)
should be interpreted as an approximation of market depth that is balanced with the
characteristics of the competitive supply.
The two main sources of annual potential demand for housing are new household
growth and turnover. New household growth is traditionally used to project market
growth and is based on population and household growth projections for the residential
market area. The owner and renter analyses use the average annual increase in
households beginning with the estimated household base in 2007 and the projected
2007-2017 annual increase in new households.
In both the owner and the renter demand analysis, the more quantitatively significant
source of potential demand, turnover, has as a base the estimated number of owner or
renter occupied units existing within the residential market area. Projected owner and
renter occupied households are qualified or segmented by owner or renter turnover
rates (derived from the 2000 Census), as well as income and household size. For both
renters and owners, it is assumed that a majority of prospective homebuyers will live in
one- to three-person households. In terms of income, the bulk of potential homebuyers
will likely have annual incomes of $45,000 and higher, while prospective renters will have
annual incomes between $25,000 and $60,000.
Households that will potentially be owners or renters are qualified by income, household
size and Tapestry data. Recognizing that estimated potential demand will depend on
the housing preferences of new and existing market area households, Tapestry data is
used to narrow demand estimates to include households that would be most attracted
to new housing developed in the downtown (e.g., young professionals, empty nesters,
couples with few or no children, etc.). In other words, the appeal of residential
development in and immediately surrounding downtown will vary depending on a
household's characteristics or preference/lifestyle choice. For instance, a large family
may prefer a house with a big yard as opposed to a loft-style condominium in a mixed-
use setting.
Over the next ten years, 906 residential market area households will be potential buyers
of newly developed higher density market rate housing annually. An estimated 1,298
households in the residential market area are potential new renters at market rate
projects in settings annually.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 117
e lI'Iar...ete...
EXHIBIT H-9
POTENTIAL ANNUAL DEMAND ANALYSIS FOR FOR-SALE UNITS
Residential Market Area
2007-2017
New Household Demand Turnover
Annual New Households (1) 1, 109 Total Households (1) 63,982
Owner Propensity 62% Owner Propensity 62%
Number 688 Number 39,669
Target Market Adjustment (2) 40% Turnover Rate (5) 10%
Number 272 Number 3,832
Income Qualified (3) 56% Target Market Adjustment (6) 40%
Number 151 Number 1,514
Household Size Qualified (4) 80% Income Qualified (7) 56%
Sub-T otal 120 Number 840
Household Size Qualified (8) 80%
Sub-T otal 668
Adjustment Factor 15%
Total Potential Annual Market Demand 906
1. ESRI BIS
2. Based on Tapestry data, estimated proportion of new households to whom the
proposed type of housing would appeal.
3. Estimated proportion of new households with annual incomes of $45,000 and
greater.
4. Estimated proportion of new households with 1, 2 and 3 persons.
5. U.S. Bureau of the Census estimate of the number of owner households that
turnover within a 12 month period.
6. Based on Tapestry data, estimated proportion of existing market area households
to whom the proposed type of housing would appeal.
7. Estimated proportion of existing households with annual incomes of $45,000
and greater.
8. Estimated proportion of existing households with 1, 2 and 3 persons.
9. Adjustment for households that fall outside this model.
Sources: Marketek, Inc.; Census 2000; ESRI BIS
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 118
e lI'Iar...ete...
EXHIBIT H-10
POTENTIAL ANNUAL DEMAND ANALYSIS FOR RENTAL UNITS
Residential Market Area
2007-2017
New Household Demand Turnover
Annual New Households (1) 1, 109 Total Households (1) 63,982
Renter Propensity 38% Renter Propensity 38%
Number 421 Number 24,313
Target Market Adjustment(2) 40% Turnover Rate (5) 42%
Number 166 Number 10,260
Income Qualified (3) 34% Target Market Adjustment(6) 40%
Number 56 Number 4,053
Household Size Qualified (4) 80% Income Qualified (7) 34%
Subtotal 45 Number 1,364
Household Size Qualified (8) 80%
Sub-T otal 1,085
Adjustment Factor 15%
Total Potential Annual Market Demand 1,298
1. ESRI BIS
2. Based on Tapestry data, estimated proportion of new households to whom the
proposed type of housing would appeal.
3. Estimated proportion of new households with annual incomes between $25,000
and $60,000.
4. Estimated proportion of new households with 1, 2 and 3 persons.
5. U.S. Bureau of the Census estimate of the number of owner households that
turnover within a 12 month period.
6. Based on Tapestry data, estimated proportion of existing market area households
to whom the proposed type of housing would appeal.
7. Estimated proportion of existing households with annual incomes between
$25,000 and $60,000.
8. Estimated proportion of existing households with 1, 2 and 3 persons.
9. Adjustment for households that fall outside this model.
Sources: Marketek, Inc.; Census 2000; ESRI BIS
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 119
POTENTIAL DOWNTOWN RESIDENTIAL DEVELOPMENT
Based on an evaluation of the competitive housing market, Iowa City's national
prominence and our experience in facilitating residential development in comparable
areas, Marketek estimates that during the first ten years of development, downtown has
the potential to absorb approximately 2,257 units of market rate for-sale and rental
housing (Exhibit H-11).
Within the estimated demand for 2,257 residential units, 39% (or 874 units) is for-sale
product and 62% (or 1,383 units) is rental product. Marketek estimates that downtown
Iowa City has the potential to capture 9.7% of residential market area demand for higher
density, for-sale product and 10.7% of residential market area demand for higher density,
rental product over the next ten years, the vast majority of which will be new
construction with some adaptive reuse. The projection for the potential demand for
housing assumes that there will exist marketable for-sale and rental product and that a
marketing program for new housing will be underway.
EXHIBIT H-11
POTENTIAL SUPPORTABLE FOR-SALE AND RENTAL PRODUCT
Downtown Iowa City Capture
2007-2017
Year For-Sole Units Renter Units Total Supportable Space
Potential Downtown Potential Downtown For-Sole & Percent Percent
Demond Capture Demond Capture Rental For-Sole Rental
Units (1) Rote Units Units (2) Rote Units Units Units Units
Year 1 906 9.0% 82 1,298 10.0% 130 211 38.6% 61.4%
Year 2 906 9.0% 82 1,298 10.0% 130 211 38.6% 61.4%
Year 3 906 9.0% 82 1,298 10.0% 130 211 38.6% 61.4%
Year 4 906 9.5% 86 1,298 10.5% 136 222 38.7% 61.3%
Year 5 906 9.5% 86 1,298 10.5% 136 222 38.7% 61.3%
Year 6 906 9.5% 86 1,298 10.5% 136 222 38.7% 61.3%
Year 7 906 10.0% 91 1,298 11.0% 143 233 38.8% 61.2%
Year 8 906 10.0% 91 1,298 11.0% 143 233 38.8% 61.2%
Year 9 906 10.5% 95 1,298 11.5% 149 244 38.9% 61.1%
Year 10 906 10.5% 95 1,298 11.5% 149 244 38.9% 61.1%
Total 9,058 9.7% 874 12,984 10.7% 1,383 2,257 38.7% 61.3%
1. As shown in Exhibit H-9.
2. As shown in Exhibit H-1 O.
Source: Marketek, Inc.
@ 2007 by Marketek, Inc.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 120
Based on recent home sales in the Iowa City area and the residential market area's age
by income profile (Exhibit H-3), opening price points of downtown housing should range
from $150,000 to $230,000. Smaller, more affordable units will appeal to first time
homebuyers and retirees looking to downsize, while larger, more expensive units will
appeal to move-up or move-over buyers. Although there is clearly demand for units
priced above $350,000, it is our opinion that in this market when unit prices rise above this
level demand will begin to thin out.
Current monthly rents and occupancy rates in downtown suggest a strong rental market
that could support market rate rents in the range of $800 to $1,200 for one-bedroom
units. These rents assume that the apartment building would offer a unique architectural
style and have amenities offered at competitive projects, including ample parking and
laundry facilities. Balconies, dishwashers/disposals, cable-readiness and high-speed
internet access should also be standard unit features. Many successful rental projects
throughout the country incorporate features that were once reserved for owner-
occupied homes to reduce the distinction between owners and renters. Private street
level entrances, assigned street addresses to individual units, garages and storage with
direct access to the unit are some examples.
While much of the housing developed in the downtown over the next ten years will
target upwardly mobile households, affordably priced workforce housing should also be
incorporated into the housing program. Providing a variety of housing options that meet
the needs of varying income groups helps to create vibrant, authentic and sustainable
communities. Higher density housing and government-sponsored programs work
together to create successful mixed-income communities in which lower and higher
priced homes blend seamlessly.
Target Markets
This section characterizes target markets for new/rehabbed for-sale and rental
housing in downtown Iowa City in terms of incomes, suggested price points and
amenities desired. Please refer to Exhibit H-12 for a summary of these target markets.
Entry-level Professionals
This market segment consists of recent college graduates age 25 to 35 employed in
professional careers. Most households consist of a single person or couple, with few
having children. Household income ranges from $30,000 to $75,000. Higher income
households ($45,000 to $75,000) are potential buyers of housing priced from $150,000
to $250,000, while lower income households ($30,000 to $45,000) are potential renters
of units priced from $750 up. Consumer survey results indicate that most members of
this age bracket interested in living in downtown Iowa City would prefer to own
condominiums or lofts with two to three bedrooms and two baths. Parking garages,
windows/natural light and affordability were the top ranked housing features by this
group.
Higher-level Professionals
Households within this market segment are composed of 1 or 2 persons, some with
children, age 30 to 50 employed in professional occupations. Having advanced in
their careers, householders are earning more ($45,000+) and spending more on
housing ($230,000 for owners and $1,100-$1,400 for renters). Survey results indicate
that members of this market favor condominiums or high-rise apartments with two to
three bedrooms and two baths. They look for affordability, parking garages,
windows/natural light and balconies/patios when choosing housing.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 121
Creative Professionals
Young adults employed in creative occupations (Le., artists, designers, architects,
media workers) and knowledge workers (Le., doctors, lawyers, scientists) form a
subset of the entry-/higher-Ievel professional markets. Drawn to lively, vital urban
environments offering a variety of entertainment options, members of this market are
potential buyers/renters of both traditional housing and larger adaptable live/work
space in downtown Iowa City. Chapter 7 (Creative Cluster Analysis) further
characterizes this market and provides next steps for building its presence in
downtown Iowa City.
Empty Nesters/Retirees
Looking to downsize from the single family homes where they raised their children,
empty nester and retiree households typically consist of 1 to 2 persons and have
incomes of $40,000 or more. Incomes are often augmented by equity, allowing
households to purchase homes for $200,000 and up or rent for $950 to $1,200 a
month. Survey results indicate that persons age 65 and up interested in living in
downtown Iowa City largely favor owning two-bedroom, two-bath condominiums or
townhouses. Like other age groups, the desired parking and windows/natural light
but also listed storage space, security and views as important housing features. While
affordability was still cited as important, it did not top the list of desired housing
features as it did for younger age groups.
Students
University of Iowa students currently occupy the majority of rental housing in
downtown Iowa City and will remain an important market as development
continues. Young (age 18-25) with incomes typically below $25,000, these
households will rent units priced between $700 and $1,200, depending on household
size (Le., presence/number of roommates). Survey respondents age 19-24 showed
the greatest interest in living in downtown Iowa City when compared to other age
groups. The vast majority (approximately 80%) preferred to rent and 2-bedroom, 2-
bath high-rise apartments or condominiums were the most desired housing types.
Affordability, parking, security systems and washer and dryers were selected by
respondents as key features when looking for housing.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 122
EXHIBIT H-12
PRIMARY TARGET MARKETS FOR NEWLY DEVELOPED HOUSING
Downtown Iowa City
For-Sale Product Rental Product Live/Work Units
Occupation Entry-Level Professionals Entry-Level Professionals Creatives/Professionals
Age 25 to 35 25 to 35 25+
Household Size 1 to 2 persons, few with children 1 to 2 persons, few with children 1 to 2 persons, few children
Income $45,000-$75,000 $30,000-$45,000 $40,000+
Approximate Price Point $150,000-$250,000 $750+ Alone/$l ,200+ Roommate $160,000+ Buy /$900+ Rent
Motivations/Preferences Access to work/downtown/ Access to work/downtown/ Seek urban lifestyle
public transit/pedestrian trails public transit/pedestrian trails Seek large adaptable spaces
Tired of rentals/first time buyer Seek vibrant, mixed-use setting Access to suppliers, customers
Investment and resale important Highly Mobile Creative community
Seek vibrant, mixed-use setting Relatively mobile
Intown lifestyle w/o intown price
Relatively mobile Creatives
Advertising, marketing,
Occupation Higher-Level Professionals Higher- Level Professionals film & music, software
Age 30 to 50 30 to 50 developers, inventors,
Household Size 1 to 2 persons, some with children 1 to 2 persons, few with children photographers, designers,
Income $65,000+ $45,000+ culinary, clothing design,
Approximate Price Point $230,000+ $1,100-$1,400 furniture designers, hat makers,
Motivations/Preferences Access to work/downtown/ Access to work/downtown/ jewelry design, welders
public transit/pedestrian trails public transit/pedestrian trails
Move-up or move-over buyer Seek vibrant, mixed-use setting
Seek vibrant, mixed-use setting Relatively mobile
Value authenticity/community Professionals
Investment and resale important More traditional fields of
Relatively mobile accounting/finance, education,
law, various types of consulting
Occupation Empty Nesters/Retirees Empty Nesters/Retirees
Age 55+ 55+
Household Size 1 to 2 persons 1 to 2 persons
Income $50,000 and/or available equity $40,000 and/or available equity
Approximate Price Point $200,000+ $950-$1,200
Motivations/Preferences Possibly close to children Possibly close to children
Access to work/downtown/ Access to work/downtown/
public transit/pedestrian trails public transit/pedestrian trails
Proximity to cultural activities Proximity to cultural activities
Less maintenance, more security Less maintenance, more security
Move-over, move-down buyer Seeking intown lifestyle
Highly settled Relatively settled
Value over investment
Occupation Students
Age 18 to 25
Household Size Single with/without roommate
Income Below $25,000
Approximate Price Point $700 Alone/$l ,200 Roommate/s
Motivations/Preferences Close to school, friends
Seek vibrant, mixed-use setting
Highly mobile
Security conscience
Source: Marketek, Inc.
e lI'Iar...ete...
HOUSING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 123
CHAPTER 5
OFFICE MARKET
ANAL YSIS
Office space potential for downtown Iowa City is analyzed within the context of the
greater office market area generally defined as the Cedar Rapids-Iowa City Technology
Corridor ("the Corridor"), a geographic area encompassing the 1-380 corridor linking and
including Iowa City and Cedar Rapids.
Iowa City is the southern anchor of the Corridor and from an office market-dynamics
standpoint is self-contained. According to all persons interviewed regarding the Corridor
office market, there is little if any movement of office space users back-and-forth
between Iowa City and Cedar Rapids.3
Major users of real estate in the Corridor typically own their real estate or lease facilities in
their entirety. The major single private user is Aegon, whose six-division presence in
Cedar Rapids encompasses nearly 700,000 square feet. In Iowa City, American College
Testing (ACT) owns its corporate headquarters office and warehouse/distribution
facilities, totaling nearly 200,000 square feet. Information services provider, NCS Pearson,
another major Iowa City-area user, fully leases two office buildings plus a call center
facility, all three built to the company's specification, in Corridor Technology Center in
adjacent Coralville.
Overall, the market in Iowa City and immediate vicinity for speculative (Le., built without
a leasing precommitment) office space is very limited. "There is more demand for the
service/retail kind of commercial space," according to one interviewee.
"Commercial space is commercial space - office and retail space are considered
largely interchangeable," added another person interviewed. In the leasing market,
space designated as "office" or "commercial" commands the same rental rates, which
typically range from $12 to $30 per square foot.
OFFICE SUPPLY
Reliable, consistent current and historical statistical data on office occupancy, vacancy
and absorption in the Corridor is unavailable largely due to the small market size. Exhibit
0-1 presents a list of available area office space gleaned from the websites of Iowa
Commercial Source and Iowa City Area Development Group. While not a complete
inventory of available space in the area, the list is highly representative of publicized
available office product. It should be noted that the inventory does not take into
account interchangeable, multi-use office/retail facilities but rather focuses on exclusive
office space. Including flexible office/retail space in the inventory would increase the
tally of current supply, though not significantly.
As shown, there is at least 151,147 square feet of available office space in the Corridor as
of July 2007. Almost half of available space is located in Coralville (75,380 square feet); a
third is in Iowa City (52,655 square feet); and 12.1% in Cedar Rapids (18,372 square feet).
3 Interviewees included local bonkers, real estate appraisers and commercial real estate brokers and
developers.
e lI'Iar...ete...
OFFICE MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 125
Building
3800 River Ridge Drive
3425 First Avenue
420 Colton Circle NE
139 40th street
4080 First Avenue
3525 Center Point Rood NE
Wells Fargo Building, 327 Second Street
Coral Ridge Park Office, 2461 Tenth Street
910 23rd Avenue
Corridor State Bonk Building, 2530 Corridor Way
625 First Avenue
806 Fifth Street
Ploof Office Suites, 806 5th Street
2651 Crosspark Rood
Town Square Building, 520 Tenth Avenue
1195 Boyson Rood
673 Westbury Drive
3030 Northgate Drive
2415 Heinz Rood
Grandview Terrace Exec. Suites, 332 S. Linn Street
1700 S. First Avenue
1901 Broadway
220 Lafayette Street Executive Suites
1700 S. First Avenue
2101 ACT Circle
2650 Mormon Trek Boulevard
Total Available Space
City
Cedar Rapids
Cedar Rapids
Cedar Rapids
Cedar Rapids
Cedar Rapids
Cedar Rapids
Coralville
Coralville
Coralville
Coralville
Coralville
Coralville
Coralville
Coralville
Coralville
Hiawatha
Iowa City
Iowa City
Iowa City
Iowa City
Iowa City
Iowa City
Iowa City
Iowa City
Iowa City
Iowa City
Available Space
(sq. ft.)
6,109
3,295
2,868
2,736
2,221
1,1 43
14,600
8,312
6,000
5,000
1,986
1,633
1, 101
20,748
16,000
5,340
8,000
7,000
5,000
2,498
1,897
1,700
1,360
1,200
13,000
11,000
Annual Lease Rote
($$/sq. ft.)
$10.25
$11.95
$12.95-$14.75
$8.95
$8.95
$7.00
$14.00
$12.50-$1 4.50
$6.50
$28.00
$10.00
$10-$16
$11.52 - 16.20
$12.75
$13.65
$11.00
$13.56
$11.50
$6.50-$7.00
NA
$8.50
$11.00
$15.84-21.36
$5.00
$10.50
$13.50
151,747 square feet
NA = Not Available
Source: Iowa City Commercial Source; Iowa City Area Development Group
OFFICE DEMAND
To estimate potential future demand for new office space in the Corridor, projected
employment increases are converted to square footage of office space needed.
Corridor employment projections are based on 2004 employment estimates for the Iowa
City and Cedar Rapids MSAs and 2004-2014 employment estimates for the seven-county
Iowa Workforce Development Region 10 area. Because employment fluctuates in
response to changing economic conditions over time, estimates of potential demand for
office space are general indicators of future demand rather than precise projections.
Exhibit 0-2 displays anticipated employment increases for the Iowa City and Cedar
Rapids MSAs through 2014. As shown, total employment for the two MSAs (Le, the
Corridor) is expected to increase by an average of 3,538 employees per year for a total
increase of 24,766 by 2014.
e lI'Iar...ete...
OFFICE MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 126
Average Annual Employment Growth Total Employment Growth
Iowa Cedar Technology Technology
Employment Category City MSA Rapids MSA Corridor Corridor
Construction 38 104 142 994
Manufacturing 29 79 108 756
TCU 134 235 369 2,583
Wholesale Trade 17 37 54 378
Retail Trade 145 235 380 2,660
Finance, Insurance and Real Estate 140 177 317 2,219
Services 667 842 1,509 10,563
Government, Education, Healthcare 291 368 659 4,613
Total 1,461 2,077 3,538 24,766
Source: U.S. Bureau of Labor Statistics; Iowa Workforce Development Agency
Exhibit 0-3 provides an analysis of the demand potential for office space derived from
projected employment growth in the Corridor for the 2007-2014 period. Average annual
change in employment for each employment category is multiplied first by the
proportion of employees in each category that are normally expected to utilize office
space. The resulting figure (office space user per specific category) is then multiplied by
the industry standard average square footage of office space utilized per employee,
245, to yield the potential annual square footage of office demand for that employment
category. Potential demand for office space in the Corridor is estimated at 288,328
square feet per year, for a total of 2.0 million square feet through 2014.
While it is difficult to project with specificity the amount of square footage that a new
office development in downtown Iowa City could expect to lease within a given time
period, comparing the supply of available space with potential future demand makes it
possible to estimate how long the current supply is likely to last. This knowledge, in turn,
provides a basis for assessing the need for new office space in downtown Iowa City.
e lI'Iar...ete...
OFFICE MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 127
EXHIBIT 0-3
POTENTIAL ANNUAL DEMAND FOR OFFICE SPACE FROM EMPLOYMENT GROWTH
Cedar Rapids-Iowa City Techology Corridor
2007-2014
Retail Trade
2007-2014
Average Office Sq. Ft. Average
Annual Space per Annual
Employ User Employee Demand
Change Ratio (2) (Sq. Ft.)
(1) (2) (2)
142 10% 245 3,479
108 10% 245 2,646
369 20% 245 18,081
54 10% 245 1,323
380 5% 245 4,655
317 90% 245 69,899
1,509 40% 245 147,882
659 25% 245 40,364
3,538 245 288,328
Employment
Category
Construction
Manufacturing
TCU
Wholesale Trade
FIRE
Services
Government, Education
and Healthcare
TOTAL
(1) 2007-2014 annual net change in employment.
(2) Based on standards developed by the Urban Land Institute.
Sources: Marketek, Inc.; Iowa Workforce Development; Bureau of Labor Statistics;
Urban Land Institute
@ 2007 by Marketek, Inc.
DOWNTOWN OFFICE MARKET
Within Iowa City's downtown/central business district, an area generally bounded by
Iowa, Burlington, Clinton and Gilbert streets, office space ranges from first-floor use for
multi-story apartment structures to upper-story space in buildings with ground floor retail.
Several interviewees observed that retail or office uses are mandated for the first floor of
commercial with residential the norm for upper story floors. As one interviewee noted,
"Developers use office to get their buildings tall enough to create views [and presumably
generate premium rents] for upper-floor residential units."
"If you are developing a project with any kind of strong commercial component, you
have to put condominiums or apartments above it, because that is what is going to pay
e lI'Iar...ete...
OFFICE MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 128
the freight." As far as the development of new office product, "No one builds
spec[ulative] office space," said a person interviewed, "There is no need for the space,
because there are no users." There is, according to one interviewee, currently somewhat
of a "temporary surge" of activity in leasing downtown Iowa City office space, the result
of demand from the campaign staffs of candidates in upcoming presidential
primaries/caucuses.
Over time, the University of Iowa has reportedly been the single most prolific user of office
space in Iowa City. According to several interviewees, the University buys instead of
leases and as commented by one, "has been pretty effective in sopping up any excess
supply of [office] space. If you are doing a building with office space downtown, it
would definitely be smart to have some [space available] for the University to lease."
In 2006, for example, the University acquired a major portion of Old Capitol Town Center
mall, a 288,000-square-foot retail center for $33 million. Approximately 200,000 square
feet of former mall space is now utilized as office space for university-related operations.
Existing downtown Iowa City office product includes that found in Plaza Towers, a
development of Moen Group. Located on the pedestrian plaza adjacent to the Iowa
City Public Library at 123 Linn st., this 14-story /233,41 O-square-foot mixed-use
multifamily /Iodging/office/retail project was completed in late 2005/early 2006.
According to the Moen Group, approximately 8,000 square feet of Plaza Towers office
space is owned and occupied by an architectural firm. Another 5,000 square feet of
office space is owned/occupied by a "holistic healing center."
Moen's other downtown office buildings include the 15,000-square-foot Savings and
Loan building at Clinton and College Streets, leased by several law firms, brokerage firms,
a dentist, a corporate headquarters for a restaurant concern, an investment banker, and
a psychiatrist. Moen also owns Brewery Square at Linn and Market Streets. This building is
comprised of 15,000 square feet of office leased to a law firm, a group of psychologists, a
mechanical engineering firm and a cosmetology school. The developer describes this
project as "always occupied, with not much tenant turnover."
Currently, there is one new building with office space planned for downtown Iowa City,
Hieronymus Square. To be located on a site at the southeast corner of Clinton and
Burlington Streets, the building, reportedly is planned to incorporate 66 hotel units, 80
condo and/or rental units, 12,000 square feet of retail, and 35,000 square feet of office
space.
POTENTIAL DOWNTOWN OFFICE DEVELOPMENT
A review of selected office product during the May site visit combined with anecdotal
data developed through interviews, suggests that the development of multi-tenant
leaseable office space in downtown Iowa City should be approached with caution.
By all accounts, tenant demand for small multi-tenant office space in this particular area
is limited. Some of it sits vacant; some is converted to retail use; and the single major user
(the University of Iowa) of office space downtown apparently prefers to buy space when
needed.
e lI'Iar...ete...
OFFICE MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 129
That said, this "case for caution" is not so strong as to preclude the successful
development of any kind of office space in downtown Iowa City. Based on the share of
office market area employees (Le, in the Technology Corridor) working within downtown
Iowa City, the downtown has the potential to capture 17.5% of the demand for office
space throughout the Corridor. This capture rate translates to approximately 50,457
square feet of new office space demand per year, for a total of 353,199 square feet from
2004 through 2014.
The share of potential office space that downtown Iowa City will ultimately support
depends largely on the extent to which the nascent market for downtown speculative
office space develops. As more office users lease space downtown, the speculative
market may pick up, better enabling Iowa City to meet potential demand estimates. A
passive approach to downtown office development, however, would likely result in the
achievement of only a fraction of its estimated potential.
Along with leaseable office space, there is likely a market for small, for-sale space in
downtown Iowa City, according to interviewees. In addition to being a part of mixed-
use projects, this type of for-sale product might also be successfully introduced to this
market in the form of rows of two- or three-story "live/work" condominium units,
incorporating ground-floor office (or "office-retail") space with second-and-third floor
residential lofts. In the words of one interviewee, "this concept would be a big seller in a
small-business-oriented marketplace like Iowa City."
Some local business leaders have suggested that because large blocks or amounts of
quality office space are not available, there are no 'large deals.' This is a 'chicken-egg'
situation. Having large vacant blocks available is a strategy used in a larger market or
major business center with a high velocity of leasing, with companies moving in and out
on a regular basis. The Iowa City/Corridor market is generally not a market that has a
large volume of leasing, though this does not preclude a large new business or expansion
announcement at any given time.
Based on a projection by the Iowa City Area Development Group, an increase of 1,500
new private sector non-retail jobs is expected in the next two years. Marketing efforts by
economic development agencies are ongoing to attract new businesses to Iowa City.
However, efforts to locate new office space uses in downtown are hampered by the
lack of large office spaces (5,000 square feet or more) for lease in downtown Iowa City.
e lI'Iar...ete...
OFFICE MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 130
-,.
CHAPTER 6
LODGING MARKET
ANAL YSIS
This analysis begins with an overview of lodging trends within the industry as a whole and
key industry drivers and success factors. Available secondary information on area supply
is summarized and followed by a competitive assessment for potential additional lodging
space in downtown Iowa City. Finally, key conclusions and next steps are provided.
While the lodging industry includes bed and breakfasts and RV parks as well as hotels
and motels, this analysis focuses on the latter as they are the type of lodging most
suitable for downtown.
INDUSTRY OVERVIEW
The hotel/motel sector of the lodging industry serves the needs of several different
markets, including business travelers, leisure travelers and large groups. Exhibit L-1
outlines characteristics of each of these market segments:
EXHIBIT L-1
LODGING MARKET SEGMENTS
Business Represent a large portion of lodging demand
Travelers Peak demand is Monday - Thursday nights
Represent commercial, industrial, government sectors
Purpose in area: conducting business, training, vendor/supplier sales
Leisure Travelers Vacationers, visiting attractions, attending events, visiting friends/relatives,
traveling to other destinations
Seasonal in nature; peak on weekends
Interested in recreational amenities at or near lodging properties
Group Meeting Includes both business and leisure travelers
Travelers Bus tours, athletic events
Business group meetings, trade shows, training events
Other Travelers Construction workers, utility crews, pass through travelers
To meet the diverse needs of travelers, the lodging industry offers a variety of hotel/motel
products as summarized in Exhibit L-2 on the following page.
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 132
EXHIBIT L-2
TYPES OF HOTELS/MOTELS
Boutique Hotel An intimate, usually luxurious or quirky hotel environment that differentiates
itself from large chain hotels. May be furnished in a themed and/or
distinctive manor with between fewer rooms than national chains (usually
less tho n 100). Often feature 24-hour guest services, on-site dining facilities
and bars and lounges.
Condo Hotel Building with units that are used as both condominiums and hotel rooms.
Owners purchase condo units that are rented as hotel rooms when the
owner is not living in them. Often have a restaurant and guest services that
owners can use when living in their units.
Extended stay Offer guestrooms or suites with kitchens that have sinks, refrigerators,
microwaves and a stovetop. Usually have onsite self-serve laundry facilities
and discounts for extended stays of at least 5 to 7 days. Popular with
business travelers and families or other travelers who desire more space.
Full Service Usually high-rise establishments that offer a full range of on-site food and
beverage service, a cocktail lounge, entertainment and conference
facilities, shops and recreation activities. They also provide a wide range of
guest services on a 24-hour basis.
Limited Service Have no on-site restaurant or beverage services and provide only limited
guest services. Designed to be clean, comfortable and functional but
without guest services typical of full service hotels.
Luxury Hotel Feature well-integrated, high quality decor, full range of first-class amenities
and customized guest services. High staff-to-guest ratio. May have several
upscale restaurants, beachfront location and beautifully landscaped
grounds.
Resort Hotel Located in popular vacation spots such as beaches, lakes or on golf
courses. Offer fine dining, exceptional services and amenities such as
landscaped grounds, luxury indoor and outdoor pools, spas and transit to
nearby attractions.
Source: AAA
Recent activity in hotel/motel lodging reveals the following trends:
· Increased chain affiliation and consolidation: To take advantage of economies of
scale, independent hotels/motels are being sold and converted to national chains
and large chains are consolidating.
· Increased third-party reservation: Online booking services such as Travelocity,
Priceline and Hotels.com are becoming increasingly popular methods for booking
reservations; One in five reservations are now through such third parties.
· Popularity of alternative-style hotels: Where full-service hotels once dominated the
lodging industry, limited service hotel/motels, extended stay hotels and boutique
hotels are gaining in popularity.
· Emphasis on refinancing, consolidation and renovation over new construction: As the
number of available rooms outpaced demand, financing for new construction
slowed, requiring stronger project characteristics such as excellent locations, national
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 133
branding and solid management plans. Construction is expected to pick up in 2007
to 2008.
Two common measures used to gauge activity in lodging industry are the average daily
occupancy rate and the average daily room rate. The first, occupancy, is defined as
the average number of rooms sold divided by the number of available rooms. Average
daily room rate is the average total room revenue for a given day divided by the
number of rooms sold on that day.
As of 2005, lodging profit margins were down nationwide to 18.4% compared to 20.1 % in
2000 according to industry analysts. Occupancy rates were up to 63% versus 59% in
2002, indicating that the industry is rebounding. Further indication of this rebound is the
fact that the average daily room rate is up to $90, on the rise after a deep drop after
September l11h, 2001.
Critical success factors to the hotel and motel industry and facility operations include:
· Consumer confidence and overall economic conditions. Business travel
fluctuates directly with economic conditions and leisure travelers tend to
postpone travel until the economy improves.
· Visible, accessible and convenient location. Commercial locations should be
accessible from major highways and/or convenient to business districts, colleges
or convention centers. Resort locations should be near attractions and provide
greater amenities and services.
· Continuous renovation of furniture, fixtures and equipment and maintenance of
building and property.
· Friendly and convenient booking experience for guests.
· Competitive prices.
· Excellent guest services and clean rooms.
· Continuous advertisement.
· Understanding of competitors' prices, features and services and amenities
offered.
LOCAL SUPPLY
Hotels and other lodging businesses are among the most complex of real estate
investments. Understanding the underlying dynamics of supply and demand is critical to
making an informed decision and thus affects the success of an investor, lender,
operator, or hotel company. A detailed market analysis estimating lodging demand and
supply by sub-sector, number of rooms, pricing, market penetration, target markets,
required amenities and related factors is beyond the scope of this research endeavor.
However, if at any given time a particular lodging project is proposed, its potential
viability should be tested through an in-depth analysis.
Exploring the opportunity for lodging in downtown Iowa City must necessarily take into
account lodging product currently available in the Iowa City/Coralville area. This section
summarizes hotels, motels and convention space available in the area and summarizes
the local market as described by interviews with local hotel developers and managers
and representatives of the Iowa City-Coralville Convention and Visitors Bureau.
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 134
To estimate the growth in the Iowa City/Coralville lodging industry, Exhibit L-3 charts
lodging revenues by fiscal year since 1984. Note that revenues have been converted to
2007 dollars using the Consumer Price Index so increases or decreases are actual
changes in lodging revenue.
As shown, lodging revenue for the combined Iowa City/Coralville market has increased
substantially over the last twenty years. From FY 1987 to FY 1997 lodging revenue
increased by 13.7%; from FY 1997 to FY 2007 revenue increased by 50.2%. The majority of
recent growth has been in Coralville - over the last ten years it saw an increase of 65.6%
versus 21.5% in Iowa City. As of FY 2007,71.8% of revenue for the combined market was
generated in Coralville and 28.2% in Iowa City. This revenue breakdown is roughly
equivalent to the supply available in each city. As of October 2007, Coralville is home to
75.6% of hotel/motel rooms in the Iowa City/Coralville market while Iowa City is home to
24.4%.
EXHIBIT L-3
LODGING REVENUE
Iowa City and Coralville
FY 1984 to FY 2007
$40,000
......
'"
.2 $35,000
(5
"C
r-.. $30,000
0
0
('oj
r:: $25,000
'"
"C
r::
c $20,000
'"
:l
0
:E $15,000
r::
:=.
~
:l $10,000
r::
~
>
~
c.:: $5,000
$0
1984 1988 1992 1996 2000 2004 2008
Fiscal Year
~Iowa City Revenue -Coralville Revenue -'-Total Revenue
Source: Iowa City-Coralville Convention and Visitors Bureau
Exhibits L-4 and L-5 summarize the inventory of hotels, motels and meeting/convention
space available in Iowa City, Coralville and North Liberty. As of October 2007, there
were 25 hotel/motels with 2,400 rooms in the combined market area. Coralville
provided the bulk of the rooms (1,739 rooms in 18 properties), Iowa City provided just
under a quarter (589 rooms in 6 properties) and North Liberty had one property with 72
rooms.
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 135
EXHIBIT L-4
SUMMARY OF LODGING WITH CONVENTION/MEETING SPACE
Iowa City and Coralville
2007
Total Room Meeting Space Dist. from
Rate1 # of Total Amenities
Facility & Location Rooms Capa- Down-
Rooms Sq. Ft. cit/ town3 P R B FC I S L
Downtown Iowa City
hotelVetro Studio Suites & Conf. Center 56 $159 8 9,114 600 0.2mi. X X X X X
201 South Linn Street
Iowa House Hotel 96 $74-$84 22 43,919 1,630 0.6 mi. X X X X X
Madison & Jefferson Streets
Sheraton Iowa City Hotel 234 $139 4 9,070 600 0.3mi. X X X X X X
210 South Dubuque Street
Iowa City
Quality Inn & Suites Highlander Conf. Ctr 95 $90 6 12,627 750 3.3mi. X X X X X X X
2525 North Dodge Street
Travelodge 80 $59 2 1,380 75 2.7 mi. X X X
2216 North Dodge Street
Coralville
Americlnn & Suites 77 $79 609 50 6.1 mi. X X X X X
2597 Holiday Road
Baymont Inn & Suites 103 $80 5 3,852 100 3.0mi. X X X X X X
200 6th Street
Best Western Cantebury Inn 101 $79 850 70 3.1 mi. X X X X X X
704 1 st A venue
Country Inn & Suites 76 $89-$99 1,600 100 6.2 mi. X X X X X X
2571 Heartland Place
Heartland Inn 169 $85 3 1,385 80 2.4 mi. X X X X X
87 2nd Street
Holiday Inn Express 80 $100 2 650 60 4.8mi. X X X X X X
970 25th Avenue
Holiday Inn & Conference Center 97 $84-$99 10 7,060 400 3.5 mi. X X X X X
1220 1 st Avenue
Marriott Coralville Hotel & Conf. Center 286 $149 14 58,347 4,800 4.0mi. X X X X X X X
300 East 9th Street
P: Pool B: Continental Breakfast I: High-speed Internet Access
R: Full-Service Restaurant FC: Fitness Center/Gym S: Suites Available
L: Laundry Facility/Service
1. Weekday rate for standard double room with one occupant.
2. Maximum capacity of largest meeting room.
3. Road miles as measured from the intersection of Washington and Dubuque Streets.
Source: Iowa City-Coralville Convention and Visitors Bureau; 2007 Corridor Business Journal Book of Lists
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 136
EXHIBIT L-5
SUMMARY OF LODGING WITHOUT CONVENTION/MEETING SPACE
Iowa City and Coralville
2007
Total Room Dist. from
Rooms Ratel Down- Amenities
Facility & Location
town2 P R B FC I S L
Iowa City
Alexis Park Inn & Suites 28 $60-$200 1.6mi. X X X X X
1165 South Riverside Drive
Coralville
Big Ten Inn 40 $30-$35 3.1 mi. X
707 1 st Avenue
Comfort Inn 56 $70 3.8mi. X X X
209 West 9th Street
Comfort Suites 81 $94 4.5 mi. X X X X X
2431 James Street
Days Inn 51 $59 2.5 mi. X X X X
205 2nd Street
Fairfield Inn by Marriott 63 $80 3.7 mi. X X X
214 9th Street
Hampton Inn 115 $79-$109 3.5 mi. X X X X
1200 1 st Avenue
Iowa City Super 8 Motel 86 $60 3.0mi. X X
611 1 st Avenue
Iowa Lodge 81 $31 1.3mi. X
Highway 6 West
Motel 6 103 $36 3.8mi. X X
810 1st Avenue
Suburban Extended Stay (Nov 2007) 74 $64-$94 4.0mi. X X X X
265 Holiday Road
North Liberty
Sleep Inn 72 $85 11.4 mi. X X X X X X
1-380 & Penn Avenue
P: Pool
R: Full-Service Restaurant
B: Continental Breakfast
FC: Fitness Center/Gym
I: High-speed Internet Access
S: Suites Available
L: Laundry
1. Weekday rate for standard double room with one occupant.
2. Road miles as measured from the intersection of Washington and Dubuque Streets.
Source: Iowa City-Coralville Convention and Visitors Bureau; 2007 Corridor Business Journal Book of Lists
Properties that command the highest room rates are the hotelVetro and Sheraton
($159/night and $139/night, respectively), both located in downtown Iowa City, and the
Marriott in Coralville ($149 /night). Nightly rates in other properties to range from $30 at
the Big Ten Inn to $109 at the Hampton Inn, with most clustered in the $80 to $100 range.
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 137
In terms of meeting/convention space, the Marriott Hotel and Conference Center in
Coralville provides the greatest amount of space with 14 rooms totaling 58,347 square
feet. The largest meeting space can accommodate up to 4,800 conference-goers, a
capacity unmatched by other properties in the area. In downtown Iowa City, the
University of Iowa's Iowa House Hotel offers the largest conference space with 22 rooms
and 43,919 square feet. The largest room has a maximum capacity of 1,630. While the
Sheraton and hotelVetro include meeting facilities, they offer less space (about 9,000
square feet each) and lower capacities (600 person maximum).
According to interviews with local hotel/motel developers and managers and
Convention and Visitors Bureau (CVB) staff, occupancy rates in the Iowa City/Coralville
market have increased an average of 4% to 5% per year over the last six years, reaching
66% by the end of 2006. Supply has expanded by 6.2% from 2006 to 2007 and two new
properties - the Sleep Inn in North Liberty and Suburban Extended Stay in Coralville -
have opened or will open this year.
Major market drivers include healthcare visitors (estimated to comprise up to 35% of hotel
visitors), University-related visitors and sporting event attendees, and festival-goers in town
for annual events such as the Iowa Arts Festival and the Iowa City Jazz Fest. While the
hotelVetro reports nightly room rates up to $400 during Hawkeye football season, room
rates and occupancies in downtown hotels drop during off times.
The CVB reports that, in terms of large conventions, the opening of Coralville's Marriott
Hotel and Conference Center has boosted the market's conference and meeting
business tremendously, drawing primarily state and regional conferences with a few
national education or healthcare conferences. Iowa City's biggest competitor for
conventions is Des Moines, which is popular because many companies are
headquartered there.
POTENTIAL DOWNTOWN LODGING DEVELOPMENT
The potential demand for additional hotel rooms located in downtown Iowa City is
unclear at this point in time. While expanding supply combined with increasing room
rates, lodging revenue and occupancy rates is a positive indicator for the Iowa
City /Coralville market area, downtown hotels still report significant room vacancies
during non-peak times. Further, interviews did not reveal any gaps in the Iowa
City/Coralville lodging market currently.
According to the CVB, visitors to the Iowa City/Coralville area want to stay in downtown
for the dining and entertainment options it offers and additional downtown rooms,
perhaps at a limited service property, have the potential to draw visitors who would
otherwise stay in Coralville or non-downtown Iowa City.
Although downtown currently lacks the exhibit and breakout space needed to
accommodate large conferences, the depth of this market in the Iowa City/Coralville
area needs a detailed analysis. As the market's ability to attract regional or national
conferences grows, the demand for large convention space in downtown is a distinct
possibility, especially considering its attractiveness in terms of local restaurants, shops and
entertainment.
A representative of the Suburban Extended Stay Hotel opening in Coralville in November
2007 stated that while assessing the market for extended stay hotel rooms, they were not
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 138
aware of any credible feasibility studies for additional hotel rooms in the Iowa
City /Coralville market. Clearly, prior to any future hotel/convention space development
in downtown Iowa City, an in-depth market analysis estimating lodging demand and
supply by sub-sector and recommending number of rooms, pricing, target markets,
amenities and related factors should be conducted.
e lI'Iar...ete...
LODGING MARKET ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 139
(. ~t.
.~-_........ "
~~'
.
,
ijI.
, >, iJ
_J
..
p
CHAPTER 7
;~~~~~~~ CLUSTER
The release of "The Rise of the Creative Class" by Richard Florida in 2002 prompted many
cities and states to consider how they could retain and encourage the creative class
and young professionals. One of the first cities to capture this demographic was Austin,
Texas. Austin still remains a poster child in its efforts. Portland, Oregon is also frequently
cited regarding its successes in making the city friendly for the creative class and young
professionals. Memphis is a recent example of a city that undertook a coordinated effort
to enhance its profile among young and creative professionals. Each city brings its
strengths and weaknesses to the desire to improve conditions for the creative class.
Research indicates that recognizing the issue, capitalizing on the city's existing assets,
and having a well designed media effort to inform interested persons of opportunities in
the city are keys to reaching this demographic. Characteristics of the creative class, city
trends for attraction and retention, keys to success and three case study examples are
explored in the following discussion.
CHARACTERISTICS OF THE CREATIVE CLASS
The 'creative class' and young professionals as a group are considered college
graduates between 24 and 35, sometime extending to 40 years of age. Men and
women are equally represented and marital status is not considered a factor in their
choices. Although some in the demographic have children, they are seldom mentioned
in the research. There are roughly two professional classes:
· Knowledge workers include financial planners, doctors, lawyers, scientists, and
researchers, and
· The creative core, including architects, educators, computer programmers, artists,
designers, and media workers. Collectively, they account for approximately 12% of all
U.S. jobs.
The 2006 research report, "Attracting the Young, College Educated to Cities - CEO's for
Cities National Meeting," noted the following about the behavior patterns of recent
college graduates:
· At least one of three will move to a new city they like and then look for work rather
than find a job in the city first. This behavior is more typical of women than men and
of people under age 25.
· "College-educated young people like to live in places similar to their current living
situation. ... and stay within the geographic region where they grew up."
· Large metropolitan areas will attract those from an urban setting, and a small city will
attract those from small cities. Young people who have recently graduated from
colleges and universities located in "college towns" will be inclined to select a town
with similar characteristics.
An analysis of Portland, Oregon's 'Young and Restless' talent group (2004) noted the
value of the 24-35 year old population as a major contributor to the economic growth of
their community. Statistically they are the hardest working segment of the population.
"These young adults not only start careers, but find mates, start families, and put down
roots. Once rooted in place, the likelihood of their moving to another state or
metropolitan area will decline precipitously."
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 141
CREATIVE CLASS PRIORITIES AND INTERESTS
How well a city will be able to capture the creative audience can be understood by
considering three critical elements important to attracting young professionals: jobs,
livability and cultural capital.
Jobs are the most significant factor in how well the city is staged to capture the target
demographic. This includes the availability of jobs, the cross section of opportunities that
exist in the community and the potential for professional growth.
Livability of the city and a strong sense of place are critical characteristics. Significant
features the demographic considers are:
· Vitality of the downtown core city - walkability, availability of housing and
entertainment options;
· Alternative transportation modes, such as bike infrastructure, bus and light rail
and the pedestrian friendliness of the city;
· Availability of outdoor recreational opportunities in the region;
· The cost of living in the area;
· Quality of schools and universities; and
· Diverse and tolerant population.
Cultural Capital - Arts and culture features are integral to a community's success in
attracting the 24 to 35 age group. This includes:
· Availability of quality art and music venues;
· Arts and music festivals;
· Cultural diversity; and
· Thriving food scene with farmers markets and diverse and quality restaurant
choices.
The Portland "The Young and The Restless" report identifies two other important factors:
· Opportunities to participate: "This group wants to participate; the city needs to
be open to their participation. This encourages them to stay in the city.
Newcomers often feel their ideas are discounted."
· Government that works and makes sense.
Experiences of cities seeking to cultivate the young, creative class indicate that the
primary information sources for this market to learn about potential places to relocate
are:
1. Word of mouth from friends and family who live in the region is the most widely
mentioned resource;
2. Weekend visits;
3. House/apartment searches; and
4. Local websites.
TRENDS
Cities everywhere recognize the importance of attracting and retaining the young 24 to
35 year old age group and working to build the creative sector that is often fueled by
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 142
young people. states, such as Wisconsin (Grow Wisconsin Creatively) and Montana, are
also seeking to brand themselves as creative centers. The wave of interest and activity in
part stimulated by Richard Florida's book and national acclaim has resulted in a plethora
of activity:
· Cities have seminars, conferences and strategies to improve the amenities and
lifestyle opportunities this age group seeks. In many cases the amenities exist but the
city needs to "get the word out" about them.
· The focus tends to be more on "young professionals" than the "creative class"
although the two groups overlap.
· There are real estate websites, blogs and city ratings that focus on the best cities for
both the creative class and young professionals.
· Online maps are available with hot spots that show the best locations for young
creatives with children. Custom maps can be created focused on criteria that range
from crime statistics to housing prices and the presence of golf courses or marinas.
Cities in the U.s. and Canada from Salisbury, North Carolina to Vancouver, BC have held
summits and organized task forces to determine the role of young creative people. Each
city seeks to develop an appropriate strategy that highlights the region's strengths. The
results of these efforts, many of them quite recent, have not been documented. Fresno,
California held a summit on the topic in 2004. Its focus was to "build on their assets to
attract and retain great people," viewed as a successful approach for many cities.
In Harrisburg, Pennsylvania city improvement efforts come from The Young Harrisburg
Professionals (YHP), with a mission to improve physical and social qualities of Harrisburg.
YHP has exploded with members, a multitude of committees and numerous noteworthy
projects - planting trees for a beautification program, planning downtown social and
networking events, creating a downtown business development plan and starting a
program to encourage more owner-occupied housing in the city.
The drive to attract the creative class is not limited to urban areas. The April 2007 edition
of Amber Waves has a feature article titled, "The Creative Class: a Key to Rural Growth."
The research found that the creative class was present in rural areas, particularly in high-
amenity areas, and that its presence was associated with measures of creativity, such as
patent awards and technology adoption, and with growth in jobs from 1990 to 2004.
Many rural analysts have declared that the era of smokestack chasing is over; the
creative class analysis suggests that chasing talent is a viable alternative for sparking
local growth.
But not all are convinced the creative class is the key to success for every city. A
November 2006 article from the Manhattan Institute indicates some of the shine may be
wearing off of the attraction to the young creatives.
"Nor does it appear that these centers of hipness have done all that well
in attracting and retaining young people, particularly since the collapse
of the dot com bubble in 2000. Instead, people in their 20s and 30s,
according to the census' American Community Survey, appear to be
heading to the places that have been creating jobs, such as Orlando,
Houston, Dallas and, to a surprising extent, Southern California, including
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 143
Orange, Riverside and San Bernardino counties. This is the dirty little
secret about 'talent:' it revolves mostly around the economy."
CASE STUDIES
A. Austin, Texas
Austin was one of the first cities to successfully combine and promote the inherent
qualities that make the city noteworthy for the creative class and young professionals. It
continues to be at the forefront of this awareness, to the extent that Austin has become a
household term in the movement. Florida calls cities that are successful in their bid for the
creative class "Austins." The City of Austin has played a significant role in attracting
young professionals together with the chamber, arts groups and the professional group
Young Execs of Austin. The projects they have undertaken are consistent with the types of
amenities desired by young professionals.
In addition they continue to improve their city. The development of the downtown has
been significant. The new retail district is almost one hundred percent leased and the
downtown also hosts numerous restaurants and entertainment venues. New condos and
residential development address the desire of many people to "live central." Commuting
continues to be an issue, but a new light rail linking north Austin to the eastside will go on
line in 2008.
Assets
Austin boasts a larger percentage of its workers in creative jobs than Boston, New
York, Portland and San Diego. More than sixteen percent of Austin's workers are part
of Richard Florida's Super Creative Class, which includes architects, scientific
researchers, computer programmers, musicians and writers. Austin is keenly aware
that creativity equals economic growth, since pay for this category of workers is forty
percent more than that of other occupations. In Austin, which is the self-proclaimed
"Cities of Ideas," creative jobs are anticipated to grow to over a third of the work
force.
One of the keys to success in Austin has been the continued development of the
technology industry:
· Tracor (Texas Research Associates Corp.) was established in 1955.
· IBM and Texas Instruments arrived in the mid-1960s.
· Motorola built a plant for the manufacture of transistors and semiconductors
in 1974.
· Microelectronics and Computer Technology Corp., AMD, Dell and Vignette
followed in the 80's and 90's.
In addition to the tech industry, Austin is home to other Fortune 500 companies such
as Whole Foods. A few prominent financial and publishing companies have also
relocated from Phoenix and California.
Austin is popular for the choices it provides residents in their personal and professional
lives and notes the following key elements:
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 144
· An atmosphere of openness and tolerance;
· A lively city life with lakes and green spaces; and
· The University of Texas with a student body of over 50,000.
Participating Groups
The City of Austin and established groups within the city have taken an active role in
making Austin the type of city that is attractive to the "creative class." Organizations
abound to help young creatives find their place in the community:
· The City of Austin, with participation by the Cultural Arts Division, the Greater
Austin Chamber, and the City of Austin's Economic and Redevelopment
Services Office.
· Members of Young Execs of Austin, comprised of young professionals under 40
with a mission to help members increase their personal and professional
network while giving back to the community, personally contribute time to
organizations like Big Brothers/Big Sisters, Austin Heart House and Austin
Children's Shelter.
· Young Active Professionals organization with over 1,500 members.
· Young Nonprofit Professionals Network, a networking and professional support
for future nonprofit and community leadership.
strategies
Austin attributes its success with young creative professionals to a multifaceted
approach to encourage the arts and entertainment, quality job growth and center
city development. Current strategies are summarized below.
· The Cultural Arts Division (CAD) of the Economic Growth and Redevelopment
Services Office has the lead role in promoting the cultural opportunities in Austin
on a local and national level. Arts and culture is viewed as an important
growth industry and is central to the City's economic development strategy.
The Cultural Arts Division is also responsible for the Art In Public Places Program,
community based arts development, and programs to assist the development
of music, film and creative industries in Austin, as well as initiatives designed to
support and encourage the community's unique cultural identity and vitality.
· The Greater Austin Chamber has developed www.AustinHumanCapital.com to
recruit technology talent to Austin. The current talent initiative is focused on
recruiting at the executive level.
· The city is conducting a five-year plan to determine the cultural and creative
assets that characterize Austin and how to continue to promote them.
Successes
The Economic Growth and Redevelopment Services Office undertook a variety of
substantial projects to promote sustainable growth and enhance livability in Austin.
Projects include:
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 145
· A new city hall;
· 2nd street Retail District - an emerging, urban neighborhood with 225,000
square feet of retail, restaurants, entertainment venues, and living spaces;
· Pfluger Bridge extension, a bike and pedestrian bridge providing better
connection to downtown and areas north;
· Downtown Great streets Program; and
· A new light rail line opening in 2008.
The development community has responded to opportunities to meet the housing
demand of "young creatives" with the addition of several hundred housing units in
recent years. As one news article reports: "Austin's educated, creative class of
workers is looking for ownership opportunities beyond the suburban master-plan
community options."
The citizens of Austin continue to demonstrate their support for city improvements. In
November 2006 voters approved over $560 million in bonds. Projects include:
· street and sidewalk reconstruction and repair
· A watershed protection plan and open space preservation
· Park facility improvements, acquisition, renovations and development
· Community and cultural facilities
· Affordable housing programs and public safety facility projects
· A new central library
Austin is dedicated to music and film, evidenced by the moniker the "Live Music
Capital of the World." Beverly Kerr at the Greater Austin Chamber said this is an
authentic characterization of Austin, noting that:
· Downtown offers numerous music venues;
· The City Council has bands play Friday afternoons at City Hall; and
· The City Council names a "Musician of the Week."
Austin also reports one of the highest levels of volunteerism in the country, over 38
percent of citizens of Austin volunteered between 2004-2006. Young professionals
are a cornerstone of volunteer projects.
B. Portland, Oregon
Portland is also known as a popular relocation destination for the creative class. Many
attribute this to Portland's reputation as being at the forefront of progressive urban
design. The qualities that embody Portland are generally those the creative class and
young professionals are looking for in a city. By American standards Portland is a
compact city; it has a large downtown with a variety of retail and cultural venues.
However, the areas that tend to attract the young creative set are in the revitalized
traditional neighborhoods. The food scene in Portland is also very developed. The
temperate climate is ideal for the numerous farmers markets. Also unique to Portland
and of interest to young professionals is the variety of transportation options it provides.
The city has a well-used bus service, an extensive, expanding light rail system, street car
lines and an aerial tram. In addition, Portland is one of the top three cities in the nation
for biking. Bike trips account for over five percent of trips taken in the city.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 146
Assets
The City of Portland has many of the assets desired by young professionals:
· The design of the city fosters human activity.
· Portland feels safe - demonstrated by its popularity with young, single, well-
educated women.
· The City of Portland has a well established downtown core.
· Portland Metro is home to several companies known for their need for
creative talent, such as Nike, Adidas, Intel and Columbia Sportswear.
· Portland has an abundance of transportation alternatives.
· Outdoor recreation opportunities abound, from the sea to the mountains to
the rivers.
· The citizens and the city government are environmentally conscious.
Portland is at the forefront of the so-called new urbanism. The city's number of
college grads aged 25 to 34 swelled by 50% from 1990 to 2000. Despite layoffs by
Intel and others, its economy has averaged 5.5% growth for four years, thanks largely
to the growing population and services like design. Once-seedy areas like the Pearl
District boast dozens of art galleries and some of Portland's fanciest restaurants. Old
warehouses now house companies like Ziba Design, whose clients include Apple
Computer and a national ad agency Wieden + Kennedy.
Ziba founder Sohrab Vossoughi says a stimulating city center is key to his ability to hire
20 designers a year. "The values of this generation are in line with the DNA of this
city," he says. One recruit is Vermont native Meral Middleton, 26. She likes that she
can snowboard at Mt. Hood and hang out at chic restaurants. Her boyfriend, an
Adidas designer, is one of 10,000 locals who bike to work. "Design is as much a
lifestyle as it is a job," she says. "The time away from the desk may be when you find
that epiphany."
Aside from strong quality of life attributes, Portland has documented its assets in
creative services industry sectors as follows:
· 1,500 firms and a total of 14,000 employees;
· Revenues of $2 billion and a payroll of $976.8 billion;
· Average creative services wage $66,663/yr. compared to regional average
wage of $40,639;
· Art directors, producers and directors, fashion designers, and multimedia
artists and animators lead the high-wage, arts-related occupations in the
state. Employment in these high-wage creative occupations is expected to
add around 855 jobs by 2014;
· Greater percent of freelancers or self-employed professionals than other
industry clusters; and
· More than half of the state's graphic design firms are concentrated in the
Portland metro area.
Participating Groups
· In 2004 the Portland Development Commission (PDq, the City's economic
development agency, conducted a study on the "The Young and the Restless:
How Portland Competes for Talent," to document trends and identify
preliminary strategies.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 147
· The Young Professionals of Portland is an informal group that meets monthly for
drinks at popular "hot spots."
· Numerous groups in the city focus around interests such as bicycles, sustainable
living and neighborhoods.
strategies
Portland emphasizes growing the creative services industry and in some ways
assumes the young professionals will follow. "The Young and The Restless" study
commissioned by the PDC in 2004 and Anne Mangen, creative cluster coordinator at
PDC, provides some very concrete strategies for attracting young professionals.
1. Focus on a sector, do not try to do it all.
2. Be sure groups and industry representatives know the city is paying attention:
· Have a clear contact point for groups and industry reps.
· Connect with professional associations.
· Collaborate with conferences.
· Recognize that each sub group or sector has different needs and some
segments connect well to each other.
3. Promote the unique characteristics of the city:
· Keep the image of the city up-to-date.
· Put city values on display.
· Promote young adult life style.
· Provide quick reference pamphlets to regional attractions with photos of
people enjoying unique places.
· Use communications that resonate and reflect the style and ideals of the 25
to 35 age group.
4. stay connected with young residents:
· Use internships to connect with young adults.
· Survey young adults regularly.
· Celebrate their contributions.
· Communicate development plans with this segment of the population.
5. Develop ways to target high schoolers, college graduates and others who have
left the region:
· Maintain a system to inform them of current developments in the city.
· Disseminate information through the networks that are used by the
expatriate young.
6. Don't lose sight of issues that affect all sectors of the population such as job
creation, congestion, schools and infrastructure.
Successes
Much of Portland's attraction to younger people and its perceived success as a
creative center stem from a long history of environmentalism, central city focus,
public involvement and alternative lifestyles. Examples of how these values are
conveyed follow:
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 148
· The younger age demographic is a prime mover in the greening of Portland. An
article in The Christian Science Monitor in April 2006 called Portland the "new
capital of the ecohouse movement." The article also states the young
population of Portland believes they can live their environmental values in this
city, evidenced by the high levels of recycling, and transit and bicycle use.
However many old timers in Portland raised their children with a view toward
ecology and sustainability. Portland set the stage over twenty years ago as the
first city to successfully apply federal traffic funding to mass transit. As a result,
residents on Portland's east side have access to light rail service in place of a
freeway that would have disrupted established neighborhoods.
· Portland has a strong bike lobby. The non-profit Bicycle Transportation Alliance,
has over 4,000 members and strong support from city government and business
interests. The city invests in infrastructure for bikes and is in the process of
developing a master plan that will make it one of the top cities for biking in the
U.S.
· The Coalition for a Livable Future (CLF) is an organization that garners support
from over 90 businesses and organizations and hundreds of individuals. Their
motto is "By connecting issues, people and organizations, CLF empowers
communities to take action together to shape the big decisions affecting the
Portland region's future."
· The City of Portland relies heavily on civic participation; this is particularly
evident in the neighborhood coalitions. With almost 100 associations
throughout the city, residents new and old, young and old are encouraged to
participate in the decisions that affect their neighborhoods and the city as a
whole.
· Like Austin, Portland has a very high rate of citizen involvement - about 36% of
citizens participate in some form of volunteer community activity, ranking it sixth
in the nation.
C. Memphis, Tennessee
Memphis also joined the drive to entice and retain young professionals. A 2005 report of
the Memphis Talent Project, "Technology, Talent, and Tolerance: Attracting the Best and
Brightest to Memphis," presents a comprehensive blueprint for the city to update its
image and capitalize on its strengths. Memphis is a model of how a coordinated effort
by different organizations can create a vibrant city image. A quick look on-line of
Memphis attractions indicates that the City of Memphis has implemented numerous
recommendations made by the study and is seeing positive results. They have also
worked to ensure the message they project to newcomers is consistent with the
experience the community offers.
Assets
Memphis has many assets that it promotes in its campaign to attract and retain the
younger generation and creative professionals, including:
· A downtown Renaissance;
· A visible and engaged creative community;
· Cultural diversity and authenticity; and
· The potential for multifaceted labor markets.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 149
Memphis also works at tuning in to employer needs. A recent article in the Memphis
Business Journal notes that:
"Growing that pool of educated young workers, mostly between the ages of
24-35, is key to Memphis' future as a host to a growing flock of biotechnology
and technology companies. The feedback that we got from the companies
was that losing talent wasn't about salary, it was about getting a connection
to the city." -Michael Paulk
Participating Groups
Spearheading the effort to encourage young creatives to relocate and stay in
Memphis is an organization called MPACT Memphis. This non-profit group with over
1,200 members is dedicated to attracting young professionals to Memphis and
ensuring they stay.
MPACT's core value statement is that the city should encourage active
engagement, connectivity, creativity, diversity, inclusivity and opportunity for
professionals under 40. MPACT's mission is accomplished by:
· Utilizing intern networks;
· Sponsoring luncheons;
· Encouraging political engagement; and
· Offering training and opportunities to participate in the financial, political
and community service aspects of the city.
"In a city whose people have a track record of not always seeing and
promoting the good things found in Memphis, having a mix of native
Memphians and transplants gives MPACT a good perspective on how to
better promote the city." -Michael Paulk, Memphis Business journal
Other groups that are actively involved in the effort to engage and encourage
young professions include:
· City of Memphis;
· Memphis Tomorrow;
· The Memphis Regional Chamber;
· The Memphis Tourism Foundation with a focus on three areas: (1) Improving
the city's self- image; (2) Workforce development; and (3) Research and
advocacy; and
· Young Active Professionals - has a social emphasis, but works to create
strong bonds within this demographic.
strategies
Memphis' efforts to attract young professionals focus on the new economy and
image enhancement. "The Technology, Talent, and Tolerance" report analyzed the
"old" versus the "new" Memphis economy as a prelude to strategy development.
The "new" emphasis is on partnerships and attracting a talent base versus the "old"
model where economic development is about business recruitment. MPACT and the
Tourism Foundation have set an ambitious agenda with a special priority on
improving the city's self-image as integral to attracting talent elaborated on below.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 150
In 2003, MPACT and Memphis Tomorrow together with Richard Florida hosted a
gathering called the "Memphis Manifesto" focused on building a community of
creative ideas. This innovative summit brought together 100 individuals from across
the county (including several from Iowa City) known for innovative, creative thinking.
The outcome was a Manifesto or call to action to take home to their communities a
series of ten guiding principles. They range from: Cultivate/Reward Creativity and
Embrace Diversity to Nurture the Creatives and Remove Barriers to Creativity.
In addition, other principles and strategies guiding Memphis' work include the
following:
· Memphis organized its image development work in 2005 and is keenly aware
that making changes requires a commitment from the whole community, the
chamber, the city, higher education and public private partnerships.
· Creation of a cohesive vision of the city involving local government, civic and
business organizations is highly valued.
· Downtown development and growth in neighborhoods that have the potential
for vibrant community gathering places are emphasized.
· Efforts to improve perceptions of the city (from the inside out) and create
pictures of "peak experiences" are ongoing in four categories:
* Arts and culture
* Active outdoor recreation
* Culinary excellence and diversity
* Intellectual life
· Memphis is actively updating its image and brand seeking to be smart and
compelling and attractive to "young knowledge workers." In the new image,
special attention is being given to images of young, ethnically, diverse people
engaging in "peak experiences." This theme applies to both print and web
images.
Successes
Though still in the early stages of promoting itself as a vibrant active community for
young professionals, Memphis has implemented many of the suggestions presented
in the "Technology, Talent, and Tolerance" report. Local leaders noted that many
people had the perception Memphis was a place with "nothing going on." After
they experience the city their perceptions begin change. The old perceptions came
from websites focused on historical perceptions of the city, the slow South, Elvis and
river boats. There were very few photos of average people engaged in
contemporary lifestyles or of a vibrant city. New marketing information on Memphis
begins "Memphis shakes you. Memphis wakes you. Memphis moves you."
· The image make over effort involves several organizations, including MPACT. In
the summer of 2007, MPACT Memphis launched a website where bloggers were
recruited to write about events that would be of interest to young professionals.
One MPACT leader noted, "We've decided that rather than try to tell our
citizens what we think they should feel about Memphis, we want them to tell
each other and hopefully create a buzz about the cool, funky aspect of our
nature." See Smartcitymemphis.blogspot.com.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 151
· Another image development initiative is the Memphis Tourism Foundation
program that encourages citizens of Memphis to submit short videos
completing a sentence that begins, "This is my Memphis because ..."
· MPACT Memphis, the chamber and the Memphis Biotechnology Foundation
organized a recruitment fair to provide students graduating from Owen
Graduate School of Management at Vanderbilt University the opportunity to
talk with local companies. One organizer commented that "just getting them
here to see what the city has to offer is a step in the right direction."
· Local television personality Christopher Reyes from "Live from Memphis" and
"My Memphis TV," conducted peer to peer interviews of dozens of young
professionals about what they like most about the city. The DVD will be used
with Memphis recruiters.
CRITICAL SUCCESS FACTORS
The following factors summarize the most important findings related to the efforts and
successes of numerous cities, including those highlighted in the case studies, seeking to
attract young professionals and the creative class:
· City government needs to takes an active role in encouraging young professionals to
remain and relocate;
· Additional interests such as the Chamber of Commerce, or appropriate non-profits
complement the city's efforts;
· The city needs an established job pool to draw on and active, visible support of
creative sector industries;
· The city must have a unique and authentic quality, a true sense of place;
· The city must have a vibrant downtown core and be committed to investing in and
improving amenities in the downtown;
· The city and its citizens actively support cultural and arts institutions and events;
· The people who live in the city love the city and provide positive feedback about the
city and its direction; and
· The city has a comprehensive and consistent message about what the city is/its
identity and is committed to marketing the message on a regional and national level.
IOWA CITY'S COMPETITIVE POSITION
Cities successful in attracting and retaining young professionals and creative sector jobs
offer a variety of desirable amenities and characteristics to draw this target market.
Anecdotal information gathered from the Creative Services Focus Group (May 2007)
and during follow-up interviews revealed that Iowa City has many assets appealing to
young professionals and others in the creative sector. Several quotations from local
leaders summarize this perspective:
"We are a town of very big ideas."
"The University draws artists and creative writers from around the world."
"University gives us youth, vitality and intellectual capital."
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 152
"Once people get to know us, they want to stay. It's easy to feel at home here."
In addition, Iowa City already has a significant population base of post-college young
professionals, with 19.1 % of the local market comprised of 25-34 year olds. This compares
with 12.3% in this age range for the state of Iowa overall. (See Retail Target Markets.) The
key attractors for young professionals/creative types as identified from the case study
and literature research are listed in Exhibit C-1 with a general assessment of how Iowa
City stacks up.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 153
Key for Ratina
S = Strength
W= Weakness
N = Neutral
Exhibit c-1
Iowa City's Ability To Capture the Creative Class
Strengths and Weaknesses
Critical Success Factors
..
Jobs
Employment growth
Diverse base of creative sector
opportunities
Potential for professional growth
Livability
Vitality of downtown core
Center city housing options
Quality schools and universities
Availability of outdoor recreation
opportunities
Cost of living
Diverse and tolerant population
Value on sustainable, green living. EX:
alternative transportation modes
What Iowa City Offers
S
Iowa City/Johnson County have above average
employment and population growth. Corridor
employment projections estimate 3,538 new jobs/
year through 2014.
In Johnson County, an estimated 8,000 persons
work for 365 enterprises in key creative services
sector jobs tied to Information, Science, R&D,
Educational Services and Arts and Entertainment.
(County Business Patterns, 2005). This is a higher
proportion (14.6% of all jobs) than for the U.S. as a
whole (12%).
For its size, Iowa City is perceived to offer greater
than average opportunity, especially tied to
university and medical community. Fifth in U.S.
among Best Small Places for Business and Careers.
As a small city, a wide range of choices will be
limited compared to a metro area.
S
S
S
The overall health of downtown is strong and
reflects the community's value of the central city.
Choices are limited; a definite market void.
W
S
University of Iowa and I.C. schools overall are
recognized as first rate.
Quality parks; sailing and biking clubs, among
others; river activities-all somewhat ordinary.
Hawkeye sports offers spectator recreation
opportunities.
Various indices rate Iowa City living as very
affordable.
Population is ethnically diverse by small town
Midwest standards. Several University-related
social justice groups exist. Viewed by many as the
most liberal place in Iowa.
University attracts and promotes some green
endeavors; no critical mass in this category.
N
S
S
N
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 154
Cultural Capital
Availability of quality art and music
venues
Art and music festivals
Cultural diversity
Thriving food scene
Opportunities to Participate
Variety of groups
Social capital
Other
Positive Community Outlook &
Salesmanship
Government that works
SUGGESTED ACTIONS
s
From the Center for New Music and multiple live
music venues to UI's International Writing Program
and Hancher Auditorium performances, Iowa City
has an abundance of offerings. The Cultural
Corridor Alliance also projects the area's strength
with arts and culture.
Arts Festival, Jazz Festival and Summer of the Arts
programs are a few of the many year-round events
related to arts and music.
Local market area is relatively diverse with over 16%
of population, nonwhite, compared to 7.6%
statewide. UI hosted a Cultural Diversity Festival
(07).
Farmer's markets, quality bar/restaurant choices,
CSAs abound, Edible Iowa River Valley promotes
local connections.
s
s
s
s
Several unique groups exist: BASE' Play with a
Purpose' young people's group; Creative Economy
Group, Jamestown Housing Group
Universities have a somewhat transient population
by nature. Deep and lasting relations may be
harder to create.
N
s
Very strong sense of pride and positivism; strong
Chamber and visitor organization.
N
The City is actively pursuing plans to strengthen the
downtown core, yet many business owners feel the
City could be more supportive.
Iowa City offers a very positive enticing environment for young people and creative
sector professionals. If there are any concerns identified through this brief assessment of
the city's potential to attract and grow these markets it is that more effort needs to be
made to publicize the unique vibrant liberal community that Iowa City is. It also needs to
clarify what the priority goal is: to grow creative industry sectors (from film and arts to
computer software and design) or to promote the community to young professionals,
knowing they will bring some level of creative enterprise with them. The vision will help
drive the strategy.
Preliminary suggestions for next steps are provided below:
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 155
1. Host a Creative Enterprise Cluster Event with the goal being to identify and
communicate industry issues and opportunities and recommend local
government/other actions to support the creative enterprise cluster and link clusters
to resources.
2. Develop a marketing plan specifically to promote all the unique aspects of Iowa City
living, particularly those of interest to young adults. In creating a marketing plan,
Iowa City should consider the following questions: (1) What are the key messages?
(2) Can the effort build upon existing community marketing initiatives? (3) How can
people outside Iowa learn about Iowa City opportunities and what a special,
creative environment it offers? (4) How can the work and contributions of young
professionals be better promoted (entrepreneurship activities, civic involvement,
etc.)? (5) How can these values be better conveyed in all marketing efforts and
particularly on the web?
3. Work more closely with the University of Iowa to help discern the interests of both
undergraduate and graduate students as far as career development and to learn
how the local business community can better support and retain the enormous
university talent base nurtured during college years in Iowa City.
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 156
Appendix 7-A: Creative Cluster Analysis References
Telephone interviews:
Leticia at the Memphis Regional Chamber
Beverly Kerr, Research, Austin Chamber of Commerce
Kristie Perry, Membership and Michelle Poyourow, Volunteers, Bicycle Transportation
Alliance (BTA), Portland, Oregon
Web sites used for report:
Capturing Young creatives in Your City
Attracting the Young, College Educated to Cities - CEO's for Cities National Meeting
May 11, 2006
How can Wisconsin reap the benefits of its Creative Economy?
C:\Documents and Settings\HP _Administrator\Local Settings\Temporary Internet
Files\ Content. I E5\ GPE7W 5M R\growwisconsincreatively .cfm .htm
Attracting and Retaining Young Professionals - Results from Focus Groups Final Report -
by Fountainworks
Harrisburg Young Professionals
http://www .hyp .org/news/ 1998_9 .asp
http://www.hyp.org/committees/index.asp
Map with hot spots that show the best locations for young creatives with children
http://www.geocommons.com/workspace/show /1463
"The Creative Class: a Key to Rural Growth". April 2007, Amber Waves
http://www.ers.usda.gov/AmberWaves/ApriI07/Features/Creative.htm
Joel Kotkin, 2006. The Creative Class Canard
http://www.joelkotkin.com/Urba n_A ffa irs/ CO A H %20The%20Crea tive%20Class%20Ca na rd
.htm
Fresno, California summit, 2004
http://www .greatva lIey .org/ creativefresno/ docs/summit_doc .PDF
Portland
"The Young and the Restless Report" PDC
http://www.pdc.us/pdf /bus_serv /pubs/young_and_restless.pdf
Smart City Memphis - Big Dividends for Big Cities - investing in alternative travel modes
helps Portland
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 157
http://smartcitymemphis.blogspot.com/2007 /07 /this-week-on-smart-city-big-
dividends.html
Young Professionals of Portland
http://www.youngprofessionalsofportland.com/yp/index.asp
Young Professional Drive Eco-house movement in Portland
Christian Science Monitor, April 25, 2006
http://www.csmonitor.com/2005/0426/p03s01-ussc.html
Bicycle Transportation Alliance, Portland
http://www.bta4bikes.org/
Coalition for a Sustainable Future
http://www.c1future.org/
Portland Neighborhood Associations
http://www.portlandonline.com/oni/search/
Citizen Involvement Principles in Portland
http://www.portlandonline.com/oni/index.cfm ? a=ceeef &c=cjbci
Portland volunteer rates
http://www.oregonlive.com/portla nd/ oregon ia n/index.ssf? /base/portland_news/ 118444
8311168070.xml&coll=7
Leadership Portland, Portland Alliance
http://www.portlandalliance.com/
Memphis
Technology, Talent, and Tolerance: Attracting the Best and Brightest to Memphis" A report by
the Memphis Talent Magnet Project, 2005
Memphis Manifesto, Building a City of Ideas
About MPACT Memphis
http://www.mpactmemphis.org/about.html
"Young Professionals Helping City recruit and retain talent", Memphis Business Journal
September 6, 02
http://www.bizjournals.com/memphis/stories/2002/09/09/focus6.html
Young Active Professionals, Memphis
http://www.yapclub.com/memphis/
Smart City Memphis
http://smartcitymemphis.blogspot.com/2007/07/week-in-memphis-branding-city-from .html
http://smartcitymemphis.blogspot.com/2007 /07 /Iearning-about-cities-through.html
Influx of Designers into Portland
http://www.businessweek.com/magazine/content/06_34/b3998442.htm
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 158
Austin
The Austin City Council today took the necessary budgetary steps to move forward this
year on $85.5 million in voter-approved projects.
http://www.ci.austin.tx.us/news/2007/bond_allocation.htm
Florida on "How Austin attracts the creative class"
http://www.matr.net/article-3963.html
Austin: The Cultural Arts Division (CAD) of the Economic Growth and Redevelopment
Services
http://www.ci.austin.tx.us/redevelopment/cad.htm
Austin Chamber Corporate Partners
http://www.austin-chamber.org/DoBusiness/AboutOpportunityAustin/Partners.html
Significant list on Austin Advantage
http://www.austin-chamber.org/DoBusiness/TheAustinAdvantage/index.htm I
Austin Chamber
http://www.austin-chamber.org/DoBusiness/index.html
Austin's Economic Growth and Redevelopment Service Office, the Small Business
Development Program is
http://www.ci.austin.tx.us/sbdp/programobj.htm
Austin Young Execs
http://www.youngexecs.net/
Young Active Professional
http://www.yapclub.com/austin/
Young Nonprofit Professionals Network
http://www.ynpn.org/ Austin/
Volunteer rates of cities
http://www .nationa Iservice .gov /pdf /VIA_ C ITI ES/VIA_cities_fullreport .pdf
Economic Growth and Redevelopment Services Office
http://www.ci.austin.tx.us/redevelopment /
e lI'Iar...ete...
CREATIVE CLUSTER ANALYSIS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 159
;;
~ -'
~-'~~~ ~--.. -
~":;~,;,.~~~~.
CHAPTER 8
FROM
MARKET ANALYSIS
TO
MARKET RESULTS
RETAIL STRATEGY
Based on the findings of the target market analysis, the retail market analysis, extensive
public outreach, the market assessment and Marketek's experience in working with over
a hundred downtown business districts, recommendations for downtown Iowa City's
retail development strategy are provided related to:
· Guiding principles
· Influencing the business mix
· Business targets
Successful implementation of downtown Iowa City's business development program
requires strong coordination, consistent communication and commitment to a vision for
a more cohesive downtown. The strategy outlined below assumes that a collaborative
team will work together spearheading the business development process, including the
City of Iowa City, Downtown Association, Chamber of Commerce, and key downtown
leaders. The Organizing for Implementation section details the recommended
approach.
A. Guiding Principles
At the heart of downtown Iowa City's long term success is its ability to offer residents,
visitors and businesses a unique and welcoming environment unlike any they can find
elsewhere. Downtown Iowa City historically has a reputation as a vibrant, successful
district. With increased competition, a changing business mix, and a growing
marketplace, downtown leaders recognize the need to focus retail development and
proactively strengthen the retail base downtown.
The following guiding principles should be considered throughout the redevelopment
process. These principles can be adapted to reflect the vision, values and philosophy of
the Iowa City Business Development leadership team. These or similar guidelines should
be adopted and promoted as a framework for downtown Iowa City's success.
1. Strive to be Different. The marketing process begins with a clear statement of
downtown Iowa City's identity and competitive position in the marketplace.
Downtown Iowa City must view itself as a 'product' and market itself to compete
with other nearby shopping centers and business districts. Developing a common
message and identity will provide guidance for downtown's marketing, urban design
elements, signage, advertising, marketing materials, website, etc.
Downtown Iowa City's unique ambiance, historic character, depth of entertainment
venues and active pedestrian mall already set it apart from all other places. In
general, downtown Iowa City should promote itself as the true heart of the
community-a unique, exciting and vibrant destination for shoppers and businesses.
With the significant retail expansion occurring throughout the market area, it is very
important that downtown promote its market advantages and position to business
prospects and customers alike. Downtown Iowa City cannot be 'all things to all
people' as many would like. It has evolved from being the principal shopping center
for the Iowa City/Coralville area and has and will continue to become a truly one-of-
a-kind regional destination. This uniqueness is reflected in the draft market position
statement below:
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 161
Downtown Iowa City is Iowa's premier arts and entertainment district
with creative, locally-owned shops, distinctive restaurants, and
hometown service.
2. Looks Count. Although downtown Iowa City has a fa<;ade improvement program
and the community has general design guidelines, it is important to be reminded that
physical and economic development go hand-in-hand. Continuing to improve and
maintain downtown's appearance is critically important to make a favorable first
impression on both business/developer prospects and shoppers. Many shoppers
responding to the customer survey noted the need for continued fa<;ade
improvements and ongoing clean up.
3. Cluster and Focus. Downtown Iowa City's success in capturing new and
expanding retail development and its long term viability as a shopping and
entertainment district will be strongly influenced by a number of factors, including the
ability to locate retail and related businesses in the downtown core and to limit
sprawl on the city edges. While retail demand is growing with the population base
and visitor market, it is not so abundant that expansion can continue to occur
equally throughout the market area. It will need to be guided. A related success
factor for downtown development is the creation of a critical mass of
complementary businesses that benefit from each other's sales, customers and
markets. The primary vehicle for developing unified groups of stores and businesses is
clustering - creating mutual advantages in terms of pedestrian flow and shared
markets between businesses.
Successful clustering is dependent on having the appropriate mix of businesses that
generate market synergies and an uninterrupted grouping of retail businesses that
draw customers to and through the entire business district. Clustering businesses
which share customers or that have complementary goods will strengthen
downtown's market position. Professional service/office uses should be located on
secondary streets out of the retail core and in upper stories. Beauty and Personal
Care Services can be scattered throughout the district. Restaurants can be located
as entertainment anchors throughout the district with sensitivity to avoiding conflicts
with neighboring businesses that may be seeking to serve a different market
segment. At present, restaurants and bars completely dominate the downtown
business mix with 55 and 13 establishments, respectively.
Existing downtown clusters include:
· Restaurants and Bars, College Street Pedestrian Mall
· Jewelry and Arts, Washington Street
other merchandise categories such as Apparel (14 stores) are scattered throughout
the downtown with small sub-clusters such as Austin Burke and Ewers on Clinton and
Catherine's and Dulcinea on Dubuque.
Downtown Iowa City has several blocks that are underutilized with disconnected
business uses. One example is the Dubuque Street pedestrian mall between College
and Washington Streets where there is a hodge podge of uses. This block in
particular was noted by shoppers as being 'uncomfortable.' The block feels darker
and less open than others possibly due to mature landscaping, large planters and
limited active uses.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 162
Another block that is disjointed in terms of business clustering and flow is Dubuque
street between Washington and Iowa streets. Prairie Lights Bookstore is a significant
anchor for the block and all of downtown, yet the advantage is lost due to the very
limited number of browsable stores in the immediate vicinity. Restaurants and bars
dominate.
The Linn street blocks between the library and Washington street also have strong
potential for business clustering with small, 'right size' retail spaces on both sides of
the street. Several quality businesses exist there but are generally destinations unto
themselves. These include the Art Mission shop, Fired Up pottery making, a liquor
store and music store, among others.
Examples of clusters are suggested below and supported by the specific business
targets identified in Part B of this section.
Home Furnishings and Accessories
Downtown has a few quality retailers in the home furnishings category including
Meta, Prairie Table, Futon Shop and Gilda Imports. Unfortunately, they are not in
close proximity to each other. Many niches are unfilled in the home furnishings
category (from additional furniture and home accessories to interior design) and
should be sought to continue to build downtown as a community destination in this
merchandise group. A perfect opportunity to build on Meta as an anchor is to fill the
adjacent vacancy with a complementary business. It should be noted that the
Northside/Market Street District has a small home furnishings cluster as well with three
such businesses in close proximity: Artifacts, Decorum and Roominations.
Apparel! Accessories/Boutiques
With short, walkable blocks downtown, three adjoining blocks with existing strong
apparel tenants should be the focal point for filling out the apparel niches
downtown. These are the Clinton Street, Washington Street and Dubuque Street
blocks that connect on the north side of Washington.
Family/Community-Serving Cluster
With the new public library as a community magnet, some of the nearby retail space
on Linn Street could be refocused to family uses. The pottery shop is such an existing
use. Other examples include specialty toy/gift shop, pet supplies/store, and a top
quality children's consignment clothing store.
Northside District
Although not a 'business cluster,' it is recommended that the small two-block
Northside area promote itself as a unique neighborhood district. For marketing
economies, it should be marketed jointly with downtown Iowa City. Words such as
cozy, relaxed, comfortable, alternative and quiet all help describe this sub-district.
One sample marketing theme follows:
Discover the Northside Neighborhood of casual specialty shops
and quality local eateries.
4. Walkable Core Area. Downtown Iowa City must continue to work at creating a
safe, pleasant and convenient atmosphere for pedestrians. This begins with good
signage to the downtown core, easy and accessible parking and clear designation
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 163
of the core shopping area. Pedestrian activity should be encouraged and
enhanced throughout the core area. This guideline is directly linked to marketing
and clustering and speaks to the need to call out in all possible ways what the retail
focus is in downtown Iowa City through good design, signage, landscaping/flowers
and clean-up endeavors. Shoppers and businesses expressed concern with the
following related issues: parking needs/costs, timely snow removal, extensive loitering
in some blocks, sidewalk cleanliness and the need to continually freshen downtown's
appearance. It is recommended that the City of Iowa City with appropriate partners
respond to these issues.
5. Know What You Have to Offer. A necessary strategy for recruiting business
prospects and developers is to be able to provide an inventory of available real
estate, or better yet, be in the position to bring key properties to the table. The City
of Iowa maintains a map of existing ground floor uses, but no organization is
responsible for maintaining a downtown property inventory. Now it is time to take
the next step of identifying specific business types and owners for vacant (and soon
to be vacant) properties. Identifying and packaging infill sites will be equally
important to downtown. Examples of potential infill properties are the U.S. Bank
parking lot at Washington and Linn Streets and the Wells Fargo/I.C. Reproduction site
on the pedestrian mall. This activity will be further discussed in the Marketing Plan
section.
6. Aggressively Promote Yourself. Just as Coral Ridge Mall, Old Capitol Town Center
Mall and other established shopping centers are actively marketing themselves to
attract new business, downtown Iowa City needs aggressive marketing to quality
retailers, service businesses and office tenants promoting downtown as a prime
choice for business location.
Working with local and regional media and community and business organizations,
highlight the positive developments occurring throughout downtown Iowa City.
Regular press releases to the media promoting the positive activities and initiatives
will contribute to downtown Iowa City's image development in the marketplace.
Maintaining strong communication with area residents and businesses will also be
important to convincing your local marketplace that downtown Iowa City is a
positive and unique place to do business.
7. Housing Link. A critical strategy in support of retail vitality in downtown Iowa City is
to encourage the addition of housing units. Residential development can serve as
an important catalyst for retail expansion. The residential market analysis identifies
significant market opportunity for downtown Iowa City and specific target markets.
The City of Iowa City together with the downtown business development team
should encourage and promote downtown housing in every possible project.
Housing is an important component of the development mix and will contribute to
demand for additional shops, services, convenience goods, restaurants and home-
oriented products.
B. Influencing the Business Mix
Diversifying and strengthening the mix of on-street businesses in downtown Iowa City is a
challenge with a very low vacancy rate, relatively high rents and no new retail space
coming on line in the core downtown area. A combination of strategies is needed
including reducing the concentration of bars, managing/capitalizing on real estate
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 164
opportunities and targeting 'best bets' for new business. Downtown's ability to capture
business opportunities is integrally linked to the available supply of competitive, leasable
space. This section and the marketing plan that follows begin address these issues.
1. Bar and Alcohol Concerns. Marketek contacted several college communities
regarding how they addressed concerns with student drinking and an abundance of
bar establishments in the downtown. Among these were: Bloomington, IL, Athens,
GA, Newark, NJ, LaCrosse, WI, Chico, CA, Bellingham, W A and Corvallis, OR. Aspects
of the campus and community environment that influence student drinking were
noted as an over concentration of alcohol outlets in neighborhoods adjacent to the
campus, aggressive marketing of alcohol to the student population, and lax or spotty
enforcement of laws governing sale and consumption of alcohol and driving under
the influence. In addition, advertising messages originating off campus may feed a
perception that high-risk drinking is a normal part of college life. Communities also
noted that frequently there may be too few social and recreational opportunities
that do not depend on alcohol availability for their appeal.
Among the strategies utilized by these communities to curtail alcohol abuse and
indirectly work to create a healthy business mix are:
1. Aggressively enforce public drinking laws;
2. Limit the number of liquor licenses;
3. Campus-Community Alcohol Coalition;
4. Work hard to multiply the number of recreation venues;
5. Regulate the number of liquor licenses; zoning ordinance amended "no
net gain for bars" limits licenses; restaurants, food sales are excluded from
the law;
6. Urban renewal for redevelopment of nuisance properties; and
7. Downtown district marketing to focus identity on arts & culture.
More than one community created a coalition of community stakeholders to
implement various proposals. The common thinking was that one solution does not
address the problem. Downtown Bloomington Association Director Peggy Flynn
summarized the complexity of the issues: "It's not just working with the bar owners,
the police, business owners or residents. We need a holistic solution that includes
everyone working together."
At various times in recent years, the City of Iowa City has researched and assessed
options for influencing the number of bars and the sale of alcohol downtown.
Considerations have ranged from increased enforcement of bar capacity to zoning
regulation of bars. One strategy being pursued is limiting access to bars for those
under age 21, a proposal on the November 2007 ballot. This proposal may impact
liquor sales and long term, decrease the number of bars downtown, but this is not the
intended purpose. Regardless of the initiative outcome, one thing is clear.
Commitment to a comprehensive strategy of multiple tactics is critical to freeing up
bar space to make way for additional retail.
2. Business Mix. Each of Iowa City/Coralville's shopping centers will capture
business and consumer expenditures from a variety of target markets, though
grocery-anchored centers will draw more heavily from area residents. Downtown
Iowa City will need to work hard and smart to encourage quality businesses to locate
there over other established or newly built shopping centers. As earlier noted,
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 165
downtown Iowa City has a large number of unique, quality independently-owned
businesses with a few chain stores mixed in, mainly at the Old Capitol Town Center
Mall. Business development efforts should emphasize unique locally-owned
businesses but also carefully target selected chain stores that offer some cache
and/or the ability to draw a broad middle to middle-upper income market.
student Spending
Based on surveys of student spending patterns and reports by American
Demographics, student consumers most frequently buy the following types of
merchandise and services:
· Shoppers goods: books, CDs, computers, cameras, phones, cards/gifts,
apparel, athletics goods/shoes, other sporting goods including bicycles.
· Convenience goods: groceries, drugstore items including cosmetics, snacks
and video rentals.
· Food and beverages: deli/sandwiches, bagels, ice-cream/yogurt, health
foods, juice, coffee, pizza, fast foods, ethnic foods, bar/pub food and drink.
· Personal services: laundry, bicycle repair, hair styling/cuts, exercise/gym
services.
For perspective and to help create a vision for what the downtown business mix
could include, Marketek researched the downtown businesses of several college
towns focusing on apparel and specialty goods. The communities included:
Madison, WI, Champaign, IL, Austin, TX, Bloomington, IN and Boulder, CO. A
snapshot of businesses is presented in Exhibit MR-1. Of note is the fact that the
overwhelming majority of businesses are non-chain, locally-owned boutiques and
specialty shops. However, chains are definitely in the mix. For example, Boulder has
a few chains targeting teen and college populations: Urban Outfitters, American
Apparel, Buffalo Exchange and Billabong. Austin's downtown chains include Urban
Outfitters, REI, Chico's, Diesel, and Anthropologie. Also of note is the concentration
of apparel stores in these downtowns: Austin-70, Boulder-67, and Madison-37.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 166
Downtown
Retail Categories Austin, Bloomington, Boulder, Champaign, Madison,
TX IN CO IL WI
Apparel 70 10 67 9 37
Books 10 2 14 2 9
Gifts2 37 4 15 2 9
Entertainment3 61 12 28 1 21
Electronics 10 3 4 5 9
Specialtl 57 6 36 18 21
ITotal 245 37 164 37 106
Downtown Anthropologie American Apparel Birkenstock
Chains Chico's Billabong EB Games
Diesel Buffalo Exchange Ragstock
REI Chico's Reebok
Sunglass Hut Urban Outfitters Urban Outfitters
Urban Outfitters
1. Apparel includes clothing, shoes, accessory and jewelry stores.
2. Gifts includes cards/gift shops and toy and sporting good stores.
3. Entertainment includes museums, theaters, art galleries, etc.
4. Specialty goods include home goods, funishings and other miscellaneous retailers.
Souce: Marketek, Inc.
Visitor Spending
Leisure and business visitors are noted for spending discretionary income during
travel. The most desired types of goods by the visitor market include:
· Restaurant, bar and eating choices representing a variety of cuisine and
prices
· Unique, one of a kind, locally created arts and crafts and gallery items
· Apparel and accessories
· Gifts
· Convenience goods-grocery and drugstore
· Recreational/sporting goods and services
· Home accessories
As noted earlier, restaurants and bars dominate downtown Iowa City's existing
business base with gaps and niches to be filled in apparel/accessories, home
furnishings/decor, grocery, services and other selected categories. The following list
of business and merchandise opportunities (Exhibit MR-2) are suggested for
downtown based upon the retail market analysis, shopper and business owner
research, visitor market insights, lifestyle analysis and the types of businesses that are
succeeding in other college towns. The large supply and quality choices offered by
existing downtown Iowa City restaurants appear to be more than adequate.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 167
However, several specific food niches were identified as desirable by local
consumers and are included on the list. Some merchandise categories are already
represented by downtown businesses, but are presented here as it is believed that
additional options can be supported.
EXHIBIT MR-2
TARGET BUSINESS/MERCHANDISE OPPORTUNITIES
Downtown Iowa City
Merchandise Apparel (all kinds) Jewelry
Shoes Bed/bath/linen
Sporting goods and outdoor gear Home accessories/decor
Books/music/CDs Drapery/rugs
Cards/paper/gifts Consignment furniture
Florist/garden accessories Gallery/gifts (more)
Unique children's toys and gifts Bicycle sales and repair
Children's boutique Audio/electronics
Antiq ues/reproductions Camera
Lam psi shades/lighting Container-type store
Com puters/ accessories Frames/art
Furniture
Restaurants/Food Health food/juice bar Grocery
Bakery (full service) Wine shop & tasting room
Chocolate shop
Entertainment Movie theater
Personal carel Dayspa DVD rental
Services Photography Yoga/pilates
Health club/recreation Vision care
Interior design Computer repair/service
Dry cleaning T ailoring/ alterations
C. Business Targets
Expanding Retailers
Using the proprietary Retail Tenant Directory database of over 5,400 retail companies
(national and regional chains), Marketek conducted a search of retailers expanding
in Iowa. The search criteria included: (1) Planned 2007 expansion in Iowa; (2)
Desirable gross leasable space of 500 to 10,000 square feet; (3) Selected retail
categories suitable for downtown, approximately 55; and (4) Downtown/lifestyle
center location preferred. The search excluded restaurants and food service. The
results identified 235 retailers expanding in Iowa. The complete list appears in
Appendix 8-A.
Marketek conducted an initial screening of the list to identify those appearing to be
the best fit for Iowa City's demographics, market gaps and business clusters. Exhibit
MR-3 lists selected top targets. As a supplemental task, Marketek can assist in
providing company location preferences and contact information. The list can be
used as the beginning of a target 'suspect' list as well as to help identify existing
independent retailers locally, in the region or beyond who would fill a similar niche
and may consider a downtown Iowa City location.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 168
e lI'Iar...ete...
EXHIBIT MR-3
SELECTED TOP CHAIN PROSPECTS
Name
American Eagle
Apple, Inc
Bagel Boys
Bakers Footwear Group
Brown's Shoe Fit
Cache
CD Tradepost
Chicos
Coldwater Creek
Famous Footwear
Foot Locker
Fossil
Gap
Hollywood Entertainment
Hot Topic
J. Crew
KaBloom Flowers
LA Weight Loss
Landmark Luggage
LUSH Handmade Cosmetics
MAC Cosmetics
Origins
Papyrus Franchise
Radio Shack
Rent-a-Center
S&K Famous Brands
The Children's Place
Under Armour
Retail Category
Apparel
Computer/electronics
Eatery
Shoes
Shoes
Apparel
Specialty/music retail
Apparel
Apparel
Shoes
Shoes
W atches/ accessories
Apparel
DVD rental
Apparel/accessories ('pop')
Apparel
Florist
Personal service
Specialty retail
Cosmetics/skin care
Cosmetics/skin care
Bath & body products
Paper goods/specialty
Electronics
Home furnishings
Menswear
Apparel
Athletic wear
Urban Outfitters Apparel/home accessories
Z Gallerie Homefurnishings
Zumiez Skateboard/snowboard gear
Source: Plain Vanilla Shell; Marketek, Inc.
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 169
ORGANIZING FOR DOWNTOWN BUSINESS DEVELOPMENT
A. Background
Successful implementation of the downtown market study is dependent upon a
commitment to downtown as a priority economic development area, an organized,
proactive local business development team and management by a qualified staff
position that is at least one-half time.
Existing organizations can and should be part of a steering committee to guide and lead
the business development process, but do not appear to have the ability to manage this
function at the present time. None has the staffing or organizational capacity. Nor are
organizational purpose and activities directly aligned with downtown business
development. The current situation for key groups is delineated below.
The Iowa City Area Chamber of Commerce works to foster a better business environment
and must necessarily serve the entire Iowa City business community. The Chamber is a
convener for its membership and a link to resources, working to build regional
partnerships and encourage entrepreneurship.
City of Iowa City Economic Development staff focuses citywide on commercial, industrial
and workforce development as well as urban renewal activities. While the city strongly
advocates for downtown development, the public sector is not the appropriate place
for business recruitment/outreach. The city can be helpful through its financial assistance
programs, in getting projects off the ground and in creating effective public policies and
efficient regulatory systems to allow speedy and appropriate development downtown.
The Economic Development staff is constrained in brokering deals. They have limited
time to devote to commercial business development.
The Downtown Association of Iowa City (DTA) is a nonprofit association focusing its
resources to promote downtown. The organization provides leadership and undertakes
marketing initiatives and special events to promote downtown Iowa City. At present,
DTA is in an organizational/membership rebuilding mode and lacks a sustainable funding
base.
The Iowa City Area Development Group (leAD Group), a 501 c6 serves the business
development needs of primary sector companies in the greater Iowa City area. As Iowa
City's lead economic development organization, ICAD Group works to connect industry
with federal, state and local resources for business retention, expansion and attraction
efforts. Downtown development is integrally linked to projecting a positive quality of life
and the ICAD Group's business development skills and experience can be very helpful
for downtown's economic success.
B. Recommendation and Budget
Form a public-private partnership of key downtown stakeholders and leaders with an
exclusive focus on improving the downtown Iowa City business mix. A void forming a new
nonprofit, but rather try to organize under or affiliate with an existing well respected
nonprofit which will serve as the fiscal and administrative agent. Ideally, the group will
have a complementary mission. However, it is important that the Partnership remain
autonomous. The Community Foundation of Johnson County may be an appropriate
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 170
entity as one of its functions is to help establish and manage targeted giving funds for
various community interests.
Partnership investors might include the above organizations, as well as bankers,
downtown developers, the University of Iowa and key business/property owners.
Investors should be asked for $5,000/year for two years to provide stability to business
development efforts. Target a minimum of 20 individuals or organizations for a minimum
budget of $100,000. All investors with a $5,000 investment or greater should have a seat
at the decision-making table. During the two year start-up time frame, a sustainable
funding program will need to be organized. These efforts may well be linked to a
downtown self-supporting municipal improvement district (SSMID).
Below is a draft budget outline for the full time function, which is recommended in order
to recruit a top quality, experienced candidate for the job. One budget assumption is
that office space will be donated by a partner or investor.
EXHIBIT MR-4
BUSINESS DEVELOPMENT BUDGET SAMPLE
Downtown Iowa City
Personnel
Full time manager
Benefits
$60,000
$1 8,000
Office
Rent-in-kind
Telephone
Equipment
$0
$600
$1,000
Other
Printing
Workshops/Travel
Website
PR/Advertising
Miscellaneous
$1 ,400
$2,500
$3,000
$7,000
$1,500
TOTAL
$95,000
C. Job Description and Partnership Steering Committee Tasks
What follows is a draft job description for the proposed Downtown Business Development
Manager, Partnership/Steering Committee member responsibilities and an overview of
key focus areas for the Partnership. Detailed strategies and action steps appear in the
Marketing Plan section of this report chapter.
The Partnership will provide a centralized point of contact for downtown market
information, space inventory and retail prospecting and coordinate with the City and
other entities to address policy and priority projects affecting downtown Iowa City. The
three key elements of the downtown economic/business development process are
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 171
exhibited below: Property Development, New Business Development and Business
Expansion. Together with these functions, the Partnership will need to focus on
developing a funding strategy for long term program support. Following the job
description and committee responsibilities is a synopsis of goals and activities for each of
these three activities.
Downtown Iowa City Business Development Manager - Draft Position Description
Desirable experience in one or more of the followinq:
· Real estate, sales and marketing, small business development/finance,
community and economic development.
· Minimum of three years experience in working/consulting with independent
businesses.
Desirable characteristics:
· Manager must understand issues confronting downtown business people,
property owners, public agencies and community organizations.
· Manager must be entrepreneurial, energetic, imaginative, well organized, and
driven in an independent situation.
Skills required:
· Ability to work with start-up, existing and retiring business owners.
· Ability to work with very diverse personalities and levels of business
sophistication.
· Ability to market, sell and negotiate downtown opportunities.
· Ability to diagnose business problems and recommend practical solutions.
· Ability to manage multiple projects at any given time.
· Ability to work with volunteers.
· Ability to identify and package assistance programs and financial incentives.
· Ability to be a team player and support the work of all Partnership
organizations.
· Ability to use Microsoft Word, Microsoft Excel and Microsoft Power Point.
· Excellent public speaking and writing skills.
General Duties:
· Responsible for the development, conduct, execution and documentation of
business development activities including business retention, expansion and
recruitment and property development.
· Develop and follow through downtown business development campaigns
targeting specific business opportunities for downtown.
· Maintain and enhance the relationship with the entire downtown Iowa City
commercial community.
Specific Duties:
· Become familiar with all persons and groups directly and indirectly involved in
the downtown commercial district.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 172
· Build strong and productive working relationships with downtown business and
property owners.
· Draft a work plan to establish monthly and long term goals coordinating with
the Partnership and any working committees.
· Conduct an ongoing public awareness/education program about the
opportunities in downtown Iowa City and the commercial community.
· Network, attend functions and make presentations to groups relevant to the
downtown Iowa City business community, including the Chamber, City Council,
Rotary and the University.
· Work with individual downtown tenants and/or property owners on positioning
their properties to redevelop or sell. This may include assisting with physical
improvement projects through personal consultation or by obtaining and
supervising professional design assistance and providing guidance on financing
the improvements.
· Maintain a current inventory of ready and available downtown space,
condition, lease rate and terms, special features, listing agent and telephone
number and other pertinent factors.
· Utilizing the downtown market study, target and identify business prospects
through a wide variety of direct marketing tactics: direct mail, visitations,
contact with referral sources and open communication with local businesses
and local leaders.
· Develop and update a professional recruitment packet, website and other
materials to promote downtown business opportunities and properties.
· Identify and coordinate structural or regulatory changes to remove barriers to
business attraction (e.g., modifying zoning ordinances and parking guidelines).
· Develop and maintain systems to track and report the progress of the business
development program.
· Organize regular Partnership meetings and maintain strong communication
with partners.
Key Benchmarks/Indicators of Success:
· Number of qualified prospects contacted.
· Number of businesses recruited or assisted/retained downtown.
· Properties readied for redevelopment as a result of Partnership efforts.
· Amount of dollars reinvested in downtown as a result of Partnership efforts.
· Jobs generated in downtown as a result of Partnership efforts.
Business Development Partnership Steering Committee Responsibilities
General responsibilities of the committee involve collecting necessary information,
gaining complete knowledge of the downtown market study, helping generate
leads, contacting and assisting prospects and communicating key issues and needs
for technical assistance.
Partners should commit to:
· Actively develop and promote the vision for downtown Iowa City's economic
vitality;
· Identify and stay focused on the downtown priorities related to Business
Development over the next 6 to 18 months;
· Establish and monitor roles and responsibilities for staff person and the
organization as a whole;
· Put a link to downtown Iowa City URL on their websites;
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 173
· Network and promote downtown business opportunities to fill target business
niches;
· Help create and monitor a work plan for priority activities; and
· Identify and pursue sustainable funding strategies.
The Partnership will also need to develop operating guidelines for meetings,
management structure, and overall expectations regarding individual participation.
It is recommended that an executive committee be organized to work directly with
staff and keep the group on task.
Partnership Focus Areas
The Partnership may develop sub-groups or committees for each of the focus areas
below.
Property Development
The purpose of a Property Development Program is to stimulate interest and action
toward property improvements and to enhance the appearance and condition of
downtown properties to attract quality tenants.
Business Retention and Expansion
Helping existing businesses to remain or become healthy and to apply the results of
the market analysis will contribute to a positive business environment and enhance
business recruitment efforts.
Business Attraction
The purpose of Downtown Iowa City's targeted business attraction plan is: 1) to
create "top of the mind" awareness; 2) to inform the target audience about
opportunities in downtown Iowa City; and 3) to generate leads.
Marketinq and Communications
A comprehensive and well coordinated marketing program to promote downtown
opportunities, development projects and results achieved will support the success of
all other business/property development endeavors.
D. Conclusion and Next Steps
Completion of the downtown market study is the culmination of a nearly two year
discussion among downtown Iowa City civic and business leaders. Momentum and
energy are strong for the targeted downtown development process key to successful
implementation. The crucial next step is organizing to proactively respond to identified
market opportunities.
Experiences of dozens of successful downtowns demonstrate that economic
revitalization and 'restructuring' is a long term process that must be well focused, with
strong leadership and excellent management. The issues and opportunities facing
downtown Iowa City are far too complex to be volunteer managed or added to the
workload of an existing organization. For this reason, a separate group or partnership
should be formed with a staff function exclusively focused on business and property
development.
It is crucial that the Partnership build support from the greater downtown Iowa City
community and show measurable progress toward established goals in order to develop
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 174
the confidence of funders and the community and to capture sustainable funding. A
sample timeline for organizing for implementation follows:
November 2007
Downtown market study presented.
Implementation recommendations presented
accepted by City and key downtown stakeholders.
and
December 2007
Economic Development Commission members contact
prospective investors to form partnership.
January 2008
Downtown business development partnership organized,
operating guidelines developed, staff position publicized.
February 2008
strategic priorities identified; commitment.
March 2008
staff hired, work plan developed, committees formed.
BUSINESS DEVELOPMENT AND MARKETING PLAN
To successfully promote and capitalize on the market opportunities identified in the
Market Analysis, an aggressive and well-coordinated marketing program should be
carried out that includes three key initiatives exhibited below: Property Development,
Business Retention/Expansion and Business Attraction. Recommended 'next steps' are
detailed in this report section. In addition, a Marketing and Communications action plan
details important marketing tactics for overall success. The underlying purpose is to
convince existing and prospective business owners, property owners and investors that
downtown Iowa City is the best business/investment opportunity and to demonstrate
tangible results.
Property
Development
--------
Business
Retention &
Expansion
Business
Attraction
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 175
A. Property Development
Goal - The purpose of a Property Development Program is to stimulate interest and
action toward property improvements and to enhance the appearance and
condition of downtown properties to attract quality tenants.
Audience - Business prospects (renters), property owners, real estate agents, lenders
and the general public.
Implementation Activities
Identify Target Commercial Properties Ready for Business Occupants
1. Make an inventory of all vacant, underutilized or uncared for downtown
properties.
2. Identify established bar tenant properties that may be making a change in the
near future.
3. Organize a property owner contact team to meet one-on-one with property
owners to discuss the overall revitalization process and the desire to increase
commercial activity. The contact team should also assess the property owner's
interest in and ability to make property improvements and to lease or sell the
property.
4. Building on the information gained through property owner interviews, use the
Property Assessment Worksheet (see Appendix 8-B) to clearly evaluate the
condition, property owner interests and near term potential for key downtown
buildings. Assess the ability of the owner to sell and/or lease the space.
5. Based on the property inventory, rank the sites/buildings according to their
potential for development or locational importance, categorizing them as short
term or long term potential initiatives.
6. Explore using a community-initiated development process (local investor groups,
nonprofit development corporations or other means) to creatively move key
properties out of dormancy and into functional space.
7. For properties/buildings that are available and in good condition for showing,
work with the property owner and/or a local realtor to market these to business
prospects. Marketek identified seven vacancies in September 2007, though at
least one was preparing for a new tenant. Put together a one page marketing
fact sheet or profile with key features, price information, a photograph, contact
person and target businesses for the location. A property profile would include
the following information:
a. total and useable square footage
b. lease/sale terms
c. amount of store frontage and parking
d. photographs, aerials, building footprints and/or floor plans
e. target business types for the site/property
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 176
Develop Incentives and Assistance Programs to Reduce the Economic Risk to the
Property Owner & Encourage Downtown Redevelopment
1. Identify all existing property and business development incentives offered through
city programs and/or other resources.
2. Contact by telephone and/or arrange field trips to other comparable
communities with a track record of downtown revitalization to identify other
successful incentives. Contact Iowa Downtown Resource Center (Thom Guzman)
for best examples.
3. Identify workable incentives for downtown Iowa City, funding and other forms of
assistance that can encourage property redevelopment and business
development.
4. Package a Property Redevelopment Toolkit, combining existing urban renewal
benefits and any other incentives identified through the steps above.
5. Develop a downloadable file with information on what the incentives are and
how to apply them to various property development projects, with examples, if
available.
6. Organize a property improvement recognition program. Any property owner
caught in the act of reinvesting and making positive property improvements
should be recognized for his efforts and contribution to downtown improvement.
B. Business Retention and Expansion
Goal - The purpose of downtown Iowa City's business retention initiative is: 1) to
encourage existing businesses to capitalize on market opportunities; and 2) to
support and enhance established businesses contributing to downtown vitality.
Audience - Existing businesses in the core downtown and Northside neighborhood
areas; Iowa City business and economic development organizations and service
providers.
Implementation Activities
Assist Existing Businesses through Education, Technical Assistance and Recognition
1. Promote the findings of the Retail Market Analysis through business networking,
distributing the executive summary, presentations and other outlets.
2. Working with the University of Iowa's Pappajohn Entrepreneurial Center, identify
tactics and approaches for assisting existing businesses to expand and diversify
their merchandise mix based upon the opportunities identified. This is a key to
capturing opportunities identified in the analysis.
3. Respond to issues identified in the Business Owner Survey. Conduct a series of
workshops and/or provide one-on-one technical assistance to address the top
needs identified in the Business Owner Survey, including: target customer
marketing, joint promotions and property enhancements.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 177
4. Institute a Downtown Business Recognition Program for downtown business'
exceptional service, business improvement, community services, new initiatives or
other positive endeavors. Build upon and work in conjunction with the Chamber
of Commerce's efforts to help local businesses celebrate milestones and
successes.
Provide Relocation Assistance and Start-up Encouragement
1. With consideration for the business clustering concepts shared in the retail
strategy and business expansion plans, work with any existing businesses seeking
to relocate within the downtown. Publicize this assistance.
2. Investigate incentives and technical assistance to encourage 'home grown'
businesses and entrepreneurs to locate in downtown.
3. Explore the potential for a retail incubator space to provide retail entrepreneurs a
jump-start in a small, below-market cost space.
C. Business Attraction
Goal - The purpose of downtown Iowa City's targeted business attraction plan is: 1)
to create "top of the mind" awareness; 2) to inform the target audience about
opportunities in downtown Iowa City; and 3) to generate leads.
Audience - Business prospects, businesses being targeted, leads generated through
other marketing activities, local and regional realtors/brokers, media and business
associations.
Implementation Activities
Develop Target Business Recruitment Campaign(s)
1. Establish 3-6 target business priorities for attraction and/or expansion.
2. Formulate a written marketing and prospecting game plan for priority business
targets. Sample steps include:
· 'Suspect' and prospect list
· Direct mail campaign to businesses and developers
· Advertising campaign
3. Develop a call program to leads generated from ad/direct mail campaigns.
4. Prepare sales program to court prospects.
5. Cultivate referral networks: brokers, commercial/residential developers, other
economic development agencies, leasing offices, etc. Attend events of and/or
join key retail/related business professional associations such as the International
Council of Shopping Centers (ICSC), Commercial Association of Realtors, trade
association groups, etc.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 178
6. Develop niche marketing campaigns for target businesses to create awareness
of the opportunities and engage them in considering downtown Iowa City as a
location for their business. See sample that follows.
EXHIBIT MR-5
TARGET MARKETS / NICHE BUSINESSES
Downtown Iowa City
Target Markets Rationale Campaigns
Specialty Retail · Existing demand from all · Build awareness
· Small apparel markets · Marketing and outreach to
shops · Future demand from locally-owned shops in 15D-mile
· Home population growth and radius Iowa City (opportunity to
accessories/ art downtown residential expand)
· Home furnishing development · Marketing to businesses with
· Children's toys/gifts · Future demand generated current locations in model cities
· Wineshop/winebar from increased promotions of · Use Retail Tenant
downtown opportunities and Directory/brokers to identify
entertainment businesses seeking new locations
· Contact area manufacturers of
specialty goods for retail outlet
· Website, marketing packet
· Consistent messaging-
electronic newsletter
· Feature articles
Developers / Brokers · Best opportunity for near-term · Engage them to invest in
· Local new investment properties/o pportu n ities
· Regional · Have the resources and · Development opportunity
· National expertise to create meetings-residential, retail, office
commercial, residential, and · Keep them advised of changes
mixed-use downtown and assistance for downtown
· Have established networks improvements
· Newsletter
· FAM Tour (if needed)
· Continue to promote programs,
opportunities, business locations,
new developments and events
Create Marketing Collateral
Marketing collateral must do two things: (1) show the vision of what downtown Iowa
City is striving to be; and (2) provide compelling information that shows a market
exists for the targeted businesses.
1. Use a folder or document file to package collateral materials (listed below).
Quality map, 8 x 11. The inside should depict the vision and future of the
downtown, highlight major anchors (City Hall, library, etc), residential areas, and
unique businesses. The reverse, outside panels should be a continuous image,
aerial photograph highlighting specific sites and buildings (this allows the map to
be used in bound proposals or packets).
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 179
"Info-sales" collateral sheets should be created and stored digitally enabling
quick updates and the ability to print them on the brand templates and include
in marketing packet. Much of the content will be found in the Retail Market
Analysis. Info sales sheets should contain:
· Market demographics and customer profile
· Market trade area map
· Daytime population
· Visitor market
· Property profiles (site and building information including site map, aerials,
building photographs, etc)
· Program assistance (fa<;ade improvement program, financing, incentives)
· Resource guide (Entrepreneurial Center, Chamber of Commerce and
other organizations providing technical assistance)
· Development flow chart (outlining steps required and/or recommended
to develop downtown properties or open a business) and list of permits
needed with links to forms and applications already online (unless this
process is very transparent)
· Press releases
2. Prepare one or more simple marketing collateral pieces (e.g. sales brochure,
direct mail post card campaign, etc).
Actively Manage the Business Development Process
1. Create/obtain a database system (Contact Management System-CMS) to
maintain records of targets - developers, businesses, property owners and key
contacts. The key in marketing downtown Iowa City is in exposing the
opportunities to a wide audience, which means consistent and frequent
messaging to a large database of contacts. Using a CMS system simplifies the
marketing process by automating the messaging. For example, letters and/or
electronic messages can be sent to any or all leads in the database, directly from
the CMS system, and record the activity. The system will save staff time in
implementing the different niche campaigns.
2. To effectively market and promote downtown Iowa City to different target
niches, the Contact Management System should contain contact information on
the following:
· Local, regional and select national media
· Key business journals and professional associations
· Local and regional developers and realtors (retail, commercial, and
residential)
· Local/metro target retailers
· Local businesses (including those not currently located downtown)
· Downtown property owners
3. Subscribe to or use the limited free version of Retail Tenant Directory. Keep the
database current by continually updating information and purchasing annual
database updates.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 180
4. Details for implementing each initiative should be recapped in a matrix, which
has been designed as a tool to assist staff in organizing, budgeting, scheduling,
and reporting on all the details involved in successfully implementing the action
items. A sample table appears below.
EXHIBIT MR-6
SAMPLE IMPLEMENTATION AND REPORTING GUIDE
Lead Target Target
Action Budget Person start Completion status
Date Date
Property Development $
Inventory vacancies
Contact property owners
Property profiles
Match property to business
target
Redevelopment site plans
Business Attraction $
Develop collateral
Conduct direct mail
Prospect sales plans
Press and media outreach
Actively Promote the Results
1. As an adjunct tool to the reporting guide, prepare on a semi-annual basis, a
simple one page benchmarks and outcomes snapshot. The following categories
may be included:
· Sales and Marketing:
* Direct mail pieces sent
* Number of calls made and response
* Number of hot, warm, cool leads
· Public Relations:
* Press releases sent
* Articles published
· Business Attraction:
* Number of businesses recruited
* Number of jobs created
* Dollar amount of private investment
* Dollar amount of public investment
2. Establish a schedule for internal reporting to members of the Partnership and
external reporting to the community.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 181
D. Marketing and Communication
Goal - Business development marketing and communication initiatives should be
carefully linked to those of the Downtown Association, the Chamber of Commerce
and the City of Iowa City to avoid any duplication and ensure complementary
presentation of the downtown message, identify and vision.
Implementation Activities
Create a Consistent Brand Identity for Downtown
It is not clear if downtown is routinely identified as the Old Capitol Cultural District.
Nor is it clear if the tag line Where the Unique is the Usual (which appears on the DTA
website) is used in other places. If there is a unified logo and color scheme, they are
not evident. This recommendation may best be implemented by the Downtown
Association with its focus on promotions. The task should not sidetrack or impede the
business development activities of the Partnership. It should be kept as simple and
short a process as possible. Ideas about next steps are shared below.
1. Create or agree upon an existing "brand" or identity that reflects the image and
vision desired of the downtown, Le., arts and entertainment, live/work/play, Old
Capitol Cultural District, etc. Use any established color scheme of the city and
DTA within the design if possible. Seek to obtain any necessary graphic services
on a pro bono basis.
2. Once the design concept is completed, establish a brand style guideline to
control the proper use of colors, fonts, look, etc. of the downtown brand. The
brand should be made available to those partners wanting to leverage their
marketing which would continue and expand the branding of the downtown.
Anyone wishing to market downtown Iowa City using the brand should follow the
guidelines.
3. Once the design concept and style guideline is approved, create blank brand
templates and electronic templates for use in marketing campaigns. For
example, marketing packet, newsletters, press releases, post cards, and
brochures (two sizes).
Expand Website Presence
1. Create a unique URL for marketing purposes, Le., www.DowntownlowaCity.com.
Users should be able to get directly to the information from this URL and also from
within the city's, the DTA's and chamber's websites in as few clicks as possible.
2. Put all downtown market and development information at this location. Post an
electronic version of a "Market Opportunities" brochure. Review quality
downtown websites for ideas. Information that should be in this area of the site
would include:
· Market Potential - market area demographics (as provided in market
study), downtown activities and visitor draws, streetscape and other
improvement plans
· Map of Downtown
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 182
· Property Profiles - name and description of sites, location maps showing
access to site, site/parcel maps, property description, overview of
availability, key features and advantages of the sites
· Assistance - financing, incentives, and other assistance programs
available
· Stories and testimonials - successful businesses, downtown developments,
project plans
· Contact - name, phone, fax, and email of the primary contact person
3. Revise and update content at least quarterly.
4. Create links with these pages to other resource sites and offer reciprocal links.
5. Move the "Sites Available for Development" to the City's homepage. Currently
users access this area via the following path: Home Page> Business> Buildings
and Sites> Locality>Buildings>Sites. A direct link on the home page to
"Development Opportunities" is much more effective and user-friendly.
Create a Press Kit and a Schedule of Media Releases
1. Include press release template, FAQs about downtown and Iowa City, area
demographics, photographs, website URL announcement, and media contacts.
Have hard copies available for face-to-face meetings and PDF format for
electronic transfer.
2. Develop story ideas for monthly media releases on downtown Iowa City's
business development (and other) progress and success.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 183
Appendix 8-A: Complete List of Expanding Retailers
EXPANDING RETAILERS FROM RETAIL TENANT DIRECTORY
Abbey Carpet Company, Inc.
Aldo Group Inc.
ALLTEL Corporation
American Eagle Outfitters, Inc.
Anne Fontaine
Apple, Inc.
Ashley Furniture Industries Inc.
Auntie Anne's, Inc.
BAB, Inc.
Bakers Footwear Group, Inc.
Barja Inc.
Bath & Body Works
beauty brands, Inc.
Benetton Services Corp.
Borders Group, Inc.
Brodkey Bros. Inc.
Brown's Shoe Fit Co., Inc.
Build-A-Bear Workshop
Caboodle Licensing Corp.
Card$mart Retail Corporation
CD Tradepost
Charming Shoppes, Inc.
Christopher & Banks Corp.
Claire's Stores
Coach Inc.
Color Me Mine Enterprises, Inc.
Consolidated Vision Group, Inc.
Creative Kidstuff Inc.
Daylight Corporation
Del Sol
Dick Blick Holdings Inc.
Dooney & Bourke
Draper's & Damon's Inc.
Eddie Bauer Holdings, Inc.
Emerging Vision, Inc.
Abercrombie & Fitch Co.
After Hours Formalwear
Allegra Network, LLC
Amailcenter Franchise Corporation
American Greetings Corporation
AnnTaylor Stores Corporation
Archiver's, Inc.
Association of Logos Bookstores, Inc.
B.E. Mid's Inc.
Bagel Boys, Incorporated
Bang & Olufsen America, Inc.
Barnes & Noble, Inc.
BCBG Max Azria Group, Inc.
Bed Bath & Beyond Inc.
Big Dog Holdings Inc.
Brighton Collectibles Inc.
Brookstone, Inc.
Brueggers Enterprises, Inc.
Business Partner Franchise Corp.
Cache, Inc.
Carver Enterprise Group
Charlotte Russe Holding, Inc.
Chico's FAS, Inc.
Cingular Wireless
Club Libby Lu, LLC
Coldwater Creek Inc.
ColorTyme, Inc.
Crabtree & Evelyn, Ltd.
Cuts Fitness For Men
Deb Shops, Inc.
Deseret Book Co.
Do It Best Corp.
Dots, Inc.
Dunkin' Brands, Inc.
Edible Arrangements LLC
Ermenegildo Zegna Corp.
e lI'Iar...ete...
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 184
EXPANDING RETAILERS FROM RETAIL TENANT DIRECTORY (continued)
Ethan Allen Interiors Inc.
Famous Footwear
Fleet Feet, Inc.
Foot Locker, Inc.
Franchise Concepts, Inc.
Freshens Quality Brands
Genesco Inc.
GNC Corporation
Great Harvest Franchising, Inc.
Gymboree Corporation
Hallmark Gold Crown stores
Heel QuikL Inc.jFoot Solutions, Inc.
Hermes Of Paris Inc.
Hollywood Entertainment Corp.
Hub Distributing Inc.
ICED (Inti Center for Entrepreneurial Dev)
Jimmy Choo
Jones Apparel Group, Inc.
KaBloom Flowers, LLC
Kellwood Retail Group
KinderCare Learning Centers, Inc.
Krispy Kreme Doughnut Corp.
L.A. Weight Loss Centers
LaMar's Donuts
Le Creuset Factory Outlet
Lemstone, LLC
Lenox Retail
Liz Claiborne Inc.
LUSH Fresh Handmade Cosmetics
MAC Cosmetics
Maynard's Food Centers, Inc.
Mikasa, Inc.
Minuteman Press International
Mothers Work, Inc.
Mrs. Fields Famous Brands, LLC
Nebraska Book Co.
New Balance Athletic Shoe, Inc.
Nexcen Brands
Nike, Inc. (Retail Division)
FamilyMeds Group, Inc.
FedEx Kinko's Office and Print Services, Inc.
FOCUS Brands, Inc.
Fossil
Frederick's of Hollywood Stores, Inc.
Gap Inc.
Gilworth Furniture
Goddard Systems, Inc.
GWK Enterprises
H.F.I. Corporation
Hat World, Inc.
Helzberg's Diamond Shops, Inc.
Hibbett Sporting Goods, Inc.
Hot Topic, Inc.
Hugo Boss Fashions Inc.
J. Crew Group, Inc.
Jockey International, Inc.
Jos. A Bank Clothiers
Kahala-Cold Stone Corp.
Kessler's Sports Shops, Inc.
Kirkland's, Inc.
Kuhlman Company
Lady of America Franchise Corp.
Landmark Luggage & Gifts, Inc.
Leap Wireless International, Inc.
Lenox Group, Inc.
Liberty Fitness Holdings, LLC
Loro Piana
Luxottica Retail North America
Mail Boxes Etc. U.S.A., Inc.
Merle Norman Cosmetics
Mikimoto America
Morton's Restaurant Group, Inc.
Movado Group, Inc.
Naturalizer Retail
Nestle Toll House Cafe by Chip
New Horizon Kids Quest Inc.
Nickels & Dimes, Inc.
OfficeMax (Retail Headquarters)
ell'lar...ete....
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 185
EXPANDING RETAILERS FROM RETAIL TENANT DIRECTORY (continued)
Original Penguin
OshKosh B'Gosh, Inc.
PA Acquisition Corp.
Panera Bread Company
Payless ShoeSource, Inc.
Perfect Line, Inc.
Powerhouse Gyms International
Qwest Communications International, Inc.
RadioShack Corp.
Red Wing Shoe Co.
Restoration Hardware
Rhino Video Games
Rogers Ltd., Inc.
S & K Famous Brands, Inc.
Savvi Formalwear
Schwenker & Mougin, Inc.
Sears Holdings Corporation
Sephora USA Inc.
Sony Electronics E-Solutions Company LLC
Staples, Inc.
Steven Madden Ltd.
T-Mobile USA, Inc.
The Buckle, Inc.
The Children's Place Retail Stores, Inc.
The Home Depot, Inc.
The Limited Stores
The Men's Wearhouse
The Sharper Image Corp.
The Swatch Group Ltd.
The Thomas Kinkade Company
Things Remembered, Inc.
Tiffany & Co.
totes Isotoner Corporation
U.S. Cellular Corporation
Ultra Diamonds
Urban Outfitters, Inc.
Verizon Wireless
Origins
Overland Sheepskin Co.
Pacific Sunwear of California, Inc.
Papyrus Franchise Corporation
Penzeys Spices
PostNet
Putt Putt Golf Courses of America
R & K Birkestrand Inc.
Rainbow Apparel Companies
Rent-A-Center, Inc.
Retail Brand Alliance, Inc.
Ritz Camera Centers, Inc.
Roots Canada Ltd.
Sally Beauty Holdings, Inc.
Schoeneman Brothers Co.
Schweser's Stores, Inc.
Select Comfort Corp.
Sir Speedy, Inc.
Sprint Nextel Corporation
Sterling Jewelers, Inc.
Street Corner
The Body Shop
The Cheesecake Factory Incorporated
The Dress Barn, Inc.
The J. Jill Group, Inc.
The Little Gym International, Inc.
The Running Room
The Stride Rite Corporation
The Talbots, Inc.
The Wet Seal, Inc.
Thom Brown of Boston Inc.
Tom James Co.
Tween Brands, Inc.
U LT A Salon, Cosmetics & Fragrance, Inc.
Under Armour, Inc.
Vanity Shops of Grand Forks
Versace USA
ell'lar...ete....
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 186
EXPANDING RETAILERS FROM RETAIL TENANT DIRECTORY (continued)
Wicks' N sticks
Wilsons The Leather Experts
Z Gallerie
Zumiez Inc.
Zale Corp.
Victoria's Secret Stores
Westcroft Beadworks, Inc.
Williams-Sonoma, Inc.
Winmark Corporation
Yves DeLorme
ell'lar...ete....
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 187
Appendix 8- B: Property Assessment Worksheet
Downtown Properties: Ready for Company?
So your downtown has a beautiful new streetscape. You've got strong market
opportunity, the great location, directional signage and the marketing package. Now,
where are you going to locate all those great business prospects? The worksheet below is
designed to help you think through what properties are really ready for business tenants
and which need some minor or major work.
IOWA CITY VACANT PROPERTY ASSESSMENT
Location of Property
Size of Space
Other Features
Rate the following features of the property on a scale of 1 to 5, with 5 being Excellent
and 1 being Poor.
Physical Condition
Physical Appearance
Location
Accessibility (pedestrian)
Availability of Parking
Visibility
Relationship with & influence by neighbor businesses
Owner attitude and involvement
TOTAL SCORE (40 possible points)
Draw Your Conclusions:
. Which vacant properties are most marketable?
. Are there inappropriate uses?
. Are there properties needing extensive remodeling or that should be subdivided
for tenants?
. Are there properties that should be condemned?
. What are your top properties for leasing?
. What is the plan for working with the property owner to get properties ready to
show?
Source: Marketek, Inc.
ell'lar...ete....
MARKET ANALYSIS TO MARKET RESULTS I DOWNTOWN IOWA CITY MARKET NICHE ANALYSIS 188
1 ~ 1
~,..= -~
!~"W~'t
~ ~lIIn'-
-"\~
CITY OF IOWA CITyrn:!
MEMORANDUM
Date: November 16, 2007
To: City Council
From: Jeff Davidson, Director of Planning and Communi!:i Development rll
Joe Fowler, Director of Parking and Transit ~ ~
Re: Downtown parking demand study
The City's most recent downtown parking demand study was completed in 1997. This demand
study provided the basis for the construction of Tower Place multi-use parking facility, as well as
the parking portion of the Court Street Transportation Center. Tower Place is currently operating
at capacity, and the Court Street Transportation Center has all monthly permits sold and hourly
parking increasing. Several factors have led us to believe that we need to update the parking
demand figures in the 1997 study, particularly:
. The amending of the comprehensive plan to call for the expansion of the CB-10
downtown zone south of Burlington Street into the Near Southside area between
Burlington Street and Court Street
. The subsequent conversion of CB-5 zoned property to CB-10 zoning in the area south of
Burlington Street. This includes the Hieronymus Square project (approved), the Big Ten
Rentals project (under consideration), and the 301 South Dubuque Street project
(withdrawn temporarily)
. The addition of a significant number of CB-5 redevelopment projects along Gilbert Street
between Burlington Street and Prentiss Street, and at the intersection of Court
Street/Clinton Street, which has increased the commercial and residential intensity of
these areas significantly.
The JCCOG Transportation Planning Division and Iowa City Parking Division have recently
completed a study. to update parking demand figures in the Near Southside redevelopment
area. The results of the parking demand study update are summarized in the attached figure.
The study shows that there is a need for an additional 1,028 parking spaces generated by
recently completed or upcoming projects.
An additional issue is the collection of Near Southside parking impact fees in conjunction with
the above-mentioned proj1ects. You will recall that the Near Southside parking impact fee
ordinance states that 25% of the residential parking generated by development projects in the
CB-5 area of the Near Southside neighborhood will be provided on site, with the remaining 75%
accommodated through a parking impact fee. These fees are collected by the City and used to
provide City constructed parking facilities.
The Near Southside parking impact fee is generally accepted by developers because it is much
less expensive to provide funds to the parking impact fee fund than it is to provide on-site
parking in the CB-5 Zone. However, this obligates the City to use these funds for parking
facilities in the Near Southside within five years or they are returned to the developer. The Court
November 16, 2007
Page 2
Street Transportation Center used parking facility impact fees for a portion of the local funds for
that project.
The CB-10 zone does not have a parking requirement; the City provides downtown parking.
However, the City's policy for the recent upzoning of property from CB-5 to CB-10 for large-
scale projects such as Hieronymus Square has conditioned approval on a similar arrangement
for parking as is required by the CB-5 Zone. This has led to a projection of a substantial amount
of parking impact fees being paid in the near future. The existing balance in the Near Southside
parking impact fee fund is approximately $275,000. We estimate within two to four years that
this fund could be between $1-$1.5 million. As stated previously, these funds must be used
within five years or they are returned to the developer.
Policy Question
There is a significant policy question before the City Council. If you are to continue with the
expansion of the Central Business District south of Burlington Street, we must begin planning
immediately for the next multi-use parking facility. We emphasize the term "multi-use parking
facility." No longer are stand-alone single use parking facilities an acceptable model for
downtown Iowa City. The multi-use model which was used on Tower Place and the Court Street
Transportation Center has been successful in integrating parking facilities which are functional,
aesthetically pleasing urban buildings into the downtown, while also providing the critically
needed parking required for the downtown to grow. We believe any banker or developer will tell
you that the provision of parking is a prerequisite for any successful downtown building project.
We would like to have an .indication from the City Council if you would like us to commence
planning for our next multi-use parking facility. There is at minimum a three-year timeline for
planning, property acquisition, design, and construction. If we commence our process
immediately, we will not have a facility online until 2010 at the earliest. If you are not prepared to
commence such a planning process, then we recommend you suspend the consideration of
rezonings from CB-5 to CB-10 in the area south of Burlington Street, and not pursue the
expansion of downtown at this time.
Even with this action, we would anticipate a downtown parking crisis if the ongoing trend in
building in the CB-5 zone continues. The recently released Downtown Market Study contains
several initiatives for the retail, housing, office, lodging, and entertainment sectors. The report
cites parking as an ongoing issue. If the City is to be aggressive about the marketing and growth
of downtown, then we must address the provision of parking for these uses.
If you wish to proceed, this is a superb opportunity to incorporate other priorities for the City into
the proposed multi-use facility. There are three initiatives in particular which we would like to
highlight for your consideration.
Workforce Housing
The soon-to-be-released Downtown Market Study calls out workforce housing as a specific type
of downtown residential development which is needed and will require the City's involvement. It
is simply too expensive for private developers to provide downtown housing that can be
marketed in the $150,000-$275,000 price range. There is much unmet demand for this type of
condominium housing according to the downtown market study.
Workforce housing is houising for persons who fill jobs such as downtown retail managers;
municipal, county, school district, and Federal employees; police officers and firefighters; and
young professionals employed by the University. We believe a project can be put together
where the City would partner with a private developer for the air rights above the parking facility,
thereby taking the property element out of the developer's equation. The City would also be able
November 16, 2007
Page 3
to partner with the developers in providing parking for the facility. Downpayment assistance and
tax abatement are other common incentive programs for downtown workforce housing projects.
We believe this could be a successful project that could create between 50 and 150 units of
workforce housing.
Attached is an example of a similar structure in LaCrosse, Wisconsin.
Artist Live-Work Units
We've been in contact with the Artspace organization, the miSSion of which is to create
affordable space for artists and art organizations in downtown areas. Artspace began as an
organization that went into downtowns and converted old warehouse buildings into live-work
units for artists. They have subsequently expanded into new buildings in downtown areas. Our
proposed project would be an opportunity to establish live-work units in the downtown area
specifically for artists. The Artspace organization tells us that in addition to helping artists grow
professionally and achieve financial stability, their projects have other spinoff benefits such as
increasing pedestrian traffic, improving the lively character of streetscapes, and fostering spinoff
commercial development and cultural activity.
Commercial Condominiums
The Downtown Market Analysis has also identified small commercial condominium spaces as
being an unmet demand in downtown Iowa City. There are persons who would like to own their
own commercial spaces downtown, but cannot afford the prices of downtown buildings. The City
had a very successful commercial condominium project in the Tower Place facility. We were
able to sell all of our commercial condominiums in a relatively short timeframe and for a profit.
We have also become aware that there is a healthy resale market for these commercial
condominiums. We were unable to build more commercial condominiums in the Court Street
Transportation Center project because the Federal funds we used required all of the property
remain in City ownership. With our proposed project, we could enable commercial
condominiums to be constructed on the first and possibly second floor of the facility, creating
property tax paying businesses that provide an active, lively street presence.
Conclusion
Please be prepared to give us direction at your November 26 work session in terms of how you
would like us to proceed. If you wish to have us proceed, our immediate need is to hire a
consulting firm familiar with the types of mixed-use projects that we have proposed, to assist us
with the financial analysis and concept design for the project. Our preliminary discussions with
such a consultant have received a favorable review of the prospects for our proposed facility.
The estimated consultant fee is approximately $35,000.
We would also like to discuss property acquisition with you and would propose to do that in
closed session if you wish to proceed.
We look forward to the discussion at your November 26 meeting.
cc:
Dale Helling
Eleanor Dilkes
John Yapp
Chris O'Brien
Bob Miklo
ppddir/memlDowntownParking11-13-07.dOC
November 16, 2007
Page 4
South 9f Burlington ~treet parking demand analysis/Recent and
upcommg construction
Addressl SF office I Comm/office Dwelling Resident Total On-site Net parking
Statusl commercial parking unitsl demand parking parking demand
Owner demand bedrooms demand provided increase
313-353 S Gilbert 23,000 SF 23' 51 units 2202 243 97 146
(under cons) commercial
City Center 220 bdrms
Partners (Clark)
425 S. Gilbert 9,000 SF 9 24 units 108 117 37 80
(recently commercial
completed) 108 bdrms
College Town
Partners (Clark)
500 S Gilbert 0 0 21 units 84 84 63 21
(recently
completed) 84 bdrms
University View
Partners (Clark)
335 S Clinton 9,000 SF 9 18 units 72 81 18 63
(under cons) commercial
University View 72 bdrms
Partners (Clark)
336 S Clinton 11,000 SF 11 24 units 93 104 28 76
(under cons)
City Center 93 bdrms
Partners (Clark)
301 S Dubuque 17,000 SF 17 38 units 75 92 0 92
(in design)3 commercial
Three Bulls. Inc. 75 bdrms
314 S Clinton 45,000 SF 45 60 units 150 269 80 189
(in design) commercial
Hieronymus 150 bdrms
Partners 74 hotel 74
units
Old St Patrick's 13,000 SF 13 132 units 430 443 82 361
property
(conceptual)5 430 bdrms
Total 201 1202 1403 413 1,028 space
demand
1) According to the Eno Foundation for Transportation, it is reasonable to assume demand for 1.0 spaces
of parking for every 1,000 SF of commercial or office space in a downtown with heavy transit use and the
potential for secondary trip destinations as a pedestrian. The non-CBD commercial and office parking
ratio is a minimum one space per 250-300 SF for retail and office businesses.
2) This analysis assumes a parking demand of one off-street parking space per bedroom for downtown
multi-family structures.
3) For projects that are in design or anticipated, parking demand numbers are estimated based on the
size of the site and, where applicable, concept plans from the property owner or prospective developer.
4) This is the total estimated demand for parking not provided on-site. This demand will be met in parking
structures, metered spaces, or on nearby residential streets that allow on-street parking.
5) Requires rezoning to CB-10
November 16, 2007
Page 5
Attachment:
Multi-Use Parking Facility - LaCrosse, WI
ppddir/memos/downtownparking11-13-07.doc
J 1ip167 I
ell FT).
I ." _, _ " '"",J'
2001/l0V 15 Pli 2: 07
C'-"" '-.: ,--,-,1/
I i Y \~)U:::.t'ii'\
IO'Mt ('l';'v lr)'\,ft//\
VI/ \ U , " I," IV"'
DIANA MCGINNIS
Windsor Square
1300 G Street, #EI02
Lincoln, Nebr. 68508
November 6, 2007
L. Lynn Rex, Executive Director
League of Nebraska Municipalities
1335 L Street
Lincoln, Nebr. 68508
~(Q)~)7
Dear Ms. Rex:
Enclosed is a HModel Municipal Ordinance (For a Parallel Accounting of
Municipal Finances in Constitutional Dollars)," copies of which I believe the League
of Nebraska Municipalities ought to disseminate to the councils and boards of its member
cities, towns, and villages, along with a recommendation for its adoption. Its adoption
could help to ensure that the municipalities of Nebraska are not deceived about the true
state of their fmancial. conditions by employing as their sole unit of account Federal
Reserve Notes, which are an unreliable and constantly depreciating fiat currency (in
contrast to silver or gold). To measure financial conditions with a Wlit of account that is
generally sluinking in (barter) value makes about as much sense as measuring the length
of a physical object with a generally shrinking ruler!
In fact, the League might inform Nebraska's municipal officeholders that they
might be well advised to adopt the practice of parallel accounting (at least to some extent)
for their personal fmances as well.
Adoption of parallel accoWlting in constitutional dollars by Nebraska's
mWlicipalities will also make the transition easier when the legislature of the State of
Nebraska adopts a legal tender bill (similar to the "Model State Act" that appears on
"" pages 1664-6 of constitutional auorney Edwin Vieira, Jr. 's, monumental book Pieces of
Eight; The Monetary Powers and Disabilities o/the United States Constitution, 2nd
Revised Ed.., ISBN 0-9671759-1-7) in observance of the prohibition against any State's
"mak[ing] any Thing but gold and silver Coin a Tender in Payment of Debts" (U.S.
Const., Art. I, sec. 10, c1. 1). Perhaps after the municipalities of Nebraska grasp the folly
of relying on a constantly depreciating currency, the League may even wish to spearhead
the movement for enactment of such a state statute in the State of Nebraska.
Major obstacles to implementation of legislation fashioned after th.e "Model State
Act" are the state sales and capital "gains" taxes and the national capital "gains" tax
2
levied on gold and silver coin (although the "gains" are largely illusory). Constitutional
"Money" (i.e., gold and silver coin) ought to be exempt from taxation. The p~es~nt taxes
penalize the use of constitutional "Money': and encourage the use of unconstItutIonal
scrip. Enactment of ordinances fashioned after the "Model Municipal Ordinance" may
help municipalities and their publics to recogrllze the truth of this and support efforts to
eliminate the taxes. Fortunately, these onerous taxes do not hamper the implementation
of parallel accoWlting.
..\
Thank you for your attention t9 )his matter.
":.":../
, .
,
..../FU
'-, ..~ (Q)~~p
Sincerely yours,
!Y~ lfL~
Diana McGinnis
P.S. .Copies ofE. Vieira's Pieces of Eight can be found at the Nebraska State Library in
the State Capitol Building and at Love Library on the University of Nebraska Lincoln
campus.
P.P.S. I have been advised that there is an "electronic gold currency bill" .
(www.goldmoneybi~l.org) that has some advantages over the earlier "Model State Act"
set out in Pieces of Eight that uses only actual coins. You might check this out.
P.P.P.S. The fact that today most Americans have forgotten that the U.S. dollar is
the silver coin referred to in the U.S. Constitution and now associate the word
"dollar" with a central bank's scrip puts this pseudo."dollar" one small step from
being transformed into the "amero" of a North American Union that is already
being openly talked about (and eventually transformed into a one-world currency).
If you love your country and your liberties, heed the words of Thomas Jefferson: "I
believe that banking institutions are more dangerous to our liberties than standing
armies." Parallel accounting is a first step to reaffirmation of the true U.S. dollar.
Ene!.: "Model Municipal Ordinance" and "Example of Calculations"
Cc: Mayor Chris Beutler of Lincoln, Nebr.
City Attorney Dana Roper of Lincoln, Nebr.
v-'City Councils of selected mtmicipalities
- in the State ofNehraska
- in other States of the Union
Dr. Edwin Vieira, Jr.
Congressman Ron Paul (Texas)
Congressman Jeff Fortenberry (Nebr.)
Et al.
,......"
0 c:"
=
~ --.J
0 ...,~:.:.:..
:f> c-:;
-< ..:-1:::: 11
c)
-----1 (=-~_~I Ul
-'~ I !-n
-- "
r-- -v .----..
~ #-~~; -.";", '\~)
'--' 7;;
...,.- N
-"'"
:> 0
-J
MODEL MUNICIPAL ORDINANCE
(FOR A PARALLEL ACCOUNTING OF MUNICIPAL FINANCES IN
CONSTITUTIONAL DOLLARS)
AN ORDINANCE relating to the reaffirmation of and (parallel) accounting use of
the constitutional unit of account of the Uruted States of America, the dollar (i.e., [the
value of] a coin containing 371.25 troy grains of pure silver). BE IT ENACTED BY
THE COUNCIL OF THE CITY OF
SECTION 1. The Council of the City of finds and declares that-
(a) As an incontrovertible matter of historical record, the U.S. Constitu-
tion, the supreme law of the land, refers twice to and adopts as the unit of account
of the United States, the dollar, in Article I, Section 9, Clause I and Amendment
VII, which dollar was and is a coin containing 371.25 troy grains of pure silver
and cannot - without amendment of the supreme law (i.e., the U.S. Constitution)
- be redefined otherwise.
(b) The operation of Gresham's law has removed our nation's unit of
account, the doHar, from circulation so that what remains in circulation are notes
("Securities" by constitutional definition [Article I, Section 8, Clause 6] as
opposed to "Money," which by constitutional definition includes only gold and
silver coin [Article I, Section 8, Clauses 2, 5, & 6 and Article I, Section 10,
Clause 1] and auxiliary base-metallic slugs, which, though bearing the word
"dollar," possess a discounted value from the actual constitutional dollar.
(c) This City has the need and the duty to protect itself and its inhabitants
from the misleading and illusory measure of economic prosperity that results from
the general depreciation of a fiat unit of account without intrinsic value by
employing a stflble unit of account, the standard silver dollar, which, in addition to
being (relatively- )stable, is constitutional (As a practical matter, this consists of a
parallel accounting of public finances in constitutional dollars).
SECTION 2. For purposes of this Ordinance --
(a) The term "dollar," or "constitutional dollar," shall be the
constitutional, or standard, silver "dollar[ ]" of the United States of America,
containing 3 71.25 grains (troy) fine silver, as originally adopted in Article I,
Section 9, Clause 1 of the Constitution of the United States, and the Seventh
Amendment thereto; historically determined in Section 9 of the Coinage Act of 2
April 1792, ch~pter 16, 1 Statutes at Large 246, 248; and coined or minted in the
aforesaid weight of silver by authority of Congress from time to time pursuant to
Article I, Section 8, Clause 5 of the Constitution of the United States, and,
particularly for the accounting purposes of this Ordinance, the value of this dollar
and shall be expressed as "C$" for clarity, or simply "$."
r--.)
(b) The term "pseudo-'dollar'" (or "Federal Reserve Note pseu~- g
'dollar"') shall denote a Federal Reserve Note bearing the word "dollar~y~
J> =:; ~
C~) -'-,
Tl
=-.1 C".~)
~:-"<.~j
r
Ul
V
IT!
--.-,
:._J
~;2 ;j~~
<~
.....-
p
N
o
0:>
2
of the auxiliary base-metallic slugs bearing the word "dollar," or the value
thereof, and shall be expressed as "FRN$," or simply "FRN."
SECTION 3. For purposes of this Ordinance, the "value" of the City's parallel
unit of account, the constitutional dollar (C$, or $) shall be calculated by multiplying the
value of one ounce of fine silver (as expressed in the present de facto mediwn of
exchange, the Federal Reserve Note pseudo-"dollar" [FRN$, or FRND by 0.7734(375).
SECTION 4. On and after the effective date of this Ordinance, this City shall
denominate all public accounts, and record the value of all public assets and liabilities, in
constitutional (standard) silver dollars (C$, or $) of 371.25 grains (troy) of fme silver - in
addition to the current practice of denominating all public accounts and recording the
"value" of all public assets and liabilities in Federal Reserve Note pseudo-"dollars"
(FRN$, or FRN).
(OPTIONAL addition to SECTION 4, along with appropriate revisions to other
sections) ... and, on and after the effective date of this Ordinance, this City shall also
denominate all public accoWlts and record the value of all public assets and liabilities in
the other constitutionally-defmed form of "Money," a weight of gold (coin), the weight
of fine gold for the purposes of this Ordinance being a(n) * and notated
as
*the most convenient weight of gold probably being, at present, the OWlce (perhaps
notated as "<tI"). -
(Please freely reprint and distribute this "Model Municipal Ordinance" throughout your
own and other municipalities throughout the nation)
Q
~--:::.{-...,
~- ',,)
(-> ---;
,,-,
=
<::::>
---J
-,...
~,,,-
CJ
< '11
en
2
-;,,.,
"-11
.--~l
:.....J
N
a
co
Example of Calculations
for Parallel Accounting in Constitutional Dollars (C$, or $),
alongside Federal Reserve Note Pseudo-"dollars" (FRN$, or FRN)
1 Constitutional Donar = 371.25 grains (troy) of pure silver.
1 ounce (troy) = 480 grains. 371.25 gr. divided by 480 gr. = 0.7734(375).
At the end of September 2007,
1 ounce (troy) of pure silver = FRN 13.65.
FRN 13.65 X 0.7734(375) = FRN 10.55742188, rounded to FRN 10.56 = C$1.00
1 / FRN 10.55742188 (i.e., C$l.OO) = C$0.094720094, or C$0.09 = FRN 1.00.
1 / C$0.094720094 (i.e., FRN 1.00) = FRN 10.56 = C$1.00.
lUse computer calCUlators for greater accuracy]
And at the end of September 2007, [One gold ounce might be notated as $]
1 ounce (troy) of pure gold = FRN 743.00.
FRN 743.00 = $ 1.00.
1 / FRN 743.00 (i.e., <tJ 1.00) = <tJ 0.001345895 = FRN 1.00.
I / $ 0.001345895 (i.e., FRN 1.00) = FRN 743.00 = <$ 1.00.
T ABLE O~ EXCHANGE RATES (end of September 2007)
FIAT CURRENCY* CONSTITUTIONAL MONEY
Pseudo- "donar".. U.S. Dollar Gold Ounce
FRN $ Q;
FRN 1.00 10.56 743.00
$ 0.09 1.00 70.38
Q; 0.0013 0.01421 1.00
*in the same league with the other foreign fiat currencies (e.g., U.K. pound, E.U. euro,
and Japanese yen). * * future component of North American Union "amero"?
;"'......~
c"::}
c,:>
'--1
2;
"-'=1''''"'"'
J.J
en
'~'I---i'
:E
N
a
0:>
~rpP-
City ofIowa City, Iowa - Official Web Site
rn
efC'!!'!:!,'!
IlEllmllllallllDDlBll1IIEDllllsearch
J city services J organization chart J city code J maps
II
News
Good Evening!
Monday, Nov. 19, 2007
410 East Washington Street, Iowa City, IA 52240 Ph: (319) 356-05000
News Releases
Update on Leaf Vacuum Service -
Extension
Monday, November 19,2007 - 1:18:00 PM
Originating Department: Streets I Solid Waste
Contact Person: Rick Fosse, Public Works Director
Contact Number: 319-356-5141
The City's regularly scheduled Leaf Vacuuming Service will end this week. At this time
of year City crews must begin to convert trucks to winter snowplow use by removing
the leaf boxes and installing plows and sanders. This is a process that takes a number
of days and is necessary in order to be prepared for the inevitable first winter storm.
However, this year the leaves have been slow to fall and many residents have called
to ask if the program can be extended. Given the unusual year, it has been decided
that some of the trucks will continue to vacuum leaves until they are interrupted by a
winter storm event.
A reduced crew will continue to vacuum leaves throughout the city, beginning on the
west edge the week after Thanksgiving. A fixed schedule will not be used because the
progress will be weather dependent and productivity will be reduced because fewer
trucks will be available to haul the leaves. This service will continue until there is a
snow or ice storm of a magnitude that will make it necessary to convert all of trucks to
plows and sanders or if the leaves become wet and frozen. Once leaves become wet
and frozen, they are difficult to vacuum and ice chunks will damage the vacuum
equipment.
If weather conditions stop the leaf vacuuming service before all the leaves have been
vacuumed, it will be necessary for residents to bag the remaining leaves in yard waste
bags and put them at the curb for pickup on their regularly scheduled garbage day.
City Resources
. City Channel
. Library Channel
. News Releases
. Senior Center TV
Local Media
. TV
KCRG,
KFXA 28,
KGAN,
KWKB,
KWWL
PATV Ch. 18
. Print
Gazette,
IC Press Citizen,
Daily Iowan
Des Moines Register
. Radio
KCJJ,
KCRG,
KHAK,
KRUI,
KSUI,
KXIC,
KZIA,
WSUI,
WMT
. Cable
Mediacom
. Weather
E-Services
. Contact Us
. Subscribe to City Info.
(ICGOV2U)
home I services I business I calendar I news I jobs I departments
City of Iowa City - 410 East Washington Street - Iowa City, IA 52240
http://www .icgov .org/news. asp ?ID= 5859
11/19/2007
1m
City of Iowa City
Task Force on Violence Against Women
Meeting Agenda
Monday, November 26,2007
4:00pm to 5 :OOpm
Iowa City Public Library, Meeting Room A
1. Welcome and Introductions
2. Review Goals/Objectives of Task Force
3. Review public input
UISG & Panhellenic Council petition
Evaluations from Public Meeting on Safe Streets
4. Draft strategy to meet goals & objectives
5. Schedule subsequent meetings
City of Iowa City
Task Force on Violence Against Women
Parameters of Task Force based on Resolution passed on October 16,2007
The Task Force must present, within 6 months of inception, specific recommendations to the
Iowa City Council ~ and the wider community - that have the potential to reduce sexual assaults
and other assaults against women. The Council requests the Task Force address the following:
Goals:
. To decrease the incidence of violence against women - including sexual assault,
other assaults ~ in Iowa City.
. To promote accountability of perpetrators of violence against women.
. To support efforts of members of the community - both men and women - to
promote a community climate that does not tolerate violence against women.
Objectives:
. To review current community responses to violence against women - including
sexual assault, rape, and attempted sexual assault - Iowa City.
. To explore efforts to strengthen or expand current community responses.
. To consider new options for prevention, education, and intervention to end violence
against women.
. To address specific suggestions from the Petition by University of Iowa Students to
the Iowa City Council.
*1
Petition by University oflowa Students
Sponsored by University of Iowa Student Government and Panhellenic Council
This is a petition for the immediate creation of a task force made up of various
stakeholders (law enforcement, students, University administrators, Iowa City residents,
Council members, and others). The purpose of the task force is to look into what is
currently being done to address the increase in sexual assaults, possible options for
further prevention, and education of Iowa City residents.
Task Force Objectives include, but are not limited to:
1. Create a Neighborhood Watch/Patrol Program.
2. Increase resources of the Iowa City Police Department.
3. Educate the public on current initiatives and services being provided.
4. Evaluating current street lighting and exploring further options.
We are not asking for detailed information on current law enforcement initiatives. We
understand this is currently their number one priority. We are asking for this Task Force
to be created in response to their request for assistance (See 9/13 Information Packet).
Safety in Iowa City is larger than just a University issue, an Iowa City Police issue, or a
City Council issue. We believe a community-wide effort is necessary to prevent further
attacks in the Iowa City Community.
We ask that this proposal be included in next week's (Monday, September 24th)
Work Session or that an additional meeting be set up.
Carole Peterson
Vice President of Student Body
(319) 335-3860
carole-peterson@uiowa.edu
Anne Barber
President, Panhellenic Council
UISG Senator 07-08
(319) 290-8969
anne-m-barber@uiowa.edu
Sarah Milani
VP of Panhellenic, Delta Gamma Sorority
UISG Off-Campus Housing Senator 07-08
(815) 988-8723
sarah-milani@uiowa.edu
~y U!]
8fr) t- ~ GY
~ /
City of Iowa City, Iowa - Official Web Site
ele'!!'!:!,'!
11III...11II----
departments
11m search
J city services J organization chart ) city coda :] maps
II
News
Good Afternoon!
Wednesday, Sept. 12, 2007
410 East Washington Street, Iowa City, IA 52240 Ph: (319) 35-6.5000
News Releases
POLICE INVESTIGATIONS INTO ATTACKS
ON IC WOMEN CONTINUE
Tuesday, September 11,2007 - 11:07:00 AM
Originating Department: Police
Contact Person: Sgt. Troy Kelsay
Contact Number: 319-356-5293
The Iowa City Police Department continues to investigate on-going incidents of sexual
assaults, attempted sexual assaults, and forcible fondlings. The investigations have
identified some common denominators. Isolated females walking alone at night is
clearly the most obvious common factor.
DO NOT WALK ALONE AT NIGHT.
Other, less universal trends have also been identified. In several forcible fondling
incidents a similar suspect description and method has been identified:
. A white male, 5'-08" to 5'-09", 160-170 pounds;
. Twenty to 25 years of age;
. Dark hair;
. Does not speak to the victim;
. Attacks occur between 9pm and 2:30am;
. Attacker has fled when the victim yells and/or offers resistance;
. No weapons were displayed.
Not all of the attacks fit this pattern. In some of the attacks, the victim has been
knocked to the ground. Sometimes the victim's clothing has been pulled aside or
removed, and in some attacks the suspect has more violently assaulted the victim.
Different suspect descriptions have been developed in some incidents. The Iowa City
Police Department has released suspect composite sketches in several incidents.
These can still be found on the Iowa City news page -
http://www.icgov.org/news.asp .
More information and safety tips can be found in an article on the Iowa City Police
Department webpage - http://www.icgov.org/police/headlines.asp?ID=58 .
The Police Department's investigation has been made more difficult by the sporadic
nature of these assaults. The Police Department continues to dedicate Patrol and
Investigations officers to prevent further attacks and to identify suspects responsible
for past attacks. The department will continue to use various techniques to address
this threat to the community. Other local law enforcement agencies - the University of
Iowa Police Department, the Coralville Police Department, and the Johnson County
Sheriffs Office - have provided assistance and officers to supplement the Iowa City
http://www .icgov. org/news. asp ?ID=563 2
City Resources
. City Channel
. Library Channel
. News Releases
. Senior Center TV
Local Media
. TV
KCRG,
KFXA 28,
KGAN,
KWWL
PATV Ch. 18
. Print
Gazette,
IC Press Citizen,
Daily Iowan
Des Moines Register
. Radio
KCJJ,
KCRG,
KHAK,
KRUI,
KSUI,
KXIC,
KZIA,
WSUI,
WMT
. Cable
Mediacom
. Weather
E-Services
. Contact Us
. Subscribe to City Info.
(ICGOV2U)
9/12/2007
City ofIowa City, Iowa - Official Web Site
Police Department's efforts.
The prevention and resolution of these criminal acts is a priority for the Iowa City
Police Department. To that end, we ask for timely reports of such incidents and of any
suspicious persons. Be attentive to your surroundings. If you feel at all threatened or
uncomfortable by the actions of another, immediately call the Iowa City Police
Department - 356-5276 or 911 (as appropriate) - to report the suspicious
activity/person. If you witness or interrupt an attack, fondling, or an apparent stalking
of a victim, immediately report the information to the police. Be prepared to provide
any or all of the following information: suspect description, suspect's location or
direction of travel, exact location of the event, suspect vehicle information, etc. A
community effort is needed to prevent further attacks and hold those responsible
accountable.
I' ..
~~,
-1J. Cltv.t <'-
-~ f,\
Page 2 0[2
home I services I business I calendar I news I jobs I departments
City of Iowa City - 410 East Washington Street - Iowa City, IA 52240
Copyright 02001-2005 City of Iowa City. All Rights Reserved.
Contact Website Manager Web Policies
Email and other communication sent to the City of Iowa City are subject to the Iowa open records law.
http://www . ic gOY .org/news. asp?ID= 5632
9/12/2007
Written Comments Collected at the
Public meeting on Safe Streets
September 26, 2007 - Englert Theatre
1. What do you believe are the positive aspects of our community and university
response to date?
. Spreading awareness, Increased community awareness
. Information Sharing, Gathering community feedback, Opening up dialogue at
the Public Meeting
. Emergency alarms
. Nite Ride
. Crime stoppers tip line
. Unified local response
. Overall a fairly safe community
. Self-defense classes
. People speaking out
. Increased patrol, bike and foot patrols
. Approach has become more comprehensive
. Sting! decoy operations
. Press coverage
. University communication
. R V AP whistles
2. What most concerns you about our community and university responses to date?
What else can we, as a community, do to make our streets safer? Other
comments?
Police specifically- VI and/ or Ie
. I don't think the police (city and university) are activity trying to protect the
women of Iowa City- Preventing assaults should be more important than
fining for P AULAs and public intoxication
. IC police being more helpful and positive about women reporting (they didn't
want to help me when I reported a neighbor who tried to assault me 2 years
ago)
. Not enough police presence away from downtown
. Negative student/police relations may impair the city's response - something
must be done to quell the mistrust between the students and the IC police
City Council specifically
. Better lighting- lighting not sufficient
. Sidewalk-directed lighting must be improved - perhaps use neighborhood
associations to help with assessments
. Emergency call boxes in neighborhoods
. Reconsider late public transportation, late buses
I
University specifically
. Blue lights - they all should be working and they all should have cameras
. Expel from the University any student who commits an assault
Nite Ride
. Nite Rides does not include men
. Publicize Nite Ride
. Expand Nite Ride to Thursday nights
. Look to local car companies to help off-set costs of the Nite
Ride vanes)
Everyone/ Misc.
. classes to educate men and others about the oppressed status of women
o Male safety caucus/ forum
o Focus on men and male responsibility in ending violence
. free self-defense classes for all women of Iowa City
. extend the conversation to include ways in which women are threatened and
assaulted daily as part of normative behavior
. Talk more about the culture of violence. Do not foster underlying structures of
sexual violence
. Create a community that respects women and does not tolerate disrespect of
women
. Follow-up public meeting
. Stop spending so much money on football games, which leads to assaults
. Promote less drinking
o Have more non-alcohol related activities to do at night, especially
downtown
. Neighborhood watch
. Implement grassroots efforts, have individuals and community groups get
directly involved in bike/ foot patrols, changing culture, enforcing standards
of civility, neighborliness, cooperation, and assistance, rebuilding civic
involvement
. Join the National Night Out movement
. Community-wide response has been slow
. Recognize violence against GLBT people and people of color to really tie in
violence against all people
. Educate residents of the shame and unacceptability of sexual assaults and that
women should not have to live in fear
. Safe Walk Program
. Media saturation concerning services offered - use Facebook and downtown
fliers as well
. More resources for preventing violence against women
. Community members need to be proactive, police patrols can only do so much
. Address racism, sexism, and victim blaming
2
TASK FORCE MEMBERS
Iowa City Police Department - Sam Hargadine - Sam-Hargadine@iowa-city.org
Downtown Association & Englert Theatre - Beth Bewley - beth@englert.org
Johnson County Attorney's Office - Janet Lyness - ilyness@co.iohnson.ia.us
University of Iowa Police Department - Chuck Green - charles-green@uiowa.edu
Rape Victim Advocacy Program - Diane Funk - Diane-Funk@uiowa.edu
Women's Resource and Action Center - Monique DiCarlo - monique-
dicarlo@uiowa.edu
Johnson County Coalition Against Domestic Violence & Iowa City Police
Department -Bob Hartman - Bob-hartman@iowa-citv.org
University of Iowa Student Government - Carole Peterson - carole-
peterson@uiowa.edu
University of Iowa Panhellenic Council - Anne Barber - anne-m-barber@uiowa.edu
University of Iowa Student Government - Sarah Milani - sarah-milani@uiowa.edu
City of Iowa City Neighborhood Services - Marcia Klingaman - marcia-
klingaman@iowa-city.org
Iowa City Transit -Ron Logsden - ron-logsden@iowa-citv.org
University of Iowa Interfraternity Council-Alan Cosby - alan-cosbv@uiowa.edu
University of Iowa Parent Association - Belinda Marner - belinda-marner@uiowa.edu
Domestic Violence Intervention Program - Kristie Doser- kristiedvip@southslope.net
University of Iowa Counseling Service - Sam Cochran - sam-cochran@uiowa.edu
University of Iowa Council on the Status of Women - Diana Harris - diana-
harris@uiowa.edu
CO-CHAIRS:
Iowa City Council Member Amy Correia - Amy-correia(ilJ,iowa-city.org
UISG City Council Liaison Abbie Volland - abigail-volland(ilJ,uiowa.edu
DRAFT
MINUTES
AI\; N\~ \ ~--(.."'"TQ Sot fO~c.e..
City August 23, 2007 - 5:30 P.M.
Meeting Room E -- Iowa City Public Library
Call to Order:
Meeting called to order at 5:38 p.m.
Members Present:
Jane McCune, Teresa Kopel, Paula Kelly, Lisa Drahozal Pooley
Members Absent:
Pat Farrant
Staff Present:
Misha Goodman
Others Present:
Holly Hotchkiss, Roxanne Schomers
Old Business:
1. Minutes of July 12, 2007 approved as submitted.
2. Continue permit and fees discussion
Per Misha Goodman, the tethering/kenneling ordinance is still at the City Attorney's
office for evaluation.
Fees recommended by the Animal Care Task Force:
License fees for both dogs and cats:
A. Unaltered license fees will increase from $30.00 to $50.00
B. Altered license fees will increase from $5.00 to $10.00
C. Low income altered license fees will remain at $5.00
D. Senior discount fee to be eliminated (reasoning: if financial hardship exists, this will
be covered under low income fees for licenses)
E. A temporary license can be issued for 30 days to allow time to spay/neuter.
Pet Store Permit Fees:
Class A: Pet stores that do not sell cats and dogs -- $100.00
Class B: Pet stores selling under 1 00 ALTERED cats and dogs --$300.00
Class C: Pet stores selling under 100 UNALTERED cats and dogs --$500.00
Class D: Pet stores selling under OVER 1 00 ALTERED cats and dogs --$1000.00
Class E: Pet stores selling under OVER 100 UNALTERED cats and dogs --$2000.00
Reasons for Pet Store Permit Fees: 1) Fees have not been increased for some time; 2)
Fees are to encourage reduced amounts of animals being sold in Iowa City to address
current overpopulation of dogs and cats; 3) there are too many litters currently being
~
born; 4) Animals currently being sold are generally not spay/neutered prior to being
purchased.
The Animal Care Task Force plans to recommend that a percentage of the pet store fees
and unaltered license fees be placed into a spay/neuter fund.
3. Continue Committee discussions - POSTPONED
4. Continue statistics/educational seminars discussion - POSTPONED
5. Continue Center hours extension discussion - POSTPONED
New Business:
1. Solon impound situation update
Per Misha Goodman, 58 dogs were impounded at the Center from the Solon situation. 19
goats were also taken, though 7 have died of anemia, parasites, stress and heat. The goats
were sold at the Kalona sales barn, proceeds to go to the county to help pay expenses,
including boarding expenses for the dogs. The one goose remains with Dr. Jen Doll.
Of the 58 dogs:
9 have been euthanized at this time
8 have been transferred to Dubuque and Muscatine shelters
3 are in foster care; 2 are slated to be fostered
3 have been adopted
14 are available for adoption
The rest are not yet ready for evaluation
Misha Goodman met with the County Attorney and Sheriff s Department. Charges will
be brought against the couple involved. There is currently a lien against the property.
Misha Goodman expressed that the press has been good; the Animal Care Task Force
agreed.
Leash on Life is sponsoring a debriefing session for the Center staff and volunteers who
were present at the Solon site.
2. Next meeting dates:
Sept 13th 530-7
Oct 11 th 530-7
3. Cat overcrowding
Holly Hotchkiss from Friends of the Animal Center Foundation presented information to
the Animal Care Task Force concerning a mobile spay/neuter clinic. The shell would
cost $130,000; customization would run $200,000 - $250,000. The challenge would be
keeping the clinic up and running. F ACF is researching how to make it work.
2
Recommendations to City Council:
Task Force Member Comment:
Staff Comment:
Citizen Comment:
7:07 p.m. meeting adjourned.
3
mJ
DRAFT
MINUTES
City ofIowa City Animal Care Task Force
October 13,2007 - 5:30 P.M.
Meeting Room E -- Iowa City Public Library
Call to Order:
Meeting called to order at 5:50 p.m.
Members Present:
Jane McCune, Pat Farrant, Lisa Drahozal Pooley
Members Absent:
Paula Kelly, Teresa Kopel
Staff Present:
Misha Goodman
Others Present:
Old Business:
1. August 23 minutes approved as submitted.
2. Continue permit and fees discussion
Task Force members discussed the questions posed by Sue Dulek concerning the validity
of the Task Force's proposed pet store fees. In an email to Misha Goodman, Sue Dulek
referred to an Iowa Supreme Court case that ruled that fees charged by cities for licensing
must be reasonably related to the City's administrative costs.
Misha Goodman will ask the City Attorney's office how other city fees have been
determined in the past, i.e. what criteria was used in determining them.
Task Force members will work on the pet store fees proposal and will include reasons to
validate the higher fees for larger stores and those selling unaltered animals.
Misha Goodman suggested pet store permit fees could go to a spay/neuter fund.
Misha Goodman reported on other ordinances in progress:
1) Tethering ordinance: the City Attorney is working on the wording of this ordinance.
2) Mandatory microchipping of pet store cats and dogs ordinance; Misha has written a
draft of this ordinance and will also write the section allowing the Animal Center to
microchip owned pets.
1 .
3) Ordinance banning exotic animal displays, circuses and rodeos. Lisa Drahozal Pooley
will work on the wording of this ordinance and submit to members for review.
3. Continue Committee discussions (postponed until the next meeting)
4. Continue statistics/educational seminars discussion
Members agreed to brainstorm topic ideas and presenter possibilities. Seminars would be
highly accessible to the public in cost, duration and location. Members hoped to have a
schedule set up to start in January 2008.
5. Continue Center hours extension discussion
This has been removed from the agenda for the time-being. Hours expansion (namely
extending Saturday hours past 3 p.m. to allow for more weekend visitors and to help the
animals with housetraining as they currently go from 3 p.m. to 7 a.m. the next day
without access to the outside) is not possible without additional employees.
6. Solon impound situation update
Four dogs are still in foster (two are puppies). Six are in the shelter still available for
adoption. Several have been adopted. F ACF placed a thank you ad in the Press Citizen.
Misha Goodman reported that the Mayor would be placing an ad thanking area
businesses for their assistance during the Solon impound.
New Business:
Members discussed the feral cat issue in Iowa City.
Misha Goodman reported that a HSUS emergency response vehicle will be maintained at
the Iowa City Animal Center. It will be parked at the Water Treatment Plant.
Misha Goodman reported that Coralville is renegotiating its contract with Iowa City
Animal Control due to its concern over costs. Coralville wants to remove animals picked
up in Coralville from the IC Animal Center after 45 days. They will transfer these
animals to an individual who will attempt to rehome them. Task Force members and
Misha Goodman raised concerns over regulations and accountability if animals are
removed from the Animal Center. Misha Goodman feels that whichever institution or
individual Coralville transfers its animals to, the institution or individual should be held
to the same standards as the Animal Center, i.e. licensed under the state of Iowa, required
to follow the same regulations the Animal Center must follow, and subject to inspections.
Task Force members agreed with Misha Goodman, both for the sake of the welfare of the
animals as well as to reassure our Iowa City constituency concerning the transfers.
2
Recommendations to City Council:
Task Force Member Comment:
Staff Comment:
Citizen Comment:
8:15 p.m. meeting adjourned.
3
11-21-07
IP11
MINUTES
PUBLIC ART ADVISORY COMMITTEE
THURSDAY, NOVEMBER 1, 2007
MEETING ROOM A, ROBERT A. LEE RECREATION CENTER
PRELIMINARY
Members Present: Emily Carter-Walsh, Mark Seabold, DaLayne Williamson, Patrick
Carney, Terry Trueblood, Rick Fosse
Members Absent: Emily Martin
Staff Present: Marcia Klingaman, Jeff Davidson
Public Present: Drew Bullman, Kelly Schaffner
CALL TO ORDER
Seabold called the meeting to order at 3:05 PM.
PUBLIC DISCUSSION OF ANY ITEM NOT ON THE AGENDA
None.
CONSIDERATION OF THE MINUTES OF THE SEPTEMBER 6,2007 MEETING
MOTION: Trueblood moved to approve the minutes with minor corrections; Carney
seconded. The motion passed 8:0.
REVIEW OF PROPOSAL BY BAO PHAM - REPRESENTED BY THE CHAIT
GALLERIES DOWNTOWN
Bao Pham submitted a letter addressing the issues brought up in the Request for
Proposals letter of September 20, 2007. Included in this packet was an example of an
image fused to brushed satin aluminum. Marcia presented the electronic version of the
proposal. Carter-Walsh noted that "Bubbles" is a two-dimensional graphic on sheet
aluminum. Seabold remembered that this piece was considered to be too sparse to fill
the pool wall. He noted that covering more of the wall was one of the requests made of
the artists. It was agreed that the color of the piece was appropriate and that this is a
piece that can be enjoyed without glasses, which is important for swimmers.
Trueblood questioned if the electronic representation was proportional to what would
actually be mounted to the wall. Bao's letter indicates that a total of nine panels would
be mounted, which is not consistent with the electronic representation. The electronic
image shows panels that are divided. It is unclear if each division represents an
individual panel. The committee would like the artist to define what he considers a panel
as well as confirmation of total square footage of the piece. The committee questioned
whether additional panels would provide adequate ventilation for the heating component
behind the pool wall. Marcia indicated that she was under that impression as all of the
artists had been notified of that requirement.
Iowa City Public Art Advisory Committee Minutes
November 1, 2007
Page 2
Carter-Walsh asked how the piece would be mounted. Seabold indicated that a
common mounting style is a channel mounted to the wall with the aluminum pieces
hanging from that channel. This mounting would make it easier to take them off than if
they were bolted individually to the wall.
Trueblood asked the committee if anyone has seen the artwork by Bao Pham that is on
display at Clapp Recital Hall. No one has seen it. Seabold commented that he had
hoped the submittal would be more refined at this point as they were offered a chance to
revise as well as an honorarium. Unfortunately, the proposal has not been updated.
The committee also noted that they would like to see the artist present the proposal in
person. At this point the artist didn't indicate whether or not he would be coming for the
December meeting. The artist is represented by Chait Galleries, who will also be
fabricating the entire piece as well as installing it. Bao Pham is just the photographer.
Fosse noted that he had missed a couple of the previous meetings and wanted
clarification about where the artist was in the process. Seabold indicated that Bao Pham
had been short-listed to present their proposal in a more complete form. Marcia clarified
that the original request was to respond to the artist's qualifications. Subsequent
requests asked more specifically for a proposal. They had submitted what they thought
was more of a proposal during the first round and the committee decided to include
them. They decided not to expand on their proposal any further. Carter-Walsh noted
that from a maintenance standpoint the proposal looked pretty good. Trueblood noted
that he was concerned about comments in the letter regarding sunlight. The pool wall
receives a significant amount of sunlight from the southern exposure. Seabold would
also like to be sure that the piece would be able to withstand high humidity. The
committee would like to know more about the sunlight, the definition of a panel, and total
square footage of the piece. Marcia will request that the artist provide this information
for the next meeting.
UPDATE REGARDING IOWA SCULPTOR'S SHOWCASE AND PENINSULA PARK
SCULPTOR'S SHOWCASE
There were no responses for either showcase. Marcia has spoken to Marc Neucollins
about his piece, "Blade", on the Peninsula Showcase and he is happy to keep it there
until he sells it or until a replacement has been found. Marc is also now interested in
submitting a proposal for the downtown showcase now that he is no longer a student.
Marcia plans to send out the calls soon. Brandy has been updating the artist database.
The committee has decided that this will be the last chance in terms of temporary
displays. If it is not successful they will evaluate whether or not they should continue to
do temporary or place permanent pieces on showcase. Carter-Walsh noted that the
temporary displays are particularly nice for out-of-town visitors. She asked what had
become of Gene's piece. Marcia indicated that the artist noticed that it had been
tampered with and has decided to pull it before football season.
ALAN WEINSTEIN'S UNOFFICIAL POOL WALL PROPOSAL
Alan submitted an example of his piece on poster board measuring 10-ft long. He did
not get chosen for the short list; however, he decided to take on this proposal as a
personal challenge. Alan said to Marcia th.at this piece took him into a whole new realm
and he felt compelled to present this piece. There are two different variations: one more
Iowa City Public Art Advisory Committee Minutes
November 1, 2007
Page 3
complex and one simpler. The final product will be weather-proof industrial plastic. The
final color can be whatever the committee wants it to be. Alan has not been notified
about the heating tubes issue. The piece doesn't look as though it would negatively
affect the ventilation. The committee was impressed with the interpretation and the look
of the piece. Alan has not offered any indication of cost at this time.
POETRY IN PUBLIC
Poetry in Public is sponsored by the Public Art Committee; it is in the sixth year. This
year we are hoping to add another component - a local artist to teach some classes at
the recreation center. Right now they are in negotiation with Dave Maurice, Dr. ABC.
He has submitted poetry in the past and has also taught classes. Promotion will be
done for him as well as the project in general. The project started as a way to get poetry
into the public. The general public is solicited for participation (adults and children). The
poems are displayed in the kiosks, at the two recreation centers, as well as in the
busses. We work with the school district to get the kids involved. Language Arts
teachers have been very supportive. The submission deadline is February 1 st.
WASHINGTON HILLS NEIGHBORHOOD ASSOCIATION
Washington Hills Neighborhood Association submitted a draft proposal for a
neighborhood art project. They may present this to the Public Art Committee in January.
The idea is to work with first and second grade students at the neighborhood schools to
come up with sketches that could be constructed into play structures. Marcia did explain
to the neighborhood that play structures will require oversight by the city in terms of
safety requirements and liability. There are no cost estimates or budget at this time.
Terry asked if there were plans to incorporate these structures into an existing
neighborhood park. Marcia indicated that Pheasant Hill is the only park within that
neighborhood.
SAND LAKE PARK CONCEPT PLAN
Terry Trueblood provided an update on Sand Lake Park. A concept plan has been
developed with cost estimates. A grant was prepared and ready to go out for a
Community Tourism Grant; however, one of the board members of Vision Iowa indicated
that an unlisted requirement to the grant is to first obtain cash contributions from the
County and the private sector. They also like to see a public art element incorporated
into these grant applications. A public art element may be requested on behalf of the
Parks and Recreation Division at a future time.
SCHEDULE FOR DECEMBER MEETING
December 6th meeting will be held at 2:00 p.m. to allow enough time for the artist's
personal presentations. If the committee decides to make a decision at that meeting,
they'll need time for discussion. A 5:00 p.m. ending time is more practical than 4:30 p.m.
Fosse noted that he would have to leave at 4:00 p.m. due to a prior obligation. The
meeting will be held in Meeting Room A at the Robert A. Lee Recreation Center.
COMMITTEE TIME/UPDATES
Iowa City Public Art Advisory Committee Minutes
November 1, 2007
Page 4
None.
ADJOURNMENT
Fosse moved to adjourn; Carter-Walsh seconded. Meeting adjourned at 3:40 pm. Next
meeting December 6,2007.
Minutes submitted by Brandy Howe
Iowa City Public Art Advisory Committee Minutes
November 1, 2007
Page 5
Public Art Advisory Committee
Attendance Record
2007
Term
Name Expires 2/1 4/5 5/3 6/28 8/2 9/6 11/1
Emily Carter Walsh 01/01/08 X OlE X X X OlE X
DaLayne Williamson 01/01/09 X X OlE X X X X
Emily Martin 01/01/08 OlE X X X X X OlE
Mark Seabold 01/01/10 X OlE X X X X X
Patrick Carney 01/01/09 -- -- -- -- X X X X X
Rick Fosse OlE X OlE X O\E X X
Terry Trueblood X X X OlE * X X X
Key:
X = Present
o = Absent
OlE = Absent/Excused
represented Terry Trueblood
Moran
Mike
*
mJ
MINUTES
CITY COUNCIL ECONOMIC DEVELOPMENT COMMITTEE
NOVEMBER 13, 2007
CITY HALL, LOBBY CONFERENCE ROOM, 1 :30 P.M.
PRELIMINARY
Members Present: Regenia Bailey, Connie Champion, Bob Elliott
Staff Present: Wendy Ford, Jeff Davidson
Others Present: Irvin Bob, Greg Hennigan, Nancy Quellhorst, Craig Gustaveson, Gigi
Wood, andy by phone, Mary Bosch, Eleanor Matthews, and Melissa
Mailloux
CALL MEETING TO ORDER
Chairperson Regenia Bailey called the meeting to order at 1 :30 P.M.
APPROVAL OF MINUTES OF OCTOBER 9 AND OCTOBER 25. 2007
Elliott moved and Champion seconded the minutes of both the October 9 and October 25,2007,
meetings be approved as presented. Motion carried 3-0.
DOWNTOWN MARKET NICHE ANALYSIS DRAFT REPORT (Marketek via conference call
Mary Bosch and Eleanor Matthews of Marketek joined the Committee via phone conference.
Mary stated that she would first like to cover some highlights, and then take questions from
those present. Marketek's charge was determining how downtown Iowa City could improve its
economic health, and what the potential opportunities are within a variety of sectors, but mainly
focusing on retail, residential, office, and lodging. They also took a look at how Iowa City could
promote the downtown, and ways to show the creative class all that Iowa City has going for it.
Bosch noted that one thing that stands out about Iowa City's downtown is that it is lively 24
hours a day, 7 days a week. She also noted that Iowa City is one of the few cities that still has a
functional pedestrian mall, and that the city looks healthy due to low vacancies in retail. The
challenges, then, for Marketek are to explain how can they help Iowa City optimize this mix, and
sustain the growth that has been occurring in Iowa City. Bosch noted too, that the role of
downtown has changed over the past ten to fifteen years, and that people need to understand
that they cannot go back to the way things were previously. In Chapter one, Bosch briefly
touched on the customer base of downtown Iowa City, noting the high student population. She
talked about the types of businesses that bring in "convenience" purchases, such as hardware
and grocery.
Bosch continued her presentation, stating that they also were able to get feedback from
community members about their reflections on downtown Iowa City, what they wanted, what
they would support in terms of retails, goods and services, and entertainment. They received
over one thousand responses to their survey. She stated that they also conducted some focus
groups, and that the town hall meeting was well received. Bosch noted that the Iowa City
residents are very engaged in their community.
Bosch next summarized the process, stating that they look first at current situation - a snapshot
based on existing retail sales compared to potential retail sales from the residential population
of how much money is being spent by folks locally, what's being spent elsewhere and what the
Council Economic Development Committee
November 13, 2007
Page 2
gap is. Some examples of gaps in retail were home furnishing stores, and food and beverage
stores.
Bosch further explained the methodology that Marketek used in gaining the information for this
report. She stated that they looked at potential demand from visitors, in addition to residents.
Bosch then stated that on page 99 is a projection of the downtown retail demand over the next
ten-year period, by key retail categories. She stated this evaluates demand from residents and
visitors, and projected demand Iowa City could capture. She briefly went through some of the
square footages that are a part of this, and noted that this includes the new mixed use projects
coming online.
The discussion next turned to housing with Eleanor Matthews presenting to the Committee.
She stated that one thing that stood out was limits in non-student housing, both rental and
sales. Matthews added that one comment they heard a lot was, 'We need more housing,
particularly non-student housing downtown.' She stated that this was due to there being young
professionals living in Iowa City. Matthews also covered the Iowa City rentals in the area, and
stated that it is a healthy market, and that there is more room for higher end, non-student
housing. In the 'for sale' market, Matthews stated that they did not have much to work with,
other than Plaza Towers and some projects in Coralville. She further explained how Marketek
looked at a 20-mile radius from the center of Iowa City when gathering their information. She
spoke about the upcoming Hieronymus Square project and the projected cost of housing in the
downtown area. Matthews stated that from their market research and analysis, they feel that
the opening downtown price points for condos should be from $150,000 to $230,000, which, she
stated, is lower than Plaza Towers. She noted that Plaza Towers sold units for much higher,
but that many of these sold to investors. Matthews also noted that the Iowa City Realtors were
extremely helpful in providing information for their report. .
Matthews next covered office space. She noted that the Technology Corridor is projected to
increase by 3,500 jobs annually, which will result in demand for more office space. One of the
comments the team heard during their research was a need for larger space, and how hard it is
to find in the downtown area. Smaller office spaces that are for sale are also scarce. Matthews
noted that they spoke with the Iowa City Area Development Group during their research, as
well, and that this provided them with good information.
Matthews then turned to lodging, noting that things are very positive in this area - occupancies
are up, rates are up, etc. She noted that the information they gleaned was primarily anecdotal
and and that they spoke to business owners and hotel/motel operators to get most of their
information. Of particular not, was that meeting and exhibit space is limited in Iowa City.
The presentation then turned back to Bosch, who spoke about towns like Austin, Texas, who is
attempting to attract and retain the creative class; and also towns like Portland, Oregon and
Memphis, Tennessee, who are both in various stages of their recruitment toward the same.
Bosch noted that the move around the country is to attract and retain this "creative class" of
workers who are often occupied in creative types of positions. She noted that arts, culture, and
entertainment are important to this demographic, as well.
Bosch noted that in Austin, Texas, one of the main focuses has been arts and culture, and
definitely their downtown. She stated that Austin is the "poster child" for economic development
of their downtown. In Portland, Bosch stated that they have a full-time employee that focuses
on the whole economic development issue and keeping that in focus. Bosch next talked about
Council Economic Development Committee
November 13, 2007
Page 3
communities promoting themselves, noting that Memphis had a large event where they brought
in people from other states to help them think outside of the box on how they could bring people
to their town. She then spoke about Iowa City's strengths and how marketing these can get the
message out to people.
As far as implementation recommendations, Bosch noted that they are feeling very positive
about the opportunities that Iowa City has, about the future for strengthening the downtown
economic base, business mix, the addition of housing, and some of the other issues - office and
lodging. After a lot of thought on what would it take for Iowa City to move forward to capitalize
on this success, Bosch noted that the last chapter of their report outlines a plan. One of the first
things is organization. There needs to be a cohesive, focused, and well supported management
team and staff to begin to work on the business mix for downtown Iowa City, and all of the
issues that go along with that. She noted that Iowa City is definitely under-promoted, and that
they need to get "better known" in order to bring in the businesses that are desired. Bosch
reiterated that a partnership needs to be formed of organizations and stakeholders, both public
and private, with strong involvement that will focus on development. She noted that Iowa City's
downtown needs to run more as a business would, with full time management involved.
Marketek has outlined a plan for the City, that includes everything from business retention to
business recruitment to business expansion, property development, and finding creative ways to
influence a business mix.
Bosch ended the presentation by stating that they need to hear from those in attendance now,
to which Bailey asked if anyone had any questions or comments for Bosch or Matthews. Elliott
brought up the topic of young professionals and attracting them to the area. He asked if she
were referring to young professionals that are single, and not married or partnered, as safety
and schools were not mentioned in Marketek's report. Bosch noted that typically "young
professionals" means early 20's to early 30's, and not married.
Quelhorst asked Bosch to speak more to the business mix, and asked if this refers to a mix of
things like toy stores and apparel, or families with young children type of services. Bosch stated
that their findings were based on what they heard from the community, wanting more "every
day" type stores. The mix is to cluster businesses together that would draw in those residents in
the immediate area. Champion then stated that she was somewhat alarmed by the list of
potential businesses included in the report, as they are chain stores, and not specialty type
stores, which Iowa City is known for. Bosch noted that this is not a comprehensive list, but
simply the results of a query she made on national chains that are considering expansions or
new locations in areas such as Iowa City's downtown. Davidson then asked for a clarification
on the clustering concept, stating that he was somewhat confused by this. He asked if this
issue is really that critical, as Iowa City tends to have "clusters" in the downtown area. Bailey
noted that she has a question along the same line. She asked if clustering were more
successful in a small downtown. Bosch noted that the current clusters need to be cross-
promoted. She noted that on the Ped Mall, for example, they need more retail. Otherwise, you
are left with mainly single-destination businesses. Gustaveson illustrated how the concept
works by telling about how his business improved once they left the Ped Mall with no other
men's store, and moved to Clinton Street right next to another men's store. Champion noted
that she totally agrees with this. She spoke about the women's stores downtown and how they
have helped each other survive.
Elliott next brought up how expensive downtown living typically is. He asked for more
information on this. Bosch noted that cities have been pushing urban renewal with the basis of
Council Economic Development Committee
November 13, 2007
Page 4
making sure the housing in downtown areas meets all levels of income, and not just high end.
Mailloux noted that they looked in the immediate downtown area. Bailey noted that it would be
helpful to know the boundaries they used, as the City is also expecting a housing study soon.
Mailloux stated that a footnote in this section will further explain this data.
Elliott then asked about the Ped Mall, asking if they have any suggestions on how to keep it
viable without adding more restaurants and bars. Bosch stated that this can be part of the
prime retail core, and that they need to have more active retailers. She noted that they looked
specifically at certain areas of the Ped Mall, and it is noted that they do not have any active
retailers in these areas. It was noted that some aesthetic issues were noted, due to some areas
seeming more dark in the Ped Mall. Bosch again noted business mix, the physical environment,
and perceptions around safety - such as more active uses, more residential, brighter
environment - can contribute to a better downtown.
Bailey stated that the business mix issue is definitely a complex one. She asked how other
cities have approached this issue. Bosch stated that the recommended partnership would help
keep the "vision" for the City - what does it take to be successful, what is the expectation or
goal that's trying to be reached - in order to make changes. Gustaveson then talked to Bosch
about the retail issue. He talked of larger stores, national chains, and how they will never come
to Iowa City due to so many regulations, such as parking, square footage, etc. Bosch stated
that she feels Iowa City could entice these national chains to the area. The discussion turned to
how Iowa City does not really have stores that cater to students, and that there are 30,000
students in the downtown area - stores such as Gap or Old Navy.
Gustaveson noted about housing, that a builder he knows has stated that to keep Chicago
students from coming in and buying up the condos, the price has to stay high. He asked if
Marketek's research indicates who would be buying these - young professionals or Chicago
parents for their U of I students to live in. Matthews noted that the local market is what drives
this as far as price, and what people are willing to pay. Quelhorst then spoke to the
methodology being presented in this report, asking if they could cull out small parts and work on
those. As an example, it was stated how many of these suggestions are dependent on each
other - which are stand-alone type recommendations, and could they be done over a ten-year
period. Bosch noted that the most important piece is professional management, and a group of
people that are focused on nothing but enhancing the business base. Quelhorst brought the
conversation back to who the members of this group should be.
The conference call ended so the group could continue with the meeting.
Bailey then spoke to what needs to be in the public presentation for this report. Gustaveson
noted that three years ago they stated that a full-time person was needed to manage - just as is
being suggested here. It was noted that many business owners downtown do not want to see
any changes, and that for this to occur, there is going to need to be the right group leading this.
Bailey noted that any other suggestions should go to Ford to further expedite this report. Ford
noted that they need to have another meeting in about a week. Monday, November 19th at 8:00
A.M. was suggested. Davidson then spoke briefly about the Comprehensive Plan, as well as
the District Plans for each area, such as the downtown. It was noted that the Plan, as well as
this study, help to show what the needs are for both retail and residential in the downtown area,
in an overall view.
Council Economic Development Committee
November 13, 2007
Page 5
STAFF TIME
No report.
COMMITTEE TIME
No report.
ADJOURNMENT
Meeting adjourned at approximately 3:00 P.M.
Committee
Council Economic Development
November 13, 2007
Page 6
Council Economic Development Committee
ATTENDANCE RECORD
2007
TERM 1/23 2/9 2/20 2/27 3/6 3/12 4/6 4/12 5/29 5/31 6/21 7/10 7/24 9/13 10/1 10/9 10/25 11/13
NAME EXP.
Regenia 01/02/08 X X X X X X X X X X X X X X X X X X
Bailey
Bob Elliott 01/02/08 X X X X X X X X X X X X X X X X X X
Connie 01/02/08 X X X X X X X X X DIE X X X X X OlE X X
Champion
~
MINUTES
HISTORIC PRESERVATION COMMISSION
WEDNESDAY, OCTOBER 24,2007
EMMA J. HARVAT HALL - CITY HALL
Preliminary
MEMBERS PRESENT: Esther Baker, William Downing, Pam Michaud, Jim Ponto, Ginalie
Swaim, Tim Toomey, Alicia Trimble, Tim Weitzel
MEMBERS ABSENT: Michael Brennan
STAFF PRESENT: Sunil Terdalkar
OTHERS PRESENT: Mary Bennett, Jackie Blank, Carl Klaus, Mike Haverkamp, Ken
Slonneger, Marybeth Slonneger
CALL TO ORDER: Chairperson Weitzel called the meeting to order at 6:00 p.m.
PUBLIC DISCUSSION OF ANY ITEM NOT ON THE AGENDA:
There was none.
ITEMS OF CONSIDERATION:
Settinq a Public Hearinq to Desiqnate 935 E. Market Street as a Historic Landmark. Terdalkar
said that tonight's special meeting is intended to evaluate preliminary eligibility of the house at
935 E. Market Street and to consider setting a public hearing to designate the property as a local
historic landmark. He said at least seven days notice is required prior to a public hearing for
considering landmark designations. Terdalkar said November 1st is the earliest day the
Commission could hold a public meeting on the issue. He said that depending on the discussion
and public input during the public hearing, the Commission could request the City Council to set a
public hearing on November 5.
Weitzel said the Commission has the letter that was sent to City Council and photos that
accompany it. He said 935 E. Market Street is the Isaac Wetherby House and a demolition permit
was taken out by the land owner. He said the land owner does not plan on saving the building,
but is negotiating with Friends of Historic Preservation. Weitzel added that the waiting period for
demolition has expired. Weitzel said the Commission hearing is necessary to for the application
for a Historic Landmark to be considered by the Council. He said nothing can be done about
staying the demolition until the item reaches City Council. Weitzel said that the Commission is
determining tonight whether or not the Wetherby House should be granted a public hearing to be
considered a registered historic landmark.
Marybeth Slonneger, the applicant, said that she was accompanied by Carl Klaus, a retired
professor and a co-representative in the Goosetown Neighborhood, Jackie Blank, Ken Slonneger,
and Mike Haverkamp, President of Friends of Historic Preservation. She added that Mary Bennett
from the State Historical Society of Iowa might be joining the meeting later.
Marybeth Slonneger said the Wetherby House was sold on October 18, 1858 by Patrick Doyle
and his wife Ann. She said Wetherby painted about 1,000 oil paintings and his works are
displayed in museums in Boston, Des Moines, Davenport, and Iowa City. She said Wetherby was
also a photographer and purchased a camera within two years of the camera becoming available.
She said the State Historical Society has 1,450 glass plate negatives of his work. Slonneger said
he took the first pictures of the Old Capitol dating back to 1854 when it was still the state capitol.
She said the 935 E. Market Street house is the only house left in the United States with a direct
connection to Wetherby. She said he lived there from the 1860 to around the 1900s.
Historic Preservation Commission
October 24, 2007
Page 2
Weitzel said tonight the Commission is only establishing merit to hear the significance of the
property at a public hearing.
Bennett said the Wetherby house qualifies for National Register status. She added that the
property would continue to be eligible even if it is moved. Weitzel asked if it based on criterion B,
significant persons. Bennett said it does meet criterion B because it is the only property left that is
associated with Wetherby. Weitzel said that criterion B allows a property to become a landmark
based on the person that lived there, not the historical architecture.
Bennett reiterated the State Historical Society has found that the house qualifies on a preliminary
basis. Weitzel said there has been no formal survey done on this house.
Downing asked how long it has been known that 935 E. Market Street was Wetherby's property.
Bennett said the State Historical Society has had records since the 1970s. Downing asked if the
owner of the house has ever been approached about preservation or registry status. Slonneger
said she approached the former owner of the house and didn't feel that she wanted to sell the
house at the point. She said that she missed her chance to purchase it. Slonneger said the
current owner bought the property on October 4th, 2007. Downing asked what the current owner
intends to do with the property at 935 E. Market. Slonneger said the property will be a four unit
duplex as a rental property. Downing said it is zoned for single family in an RNS-12 zone.
Michaud asked if it was currently a duplex. Weitzel said it is not a duplex. Terdalkar said duplex
structures are allowed in RNS-12 zones.
Michaud asked if the Commission should talk about what has been changed on the house.
Weitzel said the Commission should determine if a property deserves a public hearing. Michaud
asked if the front door has been relocated. Slonneger said pictures suggest that the entry was
moved to the side of the house.
Weitzel said there has been a lot of community support for moving the house. He said date needs
to be determined when to move it.
MOTION: Swaim moved to set a public hearing to establish 935 E. Market as a local
landmark. Downing seconded the motion.
Ponto said he thinks the house is potentially eligible and would like to have a public hearing.
Baker said there is no reason not to have a hearing.
Motion carried on a vote of 7 -0.
Terdalkar suggested that the date for the public hearing should be part of the motion.
MOTION: Swaim moved to amend the motion to have the hearing on November 1st at 6:00
p.m. Downing seconded the motion.
Motion carried on a vote of 7-0.
ADJOURNMENT:
The meeting was adjourned at 6:23 p.m.
Minutes submitted by Doug Ongie
s/pcd/mins/hpcl2007/10-24-07.doc
Historic Preservation Commission
Attendance Record
2007
Term
Name Expires 2/08 3/08 4/12 5/17 5/31 6/12 6/28 7/12 8/9 9/17 10/11 10/24
Baker 3/29/09 X OlE X X X X X X X X X X
Brennan 3/29/08 X X X OlE X OlE 0 X X X X OlE
Carlson 3/29/07 X X -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- --
Downing 3/29/10 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- X X
Gunn 3/29/07 X OlE -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- --
McCormally 3/29/08 OlE OlE X OlE OlE OlE OlE OlE OlE -- -- -- -- -- --
Michaud 3/29/09 X X OlE X X OlE X X X X X X
Ponto 3/29/07 X X X X OlE X X X X X X X
Swaim 3/29/09 X X X OlE X X X X OlE X X X
Trimble 3/29/10 -- -- -- -- X X X X X X X OlE OlE X
Toomey 3/29/09 X X X X X X X OlE X X X X
Weitzel 3/29/08 X OlE X X X X X X X X X X
Key:
X = Present
o = Absent
OlE = Absent/Excused
NM = No Meeting
= Not a Member
~
MINUTES
Iowa City Airport Commission
November 8, 2007
Iowa City Airport Terminal- 5:45 PM
DRAFT
Members Present: Howard Horan, Chair; Randy Hartwig; Janelle Rettig; John Staley
Members Absent: Greg Farris
Staff Present: Sue Dulek, Michael Tharp
Others Present: Jim Meade, Terry Edmonds, Jay Honeck, David Hughes, Herrel
Timmons, John Yoemans, Joe Merschman, Turk Regennitter, Skip
Long, Peggy Slaughter
DETERMINE QUORUM:
The meeting was called to order at 5:47 P.M. by Horan.
RECOMMENDATIONS TO COUNCIL: None
APPROVAL OF MINUTES FROM THE OCTOBER 11, 2007 MEETING:
Horan asked Members if they had any changes, corrections for the minutes. Rettig
moved to accept the October 11,2007 minutes as submitted; seconded by Staley.
Motion carried 4-0, Farris Absent.
PUBLIC DISCUSSION:
None.
ITEMS FOR DISCUSSION/ACTION:
a. Aviation Commerce Park - Peggy Slaughter addressed the Members, stating
that she cannot give any names, but that there is a lot of activity currently.
She noted that there is a Letter of Intent on Lot 6, and that she has met with
the City regarding this. She stated that the interested party is still asking for
incentives. She further stated that Harry Wolfe is working with this party to
try and get a formal agreement going. Slaughter then noted that they also had
a meeting regarding Lots 17, 16, 15, and 14, in which a couple businesses
would possibly be building together. She gave the Members a brief overview
of the two meetings concerning these four lots. Slaughter continued, stating
that the group interested in Lots 1 through 4 that requested a meeting with the
City some time ago has been somewhat in limbo as the lead person just gave
birth; however, they are planning to start meeting again regarding these lots.
1
Slaughter noted that she has two builders that have asked for follow-up
information, and also a local contractor has been in touch, looking for ten
acres. Rettig asked for some clarification on the outlots, to which Dulek
responded, stating that the Commission could decide to lease them for
something such as leased storage space. Slaughter then asked the
Commission if they knew when the south lots would be available, as she
wants to keep the party that is seeking ten acres interested in the Airport
Commerce Park. Horan stated that it could be around eighteen months to two
years before a decision is reached on the south lots, and Rettig followed up
that she is not interested in the south lots being developed yet either.
The discussion turned to Yeomans, the farm manager for the Airport land,
stating that currently they lease this land to Williams as long as they mow and
hay it. He asked the Commission if they would like to permanently terminate
agricultural activities on this land and have the City maintain it instead, which
he further noted would eliminate any agricultural leases. Rettig noted that
they do this at their own risk, and if land sells, that ends the agreement
anyway. She further stated that it saves the Airport from having to mow.
Members noted that after the first of the year they should have a better idea on
where the development is headed. Slaughter then wrapped up her
presentation, stating that the amount of development in the area is a good sign.
b. Farmers National Company-
Merschman Seeds - Yeomans noted that they were still awaiting Joe
Merschman's arrival. Members decided to go on to Item c.
c. Hangar #56 - Terry Edmonds - Hartwig excused himself due to conflict of
interest. Edmonds addressed the Members, stating that he and Tharp have
discussed the options available for the extra space in Hangar 56. He noted
that they were not able to come up with anything very practical, but that they
did discover that Jet Air would like to sublease the hangar during the winter
months. Edmonds stated that this works for him as he does not fly much
during the winter. The Members then discussed the proposal in front of them.
Horan stated that it sounded like a good arrangement, as did Rettig. Rettig
asked for some clarification of the agreement that they were presented with,
and Tharp responded. Staley moved to approve the proposal as outlined by
Terry Edmonds; seconded by Rettig. Motion carried 3-0; Hartwig
recused himself due to conflict of interest, Farris Absent.
d. National Guard-
1. Consider a Resolution Setting a Public Hearing for a 5- Y ear Lease
with the Army Reserve - Tharp noted, first of all, that there is a
typo - it should be the Army Reserve, not the National Guard. He
stated that this lease is up, and the Army Reserves would like to
sign another five-year lease. Tharp stated that he gave them a
price that included a CIP inflator and they tentatively accepted this,
2
pending the public hearing. Hartwig moved to consider
Resolution A07-30, setting a public hearing for December 13,
2007, regarding a 5-year lease with the Army Reserves;
seconded by Staley. Motion carried 4-0, Farris Absent.
b. Farmers National Company-
Merschman Seeds - Yeomans addressed the Members, stating that he
needs to get some agreement on leasing the remaining farm ground at the
Airport. He noted that at the last meeting they had an in-depth
presentation from Merschman's about creating a test plot site and he
reiterated how interested Merschman Seeds is in the Airport's farm
ground. He asked if Members had any questions, to which Horan asked
what would need to happen after two or three seasons that would make
him feel this was not a good idea. Merschman noted that they already do
this type of activity and that moving it to the Airport makes it a unique
location. He also noted that moving it to Iowa City is also a plus for them.
Regennitter joined Merschman in explaining to the Members why they
would like to use the farm ground at the Airport, and how they can work
together.
The conversation continued, with Hartwig noting that his big concern is
that they don't yet know what they want to do in the south area, and he
also noted the wildlife mitigation issues for the Airport. Basically, he
stated, if they could afford to not have agricultural products on the field,
they probably would not, just from the standpoint of trying to alleviate
wildlife hazards from the runways. Staley asked if they would be content
with a shorter lease, such as a 3- or 5-year lease. Merschman stated that
they could work with that, that a short-term lease gives them the
opportunity to see if it will work for them, as well.
Rettig asked for some clarification on this agricultural proposal. She
asked if the seed was genetically modified, to which Merschman
responded that 80 to 85% of all seed are modified now in the U.S. Rettig
stated that there are political ramifications locally to allow something like
this to occur on public land at the Airport. She noted that she is not
comfortable taking on this type of situation. Merschman explained that in
order to do what they want to do, they need the hard surface/pavement.
Staley noted that this project would not be a change in what is already
being done with the farm ground. Yeomans noted that he is trying to get
more money for the Airport, with fewer acres, by proposing this project.
Regennitter addressed the genetically modified seed issue somewhat,
noting that most all of the seeds are modified in this day and age. Rettig
noted again that this is a political issue in Iowa City, and that she does not
care to get involved in something like this. She noted that she is also
concerned about safety issues with something like this going on at the
Airport, with so many people corning and going. Hartwig asked what the
3
timeline is to get back with Merschman, and they noted that the sooner the
better, so they could arrange things on their end, as well.
Horan then asked for some clarification on the genetically modified seeds,
to which Merschman and Regennitter responded briefly. They noted that
European companies are already using these seeds aggressively.
Merschman then talked to the Members about the "gene shuffling" process
and the tolerance that is produced. Rettig noted, again, that they are an
Airport - not a farm. She noted that people are against these modified
foods, and she feels that this could be a liability for the Airport. She noted
that she was a little taken off guard last month when this was brought up,
and that she is not comfortable with the whole issue. Staley noted that he
feels differently - that he feels this is a great thing, and that it fits with one
of the missions of the University. He asked what kind of terms they
would be looking at if they did go ahead with something like this.
Yeomans noted that the total for this year will be a little more than
$16,000, and that the proposal he has discussed with Regennitter was for
$25,000. Dulek noted that as far as terms, if they want three or more
years, they would need to stop discussion and have a public hearing on it.
If they can come to an agreement tonight on terms, it would have to be for
under three years. Merschman noted that they would help fund the
entryway that they would need to add. Timmons stated that he was the
Airport Manager in Galesburg for 20-some years, and that a large part of
their budget came from the farming operations. He noted that there is a
research farm close to the Airport, and that Monsanto is one of their
biggest customers because of this. He stated that he feels it would be
prudent to look at using their assets (farm ground) as best they can.
The conversation turned to Staley noting what they would be looking at in
terms of revenue and economic impact for the area. It was noted that this
would be around $80,000 the first year alone. Rettig turned the discussion
to the usage at the south end of the Airport, and the various liability issues
they could encounter. Merschman and Regennitter confirmed that they
would also be very concerned about safety concerns and liability issues.
Regennitter reiterated that they would only want to proceed if everyone is
one the same page - that they would like to pursue a long-term plan, but
only if all concerns are taken care of. Tharp noted that he feels that until
the study of the south area is completed, it may be next year before they
can address this with Regennitter and Merschman Seeds. Staley noted that
he believes they should take advantage of whatever they can for this area,
at least until they have firm decisions on what they want to do with the
land. Horan said a two-year proposal would be agreeable with him, to
which Staley agreed. Horan suggested they put their proposal together
and distribute it to the Members prior to next months' meeting. Yeomans
asked if they could negotiate terms now, to which Rettig stated she would
have to have the details first. Dulek noted that there are several issues,
4
including the culvert, and they should come up with a proposal and offer a
contract. Staley moved to consider a proposal from Merschman Seeds,
and that the Commission meets as soon as this proposal is ready;
seconded by Hartwig. Horan then suggested that as they are working on
their proposal, that they contact any of the Members as needed, so they
could get this process going. Rettig stated that she feels they should not
proceed with this, and that she is unwilling to defend GMO. Regennitter
stated that perhaps they should withdraw their proposal and find someone
who wants to work with them. Horan and others called for a vote.
Motion carried 3-1; Rettig in the negative, Farris Absent. Regennitter
asked if they wanted to pursue this, and Yeomans stated that the lease is
open and he won't be doing anything right away. Merschman noted that
the local farmer is growing GMO seeds currently - that this is no different.
Staley stated that he is glad to see these developments happening with
farming.
e. Hangar Expansion - Building H
11. Consider a Resolution Approving Engineering Services Contract
for Expansion of Hangar and Office Space - Tharp noted that they
had anticipated having an engineering agreement to approve, but
that it is not ready. He further stated that they would need to defer
this to next month's meeting. Staley moved to defer Item e,
consider a resolution approving engineering services contract
for expansion of hangar and office space to the December 13,
2007 meeting; seconded by Hartwig. Motion carried 4-0,
Farris Absent.
f. F AAlIDOT Projects - Earth Tech - David Hughes
iii. Runway 7/25 - Hughes noted that they have had a very busy
month with construction. They are about 90% done with paving,
with just a small piece between the old and new runways that they
need to complete. They are about 80% done with grade on that
end of the project, with paving most likely being done in the
spring. He responded to Members' questions concerning this small
portion. Hughes continued, stating that electricals are now in and
they will be starting on runway closures next week on 7-25. This
involves moving the runway lights. He then responded to
Members' questions regarding how the electrical fixtures will be
installed. Rettig then asked Hughes for clarification on the
daytime closing of the runway. Hughes explained how this would
work, and that it covers from 7:00 A.M. until approximately 4:30
or 5:00 P.M. This could take up to two weeks to complete this part
of the project. Rettig then stated that for Tharp's monthly
newsletter, she would like to see a "factoid" about how many loads
of concrete it took to pave the runway. Hughes stated that he could
get information like this for Rettig.
5
IV. South Aviation Development Study - Hughes stated that they did
get comments back finally on the Willow Creek study. They will
now finalize their report on the south area of the Airport, and will
get this information out as soon as they can.
v. South Taxilane Rehab - Hughes stated that they are working on
the drainage problem and met with Ron Knoche earlier today.
Vi. Jet A Fuel System / AvGas Upgrade - Hughes stated that the
contractor has ordered his materials, and is awaiting those. He is
also working with Jet Air on credit card information and that type
of thing, before he can proceed. There is no definite delivery date
on this.
Vll. Terminal Apron Rehab - Hughes said that as of today, this is
90+% complete. He said there's some cleanup to do and some
seeding, and a small amount of paving yet to do.
Vlll. Obstruction Mitigation - MidAmerican has agreed to this, and
Hughes stated that they have been working with Dulek on finishing
up the easement issues. Once this is completed, he stated that they
would then move forward. Hartwig asked when they expect this to
be completed, and Dulek responded.
IX. United Hangar - Hughes stated that they are in the process of
finalizing specs and hope to have something ready for review
before Thanksgiving. Rettig asked if they would be recycling the
steel when they bring this hangar down, and Hughes stated that it
is entirely up to the contractor what he wants to do with it.
Members asked miscellaneous questions of Hughes on some of the
above proj ects, to which he responded.
x. Runway 7 -25 Overlay - Hughes noted that they have prepared this
contract for the next phase of the project. He briefly explained
what this contract entails. Hartwig asked when this has to be in to
the FAA, and Tharp stated that they wanted something by mid-
month, but after talking to the current Grant Administrator, he is
now aware of where the Airport is with this and said it should not
be a problem. Rettig asked for clarification on having the 7-25
runway project and the 12-30 crack sealing project being rolled
into one. This was explained by Tharp and others, who stated that
they are trying to get some pavement improvements done yet this
winter. Tharp then explained to Members that they need to either
approve this tonight, which he recommends, and let the Chair sign
it when it is ready, or they will need to defer.
i. Consider a Resolution Approving Engineering Services
Contract for Runway 7-25 Overlay and 12-30 Crack
Sealing Project - Staley moved to Consider Resolution
A07-31, approving engineering services contract for
Runway 7-25 Overlay and 12-30 Crack Sealing Project;
seconded by Hartwig. Motion carried 3-1; Rettig in the
negative, Farris Absent.
6
g. Airport "Operations": Strategic Plan-Implementation; Budget; and Airport
Management - Horan asked if members had any questions about these.
Rettig asked about the $14100 deposit and Tharp responded that it was the
receipt from the easement that Larson had been seeking. Rettig asked about
the plans for that money, and related during budget discussions this money
was going to be used to accelerate some driveway maintenance. Tharp
confirmed that is still the plan. Rettig asked about the credit to the bike racks
noting that the bike racks cost $900 instead of$2100. Tharp commented that
he would have mentioned that at the last meeting, but didn't have that
information. Rettig asked about $1300 that was in the Minor Office
Equipment / Furniture line. Tharp responded that this was the conference
room chairs and had not been coded correctly, and he would talk to
accounting to fix it. Tharp commented that he and Horan had met with the
City Manager and presented the FY2009. Tharp said that so far the budget is
being presented as the airport request. Tharp stated they had also discussed
the Capital Improvement projects with the department head's and city
manager and that the proposed hangar they will be seeking funds from the
state for is set to be included in the plans.
xi. Consider a Resolution Authorizing the Operations Specialist and
Chairperson to Make Purchases and Sign Contracts - Horan began
the discussion by stating that he believes the existing Resolution
A06-21 should remain in effect for now. Staley noted that the
proposal seems realistic to him, that Tharp would have the same
level of authorization as the A06-21 Resolution, as would the
Chair, to make certain decisions on items. Horan and Rettig asked
some procedural questions ofDulek, to which she responded.
Rettig noted again that she does not see a need to change this right
now, and that ifthere is an emergency, the Members should all be
contacted. Tharp noted that he usually speaks to the Chair at least
weekly, if not daily at times, so he feels the communication is
there, and that by doing this it would make the daily operations
easier for him. Members asked questions of Tharp, trying to get a
better understanding of whether or not they need to consider this
resolution. Members discussed the chances of getting the 3
members necessary for quorum together on short notice. Members
felt that if 3 couldn't be there that a conference call could be made.
Dulek stated that a member could participate by speaker phone but
the meeting cannot occur by conference call. Members asked
Tharp if they could do that at the airport. Tharp responded that
they would have to move to one of the offices for a speaker phone,
but that they could do that from the airport.
Hartwig moved to defer Item g, consider a resolution
authorizing Operations Specialist and Chairperson to make
purchases and sign contracts to the December 13, 2007
7
meeting; seconded by Staley. Motion carried 4-0, Farris
Absent.
h. FBO Staff Report - Timmons stated that they are busy getting ready for
winter. Last week they purchased a snowplow truck, which will help to clean
their area faster. They are now a two-thirds Iowa, one-third Illinois company,
having just taken over the Burlington Airport. He noted that on November 15
they are having an FAA safety seminar in the hangar. There could be
upwards of 100 people. The FAA will be here to participate, and they usually
get a good turnout. He invited everyone to attend, if they would like. Tharp
noted that it runs from 7:00 to 9:00. He noted that they hired two more
mechanics recently, and they now exceed a half million dollars a year on their
payroll in Iowa City. They have two jets based here currently. Timmons
noted, again, how important the farming was to the Airport in Ga1esburg, and
how it could be of benefit here, as well. A brief discussion ensued about Jet
Air doing so well, and Timmons stated that you have to be willing to be there
all the time and you have to think positively. Rettig noted that she had asked
Woolford about their sale of planes and how this affects the tax issue.
Timmons stated that he has not figured it out yet, as Iowa has a different tax
arrangement than Illinois. Rettig noted that she would like to have the
information in order to show how this is contributing to the overall tax base
for the economy. Timmons noted that they recently sold two airplanes to the
State Police. He also noted that Jet Air is doing most of the major
maintenance, and some of the routine maintenance, for the Civil Air Patrol for
the entire Midwestern area.
1. Subcommittees' Reports - Tharp noted that the viewing area has been started.
They have six support beams up and are waiting for the rest of the structure to
amve.
J. Commission Members' Reports - Horan stated that he has taken a lot of
pictures of the construction. Rettig noted that JCCOG met to prioritize trails
recently, and that she heard that they were told that no one would use a trail
out by the Airport. She believes they need to continue pushing for a sidewalk
by the Airport. Hartwig congratulated the new City Council Members who
won in this week's election. He also noted that in regards to the booklet for
hangars, J an Nash sent him a letter in the summer about some thoughts on
this. He suggested they meet with her to see what she has in mind. Staley
asked if anyone had seen the Corridor Business General, and he noted an
editorial on making the corridor better. One issue was to change the name of
the Eastern Iowa Airport, and another is to create a regional airport authority.
k. Staff Report - Tharp noted that he has drafts of the Forecast Study, as
requested at the last meeting. He also gave the Members a draft of the 2007
Annual Report, and asked to get feedback by the next meeting from Members,
stating that he would like to get this in by the end of the year.
8
SET NEXT REGULAR MEETING FOR:
December 13,2007 at 5:45 P.M.
ADJOURN:
Meeting adjourned at 8:51 P.M.
9
Airport Commission
ATTENDANCE RECORD
YEAR 2007
(Meeting Date)
TERM 1/11 2/8 3/8 3/28 4/12 5/10 5/15 6/7 6/8 6/28 7/9 7/19
NAME EXP.
Randy Hartwig 3/1/09 X X X X X X 0 X X X X X
Greg Farris 3/1/13 OlE X X OlE X .X X X OlE X X X
John Staley 3/1/1 0 X X X X X X 0 X OlE OlE X X
Howard Horan 3/1/08 X X X X X X X X X X X X
Janelle Rettig 3/1/12 X X X X X X X X X X OlE OlE
TERM 8/1 8/9 8/13 9/5 9/13 9/24 10/11 11/8 12/13
NAME EXP.
Randy Hartwig 3/1/09 X X X X X X X X
Greg Farris 3/1/13 X X X X X X X OlE
John Staley 3/l/10 OlE X OlE OlE OlE OlE X X
Howard Horan 3/1/08 X X X X X X X X
Janelle Rettig 3/1/12 OlE X OlE OlE X X X X
KEY: X = Present
o = Absent
OlE = AbsentlExcused
NM = No meeting
--- = Not a Member
10
J][]
MINUTES
HISTORIC PRESERVATION COMMISSION
THURSDAY, NOVEMBER 1, 2007
EMMA J. HARVAT HALL - CITY HALL
Preliminary
MEMBERS PRESENT: Michael Brennan, William Downing, Pam Michaud, Jim Ponto, Ginalie
Swaim, Tim Toomey, Alicia Trimble, Tim Weitzel
MEMBERS ABSENT: Esther Baker
STAFF PRESENT: Karen Howard, Sunil Terdalkar
OTHERS PRESENT: Roger Anderson, Mary Bennett, Mike Haverkamp, Mike McLaughlin,
Marybeth Slonneger
CALL TO ORDER: Chairperson Weitzel called the meeting to order at 6:00 p.m.
PUBLIC DISCUSSION OF ANY ITEM NOT ON THE AGENDA:
There was none.
ITEMS OF CONSIDERATION:
Recommend Approval of 935 E. Market Street as a Historic Landmark. Terdalkar said a landmark
designation can be based on any historical, architectural or archeological significance. He said
the Commission can also consider significant historical events or personalities related to the
property.
Terdalkar said there have been some developments since the previous meeting on October 24th
He said the applicant and Friends of Historic Preservation have been working with the property
owner to find a solution. Terdalkar said the goal of the landmark designation is to secure the
property so that the house can be moved to a location where it can be restored. He said the State
Historical Society has been approached regarding the eligibility of the Wetherby House. He said
in their preliminary review they have determined that the property is eligible based on the fact that
it is associated with Isaac Wetherby and it is the only known extant building with a connection to
Wetherby. Terdalkar said the State Historical Society also believes that the house may still retain
its eligibility after it is moved to an appropriate location. He said the applicant and owner are
suggesting that the application be deferred. He said there has been a private agreement between
Friends of Historic Preservation and the owner to delay the demolition.
Weitzel asked what the private agreement is. Terdalkar said the agreement is to wait until
November 15th to allow a decision regarding the move, if the application for landmark designation
is deferred. He said the owner is willing to work with Friends of Historic Preservation.
Weitzel asked if the agreement is conditional based on the Commission's deferral tonight.
Terdalkar said that is how the owner of the property has approached staff.
Weitzel asked if after the Commission voted on the issue Planning and Zoning would have one or
two public hearings. Terdalkar said one hearing at the Planning and Zoning Commission. Weitzel
asked if there would be two or three hearings at City Council. Howard said City Council could
hold one meeting, but would have to vote on the application three times. Weitzel asked if there
was any legal way to fast track the application. Terdalkar said there would be some flexibility in
arranging the public meetings and there could be some expedited action. Howard said that
because the property can be designated a landmark after it is moved, the long process could take
place after it is moved.
Historic Preservation Commission
November 1, 2007
Page 2
Weitzel asked if the Commission would have to open the public hearing if they decided not to
defer at this point. Terdalkar said the Commission could get some input from the applicant and
the owner, and then proceed with further discussion. Weitzel said it would be helpful for the
owner and applicant to restate their agreement for the record.
Weitzel said he would like to read the guidelines for landmark status. He said historic landmarks
are buildings that are individually significant for their architectural and/or cultural merits. Like
historic districts, theses properties are typically listed on the National Register of Historic Places,
or are eligible for listing on the National Register. He added that the State Historical Society and
architectural historians that the Wetherby House is eligible. Weitzel said landmarks are properties
that are individually signifiicant because of their architectural quality, integrity and historical or
cultural significance. Weitzel said the Commission isn't here for debate, but instead for fact
finding.
Swaim asked how deferring the application works on behalf of the owner and applicant. Terdalkar
said the owner is willing to work with the applicant and Friends of Historic Preservation on moving
the property. He said there is a 60-day moratorium period if a public hearing is set by the City
Council and the owner would like the City to not set a public hearing. Swaim asked if nothing
could be done to the house during the 50-day moratorium period, including moving it. Terdalkar
said nothing could be done during that 60-day period unless an official action after a public
hearing has taken place.
Weitzel opened the public hearing.
Mike Haverkamp introduced himself as the President of Friends for Historic Preservation. He said
Friends has been talking to Mike McLaughlin, the owner of 935 E. Market Street, about the
possibility of moving the Wetherby House. Haverkamp said there is a possibility of moving the
house to Reno Street Park. He said that the Parks and Recreation Department and City Council
said there need to be support from the Goosetown Neighborhood. He added that a long term plan
needs to be developed for the maintenance of the property. Haverkamp said Friends has been
looking at the possibility of getting HRDP grants and local donations to move the house. He said
Friends came to an agreement with McLaughlin to hold off on the demolition until November 15th
to give Friends enough time to have a rational idea on what it would take the save the house.
Haverkamp said he thinks Friends and the owner have come to a voluntary agreement and
recommends deferral of the application.
McLaughlin said he is the. owner of 935 E. Market Street. He said he has been approached by
Marybeth Slonneger and Haverkamp regarding the preservation of the Wetherby House. He said
hat he must demolish or remove the two structures on the property before obtaining a plat survey
to split the existing lot down the middle. He said his plan is to construct two separate structures
on each of the two lots. McLaughlin said there is a garage on the property, but there has only
been interest in the preserving the house. He said it has been worked out over the phone that he
would give the house to Friends of Historic Preservation and they would be responsibly for the
structure. He added that the where the property could be moved still needs to be ironed out.
McLaughlin said he has talked to the City Attorney's about what will happen to his demolition
permit with all of the various scenarios. He said if there would be a recommendation from this
commission or the public to the City Council for a public hearing, then the demolition permit would
be stayed. McLaughlin said he draws the line at the point of a public hearing and does not want to
lose his demolition permit. He said he is willing to deal with this issue privately with Friends of
Historic Preservation. He added that his contractor has no problem waiting until November 15th
for a decision, and might be flexible beyond that. McLaughlin said that losing his demolition
permit would cause a considerable financial burden.
Historic Preservation Commission
November 1, 2007
Page 3
McLaughlin said the request for deferral is preferred because it will allow for a deal to work out
privately and avoid time constraints. Weitzel said the Commission's intent is never to cause
unnecessary delays or expense to a property owner.
Marybeth Slonneger, the applicant, said Carl Klaus and herself are the co-representatives of the
Goosetown Neighborhood Association. She said Klaus cannot attend the meeting tonight, but
strongly recommends the Reno Street Park as a location for the Wetherby House. Slonneger said
a vacant lot left by a demOlished house was given to the Reno Street Park by the City and still
has water and gas lines. She added that those water and gas lines could be used to hook up to
the house. Slonneger said Heritage Trees and other local organizations have shown interest in
donating money to restore the house.
Slonneger said a lot available on Prairie du Chien Road and Hickory Hill Park are other options
for the location of the Wetherby House. She said Hickory Hill Park would provide less protection
to the house than Reno Street Park.
Weitzel asked if a vote has been made by the Goosetown Neighborhood Association. Slonneger
said she was supposed to receive e-mails from the other representatives. Weitzel said that it
sounds like there needs to be more time for the association to make a decision. Slonneger said
she sent out the notices about moving the house to Reno Street Park the previous night, so no
one was prepared.
Roger Anderson said that his property is adjacent to the Reno Street Park and does not support
moving the Wetherby House to the park. He said the property should be left where it is. He added
that he objects to losing the park. Anderson said the homes on the south side of the park are
setback quite a distance from other homes in the city, so the further the house is set back, the
less park space there will be left available.
Mary Bennett, an employee of the State Historical Society, said she would like to see the
discussion on the Wetherby House done a public manner. She said that two weeks isn't enough
time to make sure the evaluations are done properly. She added that if private discussions
continue, the threat of a demolition is held over our heads of those trying to save the property.
Bennett said the economic pressures and the private negotiations have not exposed all of the
angles that can be taken. Bennett said she would like to see the property preserved at the current
location.
Weitzel closed the public hearing.
Weitzel said the Commission can now discuss and entertain motions. He added the main concern
is to determine if the Wetherby House is eligible for landmark designation.
Ponto said this is a bad situation because ideally the whole process for designating a landmark
should have started a long time ago. He said the cost of moving it may meet or exceed the
amount the property could be sold at. He added that at this point, private discussions would be in
the best interest of the public. Ponto said he would support deferral of the application.
Michaud asked if a representative from Parks and Recreation would be there during private
discussions. Haverkamp said Friends has talked to Parks and Recreation and will be giving a
presentation to them at their next meeting on November 15th. He added that Parks and
Recreation would be willing to schedule an earlier meeting, if needed.
Swaim said it sounds like if something is going to be worked out, it is going to happen in the next
two weeks.
Historic Preservation Commission
November 1, 2007
Page 4
Toomey asked if approval by Parks and Recreation and the house needs to be moved in two
weeks. McLaughlin said he would be willing to give Friends until 6 p.m. on the 15th of November
to have the structure moved. He added that there may be some flexibility beyond that.
McLaughlin said his contractor that will head up the demolition is willing to be flexible about the
date.
Toomey said that if the house is moved to a city-owned park, it becomes city property. Weitzel
said it depends on what kind of agreements are made.
Weitzel asked what an adequate time frame would be to receive grants for the property. Bennett
said 30 days.
Michaud asked what the time frame is on the demolition permit. McLaughlin said 60 days. He
added that he is trying to complete his project in July 2008 and cannot wait a few months to start
the project. He said he does not want to continue to monitor a request for a public hearing with
the City Council. McLaughlin said a public hearing would be giving up too much of control of the
project.
Michaud asked Slonneger if Plum Grove was an option. Slonneger said Plum Grove is not an
option. She said the Butler property and Wetherby Park are other options. She added that Parks
and Recreation did not recommend Wetherby Park due to the high rate of vandalism. Michaud
asked if Slonneger is looking at creating a trust fund for the house. Slonneger said that is the
goal, but will not set that up personally. She said an endowment fund would likely be set up by
Friends. Slonneger said Friends has also considered having a live-in caretaker.
Michaud asked if the Wetherby House could be moved to a different location on the lot while the
foundation is being built for the duplexes. Terdalkar said that may not be allowed because a lot
must be clear to have it split and to get a building permit for future buildings as the owner is
proposing. Weitzel asked how long those processes typically take. Terdalkar said staff has not
received any plans and cannot give a definite time frame. He added that Housing & Inspection
Services might have more information. Howard said the design review process generally takes
longer than a week, and depending on complexity of the project it may take longer. Weitzel said
he asked about the building permit and design review process to find out if there are other time
restrictions outside of landmark designation.
Weitzel asked McLaughlin how long it would take to demolish the building. McLaughlin said it
would take less than a day.
Howard said Council needs 24 hours notice before setting a public hearing. She recommended
that the applicant and the owner talk to the Council and let them know that a private agreement is
going forward. McLaughlin said regardless of what they would say to Council, they could decide
otherwise and set the public hearing. Howard said the Council has to motion to set a public
hearing, so it is up to the discretion of the City Council to set a public hearing. Weitzel said a
request for a public hearing doesn't necessarily mean the demolition permit will be lost.
McLaughlin said there is always a chance that they could vote in the affirmative and that would
jeopardize the permit.
Toomey asked what effect the Commission would have from voting tonight. He also asked if
voting to designate the Wetherby House as a historic landmark would prevent the demolition from
happening in two weeks. McLaughlin said that recommendation to the City Council would then
have to vote on setting a public hearing. Howard said what the Commission has in front of them is
a request from the applicant to defer to allow private negotiations to continue.
Historic Preservation Commission
November 1, 2007
Page 5
Slonneger asked if the Wetherby House could be moved to some location as a holding place.
Weitzel said since the Historical Society of Iowa said that its eligibility does not suffer from the
location of the building, so a deferral is in order.
MOTION: Ponto made a motion to defer the application. Michaud seconded the motion.
Brennan said he will be voting to defer. He said the current plan is to demolish the structure. He
said deferring the application will allow time to move the building. Brennan said a vote tonight
would put more pressure on McLaughlin to exercise his right of demolition or risk losing his
permit. He said the better decision is to defer.
Swaim said she will be voting to defer. She hopes that the extra time will give the applicant more
time to work on moving the building. She said that she hopes the owner will be flexible about the
moving date.
Weitzel said the applicant should make all due haste to move the building and worry about the
rest later.
Motion carried on a vote of 8-0.
Meeting adjourned at 7:10 p.m.
Minutes submitted by Doug Ongie.
s/pcd/mins/hpcl2007/11-01-07.doc
Historic Preservation Commission
November 1, 2007
Page 6
Historic Preservation Commission
Attendance Record
2007
11/01
OlE
X
X
-- --
X
X
X
X
X
X
10/24
X
OlE
X
-- --
X
X
X
X
X
X
10/11
X
X
-- --
X
-- --
X
X
X
OlE
X
X
9/17
X
X
-- --
X
X
X
OlE
X
X
8/9
X
X
-- --
OlE
X
X
OlE
X
X
X
7/12
X
X
-- --
OlE
X
X
X
X
OlE
X
6/28
X
o
OlE
X
X
X
X
X
X
6/12
X
OlE
OlE
OlE
X
X
X
X
X
5/31
X
X
OlE
X
OlE
X
X
X
X
5/17
X
OlE
OlE
X
X
OlE
X
X
X
4/12
X
X
X
OlE
X
X
X
X
X
3/08
OlE
X
X
OlE
OlE
X
X
X
X
OlE
2/08
X
X
X
X
OlE
X
X
X
X
X
Key:
X = Present
o = Absent
OlE = Absent/Excused
NM = No Meeting
= Not a Memb
er
Term
Expires
3/29/09
3/29108
3/29/07
-
3/29/10
3/29/07
3/29/08
3/29/09
3/29/07
3/29/09
3/29/10
3/29/09
3/29/08
Name
Baker
Brennan
Carlson
Downing
Gunn
McCormally
Michaud
Ponto
Swaim
Trimble
Toomey
Weitzel
11-21-07
IP16
IOWA CITY TELECOMMUNICA nONS COMMISSION DRAFT
MONDAY, OCTOBER 22,2007--5:30 P.M.
CITY CABLE TV OFFICE, 10 S. LINN ST.-TOWER PLACE P ARKING FACILITY
MEMBERS PRESENT:
Saul Mekies, Gary Hagen, Hans Hoerschelman
MEMBERS ABSENT:
Brett Gordon, Margaret Wieting
STAFF PRESENT:
Drew Shaffer, Mike Brau, Bob Hardy
OTHERS PRESENT:
Lee Grassley, Josh Goding, Kara Logsden, Susan Rogusky, Craig
O'Brien
RECOMMENDA nONS TO CITY COUNCIL
None at this time.
SUMMARY OF DISCUSSION
Grassley reported that the upgrade of the headend is in progress. Preparations are being made
for the digital simulcast of analog channels. No progress has been made in the negotiations with
the Big Ten Network. PATV's annual membership meeting will be Nov. 15 at 7 p.m. Two new
board members will be elected. The awards presentation portion of the meeting will be cablecast
live. Goding was elected to the national board of the Alliance for Community Media and will be
gone for three days to attend their board meeting. Shaffer reported he attended the National
Association of Telecommunications Officers and Advisors national conference. At that
conference Shaffer discovered that Iowa City has more access channels than any other city with
representatives at the meeting. Seattle and Portland OR each have 6 access channels. The
Community Television Group approved a recommendation to the Commission to fund two
proposals from the Senior Center, one dealing with production of a Spanish-speaking program
and one working with United Action for Youth. Also recommended for approval was a wireless
microphone system for the Community Television Service. The School District proposal was
approved for recommendation in principle, but greater detail was requested as to exact cost.
Shaffer noted the transcript of the oral comments provided by himself, Brau, Hoerschelman, and
Goding to the Iowa Utility Board regarding the rulemaking to implement SF 554. Hagen said he
is impressed that the City has been involved in the process. Mekies said that he is concerned that
subscribers of limited means have access to a low cost basic tier or programming. Some people
get cable because they lack an antenna or cannot get over the air signals. The demand by the
BTN to be placed on the basic tier would drive up costs for these people. The Commission has
more information regarding the issues surrounding the BTN and the Commission may have a
duty to not be neutral on the issue.
APPROV AL OF MINUTES
Hoerschelman moved and Hagen seconded a motion to approve amended September 24, 2007
minutes. The minutes were approved unanimously.
ANNOUNCEMENTS OF COMMISSIONERS
Hoerschelman noted that the ban on Internet taxes was due to expire Nov. 1 and Congress was
considering extending the ban. Mekies commended the staff for all the information included in
meeting packets and their and Hoerschelman' s testimony before the Iowa Utility Board and said
it speaks well of Iowa City.
SHORT PUBLIC ANNOUNCEMENTS
None.
CONSUMER ISSUES
Shaffer referred to the complaint report in the meeting packet. There were a total of 15
complaints, 6 of which dealt with the Big Ten Network. All complaints that could be resolved
have been. Mekies noted that the complaint level was back down to usual levels absent those of
the Big Ten Network.
MEDIACOM REPORT
Grassley reported that the upgrade of the headend is in progress. Preparations are being made
for the digital simulcast of analog channels. No progress has been made in the negotiations with
the Big Ten Network. Mediacom has made 5 separate offers in the last 7 weeks but the Big Ten
Network has not responded. The final rules for state issued franchises are expected by the end of
the year. Hagen said that there are many programmers that offer a HDTV signal and asked when
Mediacom will be carrying those channels. Grassley said that the bandwidth is not currently
available to add those channels. After the system upgrade is complete the HDTV channels will
be added. Hoerschelman asked if outages are anticipated during the upgrade. Grassley said
outages are not expected but he could not promise they would not occur. Mekies asked the
Commission if they wished to consider taking a position regarding the Big Ten Network.
UNIVERSITY OF IOWA REPORT
No representative was present.
PATV REPORT
Goding reported that P A TV has hired a new employee to teach workshops and do production
work. On October 29 Live and Local will feature Gary Sanders and his No Baloney City
Council Candidate Forum. The next guidelines workshop will be Nov. 4 from 2-4. PATV's
annual membership meeting will be Nov. 15 at 7 p.m. Two new board members will be elected.
The awards presentation portion of the meeting will be cablecast live. Goding was elected to the
national board of the Alliance for Community Media and will be gone for three days to attend
their board meeting.
KIRKWOOD COMMUNITY COLLEGE REPORT
O'Brien distributed Kirkwood's quarterly report. The Kirkwood channel will be cablecasting a
program produced by Mediacom in association with the Kirkwood Learning Connection called
"It All Adds Up" which features information on careers and employment in the Iowa City/Cedar
Rapids area. Kirkwood will be producing a program called the 13 nights of Halloween that will
feature 13 nights of horror films.
SENIOR CENTER REPORT
Rogusky distributed the Senior Center program schedule. Three new producers have joined
SCTV.
IOWA CITY COMMUNITY SCHOOL DISTRICT REPORT
Lowe was unable to attended but provided a written report. New programs include 3 episodes of
Education Exchange, 2 new school board meetings, a DPO meeting, and a City Council
candidate forum featuring questions from students. Several new musical programs have also
been cablecast. A request for $9,500 in funds from the Community Television Group has been
submitted and recommended by the group. About $7000 has been requested from the school
district foundation for editing software, a camera, and a stipend for a faculty advisor for a
student-based video club.
LIBRARY REPORT
Logsden reported that 9 episodes of the Irving Webber Iowa City history programs and the One
of a Kind Series will be made available for download over the Internet. Popos Puppet Festival
drew 550 people for 3 programs. The Community Reading Month Book Talk Lunches have
started and will be cablecast. The International Writers Workshop programs have started and
also are cablecast, as are the International Monday programs.
CITY MEDIA UNIT REPORT
Hardy reported that Katie Roche, producer for The Community Voice, has been producing a
series of programs on the 21 ordinance and another program on Iowa African-Americans in the
Negro baseball leagues is nearly finished. The programs are also streamed on citychanneI4.com.
The Community Television Service continues to be very busy. 15 programs have been shot in
the last month. Among those programs are a panel discussion hosted by the Chamber of
Commerce on involvement with the school board, a City Council candidate forum with questions
by high school students, a forum on homelessness, the Police Review Commission ordinance up
for vote, and the Johnson County Reads program, the Human Rights A wards Breakfast, and the
Johnson County Council of Governments Urbanized Board meeting.
CABLE ADMINISTRATOR REPORT
Shaffer reported he attended the National Association of Telecommunications Officers and
Advisors national conference. At that conference Shaffer discovered that Iowa City has more
access channels than any other city with representatives at the meeting. Seattle and Portland OR
each have 6 access channels. There was a lot of discussion at the conference on universal
broadband, including speakers from Holland and Sweden where plans for universal broadband
are being developed to provide service to all citizens. One workshop at the conference dealt with
municipal cable systems. Shaffer will provide a written report on the conference. City channel 4
has been playing replays of the West High home football games.
COMMUNITY TELEVISION GROUP PROPOSAL
Hardy referred to the memo in the meeting packet. The CTG approved a recommendation to the
Commission to fund two proposals from the Senior Center, one dealing with production of a
Spanish-speaking program and one working with United Action for Youth. Also recommended
for approval was for a wireless microphone system for the Community Television Service. The
School District proposal was approved for recommendation in principle, but greater detail was
requested as to exact cost. The School District is in the process of getting a bid on a list of
equipment only some of which would be funded by the CTG. When those figures have been
finalized the CTG will come back to the Commission for approval of that portion of the funding.
Mekies noted that the School District proposal calls for paying a faculty member "the going rate"
to be an advisor to a student-based video club and noted that the going rate for faculty advisors is
frequently less than minimum wage for the amount of time they often put in and urged that the
phrase "the going rate" is inadequate to expect much. Mekies urged that a benchmark or
measurable goals be developed to evaluate the impact the funding is having on the schools. The
Commission is providing funds and oversight in terms of what is accomplished with the funds
and this is part of the Commission's responsibility. Hagen moved to approve the recommended
funding for the Senior Center and the Community Television Service at this time and await
further details regarding the School District's proposal. Hoerschelman seconded the proposal
which passed unanimously. The School District is planning on spending approximately $30,000
themselves on school channel 21 related equipment.
LEGISLA TION AND FCC UPDATE
Shaffer noted the transcript of the oral comments provided by himself, Brau, Hoerschelman, and
Goding to the Iowa Utility Board regarding the rulemaking implementing SF 554. Shaffer said
the Board listened and asked questions of the comments. The Board seemed interested in the
consumer protection issues put forth. Hagen said he is impressed that the City has been involved
in the process.
BIG TEN NETWORK
Mekies asked if the Commission should take a position regarding the Big Ten
Network/Mediacom negotiations. Grassley said that if Mediacom were to meet the BTN's
demands, the channel would be the third highest channel in program costs. Sports programming
consumes 55% of programming costs on the analog tier but comprise only 10% of the channels.
Mekies said that he is concerned that subscribers of limited means will not even have access to a
low cost basic tier or programming. Some people get cable because they lack an antenna or
cannot get over the air signals. The demand by the BTN to be placed on the basic tier would
drive up costs for these people. The Commission has more information regarding the issues
surrounding the BTN and the Commission may have a duty to not be neutral on the issue.
Hoerschelman suggested that the BTN be approached for their perspective. Mekies said the
Commission will continue to consider this issue. Mekies asked Shaffer if he has considered
doing a talk show on this issue as he did regarding the Sinclair/Mediacom issue. Shaffer said he
did have a conversation with BTN officials who indicated that it is their goal to get on the basic
tier if at all possible and did not seem to have much flexibility. Commissioners agreed to further
consider their role in the BTN/Meidacom matter.
ADJOURNMENT
Hagen moved and Hoerschelman seconded a motion to adjourn. The motion passed
unanimously. Adjournment was at 6:55.
Respectfully submitted,
Drew Shaffer
Cable TV Administrator
TELECOMMUNICATIONS COMMISSION
1!2 MONTH ATTENDANCE RECORD
01/01/03 to CURRENT
Meeting Date Kimberly Saul Meikes Brett Castillo Terry Smith Jim Pusaek
Thrower
6/2/03 X X X X X
7/28/03 X X X X x
8/25/03 X X X X ole
9/22/03 X X X x ole
10/27/03 x x x x ole
11/24/03 x x o/c x x
12/15/03 o/c o/c x x x
1 /2/04 x o/e x x x
1/26/04 x x x x x
2/23/04 x o/c x o/c x
3/22/04 x x x x x
4/ 26/04 x x x x ole
5/24/04 x x OIC x x
6/28/04 x x x o/c x
7/26/04 o/c x x x x
8/26/04 did not meet did not meet did not meet did not meet did not meet
9/27/04 X X X X X
10/25/04 X X
11/04 Did not meet Did not meet Did not meet Did not meet Did not meet
X X X X X
12/20/04
1/24/05 X X X X X
2/28/05 X X X X
Garv Hagen
3/8/05 X X X X x
3/25/05 X 0 X X X
4/25/05 x o/c X X X
5/23/05 X 0 x vacancy X
James X x Bebe x
Ehrmann Balantyne
6/27/05 X x X X X
x Michael
Chritians
7/25/05 0 X X X X
9/26/05 0 X X 0 X
10/31/05 X X o/c X X
11/28/05 X X X X X
1/23/06 o/c X X 0 X
2.27/06 X X X 0 X
3/27/06 o/c X X John X
Weaterson
X
4/24/06 X X X X X
5/22/06 0 x x/o 0 X
6/26/06 0 X Vacant 0 X
Niek Parker
7/24/06 x x x X
8/24/06 X x M. Wieting ole X
9/25/06 x x x Ole X
10/23/06 x X x ole X
10/30/06 x x x vacant X
11/27/09 x x x X
12.18/06 X X X X
Brett
Gordon
1/22/07 X X X X X
2/26/07 X X X X X
3/26/07 Vacant x ole x X
4/23/07 Vacant X X X X
Hoerseheilma
n
521/07 X X ole X x
6/26/07 x x x x X
7/23/07 x x x x X
9/24/07 X X ole ole X
10/22/07 x x ole ole x
(X) = Present
(0) = Absent
(O/C) = Absent/Called (Excused)