City of McGregor Comprehensive Smart Plan 2012

Prepared by: Upper Explorerland Regional Planning Commission 325 Washington Street, Decorah, IA 52101

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Acknowledgements

Mayor Steering Committee Gaylinda Hallberg Lynette Sander Ann Blankenship City Council Cheri Leachman Jason Bogdonovich Linda Boeke Joseph Collins Don Hattery Charlie Carroll Vickie Breitbach Rogeta Halvorson Rogeta Halvorson Joseph Muehlbauer Neil Dodgen Chenoa Ruecking Zoning Commission Donna Staples Harold Brooks Larry Brummel Neil Dodgen Beth Regan Donna Staples

With special thanks to: The Iowa Economic Development Authority Clayton County

Upper Explorerland Regional Planning Commission (UERPC) UERPC was created to promote regional cooperation and meet the planning and economic development needs of local governments in the five Northeast Iowa counties of Allamakee, Clayton, Fayette, Howard and Winneshiek.

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TABLE OF CONTENTS

List of Figures ...... 6 List of Charts ...... 6 List of Tables ...... 7 List of Photographs ...... 7 Adoption Resolution ...... 9 EXECUTIVE SUMMARY ...... 11 Introduction ...... 11 Public Participation ...... 12 Community Overview ...... 12 Community Character and Culture ...... 12 Housing ...... 13 Economic Development ...... 13 Transportation ...... 14 Community Facilities ...... 14 Public Utilities ...... 14 Natural and Agricultural Resources ...... 15 Hazards ...... 15 Intergovernmental Collaboration ...... 15 Land Use ...... 16 Implementation ...... 16 INTRODUCTION ...... 17 PUBLIC PARTICIPATION ...... 19 CHAPTER 1: COMMUNITY OVERVIEW ...... 20 Introduction ...... 20 Location ...... 20 History of McGregor ...... 22 Population Characteristics ...... 23 CHAPTER 2: COMMUNITY CHARACTER & CULTURE ...... 29 Introduction ...... 29 Visual Characteristics ...... 29 Events and Activities ...... 29 Recreation and Natural Resources ...... 30 Arts and Culture ...... 30 Historic Preservation ...... 31 Community Priorities ...... 34 Community Character and Culture Summary ...... 34 Goals, Strategies and Actions ...... 35 CHAPTER 3: HOUSING ...... 36 Introduction ...... 36

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Existing Housing Characteristics ...... 36 Housing Projections ...... 42 Housing Programs...... 43 Affordable and Accessible Housing ...... 44 Community Priorities ...... 46 Housing Summary ...... 47 Goals, Strategies and Actions ...... 48 CHAPTER 4: ECONOMIC DEVELOPMENT ...... 50 Introduction ...... 50 Educational Attainment ...... 50 Labor Force ...... 52 Unemployment Rates ...... 52 Commuting ...... 53 Economic Base ...... 54 City Financials ...... 57 Economic Development Programs and Organizations ...... 60 Community Priorities ...... 61 Economic Development Summary ...... 62 Goals, Strategies and Actions ...... 63 CHAPTER 5: TRANSPORTATION ...... 66 Introduction ...... 66 Inventory of Existing Transportation Facilities ...... 66 Functional Classification System ...... 66 Streets ...... 68 Traffic Volumes ...... 68 Alternate Modes of Transportation ...... 70 Community Priorities ...... 72 Transportation Summary...... 73 Goals, Strategies and Actions ...... 73 CHAPTER 6: COMMUNITY FACILITIES ...... 75 City Hall ...... 76 Law Enforcement ...... 76 Fire Department ...... 76 Emergency Medical Services ...... 76 Emergency Management ...... 77 Health Care Services ...... 77 Child and Senior Care Services ...... 77 Parks and Recreation ...... 78 Schools ...... 79 Libraries and Other Cultural Amenities ...... 81 Churches and Cemeteries ...... 82 Community Priorities ...... 82 Community Facility Summary ...... 83

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Goals, Strategies and Actions ...... 83 CHAPTER 7: PUBLIC INFRASTRUCTURE AND UTILITIES...... 85 Introduction ...... 85 Water Supply ...... 85 Sanitary Sewer Service ...... 88 Stormwater Management ...... 90 Electricity ...... 90 Solid Waste Disposal and Recycling Facilities ...... 91 Communication Infrastructure ...... 91 Community Priorities ...... 92 Public Infrastructure and Utilities Summary ...... 93 Goals, Strategies and Actions ...... 93 CHAPTER 8: NATURAL AND AGRICULTURAL RESOURCES ...... 95 Introduction ...... 95 Environment ...... 95 Agricultural Resources ...... 98 Natural and Agricultural Resource Protection Programs ...... 99 Community Priorities ...... 99 Natural and Agricultural Resources Summary ...... 100 Goals, Strategies and Actions ...... 101 CHAPTER 9: HAZARDS ...... 103 Introduction ...... 103 Flood Plain Management ...... 103 Storm Water Management ...... 103 Human-Caused Hazards ...... 105 Community Priorities ...... 105 Hazards Summary ...... 106 Goals, Strategies and Actions ...... 106 CHAPTER 10: INTERGOVERNMENTAL COLLABORATION ...... 109 Introduction ...... 109 Adjacent Governmental Units ...... 109 Public Engagement ...... 109 Community Priorities ...... 110 Intergovernmental Collaboration Summary ...... 110 Goals, Strategies and Actions ...... 110 CHAPTER 11: LAND USE ...... 112 Introduction ...... 112 Land Use Challenges ...... 112 Community Priorities ...... 116 Land Use Summary ...... 116 Goals, Strategies and Actions ...... 117 CHAPTER 12: IMPLEMENTATION ...... 119 Introduction ...... 119

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Action Plan ...... 119 Community Action Plan ...... 121 Plan Adoption ...... 149 Integration and Consistency ...... 149 Measurement of Plan Progress ...... 149 Plan Monitoring, Amendments and Updates ...... 149 References ...... 150 APPENDIX A: SMART PLANNING PRINCIPLES AND ELEMENTS ...... 153 APPENDIX B: PUBLIC INPUT MEETING COMMENTS ...... 157 APPENDIX C: FEDERAL & STATE PROGRAMS ...... 163 Community Development Tools and Resources ...... 163 Economic Development Tools and Resources...... 168 Housing Tools and Resources ...... 172

LIST OF FIGURES Figure 1: Aerial Photo of McGregor ...... 10 Figure 2: Location Map ...... 21 Figure 3: Functional Classification of Roadways ...... 67 Figure 4: McGregor 2009 Annual Average Daily Traffic Count ...... 69 Figure 5: McGregor Existing Sidewalk Infrastructure ...... 72 Figure 6: McGregor Community Facilities ...... 75 Figure 7: Water Infrastructure ...... 87 Figure 8: Sewer Infrastructure ...... 89 Figure 9: Topography Map ...... 97 Figure 10: Flood Plain ...... 104 Figure 11: McGregor Zoning Map ...... 113 Figure 12: McGregor Current Land Use ...... 114 Figure 13: McGregor Future Land Use ...... 115

LIST OF CHARTS Chart 1: Population of McGregor, 1860-2010 ...... 23 Chart 2: Population age distribution, 1980-2010 ...... 25 Chart 3: Net Migration In or Out by Age Group, 2000-2010 ...... 26 Chart 4: Gender Population Pyramid, 2010 ...... 26 Chart 5: Population Projections to 2030 ...... 27 Chart 6: Percent Change in Housing Units in Selected Communities ...... 37 Chart 7: Age of Housing Stock in McGregor ...... 41 Chart 8: McGregor Housing Conditions ...... 41 Chart 9: Types of Housing, McGregor ...... 42 Chart 10: Median Home Value Compared to Median Household Income ...... 45 Chart 11: Percent of Income Spent on Housing ...... 45

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Chart 12: Unemployment Rate and Earnings by Educational Level, U.S. Population 25 Years and Over . 50 Chart 13: Educational Attainment, McGregor ...... 51 Chart 14: Unemployment Rates, 2000-2011 ...... 52 Chart 15: Place of Employment for McGregor’s Workers ...... 53 Chart 16: Travel Distance to Work, McGregor Workers ...... 53 Chart 17: Condition of Commercial Structures ...... 57 Chart 18: Property Tax Rate Comparisons, 2008-2012 ...... 58 Chart 19: City Revenue and Expenses, 2006-2011 ...... 59 Chart 20: McGregor City Revenue Sources, FY 2011 ...... 59 Chart 21: McGregor City Expenses, FY 2011 ...... 60 Chart 22: Enrollment Projections ...... 80

LIST OF TABLES Table 1: City, County and State Population Comparison 1900-2010 ...... 24 Table 2: City, County and State Population Comparisons, 1970-2010 ...... 24 Table 3: Age Cohorts for the City of McGregor ...... 25 Table 4: McGregor Projected Population, 2011-2030 ...... 27 Table 5: General Housing Information for the City of McGregor ...... 37 Table 6: Number of Housing Units in Selected Communities ...... 37 Table 7: Percentage of Rental Occupied Units for Selected Communities ...... 38 Table 8: Median Rent for Selected Communities ...... 38 Table 9: Building Permits for City of McGregor, 2000-2011 ...... 39 Table 10: Value of Owner-Occupied Single Family Dwelling Units in McGregor ...... 39 Table 11: Median Value of Specified Owner-Occupied Units in Selected Communities ...... 40 Table 12: Age of Housing Units ...... 40 Table 13: Housing Windshield Survey ...... 42 Table 14: Housing Unit Projections for McGregor ...... 43 Table 15: Educational Attainment for Persons 25 Years of Age and Older ...... 51 Table 16: Labor Force Characteristics, 2010 ...... 52 Table 17: Economic Base of McGregor and State of Iowa in 2010 ...... 54 Table 18: Occupation Classification of Persons Employed in 2010 ...... 55 Table 19: Retail Trade Surplus and Leakage ...... 56 Table 20: McGregor Taxable Values ...... 57 Table 21: McGregor Attendance Center Enrollments, 2001-2012 ...... 80 Table 22: Water Source (Well) Information ...... 85 Table 23: Water System ...... 86 Table 24: McGregor's Average Climate ...... 95

LIST OF PHOTOGRAPHS Photograph 1: McGregor Steering Committee ...... 19 Photograph 2: (A&B) McGregor Think Tank ...... 19 Photograph 3: McGregor at the Base of Scenic Bluffs ...... 20

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Photograph 4: Downtown McGregor, 1870...... 22 Photograph 5: McGregor's Historic Downtown ...... 29 Photograph 6: Downtown Beautification in McGregor ...... 29 Photograph 7: Hole in the Sock Gang Street Theatre ...... 30 Photograph 8: Scenic Overlook of Mississippi River ...... 30 Photograph 10: The Masonic Block in Historic Downtown McGregor ...... 31 Photograph 9: Historic Cabin Belonging to Alexander MacGregor ...... 31 Photograph 11: Section of Main Street Historic District...... 32 Photograph 12: American House ...... 32 Photograph 13: American House ...... 32 Photograph 14: Goedert Meat Market ...... 33 Photograph 15: "Diamond Jo" Reynolds Office ...... 33 Photograph 16: Stauer House ...... 33 Photograph 17: Historic Home I ...... 46 Photograph 18: Modern Home ...... 46 Photograph 19: Historic Home II ...... 46 Photograph 20: Downtown Second Story Apartments ...... 46 Photograph 21: Shops and Raised Sidewalks in the Downtown District ...... 61 Photograph 22: Grain Elevator on Highway 76 ...... 62 Photograph 23: Barge Terminal ...... 71 Photograph 24: Rail, Trail and Docks ...... 71 Photograph 25: Downtown McGregor, Congestion and Portable Crosswalk Signage ...... 72 Photograph 26: Riverfront Park ...... 78 Photograph 27: Triangle Park Fountain ...... 78 Photograph 28: Gazebo Park ...... 78 Photograph 29: Determination Park ...... 79 Photograph 30: School Signage ...... 79 Photograph 31: McGregor Public Library ...... 81 Photograph 32: Gallery Art Open House (MMCA photo) ...... 81 Photograph 33: Church at end of Main Street ...... 82 Photograph 34: Main Stormwater Channel ...... 90 Photograph 35: Utility Building ...... 90 Photograph 36: Mississippi River ...... 95 Photograph 37: Farm near McGregor ...... 99 Photograph 38: Water Skiing on the Mississippi ...... 99 Photograph 39: Signage at Wildlife Refuge ...... 99 Photograph 40: Flooding in 2011 ...... 105

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ADOPTION RESOLUTION

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Figure 1: Aerial Photo of McGregor

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EXECUTIVE SUMMARY

The Executive Summary for the City of McGregor Comprehensive Smart Plan 2012 contains selected excerpts of the full plan and serves as a stand-alone synopsis of the full document. The executive summary, along with the Community Action Plan can be utilized by city stakeholders as a quick reference guide in future decision-making.

Introduction

The City of McGregor Comprehensive Smart Plan 2012 is the first such comprehensive planning undertaken by the community since 1970. The plan provides extensive background for a set of goals, strategies and actions intended to assist local officials as they make future decisions regarding growth, management and preservation of the community.

The City of McGregor Comprehensive Smart Plan 2012 was developed utilizing Smart Planning Principles as recommended through the Iowa Smart Planning Legislation of April, 2010. The intent of the principles is to “produce greater economic opportunity, enhance environmental integrity, improve public health outcomes and safeguard Iowa’s quality of life. The principles also address the need for fair and equitable decision-making processes” (Iowa Smart Planning Legislative Guide, 2010). The legislation identifies several elements that may be included in a plan, and the City of McGregor Comprehensive Smart Plan 2012 is organized with each of the following elements as the basis for each section or chapter:

• Public Participation • Community Facilities • Community Overview (Issues and • Public Infrastructure and Utilities Opportunities) • Natural and Agricultural Resources • Community Character and Culture • Hazards • Housing • Intergovernmental Collaboration • Economic Development • Land Use • Transportation • Implementation

The City of McGregor Comprehensive Smart Plan 2012 was developed with a focus on the renewal of the downtown area and an expectation of future growth occurring within the existing city boundaries. The City of McGregor will be an active participant in influencing actions by developers or other governments that affect the quality of life residents wish to enjoy in their community.

Ultimately, the implementation of projects included in the plan will depend on the leadership of the City of McGregor. With proactive leadership from the Mayor and City Council, the City Planning Commission, city administration and other boards and organizations, McGregor can become a stronger, more beautiful community that provides its residents with a high quality of life.

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Public Participation

The City of McGregor Comprehensive Smart Plan 2012 engaged McGregor residents and leadership through steering committee meetings and public input sessions. The steering committee was comprised of several dedicated individuals with diverse backgrounds who met monthly to discuss all the elements of the plan and provided input to shape the strategies included in this plan. Committee members included city officials, conservation and natural resource experts, business owners, full and part-time residents, utility representatives, senior and child care professionals, historic preservation experts and real estate agents. The public was engaged to provide input through a series of evening “Community Think Tanks” to which the entire community was invited. Several members of the community attended each week to review pertinent background information on each element of the plan and participate in discussions to articulate the city’s strengths, issues and opportunities. Ideas were prioritized for inclusion in the final plan. In addition, public input previously collected through a Downtown Assessment completed by the Iowa Downtown Resource Center and an Iowa Living Roadways Community Visioning project was incorporated into the plan.

Community Overview

The City of McGregor is a town of about 870 people, and projections indicate that the population will grow slowly over the coming years. There has been a decline in the number of children and an increase in the number of mature adults over the course of the past few decades. A close look at the change in population over the last decade indicates a significant influx of newcomers in the age range of 55 to 64 years of age. This may indicate a long term need for more services and facilities focused on senior citizens in the future, but in the short term, this influx is an opportunity for the community as recent census data indicates the four highest income earning age groups range from the age of 40 through 59 (U.S. Census Bureau, 2012). Attracting more young people to the community may also be a necessity for future growth and vitality. McGregor has little diversity in race, with 97% of the population self- identifying as “white” in the 2010 Census. Ethnically, 50% of the population is of German ancestry, with English, Irish and Norwegian ancestries adding up to another 42% of the population (U.S. Census Bureau, 2012).

Community Character and Culture

McGregor’s character and culture revolve around its historic charm and natural beauty. Many of the community’s buildings are historically significant and the downtown area has been designated an historic district. Surrounded by several natural and scenic destinations, the community is poised to capitalize on this tourist traffic. The community hosts several events each year and its unique downtown shops and restaurants offer several options for travelers to enjoy throughout the seasons. McGregor residents are especially proud of the McGregor-Marquette Center for the Arts and its plans to expand upon its current use to include, among other ideas, a theater and coffee bar. The city understands the value of historic preservation, especially given that most of the buildings contributing to its Main Street charm were built in the mid to late 1800s, and has formed a Historic Preservation Commission to work on the implementation of the recommendations provided through the strategic plan for historic renovation.

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Housing

McGregor offers residents a full range of housing in single family dwelling options, from historic to modern. Housing values are steadily increasing, yet remain affordable for families. The community sees a potential gap in maintenance-free and apartment-style housing. Specifically, the community wishes to expand housing options for seniors, veterans and low-income families. In addition, McGregor is experiencing an influx of older adults, retirees and vacationers who may be looking for first or second homes in the form of condos, townhomes or cabins. This is seen as an opportunity for the community. New development is occurring on the bluff and lots are available for more construction. However, city utilities do not yet reach this area so the community will be considering its infrastructure expansion options to make these sites more attractive to developers. Maintenance of older homes is a struggle for homeowners and the community. The cost to rehabilitate and maintain an older home is often prohibitive so the city looks to serve as a resource for technical or financial assistance programs that can help property owners through this process.

Economic Development

McGregor has many opportunities to strengthen its economic climate. Given its limited suitable land for industry, the community is focusing on strengthening its Main Street commercial district to attract tourism dollars and new residents to the city. The proximity of McGregor to other employment centers has allowed it to develop as a bedroom community that provides the types of amenities families and individuals desire in a place to live and play. Approximately 93% of the community’s labor force commutes elsewhere for work, with a comparatively short average commute of 17 minutes. In addition, McGregor’s property taxes are lower than surrounding Iowa communities and the cost of housing in general is very affordable. The community is working hard to create a livable environment with access to shopping and recreational amenities in a historically charming atmosphere. The city’s financials are strong with a responsible debt load. City leaders understand the importance of partnering with nearby communities and natural resource destinations to market the riverfront communities along this portion of the Great River Road for maximum use of limited funds. McGregor is also utilizing many state and regional programs to develop plans to maintain and protect its historic assets to foster the economic growth of the community.

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Transportation

For the most part, residents of McGregor are reliant upon automobile transportation to get to and from the community. While public transit and taxi service are available, their use by McGregor residents is limited. Community members are able to walk about the city with few limitations as far as infrastructure is concerned. Sidewalks are available throughout much of the community; however, the conditions of some sidewalks do need to be addressed. The largest transportation issue is traffic congestion and parking in the downtown district. On busy weekends, pedestrian and bicycle safety is a concern so the community is working to improve crosswalk visibility and traffic control. Another challenge for the community is balancing its tourism goals with the existing industry needs. Specifically, trains parked on the tracks for long periods of time block access to the riverfront and heavy truck traffic through town creates heavy exhaust and stresses infrastructure. Improving this situation will take a cooperative effort among all parties. Long term goals for the community include connecting the community to nearby trails and natural resource assets and completing the “Trail of Two Cities” between McGregor and Marquette.

Community Facilities

McGregor’s city facilities are in good shape overall. The city hall building will require attention in the coming years to ensure its continued viability as the city’s center of operations. The city’s seven parks are all well-maintained and offer a variety of activities, equipment and amenities for residents and visitors alike. Community members are ensured adequate public safety through shared police services and local fire and emergency medical services. The community is part of a shared school district and the McGregor campus houses grades four through eight. The school district, the City of Monona and the City of McGregor all work to support childcare for working parents, and the Dr. Clifford C. Smith Childcare Center in McGregor is strongly supported by the community. The community’s cultural facilities, including the library and Center for the Arts, are well-cared for and play an important role in the community’s quality of life.

Public Utilities

The City of McGregor provides sewer, water, stormwater, electricity and solid waste services to its community members. There are some areas of the community that are not yet served by municipal utilities and the city is seeking ways to expand its infrastructure to reach all community members. Currently, municipal services are provided by two separate city entities. Consolidation could be considered as the community seeks efficiencies in providing services to its residents. Aging infrastructure will continue to present challenges for the community and the city will need to develop strategies to prioritize and manage replacements and upgrades.

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Natural and Agricultural Resources

McGregor is fortunate to be surrounded by natural resource assets. Maintaining and protecting these natural resources as community assets is important to the community. Fortunately, much of the natural area around the community is held as government park land or is otherwise protected from private development and open to the public. The community hopes to capitalize on the tourism that its natural beauty and outdoor recreation attract. To do this, the city plans to work on expanding its connectivity to these natural resource areas via trails to area parks and conservation areas, and more public access to the river in McGregor. Additionally, the city will look for ways to increase its marketing through well- placed signage and other messaging opportunities.

While agricultural land use is small within the city limits, the city understands the impact that agriculture has on its economy. The grain terminal is a source of several jobs for the community. With that, the community does experience some incompatibility between agriculture and tourism, specifically with traffic flow throughout the community, and the city is seeking ways for both to utilize city roadways with less conflict.

Hazards

McGregor is susceptible to several hazards including flooding, hazardous transportation incidents and structural fires. Flooding from the Mississippi and sudden heavy downpours are troublesome and sometimes dangerous for residents in the community. There are over 100 structures within the flood plain in McGregor and over half of these are residential structures. The remaining are commercial and municipal facilities. Flooding has the largest impact along Main Street with the potential to seriously damage historic properties and the tourism economy in the city. Several measures are being undertaken by the city to mitigate the impacts of flooding in the community.

Human-caused hazards, such as transportation incidents and structural fires, are difficult to mitigate. Transportation networks in McGregor include roadways, railways and river traffic. The city itself has little jurisdiction over these networks so as to reduce the city’s vulnerability to such accidents. To reduce susceptibility to fire, residents must be encouraged to take action. Citizen education, enforcing city codes and reporting electrical installation anomalies to state inspectors and promoting housing rehabilitation programs are all efforts the community can engage in to make it a safer place for its residents. The city is also working to develop a replacement plan for city water infrastructure that cannot accommodate the needs of fire fighters.

Intergovernmental Collaboration

Both intergovernmental cooperation and public engagement share the core requirement of effective communication. Together collaboration and public engagement are important ways to make the most efficient use of the community’s limited resources and ensure fair and equitable decision-making processes. The city is fortunate to have strong partners in neighboring communities, the school district, the county and state to collaborate with on a variety of community development projects and initiatives.

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Land Use

McGregor is fairly landlocked for expansion by the river, public lands and terrain unsuitable for development. The city looks to develop its existing vacant lots and implement mixed-use practices in the downtown district for community growth. As development does occur on top of the bluffs, the city will be cautious about permitting until all potential environmental harms and hazards have been studied. This will ensure that the beauty attracting new residents is maintained and that the development of homes does not cause potential safety hazards.

Implementation

The City of McGregor Comprehensive Smart Plan 2012 addresses many important components critical to sustaining a healthy community while preserving the area’s natural resources and history. The Community Action Plan is a table of all the actions identified in each section of the plan with a timeframe and potential resource allocations necessary to implement the actions and is the tool used to guide implementation of the plan. As change is inevitable, the plan may need to be amended to appropriately reflect those changes and it is recommended that a review occur every five years, with a full update in 20 years.

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INTRODUCTION

The City of McGregor Comprehensive Smart Plan 2012 is a full update to the McGregor Comprehensive Plan previously completed in 1970. An update is necessary as demographics and community goals and expectations change over time. The City of McGregor Comprehensive Smart Plan 2012 provides extensive background for a set of goals, strategies and actions intended to assist local officials as they make future decisions regarding the growth, management and preservation of McGregor.

The City of McGregor Comprehensive Smart Plan 2012 has been developed with a time horizon of 20 years and the city is encouraged to review the plan for needed adjustments every five years. The planning area that was studied for background information, conditions and needs includes the city limits of McGregor and, in some cases, the entire county.

The City of McGregor Comprehensive Smart Plan 2012 was developed with a focus on the renewal of the downtown area and an expectation of future growth occurring within the existing city boundaries. The City of McGregor will be an active participant in influencing actions by developers or other governments that affect the quality of life they wish to enjoy in their community.

The City of McGregor Comprehensive Smart Plan 2012 was developed utilizing Smart Planning Principles as recommended through the Iowa Smart Planning Legislation of April, 2010. The intent of the principles is to “produce greater economic opportunity, enhance environmental integrity, improve public health outcomes and safeguard Iowa’s quality of life. The principles also address the need for fair and equitable decision-making processes” (Iowa Smart Planning Legislative Guide, 2010). The legislation identifies several elements that may be included in a plan, and this document is organized with each of the following elements as the basis for each section or chapter:

• Public Participation • Community Facilities • Community Overview (Issues and • Public Infrastructure and Utilities Opportunities) • Natural and Agricultural Resources • Community Character and Culture • Land Use • Housing • Hazards • Economic Development • Intergovernmental Collaboration • Transportation • Implementation A list and description of Iowa’s ten Smart Planning Principles and 13 planning elements are included as Appendix A of this document. The City of McGregor Comprehensive Smart Plan 2012 was developed by Upper Explorerland Regional Planning Commission with the assistance and input of McGregor residents, the Comprehensive Plan Steering Committee, members of the City Planning Commission, members of the City Council, the Mayor and city administration.

Many of the public improvements necessary to implement the plan may depend upon the development of other subsidiary plans such as public facility plans and/or a capital improvement plan. The City of McGregor Comprehensive Smart Plan 2012 and these subsidiary plans may also need adopted

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implementation measures such as amendments to the city’s Code of Ordinances and Zoning and Subdivision Ordinances.

Ultimately, the implementation of projects will depend on the resolve of the leadership of the City of McGregor. With proactive leadership from the Mayor and City Council, the City Planning Commission, other boards and organizations and the city administration, McGregor can become a stronger, more vibrant community that provides its residents with a high quality of life.

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PUBLIC PARTICIPATION

Iowa Smart Planning Guidance: This section includes information relating to public participation during the creation of the comprehensive plan or land development regulations, including documentation of the public participation process, a compilation of objectives, policies and goals identified in the public comment received, and identification of the groups or individuals comprising any work groups or committees that were created to assist the planning and zoning commission or other appropriate decision-making body of the municipality.

Public participation is an important part of the comprehensive planning process. For successful implementation of the plan, city residents must support the goals and strategies within. To that end, residents’ ideas, thoughts and opinions need to be considered throughout the process. Public input from citizens, a steering committee, city staff and elected officials has been an integral part of the smart planning process for the City of McGregor. The steering committee was comprised of several dedicated individuals with diverse backgrounds who met monthly to discuss all the elements of the plan and provided input to shape the strategies included in this plan. Committee members included city officials, Photograph 1: McGregor Steering Committee conservation and natural resource experts, business owners, full and part-time residents, utility representatives, senior and child care professionals, historic preservation experts and real estate agents. In addition, public input previously collected through a Downtown Assessment completed by the Iowa Downtown Resource Center and an Iowa Living Roadways Community Visioning project was incorporated into the plan.

To engage the public in the planning process for the McGregor Comprehensive Smart Plan 2012, Upper Explorerland Regional Planning Commission and the City of McGregor invited the public to attend two community “think tanks” held at McGregor City Hall. The events were publicized in advance through the local newspapers, posters, table tents at local eating establishments and by word of mouth. Each “think tank” lasted nearly three hours and the topics spanned all of the elements included within this plan. Participants were provided with relevant data and information for discussion and then worked to identify and prioritize community strengths, issues and opportunities for McGregor’s future plan. Notes from the sessions are attached as Appendix A.

Photograph 2: (A&B) McGregor Think Tank

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CHAPTER 1: COMMUNITY OVERVIEW

Iowa Smart Planning Guidance: This section includes information relating to the primary characteristics of the municipality and a description of how each of those characteristics impacts future development of the municipality. Such information may include historical information about the municipality, the municipality's geography, natural resources, natural hazards, population, demographics, types of employers and industry, labor force, political and community institutions, housing, transportation, educational resources, and cultural and recreational resources. The comprehensive plan or land development regulations may also identify characteristics and community aesthetics that are important to future development of the municipality.

Introduction

Development of McGregor’s Comprehensive Plan begins with an overview of the community based on known information from past to the present and projections for the next 20-year planning horizon. This section gives an overview of the community’s location, history, demographic trends and background information including its past, present, and future population.

Location

The City of McGregor is located in the northeast corner of Clayton County in Northeast Iowa. The Mississippi River borders the east side of McGregor with steep bluffs surrounding the rest of the community. The City of McGregor is located on State Highway 76, which becomes McGregor’s Main Street through town. State Highway 76 is also part of The Great River Road, a national scenic byway that stretches 326 miles through Iowa, stretching a total of 3000 miles from Canada to the Gulf of Mexico. McGregor is also an endpoint of the River Bluffs Scenic Byway, a 109-mile trip that winds through the bluff country in Clayton and Fayette Counties, west of McGregor.

McGregor is just south of the community of Marquette and across the river from Prairie du Chien, Wisconsin. The community is near both state and national park areas and many other natural resource-based recreational assets. An aerial view of the McGregor area is shown in Figure 1; and Figure 2 illustrates the location of the city in relation to the county, region, and state.

Photograph 3: McGregor at the Base of Scenic Bluffs

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Figure 2: Location Map

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History of McGregor

McGregor is located on a site that was originally a ferryboat landing established by Alexander MacGregor and Thomas Burnett in 1837. In 1846, MacGregor hired a surveyor to plot out a six-block triangular-shaped area with 102 lots. In 1847, MacGregor’s Landing was founded and soon grew into one of the busiest shipping depots west of Chicago. The city was incorporated as McGregor 1857. Price (1916) notes that by the time of its incorporation:

There are eight wholesale and retail dry goods and grocery stores, three wholesale and retail stove and tinware stores, six eating and oyster saloons, one meat market, one drug store, one bakery, one wholesale and retail hardware store, seven taverns, one saddle and harness shop, two sawmills, one window blind sash and door factory, three blacksmith shops, one cabinet shop, one dealer in sash, door and blinds, one wholesale dealer n furniture, one printing office, five contracting plasterers, two shoe shops, one jeweler and watchmaker, five carpenter shops, one livery stable, one bank, one railroad office, four physicians and surgeons. (pp. 111-112)

The landing served as an army river crossing and a provision storage site for goods on route to Fort Atkinson. This, along with growing agricultural and western emigration transportation, created rapid growth in the community, reaching a population of over 2,000 in the 1870s (State Data Center of Iowa, n.d.). During the 1850s and 1860s grain was hauled to McGregor from as far as 200 miles away and in 1861, McGregor was recognized as the largest primary grain receiving depot in the world. Lines of grain wagons were frequently backed up two miles through the town waiting to be unloaded. Two large breweries also were established, and the town served as a major wholesale dry goods center prior to the 1880s.

The history of McGregor is marked by several tragic fires and floods, but also fame. The Ringling Brothers hailed from McGregor and held their first amateur circus shows in the community in the 1870s. “Diamond Jo” Reynolds was one of the area’s wealthier characters. Diamond Jo gained notoriety as a steamboat owner, but was also a fur trader, grain buyer and miner. In 1895, McGregor was one of the first cities in the region to have an electric light plant (Price, 1916). Much of the history of McGregor is still visually apparent through its historic homes and Main Street buildings.

Photograph 4: Downtown McGregor, 1870

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Population Characteristics

The study of population within a Comprehensive Plan is important because it provides a statistical and historical profile of the community. This section will highlight demographic trends and projections compiled for the City of McGregor.

Population Trends

The 2010 Census count for the population of McGregor is 871. The Census has been tracking population data for the City of McGregor since 1860, and Chart 1 demonstrates the overall population decline in the community from that point to the present. The highest count was in 1870 with a population of 2,074 and the lowest count occurred in 1990 with 797 people. The population has seen a 58% decline from its highest point to the present. Over the past two decades, however, the community has experienced an average annual growth rate of .46%, a positive sign after many years of decline.

Chart 1: Population of McGregor, 1860-2010

Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Table 1 shows the population trends since 1900 for McGregor in comparison to Clayton County and the State of Iowa. Both the city and the county have noted a decline in population over the century, with the county seeing a decrease in each decade except the 70s. McGregor also experienced a decline in several decades, in most cases a more significant percentage of change than the county. In contrast, the state population has seen an increase over the century, with only two periods of declining population.

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Table 1: City, County and State Population Comparison 1900-2010 McGregor Clayton County State of Iowa Year Number % Change Number % Change Number % Change 1900 1,498 29.1% 27,750 3.8% 2,231,853 16.7% 1910 1,259 -16.0% 25,576 -7.8% 2,224,771 -0.3% 1920 1,289 2.4% 25,032 -2.1% 2,404,021 8.1% 1930 1,299 0.8% 24,559 -1.9% 2,470,939 2.8% 1940 1,309 0.8% 24,334 -0.9% 2,538,268 2.7% 1950 1,138 -13.1% 22,522 -7.4% 2,621,073 3.3% 1960 1,040 -8.6% 21,962 -2.5% 2,757,537 5.2% 1970 990 -4.8% 20,606 -6.2% 2,824,376 2.5% 1980 945 -4.5% 21,098 2.4% 2,913,808 3.1% 1990 797 -15.7% 19,054 -9.7% 2,776,755 -4.7% 2000 871 9.3% 18,678 -2.0% 2,926,324 5.4% 2010 871 0.0% 18,129 -2.9% 3,046,355 4.1% Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Table 2 shows the population figures for several communities close to McGregor, as well as the total for the county and the State of Iowa. McGregor is the only jurisdiction of the cities and county that did not see a decrease in population from 2000 to 2010 and the state saw an overall gain. This could indicate movement from smaller communities to more urban areas of the state.

Table 2: City, County and State Population Comparisons, 1970-2010 Community 1970 1980 1990 2000 2010 Elkader 1,592 1,688 1,510 1,465 1,273 Guttenberg 2,177 2,428 2,257 1,987 1,919 Marquette 509 528 479 421 375 McGregor 990 945 797 871 871 Monona 1,395 1,530 1,520 1,550 1,549 Clayton County 20,606 21,962 19,054 18,678 18,129 State of Iowa 2,825,368 2,913,808 2,776,755 2,926,324 3,046,355 Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Table 3 provides a detailed age breakdown of the city’s population, as reported by U.S. Census Bureau in 2000 and 2010. In general, this table shows which age cohorts grew and which declined between 2000 and 2010. The largest increase was noted in the 55-64 age group and the largest decrease was in the 35-44 age group.

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Table 3: Age Cohorts for the City of McGregor Age Cohort 2000 2010 Population (in years) Number % of Total Number % of Total Change Less than 5 39 4.5% 42 4.8% 3 5-9 34 3.9% 47 5.4% 13 10-14 60 6.9% 46 5.3% -14 15-19 60 6.9% 45 5.2% -15 20-24 38 4.4% 46 5.3% 8 25-34 90 10.3% 82 9.4% -8 35-44 122 14.0% 92 10.6% -30 45-54 121 13.9% 125 14.3% 4 55-64 88 5.6% 139 16% 51 65-74 92 4.5% 91 10.6% 0 75-84 78 10.6% 77 8.9% -1 85+ 49 5.6% 38 4.4% -11 Source: (U.S. Census Bureau, 2012)

Chart 2 demonstrates the change in McGregor’s population distribution from 1980 to 2010 in four age groupings. McGregor has seen a steady decline since the 1980 census in the “Children (under 20)” category; where once 28% of the population fell into this age group, only 21% of the population is under age 20 as of the last census. Conversely, the percentage of adults in the 45-65 age range has grown from 20% of the population to 30% of the population. Understanding this distribution can help McGregor plan for a community that caters to lifestyles with fewer children and more “older” adults, or develop ways to attract young families to maintain a well-distributed population in the community.

Chart 2: Population age distribution, 1980-2010

Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Chart 3 demonstrates which age groups are growing due to a net migration. In other words, when compared to expected population numbers from the previous census, one can see the age groups in which McGregor is losing population and which age groups it has gained population due to a migration in or out of the community. In essence, Chart 3 captures the age ranges of the community’s newcomers. For the community of McGregor, it loses young adults, 25 to 34 years of age and seniors between 75 and 84 years of age. McGregor gains newcomers between the ages of 35 to 74, with the bulk of the increase coming in the 55 to 64 year age group.

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Chart 3: Net Migration In or Out by Age Group, 2000-2010

Source: (U.S. Census Bureau, 2012)

Another way to look at the population distribution within a community is to place data into a population pyramid. A community should be aware of its gender balance as it may provide insight into a healthy community balance and useful information to potential employers and businesses looking to locate in the community. McGregor’s population remains fairly balanced gender-wise until the age of 50 through 64, when males become the larger part of the total population (see Chart 4). After age 64, females have the largest population in each subsequent age group. This is most likely explained by female life expectancy being longer than males. It should also be noted that health advancements have continually increased the life expectancies of both genders. McGregor recognizes the importance of this trend and will take the necessary steps to ensure the aging population’s needs are met.

Chart 4: Gender Population Pyramid, 2010

Source: (U.S. Census Bureau, 2012)

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Population Projections

Future population statistics can be impacted by several factors, including culture, infant mortality, quality of health care, life expectancy and others. Table 4 projects the population of McGregor to the year 2030. The numbers were calculated based on McGregor’s 20 year annualized growth rate of .46%. These projections were made using historical population trends as their basis and do not express an exact population figure. If the city continues to see an annual growth rate of .46% McGregor could reach a population of 955 by the year 2030. Chart 5 demonstrates what this projection looks like as a continuation over the decades since 1950.

Table 4: McGregor Projected Population, 2011-2030 Year Projection Year Projection 2011 875 2021 916 2012 879 2022 920 2013 883 2023 925 2014 887 2024 929 2015 891 2025 933 2016 895 2026 937 2017 899 2027 942 2018 904 2028 946 2019 908 2029 950 2020 912 2030 955 Source: (U.S. Census Bureau, 2012); (UERPC, 2012)

Chart 5: Population Projections to 2030

Source: (U.S. Census Bureau, 2012); (UERPC, 2012)

Population Summary

The City of McGregor is a town of about 870 people, and projections indicate that the population will grow slowly over the coming years. There has been a decline in the number of children and an increase in the number of mature adults over the course of the past few decades. A close look at the change in population over the last decade indicates a significant influx of newcomers in the age range of 55 to 64

McGregor Comprehensive Smart Plan 2012 Page 27 years of age. This may indicate a long term need for more services and facilities focused on senior citizens in the future, but in the short term, this influx is an opportunity for the community as recent census data indicates the four highest income earning age groups range from the age of 40 through 59 (U.S. Census Bureau, 2012). Attracting more young people to the community may also be a necessity for future growth and vitality. McGregor has little diversity in race, with 97% of the population self- identifying as “white” in the 2010 Census. Ethnically, 50% of the population is of German ancestry, with English, Irish and Norwegian ancestries adding up to another 42% of the population (U.S. Census Bureau, 2012).

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CHAPTER 2: COMMUNITY CHARACTER & CULTURE

Iowa Smart Planning Guidance: This element identifies characteristics and qualities that make the municipality unique and that are important to the municipality's heritage and quality of life.

Introduction

Community character encompasses all the characteristics that make a community unique. The physical character of a community, such as its architectural styles and open space are visually apparent. Other qualities that are part of the community character are less tangible, such as heritage, culture and values. Community character encompasses those aspects of the city that are important to the quality of life in McGregor.

Visual Characteristics

An important community asset is McGregor’s historic downtown. Many buildings retain the historic architectural look that was prevalent in the 1800s. Other items of charm in the community are its sidewalk beautification projects, including benches and flowers, its natural resources and its topography. The community is surrounded by towering bluffs on three of its sides and the Mississippi River on the other.

Photograph 5: McGregor's Historic Downtown Photograph 6: Downtown Beautification in McGregor

Events and Activities

The City of McGregor hosts several events each year that incorporate the town’s history, culture and beautiful natural resources. These events draw visitors and provide residents with social opportunities. Building social capital among community members is one way that communities encourage public participation and interest in the long term betterment of the city. Many residents actively participate as volunteers in McGregor’s events, which in turn supports business and tourism, building a stronger community.

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McGregor Annual Events:

• Annual Progressive Dinner • Spring and Fall Arts & Crafts Festival • Traders Jubilee • Jesse James Trail Ride • Hole in the Sock Gang Street Theatre • Great River Car Show and Cruise • Fall Leaf Fest • Labor Day Parade • Memorial Day Parade Photograph 7: Hole in the Sock Gang Street Theatre • Holiday Caroling • Farmers Market at Triangle Park from May-October

Recreation and Natural Resources

McGregor’s location among the bluffs and along the Mississippi River is an important asset to the community creating both aesthetics and recreational opportunities. Hiking, biking, fishing, boating, hunting, nature watching and winter sports are all available in and around the city. McGregor residents recognize the value of the surrounding natural resources and expect these assets to continue to attract visitors to the community.

Arts and Culture Photograph 8: Scenic Overlook of Mississippi River The McGregor-Marquette Center for the Arts

The McGregor-Marquette Center for the Arts provides community members and visitors the opportunity to experience both visual and performance art. The Center is promoted as a place for area artists to exhibit their work and host performances. The Center space can be used as a meeting place as well. Currently the first floor houses the gallery and sales area. Future plans include the addition of a coffee bar on the first floor, artists in residence and art education rooms on the second floor and eventually, a cabaret theater on the third floor.

McGregor Historical Museum

The McGregor Historical Museum collection was organized in 1936 as part of the McGregor Public Library and grew steadily over time. By 1963 the collection filled an entire building and in 1982 it was moved to its current location. Run by the McGregor Historical Society, the museum now occupies both levels of a city-owned building on Second Street just south of the business district. The building was renovated in 2001 with the installation of a new floor, restoration of the facade and replacement of the

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roof. The McGregor Historical Museum houses an impressive collection including civil war memorabilia and artifacts, early firefighting equipment, a sand art collection by noted artist and McGregor native, Andrew Clemens, Winnebago Indian artifacts and information and Mississippi riverboat and ferry history (McGregor Historical Society, n.d.).

Historic Preservation

McGregor Historic Preservation Commission Photograph 10: Historic Cabin Belonging to Alexander MacGregor The McGregor Historic Preservation Commission (HPC) was created by ordinance in August of 2009. It became a Certified Local Government (CLG) on July 28, 2010. The HPC recently completed a “Planning for Preservation Project” made possible through a CLG grant. The grant helped the group develop a strategic plan for preservation activities. The group has already developed historic commercial district sign guidelines and has also assisted property owners with paint selection and sign design. The Planning for Preservation Project identified six potential projects for the commission to address over the next five years: Photograph 9: The Masonic Block in Historic Downtown McGregor • Public education efforts to raise awareness of the community’s historic assets. • A research project that links the personalities of significant historical figures to buildings. • Focus on the historic commercial district and act as an information resource to building and business owners. • Address issues with three historic district buildings: the hardware store/Sullivan Opera House, the Alexander Hotel and the McGregor-Marquette Center for the Arts. • Establish partnerships with other groups to develop a broader pool of volunteers willing to assist on projects. • Complete an inventory of the town’s architecture.

The plan makes recommendations about top priorities and places preservation of the Main Street historic district as number one. The commission is currently considering submission of the Alexander Hotel and the hardware store/Sullivan Opera House for nomination as “Most Endangered Properties.” Number two on the priority list is the survey and inventory of properties with historic, architectural or archeological significance. The third priority is a recommendation that the commission join Preservation Iowa (Full, 2011-2012).

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McGregor’s Historic Properties

The National Historic Preservation Act was passed by Congress in 1966. The Act pledged federal matching funds for historic preservation, authorized the National Register of Historical Places and provided a measure of legal protection for registered properties. McGregor has several sites listed on the National Register of Historic Places, including those listed below.

Name: McGregor Commercial Historic District 100-300 blocks of Main St., 100-200 Location: blocks of A St. Historic Significance: Event, Architecture/Engineering Architect and Builder: Jacobs, E.C.W. Architectural Style: Greek Revival 1950-1974, 1925-1949, 1900-1924, Period of Significance: 1875-1899, 1850-1874, 1825-1849 Owner: Private City Hall, Department Store, Financial Historic Function: Institution, Meeting Hall, Music Facility, Photograph 11: Section of Main Street Park, Theater Historic District Department Store, Financial Institution, Current Function: Hotel, Post Office, Restaurant, Single Dwelling

American School of Wild Life Protection Name: Historic District (aka McGregor Heights) Location: McGregor Heights Road Historic Significance: Event Period of Significance: 1925-1949, 1900-1924 Owner: Private Historic Function: School Current Function: Outdoor Recreation

American House (aka American Hotel, Name: Evans Hotel) Location: 116 Main Street Historic Significance: Event, Architecture/Engineering Period of Significance: 1875-1899, 1850-1874 Owner: Private Hotel, Multiple Dwelling, Single Historic Function: Dwelling Current Function: Hotel, Multiple Dwelling Photograph 12: American House

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Bloedel, Christian, Wagon Works (aka Name: The Brick Shop) Location: 524 -526 Main Street Architectural Style: Italianate, Other Historic Significance: Transportation, Industry, Commerce Period of Significance: 1875-1899, 1850-1874 Owner: Private Historic Function: Business, Manufacturing Facility Current Function: Single Dwelling

Goedert Meat Market (aka Main Street Name: Mall) Location: 322 Main Street Architect and Builder: Bogardus, John; Mesker Bros. Architectural Style Italianate Photograph 14: Goedert Meat Market Historic Significance: Architecture Period of Significance: 1875-1899 Owner: Private Historic Function: Multiple Dwelling, Specialty Store Current Function: Multiple Dwelling, Specialty Store

Reynolds, Joseph "Diamond Jo," Office Name: Building and House Location: A and Main Streets Historic Significance: Person Period of Significance: 1885 Owner: Private Photograph 15: "Diamond Jo" Reynolds Office Historic Function: Single Dwelling Current Function: Brewery, restaurant

Stauer, Peter, House (aka Ramage Name: House) Location: 629 Main Street Architect and Builder: Jacobs, Elias White Hale Architecture: Late Victorian Historic Significance: Architecture Period of Significance: 1875-1899 Owner: Private Historic Function: Single Dwelling Photograph 16: Stauer House Current Function: Bed & Breakfast Source: (National Park Service, U.S. Department of the Interior, 2011)

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Community Priorities

Volunteerism

Volunteers are what keep many of the events, programs, committees and clubs in McGregor possible. Volunteering is an important part of any small community as budgets limit what local governments can accomplish alone. Renewed efforts to recruit untapped volunteers as well as younger residents can help ensure that the city’s events, facilities and character will continue. Engaging more community members as volunteers can help prevent “volunteer burnout” as well by supporting the existing volunteers in their efforts. The community plans to increase communications among community members and explore opportunities to utilize electronic media through community email updates and social media sites.

Branding & Marketing

McGregor has many attractive and unique qualities that the community plans to promote. Its natural beauty and historic buildings are assets upon which McGregor hopes to build a successful tourism economy. Nearby parks and scenic areas, including the river and bluffs are expected to attract many visitors to the area. McGregor’s events provide visitors a reason to stop in the community for a fun and often educational experience. Partnering with neighboring communities and tourist destinations to collaboratively market the area is ongoing. The McGregor and Marquette Chamber of Commerce and designation as an Iowa Great Place are great examples of marketing efforts that the community wishes to continue and strengthen.

Historic Preservation and Promotion

The community plans to continue efforts to preserve both the historic characteristics and small town atmosphere that make McGregor unique. The community is planning to implement downtown design guidelines to ensure that the downtown’s historic character is maintained and appreciated. Additionally, McGregor will preserve its history by continuing to host existing events and potentially adding more events. The city’s Historic Preservation Commission has several projects to implement to help the community maintain and promote its historic buildings. A top priority is a resolution to the continuing decline of the hardware store/Sullivan Opera House property on Main Street. This building has a large presence in the downtown and is in need of stabilization until it can be rehabilitated.

Community Character and Culture Summary

McGregor’s character and culture revolve around its historic charm and natural beauty. Many of the community’s buildings are historically significant, and the downtown area has been designated as a historic district. Surrounded by several natural and scenic destinations, the community is poised to capitalize on this tourist traffic. The community hosts several events each year and its unique downtown shops and restaurants offer several options for travelers to enjoy throughout the seasons. Residents are especially proud of the McGregor-Marquette Center for the Arts and its plans to expand upon its current use to include, among other ideas, a theater and coffee bar. The city understands the value of historic preservation, especially given that most of the buildings contributing to its Main Street

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charm were built in the mid to late 1800s, and has formed a Historic Preservation Commission to work on the implementation of the recommendations provided through the strategic plan for historic renovation.

Goals, Strategies and Actions

Goal 1: Improve and maintain the unique and important characteristics that give McGregor a sense of community pride.

Strategy 1.1: Establish a common theme for design standards and other infrastructure improvements to strengthen the character of the downtown area.

Action: Develop a downtown design standard. Action: Encourage well designed buildings that are visually consistent with the surrounding area.

Strategy 1.2: Ensure that industry and commercial properties within the city limits do not detract from the city’s visual charm and historic look.

Action: Establish controls for the size and placement of signage, screening, noise and other visual concerns for industrial operations within city limits. Action: Adhere to controls for the size and placement of signage and landscaping for commercial applications within city limits. Action: Encourage the clustering of commercial uses to avoid the appearance of “strip” or scattered industrial operations along the city’s major roadways.

Strategy 1.3: Preserve, maintain and strengthen the cultural, social, historical, physical and visual qualities unique to the community.

Action: Explore the potential for a residential historic district. Action: Research ways to develop zoning to protect existing historic district and properties. Action: Promote the rehabilitation of older buildings to prevent further deterioration. Action: Act as a resource for technical and financial assistance programs that can help property owners through the rehabilitation or historic preservation process.

Strategy 1.4: Work with other public and private agencies to identify, preserve and protect sites of historical, architectural and cultural significance.

Action: Form a multi-agency committee to inventory historic and cultural assets.

Strategy 1.5: Maintain current community events and festivals.

Action: Encourage and recognize volunteering. Action: Improve outreach and communication methods to reach citizens. Action: Research opportunities to host more community festivals and events.

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CHAPTER 3: HOUSING

Iowa Smart Planning Guidance: This section identifies goals, strategies and programs that further the vitality and character of established residential neighborhoods and new residential neighborhoods and plans to ensure an adequate housing supply that meets both the existing and forecasted housing demand. The comprehensive plan or land development regulations may include an inventory and analysis of the local housing stock and may include specific information such as age, condition, type, market value, occupancy and historical characteristics of all the housing within the municipality. The comprehensive plan or land development regulations may identify specific policies and programs that promote the development of new housing and maintenance or rehabilitation of existing housing and that provide a range of housing choices that meet the needs of the residents of the municipality.

Introduction

Housing characteristics are indicative of the social and economic conditions of a community and are an important element of a comprehensive plan. Information in this section provides data about the current housing stock as well as identifies significant changes in the number of housing units and other housing characteristics. The ability of a community to provide an adequate housing supply for all persons and income levels is integral to its economic prosperity and the wellbeing of its inhabitants.

Existing Housing Characteristics

Occupancy Characteristics

As is the case in most Iowa communities, the predominant type of housing unit in McGregor is the single-family home. Table 5 provides general housing information from the 1990, 2000 and 2010 Census counts. There were 509 housing units in McGregor as of the 2010 Census, with a vacancy rate of about 19%. This appears high, but it should be noted that 12% of the housing units in the community are for seasonal, recreational or occasional use and make up nearly 64% of the vacancies. When these properties are removed from the vacancy rate calculation, the city’s vacancy rate becomes 7% (U.S. Census Bureau, 2012). Table 5 also shows that the number of total housing units has increased over the years while the overall vacancy rate declined significantly. When the vacancy rate is adjusted to remove the seasonal, recreational or occasional use properties, the rate declines from 15% in 1990 to 9% in 2000 to the current 7% as of the 2010 Census. During this same time period the number of families increased while average family size decreased in the community.

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Table 5: General Housing Information for the City of McGregor Statistic 1990 2000 2010 Total Persons 797 871 871 Total Housing Units 477 487 509 Occupied 339 382 410 Vacant 138 105 99 Vacancy Rate 28.93% 21.56% 19.45% Persons Per Occupied Housing Unit 2.35 2.28 2.12 Average Family Size 2.94 2.83 2.66 Number of Families 197 206 225 Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Table 6 provides a comparison of the total number of housing units between selected Clayton County communities, the county and the state. McGregor, Monona, Guttenberg, the county and state experienced an overall increase of housing units from 1990 to 2010. Chart 6 breaks down the percent of change in housing units for each community, the county and the state for each decade.

Table 6: Number of Housing Units in Selected Communities Community 1990 2000 2010 % Change, 1990-2010 Elkader 707 693 627 -11% Guttenberg 999 935 1,085 9% Marquette 233 222 216 -7% McGregor 477 487 509 7% Monona 672 706 725 8% Clayton County 8,344 8,619 8,999 8% State of Iowa 1,143,669 1,232,511 1,336,417 17% Source: (U.S. Census Bureau, 2012)

Chart 6: Percent Change in Housing Units in Selected Communities

Source: (U.S. Census Bureau, 2012)

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Table 7 compares the percentage of rental occupied housing units in each community, the county and state. In total numbers, McGregor reported an increase of 21 rental units from 1990 to 2000 and a decrease of 4 rental units from 2000 to 2010. McGregor has consistently had higher rental occupancy rates than comparable communities, the county and state.

Table 7: Percentage of Rental Occupied Units for Selected Communities Community 1990 2000 2010 Elkader 25% 25% 24% Guttenberg 27% 26% 25% Marquette 27% 26% 27% McGregor 37% 39% 35% Monona 24% 25% 30% Clayton County 25% 24% 23% State of Iowa 30% 28% 28% Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Median rental rates for selected communities are shown in Table 8. The table shows that each of the selected jurisdictions, including McGregor, reported significant increases in their median rents between 1990 and 2010. Overall, rents in McGregor increased 94%.

Table 8: Median Rent for Selected Communities Community 1990 2000 2010 % Increase 1990-2010 Elkader $218 $279 $441 102.29% Guttenberg $239 $339 $408 70.71% Marquette $281 $389 $492 75.09% McGregor $225 $370 $437 94.22% Monona $234 $363 $478 104.27% Clayton County $241 $353 $465 92.95% State of Iowa $336 $470 $617 83.63% Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Housing Permits Issued

Table 9 provides a breakdown of building permits issued by the City of McGregor since 2000. Building permits are issued per building regardless of the number of units; “total units” indicate the number of living quarters within those buildings. McGregor has seen a steady number of permits issued over the years, with a total of 38 units permitted over the past 11 years.

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Table 9: Building Permits for City of McGregor, 2000-2011 Type of Housing 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Single Family 3 1 6 7 3 6 2 3 1 1 2 1 Two Family 0 0 0 0 0 0 0 1 0 0 0 0 Three or Four 0 0 0 0 0 0 0 0 0 0 0 0 Family Five or more family 0 0 0 0 0 0 0 0 0 0 0 0 Total units 3 1 6 7 3 6 2 5 1 1 2 1 Source: (U.S. Department of Commerce, 2011)

Value Characteristics

A breakdown of the 1990, 2000 and 2010 housing unit values for McGregor are shown in Table 10. In analyzing this information, it becomes apparent that the number of units valued at $50,000 - $99,999 increased significantly between 1990 and 2010; meanwhile, the number of units valued less than $50,000 decreased dramatically. The reason for the increase is most likely due to inflation. Housing values in Northeast Iowa did not experience the housing bubble that much of the rest of the country did, and as a result, the region did not experience a price or value decline. McGregor’s overall trend shows an increase in housing values.

Table 10: Value of Owner-Occupied Single Family Dwelling Units in McGregor Unit Value 1990 2000 2010 Ranges Number Percent Number Percent Number Percent Less than $50,000 137 86.2 77 40.3 27 10.2 50,000-99,999 19 11.9 72 37.7 124 46.8 100,000-149,999 3 1.9 20 10.5 34 12.8 150,000-199,999 0 0 15 7.9 25 9.4 200,000-299,999 0 0 3 1.6 33 12.5 300,000-499,999 0 0 4 2.1 9 3.4 500,000 or more 0 0 0 0 13 4.9 Total 159 100.0 191 100.0 265 100.0 Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

As in previous tables, Table 11 selects certain jurisdictions and compares their housing values to McGregor. The value of the units provides an understanding of a community’s housing stock and affordability. McGregor housing values have risen considerably in comparison to the selected communities. In 1990 McGregor had the lowest median value, but as of 2010 it has the second highest median value among the other communities and is getting closer to the county median.

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Table 11: Median Value of Specified Owner-Occupied Units in Selected Communities Community 1990 2000 2010 Elkader 41,600 66,000 81,200 Guttenberg 42,800 82,200 95,100 Marquette 31,400 67,100 84,400 McGregor 30,900 55,600 92,900 Monona 35,600 62,500 86,200 Clayton County 37,000 66,400 96,500 State of Iowa 45,500 82,500 119,200 Source: (U.S. Census Bureau, 2012); (State Data Center of Iowa, n.d.)

Age Characteristics

One factor that may provide insight into a community’s housing stock is the actual age of the existing units. Table 12 compares the age of existing housing units for McGregor, Clayton County and the State of Iowa. McGregor has a higher percentage of houses built in 1939 or earlier when compared to the county and state. The percent of housing built in McGregor since 1990 appears to be keeping pace with the county and state.

Table 12: Age of Housing Units McGregor Clayton County State of Iowa Year Unit was Built Number Percent Percent Percent 2005 or Later 12 2.4% 2.4% 3.4% 2000-2004 31 6.2% 4.1% 6.7% 1990-1999 51 10.2% 9.2% 10.9% 1980-1989 18 3.6% 8.0% 7.5% 1970-1979 35 7.0% 12.3% 15.3% 1960-1969 29 5.8% 7.5% 10.6% 1950-1959 14 2.8% 8.0% 11.2% 1940-1949 33 6.6% 6.7% 6.2% 1939 or Earlier 276 55.3% 41.7% 28.3% Total 499 100.0 100.0 100.0 Source: (U.S. Census Bureau, 2012) 2006-2010 ACS

Chart 7 demonstrates the age of the housing stock in McGregor alone. Nearly 78% of the housing in McGregor was built prior to 1980. A higher percentage of older housing represents a high probability of maintenance issues inherent in older homes: plumbing, electrical, roofing, energy efficiency and handicap accessibility. According to the Department of Housing and Urban Development (HUD), housing units built prior to 1980 contain the highest potential for lead paint hazards. Because of environmental constraints McGregor has limited land area for new construction which makes renovation and maintenance that much more important to the community.

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Chart 7: Age of Housing Stock in McGregor

Source: (U.S. Census Bureau, 2012), 2005-2010 ACS

Housing Conditions and Structural Characteristics

The condition of the residential housing stock is an important indicator of a community’s quality of life. Ensuring that homes are in proper condition offers many benefits to a community including efficiency, curb appeal, community pride and stronger tax collections. Chart 8 shows the breakdown of housing conditions for homes in McGregor as rated by the Clayton County Assessor. A very small percentage are rated poor and 94% of McGregor’s residential housing is considered normal or above.

Chart 8: McGregor Housing Conditions

Source: (Loan, 2011)

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McGregor completed a windshield survey in 2011 to assess housing in the community. Table 13 indicates the results of that tally. The survey looked at 325 homes within the community and identified whether minor or major repairs were needed to roofs, siding, windows or foundation. The results of the study indicated that of the homes surveyed, one third had foundational issues, windows and siding that needed repairs and nearly one quarter needed roof repairs. Of the 325 homes surveyed, 142 or 44% were built in 1924 or earlier and homes of this age are more likely in need of repair.

Table 13: Housing Windshield Survey Number of homes Percent of homes Number of homes Percent of homes Issue needing minor needing minor needing major needing major repair repair repair repair Roof 47 14.46% 32 9.85% Siding 68 20.92% 36 11.08% Windows 45 13.85% 61 18.77% Foundation 97 29.85% 11 3.88% Source: (UERPC, 2011)

McGregor’s housing stock is largely single unit structures. As noted in the following chart, 72% are single unit, 28% multi-unit structures and 1% are mobile homes. Compared to other communities in the region, McGregor has a higher percentage of multi-unit homes.

Chart 9: Types of Housing, McGregor

Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Housing Projections

Table 14 shows the number of housing units that would be necessary to accommodate the population projections previously calculated. The figures in Table 14 were calculated by dividing the population projections documented in Table 4 by the current average household size of 2.02. In order to estimate

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the demand for future housing units in the community, it should be noted that there were 509 housing units reported by the Census Bureau in 2010. In addition to assuming the current average household size (2.02) will not change over time, this study also assumes that the figures in Table 14 are not affected by vacancy rates and that all of the units existing in 2010 are safe, habitable structures. Given the housing and population projections, McGregor has sufficient housing to meet the projected population through the life of this plan.

Table 14: Housing Unit Projections for McGregor Housing Housing Year Year Projection Projection 2011 433 2021 454 2012 435 2022 456 2013 437 2023 458 2014 439 2024 460 2015 441 2025 462 2016 443 2026 464 2017 445 2027 466 2018 447 2028 468 2019 449 2029 470 2020 451 2030 473 Calculations based on 2.02 average household size per dwelling unit.

Housing Programs

The City of McGregor utilizes several federal and state housing programs to serve its residents. The following list identifies several housing assistance programs available to the city and its residents that are administered through regional agencies.

Section 8 Rental Assistance is HUD's federally funded program to provide rental assistance to low- income families to secure decent, safe, sanitary and affordable housing in a non-discriminatory manner from the private rental market.

Lease Purchase Affordable Housing Program is a rent to own program through Northeast Iowa Community Action Corporation (NEICAC). It includes the creation of housing advisory committees in each county. Committee findings are used to determine what is missing as part of each county's affordable housing scenario. NEICAC's Board of Directors evaluates these findings to guide the housing program towards its next project. The homes are typically three bedroom homes, rented for one to three years by a first-time homebuyer family who meets the program’s income guidelines. The homes are built for families who are at an income level that does not exceed 60% of the local average monthly income. Then, after taking the required Homebuyer Education Classes, the renter can buy the home for about half the cost of construction.

The Weatherization Assistance Program (WAP) through NEICAC provides many Northeast Iowans with the means to remain in their homes in safety, comfort and affordability. Services include a cost effectiveness energy audit, air leakage checks, insulation and all combustion appliances inspection for

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repair or replacement. NEICAC’s own crews provide all but appliance and furnace repair services.

Homeless Prevention and Rapid Re-Housing Program (HPRP) provides assistance to those individuals who, without this assistance, would be homeless. To qualify, household income must be 50% or less of the average median income for the county. Income is determined at current monthly gross income projected forward for 12 months. An application may be made through any Family Service office.

The Home Energy Assistance Program (LIHEAP) is designed to aid qualifying low-income Iowa households (homeowners and renters) in the payment of a portion of their residential heating costs for the winter heating season, to encourage regular utility payments, to promote energy awareness and to encourage reduction of energy usage through energy efficiency, client education and weatherization. All clients applying for this program will simultaneously be making an application for weatherization assistance as required by state law.

The Northeast Iowa Regional Housing Trust Fund assists residents in a four-county region, which includes Clayton County, with incomes less than 80% of Iowa Statewide Median Family Income through low, no-interest or forgivable loans. The goal of the program is to develop, redevelop, rehabilitate and renovate single-family and multi-family owner-occupied and rental dwellings. Funds may be used for roof repair, furnace repair and replacement, energy efficiency updates, electrical and plumbing upgrades, handicap accessibility and homebuyer assistance.

Other Programs

A list of additional federal and state programs available to the city and its residents is attached as Appendix C.

Affordable and Accessible Housing

Housing affordability is an important consideration for a community and its residents. Affordable homes can attract and retain employees to the community. This can be a selling point and a competitive advantage for area employers. Affordable homes also support the local workforce so they can live closer to their jobs. A healthy mix of housing options ensures opportunities for all individuals to improve their economic situation and contribute to their communities. Chart 10 indicates the median home value and median household income for McGregor over time. One rule of thumb is that to be “affordable,” the purchase price of housing should be no more than three times a household’s annual median income. In lieu of a purchase price, one can compare median housing values to median income. Using this comparison, the median value of a home in McGregor is 1.8 times the median household income in 2010. This places the local housing market within the affordable range for McGregor residents.

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Chart 10: Median Home Value Compared to Median Household Income

Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Another generally accepted definition of affordability is that a household pay no more than 30% of its annual income on housing. Families who pay more than 30% of their income for housing are considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation and medical care (U.S. Department of Housing and Urban Development, 2012). As Chart 11 indicates, roughly 31% of McGregor’s households have housing costs that are considered unaffordable by HUD standards.

Chart 11: Percent of Income Spent on Housing

Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

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Community Priorities

Housing Diversity

McGregor currently has a wide range of housing within the scope of the single family home. From lovely historic homes in the heart of the city to more modern housing on the bluffs, families have adequate choices for housing in the community. To provide more diversity, McGregor has a desire to develop housing options to satisfy the needs of its senior, veteran and low income residents. McGregor has seen a recent surge in retirees and vacationers who are purchasing and building second homes in McGregor and the community has the opportunity to offer housing that requires less Photograph 17: Historic Home I maintenance for owners and tenants, such as condos, apartments and cabins.

Development

A desire for new housing development was identified by residents. Opportunities currently exist for development throughout the community as several lots in R-1, R-2 and R-3 zoned properties are available. The Heights addition is an area where potential development could occur, but the absence of city water and sewer may be seen as a negative by potential developers. Ensuring that the Photograph 18: Modern Home necessary infrastructure such as utilities and roads are in place will assist the community as they work with potential developers and investors.

Preservation and Rehabilitation

McGregor’s homes and neighborhoods offer more than a place to live, they add to the charm, look and feel of the community. The older homes in McGregor are especially significant to community Photograph 19: Historic Home II character, and many of the older homes are in need of maintenance, repair or rehabilitation. Opportunities for the city to consider to promote the improvement of these properties include updating and enforcing nuisance regulations, encouraging civic pride, increasing awareness of community standards, promoting and developing incentives or other programs to assist with the rehabilitation and preservation of aging homes and the rehabilitation of second story apartments downtown.

Photograph 20: Downtown Second Story Apartments

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Sustainability

Careful consideration should be given to the consequences of housing developments that do not adequately address erosion, runoff, infrastructure and limited land availability. Developers should be encouraged to incorporate features such as rain gardens, permeable pavement and green roofs as methods to retain water and prevent runoff and erosion in sensitive areas. To maintain the charm and build social capital within the city of McGregor, the community may want to encourage the creation of “pocket neighborhoods1” and has identified a few areas where this neighborhood structure may be appropriate.

Housing Summary

McGregor offers residents a full range of housing in single family dwelling options, from historic to modern. Housing values are steadily increasing, yet remain affordable to families. The community sees a potential gap in maintenance-free and apartment-style housing. Specifically, the community wishes to expand housing options for seniors, veterans and low-income families. In addition, McGregor is experiencing an influx of older adults, retirees and vacationers who may be looking for first or second homes in the form of condos, townhomes or cabins. This is seen as an opportunity for the community. New development is occurring on the bluff and lots are available for new construction. However, city utilities do not yet reach this area so the community will be considering its options for infrastructure expansion to make these sites more attractive to developers. Maintenance of older homes is a struggle for the community and its homeowners. The cost to rehabilitate and maintain an older home is often prohibitive so the city looks to serve as a resource for technical or financial assistance programs that can help property owners through this process.

1 “Pocket Neighborhoods are clustered groups of neighboring houses or apartments gathered around a shared open space — a garden courtyard, a pedestrian street, a series of joined backyards, or a reclaimed alley — all of which have a clear sense of territory and shared stewardship. They can be in urban, suburban or rural areas” (Chapin, 2012).

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Goals, Strategies and Actions

Goal 1: Meet the residential needs of all McGregor residents as well as existing and future housing demands to attract new residents.

Strategy 1.1: Encourage a mixture of housing opportunities in terms of costs and size while encouraging a high degree of architectural and site planning integrity.

Action: Pursue financial assistance for second story rehabilitation of downtown buildings for housing. Action: Support the integration of affordable housing into larger housing developments (aka inclusionary housing). Action: Explore the possibility of “pocket neighborhoods” for appropriate sections of the community.

Strategy 1.2: Evaluate housing stock on a regular basis to assess the housing conditions and needs of the community.

Action: Establish a Housing Committee. Action: Perform a comprehensive housing study to examine existing housing choices and affordability.

Strategy 1.3: Preserve the integrity and affordability of existing housing stock.

Action: Develop a rehabilitation program for older houses to help owners avoid abandonment or demolition. Action: Continue to seek grant assistance for affordable housing, senior citizen housing and homeowner assistance for housing rehabilitation.

Strategy 1.4: Provide ample opportunities to accommodate the full spectrum of lifecycle housing.

Action: Quantify need for senior, veteran and low income housing. Action: Identify possible locations for new housing. Action: Explore funding opportunities and identify potential developers.

Goal 2: Maintain housing properties, types and densities that reinforce the traditional character of McGregor and the surrounding rural area.

Strategy 2.1: Review residential housing standards and regulations regularly to ensure that neighborhoods maintain their integrity and avoid deteriorating market values.

Action: Enforce existing nuisance ordinances. Action: Clarify and finalize ordinance pertaining to first floor apartments in the downtown district. Action: Place a sunset clause on first floor residential usage in commercially zoned properties.

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Goal 3: Encourage housing that supports sustainable development patterns by promoting the efficient use of land, conservation of natural resources, easy access to public transit and other efficient modes of transportation, easy access to services and parks, efficient design and construction, and the use of renewable energy resources.

Strategy 3.1: Encourage the use of resource efficient technologies and materials in housing construction that increase the useful life of new and existing housing.

Action: Identify and promote housing programs that support the use of efficient design and construction. Action: Ensure that developers understand and use water retention techniques when building in sensitive areas prone to run-off and erosion.

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CHAPTER 4: ECONOMIC DEVELOPMENT

Iowa Smart Planning Guidance: This section identifies goals, strategies and programs to promote the stabilization, retention, or expansion of economic development and employment opportunities. The comprehensive plan or land development regulations may include an analysis of current industries and economic activity and identify economic growth goals for the municipality. The comprehensive plan or land development regulations may also identify locations for future brownfield or grayfield development.

Introduction

Economic development is reliant upon understanding the community’s workforce and its existing business environment. Knowing this information can help community leaders develop a plan to create sustained economic growth. Sustained economic growth is important for providing sufficient incomes for the local workforce, profitable business opportunities for local employers and tax revenues for the city. There is no alternative to private sector investment as the engine for economic growth, but there are many initiatives that communities can support to encourage investments where the community feels they are needed the most, whether to improve the workforce or support businesses. This section will provide background on the community’s workforce and existing business structure and set forth goals for future economic development in the community.

Educational Attainment

One factor that has influence over personal income and employment is a person’s educational level. Recent data from Bureau of Labor Statistics (BLS) shows the correlation between education, weekly earnings and unemployment. Chart 12 illustrates BLS data showing that higher education levels result in higher earnings and lower unemployment rates.

Chart 12: Unemployment Rate and Earnings by Educational Level, U.S. Population 25 Years and Over

Source: (Bureau of Labor Statistics, 2012)

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Understanding the relationship between education, earnings and unemployment provides insight into a community’s own situation. Table 15 compares the levels of education for McGregor, Clayton County and the state. As is common for a small community in Iowa, the majority of residents graduated from high school and some went on to obtain some college experience. McGregor has a significantly higher percentage of individuals who have achieved a graduate or professional degree than the county and state. It is interesting to note that while McGregor residents make up 5% of the county population, 11% of those in the county with graduate or professional degrees live in McGregor. Nearly 62% of McGregor’s residents have some college experience or higher, a much higher percentage than the overall county achievement of 43%. Chart 13 offers an additional visual for the educational attainment of persons over 25 in McGregor.

Table 15: Educational Attainment for Persons 25 Years of Age and Older McGregor Clayton County State of Iowa Category Number Percent Percent Percent Less than 9th Grade 16 2.7% 4.9% 4.0% 9th to 12th Grade, No Diploma 14 2.3% 4.9% 6.1% High School Graduate, Includes GED 201 33.3% 47.1% 34.4% Some College, No Degree 172 28.5% 19.2% 21.4% Associate Degree 57 9.5% 8.9% 9.7% Bachelor’s Degree 83 13.8% 11.0% 17.0% Graduate or Professional Degree 60 10.0% 3.9% 7.5% Total 603 100 100 100 Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Chart 13: Educational Attainment, McGregor

Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Not all persons over the age of 25 are in the labor force for a variety of reasons. The following section will focus on the segment of the population that is considered to be in the labor force.

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Labor Force

Aging workforces and a shortage of critical talent are among the biggest challenges facing today's rural businesses. As such, an area’s labor force will play a key role in expanding or creating new businesses or industries within the community. Community stakeholders can monitor education levels, current worker skill sets, occupations and unemployment rates to target economic development efforts that fit its existing workforce strengths. The availability of skilled workers is critical to the success of all businesses, especially when competing in an increasingly global economy. A community can further seek out opportunities and partnerships to develop its workforce to meet existing industry trends. Table 16 breaks down the labor force characteristics for McGregor and Clayton County.

Table 16: Labor Force Characteristics, 2010 McGregor Clayton County Total population 16 years and over 678 14,447 Total in labor force 478 9,848 Percent in labor force 71% 68%

Employed labor force 387 9,323 Percent employed in labor force 68% 65%

Females 16 years and over 365 7,216 Females in labor force 235 4,569 Percent of females in labor force 64% 63% Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Unemployment Rates

Unemployment rates for the county and state are shown on Chart 14. Iowa Workforce Development does not report individual statistics for McGregor; however, Clayton County as a whole, has fluctuated along with the state and has consistently reported higher unemployment rates than the state for the time period shown.

Chart 14: Unemployment Rates, 2000-2011

Source: (Iowa Workforce Development, 2012)

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Commuting

The working residents of McGregor often commute out of town for employment. A full 93% of McGregor’s residents commute out of town for jobs. Chart 15 indicates where McGregor’s workers are employed. The top five of “other locations” included, in order, Postville, Cedar Rapids, La Crosse, WI, Waukon and Luana.

Chart 15: Place of Employment for McGregor’s Workers

Source: (U.S. Census Bureau, Center for Economic Studies, 2012)

Chart 16 indicates how far McGregor’s workers commute for employment. According to a recent Laborshed Analysis for the county, those who are seeking to change or accept employment in the Clayton County laborshed area are willing to commute an average of 27 miles one way for employment opportunities (Iowa Workforce Development, 2011). Census data indicates that as a whole, county residents travel an average of 21.5 minutes for daily commutes; in comparison, McGregor’s residents travel an average of 17.1 minutes to their current employment location (U.S. Census Bureau, 2012).

Chart 16: Travel Distance to Work, McGregor Workers

Source: (U.S. Census Bureau, Center for Economic Studies, 2012)

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Economic Base

Employment by Industry

Employment by industry identifies the types of industries in which the residents of McGregor are employed. As noted in the Commuting section, many of these industries are located outside of McGregor. Table 17 indicates that the two leading employment industries for both McGregor and the county’s residents are “Manufacturing” and “Educational, Health and Social Services.” The last column in Table 17 calculates the number of McGregor’s workers as a percent of the county’s overall representation in each industry. McGregor accounts for 5% of the county’s total employed persons, but in “Professional, Scientific, Management, Administration” and “Public Administration,” McGregor accounts for over 11% of the total employed persons in those industries.

Table 17: Economic Base of McGregor and State of Iowa in 2010 McGregor Clayton County McGregor as a Industry % of total Category Number Percent Number Percent employed Agriculture, Forestry, Fishing, Mining 16 3.5% 792 8.5% 2.0% Construction 5 1.1% 783 8.4% 0.6% Manufacturing 99 21.4% 1,956 21.0% 5.1% Wholesale Trade 8 1.7% 303 3.3% 2.6% Retail Trade 64 13.8% 1,040 11.2% 6.2% Transportation, Warehousing and Utilities 32 6.9% 515 5.5% 6.2% Information 3 0.6% 150 1.6% 2.0% Finance, Insurance and Real Estate 32 6.9% 399 4.3% 8.0% Professional, Scientific, Management, Administration 43 9.3% 365 3.9% 11.8% Educational, Health, and Social Services 79 17.1% 1,861 20.0% 4.2% Arts, Entertainment, Recreation, Lodging and Food 30 6.5% 562 6.0% 5.3% Other Services 23 5.0% 366 3.9% 6.3% Public Administration 29 6.3% 231 2.5% 12.6% Total Employed Persons 463 100.0% 9323 100.0% 5.0% Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Table 18 classifies employees into categories by occupation for McGregor and Clayton County. Occupations describe the type of work in which an employee is engaged, regardless of the industry. The leading occupation classifications of McGregor’s workers and the county as a whole are the same. First ranked is “Management, Business, Science and Arts” and second-ranked is “Production, Transportation, and Material Moving.” It should be noted that while the top occupational classification is the same for both the city and the county, the percentage of the city’s workers in that occupation is significantly higher (nearly 10 percentage points) than the percentage of county workers.

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Table 18: Occupation Classification of Persons Employed in 2010 Industrial McGregor Clayton County Description Number Percent Number Percent Management, Business, Science and Arts 167 36.1% 2,484 26.6% Service 56 12.1% 1,378 14.8% Sales and Office 96 20.7% 1,953 20.9% Natural Resources, Construction and Maintenance 43 9.3% 1,258 13.5% Production, Transportation and Moving 101 21.8% 2,250 24.1% Total Employed Persons 463 100.0% 9,323 100.0% Source: (U.S. Census Bureau, 2012), 2006-2010 ACS

Business Retention and Growth

In response to a Downtown Assessment survey, when asked about McGregor’s challenges, a concern voiced multiple times was filling the empty storefronts. As the community looks to attract new businesses they also want to support the existing businesses. As previously indicated, McGregor businesses currently employ 7% of its labor force (U.S. Census Bureau, Center for Economic Studies, 2012). Based on research by Blane, Canada Ltd., “the average community will derive 76% of their new jobs and capital investment from existing business.” The report goes on to note that “in a rural area, the contribution of existing businesses is likely to be 86-90%” (Canada, 2009). Whether providing goods, services or jobs, McGregor’s businesses all play critical role in the current and future success of the community.

McGregor has over 70 businesses which provide around 303 jobs, 6.5% of which are filled by McGregor residents (U.S. Census Bureau, Center for Economic Studies, 2012). It is interesting to consider that if all of the jobs were filled by the available labor force in McGregor, 63% of the labor force could be working in McGregor, rather than 7%. Of course, this exercise does not take into account any mismatch of skills.

Retail

McGregor residents identified a need for more retail opportunities and filled storefronts; the lack of retail was a concern, yet a potential opportunity. Table 19 provides information about the current retail trade situation in McGregor. “Retail Sales” estimates the sales to consumers by establishment excluding sales to businesses. “Sales Potential” estimates the expected amount spent by consumers at retail establishments. “Surplus/Leakage” presents a snapshot of retail opportunity. The table indicates that McGregor has leakage in several retail trade areas and a surplus in five retail areas. A negative value represents “leakage” of retail opportunity outside the trade area. A positive value represents a surplus of retail sales, a market where customers are drawn in from outside the trade area. Note this is just an analysis, and current leakage does not necessarily indicate that a retail business would be sustainable in the community.

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Table 19: Retail Trade Surplus and Leakage Sales Surplus/ % Surplus/ Number of Retail Industry Group: Retail Sales Potential Leakage Leakage Businesses Motor Vehicle & Parts Dealers $1,430,051 $0 ($1,430,051) -100% 0 Furniture & Home Furnishings Stores $148,386 $0 ($148,386) -100% 0 Electronics & Appliance Stores $195,823 $0 ($195,823) -100% 0 Bldg. Materials, Garden Equip. & $305,659 $0 ($305,659) -100% 0 Supply Stores Grocery Stores $1,119,726 $370,912 ($748,814) -67% 2 Specialty Food Stores $14,753 $27,332 $12,579 85% 1 Beer, Wine and Liquor Stores $22,587 $0 ($22,587) -100% 0 Health & Personal Care Stores $288,302 $361,202 $72,900 25% 1 Gasoline Stations $1,550,106 $0 ($1,550,106) -100% 0 Clothing & Clothing Accessories $255,380 $298,454 $43,074 17% 1 Stores Sporting Goods, Hobby, Book & $91,934 $122,116 $30,182 33% 1 Music Stores General Merchandise Stores $476,652 $0 ($476,652) -100% 0 Florists $4,768 $0 ($4,768) -100% 0 Office Supplies, Stationery and Gift $55,548 $18,152 ($37,396) -67% 1 Stores Used Merchandise Stores $27,062 $93,924 $66,862 247% 3 Other Miscellaneous Store Retailers $54,315 $33,024 ($21,291) -39% 1 Non-store Retailers $95,161 $0 ($95,161) -100% 0 Food Services & Drinking Places $753,399 $306,431 ($446,968) -59% 3 Totals: $6,889,612 $1,631,547 ($5,258,065) -76% 14 Source: (Esri, 2012)

Chart 17 shows the condition of commercial structures in McGregor. This is important to McGregor’s economy because the condition of each commercial structure affects the other businesses near it, as well as the appearance of the downtown retail area and the city’s ability to bring in new businesses. Ensuring that the commercial properties are in reasonable condition may help the community fill its empty storefronts. The chart indicates that 21% of McGregor’s commercial properties are in below normal or worse condition. This is not to say that all of these structures are in the downtown retail area, so the community may want to survey targeted areas or more carefully examine the assessor’s data on commercial building conditions.

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Chart 17: Condition of Commercial Structures

Source: (Loan, 2011)

McGregor is a vacation destination for many individuals as evidenced in the table below. $90,224, or 15.2%, of all residential property taxes are from residences classified as vacation homes or second- homes. Individuals with second homes generally have higher incomes with more disposable income. The city plans to undertake efforts to identify the services desired by these individuals and research opportunities for the existing businesses or potential businesses to provide these services.

Table 20: McGregor Taxable Values Type of Property Values Taxes McGregor 2nd Homes $5,667,582 $90,224 McGregor Total Residential $36,493,671 $593,384 McGregor Total All Classes $50,035,222 $1,149,390 Source: (Loan, 2011)

City Financials

An understanding of the financial condition of a community is very important in the planning process. Understanding where revenue comes from and where expenditures are going will assist a community in determining potential resources for future projects. Chart 18 provides a comparison of the city’s portion of property tax rates for McGregor and the surrounding communities. McGregor’s rates have remained consistently lower than neighboring communities over the past six fiscal years.

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Chart 18: Property Tax Rate Comparisons, 2008-2012

Source: (Iowa Department of Management, 2012)

Chart 19 shows the city’s revenue and expenses from the last six years. McGregor saw a slight increase in expenses over revenue in fiscal years 2009 and 2010, likely due to the recent city improvement projects the city has undertaken.

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Chart 19: City Revenue and Expenses, 2006-2011

Source: (Iowa Department of Management, 2012)

As McGregor plans for its future, an overview of how the city receives revenue and where it spends that revenue can identify areas with extra resources or potential savings. Charts 20 and 21 illustrate city’s revenue sources and expenses for the 2011 fiscal year. The majority of the community’s revenues came from charges for services, such as water and sewer, with property taxes accounting for the next highest source of revenue. Expenses are distributed across several categories, with business type enterprises making up over 50% of the city’s expenses. Revenue and expense categories can fluctuate from year to year as larger community projects are undertaken.

Chart 20: McGregor City Revenue Sources, FY 2011

Source: (Iowa Department of Management, 2012)

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Chart 21: McGregor City Expenses, FY 2011

Source: (Iowa Department of Management, 2012)

Economic Development Programs and Organizations

Economic Development Organizations

Clayton County Development Group (CCDG), located in Elkader, is an invaluable resource for the City of McGregor. CCDG services include business development assistance, financing opportunities for businesses development and arranging financing for public governmental purposes. CCDG also helps with the coordination of efforts between private efforts and public organizations, conducts surveys and compiles pertinent demographic data and coordinates projects that are contracted through federal, state, county, tribal and local units of government.

County and Regional Programs and Incentives

Clayton County Enterprise Zone The Enterprise Zone encourages communities to target resources in ways that attract productive private investment and positive economic impact for residents. Benefits to developers can include a refund of state sales, service, or use taxes in the form of an investment tax credit; property tax exemptions; and training for new employees.

Local Utilities The local utility providers work closely with the communities of Clayton County to assist existing and prospective industries. Their participation in projects is driven by the utility load that prospective industries will generate.

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Upper Explorerland Regional Planning Commission Loan Programs Economic development loans are available for new or expanding businesses and industries. The Revolving Loan Fund and Intermediary Relending Programs can be utilized for eligible projects that create permanent employment, diversification of the local economy or increase the local tax base. Funds may be used for land acquisition, site preparation, building acquisition, building construction, building remodeling, machinery and equipment, furniture and fixtures and working capital for business start-up and expansion activities.

Clayton County Revolving Loan Fund Program Economic development loans are available for new and expanding businesses and industries. Loan funds can be used for equipment, land, site preparation, building acquisition, furniture and fixtures, and working capital. The program also offers an industrial tax abatement as a five year, graduated property tax exemption on the value added, up to 98%.

Historically Underutilized Business (HUB) Zone Being in a HUB Zone gives businesses a competitive advantage on selling to the government. The Federal Government is required to purchase 3% of its federal expenditures from businesses located in a HUB Zone. There is no cost to register, businesses need only meet the criteria and enroll.

Other Programs

A list of additional federal and state programs available to the city and its businesses is attached as Appendix C.

Community Priorities

Tourism

McGregor’s economy depends heavily upon tourism and the city would like to expand efforts to attract more visitors and encourage them to stay longer. The city hopes to work with local businesses to identify needs and concerns and identify potential niche businesses that would complement the existing stores. Given the natural resource assets surrounding McGregor, the community sees opportunity in expanding the “season” of tourism to include winter recreation. Other opportunities include: community and regional marketing and signage, access to the businesses and community from the river and improved pedestrian and vehicle access throughout the community. The community also looks to capitalize on the visitors that the Mississippi River and Lady Luck Casino bring to the area. Photograph 21: Shops and Raised Sidewalks Partnerships to build tourism include the continued joint efforts in the Downtown District with the City of Marquette and the Clayton County Development Group.

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Marketing and Signage

McGregor would like to increase awareness of the businesses and opportunities available in the community through both signage and marketing. Opportunities include placing signage on the old historic grain elevator, visible as you enter town on Highway 76; cooperative advertising among downtown businesses; utilizing websites and social media; becoming a “Main Street” community; and hosting promotions and events that invite people downtown. The riverfront is another potential Photograph 22: Grain Elevator on Highway 76 area for signage visible from the river, where boaters and other recreational users can access the community’s downtown shopping district.

Collaboration

McGregor’s unique tourism draw requires collaboration from multiple participants in the community to ensure that tourists, residents and consumers alike have an opportunity to visit multiple establishments. The city plans to encourage local businesses and destinations to establish consistent business hours to accommodate weekend and extended season visitors. Collaborative efforts with the City of Marquette as an Iowa Great Place, and the subsequent completion of the “Trail of Two Cities,” are also priorities for the community.

Business and Employment Growth

McGregor residents identified a desire to attract more retail shops and part-time employment opportunities for recent retirees. Restaurants, shops and grocery stores were all identified as possibilities to provide more part time job opportunities. More part time positions may be developed as a result of businesses staying open for a longer period of time. With an increase of population noted in an older age range, efforts to provide the services desired by these individuals could produce new businesses or the expansion of existing businesses. The city can play an important role in business attraction by understanding its demographics and existing retail mix.

Economic Development Summary

McGregor has many opportunities to strengthen its economic climate. Given its limited suitable land for industry, the community is focusing on strengthening its Main Street commercial district to attract tourism dollars and new residents to the city. The proximity of McGregor to other employment centers has allowed it to develop as a bedroom community that provides the types of amenities families and individuals desire in a place to live and play. Approximately 93% of the community’s labor force commutes elsewhere for work, with a short average commute of 17 minutes. In addition, McGregor’s property taxes are lower than surrounding Iowa communities and the cost of housing in general is very affordable. The community is working hard to create a livable environment with access to shopping and recreational amenities in a historically charming atmosphere. The city’s financials are strong with a responsible debt load. City leaders understand the importance of partnering with nearby communities

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and natural resource destinations to market the riverfront communities along this portion of the Great River Road for maximum use of limited funds. McGregor is also utilizing many state and regional programs to develop plans to maintain and protect its historic assets to foster the economic growth of the community.

Goals, Strategies and Actions

Goal 1: Promote economic growth that will provide a variety of goods and services, employment opportunities and governmental revenues to meet the needs of the McGregor residents.

Strategy 1.1: Increase the existing tax base while encouraging clean, non-polluting industrial and commercial uses to locate in McGregor.

Action: Organize an Economic Development Committee.

Strategy 1.2: Encourage clustering of commercial uses in planned shopping areas or other compact commercial areas in order to maximize consumer safety and convenience, improve traffic safety and flow and enhance economic development.

Action: Improve parking management through signage. Action: Consider traffic calming devices on Main Street. Action: Maintain regular communications with high-traffic businesses to ensure coordination with city plans and goals.

Strategy 1.3: Increase shopping and employment opportunities in McGregor to meet the needs of existing and future residents and visitors.

Action: Examine and use retail leakage studies to promote the need for more restaurants, lodging and shops. Action: Support and encourage consistent and longer business hours from existing businesses. Action: Develop strategies that prohibit inconsistent uses of commercial properties.

Strategy 1.4: Promote and support the traditional role of “main street” through development and rehabilitation that respects the district’s traditional character.

Action: Pursue designation as an Iowa “Main Street” community: form downtown committee, complete prerequisites and make application to the state.

Strategy 1.5: Provide efficient and safe means of access to the “main street” to all residents and visitors.

Action: Implement results of Iowa DOT’s Traffic Engineering Assistance Program (TEAP) report.

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Strategy 1.6: Promote existing commercial areas in business attraction efforts.

Action: Compile information on available commercial buildings for prospects.

Strategy 1.7: Promote and support the local food system through restaurants, retail shops and farmers markets.

Action: Work with Regional Food System Value Chain Coordinator with Iowa State University Extension and Outreach to connect producers with local buyers.

Strategy 1.8: Ensure that new businesses adhere to the city’s design standards.

Action: Enforce codes and standards equitably.

Strategy 1.9: Encourage new businesses and support the existing business already in the community.

Action: Create an economic development plan. Action: Work with Clayton County Development Group to develop Business Retention and Expansion (BRE) Program. Action: Review business incentive ideas such as private investment clubs, Self- Supported Municipal Improvement District (SSMID), local revolving loan fund, initial rent support programs and utility discount programs. Action: Consider forming a local development corporation (LDC) to assist in economic development efforts concerned with funding and grant seeking. Action: Work with Clayton County Development Group and the McGregor and Marquette Chamber to target desired business once they have been identified. Action: Form a strategic partnership with Marquette to address opportunities and constraints associated with the success of both communities. Action: Work with local banks to establish low interest loans for targeted businesses.

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Goal 2: Utilize the Mississippi River, the historic downtown and the surrounding state and federal parks as an attraction and focal point for visitors.

Strategy 2.1: Capitalize on the Mississippi River and McGregor District of the Upper Mississippi River National Wildlife and Fish Refuge through the promotion of area recreational and educational opportunities.

Action: Consider targeted marketing for spring and fall bird migrations, river recreation and winter programs and activities.

Strategy 2.2: Encourage tourism by highlighting and improving recreational and educational opportunities throughout the community.

Action: Develop a City Marketing Plan Action: Develop a Downtown Master Plan Action: Develop Riverfront Master Plan

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CHAPTER 5: TRANSPORTATION

Iowa Smart Planning Guidance: This section includes goals, strategies and programs to guide the future development of a safe, convenient, efficient and economical transportation system. Plans for such a transportation system may be coordinated with state and regional transportation plans and take into consideration the need for diverse modes of transportation, accessibility, improved air quality and interconnectivity of the various modes of transportation.

Introduction

The transportation network is the backbone upon which a community bases its economy. It provides access to resources and connection to other communities, forming a critical link for continued development and growth. Maintenance and repair, in addition to periodic additions and enhancements to this system, are essential for preserving connectivity for residents, visitors and businesses. Keeping pace with changes in transportation trends and network use is also essential to anticipate needed improvements and potential additions to the transportation network.

Inventory of Existing Transportation Facilities

Transportation facilities in the City of McGregor are basic and range from city roads to state and county highways as well as trails and sidewalks. McGregor’s residents primarily choose personal vehicles or walking as a main mode of travel in the community. McGregor’s size makes it a walkable community with sidewalks available throughout most of the community. Additional transportation options include a private taxi service based in Prairie Du Chien and transit service provided by Northeast Iowa Community Action.

Functional Classification System

Chapter 306 of the Code of Iowa sets the functional classification of all highways, roads and streets in the state into categories according to the character of service they provide. The classification of streets and roads in each county is periodically updated to be current with city boundary changes and the function of the streets. The classification system serves as a basis for determining future priorities, funds distribution and jurisdiction over the various highway, roads and streets in the state.

Municipal streets are classified into three categories: the municipal arterial system, the municipal collector system and the municipal service system. Municipal streets that provide continuity to the state primary and county secondary road systems are classified as extensions to these systems. These range from freeway-expressway, principle and minor arterial and major and minor collectors. Highway 76 is classified as part of the principal arterial system and Walton Street is classified as a minor arterial. The freeway-expressway system includes those roads that connect and serve major urban and regional areas with high volume and long-distance traffic movements. There are no roads classified in the county or the city as part of the freeway-expressway system. The nearest freeway-expressway road is I-380, 94 miles to the south. Figure 3 identifies the classification of roads in McGregor.

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Figure 3: Functional Classification of Roadways

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Streets

The City of McGregor has 10 miles of street surface and approximately 80 city blocks. The street surfacing is seal coated, asphalt or concrete with a few graveled streets. Maintenance of the streets such as snow removal, seal coating, street signage, painting and sweeping is done by the street department, composed of the Street Superintendent and one part time assistant.

Traffic Volumes

Traffic counts made by the Iowa Department of Transportation (IDOT) in 2009 are shown in Figure 5. As expected, the most heavily traveled street in McGregor is Highway 76, or Main Street. The traffic volumes on this highway varied through town with the largest count of 3,560 vehicles per day (VPD) occurring near the intersection of Main and A Streets. McGregor has concern that its location, hidden between bluffs, makes it difficult to attract motorists. The same 2009 study indicated that the traffic count on Highway 18 through the City of Marquette was 9,300 vehicles per day. Understanding traffic volumes will enable the community to develop roadside marketing that captures the most audience.

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Figure 4: McGregor 2009 Annual Average Daily Traffic Count

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Alternate Modes of Transportation

There are limited modes of personal transportation available in McGregor. Private vehicle use is the primary method for transportation, but taxi service and public transit are available to residents as needed. Additional modes of transportation for commerce include the railroad, trucking and water.

Railroads

The Canadian Pacific (CP) Railroad travels through the east side of McGregor along the river. The line averages five cargo trains per day. CP is based in Sioux Falls, SD, and operates more than 2,500 miles of track running from Rapid City, SD to Winona, MN, located on the Mississippi River; and from Minneapolis to Chicago and Kansas City, paralleling the Mississippi River through Iowa. The railroad also operates a line across northern Iowa that meets the Mississippi River track north of McGregor. CP’s total Iowa operations consist of about 660 miles. The main products handled by CP include coal, farm products, food products, chemicals, waste products, primary metal products, nonmetallic metals and stone (Iowa Department of Transportation, 2012). Residents take some issue with the rail when standing train cars block access to and from the riverfront from the community.

Air Transportation

The City of McGregor does not have air service or a runway. The closest commercial passenger airport is less than 12 miles away in Prairie Du Chien, WI. The airport is located south of Prairie Du Chien and maintains two runways, one 5,000 feet by 75 feet and the other 4,000 feet by 75 feet. Monona, less than 15 miles from McGregor, offers local aviators an airport to fuel, fly and store their aircraft. The runway is 2,650 by 120 feet wide. Larger, regional air service is also available from Dubuque, Cedar Rapids, Waterloo and Rochester.

Public Transportation/Mass Transit

The Northeast Iowa Community Action Corporation (NEICAC) - Transit Program is designated by the Iowa DOT as the Regional Public Transit Provider for the counties of Allamakee, Clayton, Fayette, Howard and Winneshiek in the Northeast corner of Iowa. NEICAC – Transit offers public transportation to all citizens residing in their service area. NEICAC - Transit offers demand response transportation through a fleet of 53 vehicles, equipped with ramps or lifts to provide accessible transportation for individuals confined to wheelchairs or affected with other disabilities restricting mobility. Taxi service is also available across the river in Prairie Du Chien, WI. A feasibility study for a new transportation system that would connect people to parks, refuges, forests, communities and historic and cultural sites in the area called the Parks Transit has recently been completed. The potential for connectivity of the Marquette, McGregor and Prairie Du Chien, WI is promising through the Parks Transit.

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Water

River transportation is vital to Iowa’s economy, with 10.5 million tons of commodities moved to, from and within the state in 2010. There is one barge terminal in McGregor, AGRI-Bunge, LLC. The terminal handles mostly corn and beans and has dry storage capacity for about 1 million bushels. The terminal has capacity for 25 rail cars and nine barges (Iowa Department of Transportation, 2012). In addition to the AGRI-Bunge terminal, ARTCO Fleeting Services provides fleet and harbor services out of McGregor. Photograph 23: Barge Terminal Public recreational access to the river is also available with docks.

Multi-Modal Transportation

McGregor enjoys two recreational trails in the area. Pikes Peak has 10.1 miles of trails and Effigy Mounds has 12.5 total miles of trails. A future goal of the community is to complete the “Trail of Photograph 24: Rail, Trail and Docks Two Cities,” a proposed trail along the Mississippi to connect Marquette and McGregor. In addition, the city hopes to eventually develop a trail system that connects the city with the Pikes Peak and Effigy Mounds trails.

Figure 5 is a map created for a Safe Routes to School project in the region, and it shows the existing sidewalks, ramps and stairs in the community. Ensuring that residents, ranging from children to the elderly, have safe and easy access throughout the community is important to a high quality of life. McGregor is fortunate to have a fairly complete sidewalk system with only a few gaps in sidewalk connectivity. Maintenance and filling in the gaps will be a continued effort as funding is available.

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Figure 5: McGregor Existing Sidewalk Infrastructure

Source: (Northeast Iowa RC & D, 2009)

Community Priorities

Safety

As McGregor considers its plans to accommodate all transportation options, safety will be an ongoing priority throughout the process. Congestion and parking issues downtown cause problems for pedestrians. Portable signage is in use, but corner crosswalks continue to have visibility issues. The city sees opportunities in signage enhancements, crosswalk painting and traffic calming measures. The community will look Photograph 25: Downtown McGregor, to identify and target high accident areas for improvements. The Congestion and Portable Crosswalk Signage city wishes to address concerns about heavy truck traffic through town and will try to coordinate efforts with local industry and traffic patrol to improve the situation while enforcing existing regulations and ordinances.

Multi-Modal Transportation

McGregor plans to improve its street and sidewalk infrastructure and connectivity to allow for easier and safer walking and biking throughout the community. Opportunities to improve the existing, as well

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as future neighborhoods include complete street designs and policies, bike lanes, sidewalk policies and safety enforcement. The community is also interested in connecting to the existing trail systems and natural resource assets surrounding the community. This could be accomplished through an expanded trail system, but also through participation in the proposed Parks Transit. In addition, the city plans to continue efforts to collaborate with regional partners on the Trail of Two Cities, a potential water trail and the Mississippi River Trail (MRT).

Transportation Summary

For the most part, residents of McGregor are reliant upon automobile transportation to get to and from the community. While public transit and taxi service are available, use by McGregor residents is limited. Community members are able to walk about the city with few barriers as far as infrastructure is concerned. Sidewalks are available throughout much of the community however the conditions of some sidewalks need to be addressed. The largest transportation issue is traffic congestion and parking in the downtown district. On busy weekends, pedestrian and bicycle safety is a concern so the community is working to improve crosswalk visibility and traffic control. Another challenge for the community is balancing its tourism goals with the existing industry needs. Specifically, trains parked on the tracks for long periods of time blocks access to the riverfront and heavy truck traffic through town creates heavy exhaust and stresses infrastructure. Improving this situation will take a cooperative effort among all parties. Long term goals for the community include connecting the community to nearby trails and natural resource assets and completing the “Trail of Two Cities” between McGregor and Marquette.

Goals, Strategies and Actions

Goal 1: Provide residents and visitors with an efficient, balanced and safe motorized and non- motorized transportation system, which is both economical and in accord with future land use and environmental goals.

Strategy 1.1: Build and maintain a local street and multi-modal system that provides for safe and efficient movement throughout McGregor and minimizes the potential for unintended use of local streets.

Action: Work with the state, county and local industry on truck traffic issues concerning health, safety and infrastructure. Action: Parking management should consider the possible need for increased parking with the city’s goal of promoting 2nd and 3rd story residential usage of commercial properties. Action: Improve downtown parking patterns and create a connection from Main Street to the Municipal Parking Lot on 1st Street and develop improved signage to direct motorists to parking and attractions. Action: Consider allowing alternative travel options on streets, such as golf carts and other low impact modes of travel.

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Strategy 1.2: Ensure that road acquisitions by the city in new developments are well-built and structurally sound and in the best interests of the long term goals of the community.

Action: Require that developers provide roads to SUDAS standards, prior to or during new development before the city assumes ownership and maintenance. Action: Consider impact to existing residential developments, environmental areas, wetlands, existing public parks and open space before approving new, expanded or improved roadways.

Strategy 1.3: Collaborate with other regional agencies and other jurisdictions to achieve an efficient transportation system, targeted regional and long range planning, and cost effective use of financial resources.

Action: Work with the railroad to facilitate planning and coordination of railroad improvement and city street improvements. Action: Continue research into Parks Transit that would serve Pikes Peak, Effigy Mounds and the cities of McGregor, Marquette and Prairie du Chien WI. Action: Support regional initiatives that provide choices in commuting to regional destinations.

Strategy 1.4: Maintain and expand a system for non-vehicular movement throughout the city based on sidewalks, trails and bike lanes. Assess improvement opportunities with all future constructions projects.

Action: Determine proposed route design for Trail of Two Cities. Action: Explore options for "Trail of Two Cities" funding sources to complete the proposed trail along the Mississippi River between McGregor and Marquette. Action: Develop a series of trails on the forest land or access highways surrounding the city and connect to other area trails such as Pikes Peak. Action: Continue to support the completion of the Mississippi River Trail (MRT).

Strategy 1.5: Recognize the needs of the central business district by offering flexible parking and other traffic design standards.

Action: Create a parking management plan for downtown to alleviate pedestrian safety concerns. Action: Improve intersection visibility by adjusting parking spaces and crosswalk paint applications. Action: Implement the results of the DOT Traffic Engineering Assistance Program (TEAP) report.

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CHAPTER 6: COMMUNITY FACILITIES

Iowa Smart Planning Guidance: This section includes goals, strategies and programs to assist future development of educational facilities, cemeteries, health care facilities, child care facilities, law enforcement and fire protection facilities, libraries and other governmental facilities that are necessary or desirable to meet the projected needs of the municipality.

Community facilities are buildings, lands and programs that provide desired and essential services to the public, such as parks, schools, police and fire protection, health care facilities and libraries. The City of McGregor, along with some private and nonprofit agencies, maintains several community facilities for residents. This section will identify the use and capacity of existing community facilities and the need for improvements or additions to ensure continued service to the residents of McGregor. Figure 6 maps out the location of the various publicly owned community facilities throughout McGregor. Figure 6: McGregor Community Facilities

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City Hall

City business is conducted from City Hall, currently located at 416 Main Street. The building was donated to the city by the Masonic Lodge, who used the building for their meetings until the time of the donation. A full time city clerk/administrator is housed in city hall as well as a part time assistant. The building has a meeting room with a capacity of 33, where the city council and other city boards and committees meet. The building is in need of some restoration and as a historic building, will require sensitive rehabilitation. Parking is limited to available on-street parking and one handicap parking space directly in front of City Hall.

Law Enforcement

Law enforcement for the City of McGregor is provided by the Mar-Mac Unified Law Enforcement District. The district provides law enforcement services to both the McGregor and Marquette communities. The district maintains a full time Chief of Police, three full time patrol officers, an administrative secretary and a contingent of four reserve officers. A 28E agreement for mutual aid exists between the Mar-Mac Unified Law Enforcement District and the Clayton County Sheriff’s Office. This agreement allows for cross coverage between the two entities as necessary. The sheriff’s office delivers a broad range of law enforcement services to the county and maintains a staff of 11 full time deputies, the sheriff, nine jailer/dispatchers and five reserve officers.

Fire Department

The City of McGregor receives fire protection from the McGregor Hook and Ladder Company No. 1. The department is a separate entity and maintains its own board of directors. It provides fire protection services to both the communities of McGregor and Marquette. The department is staffed with 30 volunteer firefighters and maintains a fleet of seven vehicles for firefighting and rescue operations. The department averages 30 alarms per year in the city and the surrounding rural district. The fire departments in Clayton County have formed a county-wide mutual aid agreement, making the services of an additional 12 fire departments available to the city in the event of a major fire or emergency. The fire station was refurbished in 2009, which included a new roof and a four stall garage. The ambulance is also housed at the station.

Emergency Medical Services

Emergency medical service for the City of McGregor is provided by the Mar-Mac Rescue Squad, headquartered in the McGregor Hook and Ladder Company No. 1 Fire Station. The Squad is the initial primary emergency medical service provider for the 48 square mile area of the emergency response district. The service is staffed with volunteer ambulance drivers and emergency medical responders. The service responds to an average of 210 calls for service per year.

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Emergency Management

Disaster and emergency management guidance is provided through the Clayton County Emergency Management Agency. The agency has one full-time Emergency Management Coordinator and a volunteer deputy coordinator. The agency is directed by the Clayton County Emergency Management Commission which includes a representative from the City of McGregor. The City of McGregor supports the agency at a cost to the city of $2 per capita.

Health Care Services

Hospitals

The City of McGregor does not have a hospital or doctor within the city’s limits. The closest location for hospital care is at the Prairie Du Chien Memorial Hospital. The hospital is a 25 bed Critical Access Hospital and was recently named one of the Nation's Top 100 Critical Care Hospitals. Approximately 400 people are served per day and it employs more than 300 (Prairie du Chien Area Chamber of Commerce, 2012). The next closest hospitals are located in Elkader and Guttenberg.

Clinics

General health care is available through Gundersen Lutheran Clinics in Postville or Prairie du Chien. Both clinics are open all day, Monday through Friday. Two other clinics, Mayo Clinic Health System - Prairie du Chien Clinic and the Great River Community Medical Clinic are also located in Prairie du Chien.

Dental Services

Dental care is available in the community through one practice that provides general dentistry services for patients of all ages.

Child and Senior Care Services

As communities plan for the future, making sure the elderly and the young are provided for is very important. Having the necessary facilities and services available to the elderly when they can no longer live by themselves or would rather have fewer responsibilities is an important consideration for an aging community. Providing the necessary childcare facilities to allow parents to work is also important to a community as a whole.

Senior Care

Great River Care Center is a nursing home with 50 beds and provides extended-stay nursing care to seniors with varying levels of disabilities. The Turner Pointe Assisted Living Facility is affiliated with the nursing home and has capacity for 18 residents.

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Child Care

MFL MarMac School and Gunderson Lutheran Clinic partnered in 2009 to open the nonprofit Dr. Clifford C. Smith Childcare Center. The Dr. Smith Center offers care for children 6 weeks through 12 years of age. The center is located on Main Street in the former offices of McGregor’s beloved family practitioner Dr. Clifford C. Smith who served the community for 42 years. The City of McGregor supports the childcare center through partnership in a 28E agreement with the MFL MarMac Community School District and the City of Monona.

Childcare services are also available from two registered home providers in the community, Kountry Fun Day Care and Swede Ridge Daycare.

Parks and Recreation

Existing parks and recreation facilities in McGregor include various municipal and school facilities. State parks are also an asset to the community due to their close proximity to the city.

Municipal Parks

Riverfront Park provides access to the Mississippi River with a Photograph 26: Riverfront Park public boat ramp and public dock facility. The park has a shelter house with picnic tables and several park benches located throughout the park.

Triangle Park is located in the Commercial Historic District and has a fountain and several park benches. This park is a focal point of the community and is the location for the spring and fall art festivals and other community gatherings and celebrations.

Artesian Park is located behind the public library and has playground equipment, a picnic table and park bench.

Cannon and Gazebo Parks (informally named by residents) were Photograph 27: Triangle Park Fountain originally one park that was divided by relocation of the highway that at one time went around Peace Park. Gazebo Park has perennial beds, a gazebo and park benches and is the location for the summer Concert in the Park series. Cannon Park houses a Japanese Howitzer and is the proposed site for a Veterans/Founders Memorial.

Turner Park is a large recreational area that has a lighted baseball field with dug outs. There is a shelter house and several pieces of playground equipment. MFL MarMac Middle School uses the park for physical education classes and sports practice. Photograph 28: Gazebo Park

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This park could be developed for more use with a walking path, additional playground equipment and grills for picnickers. The nursing home and assisted living center are located adjacent to this park, making it attractive for residents who enjoy the outdoors and watch baseball games.

Determination Park is located on top of the bluff and is named to honor the work of local artist, Ed Lawrence. In the aftermath of 9/11 Lawrence was inspired to create a sketch of an American bald eagle, titled “Determination,” and donated all the proceeds Photograph 29: Determination Park to victims of the tragedy. The park was constructed around that same time.

Non-municipal Parks

Pikes Peak is located less than three miles south of McGregor. Pikes Peak is one of the highest points in Iowa. The park offers a magnificent view of the Mississippi River and the neighboring state of Wisconsin in addition to providing campgrounds and picnic facilities. In the same area, the state also owns the Point Ann and McGregor Heights park areas which, with Pikes Peak, create a combined area of 500 acres.

The Upper Mississippi Fish and Wildlife Refuge is a migratory flyway for many varieties of birds. The McGregor District of the Upper Mississippi Refuge was established in 1924. The District’s jurisdiction stretches for 97 miles along the river. About 910,000 visitors are served annually. The McGregor office is located just a few miles north of the park and about 1 mile north of McGregor on Highway 18. It also houses a Visitor Center with displays and information (Lindell, 2012).

Effigy Mounds National Monument is located just north of Marquette. Visitors can experience 200 prehistoric Native American burial and ceremonial mounds, dating from 500 B. C. to 1300 A. D. There are 31 effigies in the shape of bears and birds. The National Monument is located on 1,500 acres of forested land along the Mississippi River bluffs.

Schools

MFL MarMac Community School District

Students in the City of McGregor attend the MFL MarMac Community School District. The district serves approximately 800 students in grades K-12 with attendance centers in Monona (PreK-3 Elementary and 9-12 High School) and McGregor (4-5 Intermediate and 6-8 Middle School). The number of students attending the Middle School in McGregor is about 300. The school district serves a 47 square mile area. Photograph 30: School Signage

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Enrollment projections for the school district indicate that the district will continue to see a decline in the number of students until the 2015-2016 school year before a slight increase in the 2016-2017 school year. Chart 22 compares the enrollment projections for the district as a whole to the 4th through 8th grade enrollment projections. Overall district enrollments are expected to decline by 9% by the 2015- 2016 school year, but the McGregor attendance center (4th through 8th grades) enrollments are expected to decline by 10.5% in that same time frame. However, by the 2013-2017 school year, McGregor attendance center projections are only down by 4.8% from current levels, compared to 8.6% for the district as a whole.

Chart 22: Enrollment Projections

Source: (Iowa Department of Education, 2012)

Table 21 provides a breakdown of enrollment numbers by grade level for the McGregor attendance center from 2001 to 2012. Over the decade, enrollment in the middle grades has declined by 47%, whereas the overall enrollments have only declined by 26%. This could be a concern for the school district and possibly the community as tightening school district budgets often leads to cost-cutting measures such as building consolidations.

Table 21: McGregor Attendance Center Enrollments, 2001-2012 Year Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Total 2011-2012 47 62 53 54 74 290 2010-2011 57 53 53 71 60 294 2009-2010 53 52 73 56 55 289 2008-2009 58 74 58 57 64 311 2007-2008 71 54 57 60 67 309 2006-2007 60 53 59 69 73 314 2005-2006 52 59 67 74 76 328 2004-2005 58 61 66 73 98 356 2003-2004 67 68 76 100 80 391 2002-2003 69 71 101 82 95 418 2001-2002 66 102 73 87 99 427 Source: (Iowa Department of Education, 2012)

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Libraries and Other Cultural Amenities

The McGregor Public Library

The McGregor Public Library was formed in 1919 and the current building was constructed in 1963. The library is conveniently located on Main Street and is open varying hours Monday through Saturday. The library provides a wide range of over 13,000 materials including books, audio and video materials and access to 13 state licensed databases and 33 print serial subscriptions. 10 public computers are available, eight of which have internet access and two are designated for young children with no internet acess. The facility also offers wireless internet acess. The building has one designated public meeting Photograph 31: McGregor Public Library room that can serve up to 20 attendees. The library currently employs two librarians, one full time director and one part time children’s librarian. The library provides numerous programming opportunities for people of all ages including summer reading programs, weekly storytimes for preschoolers, a writer’s group and craft group for adults and many other special events and programs. The library also hosts several fundraisers throughout the year.

McGregor-Marquette Center for the Arts (MMCA)

The McGregor-Marquette Center for the Arts is located on Main Street in McGregor and offers the community meeting space, visual and performing arts opportunities, classes and various special programs. The vision of the Center for the Arts is that the MMCA:

…will be a place to explore your creativity and share in the creative experience with others. A place dedicated to the many forms of creative expression, it will provide everyone a place to experience a wide variety of art activities. A place to create, display and experience the visual arts such as painting, drawing, photography, printmaking, sculpture, fiber, and ceramics. A place to create and partake in music, dance, film, video, poetry, spoken, performing and literary arts events. (McGregor- Photograph 32: Gallery Art Open House Marquette Center for the Arts, 2012) (MMCA photo)

The MMCA is a nonprofit organization with 501(c)(3) status and received the building as a donation in 2008. The doors opened in 2009 and the MMCA relies on consignment sales, donations and grants to continue its operations. Future plans include a cabaret theater on the third floor, artists in residence on the second floor, along with art education rooms. Additionally, the MMCA expects to expand the gallery and sales area to include a coffee bar.

The MMCA, in partnership with the City of McGregor, the McGregor-Marquette Chamber of Commerce,

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the McGregor Historic Preservation Commission, the McGregor Historical Museum and MFL MarMac School District, plans to establish a small town arts destination with the arts center as a hub and new works of public art placed along a pedestrian route to drive economic development in a scenic, historic, Mississippi river town. Included in this plan is the creation of an Art Trail in McGregor on the Mississippi Riverfront with five to seven new original outdoor sculptures that tell the story of the community’s history, transportation, ecology, agriculture and remarkable people.

Churches and Cemeteries

There are several churches located in McGregor, serving a broad variety of faiths. The churches are an important social asset to the community and its residents, and many church groups are involved in different events and programs that benefit the community.

There are two cemeteries in McGregor, located west and northwest of McGregor. Pleasant Grove is a public cemetery operated through an association which maintains a perpetual care fund and levies a small tax to finance cemetery operations.

Pleasant Grove, which includes 10 acres plus an additional six Photograph 33: Church at end of Main Street acres of un-cleared land, currently has about 30 percent of its space available for use. The added six acres are thought to be very rocky and would be difficult to use. Available space in the 10-acre area should be sufficient for more than 20 years. The Catholic cemetery has less available space and may need to be expanded within the next decade.

Community Priorities

Community Center

Residents expressed a desire for a multi-use community facility that could offer a space for community events and meetings, recreational activities, a senior, family and youth center, as well as a community storm shelter. The city will complete a feasibility study to determine potential costs, community usage and suitable location. The community will also need to identify potential funding opportunities from the private and public sectors.

Building Maintenance and Renovation

The overall condition of the community’s facilities were considered good, but continuous maintenance and upgrades of older facilities such as the city hall, will be required throughout the life of this plan. The city hall is experiencing some wall cracking, possibly due to settling or foundation issues, and will also need exterior work at some point. The city will continue to add updates to the library and update the city’s utility building. The McGregor-Marquette Center for the Arts, governed by a nonprofit board, has ambitious renovation plans for their building that, when completed, will be a great source of pride for

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the entire community.

Facility Improvements to Support Tourism

Several community facility improvements and additions to support the tourism industry are at the beginning stages of consideration for the community. Community members would like to see additional public restrooms available for visitors in Cannon Park and downtown. A community garden and a splash pad at Turner Park are also part of the long range improvements that residents wish to see in the community.

Community Facility Summary

McGregor’s city facilities are in good shape overall. The city hall building will require attention in the coming years to ensure its continued viability as the city’s center of operations. The city’s seven parks are all well-maintained and offer a variety of activities, equipment and amenities for residents and visitors alike. Community members are ensured adequate public safety through shared police services and local fire and emergency medical services. The community is part of a shared school district and houses grades four through eight at the McGregor campus. The school district, the City of Monona and the City of McGregor all work to support childcare for working parents and the Dr. Clifford C. Smith Childcare Center in McGregor is strongly supported by the community. The community’s cultural facilities, including the library and Center for the Arts, are well-cared for and play an important role in the community’s quality of life.

Goals, Strategies and Actions

Goal 1: Promote quality schools and access to educational opportunities for everyone.

Strategy 1.1: Cooperate with regional agencies to achieve efficiencies in the provision of services that may cross jurisdictional boundaries. Action: Cooperate and facilitate the planning and development of school facilities to serve growth in the community and better integrate school facilities with surrounding neighborhoods. Action: Work with the school district to coordinate facility uses.

Goal 2: Ensure a level of police, fire and emergency medical services that meets existing and future demands of residents and development patterns.

Strategy 2.1: Provide adequate public facilities to protect the health, safety and welfare of the community. Action: Consider applying for FEMA project grant to develop a tornado safe room.

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Goal 3: Ensure public facilities are maintained and meet the needs of current and future residents.

Strategy 3.1: Support collaborative solutions for local facility needs.

Action: Identify senior meal site. Action: Pursue public restrooms and shower project near river. Action: Investigate feasibility of a community center that could also double as a senior, family and youth center. Action: As finances or grants become available, the city hall building requires sensitive historic renovation. Action: Continue updates to the library. Action: Update the city’s utility building.

Strategy 3.2: Ensure that city parks are maintained, improved and accessible to residents.

Action: Turner Park should be developed for more use by adding a walking path, additional playground equipment, grills for picnickers and a splash pad. Action: Explore the possibility of a community garden.

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CHAPTER 7: PUBLIC INFRASTRUCTURE AND UTILITIES

Iowa Smart Planning Guidance: This section includes goals, strategies and programs to guide future development of sanitary sewer service, storm water management, water supply, solid waste disposal, wastewater treatment technologies, recycling facilities and telecommunications facilities. The comprehensive plan or land development regulations may include estimates regarding future demand for such utility services.

Introduction

Public infrastructure and utilities provide essential services to the community. Services such as sanitary sewers, water, electricity, natural gas, communications and waste and recycling facilities are integral to a high quality of life. This section identifies and evaluates existing infrastructure and utilities serving the City of McGregor. Understanding the location, use and capacity of infrastructure and utilities is important when planning for the future. In McGregor, water and wastewater treatment systems are municipally owned and operated. McGregor also operates its own electric utility governed by an appointed city board.

Water Supply

The water supply for the City of McGregor is supplied by two active wells operated by McGregor Municipal Utilities. Well #6 is drilled to 116 feet deep at 118 Main Street and serves the downtown system and Well #7 is drilled to 600 feet deep at 105 Eagle Drive and serves the upper or Ridgewood West system. Water usage averages 90,000 gallons of water per day. Water storage consists of an in- ground covered bluff-top water reservoir which holds a maximum of 297,000 gallons of water to serve the downtown system and a 20,000 gallon above ground reservoir to serve the upper system. Well field protection to a distance of 200 feet, in accordance with DNR standards, has been established for Well #7 on Eagle Drive. Well field protection is impractical for Well #6 due to its location in the city’s business district. McGregor Municipal Utilities has chlorination water treatment at both wells.

McGregor Municipal Utilities is responsible for the water treatment and distribution systems including meter repairs, change-outs and meter reading. The goal of the department is to provide excellent customer service, as well as providing the best water quality possible. The pump age capacity, year built, and depth of the wells are summarized in Table 22.

Table 22: Water Source (Well) Information Well Number Year Established Pump Capacity (Gallons per min.) Depth 6 1952 300 116 7 1993 76 600 Source: (Sander, 2012)

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Distribution System

There are almost four and one-half miles of water mains in McGregor. They vary in size from eight inches in diameter down to two inches. The lengths and the percentages of the various sizes of pipe, as well as the number of hydrants in the distribution system, are presented in Table 23.

Table 23: Water System Pipe size diameter Number of hydrants Water main linear feet Water mains percent total 2” lines 2 3,250 11 4” mains 28 11,000 37 6” mains 14 8,750 29 8” mains 13 6,750 23 Total 57 29,750 100.0 Source: (Sander, 2012)

The city averages one hydrant for each 522 linear feet of main, which gives fairly good coverage of the town for fire protection. Most of the hydrants are on the mains that are greater than six inches in diameter. Improved fire protection is being explored within the new subdivisions but is limited by four inch water mains in the Ridgewood West subdivision making adequate fire protection difficult to achieve. The Center Street subdivision addition has six inch mains but pumping capacity is low, hindering fire protection capabilities in that area. The system could be strengthened by requiring future water lines to be no less than four inches in diameter. This would result in more uniform pressures throughout the town and increased water flow.

Dead-ends are a source of taste and odor problems in a water system. They also tend to accumulate deposits of rust and do not reinforce the system’s pressure. Approximately 14 dead-ends exist in the present system. In some areas dead-ends cannot be avoided however efforts should be made to eliminate as many of these as possible. Figure 7 indicates the existing waterlines within the community.

Recent Improvements

In 1992 an eight-inch water main extension was installed along Buell Avenue to accommodate the construction of a 15-unit apartment complex. A flexible water tank cover was installed in 1999 in the reservoir building to ensure a safe drinking water supply. The well pump and motor at Well #6 were replaced with newer energy efficient models in February of 2011. Within the past five years, the following projects have been completed: two water systems; an above ground storage reservoir; a lower booster station; replacement of a section of the Prospect Street water main; and a water main extension through the Ohmer Ridge (Center Street) subdivision. Minor repairs are ongoing and are completed on an as needed basis.

Future Improvements

Well #6 has some mineral and scale build-up and some minor pitting within the casing. The well will be checked in five years to review the status and will be assessed at that time as to whether the well can be de-scaled or if a new well will need to be drilled. As feasible, two-inch water mains will be replaced with six-inch mains and additional hydrants will be installed on these new mains. A back-up generator for

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electrical power at Well #7 will be considered as this site is not within the city’s electrical service territory boundaries and there exists uncertainty regarding possible power outages. Improving the fire- fighting protection capacity will be researched to see if there is feasible solution.

Figure 7: Water Infrastructure

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Sanitary Sewer Service

Wastewater Treatment

The Wastewater Treatment Plant is located at the south end of River Road along the Mississippi River. The plant is an activated sludge reactor constructed in 1990. Upgrades were made around 2000 to meet EPA and DNR standards. The plant receives regular maintenance and complies with testing requirements delegated by the DNR. Although updates may be needed to the operational system as DNR regulations change, the storage capacity of the tanks should be sufficient to service the community for many years.

Collection System

McGregor’s sewage collection system is composed of four, six and eight inch mains that discharge into the sewage lift station near Front Street and the Mississippi River. From the lift station the sewage passes through a force main to the sewage treatment plant located one-half mile downstream along the river from the developed portion of the community. The sewage collection system serves about 90 percent of the developed area of the community.

The main portion of the sanitary collection system was installed in 1906 with additions to the system occurring in the years that followed. The collection system is aging and poses a more significant need for improvement than the wastewater treatment plant. Deficiencies exist such as cracked pipes, open joints, excessive settlement and partial blockages. Televising of the collections system is conducted each year to locate problem areas and to prioritize improvements. The replacement of one maintenance-hole each year has been built into the operating budget for the sewer department.

Extension of the sanitary system to new customers and into new areas is approved by the City Council with the cost of such extensions being paid for by the city. The property owner is required to connect to the public sewer line if the main is within 100 feet of the property. The owner is responsible for the cost of connection and maintenance of the sewer service line from the building to the main sewer. A permit is required for connection to the sewer main and fees are determined by the property type (residential, commercial or industrial). A one-time universal connection charge is also collected from all customer classes. Figure 8 maps the city’s sewer infrastructure.

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Figure 8: Sewer Infrastructure

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Stormwater Management

McGregor has an extensive system for controlling stormwater that consists of a main sewer and five lateral systems. The main sewer is an open channel with varying dimensions of 7 to 10 feet deep and 8 to 10 feet wide that carries storm water draining from the surrounding hills to the Mississippi River. The Pikes Peak, Siegel and Slaughter detention dams were constructed by the Civilian Conservation Corps in the 1930s to hold back stormwater during heavy rain events. Understanding Photograph 34: Main Stormwater Channel the importance of stormwater control to residents, the city continues planning for modifications to the existing structures and the construction of additional detention dams. As funding becomes available, these improvements will be made.

McGregor implemented a storm water utility in 2004 to help with the ongoing costs of maintaining such an extensive storm sewer system. The fee is assessed monthly to all customers billed for electric service by the Municipal Utility, all residents of the city who are billed for solid waste collection and owners of property within the city limits not otherwise billed under the earlier classifications.

Electricity

McGregor Municipal Utilities maintains its own electrical power generating plant, built in 1941. The electric system consists of a 69 Kv system with approximately 8.8 miles of 4160v distribution lines, serving 625 customers. The McGregor Municipal Utilities plant is capable of providing electrical power to the entire city and all of the city’s facilities in time of power outages if needed. The total electrical generating capacity of the plant is 2.0 MW. The plant has three generators that were installed in 1941, 1955 and 1977. The generators are used for emergency response situations to provide electrical power to the city. The plant is located in the city’s flood plain, but is protected by a concrete flood wall. The utility is governed by a five person board Photograph 35: Utility Building appointed by the mayor with city council approval.

Recent Improvements

Recent improvements include the upgrade of the distribution power lines along Center Street to serve five lots in the Ohmer Lane subdivision in 2006. In 2008-2009, electric lines were constructed in the Ohmer Ridge subdivision to serve an additional 19 lots. The 69Kv transmission line that feeds the substation and powers the town was rebuilt in 1994. In 2002, the decorative street lights along Main Street were added as part of the downtown beautification project. Other improvements included exhaust, plumbing and motor controls for the electric generators, and normal maintenance and

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upgrades to the primary and secondary power lines and transformers. Small overhead and underground line extensions have been added on an as needed basis. Currently, the installation of 1800 feet of an underground 3-phase cable is under construction on River Street to reduce outages to the wastewater treatment plant and residents in this area.

Future Improvements

The re-routing of a distribution line serving upper Ash Street will be considered if right-of-ways are obtained by the property owners to help reduce power outages to this area. The city has begun a pilot program replacing high pressure sodium (HPS) street lighting with light emitting diode (LED) street lighting along West Main Street to reduce the energy load on the city. Additional LED street lighting may be added in the future after public input is obtained and when the cost of LED lighting is more feasible. Other future projects may include replacing the substation transformer, engine pumps, switch gear and possibly a generator.

Solid Waste Disposal and Recycling Facilities

Solid Waste Collection

The city contracts for solid waste disposal and recycling. Curbside pick-up is weekly with roll-out containers provided for residents. City crews pick up solid waste at several properties and place in the city dumpster. Dumpsters are provided in several locations where access by garbage trucks is limited due to limited turn around areas and streets with weight limits. Garbage service is billed monthly for all properties receiving or eligible for pickup. Commercial properties contract directly with a hauler of their choice. A spring cleanup day and a fall cleanup day are included at no additional charge to property owners. Appliances and other large items may be disposed of at these times. The city is a partner in the Winneshiek County Landfill agreement. The solid waste disposal fee is established by resolution of the City Council. Yard waste removal is provided to property owners on a monthly basis. The yard waste is handled by city crews. Yard waste may also be hauled to the disposal site and will be billed on a per load basis.

Recycling

Recycling is voluntary with containers provided for pick-up of aluminum, metal, plastic, paper and cardboard. These items are placed curbside for weekly disposal. An electronics recycling company is also available for several hours during the spring and fall clean up. Residents must deliver their items to the designated pickup location and pay a fee as determined by the recycling company.

Communication Infrastructure

McGregor residents have access to high speed internet through Mediacom and telephone service from Alpine Communication. Residents are generally satisfied with the services provided but would like to have more options available. Cell phone and radio reception is an area of concern as residents identified reception being spotty.

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Community Priorities

Water & Sewer

McGregor currently has over 60 properties in the Heights addition and going south along the river that do not have municipal water and sewer service. Establishing service for these areas will fulfill both a sanitary need and provide fire protection. A cooperative effort between the City of McGregor and McGregor Municipal Utilities will be necessary to complete this project

Collaboration

The City of McGregor and McGregor Municipal Utility are two separate entities that both provide services to the residents of McGregor. The city administration is responsible for sewer and storm water services and the Utility is responsible for water and electricity. In the past there has been a less than optimal amount of collaboration and communication between the two entities. Opportunities to improve these relations through planned projects, regular meetings and consistent communication will ensure that resident needs are being met and that multiple projects can be completed in the most financially feasible method.

Electric Utility

McGregor Municipal Utility operates a power plant and provides services to a majority of the residents in McGregor. Equipment and facility upgrades, replacements, collaboration and lack of service in certain areas of the community were identified as issues for the community. As mentioned above, collaboration with the city to extend services as other projects are being completed will help with costs and provide services to residents who currently lack this utility. The utility can research grant opportunities through FEMA for the replacement of generators. For a community of its size, a power plant is not very common and residents are aware of this unique and valuable asset. The power plant is getting to the point that aging generators, EPA regulations and general maintenance may require a new plant be built in the near future.

Utility Options

Residents identified a need for more choices in utilities such as internet, telephone and gas. Bringing more competition to the community could help with the cost and options residents are currently presented with and may improve issues concerning a lack of cell phone coverage, internet speed and lack of service to some properties. Additionally natural gas was another option residents would like to pursue and a feasibility study with local providers would be the first step in this process.

Storm Water Management

McGregor’s steep topography requires a continued effort to improve storm water management throughout the community. Opportunities for improvement include detention or retention basins in the subdivisions on the bluffs, installing curbs when replacing or installing new sidewalks and streets and considering permeable pavement and other storm water management techniques. The community may

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also look to adopt storm water management best practices.

Public Infrastructure and Utilities Summary

The City of McGregor provides sewer, water, stormwater, electricity and solid waste services to its community members. There are some areas of the community that are not yet served by municipal utilities and the city is seeking ways to expand its infrastructure to reach all community members. Currently the municipal services are provided by two separate city entities. Consolidation could be considered as the community seeks efficiencies in providing services to its residents. Aging infrastructure will continue to present challenges for the community and the city will need to develop strategies to prioritize and manage replacements and upgrades.

Goals, Strategies and Actions

Goal 1: Provide a full range of quality, efficient, renewable, sustainable and cost-effective community services that meet the existing and future demands of residents, land owners and visitors.

Strategy 1.1: Continually investigate alternative service provision options that may be more effective in providing services to residents.

Action: Explore private and public options for natural gas.

Goal 2: Ensure that reliable, efficient and well-planned utilities (i.e. water, sewer, gas, electric, LP) and communication services (i.e. telephone, cable, telecommunications) adequately serve existing and future development.

Strategy 2.1: Coordinate preparation of utility master plans for municipal sanitary sewer, electric, storm sewer and water systems with the Comprehensive Land Use Plan and accompanying development projections.

Action: Create master utility plan in coordinated effort with McGregor Municipal Utility. Action: Develop and maintain a five year capital improvements program and budget for the development, expansion, upgrade and replacement of municipal systems, municipal equipment and parks and recreation areas.

Strategy 2.2: Encourage the full utilization of existing infrastructure systems.

Action: Encourage and support infill development over extensions as possible. Action: Ensure capacity is reserved for potential high demand uses that may provide positive economic development opportunities to the community.

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Strategy 2.3: Ensure adequate capacity and support the maintenance and improvements of older facilities and infrastructure in and around McGregor.

Action: Make needed upgrades to the utility building. Action: Replace electric generators. Action: Monitor Power Plant, prepare for replacement. Action: Monitor the status of Well #6 for repair or replacement. Action: Evaluate the impacts of all commercial development proposals on the municipal utility system.

Strategy 2.4: Maximize the use of rainwater gardens, wetlands or other natural systems to manage stormwater runoff in an environmentally sound manner and reduce unnecessary construction of storm sewer infrastructure.

Action: Research and identify different methods to handle run-off and flooding problems, such as rain gardens and permeable pavement when planning infrastructure improvements. Action: Provide storm sewers to those areas no longer adequately drained by natural systems.

Strategy 2.5: Apply fair and equitable written assessment policies for the extension of water and sewer lines to accommodate new development.

Action: Create a policy that provides for equitable assessment of the improvement costs while protecting city taxpayers.

Strategy 2.6: Develop sewer and water infrastructure that is accessible by all residents.

Action: Collaborate with McGregor Municipal Utility on projects that expand water and sewer to current residential units without services.

Strategy 2.7: Allow the extension of sewer and water infrastructure systems only after presently serviced areas have been developed to near capacity.

Action: Develop plan for handling private septic systems and wells once city services are available to those residents.

Strategy 2.8: Promote collaboration of resources whenever possible.

Action: Establish meetings between the city council and MMU board to discuss and consider the consolidation of city services to deliver them to city residents in the most efficient and cost effective way.

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CHAPTER 8: NATURAL AND AGRICULTURAL RESOURCES

Iowa Smart Planning Guidance: This section includes goals, strategies and programs addressing preservation and protection of agricultural and natural resources.

Introduction

This element includes an inventory and an analysis of the natural and agricultural resources in and near the City of McGregor. Within the following narrative, various components of the community’s natural resource base are examined at a broad level in order to provide the community with the necessary information to make informed decisions about future growth and development.

Environment Photograph 36: Mississippi River

Climate

McGregor’s climate is characterized by four distinct seasons with wide variations in temperature and precipitation throughout the year. Temperatures range from an average high of 30°F during the winter months to an average high of 82°F in the summer months. Total annual average precipitation is 34.68 inches. The highest recorded temperature was 105°F in 1955, and the lowest recorded temperature was -37°F in 1963 (The Weather Channel, 2012). Table 24 shows the average temperatures and precipitation amounts for each month.

Table 24: McGregor's Average Climate Average Average Average Month High Low Precipitation

Jan 27°F 9°F 1.04 in.

Feb 33°F 13°F 1.25 in.

Mar 45°F 24°F 1.87 in.

Apr 60°F 37°F 3.82 in.

May 70°F 48°F 4.21 in.

Jun 80°F 58°F 4.72 in.

Jul 84°F 62°F 3.95 in.

Aug 82°F 61°F 4.39 in.

Sep 74°F 51°F 3.20 in.

Oct 62°F 39°F 2.43 in.

Nov 46°F 27°F 2.29 in.

Dec 31°F 14°F 1.51 in. Source: (The Weather Channel, 2012)

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Soils

McGregor is located in the Fayette-Nordness-Rock outcrop association in the Driftless Area. This soil association is characterized by narrow valleys bordered by steep side slopes of limestone. Surface soil types and characteristics range widely in McGregor because of the extreme nature of the topography. Fayette silt loam soils are found on the ridge areas and upper side slopes of the city, Rock outcrop, in the form of bare limestone is along the bluff’s edge and sides and along the river, and Nordness silt loan soils in the low-lying areas of the community. Other soil types found in the McGregor area include Dubuque silt loam, Dorchester-Volney, Dorchester silt loam, Caneek silt loam and a few others. In the McGregor area four soil types predominate: Rock outcrop accounts for approximately 28% of soil coverage, Fayette silt loam 21%, Nordness silt loam 14% and Dubuque silt loam 12% (USDA-NRCS, 2012).

Topography

McGregor is located in the Paleozoic Plateau. The Paleozoic Plateau is a unique area of Iowa missed by glacial activity (also known as the Driftless Area) about 12,000 years ago and is known for its bluffs, waterfalls, caves, springs and sinkholes (The Iowa Department of Natural Resources, 2012). The region’s rock layers vary in resistance to erosion, producing bluffs, waterfalls and rapids; and shallow limestone coupled with the dissolving action of groundwater produces caves, springs and sinkholes. This topography can also be classified as “karst.”

McGregor’s specific topography consists of moderately sloping to steep slopes with well-drained soil, underlain with limestone bedrock. This terrain makes up the area in and around McGregor. The topography slopes sharply from its western edge easterly towards the Mississippi River. The ridges rise to about 1,100 feet above sea level from an elevation of about 600 feet along the river, creating a maximum relief of some 500 feet within the city limits (Google, 2011). Substantial sections of the community are forest-covered, steep-sloped and unsuitable for development. Figure 9 shows the topography in the community.

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Figure 9: Topography Map

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Vegetation

In the McGregor area the vegetation is affected by slope, exposure, moisture and soil conditions. The terrain has a varied vegetation cover but is mostly forest and woodland or agricultural vegetation. Bottomland species such as elm, ash, silver maple, box elder, willow, black walnut, cottonwood and butternut grow on the stream terraces. Slopes and uplands support the oak-hickory association, which in some places is succeeded by maple-basswood growth. Other woody species on the forested slopes include red cedar, white pine, balsam fir, white birch, aspen and Canadian yew. The under story consists of gooseberry, raspberry, hazelnut, ironwood, dogwood, honeysuckle, prickly ash, smooth sumac, staghorn sumac, poison ivy and numerous ferns and grasses.

Fish and Wildlife

Fish and wildlife are abundant in the McGregor area and provide a large economic and recreational asset for the community. Development of wildlife habitat that is compatible with modern farming and land use decisions is key to successful wildlife management. The McGregor area has a wide variety of wildlife species due to the varied topography and vegetation. The area has pheasant, grouse, rabbit, red fox, muskrat, mink, beaver, whitetail deer, fox squirrel, grey fox, raccoon, coyote, woodchuck, otter, skunk and wild turkey. The fish species in the area include game fish such as small mouth bass, rock bass, bluegill, bullhead and trout. The trout are limited to the cold, clear, spring-fed streams. In addition, croppies, northern pike, walleye, ranger, largemouth bass and white bass occupy the Mississippi River habitat.

River/Watershed

The Mississippi River runs along the eastern city limits of McGregor. The Mississippi River is a regulated body of water with a series of locks and dams, which are operated and maintained by the U.S. Army Corps of Engineers. The areas between the locks and dams are known as pools. McGregor is located on Pool No. 10. This pool starts at the upper end by the lock and dam at Lynxville, Wisconsin and ends on the lower end by the lock and dam at Guttenberg, Iowa.

McGregor is part of the Upper Mississippi Watershed which is in excess of 67,000 square miles. This large watershed flows into the Mississippi River from areas to the north and extends into the states of Minnesota and Wisconsin. The city sits at the cusp of two sub-basins, the Coon-Yellow Sub-Basin to the north of Highway 18 and the Grant-Little Maquoketa to the south, with the majority of the community within the Grant-Little Maquoketa Watershed. Nearly 80% of the land in the Grant-Little Maquoketa Watershed is in farms; 12.4% of the acreage in Clayton County is within the Grant-Little Maquoketa Watershed (USDA-NRCS, 2007).

Agricultural Resources

The City of McGregor has a small amount of agricultural land within its city limits and with the limited space available for growth due to environmental constraints, agricultural land may be used for new development. McGregor does recognize the importance of agricultural land and its significance to

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Clayton County and the city will work with the county on any future development to ensure that prime agricultural land is protected if possible.

Natural and Agricultural Resource Protection Programs

There are many programs in place to assist with the protection of natural and agricultural resources. A few examples of the opportunities available are the Watershed Protection Program, Iowa Conservation Reserve Enhancement Program (CREP), Iowa Water Quality Loan Fund, Conservation Reserve Program (CRP), Environmental Quality Incentives Program (EQIP) and Wildlife Habitat Incentive Program (WHIP). The USDA customer service center in Elkader houses the Natural Resources Conservation Service (NRCS) and Farm Services Agency (FSA) offices, where most of these programs are Photograph 37: Farm near McGregor administered.

Community Priorities

Recreation

McGregor has an abundance of natural resources which offer excellent recreational opportunities. McGregor would like to capitalize on these recreation opportunities to draw in more tourists during all seasons. Establishing water and land trails to provide access to the recreational assets and expanding available fishing through dock and water access would improve the tourist experience for McGregor. Hiking, biking, bird watching on area trails, geo-caching and many winter activities, such as skiing, tubing and snowmobiling, could help draw Photograph 38: Water Skiing on the Mississippi visitors to the community.

Protection

McGregor’s unique topography and natural beauty is something to be preserved and protected. McGregor looks to provide access to these natural resources without harming them. As McGregor’s land availability for development is limited due to the topography, it expects more development to occur on top of the bluffs. As this trend continues, efforts to ensure development is well-planned and considers effects to the ecosystem and landscape will be a priority. Opportunities to work with county, regional, state and federal organizations Photograph 39: Signage at Wildlife Refuge

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on best management practices will help protect natural resources while still allowing development. Citizens are also interested in re-establishing the American School of Wildlife and its purpose of “promoting conservation values among the public.”

The nearby Driftless Area National Wildlife Refuge was established in 1989 to protect the federally endangered Iowa Pleistocene snail and threatened northern monkshood plant. This area also provides habitat for other glacial relict snail and plant species that need particular climatic conditions to live. The refuge currently consists of 775 acres in Northeast Iowa. The ultimate goal of the refuge is to see the two species removed from the endangered species list (U.S. Fish and Wildlife Service, n.d.).

Tourism

McGregor and the surrounding area is an attractive tourist destination because of the state and federal parks, the Mississippi River and the beautiful natural resources. McGregor looks to invite tourists and recreation seekers who are enjoying these natural resource assets into the community. The city would like to establish unobtrusive signage and marketing to inform tourists about McGregor’s services and amenities, and host events that celebrate the natural resources and recreational opportunities available in the area.

The Mississippi River provides the largest single source of tourism potential in the McGregor area, a potential that should be expanded upon. It offers a variety of water sports, bird watching and general leisure activities. At present, the available public access in McGregor is limited in its ability to service the peak demand during the summer months, and increased future demands will make the gap even wider.

Connecting McGregor to the area’s natural resource attractions like Pikes Peak by trail is a priority as current connectivity consists of walking and biking along the narrow shoulders of busy roadways. The city looks to connect by trail to natural resource assets both north and south to situate McGregor as a hub for visitors wishing to spend time in the area.

Natural and Agricultural Resources Summary

McGregor is fortunate to be surrounded by natural resource assets. Maintaining and protecting these natural resources as community assets is important to the community. Fortunately, much of the natural area around the community is held as government park land or is otherwise protected from private development and open to the public. The community hopes to capitalize on the tourism that the natural beauty and outdoor recreation attract. To do this, the city plans to work on expanding its connectivity to these natural resource areas via trails to area parks and conservation areas and more public access to the river in McGregor. Additionally, the city will look for ways to increase its marketing through well-placed signage and other messaging opportunities.

While agricultural land use is small within the city limits, the city understands the impact that agriculture has on its economy. The grain terminal is a source of several jobs for the community. With that, the community does experience some incompatibility between agriculture and tourism, specifically with traffic flow throughout the community. The city is seeking ways for both to utilize city roadways with less conflict.

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Goals, Strategies and Actions

Goal 1: Preserve and utilize natural resources

Strategy 1.1: Evaluate all proposals for development in order to minimize the impacts on municipal and natural systems.

Action: Consider erosion potential and viewshed protection before approving new development.

Strategy 1.2: Encourage preservation and protection of the Driftless Region, karst topography, wetlands, drainage ways and shore lands as natural habitats for community betterment.

Action: Explore the possibility of re-establishing the “American School of Wildlife” (aka the “MacGregor [sic] Wild Life School” or the “American Institute of Nature Studies”)

Strategy 1.3: Restrict inappropriate alteration of significant natural contours and soils.

Action 1: Require that development plans demonstrate a compatibility with natural features and systems.

Strategy 1.4: Continue the protection standards that maintain the integrity of the city’s natural vegetation.

Action: Establish a Tree Board and develop tree ordinances. Action: Make application to become a Tree City USA. Action: Establish a management program for invasive insects and plants. Action: Inform and educate residents about invasive species to prevent their use in landscaping applications.

Strategy 1.5: Preserve and expand public access to wetlands, river shore or other natural preservation areas.

Action: Consider acquisition through purchase, easement, dedication or other instrument.

Strategy 1.6: Work with developers to preserve existing natural open space areas and areas that help implement the Greenway2 concept.

Action: Require that new development plans incorporate natural resource protections as possible.

2 A Greenway concept is an area of undeveloped land in or near an urban area, set aside for recreational use or environmental protection.

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Strategy 1.7: Develop, preserve and protect environmental resources within the area, such as forest, wetlands, water bodies and shorelines, with respect to open space, recreational uses, water and air quality and natural ecosystems.

Action: Consider active acquisition of space for parks, trails and green space. Action: Market the area’s natural resource areas to promote tourism and increase the city’s financial ability to acquire and protect these resources.

Strategy 1.8: Encourage design strategies that utilize the natural environment to save heating and cooling costs (solar energy), snow removal expenses (living snow fence) or storm water retention (rain gardens, cisterns, rooftop gardens, permeable pavers).

Action: Research state resources to assist in the community’s efforts to become more sustainable and environmentally friendly.

Strategy 1.9: Encourage Watershed Management/Protection.

Action: Work with Clayton County and surrounding communities to establish a coalition to protect the area’s watershed.

Goal 2: Conserve prime agricultural lands when possible.

Strategy 2.1: As new development occurs, review agricultural value such as Corn Suitability Rating in considering possible agricultural land sites for other uses.

Action: When given a choice, select least suitable agricultural land for development.

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CHAPTER 9: HAZARDS

Iowa Smart Planning Guidance: This section includes goals, strategies and programs that identify the natural and other hazards that have the greatest likelihood of impacting the municipality or that pose a risk of catastrophic damage as such hazards relate to land use and development decisions, as well as the steps necessary to mitigate risk after considering the local hazard mitigation plan approved by the Federal Emergency Management Agency.

Introduction

This section identifies hazards that carry the greatest risk of negatively impacting the City of McGregor. The Clayton County Multi-Jurisdictional (MJ-19) Multi-Hazard Mitigation Plan was approved by the Federal Emergency Management Agency (FEMA) in August of 2011. This plan goes into great detail regarding these risks and articulates the mitigation strategies identified to address or avoid them. The top four hazard concerns identified for the community were a transportation hazardous materials event, structural fire, flash flooding and river flooding.

Flood Plain Management

To mitigate future flood impacts, the City of McGregor has developed a Floodplain Ordinance, included as Chapter 160 of the city’s code of ordinances. The ordinance designates the McGregor City Administrator/Clerk as the McGregor Floodplain Manager and regulates development in the city’s Flood Plain District. The ordinance establishes a system which requires a permit for any development proposed within the Flood Plain District. It also establishes specific performance standards for construction within the Flood Plain District. As per the requirements of the ordinance, most flood plain construction must be approved by the Iowa Department of Natural Resources.

Figure 10 illustrates the extent of the flood plain within the city. The entire downtown area is within the flood plain, with over 100 structures at risk of flooding. The city has taken some measures to mitigate the impact of floods. In 1969, the US Army Corps of Engineers constructed a 1,500 foot long levee along Front Street and the city has also built a flood wall around the McGregor Utility plant. The likelihood of future flooding is high and it is probable that some will cause measurable damage.

Storm Water Management

Several dams were constructed in 1939, creating retention ponds to help with water runoff. They are the Siegel Dam, Pike Peek Dam and Slaughter Dam. The city also built two additional dams to create retention basins located in an area known as Methodist Hollow. The city is currently working on a FEMA project to help with water runoff mitigation.

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Figure 10: Flood Plain

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Human-Caused Hazards

Structural fires are a concern for the city given its aging housing stock. The probability of outdated electrical systems within older structures makes them more vulnerable to fire. Additionally, the water service lines to some areas of the town do not offer adequate pressure or capacity to fight fires in those areas.

The probability of a hazardous transportation incident within the community is heightened by the high number of vehicles passing through or near the community on a daily basis. This type of incident was identified as the number one risk for residents during the hazard mitigation planning process. The city is vulnerable to highway incidents on Highways 18 and 76 through town. Additional potentially hazardous traffic traveling through the community includes the railroad, with several trains passing through town each day, and river transportation.

Community Priorities

Flooding

Flooding is a serious concern for the downtown retail and residential districts. The community has suffered significant flooding several times over the past decade. The levee, flood wall and several dams are all in place to lessen the impact of flooding, but it is certain to occur given the downtown’s elevation and proximity to the Mississippi River. The city will continue its efforts to ensure that no future development occurs in the flood prone areas and that the city remains in good standing with the National Flood Insurance Program Photograph 40: Flooding in 2011 (NFIP).

Storm Water

Excessive storm water runoff from the steep topography is an issue in the community and can be the cause of flash flooding. The city is currently working with FEMA and CDBG funding to better handle its storm water runoff. Plans include new detention basins, modification of existing basins, stabilization of existing channels and improvements to the drainage network. The city will continue to consider potential run-off issues when approving future development.

Hazard Mitigation Plan

As funding becomes available, McGregor will implement the hazard mitigation projects identified in the hazard mitigation plan. Opportunities to combine projects to save time and resources should be explored. For future upgrades to community facilities, the city will implement practices that help mitigate potential hazards and as new development is considered, assess potential hazards that may impact the development or vice versa.

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Hazards Summary

McGregor is susceptible to several hazards including flooding, hazardous transportation incidents and structural fires. Flooding from the Mississippi and sudden heavy downpours are troublesome and sometimes dangerous for residents in the community. There are over 100 structures within the flood plain in McGregor and over half of these are residential structures. The remaining are commercial and municipal facilities. Flooding has the largest impact along Main Street with the potential to seriously damage historic properties and the tourism economy in the city. Several measures are being undertaken by the city to mitigate the impacts of flooding in the community.

Human-caused hazards such as transportation incidents and structural fires are difficult to mitigate. Transportation networks in McGregor include roadways, railways and river traffic. The city itself has little jurisdiction over these networks so as to reduce the city’s vulnerability to such accidents. To reduce susceptibility to fire, residents must be encouraged to take action. Citizen education, enforcing city codes and reporting electrical installation anomalies to state inspectors and promoting housing rehabilitation programs are all efforts the community can engage in to make it a safer place for its residents. The city is also working to develop a replacement plan for city water infrastructure that cannot accommodate the needs of fire fighters.

Goals, Strategies and Actions

Goal 1: Improve the quality of life by mitigating potential hazards.

Strategy 1.1: Prepare for incident.

Action: Continue HAZMAT agreements and support regional HAZMAT teams. Action: Conduct training seminars on HAZMAT railroad spills. Action: Promote NOAA weather radio use. Action: Establish storm watershed district. Action: Training for floodplain manager. Action: Educate the public on proper steps to be taken in the event of a tornado or high wind event, and how to prepare for a possible event. Action: Prepare/Implement mass casualty incident plans. Action: Develop a system to monitor dams during heavy rain events. Action: Review and improve security at critical facilities in the city. Action: Develop local emergency operations plan.

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Strategy 1.2: Monitor and upgrade community infrastructure.

Action: Conduct hydrology study for storm sewer system. Action: Elevate levees. Action: Build drainage culverts. Action: Construct additional retention basin dams. Action: Bury utility lines. Action: Encourage construction of tornado safe rooms. Action: Establish concrete spillways on top of dams. Action: Develop soil erosion stabilization projects. Action: Install PVC to replace existing clay sewer lines.

Strategy 1.3: Ensure community readiness for emergency response.

Action: Establish ordinance to require fire extinguishers in multi-family units. Action: Encourage citizen purchase/use of smoke detectors. Action: Wireless Internet capability for law enforcement vehicles. Action: Develop plans to address utility outages and emergencies. Action: Establish Good Neighbor programs for winter storms. Action: Maintain a list of sites that could be used as cooling shelters for public retreats during extreme heat events. Action: Develop evacuation plans for threatened areas. Action: Develop and enhance response plans for terrorism incidents. Action: Encourage residents to have Disaster Supply Kits on hand. Action: Identify potential funding sources needed to accomplish identified mitigation projects.

Goal 2: Take steps to mitigate the probable negative consequences that may occur as a result of natural and human caused/combination disasters.

Strategy 2.1: Ensure emergency response is fast, effective and appropriate.

Action: Purchase new pagers for fire departments. Action: Purchase fire pumper truck. Action: Maintain well equipped and well trained fire departments capable of appropriate and effective response. Action: Purchase portable pumps. Action: Purchase portable barricades. Action: Purchase portable gas or diesel powered electric generators. Action: Purchase new ambulance.

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Goal 3: Protect the health and welfare of the entire community.

Strategy 3.1: Enhance the training and capabilities of all first responders.

Action: Fire department training. Action: Designate and develop community shelters. Action: Maintain a well-trained and viable Police Department in order to identify and respond to potential threats and events. Action: Support EMS training. Action: Train key community leaders.

Goal 4: Protect businesses and industries and ensure the economic viability of the city.

Strategy 4.1: Reduce the impact of hazards.

Action: Limit development in flood plain areas. Action: Continue membership in the National Flood Insurance Program. Action: Update flood maps. Action: Flood protection for Main Street, City Well and McGregor Public Library. Action: Develop alternate energy sources. Action: Adopt building codes that regulate construction in landslide areas. Action: Develop county wide building code/inspector services.

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CHAPTER 10: INTERGOVERNMENTAL COLLABORATION

Iowa Smart Planning Guidelines: This section contains goals, strategies and programs for joint planning and joint decision-making with other municipalities or governmental entities, including school districts and drainage districts, for siting and constructing public facilities and sharing public services. The comprehensive plan or land development regulations may identify existing or potential conflicts between the municipality and other local governments related to future development of the municipality and may include recommendations for resolving such conflicts. The comprehensive plan or land development regulations may also identify opportunities to collaborate and partner with neighboring jurisdictions and other entities in the region for projects of mutual interest.

Introduction

Intergovernmental collaboration involves working with neighboring communities, school districts and other agencies to understand how their future planning and development activity may impact the City of McGregor and vice versa. At a minimum, this should involve sharing plans that may conflict or coincide with neighboring jurisdictions and local agencies so that cooperation results in an optimum implementation process. The City of McGregor has a strong record of cooperating with nearby communities, county government, the local school district, state agencies and regional agencies.

Adjacent Governmental Units

The City of McGregor has cooperative agreements with the City of Marquette for Unified Law Enforcement and for a shared fire department. Both cities contribute to the McGregor-Marquette Chamber of Commerce for operations and marketing of the area. The maintenance shop is shared by the city, Clayton County and McGregor Municipal Utility.

U.S. Highway 76 passes through the city and north along the river. A maintenance agreement is in place with the Iowa D.O.T. for the various aspects of maintenance and clearing of the highway. The city works closely with the Iowa DNR, U. S. Fish and Wildlife and Corps of Engineers on issues related to the Mississippi River and surrounding forest and park ground. The Dr. Clifford C. Smith Childcare is a collaborative effort developed by the city, MFL MarMac School District and Gundersen Lutheran Hospital. The school and city also share the use and maintenance of Turner Park.

Public Engagement

In addition to important intergovernmental collaborations, McGregor wishes to promote more public engagement in its activities. Informing and involving the public is an essential part of providing transparency in community governance. Specifically, the city hopes to update its website and tap into electronic media as a way to better engage its busy population. McGregor understands that getting good results in community development depends upon the support of its residents and will continue to look for ways to promote its activities and decision-making process to build more productive resident engagement.

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Community Priorities

Collaboration

McGregor looks to strengthen its current partnerships and develop new collaborations that address the long term goals of the community. McGregor’s location requires the community to play an active role in collaboration with the City of Marquette, Clayton County, the Iowa DOT, the Iowa DNR, MFL MarMac School District and Gundersen Lutheran. Collaboration and cooperation with McGregor Municipal Utility is also important to ensure that resident needs are fully met by all the city agencies. Continued efforts will be made to keep open communications with these agencies and an understanding of future plans among agencies will allow for better collaboration on projects.

Public Engagement

McGregor will continue to gather public input and volunteers for future projects. Public engagement and volunteerism are important aspects to the success of community projects. With limited budgets, it is often a grassroots effort that drives many of the projects in the community. Opportunities to improve public engagement include an active city website, promoting and recognizing the efforts of volunteers and ensuring the public has sufficient opportunities to get involved and provide input.

Intergovernmental Collaboration Summary

Both intergovernmental cooperation and public engagement share the core requirement of effective communication. Together collaboration and public engagement are important ways to make the most efficient use of the community’s limited resources and ensure fair and equitable decision-making processes. The city is fortunate to have strong partners in neighboring communities, the school district, the county and state to collaborate with on a variety of community development projects and initiatives.

Goals, Strategies and Actions

Goal 1: Maintain or establish processes to assure coordination with other governmental entities regarding development activities and services.

Strategy 1.1: Create formal coordination mechanisms with the local school district, McGregor Municipal Utility, adjacent municipalities, and regional, county, state and federal agencies and other organizations where needed to support the implementation of the City of McGregor’s Comprehensive Plan.

Action: Establish fringe area agreement with Marquette. Action: Work with the railroad to facilitate planning and coordination of railroad improvements and city street improvements. Action: Encourage coordination with McGregor Municipal Utility to ensure adequate services are provided throughout the city.

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Strategy 1.4: Continue collaborative efforts with the City of Marquette on projects of mutual interest.

Action: Support the planning process for development of the Wetlands Center. Action: Pursue development of the Trail of Two Cities. Action: Continue to support the McGregor-Marquette Center for the Arts. Action: Maintain the Great Places collaboration to complete the Woodland Trail, the Arts Center and Observation Tower projects. Action: Support the Parks Transit (Trolley) project with Marquette and Prairie du Chien. Action: Coordinate regular community stakeholder meetings to identify areas of mutual benefit. Action: Develop a sound relationship and collaborate with the Wildlife Refuge.

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CHAPTER 11: LAND USE

Iowa Smart Planning Guidance: This section includes goals, strategies and programs that identify current land uses within the municipality and that guide the future development and redevelopment of property, consistent with the municipality's character. The comprehensive plan or land development regulations may include information on the amount, type, intensity and density of existing land use, trends in the market price of land used for specific purposes and plans for future land use throughout the municipality. The comprehensive plan or land development regulations may identify and include information on property that has the possibility for redevelopment, a map of existing and potential land use and land use conflicts, information and maps relating to the current and future provision of utilities within the municipality, information and maps that identify the current and future boundaries for areas reserved for soil conservation, water supply conservation, flood control and surface water drainage and removal. Information provided under this paragraph may also include an analysis of the current and potential impacts on local watersheds and air quality.

Introduction

This section examines the existing land use patterns and development projections and proposes a future land use scenario for the City of McGregor. A primary purpose of land use planning is to ensure the protection of existing conforming properties and future development from encroachment by incompatible uses. This protection benefits residents, landowners, developers and investors alike.

Existing land uses are evaluated, and the proposed distribution, location and extent of future land uses are designated. The principles and standards for implementing the Future Land Use Plan will need to be specifically defined in the city's land development regulations and the zoning codes and regulations. The land development regulations are the foremost means of implementing the guidelines in the City of McGregor Comprehensive Smart Plan and controlling the uses of land in the city. The city’s current zoning map is included as Figure 11.

Land Use Challenges

McGregor’s location offers unique and beautiful natural landscapes and experiences, but those same unique elements also limit McGregor’s land use options. The Mississippi River to the east of the community has and will continue to be both a barrier and potential hazard to future land use. The limited amount of river front should be protected to the greatest extent possible for aesthetic and recreational enjoyment as well as natural protection from flooding potential.

The bluffs that surround the community on the north, west and south sides are also limiting factors to development. Much of the surrounding land is state-owned and what is available for development is not recommended as development in these areas would affect the natural beauty and cause environmental and hazard concerns.

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Figure 11: McGregor Zoning Map

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Figure 12 maps the current land use within the community. The area on top of the bluffs has seen an increase in residential development and offers homeowners scenic views of the valley and river. Stormwater runoff and soil erosion in these areas is a future concern and should be considered as development continues. Because of the environmental assets and barriers identified, McGregor is limited in its land development options and will focus on fully utilizing the land it has available.

Figure 12: McGregor Current Land Use

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The City of McGregor has developed a Future Land Use Map (Figure 13) to guide decisions regarding future growth and development. The map offers a graphic view of anticipated, potential or future land use growth for the entire community. The community does not expect to see any border expansion through annexation, but rather more utilization of existing space within the city. These areas are delineated by red outline on the Future Land Use Map.

Figure 13: McGregor Future Land Use

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Community Priorities

Mixed Use Development

McGregor’s topography, although an asset, also limits the ability to grow and expand. Ensuring that the limited land available is utilized to its fullest extent through mixed development is a priority. The city will prioritize the infill of vacant lots, availability of second story housing in the downtown district and ensuring that first floor commercial properties are being used for commercial purposes. In addition, smaller lots and size requirements may be considered in the Ohmer Ridge II addition.

Sustainable Development

Sustainable development should be considered with any new development. Opportunities to increase sustainability include improving the ease of walking and biking to city facilities and businesses from housing areas, ensuring new development areas will have access to city infrastructure and considering the long term impacts of development on natural resources and the potential hazards of new development due to the terrain.

Preservation

Land is a limited resource that must be preserved to ensure future generations have access to it, and to protect the unique characteristics that make McGregor special. The city supports maintaining forest reserves and parks, limiting development, especially in areas that will have negative environmental impacts, protecting water front property from over development and ensuring adequate public access to it, and purchasing or designating green space throughout the community.

Hazards

Development is desired in relation to views and aesthetic quality. These locations often are near rivers, bluffs and other natural resources which conflict with the risk of hazards such as flooding, soil erosion, and storm water run-off. Limiting development in these risky locations through zoning and ordinances will help protect residents from potential hazards.

Land Use Summary

McGregor is fairly landlocked for expansion by the river, public lands and terrain unsuitable for development. The city looks to develop its existing vacant lots and implement mixed use practices in the downtown district for community growth. As development does occur on top of the bluffs, the city will be cautious about permitting until all potential environmental harms and hazards have been studied. This will ensure that the beauty attracting new residents is maintained and that the development of homes does not cause potential safety hazards.

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Goals, Strategies and Actions

Goal 1: Protect natural and cultural resources while providing for adequate areas to accommodate planned growth.

Strategy 1.1: Require adequate transition and buffers between differing, non-compatible land uses, making use of natural land characteristics, whenever possible.

Strategy 1.2: Encourage “cluster developments” in rural areas in order to preserve the semi- rural character of the community, help implement the greenway concept, and maintain private property rights interests.

Strategy 1.3: Ensure that development occurring within the undeveloped areas is planned with the intention of providing municipal services.

Action: Ensure strict enforcement of development regulations, building, housing and zoning codes. Action: Encourage coordination with McGregor Municipal Utilities to ensure adequate services and collaborative planning efforts.

Goal 2: Land use needs should be developed; considering population growth to match capabilities of utilities, infrastructure, potential hazards and land availability.

Strategy 2.1: Recognize the importance of proximity to the Mississippi River and consider development practices that maintain value while respecting aesthetics and hazards.

Action: Create Downtown/Waterfront Master Plan. Action: Create Waterfront Regulations.

Strategy 2.2: Encourage commercial areas to develop where they can be designed to be compatible with surrounding land uses.

Strategy 2.3: Direct future commercial development to sites that support and strengthen the existing downtown area.

Action: Research and consider site plan review process for all new commercial development that occurs within town.

Strategy 2.4: Include adequate buffering of commercial and industrial development when adjacent to non-compatible land uses.

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Strategy 2.5: Encourage compatible zoning that offers opportunities for residents to work from their homes, yet maintains the integrity of the neighborhood.

Action: Review and update the city zoning regulations to maintain the character and desired future land use pattern. Action: Consider community best practices and design guidelines. Action: Ensure that any land use gaps in the code are properly addressed, including identifying appropriate districts and mitigation with incompatible uses.

Strategy 2.6: Support a land use pattern that mixes residential and commercial uses and complements the historic downtown character.

Action: Pursue programs to support development of second and third floor residential use of commercial buildings.

Strategy 2.7: Encourage development proposals to consider the impacts on transportation and natural systems beyond the boundaries of their individual projects.

Action: Work with the county to ensure zoning that reflects development concerns.

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CHAPTER 12: IMPLEMENTATION

Iowa Smart Planning Guidance: This section includes a compilation of programs and specific actions necessary to implement any provision of the comprehensive plan, including changes to any applicable land development regulations, official maps, or subdivision ordinances.

Introduction

The purpose of this element is to explain how this plan will be implemented to achieve the desired goals as set forth by the City of McGregor. The City of McGregor Comprehensive Smart Plan addresses many important components critical to sustaining a healthy community while preserving the area’s natural resources and history. As change is inevitable, the plan may need to be amended to appropriately reflect those changes. This section includes a table of all the actions identified throughout each section of the plan, with a timeframe for those actions.

Action Plan

The action plan is laid out in table form for easy reference by community leaders. Each action is assigned a potential time frame, an agency or agencies responsible for ensuring that the action is carried out, potential partners and the resources required to complete the action.

Time Frame

This category assigns approximate time frames in which the implementation of the action can be expected. Some actions will take significantly longer than others, so this document will simply refer to the proposed starting time and does not address the length of a project, unless it is ongoing. The time frames used in this document are as follows:

• 0 to 2 years • 2 to 5 years • Ongoing Responsible Agencies

The City of McGregor and its departments will be the main agencies responsible for ensuring the implementation of the plan. In many cases, other agencies may provide a vital support role or even take the lead on some actions, the participation of these partners will be crucial to success.

Resource Needs

Resource needs include the potential direct costs of the project or initiative as well as overhead. This document simply categorizes possible resource needs into three levels:

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• Minimal: Indicates resource needs to implement the action are expected to take less than $10,000 in direct expenditures and could be accomplished within the schedules of existing staff and/or volunteers of the responsible parties. • Moderate: Indicates resource needs to implement the action are expected to take more than $10,000 and less than $50,000 in direct expenditures and would require some coordination between agencies and increased staff time. • Significant: Indicates resource needs to implement the action are expected to take more than $50,000 in direct expenditures and would require significant coordination among agencies and significant staff time.

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Community Action Plan

ELEMENT: COMMUNITY CHARACTER Goal 1: Improve and maintain the unique and important characteristics that give McGregor a sense of community pride. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources City Council, P&Z, Establish a common Develop a downtown design Historic Preservation Minimal theme for design standard. standards and other Commission infrastructure Encourage well designed P&Z, Historic improvements to buildings that are visually Preservation Minimal strengthen the character consistent with the Commission of the downtown area. surrounding area. Establish controls for the size and placement of signage, screening, noise and other P&Z, City Council Minimal

visual concerns for industrial operations within city limits. Ensure that industry and Adhere to controls for the commercial properties size and placement of City Administration, within the city limits do signage and landscaping for Minimal P&Z not detract from the commercial applications city’s visual charm and within city limits. historic look. Encourage the clustering of commercial uses to avoid the appearance of “strip” or P&Z, City Council Minimal scattered industrial operations along the city’s major roadways.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Explore the potential for a Historic Preservation Minimal residential historic district. Commission

Research ways to develop zoning to protect existing Historic Preservation Minimal historic district and Commission, P&Z Preserve, maintain, and properties. strengthen the cultural, Promote the rehabilitation social, historical, physical of older buildings to Historic Preservation Minimal and visual qualities prevent further Commission unique to the deterioration. community. Act as resource for technical and financial assistance programs that City Administration, can help property owners Historic Preservation Minimal through the rehabilitation Commission or historic preservation process. Work with other public and private agencies to Form a multi-agency identify, preserve and City Administration, committee to inventory Minimal protect sites of historical, City Council historic and cultural assets. architectural, and cultural significance. City Administration, Encourage and recognize City Council, Minimal volunteering. McGregor-Marquette Chamber of Commerce Maintain current Improve outreach and communication methods to City Administration Minimal community events and festivals. reach citizens. Research opportunities to City Administration, host more community McGregor-Marquette Minimal

festivals and events. Chamber of Commerce

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ELEMENT: HOUSING Goal 1: Meet the residential needs of all McGregor residents as well as existing and future housing demands to attract new residents. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Pursue financial City Administration, assistance for second Historic Preservation story rehabilitation of Minimal Commission, downtown buildings for Housing Committee Encourage a mixture of housing. housing opportunities in Support the integration of terms of costs and size affordable housing into while encouraging a high larger housing P&Z, City Council Minimal degree of architectural developments (aka and site planning inclusionary housing). integrity. Explore the possibility of “pocket neighborhoods” City Administration, Minimal for appropriate sections P&Z, City Council of the community. Establish a Housing Evaluate housing stock City Council Minimal Committee. on a regular basis to Perform a comprehensive assess the housing City Administration housing study to examine Minimal to conditions and needs of Resource Partner: existing housing choices Moderate the community. UERPC, NEICAC and affordability Develop a rehabilitation program for older houses City Administration, Moderate to to help owners avoid City Council Significant abandonment or Preserve the integrity demolition. and affordability of Continue to seek grant existing housing stock. assistance for affordable City Administration, housing, senior citizen Housing Committee Minimal housing and homeowner Resource Partner: assistance for housing UERPC, NEICAC rehabilitation.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources City Administration, Quantify need for senior, Housing Committee veteran and low income Resource Partner: Minimal Provide ample housing. Clayton County VA, opportunities to UERPC, NEICAC accommodate the full Identify possible locations for City Administration, spectrum of lifecycle Minimal new housing. P&Z housing. Explore funding City Administration, opportunities and identify City Council, Minimal

potential developers. Housing Committee Goal 2: Maintain housing properties, types and densities that reinforce the traditional character of McGregor and the surrounding rural area. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Enforce existing nuisance City Administration Minimal Review residential ordinances. housing standards and Clarify and finalize ordinance regulations regularly to pertaining to first floor P&Z, City Council, Minimal ensure that apartments in the downtown City Administration neighborhoods maintain district. their integrity and avoid Place a sunset clause on first deteriorating market floor residential usage in P&Z, City Council, Minimal values. commercially zoned City Administration properties.

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Goal 3: Encourage housing that supports sustainable development patterns by promoting the efficient use of land, conservation of natural resources, easy access to public transit and other efficient modes of transportation, easy access to services and parks, efficient design and construction, and the use of renewable energy resources. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Indentify and promote Housing Committee, housing programs that City Administration Encourage the use support the use of Minimal Resource Partners: resource efficient efficient design and UERPC, NEICAC technologies and construction materials in housing Ensure that developers construction that understand and use of increase the useful life of water retention City Administration, City Minimal new and existing housing. techniques when building Engineer in sensitive areas prone to run-off and erosion. ELEMENT: ECONOMIC DEVELOPMENT Goal 1: Promote economic growth that will provide a variety of goods and services, employment opportunities and governmental revenues to meet the needs of the McGregor residents. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Increase the existing tax base while encouraging clean, non-polluting Organize an Economic City Council Minimal industrial and Development Committee. commercial uses to locate in McGregor. Encourage clustering of City Administration, City Improve parking management Engineer commercial uses in Minimal planned shopping areas through signage. Resource Partner: or other compact IDOT commercial areas in Consider traffic calming City Administration, City Minimal - order to maximize devices on Main Street. Engineer Moderate consumer safety and Maintain regular convenience, improve communications with City Administration, City traffic safety and flow high-traffic businesses to Minimal Council and enhance economic ensure coordination with development. city plans and goals.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources City Administration, City Examine and use retail Council, Economic leakage studies to Development promote the need for Minimal Committee, McGregor- Increase shopping and more restaurants, lodging Marquette Chamber of employment and shops. opportunities in Commerce McGregor to meet the Support and encourage McGregor-Marquette needs of existing and consistent and longer Chamber of Commerce, Minimal future residents and business hours from Economic Development visitors. existing businesses. Committee Develop strategies that P&Z, City prohibit inconsistent uses of Administration, City Minimal commercial properties. Council Promote and support the City Administration, City traditional role of “main Pursue designation as an Iowa Council, Economic street” through “Main Street” community: Development development and form downtown committee, Minimal Committee, Historic rehabilitation that complete prerequisites and Preservation respects the district’s make application to the state. Commission traditional character. Provide efficient and safe Implement results of Iowa means of access to the DOT’s Traffic Engineering Minimal - City Administration “main street” to all Assistance Program (TEAP) Moderate residents and visitors. report. Promote existing Compile information on City Administration, commercial areas in available commercial Economic Development Minimal business attraction buildings for prospects. Committee efforts. Work with Regional Food Promote and support the System Value Chain local food system Coordinator with Iowa McGregor-Marquette through restaurants, State University Extension Minimal Chamber of Commerce retail shops and farmers and Outreach to connect markets. producers with local buyers.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources City Administration, Create an economic development Economic Development Minimal plan. Committee Work with Clayton County Development Group to Economic Development develop Business Retention Committee, City Minimal

and Expansion (BRE) Administration Program. Review business incentive ideas City Administration, City such as private investment clubs, Council, Economic self-supported municipal Development improvement district (SSMID), local Committee Minimal

revolving loan fund, initial rent Resource Partner: support programs and utility Clayton County Encourage new discount programs. Development Group businesses and Consider forming a local support the development corporation existing City Council, Economic (LDC) to assist in economic business Development Minimal development efforts already in the Committee concerned with funding and community. grant seeking. Work with Clayton County Development Group and the Economic Development McGregor and Marquette Committee, City Council, Minimal Chamber to target desired City Administration business once they have been identified. Form a strategic partnership with Marquette to address opportunities City Administration, City Minimal and constraints associated with the Council success of both communities. Work with local banks to Economic Development establish low interest loans Minimal Committee for targeted businesses.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Ensure that new Enforce codes and businesses adhere to the City Administration Minimal standards equitably. city’s design standards. Goal 2: Utilize the Mississippi River, the historic downtown and the surrounding state and federal parks as an attraction and focal point for visitors. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Capitalize on the Mississippi River and McGregor District of the Consider targeted Upper Mississippi River marketing for spring and McGregor-Marquette National Wildlife and Fish fall bird migrations, river Minimal Chamber of Commerce Refuge through the recreation and winter promotion of area programs and activities. recreational and educational opportunities. City Administration, City Develop a City Marketing Council, McGregor- Minimal Plan Marquette Chamber of Commerce Encourage tourism by City Administration, City highlighting and improving Council, Economic recreational and Develop a Downtown Development Minimal educational opportunities Master Plan Committee, Historic throughout the Preservation community. Commission City Administration, City Develop Riverfront Master Council, Dock Minimal Plan Commission, Economic Development Committee

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ELEMENT: TRANSPORTATION Goal 1: Provide residents and visitors with an efficient, balanced and safe motorized and non-motorized transportation system, which is both economical and in accord with future land use and environmental goals. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Work with the state, county and local industry on truck traffic issues City Administration Minimal

concerning health, safety and infrastructure. Parking management should consider the possible need for increased parking with P&Z, City Council, Build and maintain a local the city’s goal of promoting Minimal City Administration street and multi-modal 2nd and 3rd story residential system that provides for usage of commercial safe and efficient properties. movement throughout Improve downtown parking McGregor and minimizes patterns and create a the potential for connection from Main Street P&Z, City Council, Minimal - unintended use of local to the Municipal Parking Lot City Engineer, City Moderate streets. on 1st St. Develop improved Administration signage to direct motorists to parking and attractions. Consider allowing alternative travel options on streets, such as golf carts and other City Council, P&Z Minimal

low impact modes of travel.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Require that developers provide roads to SUDAS standards, prior to or City Administration, during new development Minimal City Engineer, P&Z before the city assumes Ensure that road ownership and acquisitions by the city in maintenance. new developments are Consider impact to well-built and structurally existing residential sound and in the best developments, interests of the long term environmental areas, P&Z, City goals of the community. wetlands, existing public Administration, City Minimal

parks and open space Council before approving new, expanded or improved roadways. Work with the railroad to City Administration, facilitate planning and City Public Works coordination of railroad Minimal Department, MMU, improvement and city Collaborate with other City Engineer, CP Rail regional agencies and street improvements. other jurisdictions to Continue research into achieve an efficient Parks Transit that would City Administration, transportation system, serve Pikes Peak, Effigy Economic Minimal targeted regional and long Mounds and the cities of Development range planning, and cost McGregor, Prairie du Committee effective use of financial Chien and Marquette. resources. Support regional City Administration, initiatives that provide Economic Minimal choices in commuting to Development regional destinations. Committee

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources City Administration, Determine proposed route Trail Committee, Minimal - design for Trail of Two Great Places Moderate Cities. Committee, City Engineers City Administration, Explore options for "Trail Trail Committee, Maintain and expand a of Two Cities" funding Great Places system for non-vehicular sources to complete the Committee, City of Minimal movement throughout the proposed trail along the Marquette city based on sidewalks, Mississippi River between Resource Partners: trails and bike lanes. McGregor and Marquette. UERPC, RC&D, IDOT Assess improvement Trail Committee, City opportunities with all Develop a series of trails Council, City future constructions on the forest land or Administration projects. access highways Resource Partners: Significant surrounding the city and UERPC, RC&D, IDNR, connect to other area IDOT, U.S. Fish & trails such as Pikes Peak. Wildlife Continue to support the Trail Committee, City completion of the Council, City Minimal

Mississippi River Trail. Administration

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ELEMENT: COMMUNITY FACILITIES Goal 1: Promote quality schools and access to educational opportunities for everyone. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Cooperate and facilitate the planning and development of school Cooperate with regional facilities to serve growth City Council, MFL Minimal agencies to achieve in the community and MarMac efficiencies in the provision better integrate school of services that may cross facilities with surrounding jurisdictional boundaries. neighborhoods. Work with the school City Council, MFL district to coordinate Minimal MarMac facility uses. Goal 2: Ensure a level of police, fire and emergency medical services that meets existing and future demands of residents and development patterns. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Provide adequate public Consider applying for City Council, City facilities to protect the FEMA project grant to Administration, MFL Minimal health, safety and welfare develop a tornado safe MarMac of the community. room.

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Goal 3: Ensure public facilities are maintained and meet the needs of current and future residents. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources City Administration, City Council Identify Senior Meal Resource Partner: Minimal site. Northland Agency on Aging City Administration, City Council, Economic Pursue public restrooms and Development Moderate - shower project near river. Committee, McGregor- Significant Marquette Chamber of Commerce

Support collaborative Investigate feasibility of a solutions for local facility community center that could City Administration, City Minimal needs. also double as a senior, family Council and youth center.

As finances or grants City Administration, City become available, the city Council, Historic Moderate - hall building requires Preservation Significant sensitive historic Commission renovation. Continue updates to the Library Board, City Minimal - library. Council Moderate The city’s utility building needs Moderate - MMU Board updating. Significant Turner Park should be developed for more use by adding a walking path, City Administration, Moderate Ensure that city parks are additional playground Park Board, City Council maintained, improved and equipment, grills for picnickers accessible to residents. and a splash pad. Explore the possibility of City Administration, City Minimal a community garden. Council

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ELEMENT: PUBLIC INFRASTRUCTURE AND UTILITIES Goal 1: Provide a full range of quality, efficient, renewable, sustainable and cost-effective community services that meet the existing and future demands of residents, land owners, and visitors. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources

Continually investigate alternative service provision options that may Explore private and public City Administration, Minimal be more effective in options for natural gas City Council providing services to residents.

Goal 2: Ensure that reliable, efficient and well-planned utilities (i.e. water, sewer, gas, electric, LP) and communication services (i.e. telephone, cable, telecommunications) adequately serve existing and future development. Create master utility plan in City Council, MMU coordinated effort with Minimal Coordinate preparation of Board McGregor Municipal Utility. utility master plans for Develop and maintain a five municipal sanitary sewer, year capital improvements electric, storm sewer and program and budget for the water systems with the City Administration, development, expansion, Comprehensive Land Use City Council, MMU Significant upgrade and replacement of Plan and accompanying Board, Park Board municipal systems, development projections. municipal equipment and parks and recreation areas. City Council, Encourage and support Economic infill development over Minimal Development extensions as possible. Committee, P&Z Encourage the full Ensure capacity is utilization of existing reserved for potential high infrastructure systems. demand uses that may City Public Works provide positive economic Department, MMU Minimal

development Board opportunities to the community.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Make needed upgrades to City Council, MMU Moderate - the utility building. Board Significant City Administration, Replace electric City Council, MMU Moderate generators. Board Ensure adequate capacity and support the Monitor Power Plant, MMU Board, City Significant maintenance and prepare for replacement. Council improvements of older facilities and infrastructure Monitor the status of Well City Public Works in and around McGregor. #6 for repair or Department, City Significant

replacement. Administration Evaluate the impacts of all P&Z, City Public commercial development Works Department, Minimal proposals on the City Administration municipal utility system. Research and identify Maximize the use of different methods to handle run-off and flooding rainwater gardens, City Administration, problems, such as rain wetlands or other natural City Public Works Minimal gardens and permeable systems to manage Department stormwater runoff in an pavement when planning environmentally sound infrastructure manner and reduce improvements. unnecessary construction Provide storm sewers to of storm sewer those areas no longer City Public Works Moderate - infrastructure. adequately drained by Department Significant natural systems. Apply fair and equitable Create a policy that provides written assessment for equitable assessment of policies for the extension City Council, MMU the improvement costs Minimal of water and sewer lines to Board while protecting city accommodate new taxpayers. development.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Collaborate with McGregor Municipal City Council, City Develop sewer and water Utility on projects that Public Works infrastructure that is Minimal expand water and sewer Department, MMU accessible by all residents. to current residential units Board without services. Allow the extension of Develop plan for handling sewer and water City Council, City private septic systems and infrastructure systems only Public Works wells once city services are Minimal after presently serviced Department, City available to those areas have been developed Administration residents. to near capacity. Establish meetings between the city council and MMU board to Promote collaboration of discuss and consider the City Administration, resources whenever consolidation of city City Public Works Minimal possible. services to deliver them to Department city residents in the most efficient and cost effective way.

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ELEMENT: NATURAL AND AGRICULTURAL RESOURCES Goal 1: Preserve and utilize natural resources Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Evaluate all proposals for Consider erosion potential development in order to City Council, City and viewshed protection minimize the impacts on Administration, P&Z, Minimal before approving new municipal and natural City Engineer development. systems. Encourage preservation Explore the possibility of and protection of the re-establishing the Driftless Region, karst “American School of City Council, City topography, wetlands, Wildlife” (aka the Administration, City Minimal drainage ways and shore “MacGregor [sic] Wild Life Residents lands as natural habitats School” or the “American for community Institute of Nature betterment. Studies”) Restrict inappropriate Require that development alteration of significant plans demonstrate a City Administration, Minimal natural contours and compatibility with natural P&Z, City Engineer soils. features and systems.

Establish a Tree Board and City Council Minimal develop tree ordinances. Tree Board, City Make application to become a Administration, City Minimal Tree City USA. Council Continue the protection standards that maintain Establish a management City Administration, program for invasive City Council, Tree Minimal the integrity of the city’s natural vegetation. insects and plants. Board, Park Board Inform and educate residents about invasive City Administration, species to prevent their City Council, Tree Minimal

use in landscaping Board, Park Board applications.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources

Preserve and expand Consider acquisition public access to through purchase, City Council, City Moderate - wetlands, river shore or easement, dedication or Administration Significant other natural other instrument. preservation areas.

Work with developers to Require that new preserve existing natural development plans open space areas and City Administration, incorporate natural Minimal areas that help P&Z, City Engineer resource protections as implement the possible. Greenway3 concept. Develop, preserve and Consider active acquisition City Council, Park protect environmental Moderate - of space for parks, trails Board, City resources within the Significant and green space. Administration area, such as forest, wetlands, water bodies Market the area’s natural and shorelines, with resource areas to promote McGregor-Marquette respect to open space, tourism and increase the city’s Chamber of recreational uses, water Minimal financial ability to acquire and Commerce, City and air quality and protect these resources. Administration natural ecosystems.

3 A Greenway concept is an area of undeveloped land in or near an urban area, set aside for recreational use or environmental protection. McGregor Comprehensive Smart Plan 2012 Page 138

Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Encourage urban design strategies that utilize the natural environment to Research state resources save heating and cooling City Administration to assist in the costs (solar energy), Resource Partner: community’s efforts to snow removal expenses Iowa Economic Minimal become more sustainable (living snow fence) or Development and environmentally storm water retention Authority friendly. (rain gardens, cisterns, rooftop gardens, permeable pavers). Work with Clayton County City Administration, and surrounding Encourage Watershed City Council communities to establish Minimal Management/Protection Resource Partner: a coalition to protect the RC&D area’s watershed. Goal 2: Conserve prime agricultural lands when possible. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources As new development occurs, review When given a choice, agricultural value such as select least suitable P&Z, City Council, Corn Suitability Rating in Minimal agricultural land for City Administration considering possible development. agricultural land sites for other uses.

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ELEMENT: HAZARDS Goal 1: Improve the quality of life by mitigating potential hazards. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Continue HAZMAT Emergency Squad agreements and support Board, Fire Minimal

regional HAZMAT teams. Department Conduct training seminars on Fire Department Minimal HAZMAT railroad spills. City Administration, Promote NOAA weather Emergency Squad Minimal radio use. Board Establish storm watershed City Council Minimal district. Training for floodplain City Council Minimal manager. Educate the public on Emergency Squad Prepare for incident. proper steps to be taken Board, City in the event of a tornado Administration Minimal or high wind event, and Resource Partner: how to prepare for a Clayton County possible event. Emergency Mgmt. Prepare/Implement mass Clayton County Minimal casualty incident plans. Emergency Mgmt. Develop a system to monitor City Administration, dams during heavy rain Minimal City Council events. Review and improve security City Administration, Minimal at critical facilities in the city. City Council City Administration, Develop local emergency City Council, Minimal operations plan. Emergency Board

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Conduct hydrology study for Minimal - City Administration storm sewer system. Moderate City Council, City Moderate - Elevate levees. Administration Significant City Council, City Moderate - Build drainage culverts. Administration Significant City Council, City Construct additional Moderate - Public Works retention basin dams. Significant Department City Administration, City Public Works Monitor and upgrade Bury utility lines. Moderate Department, Utility community Companies infrastructure. City Council, Encourage construction of Moderate - Emergency Squad tornado safe rooms. Significant Board Establish concrete City Council, City Moderate spillways on top of dams. Administration City Council, City Develop soil erosion Public Works Moderate stabilization projects. Department City Council, City Install PVC to replace Moderate - Public Works existing clay sewer lines. Significant Department

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Establish ordinance to require City Council, City fire extinguishers in multi- Minimal Administration family units. Encourage citizen purchase/use of smoke City Council Minimal

detectors. Wireless internet Minimal - capability for law Police Commission Moderate enforcement vehicles. Develop plans to address City Council, MMU utility outages and Minimal Board emergencies. Establish Good Neighbor Ensure community City Administration Minimal readiness for emergency programs for winter storms. response. Maintain a list of sites that could be used as cooling shelters for public retreats City Administration Minimal

during extreme heat events. Develop evacuation plans for Emergency Minimal threatened areas. Management Develop and enhance Emergency response plans for terrorism Minimal Management incidents. Encourage residents to have Disaster Supply Kits City Council Minimal

on hand.

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Goal 2: Take steps to mitigate the probable negative consequences that may occur as a result of natural and human caused/combination disasters. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Purchase new pagers for fire Minimal - Fire Department departments. Moderate

Purchase fire pumper Moderate - Fire Department truck. Significant Maintain well equipped and well trained fire departments capable of Fire Department Minimal

appropriate and effective response. Ensure emergency MMU Board, City Purchase portable pumps. Public Works Moderate response is fast, effective and appropriate. Department Fire Department, Emergency Purchase portable barricades. Moderate Management, City Administration Purchase portable gas or MMU Board, City Moderate - diesel powered electric Public Works Significant generators. Department

Emergency Purchase new ambulance. Significant Management

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Goal 3: Protect the health and welfare of the entire community. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Fire department training. Fire Department Minimal

Designate and develop Emergency Minimal community shelters. Management Maintain a well-trained and viable Police Department in order to Minimal - Enhance the training and Police Commission identify and respond to Moderate capabilities of all first potential threats and responders. events. City Council, Support EMS training. Emergency Minimal

Management Train key community City Council Minimal leaders. Goal 4: Protect businesses and industries and ensure the economic viability of the city. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Limit development in P&Z, City Council Minimal flood plain areas. Continue membership in City Administration, the National Flood Minimal City Council Insurance Program. Update flood maps. City Administration Minimal

Flood protection for Main Moderate - Street, City Well and City Council Reduce the impact of Significant McGregor Public Library hazards. Develop alternate energy City Administration, Significant sources. City Council Adopt building codes that regulate construction in P&Z, City Council Minimal

landslide areas. Develop county wide Minimal - building code/inspector City Council Moderate services.

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ELEMENT: INTERGOVERNMENTAL COLLABORATION Goal 1: Maintain or establish processes to assure coordination with other governmental entities regarding development activities and services. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Establish fringe area Create formal City Administration, agreement with Minimal coordination mechanisms City Council Marquette. with Local School District, McGregor Municipal Work with the railroad to City Administration, Utilities, adjacent facilitate planning and City Council, City coordination of railroad Public Works Minimal municipalities, and regional, county, state improvements and city Department, MMU and federal agencies and street improvements. Board, CP Rail Encourage coordination other organizations City Council, City with McGregor Municipal where needed to support Administration, City Utilities to ensure the implementation of Public Works Minimal adequate services are the City of McGregor’s Department, MMU provided throughout the Comprehensive Plan. Board city.

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Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Support the planning City Administration, process for development of Minimal City Council the Wetlands Center. Trail Committee, City Pursue development of the Minimal - Administration, City Trail of Two Cities. Significant Council Continue to support the City Administration, McGregor-Marquette Center Minimal City Council for the Arts. Maintain the Great Places Great Places collaboration to complete Committee, City Continue collaborative the Woodland Trail, the Arts Administration, City Minimal efforts with the City of Center and Observation Council, Trail Marquette on projects of Tower projects. Committee mutual interest. Support the Parks Transit (Trolley) project with Minimal - City Council Marquette and Prairie du Moderate Chien. Coordinate regular community stakeholder City Administration, Minimal meetings to identify areas of City Council mutual benefit. Develop a sound relationship City Administration, and collaborate with the Minimal City Council Wildlife Refuge.

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ELEMENT: LAND USE Goal 1: Protect natural and cultural resources while providing for adequate areas to accommodate planned growth. Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Require adequate transition and buffers between differing, non- P&Z, City Council, compatible land uses, Minimal City Administration making use of natural land characteristics, whenever possible. Encourage “cluster developments” in rural areas in order to preserve the semi-rural character P&Z, City Council, of the community, help Minimal City Administration implement the greenway concept, and maintain private property rights interests. Ensure strict enforcement of development City Administration, Minimal regulations, building, P&Z housing and zoning codes. Ensure that development Encourage coordination occurring within the with McGregor Municipal undeveloped areas is Utilities to ensure City Council Minimal planned with the adequate services and intention of providing collaborative planning municipal services. efforts.

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Goal 2: Land use needs should be developed; considering population growth to match capabilities of utilities, infrastructure, potential hazards and land availability Strategy 0-2 years 3-5 years Ongoing Responsible Agency Resources Recognize the Create City Council, City Minimal - importance of proximity Downtown/Waterfront Administration Moderate to the Mississippi River Master Plan. and consider development practices Create Waterfront City Council, Dock that maintain value while Minimal Regulations. Commission respecting aesthetics and hazards. Encourage commercial areas to develop where City Council, P&Z, they can be designed to Minimal City Administration be compatible with surrounding land uses. Direct future commercial Research and consider site development to sites that plan review process for all City Council, City support and strengthen new commercial Minimal Administration, P&Z the existing downtown development that occurs area. within town. Include adequate buffering of commercial and industrial City Council, P&Z, Minimal development when City Administration adjacent to non- compatible land uses.

Abbreviations Used: CP Canadian Pacific IDNR Iowa Department of Natural Resources IDOT Iowa Department of Transportation MMU McGregor Municipal Utilities P&Z Planning and Zoning RC&D Northeast Iowa Resource, Conservation and Development UERPC Upper Explorerland Regional Planning Commission VA Veterans Affairs

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Plan Adoption

The City of McGregor’s Comprehensive Smart Plan was reviewed and approved for recommendation by the McGregor Planning and Zoning Committee on November 12, 2012. It was then reviewed by the public on November 14, 2012. The City Council reviewed the recommended plan and voted to adopt McGregor’s Comprehensive Smart Plan on November 14, 2012.

Integration and Consistency

It is especially important that all elements of the plan be integrated and made consistent. As a result of the comprehensive plan being developed in a coordinated and simultaneous effort, the planning process has ensured that the development and review of each element is consistent with the others; based on that analysis, there are no known inconsistencies between the planning elements. The city should work toward making all City Codes and Ordinances consistent with the Comprehensive Plan.

Measurement of Plan Progress

As part of the comprehensive planning process, a number of actions were developed that when implemented, are intended to build stronger relationships and give direction to the various city boards and its residents. Many of the actions are long term, while some can be accomplished in the next couple of years.

To help the city in measuring progress of the comprehensive plan, the Community Action Plan has been created that identify the action, key parties, timeframes and possible funding requirements to accomplish those actions. The identified actions will provide guidance to the planning commission which can measure the progress of achieving implementation of the comprehensive plan. It is recommended that the plan be continually reviewed by the various city boards and have copies available at each meeting location.

Plan Monitoring, Amendments and Updates

The City of McGregor Comprehensive Smart Plan is intended to be a living document. Over time, social and economic conditions and values tend to change. The comprehensive plan should be updated periodically to reflect these changes. Systematic, periodic updates will ensure that not only the statistical data is current but also the plan’s goals, strategies and actions reflect the current situation and modern needs. It is recommended the plan be reviewed for consistency every five years, with a full update planned every 20 years.

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REFERENCES

Bureau of Labor Statistics. (2012). Employment Projections. Retrieved from United States Department of Labor: http://www.bls.gov/emp/ep_chart_001.htm

Canada, E. P. (2009). Importance of Retention and Expansion. Retrieved 2012, from Blane, Canada Ltd.: http://www.blanecanada.com/pdf/RE_Importance.pdf

Chapin, R. (2012). What is a Pocket Neighborhood? Retrieved 2012, from Pocket Neighborhoods, Creating Small Scale Community in a Large Scale World: http://pocket-neighborhoods.net/

Esri. (2012). Retail Marketplace Profile. Retrieved 2012, from LocationOne Information Systems: http://www.locationone.com/loislogin/iowa/

Full, J. O. (2011-2012). City of McGregor, Clayton County, Iowa, Planning for Preservation Project. Iowa City: Tallgrass Historians, L.C.

Google. (2011). Google Earth. Retrieved 2012, from Google Earth: http://www.google.com/earth/index.html

Iowa Department of Education. (2012). Data & Statistics. Retrieved 2012, from Iowa.gov: http://educateiowa.gov/index.php?option=com_content&view=article&id=2340&Itemid=2715

Iowa Department of Management. (2012). City Budget Data. Retrieved 2012, from Iowa Department of Management: http://www.dom.state.ia.us/local/city/index.html

Iowa Department of Transportation. (2012). Office of Rail Transportation. Retrieved 2012, from Iowa Department of Transportation: http://www.iowadot.gov/iowarail/railroads/industry/profileinfo.aspx?Dakota

Iowa Department of Transportation. (2012). Waterways. Retrieved 2012, from Iowa Department of Transportation: http://www.iowadot.gov/about/Waterways.html

(2010). Iowa Smart Planning Legislative Guide. Des Moines: Rebuild Iowa Office.

Iowa Smart Planning Legislative Guide. (2010). Des Moines: Rebuild Iowa Office.

Iowa Workforce Development. (2011). Clayton County Iowa Laborshed Analysis. Des Moines: Regional Research and Analysis Bureau.

Iowa Workforce Development. (2012). Labor Force Data. Retrieved from Iowa.gov: http://www.iowaworkforce.org/lmi/laborforce/index.html

Lindell, J. (2012). Upper Mississippi River National Fish and Wildlife Refuge. Retrieved 2012, from Geological Society of Iowa: http://www.iowageology.org/gb70/Refuge.htm

Loan, A. (2011). Clayton County Assessor.

McGregor Comprehensive Smart Plan 2012 Page 150

McGregor Historical Society. (n.d.). About Us. Retrieved 2012, from McGregor Historical Museum: http://www.mcgregormuseum.org/

McGregor-Marquette Center for the Arts. (2012). McGregor-Marquette Center for the Arts. Retrieved 2012, from McGregor-Marquette Center for the Arts: http://mmcenterforthearts.weebly.com/index.html

National Park Service, U.S. Department of the Interior. (2011). National Register of Historic Places. Retrieved 2012, from National Park Service: http://nrhp.focus.nps.gov/natreghome.do?searchtype=natreghome

Northeast Iowa RC & D. (2009). Safe Routes to School. Retrieved 2012, from Northeast Iowa Resource Conservation and Development: http://northeastiowarcd.org/safe-routes-to-school/

Prairie du Chien Area Chamber of Commerce. (2012). Healthcare. Retrieved 2012, from Prairie du Chien Area Chamber of Commerce: http://www.prairieduchien.org/community/healthcare.htm

Price, R. E. (1916). History of Clayton County, Iowa. Chicago: Robert O. Law Co.

Sander, L. (2012). City Administrator.

State Data Center of Iowa. (n.d.). State Data Center of Iowa. Retrieved 2012, from Iowa Data Center: http://data.iowadatacenter.org/

The Iowa Department of Natural Resources. (2012). Iowa Geological and Water Survey. Retrieved 2012, from Iowa DNR: http://www.igsb.uiowa.edu/browse/landform.htm

The Weather Channel. (2012). Monthly Averages. Retrieved 2012, from The Weather Channel: http://www.weather.com/weather/wxclimatology/monthly/graph/USIA0552

U.S. Census Bureau. (2012). American FactFinder. Retrieved 2012, from U.S. Census Bureau: http://factfinder2.census.gov/faces/nav/jsf/pages/index.xhtml

U.S. Census Bureau. (2012). Current Population Survey (CPS). Retrieved 2012, from U.S. Census Bureau: http://www.census.gov/hhes/www/cpstables/032012/hhinc/hinc02_000.htm

U.S. Census Bureau, Center for Economic Studies. (2012). OnTheMap. Retrieved from OnTheMap: http://onthemap.ces.census.gov/

U.S. Department of Commerce. (2011). Building Permits. Retrieved from U.S. Census Bureau: http://censtats.census.gov/bldg/bldgprmt.shtml

U.S. Department of Housing and Urban Development. (2012). Affordable Housing. Retrieved from HUD.GOV: http://www.hud.gov/offices/cpd/affordablehousing/

U.S. Fish and Wildlife Service. (n.d.). Driftless Area National Wildlife Refuge. Retrieved 2012, from U.S. Fish and Wildlife Service: http://www.fws.gov/refuges/profiles/index.cfm?id=32596

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UERPC. (2012). Upper Explorerland Regional Planning Commission.

USDA-NRCS. (2007). Rapid Watershed Assessment, Resource Profile: Grant–Little Maquoketa River. United States Department of Agriculture.

USDA-NRCS. (2012). Web Soil Survey. Retrieved 2012, from USDA-NRCS Web Soil Survey: http://websoilsurvey.nrcs.usda.gov/app/

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APPENDIX A: SMART PLANNING PRINCIPLES AND ELEMENTS

Iowa’s Ten Smart Planning Principles:

1. Collaboration Governmental, community and individual stakeholders, including those outside the jurisdiction of the entity, are encouraged to be involved and provide comment during deliberation of planning, zoning, development and resource management decisions and during implementation of such decisions. The state agency, local government, or other public entity is encouraged to develop and implement a strategy to facilitate such participation.

2. Efficiency, Transparency and Consistency Planning, zoning, development and resource management should be undertaken to provide efficient, transparent and consistent outcomes. Individuals, communities, regions and governmental entities should share in the responsibility to promote the equitable distribution of development benefits and costs.

3. Clean, Renewable and Efficient Energy Planning, zoning, development and resource management should be undertaken to promote clean and renewable energy use and increased energy efficiency.

4. Occupational Diversity Planning, zoning, development and resource management should promote increased diversity of employment and business opportunities, promote access to education and training, expand entrepreneurial opportunities and promote the establishment of businesses in locations near existing housing, infrastructure and transportation.

5. Revitalization Planning, zoning, development and resource management should facilitate the revitalization of established town centers and neighborhoods by promoting development that conserves land, protects historic resources, promotes pedestrian accessibility and integrates different uses of property. Remediation and reuse of existing sites, structures and infrastructure is preferred over new construction in undeveloped areas.

6. Housing Diversity Planning, zoning, development and resource management should encourage diversity in the types of available housing, support the rehabilitation of existing housing and promote the location of housing near public transportation and employment centers.

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7. Community Character Planning, zoning, development and resource management should promote activities and development that are consistent with the character and architectural style of the community and should respond to local values regarding the physical character of the community.

8. Natural Resources and Agricultural Protection Planning, zoning, development and resource management should emphasize protection, preservation and restoration of natural resources, agricultural land and cultural and historic landscapes, and should increase the availability of open spaces and recreational facilities.

9. Sustainable Design Planning, zoning, development and resource management should promote developments, buildings and infrastructure that utilize sustainable design and construction standards and conserve natural resources by reducing waste and pollution through efficient use of land, energy, water, air and materials.

10. Transportation Diversity Planning, zoning, development and resource management should promote expanded transportation options for residents of the community. Consideration should be given to transportation options that maximize mobility, reduce congestion, conserve fuel and improve air quality.

Iowa’s 13 Smart Planning Elements:

A. Public Participation Element Information relating to public participation during the creation of the comprehensive plan or land development regulations, including documentation of the public participation process, a compilation of objectives, policies and goals identified in the public comment received, and identification of the groups or individuals comprising any work groups or committees that were created to assist the planning and zoning commission or other appropriate decision-making body of the municipality.

B. Issues and Opportunities Element Information relating to the primary characteristics of the municipality and a description of how each of those characteristics impacts future development of the municipality. Such information may include historical information about the municipality, the municipality's geography, natural resources, natural hazards, population, demographics, types of employers and industry, labor force, political and community institutions, housing, transportation, educational resources and cultural and recreational resources. The comprehensive plan or land development regulations may also identify characteristics and community aesthetics that are important to future development of the municipality.

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C. Land Use Element Objectives, information and programs that identify current land uses within the municipality and that guide the future development and redevelopment of property, consistent with the municipality's characteristics identified under the Issues and Opportunities Element. The comprehensive plan or land development regulations may include information on the amount, type, intensity and density of existing land use, trends in the market price of land used for specific purposes, and plans for future land use throughout the municipality. The comprehensive plan or land development regulations may identify and include information on property that has the possibility for redevelopment, a map of existing and potential land use and land use conflicts, information and maps relating to the current and future provision of utilities within the municipality, information and maps that identify the current and future boundaries for areas reserved for soil conservation, water supply conservation, flood control and surface water drainage and removal. Information provided under this paragraph may also include an analysis of the current and potential impacts on local watersheds and air quality.

D. Housing Element Objectives, policies and programs to further the vitality and character of established residential neighborhoods and new residential neighborhoods and plans to ensure an adequate housing supply that meets both the existing and forecasted housing demand. The comprehensive plan or land development regulations may include an inventory and analysis of the local housing stock and may include specific information such as age, condition, type, market value, occupancy and historical characteristics of all the housing within the municipality. The comprehensive plan or land development regulations may identify specific policies and programs that promote the development of new housing and maintenance or rehabilitation of existing housing and that provide a range of housing choices that meet the needs of the residents of the municipality.

E. Public Infrastructure and Utilities Element Objectives, policies and programs to guide future development of sanitary sewer service, storm water management, water supply, solid waste disposal, wastewater treatment technologies, recycling facilities and telecommunications facilities. The comprehensive plan or land development regulations may include estimates regarding future demand for such utility services.

F. Transportation Element Objectives, policies and programs to guide the future development of a safe, convenient, efficient and economical transportation system. Plans for such a transportation system may be coordinated with state and regional transportation plans and take into consideration the need for diverse modes of transportation, accessibility, improved air quality and interconnectivity of the various modes of transportation.

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G. Economic Development Element Objectives, policies and programs to promote the stabilization, retention, or expansion of economic development and employment opportunities. The comprehensive plan or land development regulations may include an analysis of current industries and economic activity and identify economic growth goals for the municipality. The comprehensive plan or land development regulations may also identify locations for future brownfield or grayfield development.

H. Agricultural and Natural Resources Element Objectives, policies and programs addressing preservation and protection of agricultural and natural resources.

I. Community Facilities Element Objectives, policies and programs to assist future development of educational facilities, cemeteries, health care facilities, child care facilities, law enforcement and fire protection facilities, libraries and other governmental facilities that are necessary or desirable to meet the projected needs of the municipality.

J. Community Character Element Objectives, policies and programs to identify characteristics and qualities that make the municipality unique and that are important to the municipality's heritage and quality of life.

K. Hazards Element Objectives, policies and programs that identify the natural and other hazards that have the greatest likelihood of impacting the municipality or that pose a risk of catastrophic damage as such hazards relate to land use and development decisions, as well as the steps necessary to mitigate risk after considering the local hazard mitigation plan approved by the Federal Emergency Management Agency.

L. Intergovernmental Collaboration Element Objectives, policies and programs for joint planning and joint decision-making with other municipalities or governmental entities, including school districts and drainage districts, for siting and constructing public facilities and sharing public services. The comprehensive plan or land development regulations may identify existing or potential conflicts between the municipality and other local governments related to future development of the municipality and may include recommendations for resolving such conflicts. The comprehensive plan or land development regulations may also identify opportunities to collaborate and partner with neighboring jurisdictions and other entities in the region for projects of mutual interest.

M. Implementation Element A compilation of programs and specific actions necessary to implement any provision of the comprehensive plan, including changes to any applicable land development regulations, official maps, or subdivision ordinances.

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APPENDIX B: PUBLIC INPUT MEETING COMMENTS

McGregor Public Input:

Community Character & Culture

Priorities Limitations

Community & Visitor Participation Money and limited tax base (government land) Volunteering Volunteers Planning Communication Have Fun-Partake Participation Branding Lack of youth activities More events and maintain existing Geographic limitations New and improved/effective communications Resistance to change Historic Buildings More community collaborations Places Underutilizing Resources

Strengths Threats

Pikes Peak Uncooperative neighboring communities Mississippi River State line Fish and Wildlife Government owned property Effigy Mounds Flooding Yellow River State Forest Lack of county support Arts Center Rocks-mudslides Buildings Historic look Geography-flash flooding Museum Overbuilding on bluff 6 parks Ornery owners Unique stores Rehabilitation expenses Monthly music in the parks Vacant building Farmers Market Events and Festivals Trader’s Jubilee Opportunities Fall Leaf Fest Spring Arts Fest Work with neighboring communities Car Show Build and increase communication methods to 2 parades residents and visitors 1880’S Street Theaters Well maintained buildings (continued Caroling preservation) McGregor Heights Ringling weekend (circus parade) Bluff Location Dose of fun Famous people from the community Scottish Heritage Ringling Brothers More event opportunities Andrew Clemens Tourism First Woman DDT What our brand Emma Big-Bear Old West theme Virgin Em

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Natural & Agricultural Resources

Priorities Fishing Hiking Recreation opportunities Biking River access and vistas and streams Birding Traffic Skating Come up with a purpose Camping Stop rather than drive through Picnicking Traffic calming Hunting Maintain pristine resources Boating and other water activities Geo-caching Strengths Snowmobile Winter recreational activities Trout streams Threats Bald Eagles Falcons Floods Mississippi River Rockslides Driftless Area Mudslides Fall colors Forest fires Wildlife Emerald Ash Borer Hunting Asian Carp Hiking/trails River pollution Bunge (grain) Dams Clean air Invasive species Farming perimeter Silicosis Frac sand mining Bluffs Barge traffic Government land (preserves) Air quality Hitching Posts loved by Bluegills (fish habitat) Chemical runoff Forest and second growth woods Noise Views/Vistas Apathy Camping Limitations Recreation Size-expansion Money Parks Vandalism Opportunities Abuse of land – every form Traffic- not encouraged to stop (by pass) Park Utilization and Promoting Lots of government land Trolley Rivers/bluffs limits expansion opportunities Signage and interpretation Sand truck traffic through town Events around natural resources Lack of actual Riverview (can be blocked by Trail connections (create network) trains) Fishing dock Limited access to river Working more with community Commercialization Working more with government agencies Urban sprawl Expand recreational opportunities such as:

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Economic Development

Priorities Parking Management

Promote + Build on + Support our unique + Specialized Shops (with accessibility and Threats parking) Support/encourage regular business hours (year Zoning regulations not enforced around consistent hours) (work cooperatively Big box stores not competitively) Prairie du Chien businesses Increase part-time job opportunities Out of town shopping for necessities Encourage more restaurants, lodging, shops Groups working against each other or not (possibly a grocery store) together Bull-headed property owners Young folks leave Strengths Brain drain Warehousing Unique and specialized shops Absentee owners lack loyalty Well-educated workforce Community not embracing “out-of-towners Good demographics Main Street Niche Good work ethic Opportunities Leisure destination Close to Prairie Du Chien Increase retail hours Low tax base More events (Main Street) CCDG More restaurants, lodging and shops Live her-work on the road (diverse/variety/destination shopping) More tourists Housing for workforce Limitations More local shoppers for businesses and residents No room for manufacturing or industrial park Education Banks not supportive Cooperation vs. competition Seasonal/sporadic business hours Historic preservation group Absentee business owners and or buildings Grant assistance Lack of job opportunities (part-time jobs) Entrepreneurial help assistance (ccdg)

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Housing

Priorities Affordable utilities (own electric utility) Rehabilitated historic apartments Senior housing Good variety ( apartments, single family, etc.) Consider or identify possible locations Affordable housing Explore developers Close to good medical care Grant opportunities Decently strong school system Private investors Compact- close to downtown (walking distance Not facility to retail centers) Competition for available housing Accessible and affordable Housing for seniors, veterans, low income Limitations Continue with housing programs Financial support Building constraints with bluffs Attract jobs/ credit union/ CDFI Rock Public transportation Lack of utility access Undeveloped subdivision Trailers not in best condition Absentee owners More accessible and affordable low income, Opportunities senior and veteran housing Lack of aggressive financial institutions Undeveloped subdivision for tourist/weekend Lack of job opportunities (to support family) use cabins More senior and low income housing Senior housing (attract retirees) 2ND story apartment opportunities Public transportation- none Threats Ski slopes/tubing hill Floods (flash and river) Poor condition of some houses Strengths Age of homes Cost of rehab Generally affordable in comparison Lack of financial/support Low property taxes

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Community Facilities, Utilities and Infrastructure

Priorities Fire Department Dentist Community center for: seniors, youth, families Cable franchise Location Extensive storm, water, sewer system and Funding continued efforts to upgrade Understand cost School Expansion of sewer and water to all residential City Hall properties Own water, sewer and electric utilities Utility board Library Natural gas New health initiatives (joint use of school) Explore public and private options Electric utility Upgrade Threats Collaborate Board development Electric and water utility not supportive of growth- limited by revenues, issues with board, vision, collaboration Limitations Electric utility may need upgrades or plant replacement also impacted by seasonal users Electrical generators in need of replacement EPA impact on utilities More public restrooms would be nice in uptown Community facilities in flood plain and Cannon Park Aging generators Heights and Down River road need sewer and Water line repairs, responsibility falls to water- 60 properties, no fire protection homeowners Undeclared street in Heights area Money Lack of choice for internet/telephone Opportunities Lost clinic Lack of reception for radio and cell Recycling for causes No accessible community center Find alternative services for telephone, internet No senior activity center and cable No activities for families and kids Natural gas No natural gas Green power opportunities Concern about well water quality Senior/community/youth center (draws in investment and residents More breaks/incentives for alternative energy Strengths Bury phone and electric lines Parks have potential for recreational Community Arts Center opportunities Museum Community garden Daycare

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Transportation

Priorities Bigger, more bold crosswalks maintained Traffic calming measures Sand truck traffic and subsequent health, safety Sidewalk repairs and adding to side streets and economic impacts Retaining wall path- storm sewer Seek state/county cooperation Connecting existing sidewalks and trails Community action group Data collection Learn about other community efforts Limitations Sidewalks missing SRTS plan and sidewalk survey No place to ride bike Prioritize sidewalk additions and repairs Steep grades coming into town Enforcement of existing regulation and Road to Pikes Peak not safe for pedestrian bikes ordinances Ann Street sidewalks- wrong side or buckled- Community sidewalk/trail Connectivity people use street Nearby city attractions No alternative transportation like golf carts Continue to pursue and partner as possible Sidewalk missing behind school some sidewalks not ADA (Garnavillo avenue, C Street) Traffic ignores speed limits coming into town Strengths Consolidated school district forces busing Very heavy truck traffic (sand) Crosswalks well marked Main Street is a narrow corridor Decent sidewalks on Main Street Compact Main Street/ residential Great outdoor activity potential (parks, etc.) Threats Crosswalk and school signage Main part of town on relatively same grade Intersection visibility (blind corners) Nature trails and parks nearby Consistent, every seven minutes sand truck School centrally located in town traffic ( impacts local tourism economy) Most of the town has sidewalks Sand loads (“spill or leak” onto streets (trucks Prairie Du Chien has taxi that will come to not meant for sand) McGregor Health concern too sand (Silica, which can cause respiratory issues and lung cancer) Truck do not adhere to speed limits Opportunities Congestion- so many trucks or too big No cooperation from regulatory agencies Surrounded by parks- incentive to build trails to Authority over highway in question connect downtown No jurisdiction Vehicle education-(yield to pedestrians, Possible bi-state cooperation signage, etc.)

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APPENDIX C: FEDERAL & STATE PROGRAMS

Community Development Tools and Resources

IEDA Public Facilities Community Development Block Grant (CDBG) - Water/sewer funds are available annually on a competitive basis to communities for projects that include sanitary sewer system improvements, water system improvements, water and wastewater treatment facilities, storm sewer projects related to sanitary sewer system improvements and rural water connections.

IEDA Community Facilities and Services Fund (CDBG) – Communities can apply for facilities and services grant funding for a variety of projects and activities primarily benefiting low- and moderate- income persons, including day care facilities, senior centers, vocational workshops and other community services such as storm water projects.

IEDA Contingency Fund, Imminent Threat (CDBG) – Communities can apply for emergency funding for projects that correct an imminent threat to public health, safety or welfare. This program has also been used to fund projects that demonstrate sustainable community activities.

IEDA Downtown Revitalization Fund (CDBG) – Communities may apply for funds for downtown revitalization projects.

Vision Iowa: Community Attraction & Tourism (CAT) — Communities can apply for these grant funds for projects that promote recreational, cultural and educational or entertainment attractions that are available to the general public.

Vision Iowa: River Enhancement Community Attraction & Tourism (RECAT) — Communities can apply for RECAT funds to support projects that promote and enhance recreational opportunities on and near rivers or lakes.

Endow Iowa Tax Credits - Endow Iowa was created to enhance the quality of life for the citizens of this state through increased philanthropic activity by encouraging investments in existing community foundations. The major component of the Endow Iowa Program is a state tax credit of some annually fixed percentage of the gift given to a qualified community foundation. Communities and nonprofit organizations can set up funds within their community foundations to support local projects, and donors can take advantage of the tax credit.

Community-Based Seed Capital Funds — This tax credit program is designed to encourage groups of local investors to engage in venture capital investment to help attract and retain fast growing companies to their communities. Investors can receive tax credits equal to 20% of the amount of an equity investment in a Community-Based Seed Capital Fund.

EPA Brownfields Program - Communities can apply for funds to inventory, characterize, assess and conduct cleanup planning for properties that may have hazardous substances, pollutants or contaminants present. Additional funding may be available for clean-up.

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IDOT Revitalize Iowa’s Sound Economy (RISE) - This state program was established to promote economic development in Iowa through construction or improvement of roads and streets. Communities can apply for grants or loans to fund “immediate opportunity” projects or “local development” projects. Immediate opportunity projects are an immediate, non-speculative opportunity for permanent job creation or retention. Jobs created are to be value-adding in nature (e.g. manufacturing, industrial, non-retail) and the relocation of jobs within the state does not qualify. Local development projects support local economic development but do not require an immediate commitment of funds such as industrial parks or tourist attractions. Projects must involve construction or improvement of a public roadway.

IDOT Traffic Safety Improvement Program – This transportation program can provide funding for traffic safety improvements or studies on any public roads. Eligible projects fall into one of three categories: construction or improvement of traffic safety and operations at a specific site with an accident history; purchase of materials for installation of new traffic control devices such as signs or signals, or replacement of obsolete signs or signals; or transportation safety research, studies or public information initiatives such as sign inventory, work zone safety and accident data.

IDOT Pedestrian Curb Ramp Construction – This program can provide funding to assist communities in complying with the Americans with Disabilities Act (ADA) on primary roads. The community must engineer and administer the project and improvements must involve a municipal extension of a primary road.

IDOT Safe Routes to School Program – This program provides funding for infrastructure and non- infrastructure improvements that result in more students walking or bicycling to school. Infrastructure improvements (e.g. sidewalks, road crossings, etc.) resulting from funding must be maintained as a public facility for a minimum of 10 years.

IDOT/IDNR Fund – Communities can apply for funds to cover the cost of materials and installation of seed or live plants for roadside beautification for any primary system corridors. The area to be planted must be on primary highway right-of-way, including primary highway extensions.

Iowa Living Roadway Trust Fund - Implement Integrated Roadside Vegetation Management programs (IRVM) – These funds are available for various projects on city, county or state rights-of-way or publicly owned areas adjacent to traveled roadways. Categories of eligible projects are as follows: roadside inventories; gateways; education/training; research/demonstration; roadside enhancement; seed propagation; and special equipment.

IDOT Recreational Trails Program – This program was established to fund public recreational trails. Communities may apply for proposed projects that are part of a local, area-wide, regional or statewide trail plan. Trails resulting from successful applications must be maintained as a public facility for a minimum of 20 years.

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USDA Community Facilities Grants/Loans – Available to fund the development of essential community facilities for public use in rural areas and may include hospitals, fire protection, safety, child care centers and many other community-based initiatives

USDA Rural Community Development Initiative - Provides technical assistance and training funds to develop the capacity and ability of private, nonprofit community-based housing and community development organizations and low income rural communities to improve housing, community facilities, community and economic development projects in rural areas.

USDA Broadband Loan Program - This program is available to local nonprofit and for-profit entities and provides loans for funding the costs of construction, improvement and acquisition of facilities and equipment to provide broadband service to rural communities.

USDA Distance Learning And Telemedicine Grant/Loan Program (DLT) – This program can provide grant funding for the technology and technical assistance needed to support distance learning and telemedicine projects in rural communities.

USDA Water and Waste Disposal Direct Loans and Grants – These funds can be used to develop water and waste disposal systems in rural areas and towns.

USDA Emergency Community Water Assistance Grants (ECWAG) – These funds are available to assist rural communities that have experienced a significant decline in quantity or quality of drinking water due to an emergency, to obtain or maintain adequate quantities of safe drinking water.

USDA Water and Waste Disposal Guaranteed Loans – This program provides loan guarantee support to local lenders for the construction or improvement of water and waste disposal projects in rural communities.

IDNR Solid Waste Alternatives Program (SWAP) - SWAP provides financial and technical assistance to businesses, government agencies, public and private groups and individuals to assist with the implementation of waste reduction, recycling, market development, public education and other solid waste management projects that improve their environmental performance as well as their bottom line.

IDNR Derelict Building Program – This program provides small Iowa communities and rural counties financial assistance to address neglected structures in order to improve the appearance of their streets and revitalize local economies. Derelict buildings must be located in a town or unincorporated county area of 5,000 residents or less and the building must be owned or in the process of being owned by the community or county. The program can provide funds to assist with certified ACM inspections, removal and disposal of ACM, structural engineering analysis to determine ability to renovate the building, Phase I & II Environmental Assessments and building deconstruction or renovation

IDNR Clean Water Loan Program - Iowa's Clean Water State Revolving Fund (CWSRF) is an option for financing publicly owned wastewater treatment, sewer rehabilitation, replacement, construction and storm water quality improvements.

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IDNR Drinking Water State Revolving Fund (DWSRF) – This is a loan fund that can finance the design and construction of drinking water systems to help ensure public health and provide safe drinking water.

IDNR General Non-Point Source – This loan fund offers landowners affordable financing for a variety of water quality projects. Projects include but are not limited to: Landfill closure, remediation of storage tanks, restoration of wildlife habitat, stream bank stabilization and wetland flood prevention areas.

IDNR Planning & Design Loans – Zero interest loans to cover costs incurred in the planning and design phase of a water infrastructure project. The funds can be used by communities to cover engineering fees, archaeological surveys, environmental or geological studies and costs related to project plan preparation. The loans may be rolled into a State Revolving Fund (SRF) construction loan or can be repaid when permanent financing is committed. The project planning and design costs must be directly related to proposed eligible projects such as the construction of treatment plants or improvements to existing facilities, water line extensions to existing unserved properties, water storage facilities and wells.

IDNR Resource Enhancement and Protection (REAP) - REAP funds are available to communities through competitive grants for city parks and open space improvements. Typical projects include park land expansion and multi-purpose recreation projects.

SHPO Certified Local Government Program (CLG) - The CLG program supports local governments' historic preservation programs. Direct benefits include free historic preservation training and technical assistance from the State's historic preservation staff, a start-up preservation reference library for use in developing and administering the program, qualification for REAP Historic Resource Development Program (HRDP) grants for rehabilitating community-owned properties that are listed on the National Register of Historic Places and qualification for a small, competitive, matching CLG grant program that is open only CLG program participants. These grants can be used to underwrite all historic preservation activities except rehabilitation.

Cultural District - A cultural district is a well-recognized, labeled, mixed-use, compact area of a community in which a high concentration of cultural facilities serves as the anchor. Cultural districts are established to encourage local governments to partner with a local community nonprofit or for profit organization, businesses and individuals to enhance the quality of life for citizens of the community.

Iowa’s Living Roadways Community Visioning Program – This program provides professional landscape planning and design services to rural Iowa communities. The Iowa DOT, ISU and Trees Forever collaborate to engage communities in participatory decision-making processes and implementation strategies, and each community receives a conceptual design plan that can be used to implement landscape and transportation enhancements. Possible projects include transportation corridor enhancements, community signage, downtown streetscape improvements and recreational trail development.

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Trees Forever - This statewide nonprofit organization was formed to protect Iowa’s natural resources. Trees Forever works with communities to improve water quality, preserve and enhance forest areas and beautify roadsides. Trees Forever provides facilitation for a wide range of activities including community tree planting, GreenForce™ youth engagement programs, Iowa’s Living Roadways Community Visioning, trails visioning, watershed protection and many more programs.

HSEMD Hazard Mitigation Grant Program (HMGP) – This program provides grants to communities for long term hazard mitigation projects after a major disaster declaration. The purpose of the program is to reduce the loss of life and property in future disasters by funding mitigation measures during the recovery phase of a natural disaster. Projects include planning, safe rooms, acquisitions, elevations and relocations.

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Economic Development Tools and Resources

IEDA Grow Iowa Values Financial Assistance Program (GIVFAP) - Formerly the Direct Financial Assistance Program, this state fund offers direct financial assistance to companies that create new employment opportunities and/or retain existing jobs and make new capital investment in Iowa. The funds, in the form of loans or forgivable loans can help finance projects that are focused on job creation or retention, value-added agriculture and entrepreneurial efforts and can help a wide variety of business operations including biosciences, advanced manufacturing, information technology and financial services. Funds can be used for building construction or remodeling, land or building acquisition, site preparation, machinery and equipment purchases, computer hardware purchases, furniture and fixtures.

IEDA Enterprise Zones - Enterprise Zones are designed to stimulate development by targeting economically distressed areas in Iowa. Businesses and developers can qualify for state and local tax incentives by making new investments and creating or retaining jobs in these areas.

IEDA Iowa New Jobs Training Program – This program assists businesses that are creating new positions or new jobs through expansion or location in the state by providing flexible funding to train and develop new employees. The assistance available ranges from highly specialized educational programs to basic skill training for new positions. Businesses that have entered into an agreement are also eligible for the New Jobs corporate income tax credit if they expand their Iowa employment base by 10% or more.

IEDA Iowa Jobs Training Program - Like the new jobs training program, this program also invests in customized training, but for existing employers. Iowa’s community colleges provide businesses with funding and support for this program.

IEDA High Quality Jobs Program — This program is designed to promote the creation or retention of quality jobs by assisting businesses locating, expanding or modernizing their facilities in Iowa through a package of tax credits, exemptions and/or refunds to approved businesses.

IEDA Targeted Small Business (TSB) Program – This program assists women, minorities and the disabled in starting or growing a small business. TSB-certified businesses receive technical assistance and are eligible to apply for financial assistance through grants and loans.

IEDA Job Creation, Retention and Enhancement Fund - EDSA, PFSA and Career Link (CDBG) - These three programs within the fund are the Economic Development Set-Aside (EDSA), the Public Facilities Set-Aside (PFSA) and Career Link. Communities can apply to these programs at any time. EDSA and PFSA are designed to assist businesses either through a direct or forgivable loan or through infrastructure projects. Career Link is an industry-driven training program designed to help the underemployed and working poor obtain the training and skills they need to move into available higher- skill, better-paying jobs.

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Tax Increment Financing (TIF) – This tool is a public financing mechanism that is used to subsidize development, infrastructure and other community-improvement projects in targeted districts. Eligible projects result in an increase in site value which generates an increase in tax revenues. These future new revenues can be used to repay the debt issued by the community for the project, or to reimburse private investment in the project.

IEDA Demonstration Fund - The Demonstration Fund is available to small and medium-sized Iowa- based companies in the industries of advanced manufacturing, bioscience or information technology. The fund provides financial and technical assistance to support high technology prototype and concept development activities that have a clear potential to lead to commercially viable products or services within a reasonable period of time. The primary purpose of the fund is to help businesses with a high- growth potential reach a position where they are able to attract later stage private sector funding.

IEDA Iowa Small Business Loan Support Program (ISB) - This loan program assists Iowa entrepreneurs and small businesses in their efforts to access capital for business purposes including start up costs, working capital, business procurement, franchise fees, equipment, inventory, as well as the renovation or tenant improvements of an eligible place of business that is not for passive real estate investment purposes. Iowa small businesses that are located in Iowa, are owned, operated and actively managed by an Iowa resident, and have 750 or fewer full-time equivalent employees are eligible to apply.

IEDA Assistive Device Tax Credit — Reduces taxes for small businesses that incur costs through making physical changes to the workplace to help employees with disabilities to get or keep their job.

IEDA Brownfield/Grayfield Tax Credit Program — Projects can receive tax credits for qualifying costs of a Brownfield project and if the project meets green building requirements. Grayfield projects can get tax credits for qualifying costs and projects that meet green building requirements.

Research Activities Tax Credit — This is a refundable tax credit created to incent a company's research activities. Companies must meet the qualifications of the Federal Research Activities Credit in order to be eligible for the credit in Iowa.

Iowa Innovation Acceleration Fund - The Iowa Innovation Acceleration Fund promotes the formation and growth of businesses that engage in the transfer of technology into competitive, profitable companies that create high paying jobs. The fund provides financing to eligible businesses through three program components that correspond to three different stages of growth:

• Iowa LAUNCH —pre-seed capital stage financing through low-interest loans for intellectual property development and evaluation, including in-depth analysis of market potential, conducting competitive analysis, establishing proof of concept of a scientific discovery, prototype design and development and related activities. • Iowa PROPEL— seed capital stage financing through low-interest loans or royalty agreements for advanced intellectual property development and evaluation, including in-depth analysis of market potential, conducting competitive analysis, advanced proof of concept work for a

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scientific discovery, advanced prototype design and development, research and development needed to attract venture capital financing, hiring key personnel and related activities. • INNOVATION EXPANSION— expansion-stage financing through secured, low-interest loans to fund investments that can be used to hire key personnel and services and the purchase of equipment and facilitate construction costs.

USDA Business and Industry Guaranteed Loan (B&I) Program – Loan guarantees available to support local financing agencies with loans to rural businesses that improve, develop, or finance business, industry and employment as well as improve the economic and environmental climate in rural communities.

USDA Intermediary Relending Program (IRP) - Provides loans to local organizations to establish revolving loan funds to assist with financing business and economic development activity that create or retain jobs in disadvantaged and remote communities.

USDA Rural Energy for America Program Guaranteed Loan Program (REAP Loans) - This guaranteed loan program supports local commercial financing of renewable energy and energy efficiency projects for businesses.

USDA Rural Economic Development Loan and Grant (REDLG) - This program provides funding to rural projects through local nonprofit utility organizations. Under the program, USDA provides zero interest loans to local utilities which they then relend to local businesses for projects that create and retain employment in rural areas.

UDSA Rural Business Enterprise Grant Program (RBEG) – This grant program provides funds to communities or nonprofit organizations to be used for rural projects that help finance and facilitate the development of small and emerging rural businesses.

USDA Rural Energy for America Program Grants (REAP) – This grant program is available to small rural businesses and can provide funds for energy audits, feasibility studies or renewable energy development assistance. It may also be used to help rural small businesses purchase and install renewable energy systems and make energy efficiency improvements.

USDA Value-Added Producer Grants (VAPG) - Grants funds are available to local producers and cooperatives for planning activities or working capital for marketing value-added agricultural products and for farm-based renewable energy.

USDA Rural Business Opportunity Grants (RBOG) – Communities and nonprofit agencies can apply for funds to promote sustainable economic development in rural communities by providing training and technical assistance for business development, entrepreneurs and economic development officials and to assist with economic development planning.

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SHPO State Historic Preservation and Cultural & Entertainment District Tax Credit – This program provides a state income tax credit for the sensitive rehabilitation of historic buildings. It ensures character-defining features and spaces of buildings are retained and helps revitalize surrounding neighborhoods. The program provides an income tax credit of some percentage of qualified rehabilitation costs.

IowaMicroLoan – Provides loans and technical assistance for start-up, expansion or refinancing of small businesses.

Iowa Small Business Development Centers (SBDC) - The Iowa SBDC conducts research, counsels and trains business people in management, financing and operating small businesses, and provides comprehensive information services and access to experts in a variety of fields. The SBDC is the only nationally accredited entrepreneurial development program in Iowa.

UNI MyEntre.Net - This website is an online business resource site and blog for entrepreneurs. Among its activities are weekly business webinars, regionally hosted EntreBash! networking events and an annual EntreFest! business conference for entrepreneurs.

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Housing Tools and Resources

IEDA Housing Fund (CDBG) – Communities can apply for funding that supports owner-occupied rehabilitation projects for low to moderate income, single-family, owner-occupied housing households.

IEDA Housing Enterprise Zones - Developers and contractors building or rehabilitating housing in an established Enterprise Zone may apply to receive state tax incentives such as a refund of state sales, service or use taxes paid during construction and an investment tax credit of up to a maximum of 10% of the investment directly related to the construction or rehabilitation of the housing.

Housing Tax Increment Financing (TIF) – When TIF is used for housing development, a percentage of the future tax increment revenues from the project must be used to provide housing assistance to low- and moderate-income families.

USDA Rural Repair and Rehabilitation Loans and Grants – This program provides direct loans or grants to very low-income homeowners to repair, improve or modernize their dwellings or to remove health and safety hazards.

USDA Rural Housing Direct Loan – This program provides direct loans to help low-income individuals or households purchase, build, repair, renovate or relocate homes in rural areas.

USDA Rural Housing Guaranteed Loan – This program supports local participating lenders in financing home purchases for rural families with incomes up to 115% of the area’s median income.

USDA Rural Housing Site Loans - These loans are made to nonprofit agencies to provide financing for the purchase and development of housing sites for low- and moderate-income families.

USDA Rural Rental Housing - This program provides loans to a variety of owners to provide affordable multifamily rental housing for families, the elderly or persons with disabilities.

USDA Guaranteed Rental Housing – This program guarantees loans to support local participating lenders in financing the development of multi-family housing facilities in rural areas.

USDA Housing Preservation Grants – This program provides grants to local nonprofit organizations to fund the repair or rehabilitation of low- and very low-income housing.

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