Troy Mills Village Plan (PDF)

LINN COUNTY VILLAGE PLANNING

Village of Troy Mills Revitalization Project

• Identifying Linn County’s historic rural villages. • Establishing revitalization and development strategies. • Cooperative visioning between community-based organizations, area residents, local business owners and local government. Linn Count Village Planning

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Project Overview

Linn County has several rural villages that historically served as small, but vital community centers. Troy Mills has been identified as one of these centers. Linn County Planning and Development staff are working toward the establishment of a revitalization strategy which accommodates the cooperative visioning of several Troy Mills community-based organizations, area residents, local business owners, and local government.

The development history of Troy Mills reveals its importance as a social, cultural, and economic core for its residents as well as for those in neighboring communities. Although businesses currently operate in the Troy Mills commercial district, there are also empty storefronts and vacated lots, remnants of former commercial successes. Working to establish a redevelopment strategy for Troy Mills, the planning process will reveal opportunities for Troy Mills to regain its former vitality in commercial, residential, and cultural endeavors.

To accomplish this, Troy Mills area residents and Linn County Planning and Develop- ment staff identified several planning initiatives that: support the shared-vision process, identify needed public facilities and services, develop consensus for present and future land use, define village character and support financial incentives that eliminate barriers to the rural village development process.

Over the past few months, Linn County Planning and Development staff have visited Troy Mills, assessed its physical characteristics and determined its potential for future redevelopment and revitalization. In addition to this process, a set of Troy Mills Village Public- Input Meetings (called charrettes) were held where participants identified qualities and concerns for Troy Mills. Results of the preliminary study and public input workshops together reflect major issues confronting Troy Mills village today. Results from these meetings will direct future concepts and development guidelines for the Village of Troy Mills. Linn County Village Planning

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Inside This Document

Project Overview 2 Table of Contents 3 Village Location 4-5 Village Growth Sequence and Development History 6-9 Village Character 10-11 Physical Characteristics 12-14 Community Focus Areas 15-17 Development and Design Characteristics/WSR 18-19 Design Elements 20 Troy Mills Village Public Input Meeting #1: Qualities/Concerns 21-22 Troy Mills Village Public Input Meeting #2: Action Plans 23-24 Troy Mills Village Public Input Meeting #3: Action Plan Strategies 25-26 Community Clean-up 27 Streetscape Planning 28 Flood Preparedness 29 Flood Damage Reduction 30 Housing Developments 31 Conceptual Development Plan 32 Study Conclusions, Next Steps and Final Recommendations 33-34

Credits: This project was made possible through the support of the Linn County Board of Supervisors, Linn County Planning and Zoning Commission and through the assistance of Troy Mills community members and Linn County Planning and Development Staff. Brochure design, layout, and photography by Kimberly K. Dickey, Project Coordinator. Linn Count Village Planning

PAGE 4 Location: Village of Troy Mills

T-intersection in Troy Mills

Aerial Photo of Troy Mills Village in 2003

Troy Mills is located in a rural area of Spring Grove Township (5-86-7), Linn County, Iowa. The village is intersected by two well-traveled, hard surfaced two-lane roads: Troy Mills Road (Main Street), and Coggon Road. The two roads meet to form a T-intersection at the core of the Troy Mills Village commercial district. Coggon Road (east bound) channels traffic to nearby Coggon, Iowa and beyond. Troy Mills Road (north and south bound) channels traffic in the direction of and through Troy Mills from nearby Walker and Central City, and easily provides access to nearby I-380 and subse- quently Cedar Rapids, Iowa. The topography of the surrounding region is characterized by the floodplain of the Wapsipini- con River. The river channel hugs the southern and western portions of Troy Mills Village. Commercial and residential areas of the village sit somewhat elevated in a bank-like fashion above the Wapsipini- con River. All other areas surrounding Troy Mills Village are characterized by agricultural farmland, with minimal to moderate rolling timbered hills to the northeast and northwest. Linn County Village Planning

PAGE 5 Village Boundaries

In an effort to establish or define our project study area, we considered both real and perceived boundaries for the Village of Troy Mills. ‘Real’ boundaries suggest that the village strictly encompasses areas laid out according to surveyed and legal Meets and Bounds. ‘Perceived’ boundaries suggest that the village stretches beyond boundaries identified as ‘real,’ into what can be referred to as an ‘area of influence’. Thus, the project study area for the Village of Troy Mills was defined as that which falls directly and indirectly within a one half mile ‘area of influence’ of the center of Troy Mills Village. The center of Troy Mills Village is located at a three-way stopping point: where Coggon Road and Troy Mills Road form a T-intersection within the village. All things in regard to Troy Mills, radiate from this point. This definition serves a dual purpose. First, this definition accommodates the notion that the Troy Mills community extends beyond what any plat map depicts: beyond commercial and residential corridors, into rural areas, and nearby towns and cities. Second, by incorporating the use of this definition, the scope of our study was effectively narrowed as community focus areas, destination nodes and corridors, open-space, infrastructure, topography and land-use trends were identified within this one half mile ‘area of influence.’ Overall, use of this term adds to the definition of village character, and raises issues in regard to future planning for the Village of Troy Mills. These will be discussed further in subsequent portions of this document.

Linn Count Village Planning

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1869 Plat Map

1906 Orthogonal Grid Layout

1914 Plat Map

1895 Orthogonal Grid Layout 1933 Sanborn Insurance Map

1907 Plat Map 1921 Plat Map Linn Count Village Planning

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The Village of Troy Mills was originally platted in 1869, though an orthogonal grid layout for the Village of Troy Mills was not available until pub- lished in 1895. The village layout depicts 8 formal blocks with 8 lots each. 1954 Assessor’s Maps adhere to the original layout for the Village of Troy Mills and comparatively show little growth for the village through time. Since 1954, the Village of Troy Mills has experienced minimal growth along northern, southern and eastern edges of Troy Mills. Current aerial photography for the unincorporated Village of Troy Mills reveals that while the number of structures on lots may have increased, numbers of lots and lot sizes have remained for the most part static over time. Re- cords document only periodic structural updates, and structural replacements due to flooding of the Wapsipinicon River.

Spring 2000 aerial photography. Unincorporated Vil- lage of Troy Mills, Iowa.

Village of Troy Mills Growth Sequence Linn Count Village Planning

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Development History

Troy Mills village history reveals that its settlement was the result of three fishermen’s ability to keep a secret. While building a dam for the purpose of trapping fish on the Wapsipinicon River in the early 1850’s, Amos Long, Henry Holman, and Andrew Whissennand sought the perfect location for a saw mill. For an entire year, until they could together raise the $60.00 assessor’s fee to register a claim in Dubuque, Iowa, the business idea remained undisclosed. The village of Troy Mills was founded in 1853, the 21st town in the state, and by fall of 1854, the saw mill’s construction was underway and completed in 1855. The saw mill at Troy Mills Village is said to have pro- duced the best oak building materials in the township, with a daily output of 200’ of lumber for a day’s work. Plentiful natural resources such as water and timber were what first attracted early set- tlers to the area. In years to follow, the Village of Troy Mills offered much more to its rural inhabi- tants. A short decade’s time brought a three-story limestone saw and grist mill, called Hoosier Mills, which also housed an on-site store where ground wheat, buckwheat and corn could be pur- chased. Housed at the same site, both were intermittently in and out of operation through the 1920’s, until the building was eventually sold to businessmen from Delhi. Their business intentions converted the mill into an electric power plant, providing electricity to the village of Troy Mills and surrounding communities. Iowa Railway and Light Company eventually took over the property, and in time sold the property only for it to be deconstructed in 1932. Portions of the foundation are extant and have been incorporated into a residential structure located on the previous mill site. Linn County Village Planning

PAGE 9 Other early village developments brought the Hoover Wesleyan Church in 1851, a general store in 1865, and a five-span wooden bridge across the Wapsipinicon in 1870. This bridge was eventually replaced by a three-span steel girder bridge in 1887, and once again replaced in 1950 with a standard 445’ continuous span extant bridge.

A school and a hotel were added in 1871, and a drug store in 1872. Troy Mills Village supported a general store, a bank, a hardware store, a grain elevator, and a post office. In 1898 a new Methodist Church was dedicated to the Village of Troy Mills and in 1900 a new two-story building was erected to house the International Order of Odd Fellows (est. in 1874). This building stands today and is on the National Register of Historic Places.

International Order of Odd Fellows Hall, Troy Mills, Iowa.

Twentieth century developmental events for Troy Mills Village include: Fay and Son Furniture and Undertaking in 1901; Walton’s Service Station in the early 1920’s (where one could also get a haircut); a privately operated airport in 1944 (three miles north of Troy Mills), establishment of the Floyd-Williamson American Legion Post in early 1950; streetlights along the Troy Mills Village commercial district in 1951 (an American Legion subsidized project); establishment of the Troy Mills Garden Club; and a conversion to dial telephone service by Cen- tral Telephone Company in 1963 (previously operated by a switchboard in the home of Wilma Walton). Linn Count Village Planning

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Village Character

Defining the character of a village is a study process carefully and con- siderately weighing that which is fact-based with that which is impressionistic. The aim is as much to illustrate a community’s physical, developmental and design characteristics as it is to illustrate the overall impression one senses when in that space. With respect to that which is fact-based, the process is seemingly more measurable and backed by historical records. That which is impressionistic is primarily based on timely observation and the in- terview process. With respect to the Village of Troy Mills, the aim of this study was to define village character based on that which is measurable and impressionistic for the purpose, in the end, to make informed recommendations for future development in Troy Mills. A large portion of this end-product is a result of community input over the course of the study through site visits, im- promptu interviews, and results from workshops conducted at public meetings. Following is a display of village attributes, both measurable and impressionistic. Results from public-input workshops are found on pp. 25-26 of this document. Future developmental recommendations for the Village of Troy Mills are found on pp.31-32 of this document.

Linn County Village Planning

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Local Government

Over the course of its history, Troy Mills has remained unincorporated. Overseeing its developmental course, Township Trus- tees work with local officials, such as the village Fire Chief, Rescue Unit Supervisor, Sanitary District Supervisor, etc., as well as with active members of community organizations such as the Troy Mills Volunteer Fire Department, Troy Mills Dam Association and the Troy Mills Rural Housing Development Corporation, to name a few, in order to address issues or bring about change to the community. Members and local officials act on a volunteer basis alone and are often called upon.

Infrastructure

Infrastructural maintenance within the Village of Troy Mills is primarily the responsibility of the resident, though local officials and volunteers occasionally assist during times of improvements. For example, though main roads through Troy Mills are hard-surfaced, secondary roads are maintained only for dust control and winter snow removal (by Linn County Secondary Roads Department). Long-term road maintenance and surfacing plans are not in place for residential roads within the village. In other villages where long-term road maintenance plans are in place, residents have come together and paid out-of-pocket expenses. This means also that residents are respon- sible for maintaining ditches and culverts associated with roads adjacent to their property. The Troy Mills Sanitary Sewer Lagoon System/Waste Water Treatment Facility is a WW1L grade system. It is fed by gravity from the village of Troy Mills and North Linn School to a lift station, then by force main to the three-cell lagoon system, which operates as a two-cell lagoon system. The lagoon system is designed to empty treated effluent into the nearby Wapsipinicon River. Its current design capacity is 0.037 MGD-0.0555 MGD, and is currently treating between 0.0148-0.018 while serving a population of 248. Residents of the village pay an annual sanitary sewer usage fee to the Troy Mills Sanitary Sewer Board. The district is maintained by a trained local operator and the sewer board. Troy Mills does not have a city-wide water facility. Drinking water is made available by wells tapped at individual properties. Linn Count Village Planning

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This Village of Troy Mills In Linn County, each zoning district Zoning Districts Map depicts specifies principal permitted uses. residential, commercial, Comparisons between current zoning and agricultural areas and current land-use showed few non- within a 1/2-mile buffer conforming uses within this 1/2mile from the center of Troy buffer. Mills (where Coggon and Troy Mills Road form a T- intersection).

Current Linn County Assessors Maps for the Village of Troy Mills designate several zoning districts in Troy Mills. The following is a breakdown for the total number of acres for each zoning district:

• AR12A 15.75 Acres • AG 406.15 Acres • C1 7.8 Acres • C3 .37 Acres • R3 42.0 Acres 427.07 Total Acres

Linn County Planning & Development 930 1st St SW Cedar Rapids, IA 52404 319-892-5130 www.linncounty.org Linn Count Village Planning

PAGE 13 The Village of Troy Mills: Land Use Character

The map on the following page depicts the character of land use in the Village of Troy Mills. This character reveals both that which is based on fact and that which is impressionistic. The following definitions serve to clarify the terminology used in the map.

• Commercial Core: this area comprises a cluster of commercial-related structures and activities within the village. Spatially, the commercial core is backed solidly by the residential core to the west, and residential periphery to the east. • Residential Core: this area comprises a cluster of residential lots within the village with layouts which adhere to original plat and survey. Spatially, the residential core is backed by the commercial core to the southeast, floodplain to the west and residential periphery to the northeast. • Commercial Periphery: these areas comprise commercial-related entities which do not have the same clustering effect as they do within the commercial core. Because these entities lie outside of the commercial core, occurring sporadically, they are referred to here as the commercial periphery. These areas are surrounded by open spaces with some Rural Residential and some Public and Institutional areas. • Residential Periphery: these areas comprise clusters of residential lots outside the Residential Core and do not adhere to original plat and survey. Though residential in nature, they serve as transitional areas joining the village commercial and residential cores to more rural though village-oriented areas. These areas are primarily surrounded by open spaces. • Rural Residential: these areas comprise clusters of residential lots rural in character in that they are or were at one time agricultural farmsteads surrounded by agricultural-related secondary structures, equipment and tillable farm-ground. Today they are more commonly referred to as ‘acreages,’ they can be accessed by gravel roads, and they typically lie at the village fringe surrounded by open spaces. • Public and Institutional: These areas comprise structures and facilities whose uses serve public and institutional entities, e.g. North-Linn High School, Linn County Secon- dary Roads Department, and a Little League baseball diamond. Public and Institu- tional areas are surrounded by all other characteristic land uses found within the Vil- lage of Troy Mills thus providing access for all community members. Linn Count Village Planning

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The Village of Troy Mills: Land Use Character

Linn Count Village Planning

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Community Focus Area 1 is situated along Troy Mills Road, the main thoroughfare of the village. Troy Mills Road channels traffic in and out of the village, north and south. Area 1 comprises much of the commercial activity (commercial core) in the village, with a few commercial entities in the eastern periphery along Coggon Road. Commercial locale or ‘nodes’ are identified and appear to cluster in this area. Troy Mills Road is a destination corridor between nodes in the commercial core, and Coggon Road is a destination corridor extending to peripheral commercial nodes.

Community Focus Area 2 is located two blocks north and west of Area 1. Distinct from Area 1, Area 2 is situated in the residential core of the village and comprises a cluster of nodes marking community-based activities: the Christian Church, the community Baseball Diamond, the Community Center which houses the Troy Mills Area Housing Development Corporation, as well as a child care center, community exercise center, and a dance studio. Peripheral Area 2 nodes are situated south and east of the village on Troy Mills Road (the community park) and Coggon Road (North-Linn High School). Wieckham, Osceola and Win- thrope Streets are destination corridors which channel traffic, both automobile and pedestrian related, to nodes in Area 2. Troy Mills and Coggon Roads channel traffic to Area 2 peripheral nodes.

Linn Count Village Planning

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Focus Area 1

Activity in Community Focus Area 1, along Troy Mills Road, is primarily commercial – related and appears to be intermittent, depending on the time of day. Bursts in activity occur around 8:00 am, noon, 3:20 p.m., and around 4:30 and 5:00 p.m. These are related to, respec- tively, work-based traffic, local lunch hour traffic, the letting out of high school-age students, and once again work-based traffic. A set of stop-signs at the T-intersection between Troy Mills Road and Coggon Road regulates the flow of traffic during activity bursts. This type of come-and-go behavior pattern suggests that Troy Mills is a village with predictable happenings on a daily basis, year in and year out. Although activity bursts are predictable, they tend to add a component of organized chaos. On several occasions, particularly in the afternoon, observations were made and recorded where a mixture of high-school students of driving age combined with middle-school and elementary school age children getting off of school busses, met at the same T-intersection. Parents and siblings in parked automo- biles waited to pick-up their children along the west side of Troy Mills Road. After getting off of the bus, children walked across the road toward their families or in the direction of the Troy Store. Though there appeared to be regard for rules of traffic flow, recorded observations indicated some need for additional safety measures during these times of the day. Commercial behavior is directed along Troy Mills Road, primarily at Carson Grain, Gary’s Auto, Jewel’s Food and Spirits, the Troy Store, the Post Office, and a few other businesses in-between. Automobile traffic directed toward commercial nodes predominates; pedestrian traffic appears to be hampered by a noticeable lack of structurally-sound sidewalks. Limited long-term parking is available on the west side of Troy Mills Road in front of businesses and storefronts. Short-term parking is available in front of the Troy Store and the Post Office and is also limited. With respect to morning and evening work-based traffic, much of this is commuter- traffic and is automobile based. In this light, Troy Mills can be thought of as a bedroom- community, a place where the majority of its residents live but do not work. Commercial nodes in Area 1 cater to the intermittent commercial needs of this community, a convenience store, a café, a bar and grill, and a post office. Linn County Village Planning

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Focus Area 2

Activity in Community Focus Area 2 is perhaps more predictable than that of Area 1. Each node, whether it is the community center, the baseball diamond or the church facility, offers its own set of activities which are planned both for short-term and long-term use. For example, church services, Little League games, organizational meetings, etc. are activities that occur according to a schedule and are on-going. Par- ticipants in community-based activities know when to arrive, and when to leave. Like- wise, non-participants know when to expect these activities. When nodes are in use, they are used my many. When they are not in use, the Area 2 is solemn and quiet. Destination corridors lead to nodes in Area 2, and comprise residential streets within the village residential core. Automobile traffic and pedestrian traffic in this area are equally-based. There are no sidewalks for pedestrians. Streets are quiet and safe to walk upon and most residents of Troy Mills Village are within walking distance of Area 1 and Area 2. Outside of the residential core, Area 2 peripheral nodes include the park and North-Linn High School. Again, use of these spaces is planned, and as such is predictable. When not in use, these spaces are solemn and quiet. Linn Count Village Planning

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Development and Design Characteristics

C-1 R-3 A-R12A 2% Developmental Characteristics 9% 3% Study Area: 472.2 acres Open Space: 70 acres (13%) External: 60 acres (85.7%) Internal: 2 acres (2.9%) Vacant lots: 8 acres (11.4%) AR12A: 15.8 acres (3.3%) AG: 406.2 acres (86.0%) Developed: 50.2 acres (10.6%) R-3: 42 acres (83.7%) C-1: 7.8 acres (15.5%) C-3: 0.4 acres (0.8 %) Developmental Units: 107 Gross Density: 0.2 DU/acre over study area Net Density: 2.1 DU/acre over developed area

Ag Design Characteristics Lot Size: 86% R-3: 0.54 acres AG: 8.8 acres C-1: 0.12 acres A-R12A: 15.75 acres C-3: 0.29 acres Lot Width: Lot Depth: R-3: 125.0 feet R-3: 186.1 feet C-1: 79.8 feet C-1: 175.2 feet C-3: 85.0 feet C-3: 106.7 feet

Setback: Side yard: R-3: 54.03 feet R-3: 36.38 feet C-1: 46.0 feet C-1: n/a C-3: 36.7feet C-3: n/a

Footprint: sq. ft.: unavailable Building Height: 1-2 1/2 stories Parking: On street and rear/yard garages and lots

Developmental Characteristics and Design Characteristics reflect average conditions typical to the study area. Setbacks were measured from the curb of edge of roadway. Linn County Village Planning Winthrope St. 1 2 PAGE 19 3 4 Coggon Road 1

2 2

Windshield Survey 3 4 3 4 Lima Street 1 1

A Windshield Survey of housing stock in the Village 2 3 2 of Troy Mills was conducted in order to assess exist- 4 3 ing housing conditions. WSR results typically indi- 4 cate housing needs, potential for rehabilitation, and Linn-Buchanan St. in extreme cases, recommendations for demolition. 1 1 Structures are rated according to the following 2 2 guidelines: 3 4 3 4 1. Structures in excellent condition, with no visible Oseola St. deficiencies; recently built codes. Osceola Street 2. Structures in good condition with minor deficien- 1 1 2 cies; in some need of repair; structures is not as 2 3 3 well maintained as the ‘excellent’ category. 4 3. Structures in fair condition with major deficien- 4 cies; significant surface wear is noticeable; and Spring Street or has been carefully maintained; meets cracks, 1

holes or breaks in walls/foundation/roof are evi- 1 2 2 dent; blistered paint; windows need replaced; 3 3 4 major maintenance required. 4

4. Structures in deteriorating condition; shows Waker l Rd. abuse or neglect; structural defects are obvious Walker Road and possible serious enough that the unit cannot 1 2 be returned to good condition. 1 3 Results from the Windshield Survey in the Village of 4 Wieckham Street Troy Mills yielded adjacent results for structures 1 along surfaced roads in the study area. Translated 1

2 into percentages, results indicate that 35.8% of 3 2 structures received a rating of 1 (excellent), 46.6% 4 3 received a rating of 2 (good); 14.2% received a rat- 4 ing of 3 (fair); and 3.3% received a rating of 4 Troy Mills Road (deteriorating). 1 1 2 2 3 4 3 4 Linn Count Village Planning

PAGE 20 Design Elements

Notable design elements in the Village of Troy Mills are building placement in relation to streets (set-backs), and a sense of preferred architectural style. Within the commercial and residential cores along Troy Mills Road (excluding those residences north of Osceloa Street), to the west of Troy Mills Road, and along Coggon Road patterns in building setback can be detected. On average, residential homes in these areas are between 30-40 feet from the edge of road, and commercial businesses to the west of Troy Mills Road (Main Street) sit between 20-30 feet from the edge of the road. This design pattern is most strongly reflected in historic structures (pre-1950). This pattern contributes to and maintains village character.

The second design element is the sense of preferred architectural style which manifests in many of the historic structures mainly in residential areas of the village. The map below details pictorially the location of each of the homes. The gable-front and wing house with oriel window fenestration appears to dominate as an architectural style in Troy Mills. In addition, wood appears to be the dominant cladding material, historically speaking, though this trait has been dulled with the introduction of a variety of cover-up siding materials. A semi-evident pattern in architectural style can be detected among the commercial structures in Troy Mills, including gable-front roofs with semi-boom-townesque storefronts. Although preferred architectural elements do not permeate the village, they do contribute to the character of the village.

Linn Count Village Planning

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Public-Input Meeting #1 Results

Public-input from Meeting #1 revealed adjacent qualities and concerns. Attendees were asked to brainstorm community-specific qualities, i.e. ad- vantages or assets. Attendees were also asked to brainstorm community-specific concerns, i.e. drawbacks or obstacles. Forming three separate committees, members ranked ideas in terms of priority (high to low) through a nominal group process, and overall consensus for the following was reached: I. By consensus, the following high priority community qualities were: Troy Mills is a volunteer-oriented community; Troy Mills has a positive environment overall; people in Troy Mills work together; Troy Mills is a good place to raise families. II. By consensus, the following medium priority community qualities were: businesses in Troy Mills are family-owned; quality people live in Troy Mills; the community in Troy Mills is involved; the Wapsipinicon River adds quality and charm to the village. III. By consensus, the following low priority community qualities were: Troy Mills is a quiet community; Troy Mills is easily accessed by good roads and highways; Troy Mills’ proximity and access to the Wapsipinicon River for recreational uses. IV. By consensus: the following high priority community concerns were: Troy Mills needs additional senior housing; Troy Mills lacks businesses; Troy Mills suffers from heavy Linn County-enforced rules and regulations; Troy Mills is facing stagnation and decline. V. By consensus, the following medium priority community concerns were: Troy Mills needs to look at issues surrounding flooding and flood control; Troy Mills needs new housing developments; Tory Mills needs senior services, i.e. meals and transporta- tion; Troy Mills has disturbing traffic and noise pollution, Troy Mills suffers from costly county enforced permit and tax structures; Troy Mills has a lack of project funding. VI. By consensus, the following low priority community concerns were:Troy Mills dis- trusts ‘city-slickers;’ Troy Mills is concerned about the lack of action taken by county government; Troy Mills is concerned about ill-maintained; properties; water quality; and a lack of land on which to build.

Linn Count Village Planning

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Qualities Concerns Volunteer-oriented community Senior housing Environment Lack of Businesses People work together Heavy Regulations Good place to raise families Stagnation and Decline Family-owned businesses Flood Control People New housing starts Community involvement Senior services

River Noise and traffic pollution Quiet cost of permits Good roads/highways Tax structure Services/community support Lack of project funding Location/proximity to river City slickers Church Lack of action by County govt. Neighborhood Watch Ill-maintained properties Small-size Water quality-no city water Small-town friendliness Lack of land on which to build Businesses Poor cell-tower service Easy access/close proximity Street light dues/notification Lines are small (post office) Need for more activities for youth River Need for public water Parental involvement Too many cars per capita School system Need for residential zoning Ind. Mngmt Comm. Proj. Incentives to clean up Small town School-quality curriculum

High Priority Medium Priority Low Priority

Troy Mills community members work toward reaching consensus as they list concerns for their village. Presenting findings from the charrette to the entire group. Linn Count Village Planning

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Public-Input Meeting #2 Results

Community members formulate an action plan to address housing concerns in Troy.

Building on the results from Meeting #1, where qualities and concerns for the community became apparent, Meeting #2 resulted in the formation of three Action Commit- tees with three separate Action Plans. Each Action Plan addressed a priority concern for the Village of Troy Mills. Action planning, at least for these initial stages, serves to identify goals, capacity, payoff, risks involved, and formulation of a strategic plan. More importantly, Meeting #2 tasks resulted in community members taking ownership and responsibility of their concerns, and committing to a community-oriented effort.

Committee #1 Concern

GOAL: Address stagnation and decline, in an aesthetic sense, in Troy Mills, a high-priority concern identified by committee members. A short-term solution to this problem is to organize the ‘First Annual Troy Mills Village Community Clean-up Day.” Long-term goal was to design streetscapes for commercial and residential areas in Troy. In terms of feasibility, project was scaled down for the short term. CAPACITY: Resources to dedicate to this plan include: funding from both local and outside sources (residents, tire-amnesty/IDNR/Bluestem/Linn Co); communication to local residents through fliers and posters; volunteer labor from youth organizations (North Linn School, FFA, FBLA, 4-H); PAYOFF: Long-term: project will instill pride in the community and will motivate people to keep properties better maintained over time. Short-term: Village will present a better picture overall for this year’s sesquicentennial celebration. RISK: The cost to the residents could potentially be cost prohibitive. Also some concern that the effort could turn neighbor against neighbor. STRATEGIC PLAN: Conduct a cost-analysis. Develop a funding plan. Communications: Troy Mills Residents. Contact Special Interest Groups for Volunteer Help: communicate with Sesquicentennial Committee. Locate a Site for Waste Disposal. Set date for the event.

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Committee #2 Concern

GOAL: Minimize flood damage for Troy Mills Village, a concern identified by the committee as high-priority. In order to accomplish this goal, the committee proposes two action items: the building of a levee/levees, as well as developing an action plan for flooding events where early notification and preparation for relief efforts render the community ‘Flood-Ready’. CAPACITY: Involve the following organizations: Federal, State and County Governments, Army Corp. of Engineers, Department of Natural Resources, Linn County Planning and De- velopment, Secondary Roads. Also involve local volunteers. Possibility for funding from Fed- eral and State grant sources. PAYOFF: Long-term financial benefits in terms of lessening property damage load and pre- venting loss of properties. A long-term plan and a ‘Flood-Ready’ plan would increase safety as well. Aesthetically, the riverine environment would present as more attractive with flood control measures in place. RISK: Cost prohibitive/burdensome. STRATEGIC PLAN: Plan to identify with whom the committee can effectively get involved, apply for appropriate grants, and in the meantime develop the action plan for future flooding events that promote flood readiness.

Community members eagerly planned a course of action for the concerns they identified with the most.

Committee #3 Concern

GOAL: Address the high-priority concern for new housing developments in Troy Mills. The committee aims to attract developers and landowners to build at least two houses a year for the next five years. CAPACITY: Will need to identify landowners with proper zoning and willingness to sell, as well as developers, and potential buyers. Examine Linn County Land Use Plan for zoning and sewer and water concerns. Potentially look for another community that has done this. PAYOFF: Growth: community, school enrollment, teachers, church memberships. Increased business activity, more volunteers RISK: Cost prohibitive (sewer, roads, water). Increased traffic and noise pollution. STRATEGIC PLAN: Research grants sources and partnerships that will match funds. Will need to devise a marketing plan, with thoughts to advertise at the Sesquicentennial. Work with Linn County Planning and Zoning to successfully rezone some areas for development.

Linn Count Village Planning

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At Meeting #2, the three action committees formulated separate action plans designed to address priority concerns for the Village of Troy Mills. At Meeting #3, community members were asked to rank proposed strategies to implement each action plan. Strategies were presented to community members, including; program descriptions, outcomes, application procedures and requirements, deadlines and contact information. The information is presented on pp. 27-31 of this document.

Public-Input Meeting #3 Results

Community members were asked to complete a worksheet and rank the proposed strategies according to the following guidelines: cost, time, complexity, authority, and impact. This was useful in that it served to identify the most and the least effective strategies for each action plan. Following are the results of the ranking process: Action Plan #1: Address stagnation and decline in the Village of Troy Mills A. Short-term: Community clean-up event 1. Linn County Community Credits (Linn County Planning and Development) 2. Solid Waste Alternatives Program (Iowa Department of Natural Resources) 3. Outreach Investment Program (Bluestem Solid Waste Agency)

B. Long-term: Streetscape Project 1. Downtown Assessment Visit (Iowa Department of Economic Development) 2. Downtown Resource Center (Iowa Department of Economic Development) 3. Main Street Iowa (Iowa Department of Economic Development)

Action Plan #2: Address need for flood preparedness and flood plain management A. Short-term: flood preparedness planning 1. Emergency Readiness and Response Program (U.S. Army Corps. of Engineers) 2. Sandbag Trainings (Linn County EMA) 3. Community Emergency Response Training (Citizen Corps.)

B. Long-term: flood plain management 1. Community Rating System (National Flood Insurance Program) 2. Planning Assistance to States (U.S. Army Corps. of Engineers) 3. Emergency Stream Bank and Shoreline Protection (U.S. Army Corps. of Engineers)

Action Plan #3: Address need for new housing developments 1. Attract Local Landowners and Developers 2. MAHP (Mid American Housing Partnership) 3. Housing Application Review Team (Iowa Department of Economic Development) Linn Count Village Planning

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Community members rank strategies for each Action Plan at Meeting #3, Troy Mills Community Cen-

Community members were asked for feedback and impressions in regard to the overall effectiveness of the ranking process. Responses varied and were as follows:

1. Some community members felt that the task was difficult to comprehend and somewhat confusing. 2. Some community members felt that though difficult, the process was extremely helpful in completing a complex task. 3. Some community members felt that the material should have been covered during three separate meeting dates, given the breadth of information to cover as well as the level of complexity associated with the ranking process. 4. Some community members were unaware that so many applicable grant programs ex- isted through local, state and federal agencies. Linn Count Village Planning

PAGE 27 Action Plan: Address Stagnation and Decline in Troy Mills Village Emphasis: Community Clean-up

STRATEGY GUIDELINES Program Description Application Requirements Deadlines Contact Information 1 Outreach Investment Program Waste reduction grant program 1. Proof of 501 (c) 3 status July 7th or Outreach Investment The financial award is a one-time pay- for businesses/local govern- 2. Iowa Waste Exchange Re- October 6th, Program/Bluestem ment of 50% of the equipment cost up to ments/non-profit agencies. port (copy of on-site consulta- 2003 Solid Waste Agency $10,000. Documented 501(c)-3 not-for- Program encourages the devel- tion report, provided by IWE P.O. Box 2068 Cedar profit applicants qualify for 75% of equip- opment of recycling programs staff member), or Rapids, Iowa 52406 ment costs up to $10,000. through a direct, one-time finan- 3. Bluestem Consultation ph (319) 398-1278 Recipients are awarded on a reimburse- cial investment in equipment (Local Government/Private fax (319) 398-1279 ment basis. Cost estimates: Blue bins $8- from the Bluestem Solid Waste Haulers only) www.bluestem.org 9.00 each, Yardies $40.00 each, and Agency. 4. Material Disposition ECICOG Solid Waste Dumpsters are $450.00 each. The grant 5. Minimum of two cost propos- Planner Jennifer Ryan does not cover any operational costs/ als ph (319) 365-9941 monthly collections. The above translates 6. Waste Designation Form into: $900.00 (bins), $4,000 (Yardies), 7. OIP/Bluestem Application $900.00 (two lg. sc. dumpsters). Total est. cost: $6,000.00.

2 Solid Waste Alternatives Program Waste and landfill reduction Complete the SWAP applica- January 2nd, Iowa Department of Preferable applications involve regionali- grant program that emphasizes tion including description of April 1st, July Natural Resources zation (two or more communities or com- education, best practices, mar- project proposal, cost break- 1st and Octo- SWAP (Solid Waste bination of public and private. Award is up ket development, and recycling downs (found in the SWAP ber 1st. Appli- Alternatives Program) to $20,000 forgivable, low-interest loan sustainability (e.g. electronics/ Application booklet). cations ac- Valerie Drew available. organics, etc.) and/or value- cepted year- ph (515) 281-8672 added recyclables. The SWAP round and fax (515) 281-8895 program seeks to assist in im- reviewed on val- plementing practices and pro- the above [email protected] grams that will move Iowa to- dates. .us ward long-term pollution pre- vention, waste reduction and recycling sustainability. Pro- vides financial assistance to those communities with innova- tive project plans. 3 Linn County Community Credits Linn County's FYR'03 budget Identify project, and formulate Make re- Linn Co. Planning and Community credit funding is limited allows for communities to re- an action plan with cost esti- quests early, Development 903 First ceive some financial assistance mates. Submit for approval. funding is St. SW Cedar Rapids, where it is deemed an appropri- limited IA 52404 ate use of funds and when ph (319) 892-5130 communities have requested fax (319) 892-5155 assistance.

Action Plan: Address Stagnation and Decline in Troy Mills Village: Community Clean-Up

STRATEGY GUIDELINE TOTAL RANK

Cost Time Complexity Authority Impact

1 Outreach Investment Program 2.4 2.2 2.0 2.1 1.9 17 2

2 Solid Waste Alternatives Program 2.6 2.6 2.4 2.2 2.2 24 3

3 Linn County Community Credits 1.0 1.2 1.6 1.7 1.9 13 1 I 1 2 3 most least

PREFERENCE/EFFECTIVENESS Linn Count Village Planning

PAGE 28

Action Plan: Address Stagnation and Decline in Troy Mills Village Emphasis: Streetscape Planning

STRATEGY GUIDELINES Program Description Application Requirements Deadlines Contact Information 1 Main Street Iowa, Iowa Department of Main Street Iowa is a compre- This program requires that the Sought annu- Main Street Iowa Economic Development hensive approach to downtown community commit to the pro- ally, but cy- Iowa Downtown Re- Experience has shown that communities revitalization. Communities who gram prior to its application. cles are de- source Center typically take between one and two years participate from one degree to Typically, communities will re- pendent on Iowa Department of to learn about the Main Street program another benefit by improving city quest program materials, organ- State funding Economic Develop- and its processes before they are ready centers, increased economic ize a group of community mem- ment 200 East Grand to commit to the necessary funding. Main and business base, and incen- bers to review materials, invite Avenue Des Moines, Street Iowa invests approximately tives are created for private a member of a MSI participating Iowa 50309 ph (515) $100,000 in on-site visits, training and investment to occur in order to community member to present 242.4756 fax (515) technical assistance. After the start-up purchase, construct and rehabili- about their community, visit MSI 242. 4722 main- phase the state invests $10,000 annually tate downtown property. communities, begin a media [email protected] in each certified Main Street Community campaign to inform locals, for additional trainings, design assistance, reach consensus and then pro- consultations, and town-specific technical ceed with the MSI application. assistance. Once applications are submit- ted, the MSI council reviews and makes selection recommendations to the Director of the IDED. New towns are an- nounced and the start-up phase begins. 2 Initial Downtown Assessment Visit Over the course of a 2-3 day Typically requests will be made Requests for Iowa Department of The consultant team would comprise a visit, and Consultant Team from for community information prior the visit are Economic Develop- staff person from the Iowa Downtown Re- the Iowa Department of Eco- to the visit in order to come accepted at ment 200 East Grand source Center and a private sector con- nomic Development will exam- prepared to make efficient use any time. Avenue Des Moines, sultant, both well experienced in downtown ine information about the com- of the information (much of the Iowa 50309 ph (515) development. Focus is on four areas of munity, meet with community information we have already 242.4756 fax (515) economic activity: physical, social, eco- members, discuss ideas and generated through cooperative 242. 4722 main- nomic (business improvement) and politi- present observations and rec- efforts between Troy Mills and [email protected] cal. Results from the visit comprise fo- ommendations specific to the Linn Co. Village Study thus far cused and community-specific recommen- host community's central busi- would be extremely useful for dations possible to implement within a year ness district. this purpose). or two. 3 Iowa Downtown Resource Center: Though not a program per se, it As opportunities arise. As opportuni- Iowa Downtown Re- The resource center is available M-F dur- is a resource center that pro- ties arise source Center Iowa ing regular business hours and offers ser- vides Iowa Communities with Department of Eco- vices that are fee-based. A lending library downtown development services nomic Development that offers slides, videos, books and work- though training opportunities, 200 East Grand Ave- books is available as well as a consultant referrals, technical information nue Des Moines, Iowa exchange comprised of landscape archi- and assistance, and Statewide 50309 tects, retail consultants, Historic preserva- awareness. Training opportuni- ph (515) 242.4733 tion consultants, etc. ties include but are not limited fax (515) 242. 4722 to: Developing local incentive down- grant and loan programs, Im- [email protected] proving downtown's built environment, Fundraising for downtown development, Promoting downtown, etc.

Action Plan: Address Stagnation and Decline in Troy Mills Village: Streetscape

STRATEGY GUIDELINE TOTAL RANK

Cost Time Complexity Authority Impact 1 IDED/Main Street Iowa 2.3 2.6 2.4 2.6 1.9 23 3

2 IDED/Downtown Assmt. Visit 1.4 1.6 1.8 1.9 1.7 15 1 IDED/Iowa Downtown Resource

3 Center 2.2 1.9 1.8 1.6 2.4 16 2 I 1 2 3 most least PREFERENCE/EFFECTIVENESS Linn Count Village Planning

PAGE 29

Action Plan PART 1: Address Need for Flood/ Disaster Preparedness

STRATEGY BACKGROUND Program Description Application Requirements Deadlines Contact Information 1 CERT/ Community Emergency Response Team The CERT Concept: Steps to start CERT training: While funds Community Emer- Trainings 1. Disaster Preparedness 1. Identify a program goal that are available gency Response CERT is one of several Citizen Corps programs 2. Train citizens, private and gov- CERT will meet and the re- Team Trainings sponsored by FEMA (Federal Emergency Man- ernment employees to safely help sources in project area Linn County EMA agement). Trainings are held at little to no cost to others and themselves 2. Gain approval from ap- Local Emergency the community. CERT training sessions are: 3. Act as auxiliary responders to a pointed and elected officials to Planning Committee 1. Delivered to participants by teams of first re- Fire Department and other emer- use CERT (Linn County EMA) Richard Struve/Robyn sponders who have requisite knowledge to in- gency personnel who often arrive 3. Identify and recruit potential Reese/Ned Wright struct sessions, and they have completed a CERT later to the scene participants in the community PH (319) 363-2671 Train The Trainer (TTT) course (State Training 4. Auxiliary responders assist 4. Train CERT instructor cadre Office for Emergency Management) victims immediately 5. Conduct CERT trainings 2. Sessions are usually delivered in 2 ½ hour 5. Auxiliary responders organize 6. Conduct refresher training sessions, one evening a week for seven weeks. spontaneous volunteers and exercises with CERTs 6. Auxiliary responders collect disaster intelligence to assist professional responders.

2 Linn County EMA Sand Bag Trainings Trainings in proper techniques for Contact Linn County EMA and Ongoing Linn County EMA Direct cost would be the equivalent cost of a building sand-bag levees, action coordinate dates when where Local Emergency dump truck load of sand. An indirect cost of time planning and early response in these trainings can take place. Planning Committee would comprise approximately 1/2 of a day. flooding situations Richard Struve/Robyn Reese/Ned Wright PH (319) 363-2671

3 U.S. Army Corps. of Engineers, Emergency The preparedness program al- To initiate preparedness plan- Applications Preparedness pro- Readiness and Response Program lows the Corps of Engineers to ning, a written request is re- and written gram requests can be undertake activities necessary to quired from a sponsoring requests are directed to: insure that a knowledgeable and agency (Linn Co.) empowered accepted District Engineer experienced work force is always under State law to provide year-round U.S. Army Engineer available to respond to natural local cooperation. District, Rock Island disasters. The planning aspect ATTN: Emergency develops an emergency manage- Management Divi- ment organization, planning, train- sion/ERRP Coordina- ing, maintaining adequate sup- tor. plies, and an inspection program Clock Tower Building for Federal and non-Federal con- P.O. Box 2004 trol structures. The response part Rock Island, Illinois of the program is for emergency 61204-2004 assistance post-flood. ph (309) 794-5325

Action Plan: Address Need for Flood Preparedness

STRATEGY GUIDELINE TOTAL RANK Cost Time Complexity Authority Impact 1 HART/ Housing Application Review Team 2.3 2.4 2.3 2.0 1.7 24 3 2 MAHP/MidAmerica Housing Partnership 2.0 1.9 2.2 2.0 2.4 20 2 Attract Local Landowners/Local Develop- 3 ers 1.7 1.7 1.5 2.0 1.9 13 1 I 1 2 3 most least PREFERENCE/EFFECTIVENESS Linn Count Village Planning

PAGE 30 Action Plan PART 2: Address Need for Flood Damage Reduction

STRATEGY BACKGROUND Program Description Application Requirements Deadlines Contact Information 1 NFIP/Community Rating System The National Flood Insurance 1. A completed CRS Applica- Applications NFIP/National Flood Direct costs: no fee is charged to apply for par- Program/Community Rating tion with appropriate docu- are accepted Insurance Program ticipation in the CRS. The only costs incurred System mentation to regional ISO/ year-round FEMA/Federal Emer- are those of implementing creditable floodplain rewards communities (in this CRS Specialist gency Management management activities and the labor/staff time to case Linn County) who meet and 2. Copies must also be sent Agency, Washington, prepare and maintain the CRS application/ go beyond minimum require- to IDNR and a FEMA Re- D.C. member status. Benefits include the following: ments to prevent or reduce flood gional Office. 3. Linn County 1. Provide enhanced public safety losses, for example: P&D staff must meet with ISO 1-800-CALL-FLOOD 2. Reduction in damage to property and public 1. Protect public health and specialist and regional FEMA Regional FEMA infrastructure safety specialist to verify current Rep. Tonya Leobold 3. Avoidance of economic disruption and losses 2. Reduce damage to buildings flood management practices. (816) 283-7002 4. Reduction in human suffering and contents 4.Class designations are CRS/Community 5. Protection of the environment 3. Prevent increases in flood confirmed and adjustments Rating System over- 6. Evaluate community against a nationally rec- damage from new construction are made to insurance premi- seen by ISO/ ognized benchmark. 4. Reduce the risk of erosion ums as necessary. 4. Each Insurance Services 7. Technical assistance in design and implemen- damage year the community (Linn Office Rep. tation is available at no charge). 5. Protect natural and beneficial Co.) must re-verify that it is Phillip Anderson 8. Implementation of some CRS activities, such floodplain functions continuing to perform cred- (573) 437-3338 as floodplain management planning, can help As communities initiate new ited activities through pro- the community to qualify for certain federal as- flood protection activities insur- gress reports. A community sistance programs. ance premiums are adjusted and may add credited activities cost savings go directly to the each year in order to improve policy holders within the commu- its CRS classification. nity.

2 U.S. Army Corps of Engineers Sec. 14, Emer- This program provides the Corps A project investigation is initi- Applications Sec. 14 project re- gency Streambank and Shoreline Protection of Engineers with the authority to ated upon receipt of a written are accepted quests can be di- The scope of the project is broken down into two develop and construct emer- request from a sponsoring year-round rected to: District phases; Planning and Design Analysis (PDA) gency stream bank and shoreline agency (Linn Co.) empow- Engineer U.S. phase (limited to 12 months), and Implementa- protection projects to prevent ered under State law to pro- Army Engineer Dis- tion phase (up to 12 months). Direct costs: the erosion damages to endangered vide local cooperation. A trict, Rock Island first $40,000 of PDA is costs are at Federal ex- highways, highway bridge ap- project is recommended for ATTN: Project Man- pense. Thereafter, a 35% cost share is expected proaches, public works facilities, implementation only after a agement Branch on behalf of the sponsor. If construction of a such as water and sewer lines, study clearly shows the engi- Clock Tower Building project is determined to be in the Federal inter- churches, etc. neering feasibility and eco- P.O. Box 2004 est, the sponsor must contribute 35% of the total nomic justification of the im- Rock Island, Illinois project implementation cost as cash, or Lands, provement. 61204-2004 Easements, Rights-of-Way, Relocations, and ph (309) 794-5634 Disposal areas (LERRDs).

3 U.S. Army Corps of Engineers, Planning Assis- This program provides the Corps A study is initiated upon re- Applications PAS requests can be tance to States Program (PAS) of Engineers with the authority to ceipt of a written request from are accepted sent to: PAS is funded annually by Congress and allot- assist states, local governments a sponsoring agency (Linn year-round District Engineer ments are limited for each State to $500,000 and other non-Federal entities in Co.) empowered under State U.S. Army Engineer annually, but typically, are much less. Individual the preparation of a comprehen- law to provide local coopera- District, Rock Island studies generally cost $25,000-$100,000 and sive plan for the development, tion. A project is recom- ATTN: Project Man- are cost-shared on a 50/50% basis between utilization, and conservation of mended for implementation agement Branch/ Federal and non-Federal entities. Typical stud- water and related land re- only after a study clearly dem- PAS Coordinator ies are only planning level of detail: they do not sources. Typical studies have onstrates feasibility and eco- Clock Tower Building include detailed design for project construction. included: Flood Damage Reduc- nomic justification of the im- P.O. Box 2004 tion Studies, Flood Plain Man- provement. Rock Island, Illinois agement Studies, and Environ- 61204-2004 mental Restoration Studies, etc. ph (309) 794-5885 Action Plan: Address Need for Flood Plain Management STRATEGY GUIDELINE TOTAL RANK Cost Time Complexity Authority Impact 1 NFIP/Community Rating System 1.3 1.6 1.8 1.9 1.2 13 1 2 U.S. Army Corps. of Engineers ESSR 2.7 2.5 2.3 2.3 2.3 23 3 3 U.S. Army Corps. of Engineers PAS 2.0 1.9 1.9 1.8 2.4 19 2 I 1 2 3 most least PREFERENCE/EFFECTIVENESS Linn Count Village Planning

PAGE 31 Action Plan: Address Need for New Housing Developments in Troy Mills Village

STRATEGY BACKGROUND Program Description Outcome Application Require- Deadlines Contact Information ments 1 HART/ Housing Application Review Opportunity to have Following review of Submit a completed one Applications HART Coordinator Team. Participating agencies: Iowa proposed housing application by HART page HART Application accepted IDED/Division of Com- Finance Authority, Federal Home Loan project informally re- team, letter of re- form along with a brief year-round munity and Rural De- Bank, the Iowa Office of the U.S. Depart- viewed by six different sponse will indicate narrative of the pro- velopment ment of Housing and Urban Develop- funding agencies with possible funding posed project. Linn 200 East Grand Ave. ment, Fannie Mae's Iowa Partnership one communication sources, deadlines, County would work Des Moines, IA Office, and the Iowa Department of Eco- referral names, and through ECICOG (East 50309-1819 nomic Development. Programs for con- pertinent phone num- Central Iowa Council of (PH) 1-515-242-4825 sideration are at the discretion of the bers Governments) to coordi- (FAX) 1-515-242-4809 review team. These include but are not nate the application [email protected] limited to: Main Street Iowa, USDA Rural process. ECICOG (East Central Development, Affordable Housing Pro- Iowa Council of Gov- gram, Community Investment Program, ernments) Tracy Tax Increment Financing, Tax Abate- Mulcahey/Plannner ment, Rural Housing and Economic De- 108 3rd St. SW velopment, Home Investment Partner- Cedar Rapids, IA ship Program, Housing Enterprise Zones, 52401 PH (319) 365- etc. 9941 x 21 2 MAHP/MidAmerica Housing Partnership A non-profit Commu- MAHP, acting as a 1. At the community's Applications Mid America Housing MAHP affordability options cover many of nity Housing Develop- CHDO, works to cre- invitation, MAHP will are ac- Partnership the same programs offered through ment Organization (as ate affordable hous- partner with communi- cepted year 3351 Square D Dr SW IDED/HART (see above). MAHP Time- designated by the ing alternatives in ties to identify their round Cedar Rapids, IA line: works is done in Development IDED) whose mission communities. MAHP's housing need. 2. After 52404 Phases: YR1 (forming partnership/ is to provide decent approach: works with this initial meeting, the PH (319) 365-MAHP research and development); YR2 (project and affordable low and local housing task community must com- www,mahp.net or set-up, construction, marketing, sales, moderate-income forces, local lending plete an application and [email protected] project evaluation). Direct costs include: housing for communi- institutions, maxi- marketing survey/needs fees for feasibility studies and project ties by assisting in joint mizes local re- assessment. 3. MAHP planning ($2500), risk sharing escrow ventures or as the sole sources, labor and uses these tools and accounts ($2500 per unit). Indirect costs developer to finance, suppliers, encourages other information pro- include: grant administration (3-5% of develop and manage local and civic group vided by the community grant amount), project supervision (5% low and moderate- participation, coordi- to determine the feasibil- project hard costs), developer fees and income housing. nates with area hous- ity of entering into a administrative overhead (12% project MAHP creates a com- ing corporations, partnership. hard costs). munity resource devel- builds quality starter opment strategy to homes, provides initiate new and inno- homebuyer pre- vative combinations of purchase education housing resources and counseling, and from non-profit and for- addresses diverse profit groups and state housing needs. and federal governments. In this capacity MAHP acts as the sole-contract adminis- trator for the project.

3 Attract Local Landowners/Local Develop- This option would in- Housing develop- Working through Linn Ongoing Linn County Planning ers volve the community ments where the County Planning and and Development identifying local land- community deems Dev. to gain approval for Administrative Office owners and local de- appropriate and standard permit proc- Building 930 First velopers to handle an where needs are met esses. Street SW identified project on its locally. Cedar Rapids, IA own without involving 52404-2161 outside agencies. PH (319) 892-5130 FAX (310) 892-5155 www.linncounty.org/ planning Action Plan: Address Need for New Housing Developments in Troy Mills Village STRATEGY GUIDELINE TOTAL RANK Cost Time Complexity Authority Impact 1 HART/ Housing Application Review Team 1.9 1.6 2.1 2.1 1.6 16 2 2 MAHP/MidAmerica Housing Partnership 2.7 2.6 2.0 2.7 2.4 23 3 3 Attract Local Landowners/Local Developers 1.5 1.9 1.9 1.2 1.2 13 1 Linn Count Village Planning

PAGE 32

This Conceptual Development Plan is based on the Village Character and Land Use maps, and shows proposed development concepts for the Village of Troy Mills. The plan designates proposed new village residential areas, new rural residential areas, a proposed activity focus area, as well as proposed linkages between areas.

The concept of the new village residential area is that of a ‘traditional’ residential neighborhood surrounding a common open space area. Design guidelines may be developed to encourage or require building designs that would reflect the ‘gable and wing’ architectural style common to Troy Mills.

The proposed activity focus area would capitalize on the existing park, or a new development, as a focal point for community events. The intent is to take advantage of the amenities of the Wapsipinicon River, one of the highest- ranked qualities residents cherish about Troy Mills.

These concepts are the result of an in-house Linn County Planning and Develop- ment charrette, where staff reviewed base maps, historical data, current land- use, housing and building conditions, local infrastructure, zoning and village character. Results from public-input meetings were considered as well. Design concepts thus evolved from all of the above, and were presented to the community at their Sesquicentennial Celebration in July of 2003.

Linn Count Village Planning

PAGE 33 Study Conclusions...

The study of the Village of Troy Mills is not unlike many community or neighborhood planning projects. A key component of this study is its consideration of the past and focus on the development of Troy Mills over time, as well as on concepts to build for the future in respect to its past.

The Village of Troy Mills serves as a working example of the type of small community that offers strong social bonds to its residents, as well as several amenities and recreational activities. Amidst intense pressures to adapt to changing times socially, economically, and technologically, Troy Mills has not sacrificed its own sense of place or quality of life for its residents.

The Village of Troy Mills serves as a model of the traditional village, where within its boundaries, provided were some daily needs as well as a small employment base. Traditionally, within the village boundary laid a focus (e.g. church, general store), and/or a crossroads drawing together the community with neighboring communities. Trips outside the village were geared toward towns where shopping and professional services were more readily available.

The intent of this study was to provide the Village of Troy Mills with data reflect- ing village-specific settlement patterns in order to guide future development strategies and retain the unique sense of village character. In consideration of the above, following are Linn County Planning and Development Staff recommendations for next steps, and final development plans for revitalization of the Village of Troy Mills.

Next Steps for Action Committee #1:

1. The community chose to pursue Linn County Community Credits Program to address short-term community clean-up needs. To initiate this project, a follow-up discussion with Linn County Roads Department and Linn County Budget and Finance will need to occur to find out funding availabilities. At one time, approximately $500.00 could be made available for assistance on this project. 2. The community chose to pursue the Downtown Assessment Visit program to address the Streetscape Project in the Village of Troy Mills. To initiate this project, IDED will need to be contacted as per application guidelines and contact information in the Action Plan #1 resource table (p. 29). Applications are accepted year- round. Linn County Village Planning

PAGE 34 ...and Next Steps

Next Steps for Action Committee #2:

1. The community chose to pursue the U.S. Army Corps. of Engineers Emergency Readiness and Response Program as a strategy to address the need for flood preparedness in the Village of Troy Mills. To initiate this project, a written request will need to be prepared by Linn County Planning and Development addressed to the District Engineer’s Office, explaining special considerations for the Village as well as village plans There is no deadline for this written request. Contact information is detailed in the Action Plan #2 resource table (p. 30). 2. The community chose to pursue the NFIP’s Community Rating System as a strategy to address flood damage reduction in the Village of Troy Mills. Applica- tions are accepted at any time. Please refer to the Action Plan #2 resource table for application requirements and contact information (p. 30).

Next Steps for Action Committee #3:

1. The community’s goal of two new houses a year for the next five years will be an ongoing project for the community, presumably to be handled by those on the action committee and future recruits. 2. Linn County Planning and Development will need to pursue the process of preparing ordinance amendments in proposed development areas. This includes development of zoning regulations and or/design guidelines to implement the policies, provide the recommended public facilities and services, and create incentives in fulfillment of the adopted village plan. Components may include: zoning regulations, design guidelines, zoning maps, and a capital improvements plan.

Additional Linn County Planning and Development Recommendation:

During the course of this study, a discussion was held amid community members regarding whether or not to pursue incorporation. At this point, Linn County P&D recommends strongly that the community be put in contact with the necessary state agencies and personnel to ensure that an informed community decision is made. Linn County P&D recommends that this occur and that a decision regarding incorporation is made prior to initiating the above recommended action plans. Should the Village of Troy Mills remain unincorporated, progress on the action plans is recommended. However, should the Village of Troy Mills choose incorporation, this plan will still provide a guide for action plans to revitalize and preserve their newly incorporated community.

LINN COUNTY VILLAGE PLANNING

Linn County Planning and Development 930 First Street S.W. Cedar Rapids, Iowa 52404-2161

Phone: 319-892-5130 Fax: 319-892-5155 www.linncounty.org