McGregor Community Master Plan

Acknowledgements

With special thanks to: The participants who provided feedback to help define the final recommendations of this document.

Prepared for:

City of McGregor, IA

Prepared by:

MSA Professional Services, Inc.

MSA Project Team

Chris Janson, AICP

Shannon Gapp, AICP

Shawn Oshea, AICP

Claire Michelson, AICP

Lauren Dietz, AICP

Emily Huston

Mayor & City Council

Lyle Troester - Mayor

Deborah Scott - City Council

Mel Wild - City Council

Janet Hallberg - City Council

Jason Echard - City Council

Charles Carroll - City Council

Steering Committee

Jonathan Moser

Michelle Pettit

Duane Boelman

Janet Hallberg

Lyle Troester

Lynette McManus

Bart Knight

Bonnie Pruett

Joan Burns

Brandi Crozier

Chapter 1 Introduction

Plan Overview

McGregor is a flourishing, safe community along the Mississippi River. It’s citizens and businesses value education, health, public safety, the historic nature, and enjoy the natural beauty of the area thanks to the scenic bluffs and the many recreational assets of the City. As residents and businesses come and go, and economic trends rise and fall, changes will occur. McGregor continues to place value on longrange planning to ensure the community of today evolves to meet the anticipated needs of the future. The purpose of this Comprehensive Plan for McGregor is to establish a shared vision for the community to guide future actions and decisions and assist in projecting and managing growth, change, public improvements, and redevelopment in the community.

This guidance provides predictability and consistency over time, which encourages investment. Communities plan so they can act and react in a changing world with a confident understanding of their common values and goals.

The difference between this Comprehensive Plan and a zoning ordinance is that the former sets forth the objectives and goals of the community with respect to land use, while the latter is a regulatory device through which the plan’s goals and policies are carried out or achieved. Other ordinances, such as subdivision regulations are also utilized to carry out the goals of the Comprehensive Plan.

The City’s future growth that will be guided by this Comprehensive Plan, will be driven by the City’s leaders in K-12 education, industrial growth, commercial growth, continued reinvestment in Downtown, as well as its proximity to services, education, commerce, and innovation. The regional abundance of quality recreation opportunities also adds to the quality of life experienced by residents.

This plan is an active part of the community’s efforts to attract people and businesses to the City’s unique feel and development opportunities. The content within this plan sets to create the best version of the City for the future generations to live, work, play, stay, and learn.

The organization of the plan is based on the planning process and is divided into six chapters plus several important appendices.

Plan Organization

Chapter 1: Introduction and Overview

This chapter examines the role of the plan, the planning area boundaries, regional context, and key community indicators.

Chapter 2: Plan Process and Engagement

This chapter outlines the planning process, a description of public participation methods and a summary of feedback from all engagement activities.

Chapter 3: Community Elements - Vision, Goals, and Strategies

This chapter presents a vision for the future and describes the goals and strategies to achieve that vision. The elements of community infrastructure, housing, recreation, transportation, employment & economy, agricultural & natural resources, and intergovernmental collaboration are all addressed.

Chapter 4: Downtown

This chapter examines the downtown including existing resources and redevelopment opportunities.

Chapter 5: Land Use and Growth Management

This chapter considers future growth forecast, existing land use, land use goals and strategies, the future land use map, how to amend the future land use map, design recommendations, and guidelines for buildings and sites.

Chapter 6: Implementation and Action Plan

This chapter outlines how the vision and goals of the plan are implemented in everyday decisions and annual goal setting and budgeting, and how the Plan should be amended when necessary.

Appendix A: Community Profile

This appendix incorporates a summary of current conditions and recent trends in McGregor.

Appendix B: Survey Results

This appendix consists of the full results of communitywide surveys, and collaborative mapping application included in the community engagement step of the planning process.

Appendix C: McGregor Maps

STEP 1 Community Engagement

1

Soliciting input over the planning process via online and traditional engagement activities from: Steering Committee Residents | Businesses Stakeholders

Community Profile, Vision, and Framework

Creation of McGregor Comprehensive Plan 2 3

Summary of analysis of existing conditions to establish an overall vision for McGregor.

Vision and associated goals will be developed through the feedback received in Step 1.

Plan will include all information developed in Steps 1 and 2.

The newly created Comprehensive Plan and its Action Plan for Implementation will serve as a tool and guide for future development.

STEP 2

STEP 3

The Plan as a “Living Guide”

This Comprehensive Plan update is an effort to reinforce the long-standing planning priorities of the community while recognizing changing conditions, trends, and new issues. At its best, the City’s Comprehensive Plan reflects a shared vision for the future of McGregor.

This planning document is a “living guide” for growth and change in McGregor. The Comprehensive Plan provides specific recommendations that directly manage community growth and development. To utilize the full potential of the plan, it should be used to:

1. Guide City officials and staff to assist with a variety of land use planning related and growth planning tasks.

2. Guide businesses, property owners, and residents in assisting them in determining potential property use, land use changes in the surrounding area, and understanding infrastructure improvements.

3. Guide developers with property acquisition and the coordination of plans with the community’s goals, regulations, and infrastructure plans.

4. Assist and coordinate with neighboring jurisdictions on issues and topics of mutual interest.

History of McGregor, Iowa

McGregor was founded as MacGregor's Landing in 1847 by Alexandar MacGregor, a descendant of Rob Roy MacGregor, and the area around MacGregor's Landing was settled by the extended family. In 1849, it was reported that the original MacGregor seal and signet were owned by Alex MacGregor. The Scots Gaelic clan seal was inscribed, "S' Riogal Mo Dhream/ Een dhn bait spair nocht", which was interpreted as "Royalty is my race / End do and spare not". The signet was a bloodstone from Loch Lomond, and was sketched by William Williams.

Since 1837, MacGregor had been operating a ferry across the Mississippi River between Prairie du Chien, Wisconsin and the present site of McGregor, Iowa. MacGregor planned the new city as a six block development, and it was quickly populated, being incorporated as McGregor in 1857. In that same year, the Milwaukee & Mississippi Railroad finished building a railroad track from Milwaukee, Wisconsin to Prairie du Chien, Wisconsin, thus connecting Lake Michigan with the Mississippi River by rail. McGregor quickly became a major commercial center, and served as a hub where grain from Iowa and Minnesota could be transported across the Mississippi and sent on to Milwaukee via railroad. For example, around 1860, Joseph "Diamond Jo" Reynolds moved to McGregor in order to establish a grain trading business, and later ran his own steam packets. More railroads were built to connect McGregor with cities further west, and the city of North McGregor (now Marquette, Iowa) was established just north of the city to serve as the city's railroad terminus. After reaching McGregor from the west, trains were disassembled and railroad cars were ferried across the Mississippi to continue on towards Lake Michigan.

The town’s early residents made use of the bedrock to carve cellars into the soft sandstone, used for cold storage and aging beer; today most of the entryways are visible but inaccessible.

In 1874, the system of ferrying railroad cars across the river between North McGregor and Prairie du Chien, Wisconsin, was brought to an end when Prairie du Chien businessman John Lawler commissioned the construction of a permanent pontoon bridge to connect the two cities' rail lines. As the need for men to disassemble and ship trains across the river disappeared, the city's population began to decline.

The city's history is preserved in its downtown business district, which contains many buildings constructed during the city's boom years. Because of its colorful history and location beside the Mississippi River, the city has become a popular summer tourist destination, and it is known for its many antique stores.

The city was heavily damaged during a storm on July 19, 2017, with the downtown area being particularly hard hit.

Community Overview

McGregor is a city in Clayton County, Iowa, United States. The population was 742 at the time of the 2020 census. McGregor is located on the Mississippi River across from Prairie du Chien, Wisconsin. Pike's Peak State Park is located just south of the city. Just to the north of McGregor is the city of Marquette. The community of McGregor Heights lies in the northern parts of the city limits.

Community Facilities

1. McGregor City Hall

2. MFL Mar Mac Middle School

3. McGregor - Marquette Center For The Arts

4. United States Post Office

5. McGregor Historical Museum

6. McGregor Public Library

7. First Congregational United Church of Christ

8. St. Mary’s Catholic Church

9. St. Paul’s Lutheran Church Missouri Synod

10. United Methodist Church

11. Historical Home and Birthplace of the Ringling Brothers Circus

12. Great River Care Center

Community Assets

McGregor Parks and Points of Interest

Artesian Park - Located on the corner of 4th and Ann streets behind the McGregor Public Library. Playground, picnic tables and benches.

Bluffside Garden - Located next to the bluff on A Street. Features a variety of annuals, perennials and shrubbery.

Ringling Brothers First Circus Site - Located across the street from Bluffside Garden. The site has a mock circus wagon marking the site of the Ringling Brother’s boyhood circus.

Determination Park - Located in the Ridgewood West Subdivision. Large playground, shelter house, volley ball court, picnic tables and benches.

Peace Park - Located on West Main Street. Gazebo, flower garden, Veteran’s Memorial (in progress) benches and picnic tables.

Riverfront Park - On the Mississippi River. Shelter house, pubic boat dock and ramp, picnic tables, gas grill (bring your own LP Tank) and benches.

Turner Park - West edge of McGregor. Shelter house, picnic tables, playground, baseball diamond, practice field, ¼ mile walking track, and splash pad.

Regional Recreational Assets

Pikes Peak State Park- Famed for its majestic views of the Mississippi River, Pikes Peak State Park is one of Iowa’s premier nature destinations. Located on a national scenic byway, the park features 11 miles of trails brimming with scenic bluffs and valleys. Walk the half-mile trail to see Bridal Veil Falls, hike to Point Ann overlooking the nearby town of McGregor or see where the Mississippi and Wisconsin Rivers meet atop a 500-foot bluff. A hiker’s delight and one of the most picturesque regions in the state, Pikes Peak is a must for anyone wanting to see the breathtaking views of Iowa. - Iowa DNR

Natural Features and Resiliency

This map shows the City of McGregor's City Limits, the Floodplain for the area, and Nationally recognized Wetlands. The map also details the City and region’s beautiful and yet challenging topography.

Much of the area of the City along Main Street, Downtown McGregor, is within the 500 year, or .05% annual chance of flooding, floodplain. The "100 Year", or 1% annual chance of flooding, is located within the Mississippi River. The Mississippi's river levels are monitored and regulated by the Army Corps of Engineers.

Mobility

The City of McGregor is located along the Mississippi River and just off of US Highway 18 in Clayton County, Iowa. A river crossing at Marquette, Iowa on US Highway 18 is directly north of McGregor. The Dakota, Minnesota, and Eastern Railway runs north to south through McGregor. Two regional trails are located near McGregor; one along US Highway 18 to the north and west. The other is the Mississippi River Trail which connects to Pike Peak State Park, immediately south of McGregor.

Population Trends

A careful examination of population trends in McGregor provides a foundation for the land use planning process and implementation of the plan. Understanding past and future population growth is an important step towards appropriate resource allocation. The City’s population and number of households are projected to continue growing through 2024 as shown in the chart below.

Age Distribution

Age distribution is an important data set for the City to know so that it can be aware of which age groups are larger and adapt to the needs of different age groups throughout the community. In 2019, the median age was significantly higher than the state average of 39.1. This higher percentage of seniors offers advantages for McGregor but also presents important challenges when it comes to planning for schools, housing, community facilities, and transportation. These challenges will be addressed in further detail of the plan.

Employment

Employment information is an important indicator of current economic conditions and potential economic growth opportunities for the residents and businesses of McGregor. The majority of residents have jobs classified as white collar positions, followed by blue collar and services. The largest labor forces are Office/Business and Administration followed by Production. The Office/Administration sector is much higher than the County but there are many other categories that are much smaller in the area than the county such as Sales, and Management. Many local workers commute throughout the surrounding region for work.

Chapter 2

Public Engagement & Process

boards, or handouts.

• Lump sum fee includes all expected reimbursable expenses.

• All draft materials will be distributed electronically by PDF.

• Lump sum fee includes preparation of meeting materials, including any maps, boards, or handouts.

The Plan Process

• Attendance at any requested meetings beyond those outlined in the above scope will require a contract amendment.

• All draft materials will be distributed electronically by PDF.

• Attendance at any requested meetings beyond those outlined in the above scope will require a contract amendment.

• MSA cannot guarantee a specific number of meeting attendees or survey responses will be generated during the process and strives for quality in feedback over quantity.

A transparent public participation process is the foundation to a successful plan. The planning process for the development of the McGregor Community Plan included seeking the involvement of residents, business owners, and other stakeholders across the community to create a vision and set goals for growth and improvement. Great engagement is essential to creating a plan and gathering support for successful implementation of a plan’s goals and actions.

• MSA will complete draft changes as directed by the Steering Committee in accordance with the schedule proposed in this scope and any changes to the plan document proposed outside the schedule/scope will require a contract amendment.

• MSA cannot guarantee a specific number of meeting attendees or survey responses will be generated during the process and strives for quality in feedback over quantity.

ESTIMATED PROJECT SCHEDULE

• MSA will complete draft changes as directed by the Steering Committee in accordance with the schedule proposed in this scope and any changes to the plan document proposed outside the schedule/scope will require a contract amendment.

Month(s)

ESTIMATED PROJECT SCHEDULE

The Plan Process Timeline

Month 1-2

Month(s)

Tasks and Meetings

Steering Committee Meeting #1 – SWOT and Expectations

Launch Project Website

Launch Online Community Survey

Tasks and Meetings

Month 1-2 Steering Committee Meeting #1 – SWOT and Expectations

Launch Crowdsource Mapping

Launch Project Website

Month 3-4 Steering Committee Meeting #2 – Review Community Feedback

Launch Online Community Survey

Flyers, Public Notices, Social Media Postings, and Direct Mailings

Launch Crowdsource Mapping

Community Workshop

Month 3-4

Steering Committee Meeting #2 – Review Community Feedback

Online Input Workshop

Flyers, Public Notices, Social Media Postings, and Direct Mailings

Complete Draft of Appendix A

Community Workshop

Month 5-6 Pop-Up Meeting

Online Input Workshop

Steering Committee Meeting #3 – Future Land Use Planning & Downtown

Complete Draft of Appendix A

Final Concept

Month 5-6 Pop-Up Meeting

Month 7-8

Complete Draft Plan

Steering Committee Meeting #3 – Future Land Use Planning & Downtown

Comprehensive Plan Open House

Final Concept

Online Open House

Complete Draft Plan

Complete Final Draft Plan

Month 7-8

Comprehensive Plan Open House

Month 9 Steering Committee Meeting #4 – Review and Recommend Final Plan to Council

Month 9

Online Open House

Deliver Final Plan Documents and Map Data

Complete Final Draft Plan

Steering Committee Meeting #4 – Review and Recommend Final Plan to Council

Engagement Activities Guide

Deliver Final Plan Documents and Map Data

Steering Committee Meetings

Public Engagement Activity

Engagement Activities Guide

Online Engagement Activity

Steering Committee Meetings

Public Engagement Activity

01.31.2022

Online Engagement Activity Page 6 of 8

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Public Engagement Activities

The public engagement process is integral to the results of the plan and guides future implementation of the goals and policies recommended in this document. Although the Covid-19 Pandemic created an untraditional situation with limited in person meetings, we were still able to gather feedback. Various engagement methods were performed to provide multiple opportunities for stakeholders to provide quality feedback online. The methods ranged from an online community survey available to all, hybrid in-person/virtual meetings, media postings, and an open house. There were multiple stages of input varying in type in order to receive quality feedback. In the beginning, word of the project was spread to create awareness and excitement. From that momentum feedback was gathered in various types to help form the plan’s goals and strategies.

Plan Steering Committee

The Comprehensive Plan Steering Committee was established to oversee the process and ensure that the established goals and objectives of the process are being accomplished. The Committee was the primary review and advisory body throughout the planning process. Four meetings with the Committee were held during the planning process and all were open to the public. All presentation materials were posted on the project website for public access.

Project Website

A project website was developed where posts and feedback were shared such as the project schedule, draft documents, meeting notices and copies of presentation materials. The website also provided a venue to share comments throughout the planning process, and provide an easy way for citizens to contact the project team with questions. This aspect of the communication and participation strategy was important for transparency, as well as sharing information with stakeholders.

https://storymaps.arcgis.com/stories/5b074cb86216451a991ca

Community Survey

A community survey was created and available to community members. This was a gathering tool in the form of a SWOT (Strength, Weaknesses, Opportunities, and Threats) analysis. The broadness of the questions allowed us to analyze big and small picture information about the City and community member’s views and thoughts of it in the three categories of beautification, development and mobility. This was administered through ESRI’s Survey123, which is formatted to allow users to take via computer, tablet or smartphone. Participants were invited to respond via a link through the project website as well as flyers that were distributed via City social media sites.

Interactive Mapping Application

An interactive map a is unique mapping application that allows a community to collaboratively map assets, issues, opportunities and questions related to the community and growth. This application was useful for this process as McGregor is looking for areas that it may expand as the population grows and more housing is needed. Many residents gave feedback on ideas where new development could go in the community.

Community Input

A transparent public enagement process was the foundation in the creation of this plan, and will remain essential for its implementation. Elements of public engagement for the McGregor Master Plan process included:

Plan Steering Committee Meetings

SWOT Analysis Sessions

Online Survey

Community Mapping

Pop-Up Meetings

Public Open House

Incorporating Input into the Plan

The input outlined in this chapter allows for the identification of underlying themes as a framework for the plan, and provides information on what specific issues and ideas are most important to the community. This foundation ensures that the plan is a guide for the future decisions in the region that are inline with ideals. From this foundation, opportunities will continue to grow and thrive.

Strengths, Weaknesses, Opportunities, & Threats (SWOT) Analysis

This Plan is grounded in a set of issues about which the residents and city are concerned, and opportunities for positive change. The Plan seeks to address perceived deficiencies and capitalize on opportunities.This section is a compilation of key issues andopportunities. A SWOT analysis exercise was usedto gather this information from the Project Team, Steering Committee, as well as from the general public at each community engagement and visioning session.

Strengths - characteristics that give the community an advantage over others.

Weaknesses - characteristics that place the community at a disadvantage relative to others. Opportunities - elements the community could exploit to advantage the community.

Threats - elements in the environment that could cause trouble for the community in the future.

SWOT Analysis Summary

Summary of comments relating to BEAUTIFICATION

Strengths / Opportunities

• Natural beauty of the environment

• Abundance of public land

• Overall landscape

• Downtown

• Northeast Iowa Driftless Area

• Community on board with bold moves

• Roadside vegetation

• Highlight the unique natural amenities

• Improve the tornado hit land

• Opportunity for more public art

• Sculpture park and murals (at the end of main street by the river)

• Promote as a destination

• Opportunity to revamp the old grain elevator

Weaknesses / Threats

• Flooding

• Tornados

• Lost Natural Historic Buildings

• Developing is tricky with floodplains and bluffs

• Presence of the railroad

• Hedged in by bluffs

• Landlocked

• Iowa DOT restrictions

• Lost workers from Luster Heights

• Individual properties that distract from the beauty

SWOT Analysis Summary

Summary of comments relating to DEVELOPMENT

Strengths / Opportunities Weaknesses / Threats

• Pikes Peak to attract people and development

• Arts Festival

• Having good internet

• Keep condensed development to focus on improving what we already have

• History of river pirates – “pirate days”

• Trail development

• Linking Pikes Peak to other trails like Bloody Run

• Unique opportunity with refuge land

• Opportunity for rental equipment

• Opportunity for signage (mountain biking, etc.)

• Innovation Center/Office Space

• Pop-up stores

• Need something next to the library – Kid museum or education center

• Funding

• Space availability

• Trout fishing is underutilized

• Storage/parking for kayaks

• Need a library expansion

• Need to attract young families and youth

• Landlocked

• Elderly challenges

• Parking

• Brick area at triangle park

• Floodplain in downtown blocks funding

SWOT Analysis Summary

Summary of comments relating to MOBILITY

Strengths / Opportunities

• “Safe Rides” available

• Nature Trails

• New Marina

• Condos going in where old hotel was

• Everything you need is close

• Popular marina has more parking and access coming

• People and community close

• Bluffside garden is walkable and beautiful

• Opportunity to lower speed limit for bicycle safety

• Stairs from Ann Street to Prospect and Main Street stairs need to be restored for safety and added signage

• Yield signs needed

Weaknesses / Threats

• ADA accessibility

• Need for safer biking on Main Street

• Limited on how and where you can go

• Lack of Uber/Lyft

• Lost bridge in tornado

• Ramp safety

• Railroad prohibits getting from McGregor to Marquette

• Walk to Turner Park needs to be more accessible

What We Heard from the Steering CommitteeEngagement Overview

Objectives:

-Theme when you come to McGregor

-Emphasize the history and landscape

-Build something to bring and keep people here

-“World’s largest” something

-Keeping young professionals/getting residents to stay

-Emphasize how the last two years have changed people’s lifestyles and allowed people to work from home

-Find quality uses for the great buildings in town

-Think through what type of businesses we can attract

-Address how we can be sustainable on our own

-Investigate electrical standards in older buildings

-Make functional and aesthetic upgrades to buildings

-Make businesses for both attracting and staying

-Advertise McGregor as both a destination and a place to stay

-Draw upon the history and expand the museum

-Promote positivity across businesses and overall community betterment

-Send out messages on why projects like the sewer projects will provide long-term benefits

-Turn potential “problems” into progress

-Masonic lodge – Black Swan development with luxury condos and lofts

-Draw upon cultural resources: Art, Main Street, History, etc.

-Improve overall connectivity

-Build upon the amazing downtown – Preserve what’s there

-Promote the river and nature as great assets

-Highlight what we have as history and future/adaptability

Project Open House

A project Open House was held on October 6, 2022 to obtain feedback on the plan and process. Key findings from the event included:

• Parking Concerns

• UTV/ATV Concerns

• Main Street Maintenance Concerns

• Riverfront development should be “floodproof”

• Need more activities for kids

• Chamber is in transition

• Consider a wrought iron archway as a gateway to the community – Welcome to McGregor’s Landing right before Triangle Park

• Hardware Store next steps

• Alexander Hotel next steps

• There’s a concern that converting homes to AirBNBs is taking away from the housing stock

McGregor Community SWOT Analysis

Strengths, Weaknesses, Opportunities, and Threats

Riverfront Concept Preferences

Project Website and Historical Resources Survey Flyer

Community Master Plan

To learn more about the Community Master Plan and the planning process, please follow the link below: https://arcg.is/1eyeTj0

To complete the historical resources survey, please follow the link below: https://arcg.is/HTTm4

Chapter 3 Vision, Goals, and Objectives

Goals for a Better Future

This chapter contains goals and strategies established through the planning process, public engagement activities, Steering Committee input, and the Community Profile. The goals and strategies have been divided into the following categories: community facilities and services, transportation, parks and recreation, agriculture and natural resources, housing, economy and employment, intergovernmental cooperation, and resilience.

This section defines goals and strategies as follows:

Goal

A long term target that states what the community wants to accomplish. Written in general terms, the statement offers a desired condition through implementation.

Strategy

A strategy is a statement that identifies a course of action to achieve a goal. They are more specific than goals and are usually attainable through planning and implementation through direct action.

An overview of the goals are listed on the following page. Each goal has at least two strategies for achieving the goal, these are listed throughout this chapter. For action items that can be used to implement these goals and strategies, please refer to Chapter 5.

Community Vision

These goals and strategies outlined in this chapter are designed to facilitate the implementation of McGregor’s vision statement:

“Preserve and enhance why people want to live and work in McGregor.”

What We Heard - Visioning Overview

Visioning:

- Destination with Unique Calling Card

- Pocket City

- River Theme

- McGregor, The Front Pocket of the Driftless

- Have it all in the area

Casino

Golf Courses

- Bluffs are a warm hug in the tight valley of McGregor

- Lack lodging in the City

Would like more AirBNBs

Maybe Tiny Homes

Goals

- Draw to river

- Create Winter Buzz

Snowshoeing (Pikes Peak)

Cross country skiing (Pikes Peak)

Ice Skating

Keep businesses open

Annual February Festival

- Ensure high speed internet to allow for remote workers

- Need lodging/camping

- Fill empty bldgs.

- More housing

- Better promotion of the City

- Take advantage of their Iowa Great Place designation – “Ports of Discovery”

- Complete jetty to protect docks

Working with Davy Engineering

- More nature-based/related businesses

- Improve parking situation

- Get business owners/employees to park in the existing lots, rather than in front of their stores

- Chamber could be more active

Identifying key issues, priorities & land preferences

Key Issues Priorities

-Flooding/Natural disasters

-Parking

-Developing is tricky with floodplains/bluffs

-Presence of the railroad

-Hedged in by bluffs

-Landlocked

-Iowa DOT restrictions

-Individual properties that distract from the beauty

-Funding

-Space availability

-Storage/parking for kayaks

-Need a library expansion

-Need to attract young families and youth

-Brick area at triangle park

-ADA accessibility

-Need for safer biking on Main Street

-Limited on how and where you can go

1. Create a theme/brand, with strong historical ties

2. Keep residents here

3. Save historic buildings

4. Identify businesses that can thrive here, balancing tourism and service to existing population

5. Find appropriate uses for historic buildings

6. Become a destination

7. Have a thriving marina

8. Connection to river and bluffs

9. Preservation of natural amenities –Pikes Peak, Forest, River, etc.

10. Draw upon Cultural Resources – Art, History, Main Street, etc.

Land Preferences

- Preserve and Enhance the Downtown

- Riverfront Re-development

- Floodplain Considerations

- Preserve Environmentally Sensitive Areas

- Maintain Historic Architecture

Goals

Community Facilities & Services

1. Maintain reliable, quality services, utilities, and facilities to encourage growth and reinvestment.

2. Ensure that public facilities and services meet the needs of residents and businesses, especially as new development increases demand for those facilities and services.

Parks & Recreation

1. Develop and support a comprehensive system of safe, aesthetically pleasing, and useful open spaces and trails that serve the entire community.

2. Provide a robust recreation system to all residents and visitors.

Housing

1. Retain and attract residents including young professionals, families, and retirees by supporting a range of housing options.

2. Maintain quality housing and community character by encouraging the maintenance and improvement of the existing housing stock and properties throughout the community.

Intergovernmental Cooperation

1. Coordinate with the County, neighboring counties, and neighboring municipalities to optimize regional planning efforts.

2. Partner with local, state, and federal agencies to enhance the culture and resources of McGregor.

Transportation

1. Develop a comprehensive system that provides accessibility to traditional and alternative modes of transportation effectively throughout McGregor.

2. Provide guidance for a safe, efficient, coordinated, and convenient multi-modal transportation system that is integrated with land use and development plans, and that protects and enhances natural resources.

Agriculture & Natural Resources

1. Manage, enhance and preserve land and water resources and the natural environment by avoiding development on high value wetlands and floodplains.

2. Protect and enhance the natural settings unique to the character of McGregor.

Economy & Employment

1. Strengthen the local economy of McGregor.

2. Prioritize development of the physical environment that supports local businesses and increases accessbility to local businesses.

Resilience

1. Encourage sustainable practices throughout the community including development and infrastructure methods.

2. Establish and promote a unique and welcoming culture.

Community Facilities/Infrastructure Goals

Public and private utilities are a fundamental need for growing and sustaining a community, and important to the residents of McGregor. Without comprehensive public and private infrastructure, facilities, and services, the continued growth of the community would stall. Below are some goals and strategies to help overcome these challenges and others related to the community’s infrastructure.

Community Infrastructure Goal #1

Maintain reliable and high quality services, utilities, and facilities to encourage growth and reinvestment.

Strategies:

1. Adopt City ordinances to protect natural resources throughout development processes.

2. Develop design guidelines for community gateways and wayfinding signage that welcomes visitors and coheres existing and future aesthetics.

3. Encourage connectivity among new and existing developments through pedestrian and bicycle facilities.

4. Explore alternative parking space requirements that reduce the need for large parking lots.

5. Explore development incentives that prioritize infill development/redevelopment and utilize existing public infrastructure.

Community Infrastructure Goal #2

Ensure that public facilities and services continue to meet the needs of residents and businesses, especially as new development increases demand for those facilities and services.

Strategies:

1. Adopt maintenance and replacement schedule into City Code.

2. Establish regular community outreach processes regarding public facilities and services.

3. Adopt community engagement procedures into City Code.

Recreation Goals & Strategies

McGregor’s easy access to recreation ranks very high on the list of contributions towards an improved quality of life. These recreational strengths provide residents and visitors with a higher quality of life and they will help keep the community growing and thriving. Additionally, recreational opportunities add economic value and positively affect property value, tourism, and commerce. Below are some goals and strategies to support recreation, parks, and trails in McGregor.

Recreation Goal #1

Develop and support a comprehensive system of safe, aesthetically pleasing, and useful open spaces and trails that serve the entire community.

Strategies:

1. Increase accessibility to trails, parks, and open spaces.

2. Prioritize distribution of adequate green space in future development.

3. Collaborate with regional governments, agencies, and organizations to connect recreational trails.

4. Establish a trail system which enhances the community’s walkability, and provides safe access to community parks, schools, and regional trail systems.

Recreation Goal #2

Provide a robust recreation system to all residents and visitors.

Strategies:

1. Collaborate with adjacent municipalities and agencies for recreation facilities and programs.

2. Improve accessibility of recreation facilities and programs for residents and visitors.

3. Diversify recreational facilities to expand opportunities for numerous activities.

Housing Goals & Strategies

As the City grows and changes, housing demand will change to meet the needs of the market and desires of the current and potential residents. Housing is included in a comprehensive plan to provide guidance for City staff, officials and developers when considering additions to and renovations of the City’s housing stock. Character, market needs, and quality are important considerations when evaluating housing growth.

Housing Goal #1

Retain and attract residents including young professionals, families, and retirees by supporting a range of housing options.

Strategies:

1. Encourage development and redevelopment of mixed-density neighborhoods.

2. Produce and maintain community facilities, utilities, and infrastructure that are attractive to developers, current residents, and future residents.

3. Diversify housing opportunities that attract a diverse array of demographic populations.

4. Reduce barriers to housing development opportunities.

Housing Goal #2

Maintain quality housing and community character by encouraging the maintenance and improvement of the existing housing stock and properties throughout the community.

Strategies:

1. Reduce barriers to housing opportunities for current and future residents.

2. Pursue opportunities to improve existing housing stock.

3. Improve the local rental process for both renters and tenants.

Intergovernmental Collaboration Goals & Strategies

Successful and economically vital communities are built from collaborative efforts among the City, local school district, businesses, and organizations. They also form relationships with regional organizations, for example the County, the nearby cities, the State of Iowa, and federal agencies. This section helps inform the City’s strategy on collaboration with those entities and provides guidance on reaching out to new partners and maintaining existing relationships.

Intergovernmental Collaboration Goal #1

Coordinate with the County, neighboring counties, and neighboring municipalities to optimize regional planning efforts.

Strategies:

1. Coordinate with the County, regional partners, and surrounding municipalities to review proposed land use changes, transportation system changes, and utility changes that will have an impact on McGregor.

Intergovernmental Collaboration Goal #2

Partner with local, state, and federal agencies to enhance the culture and resources of McGregor.

Strategies:

1. Support the School District in their growth and community engagement activities.

2. Partner with the School District on land use, utility, and transportation improvement planning.

3. Partner with the Iowa Department of Natural Resources to advance planning efforts for natural resources, green space and trail development.

Transportation Goals & Strategies

A community’s mobility network is perhaps the most defining feature and should be able to facilitate all modes of movement. Transportation is about the ability to readily and safely gain access to work, school, shopping, recreation, medical care and social gatherings. The City’s future transportation network should anticipate the needs of users of different types of transportation methods and ensure efficiency and safety across the system.

Transportation Goal #1

Develop a comprehensive system that provides accessibility to traditional and alternative modes of transportation effectively throughout McGregor.

Strategies:

1. Prioritize maintenance and improvement of transportation infrastructure.

2. Establish pavement repair/replacement schedule.

3. Maximize traffic efficiency along major roadways.

4. Coordinate transportation plans with other city and regional plans.

Transportation Goal #2

Provide guidance for a safe, efficient, coordinated, and convenient multimodal transportation system that is integrated with land use and development plans, and that protects and enhances natural resources.

Strategies:

1. Encourage development of environmentally-friendly multi-modal transportation facilities.

2. Encourage non-vehicular transportation options and overall connectivity.

3. Prioritize safety in multi-modal transportation development.

Ag and Natural Resources Goals & Strategies

McGregor has many natural areas that are vital to the well being of the community and the health of the regional ecosystems. There is also productive agriculture surrounding the community that provides current and future economic growth and wealth. This section outlines the goals and strategies for preserving, protecting and restoring natural and agricultural resources. These systems are often interconnected and these strategies address water, land, wildlife, air, vegetation, food systems, and the welfare of the City’s resources.

Agriculture and Natural Resources Goal #1

Manage, enhance and preserve land and water resources and the natural environment by avoiding development on high value wetlands and floodplains.

Strategies:

1. Protect wetlands from unmitigated negative impacts.

2. Support healthy watersheds.

3. Enhance existing natural areas.

Agriculture and Natural Resources Goal #2

Protect and enhance the natural settings unique to the character of McGregor.

Strategies:

1. Encourage use of greenspace in new developments.

2. Conserve and restore natural features such as trees and natural waterways.

3. Support community gardens, farmers markets and other similar community based food projects.

Economy and Employment Goals & Strategies

Economic development is realized through the growth and retention of jobs, a diversity of business types, and subsequent increases in buying power, investment in the built environment, and a general improvement in the community’s quality of life. Creating economic prosperity requires the collaborative efforts of public and private entities and the support of the community overall.

McGregor recognizes the economic success and a focus on workforce development requires extensive collaboration with other public entities - the City will be an active partner in these efforts and will avoid duplication of services for efficiency purposes. Support for these efforts may include staff time, funding, policies, endorsement and promotion of projects.

Employment and Economy Goal #1

Strengthen the local economy of McGregor.

Strategies:

1. Support the development of public and private partnerships that aid existing and potential businesses.

2. Provide guidance for future economic growth.

3. Coordinate existing community plans to direct development incentives, annual budgets, and capital improvement planning

4. Improve neighborhood resilience and market McGregor as a premier place to grow families and businesses.

Employment and Economy Goal #2

Prioritize development of the physical environment that supports local businesses and increases accessbility to local businesses.

Strategies:

1. Improve visibility of and access to businesses in McGregor.

2. Create walkable, people-centered places that are enjoyable to inhabit and that enable people to walk between businesses.

3. Focus on revitalization and accessibility of business districts.

Resiliency Goals & Strategies

Resilience is the ability of a system to respond to, adapt to, and recover from negative events. Resilience has three major components: social, economic, and environmental. Strong social networks, efficient economies and thoughtful government budgets, and the protection of vital natural resources all have a positive impact on a community’s ability to bounce back after unexpected disruptions like natural disasters.

Resiliency Goal #1

Encourage sustainable practices throughout the community including development and infrastructure methods.

Strategies:

1. Promote environmental sustainability to help protect vital natural resources from overconsumption and destruction.

2. Engage in maintaining and advertising the Hazard Mitigation Plan.

3. Support economic sustainability.

Resiliency Goal #2

Establish and promote a unique and welcoming culture.

Strategies:

1. Collaborate with local leaders to improve residents’ connections to City departments, local nonprofit organizations, and each other.

2. Encourage interaction among residents through community-wide events and small-scale gatherings such as neighborhood block parties.

3. Encourage neighborhood involvement to increase safety through active participation of residents.

Chapter 4 Downtown

Downtown Planning

An important community asset is McGregor’s historic downtown. Many buildings retain the historic architectural look that was prevalent in the 1800s. Downtown design guidelines will help ensure that the downtown’s historic character is maintained and appreciated. 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. 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.

One major challenge is that the entire downtown area is within the flood plain, with over 100 structures at risk of 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.

Downtown Development

The following maps indicate the existing downtown uses as well as land use opportunites categorized by low/no priority, some priority, and high priority. Following this exercise a survey was developed to better influence the recommendations that come out of this planning document.

McGregor Historic Resources Survey

1. What are important historic events/resources that you believe deserve more representation in the community?

a. Ringling Brothers Childhood Home

b. History of River Pirate Doc Bell

c. River Ferries

d. Alexander MacGregor

e. Historic Architecture & District

f. Other (please explain)

2. How often do you visit the McGregor Museum?

a. Daily

b. Once per week

c. A few times per month

d. A few times per year

e. Never

3. What would make the museum a destination for you?

a. Changing/rotating exhibits

b. Museum hosted events

c. Interactive exhibits

d. Outdoor exhibits around McGregor

e. Other (please explain)

4. What kind of development would you like to see in the Alexander Hotel building? (Pick 2)

a. Restaurant/Bar

b. Bakery/Cafe

c. Hotel

d. Co-op or Community Space

e. Apartments/Condos

f. Indoor Market

g. Other (please explain)

5. What kind of attractions would you like to see in McGregor (pick all that apply)?

a. Riverfront spray park/water feature

b. Riverwalk expansion and connection to Marquette

c. Murals, sculptures, and public art

d. Skatepark

e. Other (please explain)

6. Where would you like to see attractions around McGregor? (Interactive Map)

7. Where would you like to see change in McGregor?

a. More accessibility/use of the riverfront

b. More diverse shops/businesses downtown

c. More diverse and affordable housing

d. Public infrastructure improvements

e. Other (please explain)

8. Additional thoughts or comments?

Alexander Hotel

The Alexander Hotel, built as “The Lewis Hotel” in 1899, is a key component of McGregor’s history. Discussions about the future of this signature building arose numerous times throughout the planning process, as well as within the results of the Historical Resources survey. Based on the survey responses, over 53% of respondents would like this building to serve as a Restaurant/Bar. Similarly, the future of the building as a Hotel also ranked highly. There was some interest in the lower level being used as a bakery/cafe while the upper stories could serve as apartments/condominiums. However, an indoor market or Co-op/Community Building ranked lower on the list of options provided.

Based upon discussions with the Steering Committee and general public, there is an interest in keeping the historic and uniquely interesting pieces of the original hotel, but there is also an opportunity for rebuilding to an extent. One example of how this could be done is the Merchant’s Hotel building in Dubuque. This could be done by incorporating historic elements into the design of a primarily new building. A parking facility could also be incorporated on the back side. However, at this time it is recommended that the City conduct a feasibility study on the building to safely determine next steps.

Historic Hotel Renovation Case Studies

Listed and shown below are case studies of historic hotel renovations:

A.) Charmant Hotel in LaCrosse

B.) Hotel Julien in Dubuque

C.) DeSoto House in Galena

D.) Hotel Winneshiek in Decorah

Downtown Beautification Examples

Enhancing Alleys

Enhancing Grain Elevators

McGregor Historical Musesum

Another signature point of interest in the City of McGregor is the Historical Museum. Therefore, many of the historical resources survey questions were geared toward museum usage, attractions, and history that is unique to McGregor.

While there were some survey respondents that indicated they visit the Museum regularly or even daily, the vast majority tended to visit a few times a year at most. This leads us to question what type of events would draw a wider crowd more regularly. When asked “What would make the museum a destination for you?” A range of responses came in as shown below:

Of the options provided, the highest response indicated that museum hosted events would be the most likely to make the museum a destination for them, however, interactive exhibits, outdoor exhibits, and changing/rotating exhibits have peaked the interest of many.

In general, when asked “What are important historic events/resources that you believe deserve more representation in the community?” the two highest responses were the Ringling Brothers Childhood Home and Alexander MacGregor. While these were voted highest priority, there was still significant interest in the historic architecture and river ferries. New exhibits highlighting these features would greatly benefit the museum.

Regarding future action, it is also recommended that a feasibility study be conducted to determine if the Hardware Store could save its facade, but be rebuilt as an expansion of the museum with a multi-level ramp incorporated behind it.

Downtown Goals

Focus efforts on promoting McGregor as a Destination

Promote and highlight the Riverfront

Develop a Local Economic Development Group to spur and encourage Redevelopment

Emphasize and enhance the Alexander Hotel

Reinvigorate the McGregor Museum with enhanced attractions

Redevelop the Grain Elevator in a unique and artful manner

Highlight the Ringling Brothers House as an attraction

Promote infill development for vacant lots (restaurant, etc.)

Revisit the “Trail of Two Cities” Plan

Engage the Chamber in promoting the city’s historic significance

Encourage the use of Condos above retail on the promenade

Prioritize Historic Preservation

Downtown Recommendations

1Historic Character

The City’s historic buildings represent an earlier era of architectural design, and are an invaluable asset when attempting to establish a discernible place. This notion was continuously reinforced throughout the engagement process as residents value the historic character of Downtown McGregor.

Building preservation, or replication, is both dependent upon and necessary to continued success in the Downtown area.

Objective 1: The City should preserve their architecture heritage, and help owners protect and restore these buildings over time.

2 Diversity of Uses & Functions

The Downtown provides a greater range of functions than any other location in a community. It may serve as a place for employment, shopping, worship, tourism, housing, government services, dining, entertainment, lodging, and cultural attractions. Multiple functions give a wider variety of users a reason to visit Downtown, which enhances activity levels throughout the day and week. Moreover, in a small-city Downtown, all of these activities are usually situated within a compact area that is easily walkable.

Objective 2: Downtown McGregor will continue to expand its functions while enhancing the walkabilty of the area.

3 Retail Mix & Options

Retail follows the market, so it’s essential to foster unique retail in Downtown McGregor to create a “Destination”.

Objective 3: The City will explore options to provide a healthy mix of retail options to help promote McGregor as a destination.

4 Safe, Comfortable & Accessible for All Users

As a pedestrian-oriented district, people walking, interacting and socializing is part of the shopping experience. However, if the customer experience is high-effort and low-quality (e.g. streets closed, cannot find convenient parking, can’t find the store), the customer will shop elsewhere (or online).

Objective 4: Downtown McGregor will be an environment that is “friendly” to both vehicles and pedestrians. It will be safe comfortable and accessible for all user types.

5 Attractive, Quality Place

The more interesting and attractive you make the place, the more people are willing to get out of their car to be a part of the experience. Conversely, Downtowns with an abundance of surface parking lots, buildings set back from the sidewalk, vacant or blank-walled structures, neglected storefronts, and/or poorly maintained, unadorned sidewalks will be far less desirable places to walk. Without a sense of an attractive memorable place, it will be difficult for small city’s to have a thriving Downtown that can compete with big box retailers, commercial corridors and online shopping.

Objective 5: Downtown McGregor will establish a unique and attractive sense of place within the region through the improvement of both public and private investment.

6 Social Gathering Place

Regardless of its aesthetic qualities, a built environment requires the presence of people to produce a desirable, appealing place. Successful Downtowns do just that, as they attract people and give people reasons to linger. The longer people choose to stay Downtown, the more establishments they will visit, resulting in an economic benefit as well.

Objective 6: Downtown McGregor will be the City social center for all ages and abilities.

Branding & Marketing Strategies

It is important to encourage local residents to shop locally. Since small communities rely on residents in rural sections of the County and on neighboring small communities, it is important to get this message out to those areas with Buy Local Programs.

Advertising and tourism studies have shown that the majority of consumers research their destinations prior to deciding on making their first visit to a business/location, therefore a strong Online Presence is also key.

There are many existing businesses, both competing and coexisting, within Downtown. Business could encourage one-stop downtown shoppers to become multiple-stop downtown shoppers through simple customer incentives. There are a multitude of ways for businesses to collaborate in this way. It could be a chance to enter in a drawing. Or a discount. Or even a chance to be the “downtown customer” of the month as Cross-Selling Promotions.

To raise Business Assistance Awareness, marketing materials (e.g., brochure, pamphlet, online resource, etc.) can be used to promote business-related funding options and assistance programs.

Businesses should continue to externally market through multiple media sources in-conjunction with Marketing and Community Events on a quarterly basis.

Lastly, consider a “Downtown McGregor Legacy”membership program. This program would create an endowment fund for Downtown to incrementally work to improve and move Downtown McGregor further into the future through membership rates and combining funding efforts. McGregor could also consider forming a SSMID.

Downtown Land Use & Redevelopment

Design Regulations and Facade Improvements

Historic Preservation Redevelopment Opportunities

To pro-actively encourage property improvements, the City should establish a Design Regulations, Facade Improvements, and Beautification program. The City may also hire a consultant to provide cost effective facade improvement illustrations for buildings within the Downtown to further encourage property owners to make updates to their building(s) that meet the vision of this plan.

The Historic Preservation of Downtown McGregor is one of the most important desires of the community. The intact collection of brick commercial buildings, many of them now more than 100 years old, is both noteworthy and beautiful. The City’s historic buildings represent an earlier era of economic vibrance, and their preservation is both dependent upon and necessary to continued economic success in the Downtown area.

This Master Plan discusses potential Redevelopment Opportunities throughout the downtown. The City should consider public-private partnerships to move redevelopment projects forward, especially on key sites that will promote change. This includes the Alexander Hotel, McGregor Historical Museum, Grain Elevator, Alleys, Triangle Park, and the riverfront as a whole.

Public Use & Infrastructure

Community & Wayfinding Signage

Parking Concerns Road/ Streetscape Improvements

Public Uses Program

To alleviate Parking Concerns, the strategies below provide preemptive measures that can be taken to make the current parking network more efficient.

-Mark short term parking stalls for businesses with quick stop times like coffee shops, bakeries, etc.

-Adequate lighting should be provided along pedestrian routes, especially near parking lots.

-There might be opportunities with covered parking with some of the redevelopment options provided.

The City should consider establishing a Road/Streetscape Improvements Program that sponsors/ helps to offset the costs to implement streetscaping improvements. Brochures should be dispersed to residents and businesses providing the opportunity to sponsor a specific streetscaping element (e.g., bench, planter, tree, etc.) or provide to a general streetscaping project fund.

The City of McGregor has a strong community brand which can be wrapped more into the downtown, especially with Community and Wayfinding Signage. A wayfinding plan should be implemented to reduce sign clutter, improve the overall graphic quality and design (and match branding), improve public lot signs, include trail signs to reach destinations, and meet Iowa DOT standards.

The City and partners should consider developing a Public Uses Program where the City offers subsidized startup for new businesses Develop an application process and find suitable properties that have been vacant for a significant period but require limited improvements to support a new user.

Chapter 5 Land Use

Extraterritorial Land Use Planning

Partnering with Clayton County for Smart Growth

McGregor is in Clayton County Iowa and the County, which has a current Comprehensive Plan and enforces a unified development code in the unincorporated areas surrounding the City. Clayton County is a key partner in the successful development of the community and in the protection of future urban growth opportunities.

The Existing Land Uses map on the next page shows the City of McGregor and the two-mile extraterritorial area surrounding the City. The two mile boundary is dependent on the City boundaries and is modified anytime land is annexed into the City that extends the City limits. Because Clayton County has zoning, the County has review authority over proposed development on all unincorporated property but Clayton County is required to contact the City anytime a subdivision is proposed within the two-mile extraterritorial area. Most notable are the shaded areas.

Clayton County advises that if urban development is proposed in the extraterritorial areas that it should be annexed. If annexation is not preferred, then proposed development in the two-mile extraterritorial area shall be reviewed and compatible with McGregor growth planning.

Existing Land Use Map

Using the Future Land Use Map

The Future Land Use Map identifies categories of similar use, character and density. These categories are described in the subsequent pages, including explanation of the City’s intent, as well as design and development strategies.

This map, and the corresponding text, are to be consulted whenever development is proposed. Development shall be consistent with the use category shown on the map and the corresponding text.

Where uses in this map differ from the current use, it is not the general intent of the City to compel a change in use. Except in rare instances when the City may actively facilitate redevelopment of a priority site, the City use of this map will be only reactive, guiding response to proposals submitted by property owners and petitioners.

Amending the Future Land Use Map

It may, from time to time, be appropriate to consider amendments to the Future Land Use Map. The following criteria should be considered before amending the map.

Agricultural

The total number of acres of agricultural land may continue to decrease surrounding McGregor. The population of the City is projected to continue growing and additional property may be petitioned for rezoning to accommodate the development needed to support the growing population. This anticipated growth must be balanced against the goals of preserving agricultural land for the purposes of resource protection and maintaining agricultural contributions to the region.

Compatibility

The proposed development, or map amendment, will not have a substantial adverse effect upon adjacent property or the character of the area, with a particular emphasis on existing residential neighborhoods. A petitioner should indicate approaches that will minimize incompatibilities between uses.

Natural Resources

Proposed development should not include a negative or unmitigated impact on important natural features such as wetlands, floodplains, steep slopes, scenic vistas or significant woodlands. The proposed building envelope is not located within the setback of floodplain zones (raised above regional flood line) or shoreland zones. The proposed development will not result in undue water, air, light, or noise pollution in order to attribute to the small town

character. Petitioners shall indicate approaches that will preserve or enhance the most important and sensitive natural features of the proposed site.

Emergency Vehicle Access

The lay of the land will allow for construction of appropriate roads and/or driveways that are suitable for travel or access by emergency vehicles.

Ability to Provide Services

Provision of public facilities and services for new development will not place an unreasonable financial burden on the City. Petitioners may demonstrate to the City that the current level of services in the City, or region, including but not limited to school capacity, transportation system capacity, emergency services (police, fire, EMS), parks and recreation, storm water, and potentially sewer services or water services, are adequate to serve the proposed use. Petitioners shall also demonstrate how they will assist the City with any shortcomings in public services or facilities.

Public Need

There is a clear public need for the proposed change or unanticipated circumstances have resulted in a need for the change. The proposed development is likely to have a positive fiscal or social impact on the area.

Adherence to Other Portions of this Plan

The proposed development is consistent with the general vision for the City and the goals and strategies of this Plan.

Future Land Use Categories

The future land use categories identify areas of similar use, character and density. These classifications are not zoning districts - they do not legally set performance criteria for land uses (i.e. setbacks, height restrictions, density, etc.). The strategies listed with each category are provided to help landowners and City officials make decisions during the development review process that are consistent with the intent of the land use category. The significant categories also feature design recommendations.

The categories designated on the Future Land Use Map are:

• County Park & Conservation

• Agricultural

• Acreage & Agriculture

• Golf Course + Residential

County Park & Conservation

• Parks & Recreation

• Low Density Residential

• Medium Density Residential

• Public & Institutional

This category includes conservation and recreational properties that are currently and will likely be under County control through 2040.

Agriculture

This category includes larger tracts of property that is likely to remain in agricultural production through 2040. If incorporated into the City the likely zoning would be A-1. All newly annexed areas should be zoned A-1 until a rezoning request has been processed.

Acreage and Agriculture

This category includes rural lands around the community and is intended to preserve land and rural character in areas deemed unlikely or infeasible for urban development prior to 2040. Conservation Subdivisions that could be incorporated into the urban fabric of McGregor may be supported in the these areas. If incorporated into the City, the zoning would likely be A-1, R-1A or R-1.

Parks & Recreation

The Parks & Recreation land use designation includes active or passive parks such as playing fields, playgrounds, community centers, State Parks, and other appropriate recreational uses as well as includes undeveloped lands, trails, water areas and environmentally sensitive areas that are inside the City limits.

Low Density Residential

Low Density Residential areas are located within McGregor and are intended for single-dwelling or two-dwelling housing units with a maximum density of 4-6 units per acre. The primary zoning districts for Single-Family/Two-Family Residential is R-1 or R1-A.

• Commercial

• Industrial

• Utility

• Mineral Extraction

Medium Density Residential

Medium Density Residential shall be located within McGregor and are intended for multiple-dwelling housing units with a maximum density of 7-12 units per acre. The primary zoning district for MDR is R-3.

Public & Institutional

This land use designation includes public or semi-public facilities including but not limited to: governmental offices, police and fire facilities, clinics, educational institutions, and places of worship.

Commercial

Commercial areas of the community are located in Downtown McGregor, around commercial corridors. The primary zoning districts for the City’s commercial areas are C-1 or C-3.

Industrial

The Industrial areas are intended for office, office-industrial, transportation, warehousing, storage and potentially other commercial uses exhibiting industrial characteristics. The primary zoning districts for industrial areas are M-1 or M-2.

Utility

The Utilities land use designation accommodates land used or dedicated for public and private utilities, including pipelines, utility lines, power lines, water and wastewater facilities, electrical substations, broadband, and telephone.

Mineral Extraction

This land use category is primarily intended to encompass quarries.

Historical Design Strategies

Design Guidelines for Buildings and Sites

This plan recommends the adoption of more detailed design guidelines for the downtown area. These pages present the basic categories that should be addressed by any such guidelines and some specific sample guidelines to inform the development of adopted standards.

• Street Relationship: Design the building such that the primary building façade is orientated towards the street and built to the front property line. Minor setbacks may be allowed if space created provides an outdoor seating area, a hardscape plaza, or similar pedestrian space. Provide a public entrance on the primary façade.

• Lighting: Pick fixtures that complement the character of the building. Illuminate parking lots and pedestrian walkways uniformly and to the minimum level necessary to ensure safety. Lighting should be energy efficient and should render colors as accurately as possible. Preferred light types include: LED, fluorescent, and high-pressure sodium.

• Parking: Place parking on the side or back of the building, wherever feasible. Provide shared parking and access between properties to minimize the number of curb cuts. Provide vegetative buffers between pedestrian circulation routes and vehicular parking/circulation. Access drive lanes should have adequate throat depths to allow for proper vehicle stacking.

• Landscaping: Provide generous landscaping, with an emphasis on native plant species. Landscaping should be placed along street frontages, between incompatible land uses, along parking areas, and in islands of larger parking lots.

• Stormwater: Use rain gardens and bioretention basins on-site (i.e. in parking islands) in order to filter pollutants and infiltrate runoff, wherever feasible. Consider using permeable surfaces, pervious asphalt, pervious concrete, and/or special paving blocks.

Historical Design Strategies (Continued)

• Service Areas: Trash and recycling containers/ dumpsters, street-level mechanical, rooftop mechanical, outdoor storage, and loading docks should be located or screened so that they are not visible from a public street. Screening should be compatible with building architecture and other site features.

• Scale&Articulation: Design the building using architectural elements that provides visual interest and human scale that relates to the surrounding neighborhood context and the downtown’s overall character.

• Windows, Doors & Garages: Buildings should activate the street by providing significant visibility through the street-level facade to activities/displays within the building. Clearly define door entryways and design garage doors to be screened from street view (i.e. not on street facade, landscaping, walls), to the greatest extent possible.

• Building Projections: Canopies and awnings should be provided along facades that give access to the building.

• Signage: Use pedestrian-scaled sign types: building-mounted, window, projecting, monument, and awning. Signs should not be excessive in height or square footage.

• Colors & Materials: Use high-quality, longlasting finish materials such as kiln-fired brick, stucco, and wood. All exposed sides of the building should have similar or complementary materials and paint colors as used on the front façade.

Chapter 6 Implementation

Guiding Daily Decisions

City Roles and Responsibilities

Responsibility for implementing this plan lies primarily with the Steering Committee, the City Council and the City Staff.

City

Council

City Council sets priorities, approves budgets and tax rates, and often has the final say on key aspects of public and private development projects. The value and legitimacy of this plan is directly related to the degree to which Council members are aware of the plan and expect City actions to be consistent with this plan. Each Council member should have a copy of this plan and be familiar with the major goals and objectives described herein. The City Council should expect and require that City Staff and Planning and Zoning Commission Recommendations actions both reference and remain consistent with this plan.

Planning and Zoning Commission

Land use and development recommendations are a core component of this plan, and the Planning and Zoning Commission has a major role in guiding those decisions. Planning and Zoning Commission members shall each have a copy of this plan and shall be familiar with the content, especially Chapter 4: Land Use. It is generally the responsibility of the Planning and Zoning Commission to determine whether proposed projects are consistent with this plan, and to make decisions and recommendations that are consistent with this plan. In cases where actions that are inconsistent with this plan are deemed to be in the best interest of the City, the Planning and Zoning Commission should initiate efforts to amend the plan to better reflect City interests. This will help to reinforce the legitimacy of the plan as an important tool in guiding City decision making.

City Staff

City staff have a significant influence on the selection and completion of all kinds of capital and operational projects. It is imperative that City Staff know about, support, and actively work to implement the various strategies and actions in this plan.

Specifically the following people should consult and reference the comprehensive plan during goal-setting processes, during planning for major public projects, and in the review of private development projects:

• City Administrator/Clerk

• Public Works Director

• City Engineer

• City Attorney

These key staff members are expected to know and track the various goals, strategies and vision laid out in this plan, and to reference that content as appropriate in communications with residents, business owners and elected and appointed officials. All other staff members should be aware of the plan and the connections between the plan and City projects. The purpose of this extra effort is to strengthen staff recommendations and reinforce the plan as relevant tool integral to City functions, and decision making.

Education and Advocacy

Implementation of this plan also depends on the actions and decisions of regional and state partners. Some implementation partners include but are not limited to the following entities:

• McGregor School District

• Clayton County

• Regional Planning Affilliate

• Upper Explorerland Regional Planning

• Iowa Department of Transportation

• Iowa Department of Natural Resources

• Iowa Economic Development Authority

• Clayton County Conservation

• Clayton County Plannng and Zoning

• U.S. Fish and Wildlife

It may be necessary at times to persuade these entities to be active partners in the implementation of the vision, goals, strategies of this plan.

The following City activities can support this effort:

• Share this plan with each organization, including a memo highlighting sections of the plan that anticipate collaboration between the City and the organization.

• Take the lead role in establishing a collaboration for key or crucial initiatives of the City that require regional collaboration

• Know and communicate the intent of relevant objectives and strategies - partner organizations will want to understand and agree with the City’s needs before they will

Utilizing Existing Tools

Many of the strategies identified in this plan presume the use of existing City ordinances and programs. The City’s key implementation tools include:

Operational Tools

• Annual Goal-Setting Process

• Annual Budget Process

• Capital Improvement Plan (Recommended)

Regulatory Tools

• Building and Housing Codes

• Zoning Ordinance

• Subdivision Regulations

• Clayton County Ordinances

• State Regulations

• Federal Regulations

Funding Tools

• User Fees

• Tax Abatement

• Tax Incremental Financing (TIF) Districts

• Development Fees

• State and Federal Grant Programs

Guiding Annual Decisions

Annual Report

To provide lasting value and influence, this plan must be used and referenced regularly, especially during budgeting and goal setting processes. To inform the annual processes, City staff will prepare a concise Comprehensive Plan Annual Report for the City Council with input from the Planning and Zoning Commission, including the following information:

• Action items in progress or completed during the prior 12 months (celebrate successes!)

• Staff recommendations for action items to pursue during the next 12 months, including removing or adding items.

• City actions and decisions during the past 12 months not consistent with the plan (if any) and the rationale behind those actions/decisions.

• Staff recommendations for any amendments to the adopted plan.

Link to Annual Goals and Budget

The most important opportunity for this plan to influence the growth and improvement of the City is through the annual goal-setting, budgeting and capital planning processes. These existing annual efforts determine what projects will and will not be pursued by the City, so it is very important to integrate this plan into those processes every year.

The compilation of actions in the next section is a resource to support decisions about how and where to invest the City’s limited resources. The Annual Report should draw from these actions and decisions. The Planning Commission should make formal recommendations for the Council’s consideration, identifying those choices and commitments most likely to further the goals and objectives identified in this plan.

The following process and schedule is recommended.

June - August - Staff completes the Comprehensive Plan Annual Report for previous fiscal year.

September - Planning and Zoning Commission considers Annual Report and makes formal recommendation to Council regarding action items to pursue and comprehensive plan amendments.

October - City Council Goal Setting and Review of Annual Report

November - January - Budget preparation process and adoption process.

March - Budget Due to State of Iowa

Action Plan

The Action Plan detailed on the following pages is designed as a guide to help City officials, community leaders, and private investors prioritize opportunities and address issues with the City and the surrounding area. The desired vision for the City cannot be created over night. However, by incrementally implementing the recommendations within this plan, the City can achieve the desired outcomes set forth in this comprehensive plan.

Potential Funding Sources

Below are several of the broad funding sources available to help offset costs to complete the projects listed in this plan.

General City Funding

It is assumed that some general funds/borrowing will be required to assist with the completion of projects or as a matching sources for state or federal grants.

Special Assessments

Particular projects that benefit individual properties (e.g. water, sewer, or sidewalk installations) could be funded through special assessments whereby the City recoups initial design and construction costs through increased real estate taxes on those properties for a set period of time.

Revenues

Projects related to drinking water, sanitary sewer, and storm water could be funded using system revenues or fees collected from system users across the community.

Private Donations, Developers/Impact Fees - Some of the projects could be partially or fully funded through private donations or public fund raising. Funding for other infrastructure projects can also be offset by using funds from fees the City collects as part of the approval of new development.

State and Federal Grants

There are many different state or federal grants that many be able to offset the costs of some of the identified projects. Only those programs most likely to award funding are listed.

Tax Increment Financing (TIF)

Tax increment financing is a program where the additional taxes generated from a development in a TIF district would go towards specified public improvements in a community. This program helps waylay the impacts of new development on a community while improving the attractiveness of the City.

Action Plan Matrix

Maintain reliable, quality services, utilities, and facilities to encourage growth and reinvestment.

• Adopt City ordinances to protect natural resources throughout development processes.

• Develop design guidelines for community gateways and wayfinding signage that welcomes visitors and coheres existing and future aesthetics.

• Encourage connectivity among new and existing developments through pedestrian and bicycle facilities.

• Explore alternative parking space requirements that reduce the need for large parking lots.

• Explore development incentives that prioritize infill development/redevelopment and utilize existing public infrastructure.

Ensure that public facilities and services meet the needs of residents and businesses, especially as new development increases demand for those facilities and services.

• Adopt maintenance and replacement schedule into City Code.

• Establish regular community outreach processes regarding public facilities and services.

• Adopt community engagement procedures into City Code.

Develop and support a comprehensive system of safe, aesthetically pleasing, and useful open spaces and trails that serve the entire community.

• Increase accessibility to trails, parks, and open spaces.

• Prioritize distribution of adequate green space in future development.

• Collaborate with regional governments, agencies, and organizations to connect recreational trails.

• Establish a trail system which enhances the community’s walkability, and provides safe access to community parks, schools, and regional trail systems.

Provide a robust recreation system to all residents and visitors.

• Collaborate with adjacent municipalities and agencies for recreation facilities and programs.

• Improve accessibility of recreation facilities and programs for residents and visitors.

• Diversify recreational facilities to expand opportunities for numerous activities.

Community Facilities

Action Plan Matrix (Continued)

Goals and Strategies

Retain and attract residents including young professionals, families, and retirees by supporting a range of housing options.

• Encourage development and redevelopment of mixed-density neighborhoods.

• Produce and maintain community facilities, utilities, and infrastructure that are attractive to developers, current residents, and future residents.

• Diversify housing opportunities that attract a diverse array of demographic populations.

• Reduce barriers to housing development opportunities.

Maintain quality housing and community character by encouraging the maintenance and improvement of the existing housing stock and properties throughout the community.

• Reduce barriers to housing opportunities for current and future residents.

• Pursue opportunities to improve existing housing stock.

• Improve the local rental process for both renters and tenants.

Coordinate with the County, neighboring counties, and neighboring municipalities to optimize regional planning efforts.

• Coordinate with the County, regional partners, and surrounding municipalities to review proposed land use changes, transportation system changes, and utility changes that will have an impact on McGregor.

Partner with local, state, and federal agencies to enhance the culture and resources of McGregor.

• Support the School District in their growth and community engagement activities.

• Partner with the School District on land use, utility, and transportation improvement planning.

• Partner with the Iowa Department of Natural Resources to advance planning efforts for natural resources, green space and trail development.

Action Plan Matrix (Continued)

Goals and Strategies

Develop a comprehensive system that provides accessibility to traditional and alternative modes of transportation effectively throughout McGregor.

• Prioritize maintenance and improvement of transportation infrastructure.

• Establish pavement repair/replacement schedule.

• Maximize traffic efficiency along major roadways.

• Coordinate transportation plans with other city and regional plans.

Provide guidance for a safe, efficient, coordinated, and convenient multi-modal transportation system that is integrated with land use and development plans, and that protects and enhances natural resources.

• Encourage development of environmentally-friendly multi-modal transportation facilities.

• Encourage non-vehicular transportation options and overall connectivity.

• Prioritize safety in multi-modal transportation development.

Manage, enhance and preserve land and water resources and the natural environment by avoiding development on high value wetlands and floodplains.

• Protect wetlands from unmitigated negative impacts.

• Support healthy watersheds.

• Enhance existing natural areas.

Protect and enhance the natural settings unique to the character of McGregor.

• Encourage use of greenspace in new developments.

• Conserve and restore natural features such as trees and natural waterways.

• Support community gardens, farmers markets and other similar community based food projects.

Action Plan Matrix (Continued)

Goals and Strategies

Strengthen the local economy of McGregor.

• Support the development of public and private partnerships that aid existing and potential businesses.

• Provide guidance for future economic growth.

• Coordinate existing community plans to direct development incentives, annual budgets, and capital improvement planning

• Improve neighborhood resilience and market McGregor as a premier place to grow families and businesses.

Prioritize development of the physical environment that supports local businesses and increases accessbility to local businesses.

• Improve visibility of and access to businesses in McGregor.

• Create walkable, people-centered places that are enjoyable to inhabit and that enable people to walk between businesses.

• Focus on revitalization and accessibility of business districts.

Encourage sustainable practices throughout the community including development and infrastructure methods.

• Promote environmental sustainability to help protect vital natural resources from overconsumption and destruction.

• Engage in maintaining and advertising the Hazard Mitigation Plan.

• Support economic sustainability.

Establish and promote a unique and welcoming culture.

• Collaborate with local leaders to improve residents’ connections to City departments, local nonprofit organizations, and each other.

• Encourage interaction among residents through community-wide events and small-scale gatherings such as neighborhood block parties.

• Encourage neighborhood involvement to increase safety through active participation of residents.

Action Plan Matrix (Downtown)

Conduct a feasibility study of the renovation vs replacement of the Alexander Hotel to determine costs for use as a hotel/restaurant/apartments and potential parking structure.

Complete the feasibility study of the renovation vs replacement of the Hardware Store to determine costs for use as an expansion of the existing museum with potential parking in the rear.

Conduct study to determine the feasibility of creating parking over the open storm sewer channel to the rear of the buildings on the north side of Main Street.

Encourage the developers of the proposed condominiums on the riverfront to consider first floor retail, hotel rooms/AirBNB, and a large patio area on a Riverwalk on the river side of the property.

Explore funding for a mural on the old grain elevator on the river.

Promote the renovation of the former Riverview restaurant to reopen as a restaurant.

Promote the adaptive reuse of the old grain elevator on the river for housing/lodging/retail.

Update the Trail of Two Cities study and begin discussions with the railroad to determine the feasibility of making this happen.

Explore the creation of an attractive walkway from the public parking lot through the alley between the post office and Alexander Hotel to Main Street.

Meet with downtown building owners to determine interest in partnering on grant applications to create additional upper story housing.

Consider the creation of an economic development corporation to assist in acquiring/renovating underutilized properties.

Work with the local chamber of commerce on creating a more robust marketing campaign for the City, including adding more events to attract tourists.

Meet with the Ringling Bros organization to see how the City/Chamber/Museum can partner with them to better promote their history in the community.

Enhance the marketing campaign described above and undergo a community branding effort.

Reach out to the grain elevator to explore a partnership to help implement the plan.

Explore reinstituting an ordinance that establishes a fee to collect revenue from the grain elevator as they put a lot of stress on the local streets.

Create business plans/pro formas for both the hotel and hardware store buildings.

Add some type of healthcare facility to return to the community; i.e. an urgent care clinic.

Appendix A Community Profile

Introduction

The Community Profile is a summary of current conditions and recent trends in McGregor, based on the best available data from the City of McGregor, Clayton County, Iowa Department of Natural Resources, Iowa Department of Transportation, United States Department or Agriculture, National Resources Conservation Services, ESRI Business Analyst, United State Census Department, other resources.

The purpose of the Community Profile is to enable readers of the plan to identify current conditions in McGregor and with that information make informed choices about the future of the community. This report is included as an appendix to the McGregor Community Plan so that it may be easily updated from time to time as new data becomes available.

Demographics - Population

This section analyzes current population and demographic trends for the City of McGregor. Examination of these trends provides a foundation for the planning process and implementation of the plan.

The chart above shows the City of McGregor's and Clayton County's historical populational from the US Decennial Census from 1960- 2022. The chart also shows the projected change in population from 2020 - 2050 based on an average of the linear, exponential, and cumulative average % change projections. A desired growth rate of 1% per year/10% over 10 years is also shown by the green line.

The chart above shows both the City of McGregor's and Clayton County's historical population change by decade and cumulative average % change in population from 1920-2020. The chart shows that over the past 100 years both the City and County have experienced a sustained slight decline in population, an average of -4% to -5% every 10 years.

Existing Plan Review

Key Chapters:

-Executive Summary

-Introduction

-Public Participation

-Community Overview

-Community Character and Culture

-Housing

-Economic Development

-Transportation

-Community Facilities

-Public Infrastructure and Utilities

-Natural and Agricultural Resources

-Hazards

-Intergovernmental Collaboration

-Land Use

-Implementation

Community Priorities:

-Volunteerism

-Branding and Marketing

-Historic Preservation and Promotion

-Community Character and Culture

-Housing Diversity

-Development

-Preservation and Rehabilitation

-Sustainability

-Tourism

-Marketing and Signage

-Collaboration

-Business and Employment Growth

-Safety

-Multi-Modal Transportation

-Building Maintenance and Renovation

Community Action Plan:

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

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

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

-Housing 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

-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

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

-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.

-Community Facilities Goal 1: Promote quality schools and access to educational opportunities for everyone

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

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

-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.

- Public Infrastructure and Utilities 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.

-Natural and Agricultural Resources Goal 1: Preserve and utilize natural resources.

-Natural and Agricultural Resources Goal 2: Conserve prime agricultural lands when possible.

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

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

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

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

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

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

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

Appendix B Survey Responses

McGregor Community Master Plan Survey

This is a community-wide survey is a part of the public engagement process for creating the City of McGregor's Community Master Plan Your input will help guide the decisions and policies for the community's future growth and development

Thank you for your time and insights!

What is your relationship with McGregor?

Please mark if you live in McGregor or outside the City limits.

I live in McGregor I live outside McGregor

What is your age?

Please select one

What three words would you use to describe the community character of McGregor as it is today?

What three words would you use to describe an ideal future for McGregor?

https://survey123.arcgis.com/share/b048ab5324c24028a23e89fe3a9cc97c

How many people are in your household?

Please select one

How long have you lived in McGregor?

Please select one

Please select the top three qualities you believe make McGregor a great place to live today

Please select up to 3

https://survey123.arcgis.com/share/b048ab5324c24028a23e89fe3a9cc97c

Riverfront

Small town feel

Parks and recreation opportunity

Location

School district

Close to job

Community Services

Employment opportuities

Other

How would you rate the overall quality of life in McGregor?

Please select one

Excellent Good Fair Poor

https://survey123.arcgis.com/share/b048ab5324c24028a23e89fe3a9cc97c

Please select the top three changes you think would have the greatest impact on improving the quality of life in McGregor in the future

Please select up to three.

Expand retail shopping options

Increase employment opportunities

Improve roads

Improve sidewalks

Improve public saftey

Parks and recreation updating and expansion

Improve housing affordability

Improve quality of housing

Riverfront development

Other

Please select up to three factors that influenced your decision to live where you live right now.

Please select up to three factors

https://survey123.arcgis.com/share/b048ab5324c24028a23e89fe3a9cc97c

If you could open a successful business in McGregor what kind of business and where would it be?

If you commute for work, about how many miles, in total, is your daily commute?

Please select one.

Are you currently?

Please select one.

Working in McGregor- but not at home

Working from home in McGregor

Working outside the City of McGregor

Not Working

SWOT Analysis

In this next section you will be asked to share your thoughts related to the Strengths, Weaknesses, Opportunities, and Threats (SWOT) related to McGregor and planning for the next 20 years. There are three categories that will be used throughout the public engagement process to assist with gathering feedback for the development of the plan's goals, policies, and actions for implementation.

Beautification

The process of improving the appearance of a place.

Development

The process of supporting and attracting desired growth and redevelopment

https://survey123.arcgis.com/share/b048ab5324c24028a23e89fe3a9cc97c

Mobility

The ability to move or be moved freely and easily

Please list DEVELOPMENT related strengths and opportunities in McGregor

Please list DEVELOPMENT related weaknesses and threats in McGregor

Please list MOBILITY related strengths and opportunities in McGregor

Please list MOBILITY related weaknesses and threats in McGregor

Please list BEAUTIFICATION related strengths and opportunities in McGregor

Please list BEAUTIFICATION related weaknesses and threats in McGregor

How do you prefer to hear about the City of McGregor news, events and announcements?

https://survey123.arcgis.com/share/b048ab5324c24028a23e89fe3a9cc97c

McGregor Historic Resources Survey

This community-wide survey is a part of the public engagement process for creating the City of McGregor's Community Master Plan Your input will help guide the decisions and policies for the community's future growth and development

Thank you for your time and insights!

What are important historic events/resources that you believe deserve more representation in the community?

Ringling Brothers Childhood Home

History of River Pirate Doc Bell

River Ferries

Alexander MacGregor

Historic Architecture & District

Other

How often do you visit the McGregor Museum?

Daily Once per week

https://survey123.arcgis.com/share/1c4181c3bf3d4d88909125b0a9b0a737

A few times per year

Never

Other

What would make the museum a destination for you?

Changing/rotating exhibits

Museum hosted events

Interactive exhibits

Outdoor exhibits around McGregor

Other

What kind of development would you like to see in the Alexander Hotel building? (Pick 2)

Restaurant/Bar

Bakery/Cafe

Hotel

https://survey123.arcgis.com/share/1c4181c3bf3d4d88909125b0a9b0a737

Indoor Market

Other

What kind of attractions would you like to see in McGregor? (Select all that apply)

Riverfront spray park/water feature

Riverwalk expansion and connection to Marquette

Murals, sculptures, and public art

Skatepark

Other

Where would you like to see attractions around McGregor?

Find address or place

https://survey123.arcgis.com/share/1c4181c3bf3d4d88909125b0a9b0a737

Appendix C Maps