City of New Boston Comprehensive Plan 2014-2034
Prepared by City of New Boston with assistance from MSA Professional Services, Inc.
Acknowledgements New Boston City Council
Christopher DeFrieze, Mayor Mark Fourdyce, 1st Ward Alderman Councilmember LuAnn Krengle, 1st Ward Alderman Councilmember Doug Ramer, 2nd Ward Alderman Councilmember Phil Franklin, 2nd Ward Alderman Councilmember Jeff Marston, 3rd Ward Alderman Councilmember Don Russell, 3rd Ward Alderman Councilmember
City Staff
Audrey Stineman, Treasurer Karen Bedford, City Clerk Mike DeFrieze, Director of Public Works
MSA Professional Services, Inc.
Nick Wagner, Project Engineer Jared Fluhr, Project Engineer Sarah Fosbinder, Project Engineer Steve Haring, Client Service Manger Chris Janson, Community Development Specialist Shawn O’Shea, Community Development Specialist
Table of Contents Chapter 1: Introduction....................................................1-2
1.1 The Plan as a “Living Guide� 1.2 A Snapshot of New Boston
2.1 Overview of Planning Process 2.2 Public Visioning Meeting
3.1 Issues & Opportunities
4.1 Vision and Goals 4.2 Housing 4.3 Mobility & Transportation 4.4 Economic Prosperity 4.5 Agriculture & Natural Resources 4.6 Community Facilities & Services 4.7 Community Character 4.8 Hazards 4.9 Collaborations & Partnerships
Chapter 2: Planning Process & Public Participation.....2-2 Chapter 3: Issues and Opportunities...............................3-2 Chapter 4: Goals, Objectives & Strategies......................4-2
Chapter 5: Downtown Plan..............................................5-2
5.1 Vision Statement & Goals 5.2 Existing Conditions 5.3 Retail Market Analysis 5.4 Urban Design 5.5 Revitalization Plan 5.6 Action Steps
Chapter 6: Land Use..........................................................6-2
6.1 Existing Land Use 6.2 Future Land Use Map 6.3 Future Land Use Categories 6.4 Development Concepts 6.5 Design Guideline Considerations
Chapter 7: Implementation and Action Plan.................7-2
7.1 Guiding Daily Decisions 7.2 Guiding Annual Decisions 7.3 Preliminary Plan 2014-2016 7.4 Action Plan 7.5 Financial Support 7.6 Amending the Plan
Appendix A: Community Indicators Report.................A-2
A.1 Demographics A.2 Housing A.3 Mobility & Transportation A.4 Economic Prosperity A.5 Agriculture & Natural Resources A.6 Sustainability A.7 Community Facilities & Services A.8 Community Character A.9 Hazards A.10 Collaboration A. 11 Land Use
Appendix B: Maps.............................................................B-2 Appendix C: Studies........................................................C-2
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1 Introduction 2 This Chapter provides the foundation for the Comprehensive Plan, outlining why we plan, the 3 planning process, Smart Planning, and the planning In addition, Chapter 1 also provides community 4 area. background information including key community 5 indicators. 6 Page 2008 “Ike” Disaster 1-2 7 1.1 1.2 The Plan as a “Living Guide” 1-4 Appendix A 1.3 A Snapshot of New Boston, IL 1-8 Appendix B Appendix C
1.1
2008 “IKE” DISASTER
Ike Planning Grant
Storms effect on the Village
Funding for this Plan comes from the US Department of Housing and Urban Development (HUD). This grant funding was allocated to the State of Illinois by Presidential Declaration in response to the flooding in 2008 – known as the “Ike” disaster. “Ike disaster” funds were provided to communities to recover from the 2008 floods, as well as plan for and reduce the damage from future floods.
The 2008 flood event from Hurricane Ike severely impacted the City of New Boston as described below.
Based on the Ike Planning Program requirements, the Plan must at a minimum directly address the project area’s disaster recovery needs. Specifically, the plan must: Analyze the impact of the floods of 2008 on the area, paying special attention to the areas and groups that were most adversely affected, and the kinds of unmet “needs” that were created by the storm either directly or indirectly (e.g. infrastructure, housing, economic development etc.). Put forth principles/policies designed to best serve the affected populations and address the identified needs created by the disaster. Outline strategies designed to mitigate or minimize future disaster damage.
The 2008 severe storms and flood event from Hurricane IKE severely impacted the City of New Boston in the immediate and long-term. Mississippi River flooding occurred in and along the New Boston riverfront causing serious erosion to the area. The City also suffered localized flooding of some low-lying neighborhoods during the 2008 IKE storms. The City of New Boston sought out IL Disaster Recovery Program “IKE” funding support to develop a Community Comprehensive Plan to provide long-term guidance and recovery planning that will sustain the City for years to come.
A primary goal of this Plan is to predict and better prevent flooding, and thus, reduce the damage caused by future floods.
Additionally, this Plan must promote the Sustainable Planning Principles listed below: • Provide more transportation choices • Promote equitable, affordable housing • Enhance economic competitiveness • Support existing communities • Coordinate policies and leverage investment • Value communities and neighborhoods
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Chapter 1 Introduction
New Boston, Illinois
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1.2
THE PLAN AS A “LIVING” GUIDE
Why Plan? It is difficult to know what the future may bring for New Boston, or for any community. As residents and businesses come and go, and economic trends rise and fall, changes will occur. The purpose of this plan is to establish a shared vision for New Boston to guide future actions and decisions. This guidance provides predictability and consistency over time, which encourages investment. We plan so that we can act and react in a changing world with a confident understanding of our common values and goals.
Plan Maintenance This planning document is a “living” guide for growth and change in the City of New Boston. The plan represents the City’s best effort to address current issues and anticipate future needs; however, it can and should be amended from time to time if conditions warrant reconsideration of policies in this plan. If decisions are being made that are not consistent with this plan, then the plan has lost its relevance and should be amended. The process of amending the comprehensive plan should not be onerous, but it should trigger a brief pause to consider again the long term vision for the community. This plan’s value is dependent upon frequent use and occasional updates.
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Chapter 1 Introduction
Illinois Smart Growth Planning Comprehensive Planning Goals Successful integration of these Goals addresses the need for fair and equitable decision-making regarding the growth of communities, and can produce cost savings regarding the provision of public services.
Comprehensive Planning Guidance The 9 elements this comprehensive plan will include: 1. 2. 3. 4. 5. 6. 7. 8. 9.
The fourteen Smart Planning Goals for New Boston’s Comprehensive Plan are: 1. 2. 3. 4. 5. 6.
Promotion of redevelopment Encouragement of neighborhood designs Protection of natural areas Protection of economically productive areas Promotion of efficient development patterns Preservation of cultural, historical and archaeological sites 7. Encouragement of cooperation 8. Building community identity 9. Providing an adequate supply of affordable housing 10. Providing infrastructure, services & developable land 11. Promoting expansion or stabilization of the economic base 12. Balancing individual property rights 13. Planning & developing land uses that create or preserve unique urban & rural communities 14. Providing an integrated efficient and economical transportation system
Issues and opportunities Housing Transportation Utilities & community facilities Agricultural, natural & cultural resources Economic development Intergovernmental cooperation Land-use Implementation
Illinois Plat Act Municipalities have jurisdiction for 1.5 miles beyond their boundaries, for planning, zoning, and subdivision regulation, if the county and township do not have land use ordinances. A municipality may exercise zoning powers in its area of extraterritorial jurisdiction only if the county has not exercised its zoning powers and only if the area does not lie within the boundaries of another municipality. If a municipality adopts a comprehensive plan covering its area of extraterritorial jurisdiction, then no other municipality can adopt a plan covering that same area. Conflicts between different and similar local governments can be addressed through intergovernmental agreements. Such agreements could establish a boundary that delineates extraterritorial planning jurisdiction and future annexations. Each municipality may adopt a subdivision ordinance which can cover the 1.5 extraterritorial area. If another municipality (village, city, county) also has jurisdiction in that area, then joint review may be required. Most of these questions are worked through with an intergovernmental agreement.
New Boston, Illinois
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1.2 Plan Organization The organization of the plan is based both on the planning process and the guidance provided by the Iowa and Wisconsin Smart Growth Legislation. The plan is divided into six chapters plus several important appendices. Chapter 1: Introduction Chapter 1 discusses the role of the plan, Smart Planning Principles, the planning area boundaries and regional context. Chapter 2: Planning Process and Public Participation Chapter 2 outlines the planning process, including a description of public participation methods and feedback. Chapter 3: Issues & Opportunities Chapter 3 explores issues and opportunities, discovered through the planning process, for the future of New Boston. Chapter 4: Vision, Goals, Objectives and Strategies Chapter 4 includes a vision for the future of the City, as desired in 2032, and goals, objectives, strategies, key indicators and action steps for each element of the plan, including: Housing Utilities & Community Facilities Transportation Community Character Economic Development Hazards Agriculture, Natural & Cultural Resources Collaboration & Partnerships
Chapter 5: Riverfront & Economic Development Plan Chapter 5 Outlines the goals objectives, policies and physical improvements recommend for revitalizing New Boston’s Riverfront and economic core, downtown New Boston. Chapter 6: Land Use Chapter 6 describes current land use characteristics, defines future land use categories and policies, and presents the future land use map. Detailed planning for several subareas within the City is also addressed. Chapter 7: Implementation & Action Plan Chapter 6 describes the tools and procedures by which the plan will be implemented and provides a detailed timeline of action steps for successful implementation of the plan. Appendix A: Community Indicators Appendix A is a compilation of data that describes the existing conditions, trends, and projections for the City of New Boston. This data informs the planning process and should be updated from time to time to track progress and change in the City. Appendix B: Plan Area Maps Appendix C: Studies
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CHAPTER Chapter 1 INTRODUCTION Introduction
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New Rapids Boston, City, Illinois
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1.3
A SNAPSHOT OF NEW BOSTON, ILLINOIS
History of New Boston New Boston is located in Mercer County Illinois along the eastern bank of the Mississippi River at the confluence of the Mississippi and Eliza Creek. Directly across the Mississippi is the mouth of the Iowa River. Much of the natural area surrounding New Boston is part of the Port Louisa National Wildlife Refuge. The river valley at New Boston is surrounded on both sides by gently rolling bluffs with rich parcels of wetlands.
Event description 1818 - 1833 Bounty Lands & the BlackHawk War. First settlers. 1834 - 1845 Inflow of settlers and history of the early days.
In 1834 a group of settlers came from Wayne County, Indiana, planted crops in the spring, and went back in the fall for their families. They took back word of the rich soil and the fine timber, and from 1835 on there was a steady stream of settlers, mostly from Indiana, but a few coming up the Mississippi.
1845 - 1860 Organization of Agriculture and Society, Growth of Towns, Schools, Gold Rush, Moving toward the Civil War
Established in 1834, New Boston, Illinois proudly boasts of not only being surveyed by Abraham Lincoln, but also the very first town that Abe Lincoln surveyed. Mr. Lincoln mapped the town out in a wagon wheel shape, which fully explains the uniquely shaped lots and street directions of New Boston, Illinois.
1860 - 1865 Civil War, Soldiers, Folks at home, Copperheads, Homestead Act, Where to find more information on the Civil War
Source: Mercer County Website
1865-1880 - Changes after the Civil War, Temperance, Veterans, Immigrants: Where & why people come and go (Railroads, Land in the West), Advances in farming, Changes in religion
1880-1900 - Transition to the twentieth century.
Source: ancestry.com
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Chapter 1 Introduction
Planning Area The study area for this Plan includes all lands in which the City has both a short- and long-term interest in planning and development activity. The Planning Area includes all lands within the current municipal limits and within the City’s potential twomile extraterritorial jurisdiction within Iowa. The City is approximately 902 acres (1.40 square miles). The entire Planning Area is approximately 6558 acres (10.24 square miles). The planning area two-mile boundary has been modified in several places.
New Boston
New Boston, Illinois
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1.3 Regional Context The City of New Boston is located in Mercer County Illinois on the eastern bank of the Mississippi River. It is located 14 miles from Aledo, IL Mercer County Seat. The closest metro areas are Muscatine, IA, Burlington, IA and the Quad City Area which are a short drive away.
MAJOR REGIONAL CITIES City Quad Cities, IA/IL
Population Distance from New Boston 253,408 46 Miles
Aledo, IL (County Seat) Muscatine, IA Burlington, IA
3,640 22,886 25,663
14 Miles 20 Miles 38 Miles
ROCK ISLAND
New Boston
MERCER
HENDERSON
1-10 Professional Services, Inc. Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New BostonMSA Regional Map.mxd
WARREN
Chapter 1 Introduction
Key Community Indicators This section analyzes over arching population and demographic trends for the City of New Boston. Examination of these trends provide a foundation for the planning process and implementation of the plan.
The number of people per household in New Boston has increased, while the County and State have decreased in size. New Boston’s population has also been aging. Those that are 18 years of age and older represent 76.57% of the City’s total population.
Population in New Boston has been steadily increasing. Over the past 20 years the City of New Boston grew by 10.1%. This compared to Mercer County which has seen growth and decline over the past 20 years.
POPULATION TRENDS 1980-2010 Source: U.S. Census
Household Projections 1990-2010
City of New Boston
Mercer County
Illinois
1980
N/A
16,913
11,426,518
1990
620
15,921
11,430,602
2000
632
17,008
12,419,293
2010
683
16,335
12,830,632
Source: U.S. Census 2010
New Boston
1990
Mercer County
Number
Persons Per
Number
Persons Per
N/A
N/A
N/A
N/A
Illinois Number
Persons Per
4,202,240
2.72
2000
317
2.35
7109
2.57 4,591,779
2.7
2010
298
2.45
7173
2.41 4,836,972
2.65
Sex & Age 2010
Source: U.S. Census 2010
City of New Boston
Mercer County
Number
Percent
Number
Percent
Male
327
47.88%
8,125
49.44%
Female
356
52.12%
8,309
50.56%
0.00%
0.00%
Under 18
160
23.43%
3,720
22.64%
18 & over
523
76.57%
12,714
77.36%
20 - 24
32
4.69%
754
4.59%
25 - 34
76
11.13%
1,630
9.92%
35 - 49
128
18.74%
3,327
20.24%
50 - 64
154
22.55%
3,612
21.98%
65 & over
120
17.57%
3,001
18.26%
Totals
683
New Boston, Illinois
16,434
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1 2 Planning Process & Public Participation Chapter provides an overview of the planning and 3 This public participation process. Summaries of public input for 4 the comprehensive planning process are provided. 5 6 Page 7 2.1 Overview of Planning Process 2-2 2.2 Public Visioning Meeting 2-4 Appendix A Appendix B Appendix C
2.1
OVERVIEW OF PLANNING PROCESS
Planning Process
Incorporating Input into the Plan
A transparent public participation process is the foundation to a successful plan. The involvement of residents, business owners, and other stakeholders is essential to the creation and implementation of the plan. Elements of public participation for the 2032 New Boston Comprehensive Planning process included:
The goals, objectives and policies of a comprehensive plan support the community’s vision for the future of New Boston and address barriers to realizing this vision. Elements of the plan has been crafted from individual participant’s ideas, discussions and debates among Committee members and the past experiences of the community as a whole.
• Comprehensive Plan Advisory Committee • Public Visioning Meetings • Public Open House
This input allows us to construct underlying themes as a frame for the plan, and provides information on what specific issues and ideas are most important to New Boston’s citizens. This foundation ensures that the plan is not just a hollow document, but a guide for future decisions in New Boston that are in line with the community’s ideals. From this foundation, a better New Boston can and will be built.
The Comprehensive Plan Advisory Committee consisted of members of the City Council and acted as the primary sounding board for the planning process. The Committee met four times during the planning process to review draft plan materials. All meetings were open to the public.
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Chapter 2 Planning Process & Public Participation
Planning Process Schedule Steering Committee Meeting #1 (May 2013): Kickoff, Organization and Issues Staff and Stakeholder Interviews (June 2013): Issues & Opportunities Public Meeting #1 – Kickoff Meeting (July 2013): Introduce Public to New Boston Planning Process, Community Issues, and Goal Setting Meeting #2 (September 2013): Appendix A & Chapter 1 - 4 Review Public Meeting 2 (January 2014): Community Open House/Draft Development Concept Presentation Meeting #3 (Februrary - March 2014): Future Land Use/Riverfront& Downtown/Plan Implementation Review Meeting #4 (April 2014): Board to Consider Resolution on Adoption of Plan and Implementation Studies
New Boston, Illinois
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2.2
PUBLIC VISIONING MEETING
Public Visioning Meeting The City desires a clear vision for the future- New Boston as we want it to be in 2034. A Public Visioning Meeting was held on July 23rd, 2013. The purpose of the meeting was to gather input on the City’s strengths, concerns and opportunities to provide direction to the comprehensive planning process. Many citizens shared their opinions on the future of New Boston. The meeting was structured as an open house format, focused on Community Facilites & Utilities, Transportation & Community Character, Housing, Riverfront & Economic Redevelopment of Downtown, Agricultural & Natural Resources and Intergovernmental Collaboration & Hazards. Consultants, City Staff and Plan Advisory Committee members were available to discuss topics and answer questions about the plan and planning process. Participants were provided with markers and paper to address Strengths, Weaknesses, Threats and Opportunities in the various categories. The following pages provide a brief summary of the feedback and comments collected from each category. A more detailed list of comments, as well as images of the interactive poster boards from the meeting, are included in Appendix B.
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Chapter 2 Planning Process & Public Participation Transportation & Community Character
Agricultural & Natural Resources
Through a series of questions, participants were asked to describe the community’s character and their vision for the future of New Boston. Participants identified church community, nice small town feel, historical roots, and a good elementary school as the defining features of New Boston. Participants also identified characteristics of the community they would like to change, including lack of marketing riverfront and campground, and a drug problem in the area.
New Boston is fortunate to have some great parks and recreational facilities in the area. The public visioning meeting worksheets show that many of the park and recreational facilities in New Boston are utilized frequently, including the campground, riverfront and the nearby wildlife refuge. Also there are many farmers that surround the community and are vital to the success of New Boston along with the important Ag employer, Cargill.
Riverfront & Economic Redevelopment
Housing
The objective of this category was to identify key public and private improvements, and develop written goals, strategies and guidelines. Some of the ideas that came from this category were:
There is housing stock available to existing and future residents in the community, as well as land for development of new housing stock. There is a desire to get residential land uses off of Main Street. Dilapidated abandoned buildings need to be removed to improve City aesthetics and make room for new development and infill. The need for senior housing stock was also made clear and a need and goal for the community.
• There is a marketing need for the downtown • Main Street buildings need revitalization • New Boston Bay needs to be dredged • The community members need to support local efforts
Intergovernmental Collaboration & Hazards
Community Facilities & Utilities
The objective of the “Intergovernmental Collaboration” category was tto find what local government and private agencies are currently working together and what issues and opportunities there were for the further growth and development of current and future collboration efforts. The local fire department is good, Project Now is a good example of intergovernmental collaboration and there is a good health department emergency response in the area.
Many at the public forum felt that the community facilities are a positive attribution in New Boston. The community center is utilized, the City Parks are well maintained and used by residents, City owned utilities are seen as a positive, the local bank is used and appreciated by local residents.
Some of the hazards in the community involved the local drug problem, flood waters and fair distance from medical centers.
New Boston, Illinois
The need for a local grocery type retail store was addressed along with a desire to expand the City Owned Campground to capture more of the tourist and natural resource market that is unique to the City of New Boston. There was some issues that arose regarding an insuffeicient power grid and a stormwater issue.
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1 2 3 Issues & Opportunities 4 This Chapter discusses the opportunities, assets, issues and liabilities identified through the public 5 participation process, and in previous plans and that are relevant to the community’s growth 6 studies, and prosperity. 7 Page 3.1 Issues & Opportunities 3-2 Appendix A Appendix B Appendix C
3.1
ISSUES & OPPORTUNITIES
Introduction
Issues & Liabilities
This plan is grounded in a set of issues about which the community is concerned, and opportunities the community sees for positive change. The plan seeks to address perceived deficiencies and capitalize on opportunities. This section is a compilation of key issues and opportunities, identified in recent plans and studies and throughout the development of this plan in 2013. Items on these lists come from Committee input and public meetings.
Community Facilities & Utilities Last to gain power in an outage (-) Storm drains need repaired and cleaned (-) Transportation & Community Character Drug Problem (-) Need better transportation for seniors (-) “Can’t get traction to get through bad issues” (-) Lack of pride in community (-) No Zoning (-) Taxed as a resort community (-) Threat of school leaving to Aledo (-) Housing Aesthetics of housing are harmful to the community (-) Lack of Senior Housing (-) Lack of pride in property (-) No Nuisance Ordinance (-) Riverfront & Economic Redevelopment of Downtown When River floods there is no revenue (-) No retail business (-) Far away from jobs and outside opportunities (-) “New Boston is the end of the road” (-) Old Chinrey Building needs to be torn down (-)
Strengths - characteristics that give New Boston an advantage over others. Weaknesses - characteristics that place New Boston at a disadvantage relative to others. Opportunities - elements the City could exploit to advantage the community. Threats - elements in the environment that could cause trouble for the community in the future.
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Agricultural & Natural Resources Cargill brings value down along river, takes up river front and impedes expansion (-) Lack of employment in natural resources (-) Intergovernmental Collaboration & Hazards Drugs (-) Unemployable residents (-) Flood Waters (-) Fair from surrounding employment opportunities (-) Fair from medical centers (-) I&I due to infrastructure issues (-) Water tower age and upkeep (-) Poor water capacity for fire protection (-)
(-) denotes Weaknesses/Threats or issues/liabilities
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Chapter 3 Issues & Opportunities
Opportunities & Assets Community Facilities & Utilities Community Center (+) City Parks (+) City Owned Utilities (+) Bank (+) School (+) City Owned Campground (+) Sidewalks (+) Museum (+) Good backup system on city utilities (+) Desire to expand campground (*) Need for grocery store, general retail store (*) Desire to expand campground (*) Need for grocery store, general retail store (*) Transportation & Community Character Tight-knit Community (+) Good church and community involvement i.e. Fish Fry at churches (+) Nice small town feel (+) Bedroom Community (+) Project Now Paratransit Program (+) Surveyed by Lincoln (+) Historical roots i.e. Civil War and Blackhawk War past and oldest roots of Mercer Co. (+) Good Elementary School (+) Opportunities for better marketing/advertising of campground, river, boat ramps and great fishing (*) Need to attract more from outside the community (*) Agricultural & Natural Resources River Front (+) Cargill vital Ag employer (+) Campgrounds and boaters (+) Wildlife – hunting, fishing and watching (+) River (+) Farmers (+) City of Aledo water supply line goes through town and there is an emergency connection which helps with fire protection (+) River is not utilized to its full potential (*) Opportunity for more recreational/natural resources businesses and jobs (*)
Riverfront & Economic Redevelopment of Downtown City needs developer’s agreements for property on Main Street (*) Room for Development (+) Eagle watch on the Mississippi - winter & spring (+) Bike path on the riverfront (+) Property available (+) Recreation on the River (+) Good access to River for boaters (+) River brings revenue to town with boaters (+) There is a need to advertise and market the town better (*) Main Street is rundown and needs to be revitalized (*) There is a need for a grocery store or general merchandise store (*) Bay needs to be dredged (*) Need a nice restaurant downtown on or near river (*) Need to attract more/new businesses (*) Need for improved aesthetics and amenities on River to attract boaters (*) Need to get more support from the community (*) Housing Housing is available (+) Ground is available for new housing (+) Getting backing from states attorney (+) Need to keep residential off Main Street (*) Remove dilapidated abandoned buildings (*) Revitalize old housing stock (*) Need for Elderly housing (*) Intergovernmental Collaboration & Hazards Good Health Department Emergency Response (+) Good Fire Department (+) Project Now is a good intergovernmental collaboration (+) Supportive City Council (+) Not a flood threat to property in town (+) Opportunity for passive speed reduction and other techniques to mitigate offenders (*) LMI community makes them eligible for CDBG money in the future (*)
New Boston, Illinois
(+) denotes an asset or Strength (*) denotes an Opportunity 3-3
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1 2 3 4 Goals, Objectives & Strategies chapter presents a vision for the future of 5 This New Boston and describes goals, objectives, and 6 strategies to achieve that vision. Housing, Mobility & Transportation, Economic Prosperity, Agriculture & 7 Natural Resources, Community Facilities & Services, and Collaboration & Partnerships are all Appendix A Hazards, addressed. Appendix B Page 4.1 Vision & Goals 4-2 Housing 4-4 Appendix C 4.2 4.3 Mobility & Transportation 4-6 4.4 Economic Prosperity 4-8 4.5 Agriculture & Natural Resources 4-10 4.6 Community Facilities & Services 4-12 4.7 Community Character 4-14 4.8 Hazards 4-16 4.9 Collaborations & Partnerships 4-18
4.1
VISION & GOALS
New Boston as we want it to be in 2034...
We are a vibrant riverfront community that is inviting and provides businesses, families, and visitors with opportunities to prosper and enjoy the unique charm that is New Boston.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
New Boston’s goals for a better future... Housing
Community Facilities & Services
H1: New Boston will encourage a mix of quality housing alternatives including apartments, townhomes and condos that are affordable and attractive to a variety of income levels, as well as senior living.
FS1: The City will maintain reliable and high quality services, utilities and facilities.
H2: The City will strengthen community character by encouraging the demolition or maintenance and improvement of the existing housing stock and properties throughout the community based on the level of degradation.
projects needed in the City of New Boston.
FS2: New Boston will work to create a Capital Improvements Plan to address large infrastructure
Mobility & Transportation
Community Character
T1: Ensure that all areas of the community are accessible by a network of sidewalks and trails.
C1: The City of New Boston will strive for more festivals and activities throughout the year for the enrichment of the citizens and those visiting from outside of the community.
T2: The City will provide a safe and controlled environment for vehicles, pedestrians, bicyclists and the City will provide information on transportation services available to the public in the area.
C2: The City will have quality, planned development of infill and new development areas that reinforces the character and value of the existing community.
Economic Development
Hazards HZ1: New Boston will minimize the vulnerability of people and their property to flood waters.
E1: The City of New Boston will facilitate strategic economic growth within the City and increase the retail and service options available to residents and visitors.
HZ2: The City will promote education and awareness regarding hazards and risks in the community.
E2: Revitalize and continue to focus on the downtown as the commercial center of the community.
Agriculture & Natural Resources
Collaboration & Partnerships
R1: Protect and enhance the river front and natural settings unique to the character of the area in and around New Boston. R2: New Boston will enhance current marketing efforts of the natural resources and outdoor recreation available and unique to the New Boston area.
New Boston, Illinois
CP1: New Boston will maintain mutually beneficial relationships and partnerships with neighboring municipalities, counties, WIRC and federal and state agencies.
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4.2
HOUSING As a city grows and changes, housing must change to meet the needs of the population. Housing is included in a comprehensive plan to provide guidance for decision-makers and developers when considering additions to and renovations of the City’s housing stock. Diversity, quality, and affordability are overarching themes in New Boston’s housing goals.
H1: Housing Goal 1 New Boston will encourage a mix of quality housing alternatives including apartments, townhomes and condos that are affordable and attractive to a variety of income levels, as well as senior living. Objective: The will work with developers on a project by project basis to ensure a diversity of housing types are available including quality medium-density rental units. “Traditional neighborhood design” incorporates a mix of housing types, wellconnected streets, public spaces, and neighborhoodserving amenities.
Strategies • The City will consistently encourage a mixture of housing, unit sizes, types and price points.
H2: Housing Goal 2 The City will strengthen community character by encouraging the demolition or maintenance and improvement of the existing housing stock and properties throughout the community based on the level of degradation. Objective: Development of programs and incentives that encourage property owners to improve the appearance and maintain the appearance of their property. Strategies • The City will encourage owner occupied rehabilitation programs. • The City will actively create a nuisance ordinance and enforce code violations related to housing standards and property maintenance. • The City encourages and supports the creation of neighborhood associations and locally-led neighborhood planning efforts. • The City will support demolition of buildings that are too decapitated for rehabilitation efforts.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Housing Action Items
aEvaluate inclusionary housing ordinances that provide
incentives to development with certain percentages of affordable and senior housing (including waiving taxes on affordable percentages of development).
aExplore
incentives to promote rehabilitation of existing housing, beyond current incentives.
aEvaluate
Evaluate the use of density bonuses for mixed pricepoints or affordable housing units.
a
tax abatement and other incentives for new housing and redevelopment of existing housing to ensure they remain effective in promoting residential development.
aUpdate
aEvaluate
land development ordinances to require components of traditional neighborhood design and consideration of existing neighborhood context.
surrounding communities’ incentive programs for residential development to ensure New Boston remains competitive in housing development.
aDevelop
a sustainable funding source to address the residential tear-down and acquisition of abandoned properties (e.g. a percentage of code violation fees).
New Boston, Illinois
4-5
MOBILITY & TRANSPORTATION
Complete Street intersection in Charlotte, NC. Source: National Complete Streets Coalition
4.3
“Complete streets” are designed and operated to enable safe access for all users. Designs can include bike lanes, accessible transit stops, frequent and/or signaled crosswalks, narrower travel lanes, and traffic calming devices.
Transportation is an essential aspect of life. It is about the ability to readily and safely gain access to work, school, shopping, recreation, medical care and social gatherings. It is also an essential component of most economic activity. The City of New Boston’s overarching transportation themes are safety, efficiency and diversity of transportation options.
T1: Mobility & Transportation Goal 1 Ensure that all areas of the community are accessible by a network of sidewalks and trails. Objective: Develop and implement a phased sidewalk construction program throughout the City of New Boston. Strategies • The City will create a phased sidewalk plan that determines need to establish priority of the construction.
T2: Mobility & Transportation Goal 2 The City will provide a safe and controlled environment for vehicles, pedestrians, bicyclists and the City will provide information on transportation services available to the public in the area.
Objective: Passive speed reducing measures should be implemented as needed throughout the community. Strategies • Traffic-Calming devices and designs are encouraged, where appropriate. Specific measures may include: radar speed signs, painted markings on road where speed is reduced, curb extensions/intersection bump outs, median and refuge islands, and/or plantings to make the road appear to narrow.
Objective: Marketing of Project Now Paratransit Program for seniors and the disabled. Strategies • Make information available on the City Website along with a mailer for people without access to internet service.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Mobility & Transportation Action Items
aDevelop
a City-wide Bike and Pedestrian Plan to establish a contiguous, safe network of on-street and offstreet bike and pedestrian routes.
aPrioritize
sections of the City for sidewalk maintenance and installation and proactively react to needed improvements.
aAssess need for bike racks throughout the community. aContinue to develop trail systems and interconnectivity to the park, campground and other areas of town.
aIncrease accessibility throughout the community by increased installation of ADA curb ramps.
Provide Project Now Paratransit information in a aIncrease enforcement of sidewalk maintenance and a strategic way to all members of the community through a safety violations.
aAnalyze
future road extensions and connections for future development areas to maintain proper street connections.
City utility bill or other mailers that go out to all residents to get the information to all in the community.
aRequire sidewalks for all new development and major redevelopment projects, whether sidewalks currently exist adjacent or not. Encourage neighboring properties to install sidewalks.
New Boston, Illinois
4-7
4.4
ECONOMIC DEVELOPMENT Economic development requires the collaborative efforts of public and private entities, and the support of the community overall. The City recognizes that economic success requires extensive collaboration with other public and private entities - the City will be an active partner in these efforts and will avoid duplication of services. City “support” for these efforts may include staff time, funding, policies, or simply endorsement.
E1: Economic Development Goal 1 The City of New Boston will facilitate strategic economic growth within the City and increase the retail and service options available to residents and visitors. Objective E1.1: Support/Attract investment of retail and other businesses to the community. Strategies •The City supports the idea of public-private partnerships and will work proactively with private business and land owners to facilitate investment in the community.
E2: Economic Development Goal 2 Revitalize and continue to focus on the downtown as the commercial center of the community. Objective: Development friendly city ordinances that will attract investment to the community while still emphasizing a commercial core downtown. Strategies •The City will look for creative ways to redevelop underutilized or vacant retail properties through financial incentives or other means.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Economic Development Action Items
aAdopt a Vacant Building Ordinance to better manage
and maintain the City’s vacant building stock through a mandatory annual license and fee. The program should support the costs of inspections and maintenance enforcement, and it should both prevent and help pay for emergency actions to protect public safety, including demolition.
aIdentify
and plan for infrastructure investments required to make priority development/redevelopment sites more competitive for economic development.
aIdentify funding sources and mechanisms for public
realm and capital improvements to support economic development
aUpgrade the City website to emphasize the assets of New Boston as a vibrant, modern community with a rich history and an exceptional quality of life.
aDevelop an easy to understand “one-stop-shop” for economic development on the City website, with links to partner resources.
aAggressively pursue grants and resources to improve infrastructure.
aParticipate in communications with key stakeholders (e.g. Mercer County, Aledo and other surrounding communities) to discuss the future of the area and maintain an open dialogue among entities.
aCreate and enhance entry features to the community
and to the downtown (e.g. landscaping, signage, banners, etc.).
aConstruct and maintain interpretive signage at key
attraction locations to further promote the assets of the community.
aEvaluate and plan for venues and attractions to further New Boston as a year-round destination.
aContinue
to evaluate properties for listing on the National Register of Historic Places to further solidify New Boston as a historic community and to enable properties to access historic tax credits.
aComplete periodic review of “business friendliness” as compared to comparable cities, including tax rate, utility rates, and regulatory processes.
aEvaluate
potential public/private partnerships for community benefit.
New Boston, Illinois
4-9
4.5
AGRICULTURE & NATURAL RESOURCES The abundance and health of our agricultural and natural resources are vital to the well being of our community, the prosperity of our economy and the health of our regional ecological systems. This section outlines the objectives and strategies for preserving, protecting, and restoring our natural and agricultural resources.
R1: Agriculture & Natural Resources Goal 1 Protect and enhance the river front and natural settings unique to the character of the area in and around New Boston. Objective: The City will explore ways to enhance the riverfront and the amenities on the river to attract more to the area for recreation. Strategies •The City will explore ways to expand the current campground facility to include more access to the river for campers and boaters.
R2: Agriculture & Natural Resources Goal 2 New Boston will enhance current marketing efforts of the natural resources and outdoor recreation available and unique to the New Boston area. Objective: Explore ways to market the local outdoor activities such as hunting and fishing and outdoor events such as a farmers market and other agricultural related activities. Strategies •The City will advertise and actively market the natural resources they have locally through local media, electronic media and wayfinding signage throughout the community.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Agriculture & Natural Resource Action Items
a
Consider the development of a plan to expand the current campground facilities to include more river access and improved riverfront aesthetics and amenities.
aConsider the adoption of development.
best management practices (BMPs) for stormwater management and low-impact
aDevelop a marketing strategy to capture more of the recreational and natural resources market.
New Boston, Illinois
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4.6
COMMUNITY FACILITIES & SERVICES Local government is responsible for a broad array of essential services, from sewer and water service to park and recreation facilities, fire and police protection and public schools. The quality, efficacy and efficiency of these services have a direct relationship to quality of life for residents. While each of these services is individually managed and monitored, they are considered in the comprehensive plan to ensure that investment in these services serves the overall vision for the City.
FS1: Community Facilities & Services Goal 1 The City will maintain reliable and high quality services, utilities and facilities. Objective: The City will ensure that public/private utilities and facilities are constructed and maintained according to professional and governmental standards to protect public health, minimized disruption to the natural environment and to reinforce the traditional character of the City. Strategies •The City will plan for utility extensions on a system basis, rather than a series of individual projects and will require developers to locate and size utilities with enough capacity to serve adjacent future growth. The City will also monitor satisfaction with public and private utility providers, and seek adjustments as necessary to maintain adequate service levels.
FS2: Community Facilities & Services Goal 2 New Boston will work to create a Capital Improvements Plan to address large infrastructure projects needed in the City of New Boston. Objective: Water system is in disrepair with poor capacity for fire protection and a water tower that is aging and in need of maintenance. Strategies •Large infrastructure projects will be prioritized and funded through the guidance of the Capital Improvements Plan.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Community Facilities & Services Action Items
aContinue to facilitate and improve park and recreation aPursue shared services among governmental agencies facilities, programs, amenities and special events.
as opportunities arise.
aImprove supply of information (interpretive signage, aEvaluate parks for compliance with ADA II standards websites, online forms, maps, etc.) at and for community facilities and key attractions.
and prepare a transition plan to make necessary changes over time.
aPursue grants to update community facilities. aPromote shared usage of public facilities (e.g. school aConduct regular review of sewer/water capacities to playgrounds for public use). serve future growth and development.
New Boston, Illinois
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4.7
COMMUNITY CHARACTER Community character is about identity – characteristics that define New Boston in the minds of residents and visitors. Looking forward, the City is working to enhance the downtown, build on strengths in recreation amenities to develop a thriving community. Some of these objectives are addressed elsewhere in the plan (see Land Use, Economic Development and Community Facilities & Services).
C1: Community Character Goal 1 The City of New Boston will strive for more festivals and activities throughout the year for the enrichment of the citizens and those visiting from outside of the community. Objective: Director to coordinate/manage local events. Strategies • The City will support and help coordinate efforts and resources with Events Director/Agency.
C2: Community Character Goal 2 The City will have quality, planned development of infill and new development areas that reinforces the character and value of the existing community. Objective: To ensure new development is of lasting quality and future land use conflicts are mitigated between old and new development. Strategies • The City will support and promote future land use and development plans.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Community Character Action Items
aContinue to support historic preservation. aContinue to develop cohesive historic wayfinding signage . aLead the drive for encouraging positive outcomes and attitudes. aEncourage use of public spaces/streets for outside festivals and events. aEvaluate public activities and services that are friendly or attractive to the young professionals and families.
New Boston, Illinois
4-15
4.8
HAZARDS The City of New Boston is committed to protecting people and property from natural and man-made disasters. A community must first identify potential hazards and mitigate the risk of impacts pre-disaster, then respond efficiently during a disaster, and plan for a comprehensive recovery post-disaster. The State of Illinois Hazard Mitigation Plan identifies potential hazards and recommends mitigation efforts. This section supplements the State Plan by defining for the City overarching goals and strategies for all phases of a disaster.
HZ1: Hazards Goal 1 New Boston will minimize the vulnerability of people and their property to flood waters. Objective: The City’s development practices will effectively limit disaster impacts to new development due to flooding and other natural disasters. Strategies • The City discourages private development in flood-prone areas. All new development should have a ground study done to determine the stability of the project site.
HZ2: Hazards Goal 2 The City will promote education and awareness regarding hazards and risks in the community. Objective: New Boston residents and businesses will be prepared for potential disasters. Strategies • The City will collaborate with local agencies and organizations to inform the community about disaster preparedness, especially including evacuation procedures in flood-prone areas and the location of public shelters. The City also encourages private disaster preparedness, including resilient building practices and materials, establishment of disaster response and recovery plans by families and businesses, and maintenance of emergency kits and supplies as recommended by the Federal Emergency Management Agency (FEMA).
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Hazards Action Items
aDevelop a Disaster Recovery Plan. aDevelop and adopt a Recovery and Reconstruction
aConduct a public facilities audit for potential disaster impacts and implement mitigation strategies.
Ordinance.
aImplement mitigation strategies outlined in the State
aConduct Disaster Recovery Plan table-top exercises. aCoordinate with the Mercer County Emergency
aEvaluate
Manager to develop a sustainable Community Organization Active in Disaster (COAD) to build a framework for meeting disaster victims’ needs.
aIdentify a Disaster Victim Assistance Officer (as part of
the recovery organization established by the Recovery and Reconstruction Ordinance) to partner with the County EMA in advocating for quick disbursement of Other Needs Assistance and Disaster Case Management Funds.
aActively
of Illinois Hazard Mitigation Plan.
redundant capabilities of water, sewer, electric, gas and other utility systems to reduce or eliminate outages in the event of a disaster.
aBury power lines when possible. aIdentify areas to be protected (existing development) versus areas to be preserved (natural/open space opportunities).
aExamine alternative back-up strategies for necessary systems, if there are none already in place.
participate in Flood Awareness Month, National Preparedness Month and Illinois Severe Weather Awareness Week activities.
aWork with the Mercer County Emergency Management
Agency to continue to update and disseminate free disaster preparedness materials for individuals and businesses.
New Boston, Illinois
4-17
4.9
COLLABORATION & PARTNERSHIPS Successful and vibrant communities rely upon collaborative efforts among city businesses and organizations and benefit from partnerships with regional organizations and state and federal agencies. The City of New Boston has a strong history of intergovernmental collaboration. This section defines the City’s strategies on collaboration and provides guidance on reaching out to new partners and maintaining existing relationships.
CP1: Collaboration & Partnerships Goal New Boston will maintain mutually beneficial relationships and partnerships with neighboring municipalities, counties, WIRC and federal and state agencies.
Objective: New Boston will work with Illinois DNR and the Army Corp of Engineers incorporating these entities in future planning efforts to improve collaboration and cooperation. Strategies • The City will contact these entities when there is a future planning process underway to inform and open a dialog for feedback.
Objective: The City will continue to work with Mercer County on shared maintenance and other shared activities when possible. Strategies • The City will explore ways to partner with the County to help ease the burden of maintenance etc., when possible and in turn support any County efforts when possible.
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CHAPTER 4 GOALS, OBJECTIVES & STRATEGIES
Collaboration & Partnerships Action Items
a Develop an official City policy on the use of public incentives to support private development. a Host monthly meetings with regional partners to explore ways in which collaboration on programs or services can improve quality, access, and efficiency.
a Communicate with other jurisdictions whenever service contracts or major capital improvements are up for consideration, to identify cost savings opportunities through partnerships and shared service arrangements.
New Boston, Illinois
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1 2 3 4 5 Riverfront & Downtown Revitalization 6 This Chapter outlines the goals objectives, policies and physical improvements recommend for revitalizing 7 New Boston’s Riverfront and the economic core, Appendix A downtown New Boston. Appendix B Page Vision Statement & Goals 5-2 Appendix C 5.1 5.2 Existing Conditions 5-6 5.3 Retail Market Analysis 5-8 5.4 Urban Design 5-10 5.5 Revitalization Plan 5-12 5.6 Action Steps 5-14
5.1
VISION STATEMENT & GOALS
Downtown/Riverfront Vision Downtown New Boston is a vibrant place that is well defined and distinctive from other parts of the community. A diverse business mix that is thriving and profitable. The downtown is the gateway to the riverfront and together these districts are a destination that visitors and outdoor enthusiasts find reasons to linger, explore and utilize the surrounding natural settings unique to New Boston.
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Chapter 5 Riverfront & Downtown Revitalization
Downtown & Riverfront Goals This Downtown and Riverfront Development Plan of New Boston, IL sets forth long and short range recommendations for the future growth and development of the downtown and riverfront. The maintenance of and enhancements to the existing image and character of New Boston is essential to the future vitality of the community. The Downtown and Riverfront Development Plan is a guide for physical improvement and development of the downtown and the riverfront. If the plan is utilized fully, it will assist New Boston in coordinating new growth and development and establishing a strong and positive community image.
Goal 3 Improve access and amenities to Mississippi Riverfront. • Create a better public access to the River. • Create more amenities for boaters (docks, fuel, access etc.). • Improve amenities to campers and recreational users. • Explore Campground expansion possibilities.
SWOT Analysis (see results page 5-5)
Goal 1 Reestablish an identity for the downtown and enhance the existing business climate. • Create and maintain standards and limitations for development within the downtown. • Encourage the rehabilitation of existing structures and remove buildings that are beyond rehab efforts. • Establish a plan for future improvement to the downtown and riverfront (Master/Concept Plan). Goal 2 Attract and retain businesses that strengthen and diversify the local economy. • Seek local and regional businesses that utilize the residential labor force. • Develop a long-term strategy to promote sustainable economic growth in the City that focuses on the natural setting and outdoor activities unique to New Boston. • Encourage and market development that will make the downtown in New Boston a destination for the community and visitors to the area through the promotion of the natural resources the area comprises.
Strengths - characteristics that give New Boston an advantage over others. Weaknesses - characteristics that place New Boston at a disadvantage relative to others. Opportunities - elements the City could exploit to advantage the community. Threats - elements in the environment that could cause trouble for the community in the future.
New Boston, Illinois
5-3
5.2
EXISTING CONDITIONS
DOWNTOWN CONDITIONS
Highlights •Many empty lots available for development.
Downtown Riverfront Conditions Good Fair
•Vacant buildings available for redevelopment.
Stressed Dilapidated Empty Lot Mobile Home Campground & Riverfront
•Many buildings in disrepair can be rehabilitated versus demo and rebuild. •Opportunity to establish an identity for the downtown district.
Downtown New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston DT Building Conditions.mxd
Print Date: 11/22/2013
DOWNTOWN LAND USE
•Opportunity to enhance gateway to the river.
Downtown Land Use Church Industrial Low Density Residential Mobile Home Mixed Use
•Opportunity to expand and enhance campground and river access.
Park Professional/Office Public Recreation Restaurant Retail Service Utility Vacant Campground & Riverfront Downtown New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston DT Land Use.mxd
5-4
Print Date: 11/22/2013
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Chapter 5 Riverfront & Downtown Revitalization
New Boston Riverfront
New Boston Downtown •Room for Development •Property available
S
•“New Boston is the end of the road” •No retail business •Far away from jobs and outside opportunities •Need to get more support from the community •Lack of employment in natural resources •Old Chinrey Building needs to be torn down •No Zoning
W
•There is a need to advertise and •When River floods there is no revenue market the town better •Threat of school leaving to Aledo •Main Street is rundown and needs to be revitalized •There is a need for a grocery store or general merchandise •Need a nice restaurant down town on or near river •Need to attract more/new businesses •City need developer’s agreements for property on Main Street •Opportunity for more recreational/natural resources businesses and jobs
O
T
•Eagle watch on the Mississippi in winter & spring •Bike path on the riverfront •Recreation on the River •Good access to River for boaters •River brings revenue to town with boaters •Campgrounds and boaters
S
W
•Bay needs to be dredged •Threat of flooding •Need for improved aesthetics and amenities on River to attract boaters •River is not utilized to its full potential
O
New Rapids Boston, City, Illinois
T 5-5
5.2 Existing Conditions continued Streets A street is a public thoroughfare, but it is also a public space that evokes a feeling. The streetscape is simply the landscape of the street - it can be barren or inviting. Common streetscape improvements include features that break up the harsh hardscape that exists within a downtown (i.e. trees, shrubs, benches, planters, crosswalks, fountains, and special light fixtures). Currently the streets in downtown New Boston are in good to fair condition. The street is in need of landscaping to soften the edge of the street and be more inviting to pedestrians. Based on the current street conditions, the following statements can be made: Weaknesses • Missing sidewalks/walkway, or blocked by vehicle parking • No separation between sidewalk and private drive/parking • Some intersections lack ADA compliant ramps • Some missing marked crosswalks • Light poles are not pedestrian-friendly and some are showing age (i.e. rust/corrosion) • Street markings are fading • No consistent streetscape theme (i.e. decorative lighting, decorative paving) Strengths • Street maintenance • Good sidewalk network downtown • On-street parking availability Street Trees to Soften the Street Edge
Awnings to Create a Sense of Safety, Comfort and Mobility
Benches Pushed to Street Edge
Brick Street
Paved Angled Parking Spaces
Historic Buildings provide a sense of history and can have a positive influence on the downtown overall character/image (if buildings are maintained properly and keep their historic elements visible to the public eye). There are a significant number of properties with historic character on Main Street but most need significant face-lifts. The New Boston Museum on Main Street is on the National Historic Places Registry. Public Building/Uses bring residents and activity to the downtown. They also can be catalysts for redevelopment (if built and maintained with quality materials and design). “Destination” Businesses bring residents and visitors to the downtown (e.g. Joy State Bank).
Sidewalk Clear of Obstructions Stormwater Filtration/Detention Area
5-6
Building/Site Significance The following text and map illustrate the strengths and weaknesses in the downtown.
Eyesores are buildings/sites that stand out because they are in disrepair, vacant or are incompatible with the surrounding neighborhood/district.
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SIDEWALK CONDITIONS
Highlights •Good network through the downtown
SidewalkConditions Good Fair
•Much of town does not connect to the existing sidewalk network
Poor City Limits
•Many areas of town need to have sidewalk replaced
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Sidewalk Conditions.mxd
Print Date: 7/23/2013
DOWNTOWN BUILDING SIGNIFICANCE
Building Significance Destination Eye Sore National Historic Registry Public/Civic Downtown New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston DT Building Significance.mxd
New Boston, Illinois
Print Date: 11/25/2013
5-7
5.3
RETAIL MARKET ANALYSIS Site Map
Retail Gap Analysis
New Boston, IL Drive Time: 5, 15, 30 Minutes
The retail and food & drink segments of the local economy can be quickly evaluated in terms of supply and demand. We can estimate the demand for various goods and services based on population and income data in a given area, and the supply of those goods and services in the same area. Gaps between demand and supply may indicate opportunities for business growth in New Boston. The map at right shows three analysis areas – drive times from downtown New Boston. These areas roughly correspond to the City of New Boston by itself (5 minute drive time), the New Boston/Joy/ Keithsburg area as a whole (15 minute drive time), and the wider market area extending north to include Muscatine, IA (30 minute drive time). There is a net surplus of supply in all three geographic market areas when considering the Retail Trade and Food & Drink “industries” as a whole. The City of New Boston has a total leakage of 99.2%, comparing retail sales to retail potential, the 15-minute market area has a leakage of 87.3% and the 30-minute market area has a surplus of 2.4%. But, as revealed by the leakage/surplus graphic on the opposite page, there is apparent opportunity for growth in certain sectors. There is a gap between supply and demand in the wider market area, most notably in Clothing Stores, Shoe Stores and Motor vehicle Dealerships.
Drive Time 5 Minute 15 Minute 30 Minute
apparent demand for Electronic Shopping & MailOrder Houses is likely being met via major online retailers (e.g. Amazon.com) with data centers and logistics facilities located in larger economic centers. The most significant opportunity, or gap, based on the data is Beer, Wine, and Liquor stores, but this finding likely reflects the fact that grocery stores sell a great deal of these products in Illinois. Made with Esri Business Analyst www.esri.com/ba 800-447-9778 Try it Now!
©2013 Esri
While each retailer must and will evaluate the local market opportunity using their own criteria, there is reason to look more closely for opportunity in the following retail segments:
Some of the data requires skepticism, for example the apparent demand for Book, Periodical, and Music Stores does not account for the recent shift away from storefront retailers to online merchants for those purchases. Along similar trend lines, the
SUMMARY DEMOGRAPHICS FOR ANALYSIS ZONES
Source: ESRI Business Analyst Online
5 Minute 15 Minute 30 Minute Drive Time Drive Time Drive Time Population
729
2,012
32,747
Households
298
828
13,099
Median Household Income
$30,369
$33,612
$36,937
Per Capital Income
$20,802
$21,159
$22,990
5-8
Latitude: 41.17145 Longitude: -90.99563
City of New Boston, IL Drive Time
• • • • • •
Clothing Stores Shoe Stores Other Motor Vehicle Dealers Specialty Food Stores Office Supplies, Stationary, and Gift Stores Jewelry, Luggage and Leather Goods Stores
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Chapter 5 Riverfront & Downtown Revitalization
Retail Gap Analysis INDUSTRY SUMMARY COMPARISON
Trade and Food & Drink 5 minute Drive Time
Source: ESRI Business Analyst Online
Demand (Retail Potential)
$6,816,325
Supply (Retail Sales) Retail Gap
15 minute Drive Time
(Retail Sales)
Retail Gap
Furniture & Home Furnishings Stores Electronics & Appliance Stores
30 minute Drive Time
Bldg Materials, Garden Equip. & Supply Stores Food & Beverage Stores
Health & Personal Care Stores Gasoline Stations
Clothing and Clothing Accessories Stores
Sporting Goods, Hobby, Book, and Music Stores General Merchandise Stores Miscellaneous Store Retailers
$582,691
$26,389
$66,519
$6,207,245
$516,172
97.3
99.2
79.5
1
0
1
$19,533,008
$17,896,169
$1,636,839
$1,409,378
Latitude: 41.17145 $1,217,691 Longitude: -90.99563
$18,123,630
$191,686
$16,678,478
$1,445,153
86.5
87.3
79.0
6
5
1
Demand (Retail Potential)
$317,244,753
$288,194,769
$29,049,985
Supply (Retail Sales)
$325,359,869
$302,230,918
$23,128,951
-$8,115,115.00 -$14,036,149.00
$5,921,034
Leakage/Surplus Factor by Industry Subsector Motor Vehicle & Parts Dealers
$6,233,634
$92,908
Number of Businesses Retail MarketPlace Profile Demand (Retail Potential)
Total Food & Drink
$6,723,417
Leakage/Surplus Factor
New Boston, IL Drive Time: 30 minutes Supply
Total Retail Trade
Leakage/Surplus Factor Number of Businesses
Retail Gap Leakage/Surplus Factor
-1.3
-2.4
11.3
Number of Businesses
237
200
37
Nonstore Retailers Food Services & Drinking Places
-10 0 10 TIME 20 LEAKAGE/SURPLUS FACTOR FOR 30-20MINUTE DRIVE
30 Leakage/Surplus Factor
Source: ESRI Business Analyst Online
40
50
60
70
Leakage/Surplus Factor by Industry Group Automobile Dealers Other Motor Vehicle Dealers Auto Parts, Accessories, and Tire Stores Furniture Stores Home Furnishings Stores Electronics & Appliance Stores Building Material and Supplies Dealers Lawn and Garden Equipment and Supplies Stores Grocery Stores Specialty Food Stores Beer, Wine, and Liquor Stores Health & Personal Care Stores Gasoline Stations Clothing Stores Shoe Stores Jewelry, Luggage, and Leather Goods Stores Book, Periodical, and Music Stores Department Stores (Excluding Leased Depts.) Other General Merchandise Stores Florists Office Supplies, Stationery, and Gift Stores Used Merchandise Stores Other Miscellaneous Store Retailers Electronic Shopping and Mail-Order Houses Vending Machine Operators Direct Selling Establishments Full-Service Restaurants Limited-Service Eating Places Special Food Services Drinking Places (Alcoholic Beverages) -30
-20
-10
0
10
20 30 40 Leakage/Surplus Factor
50
60
70
80
90
100
5-9
New Boston, Illinois
Source: Esri and Dun & Bradstreet. Copyright 2012 Dun & Bradstreet, Inc. All rights reserved.
July 02, 2013
5.4
URBAN DESIGN
Urban Design Guidelines A major step in revitalizing the downtown is to make public improvements that show residents and businesses owners that the City is taking the initiative in revitalizing the area. These improvements also help to create a district identity for the downtown, which separates it from other areas within New Boston. When planning for road (re)construction, the guidelines and recommendations discussed below should be considered. The design of streets directly affects the quality of life in a community. A well designed streetscape incorporates crosswalks, sidewalks, light fixtures, trees, planters, trash receptacles, banners/flags, benches and green spaces within the public right of way. There is no single component that will meet the preceding goals, but a balanced mix of these components can lead to a successful revitalization of the downtown. Guidelines in this section are intended to assist in the design reconstruction of streets.
Safety 1) Good Sight Distance • limit obstructions at crossings (newspaper/advertising & electric boxes, over-grown vegetation, etc.) 2) Separation & Buffering from Other Modes of Travel • wide sidewalks • parking areas • sidewalk terrace • limit curb-cuts 3) Pedestrian Visibility • adequate lighting 4) Adequate Height Clearance • well maintained landscaping • adequate awning heights
5) • • •
5-10
Limit Crossing Distance provide bump outs reduce corner radii provide refuge medians at pedestrian crossings
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In general, a “friendly” street has features that provide safety, comfort, and mobility. Examples of these features are described and illustrated on the following pages.
Mobility 1) Clear Path • no obstructions within areas of travel 2) Accessible to All Citizens • ADA-compliant sidewalks and building entrances 3) Clear Connections • pedestrian pathways to building entrances
Comfort 1) Human Scale • establish a 1:3-1:2 street width to building ratio 2) Soften the Urban Hardscape • add planters, street trees, landscaped spaces, etc. 3) Buildings Designed with PedestrianFriendly Features • awnings, large and clear windows on the ground-floor, building entrances, view of products/activities, etc. 4) Limit Automobile/Truck Traffic Issues • lower vehicle speed limits • provide traffic calming devices 5) Provide Pedestrian Amenities • add benches, tables and chairs, bike racks, etc. 6) Well-maintained Infrastructure • well-maintained sidewalks, streets, street fixtures, and street trees
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5.5
REVITALIZATION PLAN
Gateway/Downtown Sign at community entrance 1 with more plantings and trees etc.
Revitalization of Old Gas Station to improve first 2 impressions of the community
Revitalization of two story multi-use building to im3 prove first impressions of the community
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Revitalization of old gro4 cery store to attract new grocery/convenience store
Vines or vegetation on util- 18 5 ity building to improve aesthetics of the building
Relocation of trailer to 6 open lot to commercial development
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Removal of old bar build7 ing to open lot to new commercial development
Relocation of trailer to 8 open lot to new commercial development
Demolition of falling in building to open lot to fu9 ture commercial development
Revitalization of old gas station to improve down10 town aesthetics and promote business environment
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Chapter 5 Riverfront & Downtown Revitalization Removal of dilapidated residential building to 11 open lot to future commercial development
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Revitalization of two story
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Relocation of business to a better suited site, removal 13 of buildings to open lot for future commercial (tree buffer to block industrial site on river) Reinvestment Opportunity
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Tree buffer for park expan-
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Empty Lot for Redevelopment Existing City Park Building Relocation Building Removal Building Revitalization
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Existing Campground Site Campground Expansion Site Proposed New Tree Site Proposed LED Street Light Phase I Phase II Gateway to the City
New Boston, Illinois
Improve existing parking 17 lot to accommodate vehicles and trailers Boat slips for rent by camp-
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Fueling station on new
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Revitalization of residen-
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Revitalization and rein21 vestment opportunity in vacant bar/restaurant
New shelters above retaining wall and unpro22 grammed grass area for sunbathing, picnicking etc.
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REVITALIZATION PLAN
Revitalization Examples
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Current Gateway
Proposed Gateway with New Tree Plantings
Current Community Entrance
Proposed Community Entrance with Revitalized Buildings and New Trees and LED Street Lights
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Chapter 5 Riverfront & Downtown Revitalization
Existing Residence on Main
Example Reinvestment on Main
Example Reinvestment on Main
Existing Commercial on Main
New Boston, Illinois
Example Mixed-Use on Main
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5.6
ACTION STEPS
Priority Sites Phase I Sites These sites focus on the two vital areas of the downtown; the riverfront and the entrance to the downtown. The City should actively market these sites and encourage development of a signature “gateway” that help market the downtown and help to create a destination for people from outside of the community. The riverfront is vital to the community’s economy and the revitalization and expansion of amenities and access to the river should be a priority for the City of New Boston. Priority sites include: • Beautification of the Gateway to the Downtown 1 • Introduce Ivy or other Plantings to Improve the Aesthetics of the Utility Building on Main Street
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• Construction of a Boat Slip with Gas Service 18 • Empty Lots for Redevelopment • Incentivize Relocation of Business to an Available Industrial/Commercial Building in New Boston 13
Phase II Sites These sites currently have high potential for redevelopment, as they are vacant or are a nonconforming use in the downtown. In some cases a larger project may be possible if adjacent parcels that have low property value ratios and/or poor building conditions are purchased. Priority sites include: • Demolition of dilapidated brick building on Main Street 9 • Relocation of trailers from Main Street to available residential areas in other parts of the City 6 • Demolition of dilapidated residential building 11 • Demolition of dilapidated former bar/restaurant 7
Redevelopment or Reinvestment Sites These sites have potential for redevelopment (or at least reinvestment), as they have nonconforming uses in the downtown and/or poor building conditions (see Revitalization Plan). The City may supplement private financing through the use of revolving loan funds, site improvement grants, or developer incentives.
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Chapter 5 Riverfront & Downtown Revitalization
Action Plan This section seeks to provide recommendations for the redevelopment of both private and public properties with the goal of creating a more vibrant and sustainable downtown. This section contains a compilation of the goals and objectives along with specific development sites of interest. Since many of the recommendations rely on coordination with the private market it is likely that the full breadth of this Plan’s vision will take many years to achieve. Creation of a Capital Improvements Plan to Prioritize Major Projects and Organize Financing for a Planned Best Funding Plan Available in the Time line of the Project. The City should work to create a Capital Improvements Plan to address and prioritize the funding of major improvement projects. This CIP should include all funding available and any major capital projects that will take place in the next 5-10 years.
Planting of trees and vegetation around Gateway Signage at the Corner of North Street and Washington Street. Trees lining both sides of the street at the entrance of town will create a corridor that leads to the heart of the downtown. This creates a sense of discovery and improves the first impressions when entering the community. Time frame: Mid Term (2014-2016) Recommended Tree Planting Throughout the Downtown to Soften Street Edge and Improve Pedestrian Walkability. Parking and drive lanes should be separated from the public sidewalk when possible to make it safer for pedestrians using the sidewalk network. This action will also help to beautify the downtown urban landscape.
Time frame: Short Term (ongoing)
Time frame: Mid Term (2014-2016)
Creation of New Boston Revitalization Action Committee to Fund Raise and Organize Preservation and Revitalization Efforts. The City should promote and advocate for the creation of a Community Revitalization Action Committee that will be responsible for organizing and prioritizing revitalization efforts especially in the downtown area.
Way-finding Signage Way-finding signage should be developed through identifiable colors and images as they relate to different areas of town. These signs should be placed along the most traveled roadways/areas of town to help guide visitors and community members to areas of interest in the City.
Time frame: Short (ongoing) Review and Uniformly Enforce City Nuisance Ordinance. The City should enforce cleanup and maintenance of properties by property owners to mitigate blight and safety concerns.
Time frame: Long Term (2016-2020) Replace existing street lights with new high efficiency LED lights. New street lighting will improve aesthetics in daylight and create a safer more inviting downtown to pedestrians by night. Time frame: Long Term (2016-2020)
Time frame: Short (ongoing)
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1 2 3 4 5 6 Land Use Chapter outlines goals, objectives and polices 7 This specifically for land use, defines categories of land use, the desired future land use for New Boston, and Appendix A describes identifies special planning areas. Appendix B Page Existing Land Use 6-2 Appendix C 6.1 6.2 Future Land Use Map 6-4 6.3 Future Land Use Categories 6-6 6.4 Development Concepts 6-20 6.5 Design Guideline Considerations 6-24
6.1
EXISTING LAND USE
Existing Land Use There are many unique uses of land across New Boston, and many more ways to configure those uses. It is the City’s responsibility to regulate where and how development occurs so that conflict between incompatible use is minimized and land and infrastructure are used as efficiently as possible, as New Boston continues to be a pleasant, attractive place to live, work, play and stay. This chapter features goals, objectives, and policies that apply to land use in general, and also strategies and guidelines for specific types of land use and their location within the City and its extraterritorial plat review area. 2014 land use conditions are shown below (city) and to the right (jurisdiction), see Appendix B for a full size version. The New Boston planning area extends 1.5 miles from the current city limits. As of 2013, the City includes approximately 383.22 acres. The majority of the City is currently comprised either as Agricultural and Open Space (25.8% of the City), Public Facilities/Utilities (24.3%) or Low-Density Residential (32.6%). Parks and Recreation make up about 3.0% of the City, and approximately 4.7% is platted lands that are currently vacant. Commercial only makes up 0.7% of the City. Refer to Appendix B for full size maps of existing and future land uses and development limitations.
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Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Land Use.mxd
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Chapter 6 Land Use Existing Land Use Map
hea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Land Use 1.5 mile boundary.mxd
New Boston, Illinois
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6.2
FUTURE LAND USE MAP
Using the Future Land Use Map The Future Land Use Map (opposite) identifies categories of similar use, character and density. These categories are described in the preceding pages, including explanation of the City’s intent and design and development strategies for each. 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 a change in use. Except in rare instances when the City may actively facilitate redevelopment of a priority site, the City’s use of this map will be only reactive, guiding response to proposals submitted by property owners.
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 land does not have a history of productive farming activities, does not contain prime soils, or is not viable for long-term agricultural use. The land is too small to be economically used for agricultural purposes, or is inaccessible to the machinery needed to produce and harvest products. 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 may indicate approaches that will minimize incompatibilities between uses.
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Natural Resources The land does not include important natural features such as wetlands, floodplains, steep slopes, scenic vistas or significant woodlands, which will be adversely affected by the proposed development. The proposed building envelope is not located within the setback of Floodplain zones (raised above regional flood line). The proposed development will not result in undue water, air, light, or noise pollution. Petitioner may 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 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 capacity (police, fire, EMS), parks and recreation, library services, and potentially water and/or sewer services, are adequate to serve the proposed use. Petitioners may also demonstrate how they will assist the Village 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 City. The City may require that the property owner, or their agent, fund the preparation of a fiscal impact analysis by an independent professional. Adherence to Other Portions of this Plan The proposed development is consistent with the general vision for the City, and the other goals, objectives, and policies of this Plan.
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FUTURE LAND USE Rural Lands Low Density Residential Medium Density Residential Mixed Use Commercial Industrial Public/Institutional Open Space Park/Recreation Urban Reserve Area
City Limits Infill Residential Infill Mixed Use Future Park/Rec
New Boston, Illinois
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6.3
FUTURE LAND USE CATEGORIES
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 design decisions during the development process consistent with the intent of the land use category. Some categories also feature design recommendations. The eleven categories designated on the Future Land Use Map are: • RL - Rural Lands • LDR - Low Density Residential • MDR - Medium Density Residential • MU - Mixed Use • C - Commercial • I - Industrial • P - Public and Institutional • OS - Open Space/Floodway • Prk - Parks & Recreation • URA - Urban Reserve Area
Rural Lands (RL) The Rural Lands category is intended to preserve land and rural character in areas deemed unlikely or infeasible for urban development prior to 2034. Preferred uses in these areas include open space, farming, farmsteads, agricultural businesses, forestry, quarries, and limited rural residential on well and septic. Low Density Residential (LDR) Low Density Residential areas are intended for housing with densities that range from two to five units per acre. Neighborhood areas classified as LDR will typically be predominately single-family detached units with the potential for some doubles and other lower density attached housing products.
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Medium Density Residential (MDR) Higher Density Residential areas are intended for housing at densities exceeding five units per acre. Uses in this category include single-family detached, duplexes/ twinhomes, townhouses, row houses, apartment buildings, and senior housing.
Mixed Use (MU) Mixed Use areas are intended to provide a mix of smallerscale commercial, residential, public and related uses in a pedestrian-friendly environment. They may include a mix of retail and service commercial, office, institutional, higher density residential, public uses and/or park and recreation uses. Uses can be integrated either vertically or horizontally.
Commercial (C) Commercial areas are intended for retail, service, and office uses that serve neighborhood, community and regional markets. The type and size of use will be determined by location and market forces.
Industrial (I) Industrial areas are intended for light or heavy manufacturing, warehousing, distribution, wholesale trade, accessory offices, and similar uses. Industrial areas are typically larger, individual sites not part of a larger business park.
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6.3 Public and Institutional (P) Public and institutional areas are intended for churches, schools, cemeteries, art and cultural facilities, local government facilities and other parcels that are owned by a public or quasi-public entity. This category does not include parks and recreation areas.
Open Space/Floodway (OS) Open Space areas are intended for preservation of natural drainage and flood prone areas. OS lands can be public or privately owned.
Parks & Recreation (Prk) Parks, Recreation and Open Space areas are intended for active and passive recreation uses or preservation of natural areas. Prk/Rec lands can be public or privately owned. Urban Reserve Area (URA) This land use category includes areas that are generally in agricultural or open space use but may be in the path of urban development beyond the planning horizon contained in this plan. These areas present development opportunities for the City that may or may not materialize but were thought to be areas where future land use planning consideration was important to the Plan Steering Committee.
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Chapter 6 Land Use RL- Rural Lands The Rural Lands category is intended to preserve land and rural character in areas deemed unlikely or infeasible for urban development prior to 2034. Preferred uses in these areas include open space, farming, farmsteads, agricultural businesses, forestry, quarries, and limited rural residential on well and septic.
Land Use Strategies RL-1: New homes should be sited on non-productive soils in ways that minimize disruption of agricultural use and avoid the creation of new access points to state highways. Small lots (e.g. 1.5 acres) are preferred, especially if the remaining land is in agricultural use. RL-2: Rural residential subdivisions containing 5+ homes are discouraged, except in areas where urban development is unlikely to occur, even many years from now. RL-3: Rural residential subdivisions are strongly encouraged to utilize conservation design strategies that minimize the disruption of natural features and rural character.
Conservation development usually attempts to hide development from the main road(s) through natural topography, landscape buffers and setbacks in order to preserve rural character.
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6.3 LDR - Low Density Residential The Low Density Residential areas are intended for housing with densities that range from two to five units per acre. Neighborhood areas classified as LDR will typically be predominately single-family detached units with the potential for some doubles and other lower density attached housing products. In growth areas designated for LDR use it may be appropriate to consider pockets of medium-density residential or non-residential uses, as described in the strategies below.
Land Use Strategies LDR-1: Urban services will be required for all new development, including municipal water, wastewater, and stormwater management systems. LDR-2: Though low density housing is the predominant use in most neighborhoods, healthy, balanced neighborhoods may also include other uses that support the needs of residents, including: • Parks and recreational facilities • Small municipal and institutional facilities (e.g. learning center, library, fire station, etc.) • Community centers • Places of worship • Day care centers • Small pockets of higher-density residential (see MDR) • Small commercial that serves neighborhood needs LDR-3: The City will encourage and support the creation of neighborhood plans for growth areas and for existing neighborhoods experiencing redevelopment pressure, to proactively determine how varied housing types and uses can be appropriately integrated into the neighborhood, and to establish a unique identity for each neighborhood. LDR-4: Infill development will protect the character of existing residential neighborhoods.
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Design Strategies The City encourages residential projects (new construction and remodeling) to incorporate design strategies that will maintain neighborhood property values over time and enhance the social function and safety of the neighborhood. Relationship to the Street: Buildings and sites should be designed to establish visual and physical connections between the public realm of the street and the private realm of the home, with layers of increasingly private space in between. Consider the following techniques (see side bar): A) The front door should face the street and there should be a clear route to the door from the street or sidewalk. B) There should be windows on the street facade C) Building setbacks will vary according to building type and lot size, but should generally not exceed 30 feet. D) Incorporate a covered front porch, or at least a raised stoop, preferably covered. E) Utilize low fences, hedges, or other landscaping to establish a layer of privacy behind the sidewalk. Relationship among buildings: Buildings within a neighborhood should be both cohesive and varied. Consider the following techniques: A) Homes along a street should utilize similar setbacks to establish a consistent “street wall”. B) Home sizes may vary along a street, but should utilize design techniques such as similar roof line heights and deeper setbacks for portions of wider houses to minimize apparent size variations. C) The mix of architectural themes or styles should generally be consistent within a neighborhood, but repeated use of identical floorplans or colors is strongly discouraged, especially for adjacent buildings.
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Remodeling and Additions: Changes and additions to existing structures should complement the design of the existing structure. Consider the following techniques: A) Select window types and proportions that match the rest of the house. B) New exterior materials should match, or be complementary, to existing materials. C) Avoid enclosing covered porches, when possible. If enclosing a covered porch, maintain the appearance of a porch, rather than attempting to blend the porch seamlessly with the rest of the house.
This graphic illustrates how a single-family homes can use varying techniques to create a relationship with the street (See text for technique descriptions)
Garages: Consider garage location and scale to avoid a “garage-scape� street appearance. Landscaping: Provide generous landscaping, with an emphasis on native plant species, especially along street frontages. Lighting: Exterior lights should be full-cut-off fixtures that are directed to the ground to minimize glare, light trespass and light pollution (see side bar). Limited up-lighting is acceptable for architectural accentuation, flag lighting, and to highlight key civic features (e.g. church steeples).
The upper graphic illustrates the different types of lighting techniques from no cutoff to full-cutoff. The lower images provide good examples of full-cutoff building light fixtures.
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6.3 MDR - Medium Density Residential Medium Density Residential areas are intended for housing at densities exceeding five units per acre. Uses in this category include single-family detached, duplexes/ twin homes, townhouses, row houses, apartment buildings, and senior housing.
Design Strategies The City encourages residential projects (new construction and remodeling) to incorporate design strategies that will maintain neighborhood property values over time and enhance the social function and safety of the neighborhood. The following strategies apply mostly to multi-family formats - for higher density single-family developments, see the LDR design strategies.
Land Use Strategies MDR-1: MDR uses will generally be located where there is access to multiple transportation modes, including the bike and pedestrian network and transit services.
Relationship to the Street: Buildings and sites should be designed to establish visual and physical connections between the public realm of the street and the private realm of the building, with layers of increasingly private space in between.
MDR-2: MDR uses will generally be located where there is convenient access to restaurants, retail and service businesses. MDR-2: MDR uses are an appropriate transition use between commercial areas and Low Density Residential areas.
Consider the following techniques (see side bar): A) The front door should face the street and there should be a clear route to the door from the street or sidewalk. B) There should be windows on the street facade C) Building setbacks will vary according to building type and lot size, but should generally not exceed 30 feet. D) Utilize low fences, hedges, or other landscaping to establish a layer of privacy behind the sidewalk. Relationship among buildings: Buildings within a neighborhood, or within a single development, should be both cohesive and varied. Consider the following techniques: A) When adjacent to lower density residential buildings, larger buildings should incorporate strategies to minimize the apparent size of the building, including flat roofs instead of pitched roofs, deeper setbacks for upper stories, and/or variation in the depth of setback along the building facade. B) The mix of architectural themes or styles should generally be consistent within a neighborhood or development, but there should be variation in floor plan, facade design, and color choice to avoid monotony.
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Garages: Street-facing garage doors should be avoided whenever possible. When necessary, streetfacing garages should be set back at least 10 feet behind the front faรงade of the building. Landscaping: Provide generous landscaping, with an emphasis on native plant species, especially along street frontages. Use trees and low bushes in and around parking areas to partially obscure views of parking while retaining visual connections to maintain personal safety. Lighting: Exterior lights should be full-cut-off fixtures that are directed to the ground to minimize glare, light trespass and light pollution. Limited uplighting is acceptable for architectural accentuation, flag lighting, and to highlight key civic features (e.g. church steeples).
This graphic illustrates how a multi-family building can use varying techniques to create a relationship to the street (See text for technique descriptions)
Common Open Space: Provide gardens, grass areas, and playgrounds to serve the needs of residents. Service Areas: Trash and recycling containers, street-level mechanical, rooftop mechanical, and outdoor storage, 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. (see side bar)
These images provide good examples of screened services areas.
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6.3 MU - Mixed Use The Mixed Use area is intended to provide a unique mix of commercial, residential, public and related uses in a pedestrian-friendly environment. It is expected that the downtown area will continue to include a mix of retail and service commercial, office, institutional, higher density residential, public uses and/or park and recreation uses. Uses in the MU area are expected to be integrated both vertically and horizontally.
C) It is not necessary to replicate historic architectural styles with new buildings, but there should be some consistency of the scale and rhythm of design features, such as windows and floor heights, that help fit a new building within a block of older buildings D) Building materials should be consistent with other nearby buildings. Brick and stone are strongly encouraged in most parts of downtown, but other quality, long-lasting materials may be appropriate in some places.
Land Use Strategies MU-1: Older buildings with architectural character and historical interest are important to the image of the entire community. The City encourages and supports adaptive reuse projects that retain and restore the historic character of the structure.
Building Height: Multi-story buildings are strongly encouraged on all mixed use sites.
MU-2: Way-finding signage to key downtown locations is critical, especially for visitors. The City will develop a signage system from primary downtown entry points to key locations throughout the community.
Relationship to the Street: Buildings and sites should be designed to establish visual and physical connections between the public realm of the street and the private realm of the building.
Design Strategies The City encourages all new development in the downtown area to maintain the urban fabric and character.
Consider the following techniques (see side bar):
Design Context and Architectural Character: New buildings should fit their context. Consider the following techniques: A) The surrounding context, especially adjacent buildings, should always be documented and considered before design begins. City reviewers should require photos of this context during the review process. B) Buildings should incorporate architectural elements that provide visual interest and human scale, such as differentiation of the ground floor level, awnings or canopies over entrances, etc.
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A) In most cases there should be no setback from the sidewalk, though occasional partial setbacks to create usable space, as for an outdoor seating area, are acceptable. B) The front door should face the primary street. C) There should be clear vision windows on the street facade. Retail and service spaces should have large, clear windows that provide good visual connection between the building interior and the sidewalk. Garages: Street-facing garage doors should be avoided whenever possible.
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Parking: Front yard parking is not permitted. Side yard parking should be separated from the sidewalk by a low fence or landscape buffer to partially obscure views of parking while retaining visual connections to maintain personal safety. Landscaping: In places where the building is not at the front of the property line, hardscape improvements and native plants should be used to provide visual interest and a comfortable pedestrian environment. Lighting: Exterior lights should be full-cutoff fixtures that are directed to the ground to minimize glare and light pollution, and especially to avoid light trespass to residential uses. Limited up-lighting is acceptable for architectural accentuation, flag lighting, and to highlight key civic features (e.g. church steeples).
Above are examples of landscaped street edges where the building is set back from the street. In some instances, the set back area includes outdoor seating areas.
Signs: Signs should be pedestrian-scaled. Desired sign types include building-mounted, window, projecting, monument and awning. Signs should not be excessive in height or square footage. (see side bar) Service Areas: Trash and recycling containers, 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. Stormwater: Green roofs, permeable pavement and other stormwater management technologies should be utilized as feasible to filter pollutants and infiltrate or delay runoff.
New Boston, Illinois
Preferred pedestrian-scaled sign alternatives
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6.3 C- Commercial Commercial areas are intended for retail, service, and office uses that serve neighborhood, community and regional markets. Examples include large retail and service businesses, offices, clinics and health care facilities, hotels, restaurants and entertainment businesses, storage, and automobile sales and services. The type and size of use will be determined by location and market forces.
Land Use Strategies C-1: Commercial areas should generally be served by public transit, a contiguous sidewalk network, and safe bike routes. C-2: The City encourages and supports investment in small neighborhood commercial uses and sites in existing neighborhoods. Sites deemed no longer viable for commercial use should be considered for redevelopment with housing.
Design Strategies The City encourages for all commercial projects the use of design strategies that will maintain property values over time. This section offers different strategies for highway settings and neighborhood settings in some categories. Relationship to the Street: The building should be designed such that the primary building facade is oriented towards the street (toward the larger street on corner lots) and should have a public entrance. Architectural Character: The building should be designed using architectural elements that provide visual interest and a human scale that relates to the surrounding neighborhood context. Building Materials: The building should be constructed of high quality, long lasting finish materials, especially along prominent facades with frequent customer traffic. Building Projections: Canopies, awnings, and/or gableroof projections should be provided along facades that give access to the building. (see side bar) Signs: Signs should be not larger or taller than necessary based on the context of the site. Highway commercial: desired sign types include building-mounted, monument. Neighborhood commercial: desired sign types include building-mounted, window, projecting, monument and awning.
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Parking: Front yard parking should be limited; side yard, rear yard, or below building alternatives are preferred. Shared parking and access between properties is encouraged to minimize curb cuts and make more efficient use of land and paved surfaces. Landscaping and trees should be incorporated into all surface parking areas to improve aesthetic and environmental performance. Vegetative buffers should be provided between pedestrian circulation routes and vehicular parking/circulation. Access drive lanes should be separated from parking stalls to reduce congestion. (see side bar)
Lighting: Exterior lights should be full-cut-off fixtures that are directed to the ground to minimize glare and light pollution, and especially to avoid light trespass to nearby residential property. Limited uplighting is acceptable for architectural accentuation, flag lighting, and to highlight key civic features (e.g. church steeples).
Development #1 Development #2
Landscaping: Generous landscaping should be provided with an emphasis on native plant species. Landscaping should be places along street frontages, between incompatible land uses, along parking areas, and in islands of larger parking lots. Use trees and low bushes in and around parking areas to partially obscure views of parking while retaining visual connections to maintain personal safety. (see side bar)
Awnings (left) or canopy structures (right) help define the building entrances and provide visual interest along the street frontage.
The above concept illustrates shared parking between two developments connected by an access drive, and includes vegetative buffers along all pedestrian routes.
Stormwater: Rain gardens, bio-retention basins, permeable pavement and other stormwater management technologies should be utilized to filter pollutants and infiltrate runoff. Service Areas: Trash and recycling containers, streetlevel 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.
New Boston, Illinois
The examples above illustrate ways to landscape parking areas, including along the street frontage, in parking islands and medians, and between incompatible land uses.
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6.3 I- Industrial Industrial areas are intended for light or heavy manufacturing, warehousing, distribution, wholesale trade, accessory offices, and similar uses. Industrial areas are typically larger, individual sites not part of a larger business park.
Land Use Strategies I-1: Industrial areas should be located near regional transportation routes.
P - Public and Institutional Public and institutional areas are intended for churches, schools, cemeteries, art and cultural facilities, local government facilities and other parcels that are owned by a public or quasi-public entity. This category does not include parks and recreation areas.
Land Use Strategies P-1: Decommissioned public properties, such as schools, should be reused or redeveloped in ways compatible with the surrounding neighborhood. The City will partner with the Southeast Polk School District to consider reuse options and neighborhood concerns before a sale occurs. Design Strategies Many public and institutional uses are located in or next to residential areas. The following strategies are intended to mitigate negative impacts on surrounding uses. Traffic and Parking: Parking and driveway access should be designed to minimize the impacts of vehicle headlights, congestion, and aesthetic appearance on the surrounding neighborhood. Parking lots should be buffered from adjacent residential uses by a landscaping buffer that blocks headlights and the view of parked cars.
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Landscaping: Buildings that are much larger than surrounding residential uses should utilize landscaping to mitigate the apparent size of the building. This can include a combination of planting beds, foundation plantings, ornamental shrubs and trees, and shade trees that will help the larger structures blend into the neighborhood. Lighting: Exterior lights should be full-cut-off fixtures that are directed to the ground to minimize glare and prevent all light trespass to adjacent residential uses.
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Chapter 6 Land Use OS - Open Space/Floodway Open Space areas are intended for preservation of natural areas and flood mitigation. OS lands are typically owned by the City, County, or State.
Land Use Strategies OS -1: Existing natural areas identified as Open Space are to be preserved. Limited access should be provided to foster awareness and appreciation for the area.
Prk - Parks and Recreation Park and Recreation areas are intended for active and passive recreation uses or preservation of natural areas. Park lands are owned by the City, County or State.
Land Use Strategies Prk -1: The development and improvement of future Parks areas should be focused on waterfront areas and areas in the flood plain or areas that are susceptible to flood waters.
URA - Urban Reserve Area This land use category includes areas that are generally in agricultural or open space use but may be in the path of urban development beyond the planning horizon contained in this plan.
Land Use Strategies URA-1: These areas should be reserved for long-term urban development.
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6.4
DEVELOPMENT CONCEPTS
Overview This section identifies specific public and private projects and design guidelines that would enhance the Downtown and other areas of the community, consistent with the more general goals, objectives, and strategies in this plan.
Desired General Characteristics In general, desirable characteristics of future (re)development in New Boston include: • High-quality architecture and site design • Walkability • Streetscaping and pedestrian/bicycle amenities • Public open spaces • Preservation of historic character • Focal points and gathering places • Interconnected blocks • On-street parking and “out of view” off-street parking • Mixed-use buildings • Landscaping and street trees Recommended uses could include: • Restaurants and entertainment businesses • Boutiques and specialty stores • Upper story multi-family • Food stores • Public open spaces and plazas • Cafes and bakeries • Service businesses including salons, launderers, tailors, etc. • Cultural centers and art galleries • Community centers and social service agencies • Small business/non-profit incubators • Offices • Live/work spaces • Commercial lodging and meeting space • Music venues • Educational/government/institutional branch offices
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Chapter 6 Land Use Development Concepts There are several ideal structures that could be erected or revamped for a particular use in New Boston. Listed below are suggestions for infill development and new development locations and possible usages based on feedback from public participation focus groups and land use workshops. (See Appendix B for Larger Format Concept Designs and Maps)
4
FUTURE DEVELOPMENT CONCEPT 2
Agricultural Church Industrial Low Density Residential Mobile Home Medium Density Residential
3
Mixed Use Open Park Professional/Office Public
1
Rec Restaurant/Bar Retail Service Storage Utility Vacant City Limits Urban Reserve Area
Proposed Road
E
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI Print Date: 1/31/2014
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6.4 Development Concepts 1 Infill Downtown Mixed Use
There are many empty lots in downtown New Boston. This is an empty canvas that is a great opportunity to introduce more mixed use to the downtown area. The new mixed use structures can house many different kinds of businesses from small boutique shops to general merchandise stores. i.e. Dollar General. Upper story should provide competitively priced housing through rental apartments or condos or a mix.
2 Revitalization of Community Entrance
The land at the entrance to town is currently not utilized to full potential. Beautification of open space with vegetation will improve aesthetics of the community entrance. Uses such as storage should be discouraged on Main Street and uses such as retail and other commercial uses should be encouraged.
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Chapter 6 Land Use
3 Future Campground Expansion
The campground is a great attraction for visitors to the City of New Boston. A future expansion of the campground will create opportunities for more visitors and new customers to come to New Boston. The land to the northeast and southeast of the existing campground is currently vacant with some residential properties and could be ideal for potential campground expansion.
4 Residential Use Infill
There is an opportunity for growth in housing stock less than $50,000 and $100,000 to $200,00. The lower affordable range ($50,000 and less) could be best met with more available rental units and is an ideal housing type for Mixed Use. New housing stock would be a great fit for the $100,000 to $200,000 range and could be used for infill lots or a new development with homes in that price range.
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6.5 DESIGN GUIDELINE CONSIDERATIONS 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.
Portion of the building is set back from the street, allowing extra room for a larger pedestrian zone.
• 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 highpressure sodium.
Examples of full cutoff fixtures that minimize glare and light pollution.
Building #1
• 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 bio-retention 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.
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Building #2
• 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.
An example of parking being shared between two developments with parking limited to the side or rear yards (no front yard parking).
Trees and shrubs within and around parking areas greatly improve the aesthetic appearance and overall pedestrian experience.
Examples of permeable surfaces.
Chapter 6 Land Use
• 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: buildingmounted, window, projecting, monument, and awning. Signs should not be excessive in height or square footage. • Colors & Materials: Use high-quality, long-lasting 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.
New Boston, Illinois
Example of a building facade screening rooftop mechanical from ground view.
Desired verticallyproportioned buildings.
An example of large windows providing significant visibility into the building.
A good example of mounted awnings placed below the horizontal expression line.
Free-standing and roof signs are not conducive for a downtown, pedestrian-friendly district. Examples of secondary facades continuing the design quality, material palette, and color palette of the primary facade.
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1 2 3 4 5 6 7 Implementation & Action Plan Appendix A This chapter outlines how the vision of the Plan is implemented in everyday decisions and annual goalAppendix B setting and budgeting, and how the Plan should be when necessary. The Chapter also provides Appendix C amended a plan for implementing the action items described in Chapter 4, including when it should be completed.
Page 7.1 Guiding Daily Decisions 7-2 7.2 Guiding Annual Decisions 7-4 7.3 Preliminary Plan 2014-2016 7-6 7.4 Action Plan 7-8 7.5 Financial Support 7-16 7.6 Amending the Plan 7-22
7.1
GUIDING DAILY DECISIONS
City Roles & Responsibilities Responsibility for implementing this plan lies primarily with Planning Commission, City Council and City Staff. City Council City Council sets priorities, controls 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 should be familiar with the major goals and objectives described herein. City Council should expect and require that staff recommendations and actions both reference and remain consistent with this plan. Planning Commission Land use and development recommendations are a core component of this plan, and the Planning Commission has a major role in guiding those decisions. Planning Commission members shall each have of a copy of this plan and shall be familiar with its content, especially Chapter 6: Land Use. It is generally the responsibility of Planning 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 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 City functions.
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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 individuals in key roles 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 goalsetting and budgeting processes, during planning for major public projects, and in the review of private development projects: • Development and Parks Director • Public Works Director • Finance Director These key staff members are expected to know and track the various goals, objectives, strategies and actions laid out in this plan, and to reference that content as appropriate in communications with residents and elected and appointed officials. All other staff should also 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 a relevant tool integral to City functions.
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Chapter 7 Implementation and Action Plan
Education and Advocacy
Utilizing Existing Tools
Implementation of this plan also depends, to a great degree, on the actions and decisions of entities other than City government. Some responsible parties that the City of New Boston does not control or direct include, but are not limited to: • City of Aledo • City of Keithsburg • Mercer County • Illinois Department of Transportation • Army Corps of Engineers • Illinois Department of Natural Resources
Many of the strategies identified in this plan presume the use of existing City ordinances and programs. The City’s key implementation tools include:
It is necessary to persuade these entities to be active partners in the implementation of the goals, objectives, and 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 • Know and communicate the intent of relevant objectives and strategies - partner organizations need to understand and buy in to the rationale before they will act.
Operational Tools • Annual Goal-Setting Process • Annual Budget Process • Capital Improvement Plan (Recommended) Regulatory Tools • Land Use Regulations (includes landscape and architectural regulations) • Site Design Standards • Historic Preservation Ordinance • Building and Housing Codes Funding tools • Tax Abatement • Tax Incremental Financing (TIF) Districts • State and Federal Grant Programs • Storm Water Utility (Recommended)
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7.2
GUIDING ANNUAL DECISIONS
Annual Report
Link to Annual Goals and Budget
To provide lasting value and influence, this plan must be used and referenced regularly, especially during budgeting and goal setting processes. To inform these annual processes, City staff will prepare a concise Comprehensive Plan Annual Report with input from the City staff and the planning commission, the following information:
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, and so it is very important to integrate this plan into those processes every year.
• Action items in progress or completed during the prior 12 months (celebrate success!)
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.
• Staff recommendations for action items to pursue during the next 12 months. • City actions and decisions during the past 12 months not consistent with the plan (if any). • Staff recommendations for any amendments to the adopted plan.
Plan Commission should make formal recommendations for Council consideration, identifying those choices and commitments most likely to further the goals and objectives identified in this plan. The following recommended:
process
and
schedule
is
July - Staff completes the Comprehensive Plan Annual Report. August - Plan Commission considers Annual Report and makes formal recommendation to Council regarding action items to pursue and comprehensive plan amendments. September - Department Directors consider Annual Report and Plan Commission recommendations, complete goal setting exercises. Council holds a public hearing and considers adoption of any comprehensive plan amendments. November - City Council Goal Setting December to February - Budget preparation process March - Budget Adopted
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7.3
PRELIMINARY ACTION PLAN 2014-2016
About Preliminary Plan 2014-2016 This preliminary action plan identifies those items deemed most important for immediate action in the next 24 months, but it does not preclude the possibility that motivated individuals and organizations may begin working on other action items consistent with the goals and objectives of the plan. This action plan should be posted in a prominent place, referred to regularly, and updated on an annual or biannual basis following a review of the goals described in the comprehensive plan and an evaluation of progress toward those goals.
Appoint/Hire a Zoning Administrator to manage the day-to-day enforcement of the Zoning Ordinance.
Improve the City’s Ability to Implement the Comprehensive Plan
Complete a Stormwater Engineering Study and investigation.
Develop and adopt a Capital Improvements Plan, to be reviewed annually.
Timeframe: 2015-2016 Responsible Party: Engineer, Public Works & City Council
Timeframe: 2014, Annual Responsible Party: City Departments & City Council Appoint a Planning Commission to guide development and land use recommendations. Timeframe: 2014, Annual Responsible Party: City Council
Timeframe: 2014-2015 Responsible Party: Planning Commission & City Council
Establish New Boston Improvement Priorities
Complete a system wide Wastewater Treatment Facility Engineering Study and investigation. Timeframe: 2015-2016 Responsible Party: Engineer, Public Works & City Council
Create a Zoning Ordinance as necessary to establish consistency with the Comprehensive Plan.
Prioritize sections of the City for sidewalk maintenance and installation and proactively react to needed improvements.
Timeframe: 2014 Responsible Party: Consultant & City Council
Timeframe: 2015-2016 Responsible Party: Public Works & City Council
Create a Subdivision Ordinance as necessary to establish consistency with the Comprehensive Plan, especially regarding transportation improvements, public and private utilities, conservation and development subdivision design options.
Adopt International Property Maintenance Code and develop a plan for proactive local enforcement of Village property ordinances Timeframe: 2014-2015 Responsible Party: City Council
Timeframe: 2014-2015 Responsible Party: Planning Commission & City Council
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Improve the City’s Financial Support Implement a Stormwater Utility Fee to help pay for future stormwater projects. Timeframe: 2015-2016 Responsible Party: Planning Commission & City Council Apply for Safe Routes to School program funding for sidewalks within 2 miles of school. Timeframe: 2014-2015 Responsible Party: Public Works & City Council Develop a sustainable funding source to address tear-down and acquisition of abandoned properties (e.g. a percentage of code violation fee). Timeframe: 2015-2016 Responsible Party: Public Works & City Council
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7.4
ACTION PLAN
Housing Guiding Principles I. New Boston will encourage a mix of quality housing alternatives including apartments, townhomes and condos that are affordable and attractive to a variety of income levels, as well as senior living. II. The City will strengthen community character by encouraging the demolition or maintenance and improvement of the existing housing stock and properties throughout the community based on the level of degradation.
Short-Term Mid-Term Long-Term
Action a Evaluate inclusionary housing ordinances that provide incnetives to development with certain
2014-2019
percentages of affordable housing (including waiving taxes on affordable portions of developments).
b Evaluate the use of density bonuses for mixed price points or affordable housing units. c Update land development ordinances to require compenents of tradional neighborhood design and d
consideration of existing neighborhood context. Develop a sustainable funding source to address the residential tear-down and acquisition of abandoned properties (e.g. a percentage of code violation fee).
e Explore incentives to promote rehabiltiation of existing housing. f Evaluate tax abatement and other incentives for new housing and redevelopment of existing housing to ensure they remain effective in promoting residential development.
Housing Actions
g Evaluate surrounding connumities' incentive programs for residential development to ensure New
h
Boston remains competitive in housing development. Adopt the International Property Maintenance Code and develop a plan for proactive local enforcement of City property ordinances.
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Mobility & Transportation Guiding Principles I. Ensure that all areas of the community are accessible by a network of sidewalks and trails.
II. The City will provide a safe and controlled environment for vehicles, pedestrians, bicyclists and the City will provide information on transportation services available to the public in the area.
Short-Term Mid-Term Long-Term
Action Develop a City-wide Bike and Pedestrian Plan to establish a contiguous, safe network of on-street and off-street bike and pedestrian routes. Prioritize sections of the City for sidewalk maintenance and installation and proactively react to b needed improvements.
2014-2019
2020-2024
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Completed
a
c Apply for the Safe Routes to School program funding for the sidewalks within 2 miles of school.
Mobility & Transportation Actions
d Increase enforcement of sidewalk maintenance and safety violations. Analyze future road extentions and connections for future development areas to maintain proper street connections. f Require sidewalks for all new development and major redevelopment projects, whether sidewalks currently exist adjacent or not. Encourage neighboring properties to install sidewalks.
e
g Assess need for bike racks throughout the community.
h
Continue to develop trail systems and interconnectivity to the park and other areas of town. River and regional trail connections are a priority.
i Increase accessibility throughout the community by increased installation of ADA curb ramps Provide Project Now Paratransit information in a strategic way to all members of the community
j through a City utility bill or other mailers that go out to all residents to get the information to all in the community.
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7.4 Economic Development Guiding Principles I. The City of New Boston will facilitate strategic economic growth within the City and increase the retail and service options available to residents and visitors. II. Revitalize and continue to focus on the downtown as the commercial center of the community.
Short-Term Mid-Term Long-Term
Action a b c d
Identify and plan for infrastructure investments required to make priority development/redevelopment sites more competitive for economic development. Identify funding sources and mechanisms for public realm and capital improvements to support economic development Upgrade the City website to emphasize the assets of New Boston as a vibrant, modern community with a rich history and an exceptional quality of life. Develop an easy to understand “one-stop-shop” for economic development on the City website, with links to partner resources.
2014-2019
Economic Development Actions
e Aggressively pursue grants and resources to improve infrastructure. f Evaluate potential public/private partnerships for community benefit.
g Participate in monthly communications with key stakeholders (e.g. Mercer County, Aledo and other
h i j
surrounding communities) to discuss the future of the area and maintain an open dialogue. Complete periodic review of “business friendliness” as compared to comparable cities, including tax rate, utility rates, and regulatory processes. Create and enhance entry features to the community and to the downtown (e.g. landscaping, signage, banners, etc.). Construct and maintain interpretive signage at key attraction locations to further promote the assets of the community.
k Evaluate and plan for venues and attractions to furtherNew Boston as a year-round destination. Continue to evaluate properties for listing on the National Register of Historic Places to further
l solidify New Boston as a historic community and to enable properties to access historic tax credits.
Adopt a Vacant Building Ordinance to better manage and maintain the City’s vacant building stock
m through a mandatory annual license and fee. The program should support the costs of inspections and maintenance enforcement, and it should both prevent and help pay for emergency actions to protect public safety, including demolition.
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Agriculture & Natural Resources Guiding Principles I. Protect and enhance the river front and natural settings unique to the character of the area in and around New Boston. II. New Boston will enhance current marketing efforts of the natural resources and outdoor recreation available and unique to the New Boston area.
Short-Term Mid-Term Long-Term
Action Consider the development of a plan to expand the current campground facilities to include more river
2014-2019
2020-2024
2025-2034
Completed
a access and improved riverfront aesthetics and amenities. b
Consider the adoption of best management practices (BMPs) for stormwater management and lowimpact development.
Agriculture & Natural Resources Actions
c Develop a marketing strategy to capture more of the recreational and natural resources market.
New Boston, IL
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7.4 Community Facilities & Services Guiding Principles I. Establish and maintain reliable and high quality services, utilities and facilities.
II. New Boston will work to create a Capital Improvements Plan to address large infrastructure projects needed in the City of New Boston.
Short-Term Mid-Term Long-Term
Action a Continue to facilitate and improve park and recreation facilities, programs, amenities and special
2014-2019
events.
b Promote shared usage of public facilities (e.g. school playgrounds for public use). c Improve supply of information (interpretive signage, websites, online forms, maps, etc.) at and for
Community Facilities & Srevices Actions
community facilities and key attractions.
d Pursue grants to update community facilities. e Conduct regular review of sewer/water capacities to serve future growth and development. f Pursue shared services among governmental agencies as opportunities arise.
g Evaluate parks for compliance with ADA II standards and prepare a transition plan to make necessary changes over time.
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Community Character Guiding Principles I. The City of New Boston will strive for more festivals and activities throughout the year for the enrichment of the citizens and those visiting from outside of the community. II. The City will have quality, planned development of infill and new development areas that reinforces the character and value of the existing community.
Short-Term Mid-Term Long-Term
Action
2014-2019
2020-2024
2025-2034
Completed
a Continue to support the historic preservation. b Continue to develop cohesive historic way-finding signage. c Lead the drive for encouraging positive outcomes and attitudes. d Encourage use of public spaces/streets for outside festivals and events.
Community Character Actions
e Evaluate public activities and services that are friendly or attractive to the young professionals and families.
New Boston, IL
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7.4 Hazards Guiding Principles I. New Boston will minimize the vulnerability of people and their property to flood waters.
II. The City will promote education and awareness regarding hazards and risks in the community.
Short-Term Mid-Term Long-Term
Action
2014-2019
a Develop a Disaster Recovery Plan. b Develop and adopt a Recovery and Reconstruction Ordinance. c Conduct Disaster Recovery Plan table-top exercises. d Examine alternative back-up strategies for necessary systems, if there are none already in place. e f
Hazards Actions
g
h
Coordinate with the Mercer County Emergency Manager to develop a sustainable Community Organization Active in Disaster (COAD) to build a framework for meeting disaster victims’ needs. Identify a Disaster Victim Assistance Officer to partner with the County EMA in advocating for quick disbursement of Other Needs Assistance and Disaster Case Management Funds. Actively participate in Flood Awareness Month, National Preparedness Month and Iowa Severe Weather Awareness Week activities. Work with the Mercer County Emergency Management Agency to continue to update and disseminate free disaster preparedness materials for individuals and businesses.
i Conduct a public facilities audit for potential disaster impacts and implement mitigation strategies. j Implement mitigation strategies outlined in the State of Illinois Hazard Mitigation Plan. Identify areas to be protected (existing development) versus areas to be preserved (natural/open space
k opportunities).
Evaluate redundant capabilities of water, sewer, electric, gas and other utility systems to reduce or
l eliminate outages in the event of a disaster.
m Bury power lines when possible.
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Chapter 7 Implementation and Action Plan
Collaboration & Partnerships Guiding Principles
I. New Boston will maintain mutually beneficial relationships and partnerships with neighboring municipalities, counties, WIRC and federal and state agencies.
Short-Term Mid-Term Long-Term
Action Communicate with other jurisdictions whenever service contracts or major capital improvements are
2014-2019
2020-2024
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Completed
a up for consideration, to identify cost savings opportunities through partnerships and shared services. b Develop an official City policy on the use of public incentives to support private development.
Host monthly meetings with regional partners to explore ways in which collaboration on programs or services can improve quality, access, and efficiency.
Collaboration & Partnerships Actions
c
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7.5
FINANCIAL SUPPORT
Financial Support The use of funding through grants, loans and other programs is a crucial piece to make the implementation in this comprehensive plan a reality. Aside from loans and grants there are also programs that can help to alleviate the cost of future projects through fees and financing programs such as a Stormwater Utility Fee or a Tax Increment Finance District (TIF). Starting on page 7-17 there is a list of some opportunities in the State of Illinois for funding along with programs that can be established on a local level such as a TIF district. There are other programs available beyond this list and the dates and stipulations for each program should be reviewed each fiscal year to follow any changes made to the program.
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Illinois Community Funding Options Funding Programs by Category
Maximum Award
Application Due Date
Updated: March 2014 Granting Agency
PUBLIC/COMMUNITY FACILITIES Community Development Assistance Program (CDAP)
This program assists communities by providing grants to local governments to help them in financing economic development projects, public facilities and housing rehabilitation
Illinois Department of Commerce & Economic Opportunity (DCEO)
The program is targeted to assist low-tomoderate income people by creating job opportunities and improving the quality of their living environment
Public Infrastructure (Construction & Design Engineering)
May request up to $450,000 including no more First Monday of June for 2014. Funding priority is water, sewer, and storm sewer than $150,000 for design Application due date for 2015 projects engineering costs; up to should be announced Winter 25% local match may be of 2014/15. required
DCEO
Public Infrastructure (Construction Only)
Funding priority is water, sanitary and storm sewer projects Local governments needing to improve public infrastructure and eliminate conditions detrimental to public health, safety and public welfare
May request grant funds up First Monday of June for 2014. to $450,000 for Application due date for 2015 construction related items; should be announced Winter up to 25% local match may of 2014/15. be required
DCEO
First Monday of June for 2014. May request grant funds up Application due date for 2015 Monies used to upgrade existing housing stock in to $400,000 should be announced Winter the communities of 2014/15.
DCEO
Housing Rehabilitation Program
Single Family Owner Occupied Housing
Emergency Public Infrastruture
Funding priority is water and sanitary and storm sewer projects
When emergencies strike, communities may apply for funds to under-take projects that improve public infrastructure and eliminate conditions detrimental to health, safety and public welfare
Local governments may request grant funds up to $200,000
New Boston, IL
May be submitted at any time
DCEO
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7.5
Illinois Community Funding Options Funding Programs by Category
Maximum Award
Application Due Date
Updated: March 2014 Granting Agency
PUBLIC/COMMUNITY FACILITIES (cont.) Water & Waste Water Disposal Loan & Grant Programs
Funds may be used to: Construct, improve or expand rural water, sanitary sewage, solid waste and storm wastewater disposal systems
Public bodies such as a Village, county, district or Assistance for up to 75% of Applications are accepted other political sub-division; an organization project costs . May be used anytime through your USDAoperated on a non-for0profit basis, such as an in combination with other RD state and local area offices. association, cooperative, or private corporation federal assistance. are eligible to apply.
US Department of Agriculture Rural Development
40 year loan term is available Can assist in the development of essential water and waste projects
Community Facilities Loans and Grants
Provides loans, grants and loan guarantees for projects to develop essential community facilities Grant funding up to 75% of project costs. Suggested for public use in rural areas. funding request be for Non-for-profit corporations, public bodies, small $50,000 or less. rural communities are eligible to apply
Open application timeframe through the USDA-RD state and local area offices
US Department of Agriculture Rural Development
Pre-applications accepted anytime; Formal applications typically due by October 1st
US Department of Agriculture Rural Development
On-going -- Project Driven
Illinois Department of Transportation
Applications are accepted anytime.
Illinois Department of Commerce & Economic Opportunity (DCEO)
ECONOMIC DEVELOPMENT Rural Business Enterprise Grants (RBEG)
Provides grants for rural projects that finance and facilitate development of small and emerging Suggested funding request rural businesses be for $99,000 or less. Non-for-profit corporations, public bodies, small rural communities are eligible to apply
IDOT - Economic Development Program
Provides state assistance in improving highway access to new or expanding industrial distribution Designed to provide up to 50% state matching funds, or tourism developments up to $2 million Focuses on retention and creation of primary jobs
CDAP - Economic Development Program
7-18
Community with populations of 50,000 less can apply for CDAP-Economic Development grant funding to support local private business retain jobs or create new job opportunities for low-tomoderate income individuals
Up to $750,000 in grant funding
Grant funds may also be used for public infrastructure improvements that directly support a local company within the community
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Illinois Community Funding Options Funding Programs by Category
Maximum Award
Application Due Date
Updated: March 2014 Granting Agency
TRANSPORTATION & BIKE/PEDESTRIAN Truck Access Route Program (TARP)
State provides $45,000 per Applications are accepted each lane-mile and $22,000 per fall for the next construction intersection. State will fund season. Local governments Illinois Department of up to 50% of the entire should contact their IDOT Transportation project, not to exceed district office for further $900,000, which ever is less details
Assists local government agencies in upgrading roads to accommodate 80,000-pound trucks
Illinois Transportation Enhancement Program (ITEP) Construction projects should be $200,000 and over. Projects over $1.5 million should be broken out into phases
Provision of facilities for pedestrians/bicycles
Landscaping & beautification as part of the construction of a Federal-Aid or TAP funded project (No landscape or beautification standalone projects)
Conversion and use of abandoned railway corridors for pedestrian, bicyclists or other nonmotorized transportation user trails
Establishment of transportation museums
Community improvement activities including: Historic preservation & rehabilitation of historic transportation facilities; Vegetation management practices in transportation right-of-ways to improve roadway safety prevent invasive species & erosion control
All other projects should be $25,000 (federal share) and over.
Environmental mitigation activities relating to pollution prevention & abatement and mitigation to address storm water control, pollution or abatement related to highway construction or highway runoff; Reduce vehicle-caused wildlife mortality or to restore & maintain connectivity of Reimbursement program to project sponsor. Local cost terrestrial or aquatic habitats share will be from 20% to 50% depending on project type Construction of turnouts, overlooks and viewing areas Planning, design or constructing boulevards and other roadways in the right-of-way of former Interstate System routes or other divided highways
C:\Users\soshea\Desktop\IL Funding_Template_March 2014 GC edits 3-24
Aplication are typically available in March with with a due of early June. The Illinois Department of program application cycle is Transportation dependent on funding availability.
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7.5
Illinois Community Funding Options Funding Programs by Category
Maximum Award
Application Due Date
Updated: March 2014 Granting Agency
TRANSPORTATION & BIKE/PEDESTRIAN (cont.) Safe Routes to School (SRTS)
Safe Routes to School SRTS) programs encourage children ages K-8 to walk and bike to school by creating safer walking and biking routes.
Reimbursement program; 80% SRTS / 20% Local Applications are available funding. Infrastructure October 31st and are typically Illinois Department of projects from $2,000 to due back to IDOT in late Transportation Eligible projects/activities must focus on children $200,000; nonJanuary. Submit every 2 years, in kindergarten through eighth grades. Projects infrastructure projects from next is 2016 must be within a two-mile radius of any $2,000 to $30,000. elementary or middle school.
PARKS & RECREATION Open Space Lands Acquisition and Development Program (OSLAD)
Provides funding assistance to local government agencies for acquisition and/or development of land for public parks and open space.
Funding assistance up to 50% of approved project Written application must be cost. Up to $750,000 submitted to IDNR between available for acquisition May 1 and July 1 of each year. projects. Maximum of $400,000 for development/ renovation projects.
IDNR
Park and Recreational Facility Constrcution Act (PARC) Grant Porgram
Provides funding assistance to local government agencies for park and recreation unit construction projects.
Funding assistance up to 75% (90% for Applications are typically due "disadvantaged back in the Spring. The PARC communities") of approved Program is not funded each project cost. Up to year. $2,500,000 available for capital projects.
IDNR
Funding assistance up to 50% of approved project Written application must be cost. Up to $750,000 submitted to IDNR between available for acquisition May 1 and July 1 of each year. projects. Maximum of $400,000 for development/ renovation projects.
IDNR
Land and Water Conservation Fund (LWCF)
Provides funding assistance to local government agencies for acquisition and/or development of land for public parks and open space.
BROWNFIELDS/REDEVELOPMENT Municipal Brownfield Redevelopment Grant (MBRG)
Provides funding to municipalities to investigate and cleanup brownfield properties. Funds can be used for implementation of remediation activities
Maximum grant amount of $240,000 with a 30% local fund match requirement. Loans of up to $500,000 are also available.
Grant applications accepted January 1st thru July 1st.
Abandoned Property Program
7-20
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Illinois Environmental Protection Agency
Chapter 7 Implementation and Action Plan
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New Boston, IL
7-21
7.6
AMENDING THE PLAN
Plan Monitoring, Amending and Updating Although this Plan is intended to guide decisions and actions by the City over the next 10 to 20 years, it is impossible to accurately predict future conditions in the City. Amendments may be appropriate from time to time, particularly if emerging issues or trends render aspects of the plan irrelevant or inappropriate. The City may be faced with an opportunity, such as a development proposal, that does not fit the plan but is widely viewed to be appropriate for the City. Should the City wish to approve such an opportunity, it should first amend the plan so that the decision is consistent with the plan. Such amendments should be carefully considered and should not become the standard response to proposals that do not fit the plan. Frequent amendments to meet individual development proposals threaten the integrity of the plan and the planning process and should be avoided.
change, but the plan itself should be fully updated well before 2033. Unlike an amendment, the plan update is a major re-write of the plan document and supporting maps. The purpose of the update is to incorporate new data and to ensure, through a process of new data evaluation and new public dialogue, that the plan remains relevant to current conditions and decisions. An update every ten years is recommended, though the availability of new Census or mapping data and/or a series of significant changes in the community may justify an update after less than ten years.
Any changes to the plan text or maps constitute amendments to the plan and should follow a standard process as described in the following section. Amendments may be proposed by either the City Council or the Plan Commission, though a land owner or developer may also petition Plan Commission to introduce an amendment on their behalf. Amendments may be made at any time using this process, however in most cases the City should not amend the plan more than once per year. A common and recommended approach is to establish a consistent annual schedule for consideration of amendments. This process can begin with a joint meeting of the Plan Commission and City Council (January), followed by Plan Commission recommendation (February), then public notice procedures leading to a public hearing and vote on adoption by City Council (March or April). The 20-year planning horizon of this plan defines the time period used to consider potential growth and
7-22
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Chapter 7 Implementation and Action Plan
Plan Amendment Process In the years between major plan updates it may be necessary or desirable to amend this plan. A straightforward amendment, such as a strategy or future land use map revision for which there is broad support, can be completed in about six to eight weeks through the following process. Step One A change is proposed by City Council, Plan Commission, or staff and is placed on the Plan Commission agenda for preliminary consideration. Private individuals (landowners, developers, others) can request an amendment through the Development & Parks Director, who will forward the request to Plan Commission for consideration. Plan Commission decides if and how to proceed, and may direct staff to prepare or revise the proposed amendment.
Step Four Staff completes the plan amendment as approved, including an entry in the plan’s amendment log. A revised PDF copy of the plan is posted to the City web site and replacement or supplement pages are issued to City staff and officials who hold hard copies of the plan.
Step Two When Plan Commission has formally recommended an amendment, a City Council public hearing is scheduled and at least two weeks public notice is published. Notice of the proposed amendment should also be transmitted as appropriate to other entities that may be affected by or interested in the change, such as the City of Keithsburg, Mercer County School District or Mercer County. Step Three City Council hears formal comments on the proposed amendment, considers any edits to the amendment, then considers adoption of the amendment.
New Boston, IL
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1 2 3 4 5 6 7 Appendix A Community Indicators Report Appendix B The Community Indicators Report is a summary of current conditions and recent trends in New Boston, Appendix C based on the best available data. The purpose of these indicators is to enable informed choices about the future of the City. This report is included as an appendix to the comprehensive plan so that it may be easily updated from time to time as new data becomes available. Page A.1 Demographics A-2 A.2 Housing A-4 A.3 Mobility & Transportation A-8 A.4 Economic Prosperity A-12 A.5 Agriculture & Natural Resources A-16 A.6 Community Facilities & Services A-20 A.7 Community Character A-22 A.8 Collaboration & Partnerships A-24 A.9 Land Use A-26
A.1
DEMOGRAPHICS
About the Data These indicators utilize a mixture of local, county, state, and federal data sources. The U.S. Census has historically been a key source of data for many community indicators. Much of the information previously collected by the decennial U.S. Census is now collected only by the American Community Survey (ACS). The ACS is an ongoing survey that collects sample data every year and reports estimates of population and housing characteristics. For communities smaller than 20,000 people, the best available estimates are reported as rolling averages over 5-year periods – they indicate average conditions over the reporting period rather than a snapshot of a single point of time. Because the ACS estimates are based on a sample of the population, they include some error. The margin of error is reported for each estimate, and is an indication of how reliable the estimate is. As a general rule, the ACS data is quite reliable at the State level, generally reliable at the County level, and less reliable at the municipal level. The margin of error makes the data much more difficult to interpret. To simplify tables in this plan, the reliability of each value is indicated simply by the formatting of the text. For each ACS estimate, the margin of error is divided by the estimate. If the error is 10% or less than the estimate, the value in the table is bolded and underlined. In graphs, the ACS data exceeding this 10% error threshold will be denoted at the bottom of the graph.
The second important note when using ACS estimates is that they cannot be compared to decennial census data because they are measured in different ways. While some of the tables in this report show both decennial census data and ACS data, caution should be used when trying to draw conclusions about trends by comparing the two sets of numbers.
This report is a summary of current conditions and recent trends in New Boston, based on the best available data. The purpose of these indicators is to enable informed choices about the future of the City.
Census data ACS data error exceeds 10%
A-2
error less than 10%
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Appendix A
Population & Age Trends
Population Trends & Projections
Source: US Census Bureau, MSA projections
Population trends for the City of New Boston show a 8% increase in population between 2000 and 2010, compared to 3.5% decrease for Mercer County and 3.3% for the State during the same period.
City of New Boston
Over the past 20 years (1990-2010) the population in the City of New Boston grew by 10.1%, in Mercer County by 10.4%, and in the State by 12.2%. Over the next 20 years (20102030) the population in the City of New Boston is projected to grow by 7.6%, Mercer County by 7.6%, and the State by 18.0%. Projections were calculated in 2010 by the Department of Commerce and Economic Opportunity. The City of New Boston is relatively balanced in terms of demographics. In 2010, 17.5% of the City population was over the age of 65, and the age group with some of the highest population in the City was those age 35 to 49 years (20.2%). The median age in the City was 44.4 which is slightly higher than the median age for the County (43.7) and the Illinois median age of 36.6.
Mercer County
Illinois
1980
N/A
16,913
11,426,518
1990
620
15,921
11,430,602
2000
632
17,008
12,419,293
2010
683
16,335
12,830,632
2015
697
19,272
13,748,695
2020
714
19,791
14,316,487
2025
726
20,080
14,784,968
2030
735
20,398
15,138,849
Age & Sex
Source: US Census Bureau
City of New Boston Number
Percent
Mercer County Number
Percent
Male
327
47.88%
8,125
49.44%
Female
356
52.12%
8,309
50.56%
Under 18
160
23.43%
3,720
22.64%
18 & over
523
76.57%
12,714
77.36%
20 - 24
32
4.69%
754
4.59%
25 - 34
76
11.13%
1,630
9.92%
35 - 49
128
18.74%
3,327
20.24%
50 - 64
154
22.55%
3,612
21.98%
65 & over
120
17.57%
3,001
18.26%
Totals
683
New Boston, Illinois
16,434
A-3
A.2
HOUSING
Household Counts New Boston Housing Unit Projections
From 2000-2010, New Boston showed a 8.5% decrease in the number of households. This housing number based on need and excluded seasonal housing which is around 10% of the housing stock in New Boston. During the same period, Mercer County increased by 3.5%, while the State increased by 5%. The City’s “persons per household” increased from 2.35 in 2000 to 2.45 in 2010, which is a increase of 4.2%. During this same period, the County’s “persons per household” declined by 0.17% to 2.40 and the State declined by 1.9% to 2.65. This trend is consistent with national trends over the past several decades and can be attributed to smaller family sizes, increases in life expectancy, and increases in single parent households. As projected, the City will see an increase of 23 households between 2010 to 2030. This equates to an addition of 45 housing units (from 273 to 290), an increase of 6.2%. During the same period, the County is projected to have an increase of 475 housing units, a increase of 5.6% in their housing stock.
Source: US Census Bureau, MSA projections 760
748
740 729 720
714
700
699 683
680 660 640
2010
2015
2020
Housing Unit Trends & Projections New Boston Number
Mercer County
N/A
N/A
N/A
N/A
4,202,240
2.72
2000
317
2.35
7109
2.57
4,591,779
2.7
2010
298
2.45
7173
2.41
4,836,972
2.65
2015
303
2.46
7276
2.41
5,209,115
2.64
2020
309
2.46
7,392
2.42
5,451,498
2.63
2025
315
2.46
7,520
2.42
5,658,179
2.61
2030
322
2.47
7,648
2.43
5,822,722
2.6
2010
2015
2020
2025
2030
683
699
714
729
748
683
699
714
729
748
People/ Household
2.45
2.46
2.46
2.46
2.47
Total Unit Needs Available from Previous Year
279
290
296
303
6.60%
6.60%
6.60%
6.60%
6.60%
298
305
311
317
324
Base
Lost Units Total Available Units
285
304
310
316
323
1
1
1
1
303
309
315
322
Annual Need
2
2
2
2
Cumulative Need
3
14
29
57
A-4
298
Persons Per
1990
Household Population Household Demand
Illinois
Persons Persons Number Number Per Per
Source: US Census Bureau, MSA projections
Vacancy Rate
2030
Source: US Census Bureau, MSA projections
Household Trends & Projections
Population
2025
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Appendix A
Occupancy & Housing Stock The diversity of New Boston’s housing stock is typical of small city in the Midwest, with 82% consisting of single family homes. Multi-family housing in the City of 4% and 14% mobile/manufactured homes. The majority of City residents (68%) live in owneroccupied housing. The vacancy rate (15%) is high and not within the healthy range vacancy rates, which is considered to be 5-6%, however much of this vacancy rate is do to the high percentage of seasonal housing units in the City (around 10%).
Unit Type
Source: American Community Survey 2007-2011 avg. Mobile Home or Trailer 14%
10 or more 2%
2 to 4 Units 2%
5 to 9 Units 0%
Single Family 82%
The majority of residents (82.7%) moved into their current residence after 1990, and 63.7 % moved into their current residence after 2000. Nearly 43% of residential structures in New Boston were built prior to 1940. The City has seen an increase in housing stock, with the 39.5% of houses built between 1970-2000.
Other 0%
Year of Structures Source: American Community Survey 2007-2011 avg.
2005 or later 2000 to 2004 1990 to 1999 1980 to 1989 1970 to 1979 1960 to 1969 1950 to 1959 1940 to 1949 1939 or Earlier
Year of Structures Source: US Census Bureau, American Community Survey
2000 Number
2010
Percent
Number
Percent
Owner Occupied
220
69%
223
68%
Renter Occupied
49
15%
56
17%
Vacant
48
15%
50
15%
Homeowner Vacancy Rate
5
2%
4
1%
Rental Vacancy Rate
8
3%
0
0%
TOTAL
317
329
New Boston, Illinois
A-5
A.2 Affordability & Value Affordable housing opportunities are often provided through the sale of older housing units. Housing is generally considered “affordable” when the owner or renter’s monthly housing costs do not exceed 30% of their gross monthly income. Roughly 16% of City homeowners and approximately 41% of renters exceeded the “affordable” threshold during 2007-2011. While these numbers are important indicators of affordability, it is also important to note that some residents may consciously choose to devote more than 30% of their income to household and lifestyle expenses. Despite the fact that more renters do not have “affordable” housing, the median rent in the City ($628) is slightly lower than Mercer County ($704) and the state median ($735).
Source: US Census Bureau
2010 Income
Source: US Census Bureau
Less than 20.0 percent
75%
15% to 19.9%
10%
20.0 to 24.9 percent
2%
20% to 24.9%
11%
25.0 to 29.9 percent
7%
25% to 29.9%
0%
30.0 to 34.9 percent
7%
30% to 34.9%
0%
35.0 or more
9%
35% or more
41%
Not computed
0%
Not computed
11%
130
$50,000 - $74,999
41
$75,000 - $99,999
43
$100,000 +
41
Total
310
0 - $49,999
47
$50,000 - $99,999
104
$100,000 - $149,999
65
$150,000 - $199,999
9
$200,000 +
6
Total
Gross Rent as a Percentage Percent of Household Income 27%
$25,000 - $49,999
2010 Home Values Residents
Home Costs Compared to Income
Less than 15%
55
Source: US Census Bureau
The median value of a home in the City ($73,200) is significantly below the State’s ($169,700) and County’s median home value ($101,900).
Selected Monthly Owner Costs as a Percent Percentage of Household Income
Residents
0 - $24,999
231
Source: US Census Bureau
2010 Rental Rates Residents 0 - $299
26
$300- $499
13
$500 - $699
24
$700 - $999
8
$1000 +
20
Total
91
Housing Affordability Analysis
Source: US Census Bureau, MSA projections
# of Affordable # of Total % of Households Affordable Range Owner Range of Renter Affordable Income Range Households in Range for Owner Units Units Renter Units Units Units Balance $0-25,000
17.7%
50
$0-50,000
45
$0-299
16
61
12
$25,000-49,999
41.9%
117
$50,000-99,999
100
$300-499
8
108
-9
$50,000-74,999
13.2%
37
$100,000-149,999
63
$500-699
15
78
41
$75,000-99,999
13.9%
39
$150,000-200,000
9
$700-999
5
14
-25
$100,000+
13.2%
37
$200,000+
6
Over $1,000
12
18
-19
100.00%
279
-
223
-
56
279
Totals
A-6
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Appendix A
Housing Programs Currently there are no City housing programs available; however, HUD does offer one program as described below: Community Development Assistance Program (CDAP) - Housing Program This program provides grants to local governments in order to help them finance economic development projects, public facilities and housing rehabilitation. The program is targeted to assist low-to-moderate income persons by creating job opportunities and improving the quality of their living environment. Multi-family residential development on Butts Ave.
New Boston, Illinois
A-7
A.3
MOBILITY & TRANSPORTATION
Commuting Approximately 12.1% of the City’s commuters age 16 or older work within 14 minutes of their place of employment. Most of the workers are employed within Mercer County. The percentage of those who work out of state is relatively high at 48.0% and is most likely due to the close proximity of Iowa. These commuters, on average, have a travel time to work of 35.3 minutes, which is slightly higher than the County (27.4 minutes) and State as a whole (28.1 minutes). A large percentage of New Boston workers have a commute that is 30 minutes or greater. These times suggest most residents work outside the City and many outside Illinois. Commuting in New Boston is mostly done by car, with 80.4% of commuters traveling in a single occupant vehicle. This number is slightly lower for Monroe County (79.7%) and Illinois (73.4%). Only 15.8% of commuters in New Boston carpooled to work, 0% walked, and 0.8% worked from home.
Commuting Methods To Work, 2007-2011 Means of Transportation toAVG Work Source: American Community Survey
(2007-2011 Avg.)
Worked at Home Other Means Bicycle Walked Public Transportation Carpooled Single Occupancy 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% Illinois
Mercer County
City of New Boston
Percentage Of Residents Commuting
Source: American Community Survey
City of New Boston Within Mercer County
42.9%
40.0%
Within the City
---
---
Outside the City
---
---
9.2%
38.9%
48.0%
21.1%
Outside of County, Within State Outside of State
Commuting Time to Work (2007-2011 Avg.)
Commuting Time To Work, 2007-2011 AVG Source: American Community Survey
35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Less 5 to 9 10 ot 14 15 to 19 20 to 24 25 to 29 30 to 34 35 to 3940 to 44 45 to 59 60 to 89 90 or than 5 minutes minutes minutes minutes minutes minutes minutesminutes minutes munites more minutes minutes City of New Boston
A-8
Mercer County
Mercer County
Illinois
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Appendix A
Major Modes of Travel Aviation Service The Quad City International Airport (QCIA) serves travelers throughout Eastern Iowa and Western Illinois. There are currently 4 airlines serving 10 nonstop hubs, or connecting cities. The commercial airlines services include Allegiant, American Airlines, Delta and United. The QCIA is located 43 miles Northeast of New Boston.
Road Classifications All federal, state, county, and local roads are classified into categories under the “Roadway Functional Classification System” based upon the type of service they provide (see map on the next page for road classifications in the Plan Area). In general, roadways with a higher functional classification should be designed with limited access and higher speed traffic.
Roadway Improvement Projects Illinois’s Six Year Highway Improvement Program identifies projects by county and project limits. This list provides projects to be completed during 2012 and 2017. Through the Illinois Major Bridge Program Project the Edwards River Bridge east of New Boston will be replaced along Highway 17.
New Boston, Illinois
A-9
A.3 Transportation Map
Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Major Streets.mxd
A-10
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Appendix A
Bike, Pedestrian & Transit Travel Sidewalks, Trails, & Routes
Railroad Service
Pedestrians and bicyclists use a combination of roadways, sidewalks, and off-street trails. Many of the City’s residential neighborhoods include sidewalks; however, there are a fair amount of neighborhoods in the City that do not have sidewalks. Most of these neighborhoods were built prior to 1939. Currently the City does not mandate the installation of sidewalks within new subdivisions.
There is no railroad service in the City of New Boston.
Water Transit The New Boston Cargill Grain Terminal along the river’s edge generates a great deal of barge traffic to the area. There are also a few public boat ramps to pleasure craft to enter the water and utilize the waterways on the Mississippi River.
The region currently has no known trails for biking or hiking.
Transit Service The City of New Boston and surrounding areas currently have limited options for the elderly and disabled individuals. New Boston does not have an intra-community public transportation system.
New Boston, Illinois
A-11
A.4
ECONOMIC DEVELOPMENT
Education & Income
New Boston
Avg. 20062010
Avg. 20072011
HS Grad
58.00%
51.70%
Some College
19.40%
23.80%
Associate Degree
3.10%
4.60%
Bachelor’s Degree
6.10%
5.50%
Graduate/Prof. Degree
0.40%
1.30%
High School Grad or Higher
86.90%
86.90%
HS Grad
40.8%
40.1%
Some College
23.1%
23.9%
Associate Degree
10.3%
10.1%
Bachelor’s Degree
10.1%
9.6%
Graduate/Prof. Degree
4.4%
4.4%
High School Grad or Higher
88.7%
88.1%
HS Grad
27.9%
27.6%
Some College
20.8%
21.1%
Associate Degree
7.3%
7.3%
Bachelor’s Degree
18.9%
19.1%
Graduate/Prof. Degree
11.4%
11.6%
High School Grad or Higher
86.2%
86.6%
Income Trends
Source: American Community Survey
Illinois
Mercer Co.
New Boston
(The Census Bureau uses a set of income thresholds that vary by family size and composition to detect who is poor. If the total income for a family or unrelated individual falls below the relevant poverty threshold, then the family or unrelated individual is classified as being “below the poverty level”.)
Source: U.S. Census Bureau, American Community Survey
Mercer County
New Boston’s median and per capita income levels are lower than the county and state. Median household income in New Boston is $44,010 compared to Mercer County’s $51,216 and Illinois’ $56,576. These lower averages are likely due to the percentage of individuals living below the poverty level. In the City, 13.1% of the population is below the poverty level, compared to 9.5% in the County and 13.1% in Illinois.
Educational Attainment
Illinois
Education attainment can provide valuable insight into the existing labor force, including availability of skilled and professional workers and demand for training opportunities. The percentage of New Boston residents 25 years or older who have at least a high school diploma (86.9%) is slightly lower than Mercer County (88.1%) and slightly higher than Illinois (86.6%, respectively). The percentage of residents who have obtained a bachelor’s degree is lower (5.5%) than the county (9.6%) and the state (19.1%) This may indicate a need for additional vocational and adult learning programs.
Avg. 2007-2011 Per Capita
$23,112
Median Family
$49,750
Median Household
$44,010
Below Poverty Per Capita
$25,878
Median Family
$62,492
Median Household
$51,216
Below Poverty
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9.5%
Per Capita
$29,376
Median Family
$69,658
Median Household
$56,576
Below Poverty
A-12
13.1%
13.1%
Appendix A
Existing Labor Force A community’s labor force includes all people over the age of 16 classified as employed or unemployed as well as members of the U.S. Armed Forces. Those not included in the labor force statistics include students, homemakers, retired workers, seasonal workers not currently looking for work, institutionalized people, and those doing only incidental unpaid family work. New Boston’s labor force overall is similar to that of Mercer County and Illinois. •
Over the last decade the unemployment rate increased for the City and doubled for both the County and State. Note, in 2010 the United States was in a economic downturn commonly referred to as the “Great Recession”, accounting for the higher unemployment rates.
•
A majority (78.6%) of workers in New Boston earn a private wage and salary, similar to Mercer County at 69.5% and Illinois at 73.3%.
•
Occupations in New Boston are relatively evenly split between “Educational Services”, “Construction”, and “Manufacturing”.
•
The largest industries in the City include Educational, Health & Social Services (18.0%), Manufacturing (19.2%), and Construction (15.5%), which is consistent with the City’s largest employers.
Employment Status
Source: U.S. Census Bureau, American Community Survey
City of New Boston In Labor Force (2000)
275
Unemployment Rate
4.8%
In Labor Force (2010)
400
Unemployment Rate
6.5%
8,839 6,467,700 5.6%
4.5%
8,764 6,616,300 10.8%
10.4%
Source: U.S. Census Bureau, American Community Survey
City of New Boston
Mercer County
Illinois
Private Wage & Salary
78.6%
69.5%
73.3%
Government Worker
11.7%
15.7%
12.9%
Private Not-for-Profit Worker
4.5%
5.3%
8.7%
Self Employed & Unpaid family Worker
5.2%
9.5%
5.1%
Industry
Industry, 2007-2011 Average (2007-2011 Avg.) Source: American Community Survey
Public administration Other services,… Arts, entertainment,… Educational services,… Professional,…
Information
Occupations Source: American Community Survey (2007-2011 Avg.)
Illinois
Class Of Worker
Finance and…
Occupations, 2007-2011 Average
Mercer County
Transportation and…
Illinois Mercer County City of New Boston
Retail trade
40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0%
Wholesale trade City of New Boston Mercer County Management, Service business, occupations science, and arts occupations
Sales and office occupations
Natural resources, construction, and maintenance occupations
Production, transportation, and material moving occupations
Illinois
Manufacturing Construction Agriculture, forestry,… 0.0% 5.0%10.0%15.0%20.0%25.0%
New Boston, Illinois
A-13
A.4 Business & Industry Industrial Sites New Boston has an abundance of land available for business development and redevelopment. Currently there are no industrial or business parks in the City of New Boston.
Major Employers & Manufacturers, 2012
Major Employers The largest employer in the City is the Westmer Community Unit School District, with over 100 employees. Other major employers include manufacturing operations, construction and the US Army Corps of Engineers at Lock and Dam Number 17.
Cargill Incorporated
A-14
Source: ESRI Business Analyst
Employer
Product/Service
Westmer Community Unit School District Educational Services
Kenny Tharp Masonry Restoration US Army Corps of Engineers
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Agriculture/ Manufacturing Construction Lock and Dam
Appendix A
Labor Projections Illinois Workforce Development develops occupation projections. Statewide, one of the fastest growing occupations is Home Health Aides. Healthcare jobs in general are also growing rapidly, both regionally and statewide due in part to the aging population.
Fastest Growing Occupations in Northwest Illinois Source: Illinois Workforce Development
Title Gaming Supervisors Network Systems & Data Communications Analysts Skin Care Specialists Substance Abuse/Behavioral Disorder Counselors Manicurists and Pedicurists Medical Assistants Massage Therapists Social and Human Service Assistants Home Health Aides Mental Health/Substance Abuse Social Workers
New Boston, Illinois
Base Year Projection (2006) Year (2016) 33 46 210 287 67 90 165 221 149 194 415 539 152 195 355 454 907 1,157 143 182
Change 14 77 23 56 45 124 43 99 250 39
Percent Change 41% 37% 35% 34% 30% 30% 28% 28% 28% 27%
A-15
A.5
AGRICULTURE & NATURAL RESOURCES
Natural Resources Physiography
New Boston is located on the Mississippi River. The topography of New Boston is mostly flat to gently rolling. Areas to the northeast and east of the city are hilly and those to the south and southeast are flat. Areas of steep slopes within the planning area are shown on the Development Limitations Map (refer to page A-19).
Drainage Basins & Watersheds
Illinois is divided into four major River Basins (Mississippi River, Illinois River, Ohio River and Lake Michigan) each identified by the primary water body into which the basin drains. The City of New Boston is located within the Mississippi River Basin.
There is approximately 98.93 acres of agricultural land within the City Limits. This is approximately 25.7% of the land area with in the City Limits.
The four major basins are further subdivided into 25 watersheds. These watersheds relate to the land area that directly drains to a common stream, river or lake. The entire City and portions of the County are located in the Mississippi River watershed.
Wetlands
Surface Water
Agricultural Land and Open Space
Wetlands generally occur in low-lying areas and near the bottom of slopes, particularly along stream banks and on large areas that are poorly drained. These lands are generally not conducive for intensive development due to erosive character, high compressibility and instability, low bearing capacity, and high shrink-swell potential of wetland soils.
Floodplains
Floods are the nations most common natural disaster and therefore require sound land use plans to minimize their effects. Benefits of floodplain management are the reduction and filtration of sediments into area surface water, storage of floodwaters during regional storms, habitat for fish and wildlife, and reductions in direct and indirect costs due to floods. Federal Emergency Management Agency (FEMA) designated 100- and 500-year floodplains within the planning area. The Development Limitations Map (on the next page) displays the 100-year and 500-year floodplain in the planning area.
A-16
Section 303(d) of the federal Clean Water Act requires states to develop a list of impaired waters, commonly referred to as the “303(d) list.” This list identifies waters that are not meeting water quality standards, including both water quality criteria for specific substances or the designated uses, and is used as the basis for development of Total Maximum Daily Loads (TMDLs). The Mississippi River is the most significant water feature in the area, and is noted on the Section 303(d) list. Ground Water Groundwater is a critical resource, not only because it is used as a source of drinking water, but also because rivers, streams, and other surface water depend on it for recharge. Groundwater contamination is most likely to occur where fractured bedrock is near the ground surface, or where only a thin layer of soil separates the ground surface from the water table. Groundwater can be contaminated through both point and non-point source pollution (NPS). The most common NPS pollutants are sediment (erosion, construction) and nutrients (farming, lawn care). No data was available to note how susceptible the City’s water supply is to contamination.
MSA Professional Services, Inc.
Appendix A
Development Limitations Map
Intermittent Riverine
Perennial Deepwater River
itte
Marsh
eadow /Wet M
R nt ive
Perennial Deepwater River
rm te In
w Shallo
rin Lake
e Deepwater
st
La ke
ep De
DEVELOPMENT LIMITATIONS
sh
r Ma
Flood Zone 100 500
Slopes 0-2 percent 1-6 percent 1-7 percent iv e
rin
e
2-5 percent 2-7 percent 7-15 percent
rine
itt en tR
Sha
Wetlands City Limits
llow
Lak e
Rive ittent
20-60 percent
Inter m
ter
In te rm
De ep wa
w lo al Sh k La e
ASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Development Limitations.mxd DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
New Boston, Illinois
A-17
A.6
COMMUNITY FACILITIES & SERVICES
General Facilities Health Care Facilities The City of New Boston is served by multiple nearby medical facilities. Nearest are Mercer County Hospital in Aledo, IL, Trinity Muscatine in Muscatine, IA and Great River Medical Center in West Burlington, Iowa. Combined, these facilities provide a full range of services including emergency rooms, inpatient and outpatient surgery, and other specialized care. Veterans are served by the Galesburg VA Clinic. The clinic offers limited outpatient care in a variety of fields, as well as counseling and wellness classes.
Higher Education Facilities There are five higher education facilities located nearby. •
Monmouth College
•
Muscatine Community College
•
Knox College
•
Augustana College
•
St. Ambrose University
Police & Emergency Facilities The City has a police chief to service the area. The volunteer fire department consists of 39 volunteer Fire Fighters. The Police Department is located in City Hall and the Fire Department is located at 602 Broadway Street. Cemeteries The New Boston Cemetery is located at the south east edge of town and is located within the City Limits. Other Facilities • City Hall located at 405 Main Street. •
Museum located at 302 Main Street.
Public School Facilities The City is served by the Mercer County School District. • Westmer Elementary School (301 Jefferson St., New Boston, IL) • Apollo Elementary School (801 SW 9th Street Aledo, IL) • Westmer Junior High School (203 N. Washington St. Joy, IL) • Mercer County High School (1500 College Ave. Aledo, IL)
A-18
MSA Professional Services, Inc.
Boston Bay
Appendix A COMMUNITY FACILITIES
Community Facilities Map
Boston Bay
Community Facilities School
Bay Island Pumping Station
Sturgeon Bay
Community Center City Hall
Camp Ground
School Service Area
Fire Department
City Parks
New Boston Elementary School
Park Service Area New Boston
Museum
Recreation Area
Goose Pond (historical)
Regional Park
Fire Department
New Boston Cemetery
Community Center City Hall
Camp Ground
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO.
New Boston Elementary SchoolAERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
Museum
E
n Facilities Map.mxd
Print Date: 3/14/2014
New Boston Cemetery
Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Facilities Map.mxd
New Boston, Illinois
A-19
A.6 Parks & Recreation In total, the City has approximately 11.34 acres of parkland. Based on the National Recreation and Park Association’s (NRPA) recommendations, the City currently has a surplus of 7.2 acres using a policy of six acres per 1,000 people. Assuming the population projections hold true and the City doesn’t add additional parkland, the City will have a surplus of 6.8 acres by year 2030. Although the total acreage is an easy indicator that a community has met its recreation and parkland needs, it is not the only indicator. Access to parkland is also an important indicator. Generally speaking, any park is accessible by vehicle; however, walkability is even more important, especially for children and young adults. Therefore, neighborhood parks should be within a 1/4 mile in order to service that neighborhood. As the Community Facilities Map on the previous page illustrates, there are areas lacking easy walkable access to parkland. Community parks and play fields provide a wider variety of recreational activities and, therefore, can justifiably service a larger area - generally a one mile radius.
PARKLAND NEEDS FORECAST, 2010-2030 Source: 2010 Census, MSA Predictions
2010
2020
2030
Population
683
714
748
Low Demand (6 acres/1,000)
4.10
4.28
4.49
High Demand (12 acres/1,000)
8.20
8.57
8.97
Total Supply
11.34
11.34
11.34
Surplus (6 acres/1,000)
7.24
7.06
6.85
The National Recreation and Park Association (NRPA) recommends 6-12 total acres of parks or recreation space per 1,000 people within a community. NRPA also defines park and open space types, including desirable size, service area, and total acres needed to service a community. • • • •
Mini Parks - 2 acres or less in size, servicing 1/8 mile radius (0.250.5 acres / 1,000 residents) Neighborhood Playgrounds - 2-4 acres in size, servicing 1/4 mile radius (0.5-1.5 acres / 1,000) Neighborhood Parks - 2-10 acres in size, servicing 1/4 mile radius (1.0-2.0 acres/ 1,000) Community Play fields/Parks - 5 acres or more, servicing 1.0 mile radius (5-8 acres / 1,000)
The community’s park system include the following:
A-20
•
Shotwell Playground and City Park
•
Sturgeon Bay Park
•
Mark Twain National Wildlife Refuge
MSA Professional Services, Inc.
Appendix A
Utilities & Services Stormwater Management
Stormwater management typically includes the collection and controlled release of storm runoff to natural receiving systems, typically through detention and/or retention facilities. The Public Works Department is responsible for the storm sewer system in New Boston.
Sanitary Sewer System
Sewer service is provided by the of New Boston. The sanitary sewer system is currently being reviewed as part of the comprehensive planning process.
Solid Waste & Recycling Facilities
Both solid waste and recycling services for the City of New Boston are provided by Jackon Disposal. Solid waste is disposed of in the Upper Rock Island County Landfill, which is located in East Moline.
Water Supply
The City of New Boston maintains the drinking water supply for the community.
Telecommunications Facilities
Nova provides television service to the City of New Boston. Both telephone and internet services are provided by Frontier Communications.
Gas & Power
Ameren provides gas and power to the City and surrounding communities.
New Boston, Illinois
A-21
A.7
COMMUNITY CHARACTER
City History In 1834 a group of settlers came from Wayne County, Indiana, planted crops in the spring, and went back in the fall for their families. They took back word of the rich soil and the fine timber, and from 1835 on there was a steady stream of settlers, mostly from Indiana, but a few coming up the Mississippi. The 1840 Census of New Boston & Eliza Townships lists the names of heads of household (135), and then enumerates males and females in age categories. 46% of the population was female, so it was definitely a family oriented area. It lists the families by township and includes an occupational code. There were 51 families in Eliza Township and 84 families in New Boston Township. 84% of those families lived on farms. The population of New Boston and Eliza Townships was essentially a young one. 324 children under the age of 15 are listed The town of New Boston included 15 families. Of those, five had persons engaged in commerce, seven had persons engaged in trade, two had persons engaged in river navigation, and three families were engaged solely in farming though they lived in town. Only the Alyea family included professional persons (4). (source: ancestry.com)
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MSA Professional Services, Inc.
Appendix A
Historic Preservation Historic Sites
The Illinois Preservation Agency oversees an array of historically significant places, ranging from earthen-mound remnants to buildings and monuments.
National Register of Historic Places
The National Register is the official national list of historic properties in American worthy of preservation, maintained by the National Park Service. There are currently three sites on the National Register of Historic Places in the City of New Boston.
Matherville Historical Site Map Created 01/07/14 12:33 PM
Copyright 2012 IHPA
New Boston, Illinois
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A.8
COLLABORATION & PARTNERSHIPS
Existing Areas of Collaboration
Entity Name COG/Mercer County
A-24
Existing Cooperation Efforts Disaster Plan
MSA Professional Services, Inc.
Appendix A
Potential Areas of Collaboration
Entity Name
Potential Cooperation Efforts
New Boston, Illinois
A-25
A.9
LAND USE
Existing & Projected Land Uses As of 2013, the City includes approximately 383.22 acres. The majority of the City is currently comprised either as Agricultural and Open Space (25.8% of the City), Public Facilities/Utilities (24.3%) or Low-Density Residential (32.6%). Parks and Recreation make up about 3.0% of the City, and approximately 4.7% is platted lands that are currently vacant. Commercial only makes up 0.7% of the City.
New Boston Existing Land Uses 2010-2030 Source: MSA Predictions
Residential
Acres
%
Single-Family
124.86
32.6%
Multi-Family
1.93
0.5%
Mobile Home
24.37
6.4%
Restaurant
1.65
0.4%
Developable land is limited by several natural features including floodplains, slopes greater than 20%, and wetlands. After accounting for these development limitations, the majority of the City is not restricted by development limitations and the majority of the land in the City Limits and the 2 mile jurisdictional boundary are well suited for new development or infill.
General Retail
0.27
0.1%
Service
0.35
0.1%
General Industrial
5.62
1.5%
Warehousing
0.34
0.1%
Salvage
0.00
0.0%
Ag Industrial
0.00
0.0%
Using the projected population and household sizes, it is expected that New Boston will need an additional 11.98 acres of residential land, 0.23 acres of commercial land and 0.56 acres of industrial land in the next 20 years.
Public Facilities and Utilities
93.07
24.3%
Other Civic Uses
2.30
0.6%
Parks and Rec.
11.34
3.0%
Agriculture and Open Space
98.93
25.8%
Vacant Urban Land
18.19
4.7%
Total
383.22
Note: Residential use projections were calculated by multiplying the change in projected households by the average households per acre, as of year 2010. Projections for commercial and industrial acreage assume that these land uses will grow at a similar rate to the current proportion of commercial or industrial land to residential land (i.e. maintaining status quo). Actual land needs may differ based on market conditions and the land use policies of the City.
Commercial
Industrial
Civic
Undeveloped Land
Projected Land Use Needs 2010-2030 Source: MSA Predictions
Projected Land Demand
A-26
2010
2015
2020
2025
2030
20 Year Change
Population
683
699
714
729
748
65
Housing Size
2.45
2.455
2.46
2.465
2.47
0.02
Housing Units
298
303
309
315
322
23
Residential (acres)
151.5
-
157.4
-
163.5
11.98
Commercial (acres)
2.41
-
2.5
-
2.6
0.23
Industrial (acres)
6.0
-
6.2
-
6.5
0.56
MSA Professional Services, Inc.
Appendix A
Existing Land Use Map
LAND USE Agricultural Church Industrial Low Density Residential Mobile Home Medium Density Residential Mixed Use Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Land Use.mxd
Open Park
Professional/Office Public Restaurant/Bar Retail Service Storage Utility Vacant Extra Territorial Boundary City Limits DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E
New Boston, Illinois
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1 2 3 4 5 6 7 Appendix A Appendix B Comprehensive Plan Maps Appendix C The following maps were used in various formats
throughout the planning process to examine existing conditions, create goals and define policies for the New Boston Comprehensive Plan 2014-2034. Many of these maps are referenced throughout the text and are assembled here in Appendix B for quick reference by plan reviewers. Page B.1 Comprehensive Plan Maps B-2 Regional Context Major Streets Community Facilities Housing Conditions Sidewalk Conditions Development Limitations Existing Land Use Existing Land Use 1.5 Mile Boundary Future Land Use Development Concept Downtown Maps
WHITESIDE
REGIONAL CONTEXT
ROCK ISLAND
HENRY
MERCER
New Boston IL Counties
KNOX
HENDERSON
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
WARREN
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Regional Map.mxd
Print Date: 7/26/2013
MAJOR STREETS
New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Major Streets.mxd
Print Date: 3/14/2014
COMMUNITY FACILITIES
Boston Bay
Bay Island Pumping Station
Sturgeon Bay
Goose Pond (historical)
Community Facilities School School Service Area Fire Department Community Center City Hall
Camp Ground
City Parks New Boston Elementary School
Park Service Area New Boston
Museum
Recreation Area Regional Park
New Boston Cemetery
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Facilities Map.mxd
Print Date: 3/14/2014
HOUSING CONDITIONS Housing Conditions New Good Fair Stressed Dilapidated Mobile Home City Limits
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Housing Conditions.mxd
Print Date: 7/23/2013
SIDEWALK CONDITIONS SidewalkConditions Good Fair Poor City Limits
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Sidewalk Conditions.mxd
Print Date: 7/23/2013
Intermittent Riverine
rest Bottomland Fo
DEVELOPMENT LIMITATIONS
Intermittent Riverine
Perennial Deepwater River rm te In
Flood Zone 100
ive
Perennial Deepwater River
R nt
n omla Bott
itte
adow et Me rsh/W a M w Shallo rin e Deepwate
rest
r Lake
d Fo
500
Slopes
0-2 percent 1-6 percent
De ep wa
ter
1-7 percent La ke
2-5 percent 2-7 percent ep De
7-15 percent sh
r Ma
20-60 percent Wetlands
llow
Lak e w lo al Sh
k La e
Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Development Limitations.mxd
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
Inter m
Sha
ittent R
In te rm
iverin
e
itt en tR
iv e
rin
e
City Limits
E Print Date: 7/26/2013
LAND USE Agricultural Church Industrial Low Density Residential Mobile Home Medium Density Residential Mixed Use Open Park Professional/Office Public Restaurant/Bar Retail Service Storage Utility Vacant Extra Territorial Boundary City Limits DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Land Use.mxd
Print Date: 1/29/2014
LAND USE 1.5 MILE EXTRA TERRITORIAL BOUNDARY Agricultural Church Industrial Low Density Residential Mobile Home Medium Density Residential Mixed Use Open Park Professional/Office Public Restaurant/Bar Retail Service Storage Utility Vacant Extra Territorial Boundary City Limits DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston Land Use 1.5 mile boundary.mxd
Print Date: 1/29/2014
FUTURE LAND USE Rural Lands Low Density Residential Medium Density Residential Mixed Use Commercial Industrial Public/Institutional Open Space Park/Recreation Urban Reserve Area City Limits Infill Residential Infill Mixed Use Future Park/Rec
E
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI Print Date: 1/31/2014
FUTURE DEVELOPMENT CONCEPT Agricultural Church Industrial Low Density Residential Mobile Home Medium Density Residential Mixed Use Open Park Professional/Office Public Rec Restaurant/Bar Retail Service Storage Utility Vacant City Limits Urban Reserve Area
Proposed Road
E
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI Print Date: 1/31/2014
DOWNTOWN CONDITIONS Downtown Riverfront Conditions Good Fair Stressed Dilapidated Empty Lot Mobile Home Campground & Riverfront Downtown New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston DT Building Conditions.mxd
Print Date: 11/22/2013
DOWNTOWN BUILDING SIGNIFICANCE
Building Significance Destination Eye Sore National Historic Registry Public/Civic Downtown New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston DT Building Significance.mxd
Print Date: 11/25/2013
DOWNTOWN LAND USE Downtown Land Use Church Industrial Low Density Residential Mobile Home Mixed Use Park Professional/Office Public Recreation Restaurant Retail Service Utility Vacant Campground & Riverfront Downtown New Boston
DATA SOURCES: MERCER COUNTY BASE DATA PROVIDED BY SMO. AERIAL IMAGERY PROVIDED BY ESRI
CITY OF NEW BOSTON, IL
E Printed By: soshea, File: P:\GIS DATABASE\ILLINOIS\Mercer County\New Boston\Maps\New Boston DT Land Use.mxd
Print Date: 11/22/2013
1 2 3 4 5 6 7 Appendix A Appendix B Appendix C Implementation Study Summaries The following summaries are from the implementation studies that were done in conjunction with the New Boston Comprehensive Plan 2014 - 2034 and were part of the Ike Plan Grant. The complete version of these studies can be found at the City of New Boston City Hall. Page C.1 Water System Analysis C-2 C.2 Inflow and Infiltration Study C-4 Riverfront/Downtown Revitalization Plan is Chapter 5 of this comprehensive plan.
C.1
Water System Analysis
Water System Analysis Summary The City of New Boston has commissioned this planning study to review and evaluate the conditions of their existing water distribution and storage system. The intent of the study is to provide all data necessary to meet the Illinois Environmental Protection Agency’s (IEPAs) and U.S. EPA Safe Drinking Water Act (SDWA) design criteria for water storage and distribution systems. The City of New Boston’s water system is currently supplied by two municipal wells, a water treatment facility designed for iron and manganese removal, a 50,000 gallon multi-leg elevated water storage tank, and water distribution system. A backup generator is present near the treatment facility to provide for emergency power in the event of a power loss. The existing water treatment plant, supply wells, and elevated storage tank are located outside of the floodplain and are not in danger of being breached by floodwaters. Localized flooding will likely limit access to some valves and hydrants in the distribution system without storm water improvements and/ or flood protection measures. The current 50,000 gallon elevated storage tank was constructed in 1963 and is in dire need of rehabilitation. The existing reservoir does not provide enough storage to meet the average daily flow, let alone account for fire protection storage. Static pressures throughout the system range between 33 psi and 47 psi. These pressures are below recommended system pressures.
located loop that provides fire protection for a small portion of the community. The undersized 3 and 4-inch water mains should be gradually replaced over time with a larger diameter 6-inch pipe to increase the capacity of the water system and improve fire protection capabilities. There are several dead ends in the system that could be looped to increase the versatility of the distribution system. Looping also decreases areas of stagnant water and promotes good water quality. Through analysis conducted in this report, the following proposed improvements are recommended for the City of New Boston: Water Storage: Construct a new 100,000 gallon pedesphere-type elevated storage tank at the existing water treatment plant site and demolish the existing water tower. Adding water storage at this location will provide the necessary storage requirements to the City. The estimated cost to construct the elevated storage tank is $955,500. Water Distribution: Install 8,400 L.F. of 6-inch water main to create looping in the distribution system. This looping will reduce dead ends in the system and provide for improved fire protection. The estimated cost to implement the water main work is $725,950. The total estimated cost of the recommended improvements is $1,682,000. The complete version of the 2014 Water System Analysis can be found at the City of New Boston City Hall.
The City of New Boston distribution system is mainly composed of undersized 3-inch and 4-inch transite water mains. The minimum recommended diameter of water main for a fire protection system is 6-inch. The IEPA requires a minimum of 4-inch mains in incorporated areas. The current distribution system layout consists of a 6-inch centrally
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Appendix C Implementation Study Summaries
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New Boston, Illinois
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C.2
Inflow and Infiltration Study
Inflow and Infiltration Study Summary The City of New Boston’s sanitary sewer collection system (SSCS) has historically experienced problems with excessive sewage flow during periods of wet weather. As a result MSA Professional Services, Inc. was contracted by the City to perform a Preliminary Engineering Report and Sanitary Sewer Evaluation Survey (SSES) to determine potential sources of inflow and infiltration (I/I) and identify system improvements that will reduce these clear-water flows. The Preliminary Engineering Report and SSES considered a series of investigations, including manhole inspections, televising, GPS data collection, and mapping of the sanitary sewer collection system. This report documents the findings of these investigations.
The estimate of probable cost to address these deficiencies is $372,000. This estimate includes construction, contingency, and engineering. These recommended improvements could be implemented in a phased approach as funding becomes available. The City should consider additional investigative analysis including: additional sewer televising, smoke testing, sump pump inspections and wastewater treatment plant flow review. The complete version of the 2014 Inflow and Infiltration Study can be found at the City of New Boston City Hall.
Manhole inspections and sewer televising identified a number of deficiencies including: open pick hole manhole lids and leaking manholes, cracked pipe, broken and leaking pipe joints, root intrusion, etc.
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Appendix C Implementation Study Summaries
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New Boston, Illinois
C-5