2015 Lyndon Station Economic Development Plan

LYNDON STATION 2015 Economic Development Plan

Adopted on February 9, 2015

Contents

Preface

TABLE OF CONTENTS Executive Summary ................................... iii Chapter 1: Introduction ............................. 1 1.1 Plan Purpose 1.2 Planning Process 1.3 CTH HH Reconstruction Project 1.4 Prior Planning Summary 1.5 Potential School Closure 1.6 Business Survey Summary 1.7 Consumer Survey Summary

Chapter 2: Market Analysis........................ 11 2.1 Regional Context 2.2 Residential Profile 2.3 Retail Market Study 2.4 Business Mix Assessment 2.5 Tourism Analysis 2.6 Housing Market Summary

Chapter 3: Physical Assessment............... 33 3.1 Commercial Districts 3.2 Business Park Expansion

Chapter 4: Recommendations................... 43 4.1 Administration 4.2 Marketing & Events 4.3 Infrastructure Improvements 4.4 Redevelopment Opportunities

Chapter 5: Implementation Plan................ 61 5.1 Organization, Marketing & Outreach 5.2 Action Plan 5.3 Funding Strategies

Appendix: A.1 Funding Strategies Summary

Economic Development Plan

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Preface

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Village of Lyndon StaĆ&#x;on

ExecuƟve Summary

Preface

ExecuƟve Summary Markets (e.g. housing, retail, development, etc.) are always in flux, impacted by national, regional, and local conditions. The last decade is a stark reminder of this fact. The Great Recession significantly impacted development and growth in most sectors of the marketplace; and while there has been a slow and modest recovery, the effects have been long lasting.

Demographics are also shifting both in Wisconsin and nationally where there is a growing senior citizen population (due to the babyboomers generation), as well as more families delaying (or not having) children. These population shifts affect housing needs and increases the desire for more varied types of housing developments.

The objective of this project is to develop a plan that will help Lyndon Station better position itself favorably in response to emerging market trends. The Village of Lyndon Station desires to complete a comprehensive Economic Development Plan that will assess the Village’s existing and future marketplace, evaluate the Village’s commercial and industrial areas for redevelopment opportunities, and develop a strategic implementation plan that will capitalize on the market opportunities identified during the planning process.

This can be accomplished by making smart infrastructure improvements, fostering sustainable business growth, and effectively marketing those development types that meet an undeserved market sector as well as those market sectors that Lyndon Station shows a competitive advantage. And finally, this Plan will provide realistic funding programs that will allow for implementation of the Plan’s strategies and recommendations.

Economic Development Plan

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Preface

ExecuƟve Summary

CHAPTER ONE: INTRODUCTION

CHAPTER TWO: MARKET ANALYSIS

Planning Process

Context and Profile

This Plan was discussed and developed between August 2014 and January 2015.

Involving people who are directly affected by the Economic Development Plan, especially the local businesses, were an important step in this planning process. In the beginning of this planning process, a business and consumer questionnaire was dispersed and collected, accessing the local business market and needs of the community. Additionally, MSA presented to the Lyndon Station Community Chamber midway through the project to inform of the results of the surveys and the market analysis, and provided opportunities to provide feedback and ask questions. Other steps taken are summarized in the project milestones listed below.

Project Milestones Wetland Delineation Conducted August 22 - September 2, 2014

Village Board Update October 13, 2014

Online Survey Administered October 6-19, 2014

Business Survey Hand Delivered (& Administered) October 6-17, 2014

Lyndon Station Community Chamber December 15, 2014

Village Board Update January 12, 2015

Public Hearing January 29, 2015

Lyndon Station is in a region of the state that is a popular tourist destination (due primarily to the Wisconsin Dells). Due to it’s proximity to the Wisconsin Dells and I-90/94, tourists and work commuters also impact the Village’s economy in addition to the local population.

Data from the Wisconsin Department of Administration show that Lyndon Station’s population of approximately 500 is projected to grow by 5% by the year 2040. This is considered slow growth and will not assert much of an impact on Lyndon Station’s marketplace growth. Though age of this population will impact the marketplace as it is an indicator for tastes and preferences.

Though currently Lyndon Station has a lower median age than that of Juneau County as a whole, the trend of a large and increasing senior population is affecting the community.

Particularly as more baby-boomers retire in the area, needs are going to change. For instance, the demand for senior housing and assisted living facilities will increase. If the Village wants to retain this population and help Boomers age in place, it should increase the number of housing options for this group as well as ensure there are sufficient general goods and services near these facilities which will be more convenient for seniors to frequent.

Income also indicates spending power and consumer preferences. The Village has low median family and household incomes compared to the County and State. The rate of income increase has been increasing over the past decade at a rate of 25-50%. If the trend for increasing income takes hold, the demand for goods and services in Lyndon Station will likely also increase.

Income is impacted by educational attainment.

Education attainment influences the jobs consumers are able to hold and thus their income levels. The percentage of those in Lyndon

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Village of Lyndon StaƟon

ExecuƟve Summary Station with a college degree is 12%, which is low compared to the state. In order to improve the area’s job market, the Village may want to consider increasing locally available educational opportunities for older adults to increase their skills and education and possibly open them up to new and higher paying job options.

Lifestyle Segmentation ties together the population’s demographic and socioeconomic data and attempts to make sense of how different groups choose to spend their money and what their priorities are. The population living in Lyndon Station’s Convenience Trade Area can be generalized by the following qualities: ► Enjoy time spent outdoors - boating, camping, hunting, fishing and/or working in their gardens, ► Are likely to have pets, and ► Are do-it-yourselfers.

Trade Areas Trade areas are regions that generate customers to a certain retial area. The two types of trade areas, Convenience Trade Area (CTA) and Destination Trade Area (DTA), were calculated for Lyndon Station. The CTA is where most of the customers are coming from are shop due mainly to the convenience of the location. The DTA is a larger area where customers are drawn from due to comparison shopping and price point or the fact that they need to drive further to do their convenience type shopping.

Preface

Retail Analysis The Retail Gap Analysis showed that Lyndon Station’s marketplace is seeing significant leakages to other marketplaces. It is always expected that a community will lose sales to some other marketplaces and even online, but a marketplace should try and soak up some of these leakages where it can.

The only industry in Lyndon Station that saw spending from outside the trade area was gasoline stations and drinking establishments. There are some industry groups that are adequately serving the area, but could increase their market share; building materials and supply dealers, used merchandise stores, and auto parts/tire stores.

Although there is unmet demand for most industries, not all businesses in this category are good candidates to attempt to recruit to Lyndon Station. People are always going to comparison shop, but demand is not always large enough to merit a new store opening it’s doors in the Village.

There are several industries that Lyndon Station’s trade area could support: ► A food & beverage store (grocer), and ► A clothing store.

Both these business types show just enough demand for a store, which can be concerning since it is generally unrealistic to think that a new store would capture all the local demand. Also noteworthy is several industry groups lack enough sales for a new store, but could be targeted by existing business as a supplementary good or service.

Another consideration should be given to services that associate with number of providers per residents, rather than retail gap. For instance, a local chiropractic, dentist and doctor office can support up to 1,500 patients. Even though the Village only has a population of 500, the Village’s primary (destination) trade area includes roughly 4,500 residents (1,000 of which are in the CTA).

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Preface

ExecuƟve Summary

Business Mix Business mix impacts the variety of workers and salaries in a community and also increases the opportunity for businesses to cluster with related businesses and suppliers.

There are 39 total businesses in Lyndon Station and a majority are small businesses (1-4 employees).

The industries with the most establishments are Accommodation and Food Services, Retail Trade, and Construction, however Manufacturing and Retail Trade businesses employ the most workers.

Another way of looking at business mix is by analyzing the location quotient which compares employment by sector in a target area to a base area to determine which sectors drive the local economy. Comparing Juneau County to the State of Wisconsin demonstrated that the top five industries that drive the local economy are: Crop Production, Fabricated Metal Product Manufacturing, Gasoline Stations, Wood Product Manufacturing, and Truck Transportation.

Based on the industries that have a competitive advantage in the Village and in Juneau County, it is suggested that wood product manufacturing and truck transportation are the strongest markets to target. Though fabricated metal production and crop production are also worth considering.

Wood Product Manufacturing Businesses that are compatible with wood product manufacturing include:

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Forestry and loggers

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Mills

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Furniture production

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Paper manufacturing

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Printing company

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Hardware stores

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Truck/freight transport services

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Construction companies

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Logging equipment suppliers

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Home manufacturers

Village of Lyndon StaƟon

Truck Transportation The importance of specific items will differ, but each new location decision usually involves an examination of issues such as: ◘

Ability to access key markets

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Interaction with the transportation network

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Modal choice

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Labor and workforce

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Total cost environment

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Utilities

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Availability of suitable facilities

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Permitting and regulation

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Tax environment

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Public assistance and incentives

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Climate and natural hazards

Fabricated Metal Production Businesses that are compatible with the fabricated metal industry include: ◘

Truck & freight transportation services

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Foundries

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Other metal end-product manufacturing

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Metal production and processing

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Research and development services

Crop Production Businesses that are compatible with crop production include: ◘

Tractor sales

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Research and Development services

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Warehouse and storage services

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Rail transportation

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Truck and freight transportation services

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Wholesale trade

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Irrigation and water supply companies

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Greenhouses & nurseries

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Forestry & logging

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Crop harvesting

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Food processing

ExecuƟve Summary

Preface

Tourism meet these changing demands, in particular for seniors. It will be important to ensure that any new housing construction offer affordable rents to the population living there to avoid gentrification.

The Village of Lyndon Station has the potential to pull more tourism spending from the Wisconsin Dells than it currently does. Currently Juneau County only received 5% of the Dells region’s director visitor spending. The Village could do this by using the right marketing and having the right attractions to draw people to the area. If the Village were to offer more tourist-oriented businesses and hold more events that bring people into the community there may even be additional demand that is not represented in the retail gap analysis. The Village needs to consider businesses and attractions that are underrepresented in the region.

CHAPTER THREE: PHYSICAL ASSESSMENT Redevelopment Opportunities Parcels that are strong candidates for reinvestment are either vacant or are for sale, have low improvement value (relative to land value), have buildings that are in poor condition, or have uses that are ill-suited for a downtown environment. The map shown above illustrates reinvestment opportunities within the downtown. ►

Red parcels are the most viable for reinvestment/ redevelopment, as they do not have structures or they are currently for sale.

►

Orange parcels are viable for reinvestment/ redevelopment due to low values, but they are not for sale and they are not vacant.

►

Yellow parcels are less viable for redevelopment due to stronger values, but are candidates for reinvestment to improve poor exterior conditions.

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It is certain that the number of Baby Boomers will increase, but it will be important to be aware of any other changes that occur in the Village.

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REINVESTMENT OPPORTUNITIES (COMMERCIAL DISTRICTS)

VILLAGE OF LYNDON STATION JUNEAU COUNTY, WI

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Village of Lyndon Station

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Economic Development Plan vii

Preface

ExecuƟve Summary

CHAPTER FOUR: ED STRATEGIES The economic development strategy for the Village is an asset-based strategy which involves leveraging its local resources (i.e. natural resources, socio-cultural, and economic advantages). Based on this strategy several over-arching strategies are being recommended.

Administration (A) A-1: Organize a working group/committee made up of members from the Village Board, Chamber of Commerce, local businesses, residents, and regional partners. This group will meet regularly and discuss and push forward all of the actions outlined in this plan.

A-2: Create a Tax Increment District. This will be used as a financial tool by the Village to promote tax base expansion, increase employment, and generally revitalize the community.

A-3: Create a Village Revolving Loan Fund.

This will allow the Village to assist with nonemployment related business investments.

A-4: Develop a facade improvement grant program. This will help stimulate exterior building improvements and improve the perception of the Village.

Marketing and Events (ME) ME-1: Expand the Village’s Buy Local Program.

For the economic health of the community it is important to encourage residents and those living in small communities around Lyndon Station, to shop in the Village.

ME-2: Enhance the Village’s online presence as society is increasingly receiving a large portion of its infromation from online sources. Specific tactics here involve expanding the presence of the Village’s websites online, creating a Chamber website, and encourage customers to review local businesses online.

ME-3: Businesses should use traditional media sources for advertising including the radio and

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newspapers. Although the internet is a popular way to get information, people still use other types of media to get news and information - particularly the older demographic.

ME-4: Develop a community logo to give a visual representation of Lyndon Station. This logo should be simple, unique and easily recognizable.

ME-5: Improve existing and create new signage for the community and businesses in the community.

The Village should capitalize on the proximity of I-90/94 and attempt to draw new commuters and visitors to the area.

ME-6: Tourist Attraction Packaging that includes multiple activities or businesses at a reduced cost.

Consider looking into other smaller communities in close proximity to the Dells that could combine with Stalker Paintball (and/or others) to attract tourist and/or regional residents.

ME-7: Create welcome packets that welcomes new visitors and informs them about Lyndon Station’s history, services, and businesses.

ME-8: Market existing community events to a wider audience and consider hosting new events such as art installation, farmer’s markets, concerts, movie nights, and sidewalk sales.

Infrastructure Improvements (II) II-1: Lack of parking can impact business vitality. To offset upcoming parking losses, the plan recommends improving parking efficiency, creating more parking, and adding signage directing people to public parking lots.

II-2: Streetscaping shows that residents and business owners take pride in the Village and are taking initiative to revitalize the area. General streetscaping guidelines are given in this plan and a specific streetscaping plan is laid out which addresses sidewalks, lighting, bumpouts, crosswalks, and street furniture.

II-3: Extend fiber optic cable to Lyndon Station.

High-speed internet will aid in business

Preface

development and make the Village more attractive to companies that depend on fast internet speeds to do business.

II-4: Create an outdoor activity park. The Dells is a major tourist area and one way to tap into this market is to offer something that the Dells can’t - this plan is suggesting a mountain bike trail on an existing Village-owned site.

II-5: Expand the Industrial Park. There are two opportunities to expand the industrial park which should be taken in the sequential order outlined at the end of this report.

Redevelopment Opportunities RO-1: There are five potential catalytic redevelopment sites within the downtown that could capitalize on the demand gap within the Lyndon Station marketplace. The above map illustrates these potential sites (see downtown inset), and are described briefly here.

ExecuĆ&#x;ve Summary

Preface

RO-1.1: Mixed Use / Commercial Site: This 0.57acre redevelopment area has good visibility along US 12 and is just a half block off of the downtown core.

Potential uses for the site include a pharmacy, a local eatery (e.g. bakery, deli and restaurant), a medical office, or a multi-tenant building. Smaller businesses needed in the community that could fill a small multitenant building include a health and beauty store, nail salon, and clothing boutique store. There is also potential to include upper story residential dependent on the overall size of the building and total parking needs.

RO-1.2: Office/Retail / Mixed-Use Site: This 0.43-acre redevelopment area is at the edge of the downtown core and is just off of US 12. Potential uses for the site include a local eatery (e.g. bakery, deli and restaurant) or medical office.

RO-1.2/3: Commercial Site: If a larger development is desired, there is potential to include both Redevelopment Sites #2 and #3. This would increase the redevelopment area to 0.89 acres, providing more development options such as a dollar store, a pharmacy, or a multi-tenant building.

Economic Development Plan

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ExecuĆ&#x;ve Summary

RO-1.4: Downtown Retail Site: This redevelopment site is an vacant portion of an existing development in the downtown core. The entire property is 0.43 acres with the vacant portion covering roughly 0.25 acres. Redevelopment options include subdividing the parcel and building a new small retail store, or build an addition to the existing building with new or expanded businesses.

RO-1.5: Housing / Commercial Site: This 2.4acre site provides the largest opportunity for redevelopment due to its size, and its location close to the downtown core and along US 12. The most ideal development option is senior or condo housing. If a commercial use is desired, consider a pharmacy or dollar store.

On-going Actions

Funding

ME-1 ME-2.3 ME-2.4 ME-3

JEM

ME-5.3 ME-6 ME-8

JEM

SS-1

RO-2: Proximity to the interstate also presents an opportunity to consider adding commuterdriven commercial businesses near the interstate interchange. Based on existing marketplace and franchise requirements, KFC and Taco Bell are the most compatible with the Lyndon Station interchange. There is even an opportunity to combine these two franchisees with a multi-brand store. Another option could be a locally run food and beverage establishment, especially one that provides coffee, bakery and/or sandwich goods.

Several sites surrounding the interchange are discussed within the plan.

RO-1

State Trust Fund Loan, USDA, TIF

RO-2

State Infrastructure Bank, State Trust Fund Loan, USDA, TIF, TEA

"As Needed" Actions II-1.2

Short Term Actions

Funding CDBG, State Trust Fund Loan, TEA, TIF

Funding

(2015-2018)

CHAPTER FIVE: IMPLEMENTATION PLAN This section features a compilation of economic development actions and strategies identified in Chapter 4. Each action/strategy includes a completion timeframe (i.e. short-, mid- and long-term). In the right column are those actions that are on-going, as-needed, and are recommended to be completed between 2015-2018. Where other sources of potential funding may exist, such as grant programs, these are noted in this Chapter. See Appendix A for more detail on specific funding strategies, as available at the time this plan was adopted.

A-1 A-2 A-3 ME-2.1 ME-4 ME-5.1 ME-5.2 ME-7 II-1.1 II-1.3 SS-2

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Village of Lyndon StaĆ&#x;on

TIF (creation costs can be charged to the TID) TIF, USDA, utility districts

sponsored businesses, Community Chamber CDBG, State Trust Fund Loan, TEA, TIF CDBG, State Trust Fund Loan, TEA, TIF CDBG, TIF, TEA

CHAPTER 1 INTRODUCTION & PUBLIC INPUT 1 2 3

Plan Purpose Planning Process CTH HH Reconstruction Project

Markets (e.g. housing, retail, development, etc.) are always in flux, impacted by national, regional, and local conditions. The last decade is a stark reminder of this fact. The Great Recession significantly impacted development and growth in most sectors of the marketplace; and while there has been a slow and modest recovery, the effects have been long lasting. Demographics are also shifting both in Wisconsin and nationally where there is a growing senior citizen population (due to the baby-boomers generation), as well as more families delaying (or not having) children. These population shifts affect housing needs and increases the desire for more varied types of housing developments. There is also a growing demand for better bike and pedestrian accommodations, as well as a desire for more walkable commercial centers. More locally, there is the planned road reconstruction of Wisconsin Street (HWY HH), the possible closure of the public grade school, and the addition of a 62-acre Village-owned parcel near the Business Park.

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Prior Planning Summary Potential School Closure Business Survey Summary Consumer Survey Summary

1.1 PLAN PURPOSE The objective of this project is to develop a plan that will help Lyndon Station better position itself favorably in response to emerging market trends. The Village of Lyndon Station desires to complete a comprehensive Economic Development Plan that will assess the Village’s existing and future marketplace, evaluate the Village’s commercial and industrial areas for redevelopment opportunities, and develop a strategic implementation plan that will capitalize on the market opportunities identified during the planning process.

This can be accomplished by making smart infrastructure improvements, fostering sustainable business growth, and effectively marketing those development types that meet an undeserved market sector as well as those market sectors that Lyndon Station shows a competitive advantage.

And finally, this Plan will provide realistic funding programs that will allow for implementation of the Plan’s strategies and recommendations.

Economic Development Plan

1

Chapter 1

IntroducƟon

1.2 PLANNING PROCESS

1.3 CTH HH RECONSTRUCTION PROJECT

This Plan was discussed and developed between August 2014 and January 2015.

Involving people who are directly affected by the Economic Development Plan, especially local businesses, was an important step in this planning process.

The project included a business and consumer questionnaire to assess the local business market and the needs of the community. The results of the survey, and market analysis (Chapter 2) were presented to the Lyndon Station Community Chamber for discussion and feedback. The project concluded with a presentation and public hearing before the Village Board. Other project milestones are summarized below.

CTH HH runs through the heart of the community and connects the Village to Interstate 90/94. It is functionally classified as a major collector, and is a designated “Alternative Route” for Interstate highway travelers. A pavement replacement project is currently being designed for CTH HH from the south county line through the Village of Lyndon Station, covering 5.33 miles. The project is currently scheduled to be completed in 20172018.

Project Milestones Wetland Delineation Conducted August 22 - September 2, 2014

Village Board Update October 13, 2014

Online Survey Administered October 6-19, 2014

Business Survey Hand Delivered (& Administered) October 6-17, 2014

Lyndon Station Community Chamber December 15, 2014

Village Board Update January 12, 2015

Public Hearing January 29, 2015

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Village of Lyndon StaƟon

In the Village of Lyndon Station, the project is an urban reconstruction of CTH HH to Wright St. There will be new pavement, curb and gutter, sidewalk, pavement marking and permanent signing. Storm sewer will be replaced and it is anticipated to match into existing outfall pipes (the outfalls to the creeks will not be changed). The Village is planning on replacing its sanitary sewer and water main in this WisDOT-let project. Very little new right-of-way acquisition is anticipated.

However, this reconstruction project will impact downtown parking, as its existing angled parking creates vehicle conflicts that are less than desirable for an “Alternative Route” for Interstate traffic.

Downtown Parking will be reviewed further in this planning process with recommendations that will help alleviate concerns regarding relocating parking to ensure a prosperous downtown.

IntroducƟon

Chapter 1

1.4 PRIOR PLAN SUMMARY There have been a few recent planning processes that address some aspects of this area of Lyndon Station. The visions crafted and decisions made in these prior plans are acknowledged here and are incorporated and referenced as appropriate in this Plan.

2009 Village Comprehensive Plan This long-range plan helps Village officials make future land use decisions based on the following vision created during the planning process: “The Village of Lyndon Station envisions itself as a community that sustains itself into the future with progress on job development and new housing opportunities. This vision is based on the advantages of the Village’s scenic landscape and its key regional location on Interstate Highway 90, and State Highways 12/16.”

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A proactive village government in facilitating land development through cooperation with landowners/developers and the provision of needed infrastructure. The ultimate goal is to apply village investments in areas that will generate public revenues, village population growth and local business activity that wouldn’t otherwise take place.

2008 Juneau County Retail Market Analysis This study analyzed the demand for retail products and services in Juneau County. This analysis did not specifically talk about Lyndon Station, but has some insights regarding nearby communities.

For instance, it states that Mauston is centrally located in Wisconsin, which puts the community near a variety of attractions and recreational opportunities. This suggest the same for Lyndon Station, as it is located just south of the City of Mauston and closer to Wisconsin Dells.

The comprehensive plan discusses the importance of the recreation based tourism and manufacturing industries in and around Lyndon Station. Tourism has and will continue to be a significant economic force on the region due to the Village’s proximity to Wisconsin Dells. The County and the Village are both experiencing a transition from traditional rural jobs and farm employment to urban service and manufacturing jobs. This plan also noted that the health care industry is expected to grow as the “baby boom” population reaches retirement ages.

The following objectives were put forth in the Comprehensive Plan to better position Lyndon Station given the these locational, economic, and demographic trends: Objectives ◘

Growth in the number of jobs and in the tax base.

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Proactive efforts to help adjust local economy to influences from the recession, particularly protection of existing jobs.

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Positive relationships between business and government.

Mauston’s Convenience Trade Area (CTA) was described as the 53948 zip code, which is roughly a ten minute drive time boundary. In order to determine the Destination Trade Area (DTA), an equal competition analysis was conducted establishing market boundaries around Tomah, Wisconsin Rapids, Wisconsin Dells and Richland Center. This led to Mauston’s DTA to include zip codes for eight communities: Necedah (54646), Arkdale (54613), Friendship (53934), New Lisbon (53950), Mauston (53948), Elroy (53929), Wonewoc (53968), and La Valle (54941). This methodology was considered when developing Lyndon Station’s CTA and DTA (Chapter 2).

Economic Development Plan

3

Chapter 1

IntroducƟon

1.5 POTENTIAL SCHOOL CLOSURE Most schools across Wisconsin are currently being affected by budget cuts and Lyndon Station’s Elementary School is no different.

The Mauston School Board is currently considering methods to close the $300,000 annual operating deficit it is facing and one of their options is to close Lyndon Station Elementary School. According to district records, Lyndon Station is projected to need approximately $458,000 in upgrades over the next decade. With no projected increase in residents and tax base, this cost is projected to be more than the district can bear.

Though there is little evidence that school closures impact children’s ability to learn and perform, there are examples and studies on how school closures have impacted communities and entire school districts. One of the biggest impacts of school closings is the cost; closing schools is expensive. In 2008, 23 schools were closed in Washington DC and the total cost of the closures ended up being approximately four times more expensive than estimated. School closures are expensive because districts have to relocate inventory, pay to transport students of the closed schools to new schools, renovate the schools receiving these new children to accommodate higher numbers in addition to possibly hiring new staff, and lastly there are costs associated with demolishing or preparing schools to be sold. In adddition, sometimes it can be difficult to sell a school for another use and the costs associated for maintaining the vacant building can be costly.

School closures also have an impact to the community as a whole. Closing a school, especially in a small community, can affect housing values and economic development.

According to the Rural School and Community Trust (n.d.), rural communities with schools had higher growth rates, housing values, and incomes, more professional workers

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Village of Lyndon StaƟon

and entrepreneurs, and a low percent of households receiving public assistance than did rural communities that had lost their schools (Lyson 2002). Also, schools generally provide community programs during offhours, including health clinics and continuing education courses. In addition, schools tend to bind communities together as they serve as community gathering places. As Lyndon Station does not currently have a Community Center, losing this community institution could have a negative impact on existing resources and overall opinion of the community. The appearance of a school, particularly the exterior of the building and the grounds, sends a message about the community’s convictions and commitment to education. If a former school sits vacant it sends a negative image on the community. At times, school disinvestment has also led to increased disinvestment in communities in the long run.

Whatever the outcome of the debate on whether to close or re-invest in Lyndon Station Elementary School, the decision will have at least some impact on the community. It will be imperative that the Village/School Board consider options for reuse of the building if the school were to close. There could potentially be a use that not necessarily will offset the loss, but will at least mitigate the ill-effects attached to a vacant school site.

Charter School Another option that has been proposed is to convert the school to a charter school.

The concept for the charter school is to create a Montessori School which focuses on “exploratory education” and does not follow the traditional educational model.

School officials believe this unique learning environment could serve to attract enrollment from Wisconsin Dells and Reedsburg school district, but it could also deter current students because it strays away from the traditional

IntroducĆ&#x;on

educational model. Either of these proposed actions to Lyndon Station Elementary School would have an impact on the community and its residents.

If Lyndon Station Elementary School was to become a charter school there would be the continued benefit of having this community institution and gathering place in the Village.

The charter school even has the potential to create additional draw to Lyndon Station for families which could create an increase in demand for housing and encourage people to relocate to the Village. This is exactly what happened when a partnership between the City of Philadelphia and the University of Pennsylvania formed to create a charter school in a deteriorating area within the city; the unique educational option spurred a great deal of demand for housing nearby .

Chapter 1

Other Alternatives If the school were to close it will be important for the Village (in coordination with the School District) to develop a reuse plan for the site.

The worst case scenario is the school closes and the building sits vacant, costing the School District money to maintain a vacant building and the Village sees one of their strongest assets become a liability and deterrent to growth. A reuse plan can evaluate options to reuse the facility for a senior / community center, fitness center, office center, etc. or to redevelop the site for new commercial or housing uses.

Today, waitlists for Montessori Schools in Madison, Wisconsin are quite long and this instance isn’t uncommon across the United States. On the other hand, parents who are looking to have their children receive a traditional education may choose to make the decision to relocate to a community where they can get just that.

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1.6 BUSINESS SURVEY On October 6th, 2014, the business survey was hand delivered, or subsequently mailed, by MSA staff and Lyndon Station Chamber members to 34 businesses in the Lyndon Station area. Thirteen of which were returned (38% return rate).

Business Type Restaurant/Bar

21%

21%

Retail/Service Public Admin

Business Inventory Questions 21%

Office

21%

Manufacturing

14% Other

0%

Busiest / Slowest Month 45% 40%

42% 36%

35% % of Respondents

Based on the survey results, the business mix is primarily split between restaurant/bar, retail/ service, and manufacturing. Offices make up the remaining 18%. The average business size is 8,500 sq.ft.; however, this number is higher due to one business having 57,400 sq.ft. (without this business the average is 3,300 sq.ft.). Nearly twothirds of surveyed businesses employ 2-5 people, while 15% employ one person, 8% employ 6-20 employees and 15% employ 21-50 employees.

Nearly two-thirds have been in operation for 10 or more years and approximately one-third have been in operation for 1-4 years. When asked what the advantages were with doing business in Lyndon Station, responses included: accessibility (54%), resident population (31%), proximity to Village building/services (23%) and high vehicle traffic (23%). The busiest month for the majority of businesses is July not surprisingly, and the slowest noted by businesses was in January and February.

SLOW

30% 25%

BUSY

25%

20%

17%

15% 10% 5% 0%

Market Conditions/Plans Questions When asked what the major issues facing businesses in Lyndon Station, the majority stated computer/technology issues (77% of respondents) and general operating costs (40%). Over the last 12 months, approximately 54% of businesses saw the same level of business with 38% seeing moderate growth. When asked about their business plans over the next 18 months, 46% had no plans, 23% plan to expand operation, 15% plan to relocate, and 15% plan to sell their business.

Businesses see financing and telecommunication infrastructure as critical factors for their success and expansion. When asked of their confidence in the economic future of the downtown, the majority (62%) responded with low confidence.

Major Obstacles Facing Business Computer/technology issues General operating costs Availability of employees Competition Parking Property improvements Insurance costs Payroll costs Lack business mix to draw on Qualified labor Outdated machinery/technology Availability of telecom services Cash flow/working capital Public safety/crime Current economic conditons Internet competition

77% 38% 31% 31% 31% 31% 23% 23% 23% 23% 23% 23% 15% 8% 8% 8% 0%

20%

40%

60%

% of Respondents

6

Village of Lyndon StaĆ&#x;on

80%

100%

IntroducĆ&#x;on

Chapter 1

Business Variety Questions Two-thirds of respondents believe that their toughest competition is a business in another community. When asked what types of businesses should be recruited to Lyndon Station to improve its attractiveness as a shopping / business district, responses included research facilities, retail, hotel/ motel, library, community center, manufacturing, auto repair, hardware, raft stores, and restaurants.

However, when asked what impact a similar business would have on them if they moved into Lyndon Station, 46% felt it would take away some of their business and an additional 31% believe it would threaten the existence of their business.

Business Marketing Questions When asked where the majority of their business sales were from, roughly 40% stated Juneau County and 17% stated the Lyndon Station area specifically. Less than 10% stated the internet as the primary market and none of the businesses who responded stated travelers/tourists were their primary market.

Thirty-eight percent of businesses said they would be interested in participating in a cooperative business marketing effort to attract customers to the downtown and/or encourage residents to shop locally. An additional 31% of businesses stated they may be interested in such an effort.

Currently, the top two community events that best increase foot traffic and/or sales volume for businesses in Lyndon Station are Park Fest and Wine Walk.

Public Improvement Questions Based on responses from downtown businesses, the items that need most improvement in the downtown are street lighting/streetscaping, internet accessibility, and overall facade conditions. If these improvements were made, majority of businesses believe they will see more vehicle traffic (62%), as well as demand for additional operational space (54%). Thirty-eight percent believe these improvements will result in new job creation.

Critical Factors for Business Expansion Financing

46%

Telecommunication Infrastructure

31%

Up-to-date Equipment/Tech.

23%

Current Inventory

23%

Tourism

23%

Qualified Labor

23%

Foot Traffic

15%

Public Access

8% 0%

10%

20%

30%

40%

50%

% of Respondents

Primary Market Area Lyndon Station area

17%

17%

Juneau County Surrounding Counties

8%

Travelers/Tourist (0%)

17%

Internet

42%

Other

Public Improvements Desired Street Lighting

46%

Internet Accessibility

38%

Overall Façade Conditions

38%

Streetscaping

38%

Landscaping / Green Spaces

31%

Public Safety

23%

Signage

8%

Sidewalks

8%

Parking Availability

8%

Delivery Access

0% 0%

10%

20%

30%

40%

50%

Economic Development Plan

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% of Respondents

Chapter 1

IntroducĆ&#x;on

1.7 CONSUMER SURVEY The 32-question consumer survey was available at the Village Hall and online (via surveymonkey.com) from October 6-19, 2014. In total, 46 surveys were returned. For the size of the community (pop. 500), the number of responses is statistically significant, and thus, provides an accurate snapshot of consumer opinions and shopping habits.

Of those that responded, 74% either worked or lived in Lyndon Station, 13% were visitors (i.e. they live nearby but do not work in Lyndon Station), and 13% were tourists (i.e. they neither work or live nearby). The mix of respondents was significant with the majority being male (55%), between the ages of 45-64 (52%), married (70%), and with an annual household income of $35,000-$74,999 (56%). Nearly a third of those responding have at least one child under the age of five, and roughly 15% have at least one child ages 5-9, 10-14 and/ or 15-17.

Shopping Habits Questions Two-thirds of the respondents do their grocery shopping either in Wisconsin Dells (33%) or Mauston (33%) with only 7% doing their grocery shopping in Lyndon Station. For their non-grocery needs, the majority shop in Wisconsin Dells (44%) or Baraboo (24%) with no consumers doing their primary non-grocery shopping in Lyndon Station.

The majority of respondents only go out to eat 1-2 times a month for breakfast (64%), lunch (45%) and dinner (55%); however, roughly one-third go out 1-2 times a week for lunch and dinner. When asked what are important factors to where they shop, the top three responses were selection (89%), cost (82%), and quality (78%). Only 38% felt familiarity/ loyalty is an important factor in shopping location.

The best time for consumers to shop during the week is from 4pm-7pm (42%) and 10am-4pm on the weekend (68%).

When making a buying decision, the majority of respondents are influenced by word of mouth (69%) followed by the newspaper (35%). The top media outlets suggested include the Juneau City Star Times, Mauston Newspaper, Juneau County Reminder, and Messenger.

8

Village of Lyndon StaĆ&#x;on

Primary Shopping Locations Other

Non-Grocery Grocery

9%

Internet/Mail Order Baraboo Area

24%

13% 11%

Mauston Area

33% 44%

Wisconsin Dells Area

33% 7%

Lyndon Station 0%

10%

20%

30%

40%

50%

Important Factors to Shopping Location Service

73%

Selection

89%

Quality

Not Important Neutral

78%

Price

Very Important

82%

Familiarity/Loyalty

38%

Convenience

76% 0%

20%

40%

60%

80%

100%

Best Shopping Timeframe 80%

68%

70%

Week

60%

Weekend

50%

42%

40%

27%

30% 20%

18% 18% 9%

10%

13% 5%

0% Prior to 10am

10am-4pm

4pm-7pm

After 7pm

Restaurant/Eatery Frequency 100% 90%

9%

9%

80%

32%

27%

70% 60%

5 or more times a week 2-4 times a week

64%

50%

1-2 times a week

40%

45%

55%

30%

1-2 times a month

20% rarely/never

10% 0% Breakfast

Lunch

Dinner

IntroducĆ&#x;on

Chapter 1

Lyndon Station Shopping Questions At least 50% of the respondents go out 1-2 times a week to do grocery shopping, non-grocery shopping, purchase gasoline, and go out to a restaurant/cafe. Based on their responses, the majority of these purchases are outside of Lyndon Station, excluding gasoline purchases which are split roughly even, and taverns/bar are frequented more in Lyndon Station (as compared to elsewhere). Notably those that shop 2-4 times a week for groceries are roughly split between Lyndon Station and shopping elsewhere.

When asked what attracts them to shop in Lyndon Station, the majority of respondents noted its convenient location, friendly service, non-chain stores (buy local), and knowing the store owner/ employees. The majority felt the poor selection of goods/services (65%) and high prices (65%) were the disadvantages of shopping in Lyndon Station.

In order to get more of their business, the majority of respondents stated a need for more variety of stores/establishments (82%), more competitive pricing (57%), and better selection of merchandise (46%). Roughly a quarter of the respondents felt there needs to be more places to eat, better quality of merchandise, and improved parking. When asked specifically what types of restaurants/eateries are needed in Lyndon Station, most responded with family (sit-down) restaurant, bakery, and deli.

At least a quarter of the respondents desired a store that supplied sporting goods (57%), crafts/ handmade items (36%), books (32%), gifts/cards (30%), and pet supplies (25%). All respondents said they would shop/eat in Lyndon Station more if these improvements were made and 55% stated they were extremely likely to do so.

Community Growth Questions As the Village continues to grow/change, most do not want to see the small-town charm change, and some noted the elementary school, existing businesses/jobs, and special events should not change. When asked what type of new housing development is desirable in Lyndon Station, the majority responded with single-family homes (57%) and senior housing (50%). The majority were neutral on townhomes/rowhouses and residential over retail.

Shopping Location (Based on frequency per week)

Attraction Shopping in Lyndon Station Other Know the store employees/owner Safety Agree

Convenient parking

Disagree

Shopping on weekends Shopping after 5pm on weekdays Buy Local / Non-Chain Friendly service Ability to walk to multiple businesses Quality of products and services Selection of goods/services Fair prices Convenient Location 0%

20%

40%

60%

Restaurant / Eatery Types Desired Family (Sit-down) Restaurant

64%

Bakery

48%

Deli

46%

Fast food Establishment

32%

Coffee Shop

32%

Brew Pub

30%

Organic/Healthy/Vegan

25%

Breakfast/Pancake Cafe

25%

Late Night Eat/Drink

9% 0%

10%

20%

30%

40%

50%

60%

70%

When asked what community similar to Lyndon Station has a vibrant and attractive downtown that we can learn from, a plurality of respondents suggested Reedsburg, Baraboo, Iola, and Montello.

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Chapter 1

IntroducĆ&#x;on

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10 Village of Lyndon StaĆ&#x;on

CHAPTER 2 MARKET ANALYSIS 11 Regional Context 12 Resident Profile 16 Retail Market Analysis

22 Business Mix Assessment 29 Tourism Analysis 27 Housing Market Summary

To identify Lyndon Station’s strategic market position it is important to first evaluate the Village’s existing marketplace - both in the local economy as well as the County as a whole. The results of this analysis will supply the markets and businesses in which Lyndon Station shows a competitive advantage. Tourists, work commuters, and local residents all impact Lyndon Station’s economy.

2.1 REGIONAL CONTEXT Lyndon Station is in Juneau County in west central Wisconsin, approximately ten miles northwest of Wisconsin Dells.

This region of the state is a popular tourist destination due to its array of recreational and family activities, including Noah’s Ark, resort waterparks, state parks, private campgrounds and golf courses. See Section 2.6 (Tourism Analysis) for more information.

The Interstate 90/94 corridor runs through the County, as well as the Village of Lyndon Station, carrying roughly 30,000-35,000 vehicles per day (based on 2010 WisDOT data). Lyndon Station’s interstate on- and off-ramp (exit #79) sees approximately 880-1,300 vehicles per day, which is comparable to the Wisconsin Dells / US 12 exit #85; however, is significantly less than the counts seen on Mauston’s and Wisconsin Dells’ main interstate exits.

The Village is also bisected by US 12 / WIS 16 (carrying about 2,000 AADT) and CTH HH (carrying 2,500-3,000 AADT).

Map Source: Google Maps

Economic Development Plan 11

Chapter 2

Market Analysis

2.2 RESIDENT PROFILE To more fully understand Lyndon Station’s marketplace, it is necessary to review key area indicators to decipher resident spending potential and habits. This analysis will draw on the Lyndon Station’s market share within the County, as well as contrast these statistics to other comparable communities (i.e. Elroy, Iola, Princeton, and Montello). For this analysis, the demographics are based on each municipality’s convenience trade area, which is a generalized 2.5-mile radius from the central business district. See Section 2.3 for more information on Convenience Trade Areas (CTAs).

Population & Age Population data can demonstrate how many current and potential “future” consumers are in an area. According to the 2010 US Census, the Village’s population was 500, which is approximately 2% of the County’s population.

The City of Mauston and the City of New Lisbon have the largest percentage of the County’s population with 17% and 10%, respectively. The Wisconsin Department of Administration (DOA) projects Lyndon Station’s population to grow by 5% by 2040; however, these projections show a potential decline in population after 2030. This decline corresponds with the County’s growth projections, as shown in Figure 2.1 (above).

Table 2.1: Age / Population, Regional Comparison Lyndon Station

Mauston

Juneau County

Wisconsin

500

4,423

26,664

5,686,986

Below 25

28.6%

30.3%

28.2%

33.2%

25-44 45-64 65 & Older

22.6% 30.0% 18.8%

26.6% 25.4% 17.7%

23.9% 30.4% 17.5%

25.4% 27.7% 13.7%

39.7

39.3

43.6

38.5

Median Age 2010 Census

Table 2.2: Age / Population, Marketplace Comparison Lyndon Station

Elroy

Iola

1,018

1,789

2,075

Princeton 1,908

Figure 2.1: Population Change by Decade 1980

2020

2030

2040

20%

Juneau County

15% 10% 5% 0% -5%

Table 2.2 (below) details Lyndon Station’s Convenience Trade Area (CTA), as compared to the comparable communities. As of 2010, Lyndon Station’s CTA had 1,018 people, which is roughly half the size of the comparable marketplaces. DOA projections for these comparable communities show both Iola and Montello having similar growth during the same period, while Elroy and Princeton are projected to decline by 20-30%.

Age is another indicator for tastes, preferences and needs. Based on the 2010 Census, the Village of Lyndon Station’s median age is 39.7, which is lower than the County’s median age (43.6) but higher than the State as whole (38.5). In general, the Village of Lyndon Station has a similar age breakdown as Juneau County. In comparison to the City of Mauston, Lyndon Station has a higher percentage of residents in the 45-64 age bracket and less in the young professional age bracket (i.e. 25-44). When looking at the comparable marketplaces (see Table 2.2), Lyndon Station has the lowest percentage of seniors (i.e. 65 and older) and lowest median age. This younger demographic has a direct Montello impact on the types of goods and 2,292 26.5% services businesses provide.

28.5% 22.6%

25.8% 21.9%

24.4% 20.6%

45-64 65 & Older

32.4% 15.2%

29.6% 19.3%

29.3% 22.9%

34.3% 20.7%

30.2% 24.2%

43.2

44.0

46.5

48.1

47.7

12 Village of Lyndon StaƟon

2010

Lyndon Station

28.6% 23.8%

Median Age

2000

25%

Below 25 25-44

ESRI, 2010 Census

1990

30%

19.2%

Market Analysis Income Indicators Income indicators (e.g. per capita income, median family income, and median household income) help identify spending power (i.e. disposal income) within a trade area, which gives clues to consumer purchasing preferences. For example, as income rises so does spending on luxury items (e.g. buying name brand versus generic). Based on 2008-2012 American Community Survey data (Table 2.3), Lyndon Station lags behind the City of Mauston, the County and the State in all three indicators; however, the Village has seen the largest percent change since 2000 in both median household income and median family income.

Looking at the comparable marketplaces (Figure 2.2), the Lyndon Station CTA is at or slightly higher in all three indicators.

Chapter 2

Educational Attainment Educational attainment can impact the type of jobs available to consumers, impacting their salaries and disposable income. This in turn affects spending power and purchasing preferences.

Based on American Community Survey (ACS) data, 12% of the Village residents are college graduates, which is similar to rates in the City of Mauston (14%) and the County (12%); however, lag far behind Wisconsin’s average (roughly 25%). College graduation rates have been on the rise over the last decade, and Lyndon Station is no different with the percent of graduates nearly doubling over the last decade. Furthermore, the percent of college graduates found in Lyndon Station is similar to the comparable marketplaces.

Table 2.3: 2008-2012 Income Trends, Regional Comparison Lyndon Station $$

Per Capita Income Median Family Income Median Household Income

Mauston

% Change from 2000

$20,611 $48,155 $44,474

27.8% 48.6% 23.4%

$$

$21,963 $56,614 $43,343

Wisconsin

Juneau County

% Change from 2000

1.5% 32.1% -10.9%

$$

$23,527 $55,336 $45,461

% Change from 2000

31.5% 33.6% 4.8%

$$

$27,426 $66,415 $52,627

% Change from 2000

28.9% 25.5% -0.9%

Source: 2000 Census, 2008-12 ACS

Figure 2.2: 2014 Income Trends, Marketplace Comparison

Table 2.4: 25 & Older Educational Attainment, Regional Comparison Lyndon Station* Population 25 years and over

357

3,323

Juneau County 19,052

Less than 9th grade

5.3%

5.4%

4.3%

9th-12th grade, no diploma

14.0%

10.5%

10.6%

6.2%

High School Graduate (includes equivalency) Some College, no degree

44.5%

40.3%

41.6%

32.8%

15.1%

20.0%

21.8%

21.2%

Associate's degree Bachelor's degree

9.0% 5.3%

9.9% 10.8%

9.3% 8.9%

9.6% 17.7%

Graduate or Professional Degree

6.7%

3.1%

3.5%

9.1%

Mauston*

Wisconsin 3,827,815 3.3%

Source: 2000 Census, 2009-13 ACS * Significant data error

Economic Development Plan 13

Chapter 2

Market Analysis

Lifestyle Segmentation Lifestyle Segmentation is a holistic way of looking at a consumer’s demographic and socioeconomic data to gain information on their lifestyle and how they spend money. Of the 67 lifestyle classifications, the Lyndon Station CTA is comprised of three: “Rooted Rural” (48%), “Midland Crowd” (48%), and “Salt of the Earth” (4%). While these groupings emphasize generalities, they are useful for identifying common elements of the largest consumer segments.

In the case of the Lyndon Station CTA, the following can be generalized of a typical consumer: ► Enjoys time spent outdoors - boating, camping, hunting, fishing and/or working in their gardens, ► Are likely to have pets, and ► Are do-it-yourselfers.

The lifestyle classifications can be further broken down into two groups: LifeMode Groups and Urbanization Groups. ► LifeMode Groups have a shared experience like being born in the same time period. ► Urbanization Groups characterizes segments according to where they live, ranging from large cities to the most rural farm lands.

The predominant LifeMode in Lyndon Station is “American Quilt” (96% of the residents), which equates to “small town” living. Lyndon Station’s Urbanization Group is split evenly between Rural I and Rural II. These two groups are living in rural to very rural places on farms and/or singlefamily homes on large tracts of land. In review of the comparable marketplaces, Lyndon Station is unique; however, all but Iola, Wisconsin have at least 50% of residents falling in Rural I and/or Rural II. Iola, Wisconsin is the least comparable as about 84% of residents fall under suburban periphery II.

Table 2.5: LifeMode Groups, Marketplace Comparison Senior Styles Traditional Living Factories & Farms American Quilt

Lyndon Station 0.0% 0.0% 4.0% 96.0%

Elroy 49.6% 0.0% 50.4% 0.0%

Iola 0.0% 83.7% 16.3% 0.0%

Princeton 28.8% 0.0% 61.0% 10.2%

Montello 36.0% 0.0% 60.9% 3.1%

Iola 83.7% 0.0% 16.3% 0.0%

Princeton 0.0% 28.8% 71.2% 0.0%

Montello 0.0% 36.0% 64.0% 0.0%

Source: ESRI Business Analyst

Table 2.6: Urbanization Groups, Marketplace Comparison Suburban Periphery II Small Towns Rural I Rural II

Lyndon Station 0.0% 0.0% 51.9% 48.1%

Source: ESRI Business Analyst

14 Village of Lyndon StaƟon

Elroy 0.0% 49.6% 0.0% 50.4%

Market Analysis

Chapter 2

Resident Profile: Key Findings ► Lifestyle Segmentation: Most residents in Lyndon Station CTA are characterized as do-it-yourselfers, and typically spend money when they need to. They prefer shopping at local stores, but also save money by buying generic brands and shopping at stores such as Walmart. Residents are also characterized as avid outdoor enthusiast, which suggests a need for businesses providing equipment and/or services related to outdoor activities. ► Population: Wisconsin’s Department of Administration projects a 5% increase in population over the next 25 years, which equates to only an additional 25 people over this period. Therefore, population growth will not in of itself drive Lyndon Station’s marketplace growth. ► Age: As more baby-boomers retire the needs of this growing population will become an even greater challenge for communities large and small. The Village of Lyndon Station is no different with 19% at or above 65 and an additional 30% between the ages of 45 and 64. Both of these stats are above the State averages of 14% and 28%, respectively. For this reason the demand for senior housing and assisted living facilities will only increase in the coming decade. To help seniors “age in place”, the Village should look for ways to provide general goods in close proximity to these facilities. The presence of more seniors will likely increase the number of daytime customers (if services/goods are easily accessible), which is currently quite limited in downtown Lyndon Station.

► Income Indicators: The Village has lower median family and household incomes, as compared to the County and State levels; however, the Village has made up ground over the last decade with the largest percent change since the year 2000. This may not continue at the current 25-50% rate, but is likely increase the spending power of the Lyndon Station marketplace.

Based on the generalized population make-up would suggest an increase in goods and services related to do-it-yourself projects around the home and outdoor recreational purchases. ► Educational Attainment: The percentage of college graduates in Lyndon Station is on the rise, but is still far below the State’s average.

One way to improve an areas job market and increase household incomes is to improve the educational attainment levels of its residents.

In general, the jump in college graduates is largely due to more young adults attending (and graduating) school than past generations.

Therefore thinking long-term, Lyndon Station should look for ways to increase locally available educational opportunities for older adults.

Economic Development Plan 15

Chapter 2

Market Analysis

► A convenience trade area (CTA) is the geographic area from which most consumers are coming in order to make regular purchases.

Shopping convenience / proximity is the major driver, especially on purchases that are made frequently (e.g. gas and groceries).

Lyndon Station Trade Areas A trade area is typically generalized based on drive time or distance from a single point. However, there are other factors that can impact where consumers shop, such as business/retail mix, store types, and accessibility. Since community size can be directly linked to larger shopping districts having these other factors, those marketplaces cover a larger geographic area (i.e. having a greater pull factor).

This premise is reinforced by the consumer survey completed for the Village of Lyndon Station (see Section 1.5). It showed a low percentage of consumers who do grocery shopping (7%) and non-grocery shopping (0%) in Lyndon Station with the majority choosing to shop in the larger communities nearby (i.e. Baraboo, Mauston, and Wisconsin Dells).

► A destination trade area (DTA) is a larger geographic area from which customers are drawn to due to comparison shopping, brand loyalty, and price point. The DTA also includes consumers in rural areas who, out of necessity, drive further to get their convenience-type shopping (as none are located closer).

To this end, it was important to establish how the nearby competing marketplaces will affect Lyndon Station’s trade areas. Therefore, each community surrounding Lyndon Station received generalized trade areas based on their community size, as shown in Figure 2.3 (below). Then using

2.3 RETAIL MARKET STUDY A trade area is the geographic region that generates the majority of customers to a shopping area. A trade area can vary depending on the type of business; however, in general retail spending is broken into two trade areas Convenience Trade Area and Destination Trade Area (see descriptions below). These trade areas are resident-based, and therefore do not account for tourist purchases. See Section 2.6 for information on tourist spending.

Figure 2.3: Trade Areas Map

16 Village of Lyndon StaƟon

Market Analysis the CTH HH / US 12 intersection as the central point in Lyndon Station, a 2.5-mile radius was created for the Village’s convenience trade area (CTA). This covers about a five minute drive from the Village’s central node. Lyndon Station’s destination trade area (DTA) is based on a generalized 5-mile radius; however, it is drawn asymmetrical, contracting and expanding beyond the generalized 5-mile radius depending on its proximity to competing marketplaces. Since it is assumed that, if given a choice, individuals are more likely to shop in larger communities (with more options), Lyndon Station’s DTA does not include areas within the convenience trade areas of nearby competing marketplaces (i.e. Mauston, Lake Delton/Wisconsin Dell area, and Portage).

Where there are no larger communities (i.e. northeast of the Village), Lyndon Station’s DTA expands significantly; however, never exceeding a 20-minute drive with the assumption that beyond this distance other marketplaces may be more attractive to consumers. In total, Lyndon Station’s DTA covers approximately 160 square miles with roughly 4,700 people.

Chapter 2

Retail Gap Analysis Retail gap is the difference between the demand (potential) sales and actual retail sales. The demand is the expected amount spent by consumers at retail establishments, and the total supply is the estimated sales to consumers by establishments.

Based on the retail gap summary shown in Table 2.7 (below), Lyndon Station’s marketplace is seeing significant leakage of sales to other marketplaces. In total, the CTA has a demand for nearly $9.5 million in retail and food/drink sales, while the DTA has a demand for nearly $42 million (excluding gas station sales). Based on the supply in these trade areas, there is a retail gap of $8.5 million in the CTA and a nearly $31 million retail gap in the DTA. This gap does not include gas station sales, as this industry group is showing significant capture from other markets that would dilute the overall summary.

See Tables 2.8 and 2.9 (on the next page) for retail trade information on gas stations, as well as other industry groups.

Table 2.7: Lyndon Station Retail Market Summary

Retail Market (Industry Summary)

CTA* (2.5 Miles)

DTA* (Up to 15 Miles)

Retail Trade and Food & Drink (NAICS 44-45, 722) Demand Supply Retail Gap

$9,462,072 $978,949 $8,483,123

$41,691,134 $10,696,168 $30,994,966

Retail Trade (NAICS 44-45) Demand Supply Retail Gap

$8,499,968 $577,962 $7,922,006

$37,464,732 $5,661,592 $31,803,140

Food & Drink (NAICS 722) Demand Supply Retail Gap

$962,104 $400,897 $561,117

$4,226,402 $5,034,577 -$808,175

* Does not include gasoline stations ($5.36 million demand, $38.0 million supply) Source: ESRI Business Analyst

Economic Development Plan 17

Chapter 2

Market Analysis

Tables 2.8 and 2.9 illustrate the supply and demand for industry groups within Lyndon Station’s CTA and DTA, respectively. In general, a community is not expected to retain all of its local demand, as people will always choose to make a certain number of purchases in other communities or online. However, it’s desirable to accommodate convenience and general goods/ services within the community.

The only industry groups seeing substantial spending from outside of the convenience trade area are gasoline stations and drinking places. This list expands when looking at the primary (destination) trade area, which also includes full-service restaurants, food service and drinking places, and miscellaneous store retailers (Table 2.9). There are additional industry groups that are adequately servicing the trade area, but have potential to increase their market share. These industry groups include building materials and supply dealers, used merchandise stores, and auto parts/ tire stores.

The remaining industry groups either are not sold in Lyndon Station trade area, or they have relatively significant gaps between local demand and local sales.

18 Village of Lyndon StaƟon

Table 2.8: Retail Gap, Convenience Trade Area* (2.5 Miles) Industry Summary Total Retail Trade and Food & Drink Total Retail Trade Total Food & Drink Industry Group Motor Vehicle & Parts Dealers Automobile Dealers Other Motor Vehicle Dealers Auto Parts, Accessories & Tire Stores Furniture & Home Furnishings Stores Furniture Stores Home Furnishings Stores Electronics & Appliance Stores Bldg Materials, Garden Equip. & Supply Bldg Material & Supplies Dealers Lawn & Garden Equip & Supply Stores Food & Beverage Stores Grocery Stores Specialty Food Stores Beer, Wine & Liquor Stores Health & Personal Care Stores Gasoline Stations Clothing & Clothing Accessories Stores Clothing Stores Shoe Stores Jewelry, Luggage & Leather Goods Stores Sporting Goods, Hobby, Book & Music Sporting Goods/Hobby/Musical Instr Book, Periodical & Music Stores General Merchandise Stores Department Stores Excluding Leased Other General Merchandise Stores Miscellaneous Store Retailers Florists Office Supplies, Stationery & Gift Stores Used Merchandise Stores Other Miscellaneous Store Retailers Nonstore Retailers Electronic Shopping & Mail-Order Houses Vending Machine Operators Direct Selling Establishments Food Services & Drinking Places Full-Service Restaurants Limited-Service Eating Places Special Food Services Drinking Places - Alcoholic Beverages

Demand (Retail Potential) $10,716,659 $9,754,555 $962,104 Demand (Retail Potential) $2,105,308 $1,841,737 $154,920 $108,652 $179,296 $113,922 $65,374 $289,808 $342,686 $273,145 $69,540 $1,524,052 $1,417,705 $37,729 $68,618 $912,755 $1,254,587 $439,651 $288,931 $81,404 $69,315 $197,636 $157,436 $40,200 $1,447,665 $671,927 $775,738 $216,648 $10,023 $63,145 $35,167 $108,313 $844,465 $709,191 $33,981 $101,294 $962,104 $343,284 $521,592 $42,532 $54,695

Supply (Retail Sales) $18,731,518 $18,330,531 $400,987 Supply (Retail Sales) $171,359 $0 $0 $88,369 $0 $0 $0 $0 $157,231 $157,231 $0 $0 $905,225 $0 $0 $0 $16,847,344 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $158,439 $0 $0 $0 $73,873 $0 $0 $0 $0 $400,987 $0 $0 $0 $400,987

Retail Gap -$6,204,409 -$6,765,526 $561,117 Retail Gap $1,933,949 $1,841,737 $154,920 $20,283 $179,296 $113,922 $65,374 $289,808 $185,455 $115,914 $69,540 $1,524,052 $512,480 $37,729 $68,618 $912,755 -$15,592,757 $439,651 $288,931 $81,404 $69,315 $197,636 $157,436 $40,200 $1,447,665 $671,927 $775,738 $58,209 $10,023 $63,145 $35,167 $34,440 $844,465 $709,191 $33,981 $101,294 $561,117 $343,284 $521,592 $42,532 -$346,292

Source: ESRI Business Analyst

* Note: There is discrepancy with this data. Full- and limited-service restaurants are showing zero sales in the CTA even though there are known establishments within Lyndon Station. Presumably these sales have been added to the food service and drinking places sales category.

Additional Goods/Services Another consideration should be given to services that associate with number of providers per residents, rather than retail gap.

For instance, a local chiropractic, dentist and doctor office can support up to 1,500 patients (depending on insurance and coverage). Even though the Village only has a population of 500, the Village’s primary (destination) trade area includes roughly 4,500 residents (1,000 of which are in the CTA). Currently there are no specialty medical offices within the Village.

Market Analysis

Chapter 2

Table 2.9: Retail Gap, Primary (Destination) Trade Area (up to 15 Miles) NAICS Industry Summary Total Retail Trade and Food & Drink Total Retail Trade Total Food & Drink Industry Group Motor Vehicle & Parts Dealers Automobile Dealers Other Motor Vehicle Dealers Auto Parts, Accessories & Tire Stores Furniture & Home Furnishings Stores Furniture Stores Home Furnishings Stores Electronics & Appliance Stores Bldg Materials, Garden Equip. & Supply Stores Bldg Material & Supplies Dealers Lawn & Garden Equip & Supply Stores Food & Beverage Stores Grocery Stores Specialty Food Stores Beer, Wine & Liquor Stores Health & Personal Care Stores Gasoline Stations Clothing & Clothing Accessories Stores Clothing Stores Shoe Stores Jewelry, Luggage & Leather Goods Stores Sporting Goods, Hobby, Book & Music Stores Sporting Goods/Hobby/Musical Instr Stores Book, Periodical & Music Stores General Merchandise Stores Department Stores Excluding Leased Depts.

Other General Merchandise Stores Miscellaneous Store Retailers Florists Office Supplies, Stationery & Gift Stores Used Merchandise Stores Other Miscellaneous Store Retailers Nonstore Retailers Electronic Shopping & Mail-Order Houses Vending Machine Operators Direct Selling Establishments Food Services & Drinking Places Full-Service Restaurants Limited-Service Eating Places Special Food Services Drinking Places - Alcoholic Beverages

4444-45 722 NAICS 441 4411 4412 4413 442 4421 4422 443 444 4441 4442 445 4451 4452 4453 446,4461 447,4471 448 4481 4482 4483 451 4511 4512 452 4521 4529 453 4531 4532 4533 4539 454 4541 4542 4543 722 7221 7222 7223 7224

Demand (Retail Potential) $47,050,858 $42,824,456 $4,226,402 Demand (Retail Potential) $9,183,391 $7,956,749 $736,672 $489,970 $780,751 $482,587 $298,164 $1,290,836 $1,615,390 $1,293,835 $321,554 $6,690,284 $6,219,398 $165,778 $305,109 $4,018,022 $5,359,724 $1,928,199 $1,259,896 $354,697 $313,606 $885,852 $708,099 $177,752 $6,339,488 $2,925,664 $3,413,824 $953,366 $46,041 $279,676 $155,496 $472,154 $3,779,154 $3,133,396 $149,156 $496,601 $4,226,402 $1,510,928 $2,283,855 $185,009 $246,610

Supply (Retail Sales) $49,850,816 $44,816,240 $5,034,577 Supply (Retail Sales) $1,711,664 $0 $1,127,285 $149,645 $0 $0 $0 $75,532 $531,919 $531,919 $0 $233,472 $905,225 $0 $0 $0 $38,015,951 $295,370 $295,370 $0 $0 $230,754 $210,205 $0 $101,158 $0 $101,158 $2,429,931 $0 $89,741 $153,564 $2,186,626 $0 $0 $0 $0 $5,034,577 $3,087,953 $1,211,317 $0 $735,306

Retail Gap -$2,799,958 -$1,991,784 -$808,175 Retail Gap $7,471,727 $7,956,749 -$390,613 $340,325 $780,751 $482,587 $298,164 $1,215,304 $1,083,471 $761,916 $321,554 $6,456,812 $5,314,173 $165,778 $305,109 $4,018,022 -$32,656,227 $1,632,829 $964,526 $354,697 $313,606 $655,098 $497,894 $177,752 $6,238,330 $2,925,664 $3,312,666 -$1,476,565 $46,041 $189,935 $1,932 -$1,714,472 $3,779,154 $3,133,396 $149,156 $496,601 -$808,175 -$1,577,025 $1,072,538 $185,009 -$488,696

Source: ESRI Business Analyst

Third-party data is limiting due to the prevalence of cash-only businesses and fixed income households.

This results in lower local retail supply than is truly available in a trade area.

The figure on the right illustrates the spending as percent of income for specific income brackets.

The households with the least amount of money spends over 250% of its earnings. This is possible because many have alternative sources of income that go unreported (e.g. cash transactions and family assistance). Although their purchasing is limited, their overall consumption is equal to a household two to three times their reported income. Therefore, nondiscretionary items are likely higher than projected.

Spending as Percent of Income 300% 250%

258%

200% 150%

167% 146%

100%

131% 104%

50%

94%

86%

65%

0% $5,000 to $9,999

$10,000 to $14,999

$15,000 to $19,999

$20,000 to $29,999

$30,000 to $39,999

$40,000 to $49,999

$50,000 to $69,999

$70,000 and more

Source: 2013 Consumer Expenditure Survey

Economic Development Plan 19

Chapter 2

Market Analysis

Trade Area Business Demand Based on available data, there are leakages in almost all industry groups within the Lyndon Station marketplace (see Tables 2.8 and 2.9 on the pages 18-19). This has been reaffirmed by Lyndon Station business owners/managers, as two-thirds of business survey respondents said their toughest competition is a business in another community followed by the internet (17%).

Despite 100% leakages in most industries, the estimated number of businesses (demand) that Lyndon Station’s primary trade area would potentially support are: ► A food & beverage store (grocer), and ► A clothing store.

Both these business types show just enough demand for a store, which can be concerning since it is generally unrealistic to think that a new store would capture all the local demand.

Therefore, if either business is considered in Lyndon Station it will be imperative that the business target the supplementary consumers (i.e. tourists, visitors and commuters) and residents from nearby marketplaces in order to sustain a profitable business. Also noteworthy is several industry groups lack enough sales for a new store, but could be targeted by existing business as a supplementary good or service.

Although there is unmet demand, not all are potential candidates for recruitment to the Village of Lyndon Station. On reason is certain businesses almost always see leakage of sales due to comparison shopping (e.g. car dealerships) or have brand/store loyalty (e.g. clothing stores). Another reason is the demand is not large enough to sustain a store. Subsequently, select industry groups with unmet demand currently in Lyndon Station’s primary trade area were compared with average US Sales per business/store.

See Table 2.10 below.

Table 2.10: Primary (Destination) Trade Area Business Demand U.S. Sales Data

Primary Trade Area

Average Sales Per Store

Business Type

$31,614,997

New car dealers Used car dealers

$2,807,851

Retail Gap $

7,956,749

# of Businesses (Demand) 0.2

included in New Car Dealers

Recreational vehicle dealers Automotive parts, accessories, & tire stores Furniture stores Home furnishings stores Electronics and appliance stores Building material and garden equipment and supplies dealers Food & Beverage Stores (grocer) Specialty food stores Beer, wine, & liquor stores Pharmacies & drug stores Gasoline stations Clothing and clothing accessories stores Sporting goods, hobby, musical instrument, and book stores General merchandise stores

$5,412,980

$

(390,613)

0.0

$1,437,129

$

340,325

0.2

$2,060,605

$

482,587

0.2

$1,443,586

$

298,164

0.2

$2,123,245

$

1,215,304

0.6

$3,587,059

$

1,083,471

0.3

$6,043,286

$

5,985,926

1.0

$790,264

$

165,778

0.2

$1,322,900

$

305,109

0.2

$5,307,817

$

4,018,022

0.8

$4,852,276

$

(32,656,227)

-6.7

$1,578,857

$

1,632,829

1.0

$1,684,299

$

655,098

0.4

$13,022,934

$

6,238,330

0.5

Food services and drinking places

$861,490

$

(1,577,025)

-1.8

20 Village of Lyndon StaƟon

Market Analysis

Chapter 2

Key Findings ► Food Establishment: The majority of respondents to the consumer survey suggested a need for additional eateries, especially family (sit-down) restaurants.

The retail gap analysis showed there is over $500,000 in demand gap in the CTA; however, when looking at the larger destination trade area this industry group is being met. The DTA still shows demand for limited-service eating places and special food services. Both a bakery and deli where mentioned as a need by nearly half of respondents in the consumer survey. If consumers from outside of the Lyndon Station trade area are targeted, including both supplementary consumers and residents in other marketplaces, there is potential for a local establishment.

Competition is in all the surrounding larger communities (i.e. Mauston, Dells/Lake Delton and Baraboo). ► Grocer: There is a potential market for a grocer-type store in the Village. However, the demand gap suggest that competition for a traditional or limited-assortment grocer may prove to be unsustainable, especially with an existing corner grocer in the downtown Lyndon Station (i.e. Miller’s General Store) and traditional grocers in the City of Mauston and the Dells/Lake Delton area. There are certain grocer-types that may complement the corner grocery store, such as a drug store or dollar store. Both have similar average annual grocery and consumables sales to a corner store (i.e. $1.0 million to $2.6 million), which would help to meet the existing demand gap in the trade area. Both the most comparable communities to Lyndon Station (i.e.

Montello and Princeton) have a pharmacy and a grocer.

► Clothing Store: There is a potential market for a clothing business in the Village.

However, sales suggest that competition for the potential demand could prove to make this business type unsustainable, unless consumers from more than just the Lyndon Station trade area are targeted.

This includes both supplementary consumers, as well as residents in other marketplaces. There is strong competition in both the Dells and Baraboo areas. ► Specialty Medical Office: A local chiropractic, dentist and doctor office can support up to 1,500 patients (depending on insurance and coverage). There are over 4,500 residents within the Lyndon Station’s DTA (1,000 of which are in the CTA), and no specialty medical offices in the Village. For comparison, Montello has a dental office and medical center, and Princeton has both a doctor’s and dentist’s office. ► Expand Existing Good/Service: There are additional industry groups that are adequately servicing the trade area, but have potential to increase their market share. These industry groups include building materials and supply dealers, used merchandise stores, and auto parts/ tire stores. ► Add Supplementary Good/Service: In some cases there are industry groups that cannot be sustained on their own, but could be added to an existing business to make it a viable option, such as books/ periodical/music ($175,000 retail gap) to a gift and general goods retailer, or sporting goods/hobby items ($655,098 retail gap) to a hardware store.

Economic Development Plan 21

Chapter 2

Market Analysis

2.4 BUSINESS MIX ASSESSMENT Table 2.11 (below) shows the industries located in Lyndon Station as reported by the US Census Bureau in 2012. In total there are 39 businesses located in Lyndon Station with the majority employing 1-4 employees (67%).

The industries with the greatest number of establishments are “Accommodation and Food Services”, “Retail Trade”, and “Construction”; however, those that employ the most workers are in “Manufacturing” and “Retail Trade”. All the manufacturing businesses are in wood product manufacturing and are located in varying sections of the community.

A community’s business mix has a significant influence on the local economy. For instance, the number of businesses and workers in a community can impact the daytime retail and service markets. Also the presence of larger companies can bring a greater variety of workers and salaries, as well as increase the chances of business clustering (i.e. concentration of interconnected businesses, suppliers and associated institutions in a particular field). For these reasons, it is important to review the existing business mix within the Village of Lyndon Station and the County as whole.

Table 2.11: Establishments in Lyndon Station, by Industry NAICS Code 23 31 42 44 48 52 53 54 56 62 71 72 81

Industry Code Description Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing Finance and Insurance Real Estate and Rental and Leasing Professional, Scientific, and Technical Services Administrative and Support and Waste Management and Remediation Health Care and Social Assistance Arts, Entertainment, and Recreation Accommodation and Food Services Other Services (except Public Administration) Total for all sectors

Total Establishments

Number of Employees 1-4

5-9

5 3 1 7 4 1 2 1

4 1 1 5 1 1 2 1

2

1

1 1 7 4 39

10-19

20-49 1 2 1 1

2

1

1 1

1 6 2 26

1 2 7

3

3

Source: 2012 Census (Zip Code Business Patterns)

Table 2.12: Employment, Regional Comparison NAICS Code 11 22 23 31-33 42 44-45 54 55 56 61 62 48-49 51 52

53 71 72 81

Wisconsin

Industry #

Agriculture, forestry, fishing and hunting Utilities Construction Manufacturing Wholesale trade Retail trade Professional and technical services Management of companies and enterprises Administrative and waste services Educational Services Health care and social assistance Transportation and warehousing Information Finance and Insurance Real estate and rental and leasing Arts, entertainment, and recreation Accommodation and food services Other services, except for public administation Total for all sectors

Source: WIsconsin Department of Workforce Development

22 Village of Lyndon StaƟon

24,697 10,653 98,087 455,390 118,517 297,252 99,341 55,464 142,803 34,131 367,461 86,609 46,978 123,878 24,361 35,753 224,261 85,166 2,330,802

Juneau County, WI %

#

%

1.1% 0.5% 4.2% 19.5% 5.1% 12.8% 4.3% 2.4% 6.1% 1.5% 15.8% 3.7% 2.0% 5.3% 1.0% 1.5% 9.6% 3.7%

188 25 249 2,024 203 903 65 120 68 ND ND 314 44 171 28 69 753 169 5,393

3.5% 0.5% 4.6% 37.5% 3.8% 16.7% 1.2% 2.2% 1.3% ND ND 5.8% 0.8% 3.2% 0.5% 1.3% 14.0% 3.1%

Table 2.12 (below) shows the number of workers employed in each industry within Juneau County and Wisconsin. The industries that employ the most people in Juneau County are “Manufacturing”, “Retail Trade”, and “Accommodation and Food Services”. This mirrors the industries with the greatest number of establishments in Lyndon Station. These numbers are also similar statewide, with the exception of “Health Care and Social Assistance”, which was suppressed at the county level.

Market Analysis

Chapter 2

Location Quotient Another way to look at business mix is to analyze location quotient. A location quotient (LQ) analysis compares employment by sector in a target area to a base area in order to identify sectors which drive the local economy.

LQ analysis also aids in the identification of business clustering. Business clustering occurs because there are benefits to some firms if they choose to locate near each other, or near a supplier.

If a location quotient is greater than one (1), the industry is considered an exporting industry, meaning it exerts more of an impact on the local economy. A location quotient of less than one (1) is considered an importing industry which is generally where money leaks out of an economy. The industries in Juneau County with LQs above one (1) are shown in Table 2.13 (below).

Benefits to business clustering include:

The top five “exporting” industries in Juneau County, as compared to the State of Wisconsin, are:

► Shared intermediate inputs (i.e. a button factory locating near a cluster of clothing designers)

1. Crop Production 2. Fabricated Metal Product Manufacturing

► Shared labor pool (i.e. software startup companies locating in Silicon Valley - a place where many computer programmers with similar skills locate, making it relatively easy to move between jobs)

3. Gasoline Stations 4. Wood Product Manufacturing 5. Truck Transportation

► Knowledge spillovers (i.e. locating near other firms in the same industry creates a quick dispersion of industry knowledge and innovation)

Based on Quarterly Workforce data (Census), these top five industries in the County, excluding truck transportation, have seen 3.5-7% growth in employment in the County since mid-2012.

Table 2.13: Location Quotient of Industries, Juneau County NAICS Code 111 332 447 321 484 623 112 446 326 721 811 325 814 335

441 722 445 562

311 238

Industry Crop produc on Fabricated metal product manufacturing Gasoline sta ons Wood product manufacturing Truck transporta on Nursing and residen al care facili es Animal produc on and aquaculture Health and personal care stores Plas cs and rubber products manufacturing Accommoda on and food services Repair and maintenance Chemical manufacturing Private households Electrical equipment and appliance mfg.

Motor vehicle and parts dealers Food services and drinking palces Food and beverage stores Waste management and remedia on servies Food manufacturing Specialty trade contractors

LocaƟon QuoƟent 5.51 5.33 4.90 2.28 2.15 1.91 1.89 1.57 1.47 1.42 1.37 1.36 1.33 1.29 1.24 1.19 1.13 1.13 1.10 1.03

Wage Assessment The average wage of workers can influence the local business market - both in how much a household can spend on goods, as well as effecting a business’s ability to retain and recruit employees.

Based on Quarterly Workforce data (Census), Crop Production (~$71,000), Fabricated Metal Product Manufacturing (~$65,000), and Truck Transportation (~$39,000) are in the top 25 County industries in average working earnings.

Wood Product Manufacturing (~$31,000) and Gasoline Stations (~23,000) are in the top 50 in the County.

Source: 2013 US Bureau of Labor Statistics

Economic Development Plan 23

Chapter 2

Market Analysis

Key Findings Based on the key industries that have shown a competitive advantage in the Village and the County, it seems wood product manufacturing and truck transportation are the Village’s strongest markets to target. To a lesser degree, Lyndon Station could target the fabrication metal product manufacturing and crop production industries. Below describes each in more detail.

Wood Product Manufacturing Industries in this subsector manufacture wood products, such as lumber, plywood, veneers, wood containers, wood flooring, wood trusses, manufactured homes (i.e., mobile homes), and prefabricated wood buildings.

The production processes include sawing, planing, shaping, laminating, and assembling of wood products. Table 2.14 lists earnings by occupations commonly found in wood product manufacturing, based on 2013 US Bureau of Labor Statistics.

Businesses that are compatible with wood product manufacturing include: ◘

Forestry and loggers

◘

Mills

◘

Furniture production

◘

Paper manufacturing

◘

Printing company

◘

Hardware stores

◘

Truck/freight transport services

◘

Construction companies

◘

Logging equipment suppliers

◘

Home manufacturers

Table 2.14: Nearby Wood Product Manufacturing Businesses

Location Adams Baraboo Baraboo Hillsboro Kendall La Valle Lyndon Station Lyndon Station Lyndon Station Mauston Montello North Freedom Oxford Oxford Reedsburg Warrens Wisconsin Dells

Business Friendship Hardwoods LLC Senger Lumber Brittingham and Hixon Lumber L G Nuzum Lumber Schroeder Lumber Inc Hartje Lumber Inc R Hoehn & Son Lumber Company Endeavor Hardwoods Inc. Stan's Industrial Woodwork Inc. Lampert Lumber American Wood Working Company Hunterland Wood Works Oxford Lumber & Supply Stroede Brothers Construction Meister Log & Lumber Universal Forest Products Inc. Theisen's Lumber Company

Table 2.15: Wood Product Manufacturing, Earnings by Occupation Wages, 2013 Hourly Data series

Mean

Cabinetmakers and bench carpenters

$13.33 $14.33 $27,730 $29,800

Carpenters

$15.16 $16.83 $31,530 $35,000

First-line supervisors/managers of production and operating workers

$22.59 $24.03 $46,980 $49,990

Machine feeders and offbearers

$11.93 $12.57 $24,810 $26,140

Sawing machine setters, operators, and tenders, wood

$12.61 $13.35 $26,230 $27,770

Team assemblers

$12.16 $12.75 $25,290 $26,520

Woodworking machine setters, operators, and tenders, except sawing

$12.85 $13.38 $26,720 $27,830

Source: US Department of Labor

24 Village of Lyndon StaƟon

Annual

Median Mean Median

Market Analysis Truck Transportation Industries in this subsector provide over-the-road transportation of cargo using motor vehicles, such as trucks and tractor trailers. There are 92 truck transportation businesses in Wisconsin (based on www.fleetdirectory.com). As Figure 2.4 (below) illustrates, there are three facilities within 40 miles of Lyndon Station, but none within 20 miles of the Village.

When making a location decision, companies and carriers both work through various categories of objective and subjective data. The data is similiar no matter the type of facility (e.g. retail distribution center or an intermediate logistics center for a manufacturer). The fundamental objective is to arrange the supply chain, or service network, that is able to deliver competitive performance at the lowest cost.

Chapter 2

The importance of specific items will differ, but each new location decision usually involves an examination of issues such as: ◘

Ability to access key markets

◘

Interaction with the transportation network

◘

Modal choice

◘

Labor and workforce

◘

Total cost environment

◘

Utilities

◘

Availability of suitable facilities

◘

Permitting and regulation

◘

Tax environment

◘

Public assistance and incentives

◘

Climate and natural hazards

source: National Cooperative Freight Research Program

Table 2.16: Truck Transportation, Earnings by Occupation Wages, 2013 Hourly Data series

Annual

Median Mean Median

Mean

Bus and truck mechanics and diesel engine specialists

$18.52 $19.08 $38,520 $39,680

First-line supervisors/managers of transportation and materialmoving machine and vehicle operators

$26.17 $27.46 $54,440 $57,120

Laborers and freight, stock, and material movers, hand

$13.14 $14.29 $27,330 $29,730

Truck drivers, heavy and tractor-trailer

$19.44 $20.17 $40,440 $41,950

Truck drivers, light or delivery services

$15.29 $16.69 $31,800 $34,710

Source: US Department of Labor

Figure 2.4: Truck Transportation, Nearby Facilities

Economic Development Plan 25

Chapter 2

Market Analysis

Fabrication Metal Production Manufacturing Industries in this subsector transform metal into intermediate or end products (other than machinery, computers and electronics), and metal furniture, or treat metals and metal formed products fabricated elsewhere.

Important fabricated metal processes are forging, stamping, bending, forming, and machining, used to shape individual pieces of metal; and other processes, such as welding and assembling, used to join separate parts together. Businesses that are compatible with the fabricated metal industry include:

Crop Production Industries in this subsector grow crops mainly for food and fiber. The subsector comprises establishments, such as farms, orchards, groves, greenhouses, and nurseries, primarily engaged in growing crops, plants, vines, or trees and their seeds. Businesses that are compatible with crop production include: ◘

Tractor sales

◘

Research and Development services

◘

Warehouse and storage services

◘

Rail transportation

◘

Truck & freight transportation services

◘

Truck and freight transportation services

◘

Foundries

◘

Wholesale trade

◘

Other metal end-product manufacturing

◘

Irrigation and water supply companies

◘

Metal production and processing

◘

Greenhouses & nurseries

◘

Research and development services

◘

Forestry & logging

◘

Crop harvesting

◘

Food processing

Table 2.17: Fabrication Metal Prod. Manufacturing, Earnings by Occupation Wages, 2013 Hourly Data series

Annual

Median Mean Median

Mean

Cutting, punching, and press machine setters, operators, and tenders, metal and plastic

$14.71 $15.31 $30,610 $31,840

First-line supervisors/managers of production and operating workers

$26.45 $27.95 $55,010 $58,130

Machinists

$18.18 $18.86 $37,820 $39,230

Team assemblers

$13.79 $14.47 $28,680 $30,100

Welders, cutters, solderers, and brazers

$16.87 $17.51 $35,080 $36,420

Source: US Department of Labor

Table 2.18: Nearby Fabricated Metals Businesses

Location Mauston Mauston Necedah

Business Brunner Drilling & Mfg Inc McElroy Metal, Inc. Freudenberg-Nok

New Lisbon

Walker Stainless Equipment Co

New Lisbon Reedsburg Reedsburg Lyndon Station

American Metal Fab Inc. Ark Alloy, LLC. Wisconsin Metals Metalworks Stamping Corp

26 Village of Lyndon StaƟon

Market Analysis

Chapter 2

2.6 TOURISM ANALYSIS

Tourism Jobs Although there is a potential to capture additional tourism dollars with the creation of new tourism businesses, it is also important to consider what that means for the entire economy. The types of jobs tourism creates are generally service industry jobs, which are typically seasonal, low wage jobs. These jobs are also generally low-skilled and do not offer much opportunity for growth. Several respondents to the business survey stated a need to create more jobs to bring people to live in Lyndon Station. Tourism jobs will likely not fulfill this desire.

Figure 2.4: Percent of Direct Visitor Spending in Region, 2013 5% 9%

Sauk County

15%

Adams County Columbia County Juneau County

71%

Source: WEDC

Figure 2.5: Visitor Spending & Total Sales by County, 2013 $1.20

Direct Visitor Spending

$1.00

Billions ($$)

A large portion of the local economy is based on the tourism industry. The Dells area, including its waterparks and resorts, and the public/private campgrounds in the surrounding area attract a significant number of visitors year round.

Based on Wisconsin Development Corporation (WEDC) data, Wisconsin Dells tourism brought in roughly $963.6 million in direct spending in 2013 (an increase of 3.9% from 2012). This figure accounts for 77.4% of the $1.24 billion in direct visitor spending in the Dells’ region, which includes Juneau, Columbia, Adams and Sauk Counties. This figure would be even greater if indirect and induced spending were added. Indirect spending covers spending on supplies/inputs for lodging, restaurants, and bars (e.g. food wholesalers, farmers, utilities, marketing, and publishing). Induced spending covers spending by employees due to wages from either the direct or indirect spending.

Based on a report from Tourism Economics, an international economist firm, the 2013 indirect and induced spending in the Dells tourism brought in an additional $356.4 million.

Total Busines Sales

$0.80 $0.60 $0.40 $0.20 $0.00 Sauk County

Adams County Columbia County Juneau County

Source: WEDC

Figure 2.6: Percent Change in Visitor Spending & Total Sales

by County, 2012-2013 8.00% 7.00%

Direct Visitor Spending Total Business Sales

6.00% 5.00% 4.00% 3.00%

On the flip side, new tourism jobs could have positive effects on existing businesses in Lyndon Station. Twenty-three percent of business survey respondents believe that tourism is a critical factor for the success and expansion of their business.

2.00% 1.00% 0.00% Sauk County

Adams County

Columbia County

Juneau County

Source: WEDC

Economic Development Plan 27

Chapter 2

Market Analysis

Juneau County Tourism As Figure 2.4 illustrates, Sauk County receives the largest percent of the regional tourism direct spending (71%), while Juneau County receives the least at only five percent of the Dells region. In total, Juneau County’s 2013 total business sales were $84.3 million with $59.5 million coming from direct visitor spending. This equates to 70% of the County’s total business sales, which is comparable to the percentages found in the other counties in the Dells region (ranging from 68-79% of the total sales). Between 2012 and 2013, all four counties saw an increase in both direct visitor spending and total business sales (see Figure 2.5 on the previous page). However, Juneau County had the greatest percent change in both categories with 7.3% in direct visitor spending and 6.2% in total business sales.

Additionally Juneau County saw their percent change in direct visitor spending exceed it’s total business sales percent change, which suggest the tourism (visitor spending) had a larger impact on the County’s local economy in 2013. Juneau County is the only county within the Dells region that can state that.

Lyndon Station Tourism The existing businesses that directly bring tourists in the Village trade area are Bass Lake Campground, Crocket’s Resort Camping, Yukon Trails Campground, BP Gas Station, and Stalker Paintball. Also the Village hosts several local events, which bring residents and visitors together. Respondents of the business survey stated the annual Wine Walk and Park Fest where community events that provided additional sales to their businesses.

28 Village of Lyndon StaƟon

Chapter 2 Key Findings ► Juneau County only receives 5% of the Dells region’s direct visitor spending.

However, Juneau County saw the greatest improvement since 2012 (as compared to the other three counties in the Dells region).

Therefore, the Village of Lyndon Station, and Juneau County for that matter, has potential to pull more of this tourism spending with the right marketing, attractions, etc. ► If the Village offered more tourist-oriented businesses and held more events that brings in visitors, there is potential for additional demand not represented in the retail gap analysis. It will be important to consider businesses/attractions that are unique to the region, or are underrepresented. Stalker Paintball is one such business that is unique to the Dells region.

Community marketing around these type of businesses will only help to attract more visitors and their spending to the Village.

Market Analysis

Chapter 2

2.7 HOUSING MARKET SUMMARY Lyndon Station remains connected to and affected by trends affecting housing across the country, including changes in financial regulation, demographics, development practices and cultural norms. The most relevant changes affecting housing demand in the Lyndon Station area.

1. Household size is dropping and house size expanding 2. Home ownership preferences have shifted – people still aspire to home ownership but see less benefit in ownership 3. Stricter lending regulation is reducing home ownership 4. Planning and development practices are mixing uses and residential types in walkable neighborhoods Household Size Based on the 2000 Census, the percent of family households with seniors is higher in Lyndon Station than is found in Juneau County and the State as whole. As noted in Table 2.18 (below), both the County’s and State’s percent of households with seniors have increased in the latest American Community Survey (ACS).

Even though the ACS data at the Village level is unreliable (due to data error), it can be assumed that the percent of households with seniors has increased in Lyndon Station as it has for both the County and State. A relatively higher number of households with seniors indicates different housing preferences than those without seniors.

Generally seniors don’t need large homes and desire smaller dwelling units, especially those that are (or can be retrofitted to be) handicapaccessible. Many may ultimately require some sort of assisted living arrangement. Another indication of a need for smaller housing options is the relatively increasing number of people living alone. The percent of those living alone in Lyndon Station is higher than the percent of those living alone in both the County and the State.

Age of Housing Stock Age of housing stock is another important factor to consider when evaluating the housing market.

According to 2012 ACS data, 60% of Lyndon Station’s housing stock was built before 1970 with approximately one-quarter (25%) of the housing stock being built in 1939 or earlier. Older housing can be an issue in a housing market as it is generally less desirable and can have high maintenance costs associated with it. If in the future a significant number of older homes in the Village are found to be deficient, the Village could consider offering incentives for interested buyers to improve the existing housing stock or to developers who can develop appropriate housing to meet the Village’s demand.

Home Affordability Another important element to consider with an aging population is the affordability of living arrangements; many will retire and live on fixed incomes from retirement or social security payments. The median home value in Lyndon Station is approximately $105,600 as shown in

Table 2.18: Household Data, Regional Lyndon Station 2000

Total Households Family Household W/ Seniors Non-Family Household Living Alone Average Household Size Average Family Size

2008-12

Juneau County 2000

Wisconsin

2008-12

2000

2008-12

213

9,696

10,787

2,084,544

2,286,339

60.6% 34.7% 39.4% 33.8%

69.1% 29.2% 30.9% 26.0%

67.2% 38.8% 32.8% 28.6%

66.5% 23.0% 33.5% 26.8%

64.6% 28.7% 35.4% 28.6%

2.15 2.72

2.47 2.96

2.39 2.90

2.50 3.05

2.42 2.99

Source: ACS *2008-2012 ACS data for Lyndon Station incorporates too much error to report it.

Economic Development Plan 29

Chapter 2

Market Analysis

Table 2.19: Home Values, Regional Comparison, 2008-2012 Lyndon Station Less than $50,000 $50,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 to $299,999 $300,000 to $499,999 $500,000 or More Median Home Value

Mauston

Juneau County

Wisconsin

1.6% 43.1% 36.6% 13.8% 4.9% 0.0% 0.0%

12.1% 33.6% 32.5% 13.2% 7.7% 0.0% 0.9%

11.4% 27.9% 23.5% 17.1% 12.4% 4.9% 2.8%

5.1% 13.5% 21.8% 21.7% 23.0% 11.0% 3.9%

$105,600

$105,100

$118,500

$169,000

Source: ACS

Table 2.20: Home Values, Marketplace Comparison Lyndon Station Less than $50,000 $50,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 to $299,999 $300,000 to $499,999 $500,000 or More Median Home Value

Elroy

Iola

Princeton

Montello

5.1% 22.4% 24.5% 28.7% 14.3% 3.6% 1.5%

10.3% 46.4% 17.4% 11.3% 7.9% 5.2% 1.5%

3.3% 27.1% 29.0% 18.8% 15.3% 6.2% 0.3%

7.5% 37.1% 20.0% 14.3% 13.5% 4.3% 3.5%

8.9% 21.5% 22.5% 23.4% 16.5% 6.1% 1.1%

$143,981

$92,195

$133,046

$111,842

$143,235

Source: ACS

Table 2.19 (above). This is lower than both Juneau County and Wisconsin, as is median household income (see Section 2.2).

If we look at the marketplace comparison, Lyndon Station’s median home value is significantly higher than Elroy (56%) and Princeton (29%), and roughly similar to Iola (8%) and Montello (0%). Since Lyndon Station’s home values are comparatively high, it could signal that the aging population may look at housing options in other communities, especially when living on fixed incomes.

Home Sales & Vacancy Rate The housing market within the Village of Lyndon Station was affected by the Great Recession in a manner similar to the county, region and state.

County home sales (the number of homes sold) declined to a low of 20% or more below prerecession levels in 2010 and 2011, at all geographic scales, and then recovered in 2012 and 2013 to exceed pre-recession levels. However, as shown in Table 2.21 (above), the median sale price has not returned to its pre-recession level.

A December 2014 snapshot of current listings show roughly 17 single family homes for sale in the

30 Village of Lyndon StaƟon

Table 2.21: Home Sales, Regional JUNEAU COUNTY Number of Home Sold

2007 2008 2009 2010 2011 2012 2013

92,056 81,558 88,062 75,942 80,575 89,415 89,887

Average Median Price

$103,730 $92,056 $81,558 $88,062 $75,942 $80,575 $89,415

WISCONSIN Number of Home Sold

67,756 55,191 55,242 51,640 51,906 62,783 69,664

Average Median Price

$161,315 $151,690 $140,213 $140,154 $130,458 $131,813 $140,650

Source: Wisconsin Realtors Association

Village of Lyndon Station with a median sale price of $139,900. An additional seven manufactured homes and twenty-two empty lots were also for sale. Current trends show a increase in the number of listing, as compared to pre-recession, reflecting optimism in the market.

The number of new homes in the Village has also been stymied over the last decade, especially over the last five years. This is largely due to the slowed economy that has affected the housing market dating back to 2007.

Market Analysis

Chapter 2

Table 2.22: Unit Occupancy, Village of Lyndon Station

Owner Occupied Renter Occupied Vacant Homeowner Vacancy Rate Rental Vacancy Rate TOTAL

2000 Number Percent 141 60% 72 31% 22 9% 1.4% 8.9% 235

2010 Number Percent 139 56% 81 33% 27 11% 2.1% 12.0% 247

Avg. 2008-2012* Number Percent 123 47% 89 34% 49 19% 7.5% 0.0% 261

*ACS Estimates exceed 10% margin of error Source: Census (2000, 2010) & ACS (2008-2012)

As of 2010, the vacancy rate in Lyndon Station was 2.1%. which is right around the desirable vacancy of 2%. This rate is far better than vacancy rates found in comparable communities (4.7-6.7%).

Rental Market As of 2010, roughly 30% of housing in the Village is rental occupied. This is similar to the comparable communities, which range from 27-34% of the housing units. The rental vacancy in Lyndon Station in 2010 was 12.0%. This is significantly higher than the comparable communities, which have a vacancy rate of around 8%. This is also significant as compared to the County and the City of Mauston vacancy rates of 8.8% and 7.8%, respectively. Generally, a healthy vacancy rate is 5-6% of total units – this is an appropriate balance between the interests of property owners and the interests of renters.

One way to determine rental affordability is to look at housing wage in Lyndon Station. Housing wage is how much one must earn to afford rent. Data on fair housing wage is determined annually by the National Low Income Housing Coalition using HUD, ACS and Census data. In Juneau County the Fair Market Rent (FMR) for a two-bedroom apartment is $652. In order to afford this level of rent and utilities - without paying more than 30% of income on housing - a household must earn $2,173 monthly or $26,080 annually. Assuming a 40-hour work week, 52 weeks per year, this level of income translates into a housing wage of $14.76.

In Juneau County the estimated mean (average) wage for a renter is $10.91. Thus, a single renter must work 46 hours per week year-round to

afford the FMR for a two-bedroom apartment, or a household must include 1.1 minimum wage earners working 40 hours per week year-round.

According to 2012 ACS data, approximately 40% of units in Juneau County are paying 30% or more of their income towards rent. Based on ACS data, both Mauston and Lyndon Station have a median rent of $670.

Senior Housing Market The market for senior housing depends largely on population growth, age and income. While senior housing facilities generally locate in larger community, the primary criteria is to be within 15 miles of a hospital. Since there are hospitals in both Mauston and Wisconsin Dells, Lyndon Station could potentially support senior housing.

The Village currently has a 10-unit senior housing facility in the downtown (i.e. Villa-lyn Manor), which includes eight low-income housing units.

Looking at the region, there is a 40-unit residential care apartment complex in Necedah; a total of 82 units of community-based residential facilities (including Alzheimer’s) in Mauston, New Lisbon, Necedah and Wonewoc; and total of 196 units of nursing care in Elroy, Mauston and New Lisbon.

Key Findings ► With the recovery of the housing market in the region, the widespread availability of information on demographic trends and a renewed focus on economic development, the Village should be prepared to meet the demand of the changing population, including new home construction and potentially senior housing. Both Montello and Princeton have at least an assisted living facility.

Economic Development Plan 31

Chapter 2

Market Analysis

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32 Village of Lyndon StaĆ&#x;on

CHAPTER 3 PHYSICAL ASSESSMENT 33 Commercial Districts 40 Industrial Park

A key purpose of this plan is to provide guidance for property owners, developers, and Village officials and staff on the preferred location and design of redevelopment projects in Lyndon Station - in particular the commercial districts and the business park. Such guidelines should be grounded in an understanding of the districts as they exist in 2014. This section offers an assessment of the current status of the districts, including an identification of assets to protect and shortcomings to overcome.

3.1 COMMERCIAL DISTRICTS There are two distinct commercial districts in the Village of Lyndon Station. The interstate area includes parcels within close proximity of the interstate with existing or potential access from County Highway HH. The downtown is primary bound by properties along US 12 to the south and west, Washington Street to the east, and Honeyaire Street to the north. The districts are in the same vicinity of one another, but have completely different character.

This section offers an assessment of the commercial districts, including review of the development limitations, land use mix, and property conditions and values.

Figure 3.1: Village of Lyndon Station Commercial Districts

Economic Development Plan 33

Chapter 3

Physical Assessment

Development Limitations Developable land is limited by several natural features, including floodplains, steep slopes (i.e. slopes greater than 20%), and wetlands.

Figure 3.3 (on the next page) illustrate these development limitations within the Village’s commercial areas.

Floodplain The floodplain is made of two zones: floodway and flood fringe. As shown in Figure 3.2, the floodway is the body of water itself and the adjacent land areas that must be reserved in order to discharge the base flood without cumulatively increasing the water surface elevation more than a designated height.

Intensive development will not be allowed in this area. The flood fringe serves as a temporary storage area for flood waters during a flood.

Additional development within this zone can impact flood heights in the region. For these reasons, development within the floodplain has strict restrictions and requires flood insurance.

Based on FEMA mapping, a portion of Village is within the floodplain surrounding Lyndon Creek, which runs northeast through the community.

Figure 3.2: Floodplain Terminology

34 Village of Lyndon StaƟon

This will impact development potential along the east side of County Highway HH on both sides of the interstate. However, the floodplain in this area is mapped as “Zone A”, which means the area lacks a mapped base flood elevation. Therefore, the area is less defined, and may (or may not) be as large as shown in the FEMA map. A Hydrology and Hydraulics (H&H) study could be completed to decipher the flood elevation and provide a detailed analysis of the actual floodplain area. The potential benefits include the ability to better plan, zone and potentially build in areas currently shown as floodplain within the Village.

Since there may be potential for development near the mapped floodplain, it will be important to also consider being in the National Flood Insurance Program (NFIP). Currently the Village is not a member. NFIP membership enables homeowners, business owners, and renters to purchase federally backed flood insurance. Without flood insurance, properties with mapped floodplain would be hard-pressed to get a loan to make improvements or build on the land.

Physical Assessment Wetlands Wetlands are low-lying areas that are generally not conducive for intensive development due to erosive character, high compressibility and instability, low bearing capacity and high shrinkswell potential of wetland soils. Therefore, governmental regulations limit development in areas with wetland-type soils. Figure 3.2 (below), shows where there are wetlandtype soils in the Village based on DNR aerial photographic delineations. This covers a substantial area around the interstate and will be a major limiting factor in the development of that region. However, a more detailed wetland field delineation could be completed to verify/ denote where wetland ecosystems exist. This could present new areas for development.

Chapter 3

Steep Slopes It is a general rule that slopes over twenty percent prove to be too difficult and costly to build on. Additionally, development on such soils can lead to erosion issues. Therefore, development in these areas should be limited.

Only a small area northwest of the commercial districts are impacted by steep slopes. Thus, this is not a concern for redevelopment of the districts.

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Source: Esri, DigitalGlobe, GeoEye, i-cubed, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AEX, Getmapping, Aerogrid, IGN, IGP, swisstopo, and the GIS User Community

DEVELOPMENT LIMITATIONS (COMMERCIAL DISTRICTS)

VILLAGE OF LYNDON STATION JUNEAU COUNTY, WI

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Development Limitations Floodplain

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Economic Development Plan 35

Chapter 3

Physical Assessment Table 3.1: Existing Land Use Summary, Downtown

Land Use Figure 3.4 (below) shows the existing land uses within both the interstate and downtown commercial districts. In some instances, properties are shown with a colored hatch to represent a “secondary” use, which is either subsidiary to the primary use or occupies less space then the primary use.

Parcels # Industrial / Storage Office Service & Retail Bar & Food Public / Civic Vacant Parking Open Land Park Residen al Mobile Home Total

Overall the commercial districts are imbalanced.

In the interstate district, (undeveloped) open land covers the majority of the area, while in the downtown district residential is most prevalent. In total, only 20% of the properties in the downtown are commercial, while 42% are residential properties. Of the commercial uses, the majority are bar establishments followed by service and retail establishments. However, of the service/retail establishments only three provide convenience goods (i.e. Miller’s General Store, Lyndon Hardware, and Lyndon Station BP gas station). Nonetheless,

Area # % 0.941 4.2% 0.463 2.1% 1.817 8.2% 1.340 6.0% 0.143 0.6% 0.623 2.8% 0.379 1.7% 3.771 16.9% 2.077 9.3% 8.791 39.5% 1.930 8.7% 22.28

% 6.6% 2.6% 6.6% 10.5% 2.6% 5.3% 5.3% 9.2% 9.2% 40.8% 1.3%

5 2 5 8 2 4 4 7 7 31 1 76

* This summary excludes one unknown parcel (0.3 acres)

most of the current uses contribute positively to the vibrance of Lyndon Station. However, there are a few sites that impede this vibrance, such as the vacant lots/buildings and storage unit facilities. The public and civic site/uses (e.g. park spaces, municipal

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Figure 3.4: Existing Land Use Map

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Source: Esri, DigitalGlobe, GeoEye, i-cubed, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AEX, Getmapping, Aerogrid, IGN, IGP, swisstopo, and the GIS User Community

EXISTING LAND USE (COMMERCIAL DISTRICTS) Village of Lyndon Station

VILLAGE OF LYNDON STATION JUNEAU COUNTY, WI

Industrial & Storage

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Parking

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Printed by: stremlett, File: P:\40s\45\00045004\GIS\00045004_Lyndon Station_ELU_ST.mxd

36 Village of Lyndon StaƟon

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Physical Assessment building, and church) add to the character of Lyndon Station.

Chapter 3

Table 3.2: Building Conditions Summary*

Parcels

Buildings & Parcels

#

Individual parcels/buildings can have a lasting impression on a person’s perception of an area, either positively or negatively.

For instance, a building could be so welldesigned, unique, or historically significant that it is the first thing someone thinks of when someone mentions Lyndon Station.

Contrarily, a poorly designed or dead public space, a rundown/falling apart building, or a large vacant parcel can leave a negative impression.

Good Good to Fair Fair Fair to Poor Poor No Building Total

Area # % 20.18 22.6% 1.91 2.1% 18.76 21.0% 1.29 1.4% 8.61 9.7% 38.39 43.1% 89.14

% 9.5% 14.3% 25.4% 4.8% 6.3% 39.7%

6 9 16 3 4 25 63

* This summary excludes residential buildings which account for an additional 38 parcels (approximately 89.0 acres) and 6 parcels (approximately 4.4 acres) for which data was unavailable.

each building viewed from the street. In general, the majority of the properties were in good to fair condition, while there are few properties that have dilapidated buildings that can detract from the character of the downtown (see Table 3.5 for more information).

Building Conditions Figure 3.5 illustrates the building conditions within the commercial areas.

These evaluations were assessed in October 2014, and are based on the exterior appearance of

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Source: Esri, DigitalGlobe, GeoEye, i-cubed, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AEX, Getmapping, Aerogrid, IGN, IGP, swisstopo, and the GIS User Community

BUILDING CONDITIONS (COMMERCIAL DISTRICTS)

VILLAGE OF LYNDON STATION JUNEAU COUNTY, WI

Legend Village of Lyndon Station

Printed by: stremlett, File: P:\40s\45\00045004\GIS\00045004_Lyndon Station_BldgConditions_ST.mxd

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Economic Development Plan 37

Chapter 3

Physical Assessment

Property Values Land and improvement (building) values are assessed annually and provide an objective evaluation of the state of private property in the Village. Based on the 2013 assessed values (excluding tax exempt parcels), Lyndon Station’s total property value is $7.18 million with land value at $865,000 and improvement value at $6.31 million.

Table 3.7: Property Value Ratio Summary Parcels # 1.0 or Less 1.1 - 2.0 2.1 - 4.0 4.1 - 10.0 More than 10.0 No Data / Tax Exempt Total

Figure 3.6 illustrates the relationship between the value of improvements and the value of the land for each downtown parcel.

A low number is an indication of opportunity for redevelopment - it means that the parcel is not contributing strongly to the tax base and the cost to remove/replace existing improvements is relatively low.

2 3 8 20 43 31 107

Area % 1.9% 2.8% 7.5% 18.7% 40.2% 29.0%

#

% 1.1% 28.1% 15.7% 5.2% 15.9% 34.0%

2.08 51.22 28.59 9.50 29.09 62.10 182.58

There are two factors that are evident: 1. The majority (60%) of the properties are providing significant value to the Village (i.e. 4.1 or more).

2. There are also many properties throughout the commercial districts that are currently vacant, providing little to no taxable value to the Village.

The larger of these are located near the interstate area.

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Figure 3.6: Property Value Ratio Map

Source: Esri, DigitalGlobe, GeoEye, i-cubed, USDA, USGS, AEX, Getmapping, Aerogrid, IGN, IGP, swisstopo, and the GIS User Community

PROPERTY VALUE RATIO* (COMMERCIAL DISTRICTS)

VILLAGE OF LYNDON STATION JUNEAU COUNTY, WI

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Village of Lyndon Station

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38 Village of Lyndon StaƟon

10.0 or More Tax Exempt / No Data selection

* THIS MAP ILLUSTRATES THE RELATIONSHIP BETWEEN THE VALUE OF IMPROVEMENTS AND THE VALUE OF THE LAND FOR EACH PROPERTIY WITHIN LYNDON STATION'S COMMERCIAL DISTRICTS. A NUMBER BELOW 2.0 IS NOT CONTRIBUTING STRONGLY TO THE TAX BASE AND THE COST TO REMOVE/REPLACE EXISTING IMPROVEMENTS IS RELATIVELY LOW.

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Physical Assessment Reinvestment Opportunities

Chapter 3

Figure 3.8: Reinvestment Opportunities Map, Downtown

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REINVESTMENT OPPORTUNITIES (COMMERCIAL DISTRICTS)

VILLAGE OF LYNDON STATION JUNEAU COUNTY, WI

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3.2 INDUSTRIAL PARK The Village’s existing 225-acre industrial park is located in the southeast corner of the Village along Industrial Avenue with access from US 12. The park includes three businesses (i.e.

Endeavor Hardwoods, Inc. and Stans Industrial Woodwork Inc. and Scully Real Estate LLC) and the Village Sanitary Treatment Plant. There are several undeveloped parcels, including a recently acquired 62-acre undeveloped parcel in the southeast corner of the Industrial Park. There are a few limitations to the existing park (i.e. wetlands, transportation access, and infrastructure), which are described below.

Wetlands As explained in Section 3.1 on page 35, wetlands are low-lying areas that are generally not conducive for intensive development due Figure 3.9: Village of Lyndon Station Business Park

40 Village of Lyndon StaĆ&#x;on

to erosive character, high compressibility and instability, low bearing capacity and high shrinkswell potential of wetland soils. Based on DNR aerial photographic delineations, a good portion of the land surrounding the existing Industrial Park are shown to have wetlands or having wetlandtype soils. As shown in Figure 3.10 (on the next page), this includes the recently purchased 62acre parcel by the Village. In order to understand precisely where the wetland ecosystems exist on this parcel, a detailed wetland field delineation was completed by MSA during this planning process.

Figure 3.11 (on the next page), shows roughly ten wetland ecosystems covering a significantly smaller portion of the site. The Village has the full wetland delineation report on file, and it is recommended that this report be submitted to the US Army Corps of Engineers and Wisconsin DNR for concurrence prior to making additonal steps to develop this parcel.

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Figure 3.10: Industrial Park Expansion, Mapped Wetlands

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Transportation Access Even though the Industrial Park has good visibility from Interstate 94, access to this major transportation corridor is limited. In order to reach the industrial park, users must take CTH HH through the downtown and access the Industrial Park via US 12. Additionally, access is limited to one access point. If and when the Industrial Park is expanded consideration should be given to providing additional access, as well as potentially improving access to Interstate 94.

Infrastructure The Industrial Park does have sanitary sewer and water service; however, the telecommunications is limited, especially for high-speed internet service.

Currently Lyndon Station businesses have two internet options available: DSL service via copper phone lines operated by Frontier Communications or service via copper cable from Charter Communications. These services are limiting due to the physical properties of copper wire, which cannot carry significant simultaneous data as fiberoptic networks can provide. Recently, the Village has entered into talks with Camp Douglas-based Lemonweir Valley Telcom to extend fiber-optic cable to the Village businesses from its nearest point a few miles outside the Village. In order for the telecommunications company to make this infrastructure improvement, they would need longterm contracts with business owners that amount to enough to generate revenues large enough to make the investment worthwhile. Currently there is no definite plans to extend fiber optic cable to the Industrial Park. This improvement can have large impact to the type of businesses that would build in the existing or expanded Village Industrial Park.

42 Village of Lyndon StaĆ&#x;on

CHAPTER 4 ED STRATEGIES 43 44 48 55

Administration Marketing & Events Infrastructure Improvements Redevelopment Opportunities

Choosing the right economic development strategy can be difficult for a small community due to a lack of critical mass, remoteness, and/ or proximity to metropolitan areas. Therefore it is important to look beyond just the traditional needs-based economic development approach, and consider pursuing asset-based economic development strategies. An asset-based strategy involves a community leveraging its existing local resources (i.e. natural environment, sociocultural, and economic advantages) to strengthen its local economy. These include existing industry clusters, human capital, natural resources/ amenities, infrastructure network, and reuse of under utilized buildings/sites. This Chapter will discuss Lyndon Station’s economic development strategies, which will focus on both needs-based and asset-based strategies. See Chapter 5 for recommended funding to help implement the actions described in this chapter.

4.1 ADMINISTRATION (A) Many of the strategies identified in this section presume the use of existing Village implementation tools. These include operational tools (e.g. annual budget process, capital improvement program), regulatory tools (e.g. land use regulations, building codes, housing codes), and funding tools (e.g. tax increment financing, and state / federal grant programs). To further enhance the marketability of Lyndon Station, the Village may also consider the administrative actions listed within this section.

A-1: Organization Implementation of the recommendations in this Plan will require coordination and effort from a broad range of people, including the Village Board, the Lyndon Station Chamber of Commerce, local businesses, residents and regional partners.

Therefore, it is recommended that a working group/committee be formed with representatives from each of these groups mentioned above.

Consider asking this group to commit to a 3-year term of service, with expectations that projects will be initiated and completed within that period.

This group should meet at least every quarter to discuss and push forward the varied actions outlined in this Plan (see Chapter 5). Working group/committee initiatives can include, but not limited to, applying for economic development related grants, marketing potential development sites and events, and forming mutually-beneficial partnerships with local and regional entities. It is also encouraged to consider setting up an educational component, such as presentations from local partners (e.g. Juneau County Economic Development on marketing issues).

A-2: TIF District Creation Tax Incremental Financing (TIF) is a financial tool used to promote tax base expansion, improved business climate, increased employment, elimination of unsafe/unsightly buildings and conservation of natural resources.

Eligible projects relevant to Lyndon Station include (but not limited to) developer incentives/grants/loans, streetscaping features, street lighting, parking infrastructure, transportation improvements, utility improvements, promotion and economic

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development.

This powerful economic development tool is currently not being used by the Village; therefore, it is recommended the Village create a TIF District (also known as a TID). This TID should encompass areas where public improvements are needed the most and where it will have the greatest impact on potential redevelopment opportunities (see Section XX).

A-3: Village Revolving Loan Fund Juneau County has an existing revolving loan fund available to Lyndon Station businesses looking to expand which results in job growth. The Village may also consider local assistance with nonemployment related business investments such as restaurant expansion, marketing activities or other targeted items that would benefit from a locally controlled fund. It can be partially funded by a TIF District, grants or loans from USDA, or partnerships with utility districts.

A-4: Facade Improvement Grant Program Development provides the Village with economic stability and provides goods, services and jobs for its residents. However, over time building facades can become tired or fall in disrepair.

This can negatively impact the perception of an area, hurting business sales and marketability of the area. Therefore, the Village should consider developing a facade improvement program to help stimulate exterior building improvements.

This program should help fund preservation, restoration and maintenance within the downtown by providing matching grant funds (or low-interest financing). Below describes general guidelines to consider when awarding financing/monies for facade improvements. ► Architectural Character: Design/Update the building using architectural elements that provide visual interest and human scale, and that relate to the surrounding context. ► Building Materials: Use high-quality, longlasting finish materials (e.g. kiln-fired brick, stucco, wood, and fiber-cement). All exposed sides of the building should have similar or complementary materials to those used on the front façade.

44 Village of Lyndon StaƟon

► Building Projections: Canopies and awnings should be provided along facades that give access to the building. ► Signage: Use pedestrian-scaled sign types: building-mounted, window, projecting, monument, and awning. ► Lighting: Exterior lights should be full-cut-off fixtures that are directed towards the ground to minimize glare and light pollution. ► Service Areas: Trash and recycling containers/dumpsters, street-level and rooftop mechanical, and outdoor storage should be located or screened so that they are not visible from a public street.

4.2 MARKETING AND EVENTS (ME) Efforts to increase residents, tourists, and retail traffic to Lyndon Station businesses will lead to stronger local economy, increasing the marketability for additional commercial and industrial businesses. An important part of this effort is marketing, outreach and event promotions, as described below.

ME-1: Buy Local Program Generally, the majority of business sales comes from the local population. For this reason, it is important to encourage local residents to shop locally. Since small communities rely on residents in rural sections of the County and on neighboring small communities, it is important to get this message out to those areas as well.

Currently the Chamber offers $20 Chamber cards to consumers with discounts at local establishments. This effort should continue; however, this could be expanded. Below are a few examples of other “buy local” campaigns. ► Send a happy holiday card with or without a coupon (or gift card) to a random number of area residents, or place an advertisement in a local media outlet. This message should state the gift/coupon is offered up by their locally owned businesses and that buying local throughout the year will build a more vibrant and healthy local community.

ED Strategies ► Create a shop local week that could either be just within Lyndon Station or cover a broader market.

This event could be accompanied by a bingo or monopolyesque game requiring contestants to purchase an item at enough business to complete the board. Each participating business would provide a prize to be awarded to wining contestant(s). This could be downloadable from a Village website, Community Chamber website, and/or located at participating business locations. ► Use a vacant storefront to advertise the “buy local” campaign.

This could be further enhanced by sponsoring an annual “buy local” store window decorating contest, which would be voted by the general public with the winning business receiving a plaque, or kudos on the Village or Chamber website. The general public would be enticed to vote by offering eligibility in drawing to win a gift bag provided by area businesses.

ME-2: Online Presence Today consumers rely heavily on websites and information that can be found online, including where to travel, where to eat, where to shop and what to do. Below describes several recommended online business marketing opportunities.

ME-2.1: Village Website The Village’s website already has a strong presence, as it is the top hit on search engines, has a user-friendly design, and provides sufficient community information. There is also a link to the existing businesses and to the Community Chamber facebook page; however, both links are not prominent on the site. It is recommended this information be added as its own web page with a header at the top of the home page. Potential information to incorporate on this web page include

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a list of businesses, their business information (e.g. address, phone number, website link, hours, etc.), planned community events/sales, local business coupons, and a link to the Community Chamber website.

ME-2.2: Chamber Website The Lyndon Area Chamber of Commerce currently use a facebook page to deliver its message to the public and its members.

However, it will be important to grow the online presence beyond just Facebook, especially with so many businesses lacking their own web page.

Either in coordination with the Village website, or on its own, a website should be created to advertise for all Chamber members. The site should, at a minimum, provide a calendar of events, business coupons and business hours and contact information. To reduce administration and members’ time consider a web service that will allow members to log in and update their own information.

ME-2.3: Business Website / Reviews Advertising and tourism studies have shown that the majority of consumers research their destinations prior to deciding on making their first visit to a business/location. Currently most Lyndon Station businesses do not have a website.

Some do have a Facebook page, but even these pages lack the basic information such as hours of operation. Plus, Facebook is primarily used by computer savvy people. Therefore, a traditional website is still an important tool and would benefit Lyndon Station businesses. Another important step is to make sure that a business website appears on search engine result pages when the business type is searched near Lyndon Station. If it does not, verify that your website content includes keywords that would be found by search engines and make sure your business profile on these search engine sites are filled out completely.

If business funds are limited, a lack of individual online presence can be mitigated with the help of other actions. For instance, if the Village and

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Community Chamber websites provide useful information on local businesses that can be easily searched on the top search engines. Also online reviews on the major business sites (e.g. Google, Yelp, Urbanspoon and Trip Advisor) can play a big role in the decisions made by visitors and tourists. Therefore, it is recommended to promote online business reviews on the major websites listed above. One way to entice online reviews is to post stickers or posters at area businesses encouraging visitors to write reviews about their business experience. Additionally a business could offer a small discount to anyone who puts up a review on one of the review sites.

ME-2.4: Tourist / Camping Websites There is also potential to tap into the tourist industry by getting Lyndon Station businesses on Dells Visitor and Convention Bureau, County and State tourism websites. Another potential location would be on campground websites, especially if they list nearby attractions or food establishments.

At a minimum, Stalker Paintball should be added to the official WI Dells vacation guide website.

Additional businesses should be marketed on these websites as they are opened.

ME-3: Media Outlet Advertisements Although the internet is a very popular way for people to get information, people still use traditional types of media to get news and information - particularly the older demographic.

According to survey respondents, the top sources to get news from in the area include: WRJC radio, Juneau City Star Times, Mauston Newspaper, Juneau County Reminder Advertising, Juneau County Messenger, and WOLX radio. Therefore, businesses should consider marketing efforts to the above media outlets in-conjunction with special events or on a quarterly basis. Since this can be costly for individual businesses, consider having the Community Chamber take out a large ad with space for smaller individual business ads.

ME-4: Village Logo / Brand A community logo, similar to a business logo, gives a visual representation and identity to a

46 Village of Lyndon StaƟon

brand (in this case, a community). A recognizable brand can have economic benefits in the regional marketplace. For example, the Village of New Glarus faced a stagnant/declining population many years ago, but after building a brand around its swiss heritage, both in events and architecture, the Village was able to revive its local economy.

Lyndon Station could also market itself based on its local assets (e.g. rich Irish heritage, the railroad, natural resources). The logo should be simple, unique, and easily recognizable. One way to reduce design cost is to hold a community-wide, or student, design contest. It is recommended the winning design get professionally modified prior to adopting it as the Village’s logo. This adopted logo/brand can be expanded and sold on clothing items (e.g. shirts/sweaters, tote bags, hats and visors), which will provide free advertising when worn.

ME-5: (Interstate) Business Signage The Interstate 90/94 interchange offers an opportunity to draw new or commuter patrons to downtown businesses; however the physical and visual separation reduces its marketability.

Current efforts by the Village and Community Chamber to pull traffic into town include a sign with a few businesses located opposite to one of the convenience gas station’s access drives, and a much larger sign with a list of downtown businesses next to the community’s gateway sign (which is planned to be removed).

ME-5.1: Group Business Sign Enhancement The existing group business sign does have a direct Village and business benefit; however, it could provide an even stronger message.

In general, a street sign should be clear and concise. The amount, size and color of text can have a large impact on the sign legibility. Another important aspect is to consider having one consistent design theme to minimize confusion in deciphering the different

ED Strategies sign pieces/parts. When updating or adding an existing business group consider minimizing the amount of information to just the primary information to direct drivers to the businesses with potential of one or two additional bullet points.

ME-5.2: Downtown District Sign It is suggested to supplement these business signs described above with a more general sign welcoming drivers to the downtown. This sign should be placed closer to the interchange facing southbound traffic. Below is an example of the sign with its suggested location just south of the overhead power lines on private property.

ME-5.3: Interstate SIS Signage Another way to market existing businesses to commuters is to add their name to DOT’s Specific Informational Signs (SIS) near the Lyndon Station interchange. The SIS logo program is designed to direct motorists to services located up to five miles from Interstate highways, freeways and conventional highways. Categories that can be signed include gasoline stations, food, lodging, camping and attractions; however, there are additional requirements such as minimum hour of operations (see DOT’s website for more information).

Currently, Martha’s Lyndo Inn Restaurant is one business that should be added to the existing food SIS sign on Interstate 90/94 (as long as they remain open at least five days a week with service between 10 a.m. - 7 p.m.).

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or businesses at a reduced cost. The greater number of unique activities that could be combined the better chance to appeal to the Dells visitors.

Consider looking into other smaller communities in close proximity to the Dells that could combine with Stalker Paintball (and/or others) to attract tourist and/or regional residents.

ME-7: Welcome Packet A welcome packet gives the Village an opportunity to welcome a new resident, as well as inform them about Lyndon Station’s history, services, public/ civic buildings and businesses. It should include a business directory, and potentially local business coupons. Funding can be provided by sponsored businesses or the Community Chamber.

ME-8: Community Events Public events provide community pride, sense of place, and economic benefits. Currently the Village hosts several events, including Park Fest, Wine Walk, Lyndon Dash Bash, Halloween Party, and Softball tournaments; however, these events should be expanded, and involve more local businesses. Other potential events include art/ mural installations, farmer’s market, concerts, movie night, and sidewalk sales. These events should be promoted beyond the local media outlets to reach the regional population. Several ideas to increase the impact of marketing these events include the following: ► Designing promotional materials: This is the first impression people will get of the event, so make it interesting and eye-catching. The Village should consider hiring a professional graphic designer to create these promotional materials as they specialize in media that is attention-grabbing and compelling.

ME-6: Tourist Attraction Packaging Currently the Village has one tourist-related business that is unique to the Dells area (i.e.

Stalker Paintball). This is a business that should be marketed not only by the business, but by the community. One way to promote this business, as well as other local businesses, is to create a package deal that includes multiple activities

► Develop a media presence for the events: This includes both online, radio and newspaper media. Social media is a key way people are getting their information. Make attentiongrabbing posts about the events and maybe reveal special elements about the event such as a local politician who will be speaking at the event, a guest musical appearance, offer free ice cream cones or some other type of food.

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4.3 INFRASTRUCTURE IMPROVEMENTS (II) The Village will consider directing public investments to wherever appropriate to attract consumers, help catalyze redevelopment, and attract additional investment. This Plan recommends publicly-funded improvements to downtown parking areas, road/streetscape, and business park expansion. The remainder of this section will describe improvements to each of these public assets.

II-1: Downtown Parking An inadequate amount of parking (real or perceived) can impact a business’ vitality. This has been a concern of some Lyndon Station businesses in the past, and has been brought to the forefront by an impending Wisconsin Department of Transportation (WisDOT) road reconstruction project that may convert the existing angled parking on CTH HH (Wisconsin Street) to parallel parking. This change is being considered due to the safety concerns with angled parking along a primary route and the lack of right-of-way width present to meet current State and Federal transportation requirements.

WisDOT has indicated the benefits of this change include reducing conflicts between angled parking users and on-coming traffic (vehicular and bike), widening the existing narrow sidewalks to provide ample walking room around utilities and signs, and providing potential space for streetscaping opportunities (see page XX for more information).

This change will result in a reduction in parking spaces in front of existing stores. To offset the parking loss, it is suggested that additional parking be strategically designed and dispersed throughout the downtown with enough spaces to meet the existing and future demand. The following recommendations will meet this goal.

II-1.1: Improve Parking Efficiency There are several methods to alleviate parking shortages (real or perceived) that have significantly less cost than building new parking facilities, including the following:

48 Village of Lyndon StaƟon

(A) Provide Short-Term Parking: Provide a few short-term parking stalls (e.g. 15-minute limit), preferably near corners. Coffee shops, florists, and markets all have customers that want to get in and out quickly, but this change should be made only in consultation with business owners to confirm interest.

(B) Parking Stall Size: As fuel efficiency has become a priority, many people are driving cars less than 16 feet in length. Look for opportunities to gain additional spaces by designating some rows for compact cars only. These spaces are also appropriate for most electric vehicles. The provision of public charging stations (or utilities to accommodate future installation) should be considered when building new parking lots or structures.

(C) Encourage Alternative Transportation Options: Automobiles will be the dominant form of travel in Lyndon Station for the foreseeable future, but there are some people willing to travel by bike and by foot, especially students. The Village and property owners can mitigate car parking demand by encouraging biking and walking. ► Walking can be encouraged with a continued commitment to safe sidewalks and crosswalks. All downtown streets should have sidewalks and ADAcompliant ramps. ► Biking can be encouraged with better designation of bike routes and lanes, and with designated bike parking at apartments and businesses.

Heavily traveled roadways (CTH HH and US 12) should include bike facilities (e.g. auxillary lane, bike lane, or combined parking/bike lane). Additionally a few key low-volume streets could be marked with shared road usage (vehicle and bikes). Potential low-volume streets to mark include Washington Street, Roosevelt Street and Oak Street.

II-1.2: Create More Parking Another solution to a parking shortage (real or perceived) is to create more parking. Removing taxable development to add low-density surface parking is undesirable - it reduces revenues and

ED Strategies damages the urban character of the downtown area.

Instead the solution is to first consider alternative methods before removing existing or potential taxable development (see Recommendation PP1) and then consider strategic locations to expand/ add parking. Below are the proposed parking infrastructure improvements that can improve the parking network within downtown. (Note: the vacant land between Leo’s Upper Bar and Hadlies Upper Dells Hotel was not considered a long term parking solution, as this vacant land would serve the downtown better as future “taxable” development) (A) All Sections: Alleys primarily provide access to private properties; however, in some instances the alleys can provide parking for existing businesses. It is recommended, where available, to pave additional spaces along the alley that could be used for employee and resident parking within the downtown district.

(B) North Section: Parking should be maximized on Julius Street using the full extent of the existing right-of-way. There are two options that will increase the amount of parking on Julius Street while staying within the existing right-of-way, as described below.

1. Two-way traffic with angled parking on the north side of the street (abutting the railroad corridor) and parallel parking on the south side. The north side of the street does not have any driveways or streets bisecting Julius Street, which allows for continuous uninterrupted parking spaces. For this reason angled parking is suggested for this side of the street (vs. the southside – as currently being used) to maximize the parking potential.

2. One-way traffic with angled parking on both sides of the street.

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(C) South Section: There are several parcels that are currently vacant or being used for storage / yard space that could provide short- and longterm parking for the downtown. Each have merit to help alleviate parking shortage; however, preference should be given to the order presented below.

1. The single-family home at 51 S. Wisconsin has an expansive yard located on a separate adjacent lot (Parcel Number #29146270). A portion of this open lot could be subdivided to allow for a Village parking lot.

2. Scully Real Estate LLC owns two adjacent parcels along US 12/16 near the Juneau Street intersection (Parcel Numbers: 29146276 and 29146277) that is being used for vehicle/equipment storage.

Based on recent observations, this lot is mostly vacant and could be subdivided to provide a Village parking lot. Dependent on the property owner’s needs, the Village could provide a small lot using only the parcel adjacent to the alley (Parcel Number 29146277).

3. There is a vacant storage building behind 111 E. Flint Street (Parcel Number #29146268.2) in disrepair that could be removed and replaced by a small parking lot.

II-1.3: Parking Signage Public parking should be easy to find. In many communities, the issue is never the amount of parking, but the visibility of the parking lots. This is especially true for lots that are not on the main roadways. It is recommended the Village add public parking signs to direct consumers to public parking areas. Below are two examples.

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II-2: Streetscaping A major step in revitalizing a downtown is to improve the streetscape, showing residents and business owners that the Village is taking the initiative in revitalizing the area. These improvements also help to create an identity for the downtown, which separates it from other areas within the Village. 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 reconstruction of streets.

SS-1: General Guidelines Below describes general guidelines to address streetscaping issues within the planning area. The Village should consult these recommendations prior to reconstruction of the public right-of-way or other streetscaping improvement projects.

See the subsequent section for more specific recommendations.

Streets ◘ Reduce/modify the number of existing service driveways by eliminating duplication and providing shared service access. ◘

◘

On streets with high traffic volumes or high speeds, the Village will reconstruct with bicycle or auxiliary lanes for bicycle use, where space is available.

Reduce corner radii (or provide bump-outs)

Sidewalks / Crosswalks ◘ All downtown streets should include sidewalks, and any street with sidewalks should have ramps that are ADA compliant. ◘

Maintain a minimum of five feet of clear path, where possible. Refrain from placing fire hydrants, light and electrical poles, traffic lights, signs, benches, etc. in the clear path zone.

50 Village of Lyndon StaƟon

◘

Clear snow to allow safe walking on the sidewalks and access to parked cars.

◘

Clearly mark crosswalks. Those crossing high traffic roads shall be enhanced by additional striping or change of material.

Lights ◘ Consider upgrading all lights to LED light fixtures that are dark sky compliant (i.e. no light tresspass above 90 degrees).

Street Furniture ◘ Provide at least two bench and a trash receptacle on every block, especially near high-volumed pedestrian crosswalks. Bolt the benches to pavement to prevent vandalism. ◘

Provide bike racks at major destinations and near large parking lots. Use racks that allow the bike frame to be locked up.

SS-2: Streetscaping Plan Based on the general guidelines discussed above, the streetscape within the downtown district (as shown in Figure 4.1 on page XX) could be improved to enhance the overall character of the downtown. The remainder of this section describes potential streetscape improvement that should be considered in the upcoming Wisconsin Street (CTH HH) reconstruction project, as well as extended to Flint Street (US 12) in a future phase.

(A) Sidewalks: In most cases sidewalks need to be greater than the mentioned 5-foot “clear path zone” to provide additional benefits beyond safe pedestrian movement. Current reconstruction plans for the CTH HH will widen the sidewalks by 4 feet through the downtown. This additional space will help to mitigate utility and road signage impact on pedestrian movement along the public sidewalk. In some communities this additional space (i.e. sidewalk terrace) receives decorative paving to not only beautify the street landscape, but to create a visual separation between vehicles and pedestrians. However if decorative paving was introduced to the terrace, it would have

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Figure 4.1: Wisconsin Street Proposed Typical Section

Decorative parking treatment distinguishes the parking area from the travel lane, creates a visual separation between the street and the sidewalk (perceived safety) and enhances the streetscape.

The image above is an example completed recently in Elgin, Iowa.

a narrowing effect on what is already a narrow sidewalk. Therefore, it is suggested the parking areas receive the decorative treatment (vs. the sidewalk terrace) to create this visual separation.

Additionally, this decorative parking treatment creates a unique condition not found in many communities and it helps distinguish between the parking area and biking space (see Figure 4.1 above and side bar). Asphalt stamping has successfully been used in Lake Delton and Sauk City; however, its use was limited to crosswalks in these applications. If the decorative parking treatment is not considered, a decorative pattern in the sidewalk using the entire 9 feet is recommended. Below are two examples.

(B) Lighting: Downtown lighting should be unique to the remainder of the CTH HH and US 12 corridors within the Village limits. This can be achieved by changing the pole color/style/height and/or by adding banners, flags or planters to the pole. A

recent example of these light improvements has been installed in the City of Elgin, Iowa, as shown in the upper right. Their new lighting included 20-ft tall post up lights with banners, American flags and planters. The reduced pole height does enhance the pedestrian-friendly environment (as the poles are at human scale), but would require additional poles in downtown Lyndon Station where sidewalk widths are quite constrained.

Therefore, it is recommended Lyndon Station’s downtown light poles be painted, be dark-sky compliant and have banners (and potentially American flags or planters) attached to the poles.

These efforts will help to reduce the overall impact tall light poles can have on the downtown streetscape.

(C) Bumpouts: Sidewalks can be further enhanced by bumping out the curb at intersections. This improvement can both add real estate for streetscaping elements and improve pedestrian safety (i.e. slows traffic and reduces the required distance pedestrians must walk across a street). The Village should consider at least adding (partial) bumpouts at the CTH HH / US 12 intersection due to vehicle and truck traffic on both streets. However, the bump-outs will

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need to be reviewed to accommodate large truck movements. If this improvement is considered, a bench could be added to two of the corners. If bike lanes are added to either street, make sure the bumpouts do not impede the bike lane; otherwise, bicyclists will be required to enter and exit vehicle travel lanes, creating potential conflicts between travel modes.

(D) Crosswalks: Marked crosswalks improve safety, as well as add to the attractiveness of the area. Currently there are no marked crosswalks within the downtown area. Since Wisconsin Street (CTH HH) and Flint Street (US 12) have significant vehicle and truck traffic, it will be important to have at least one intersection with marked crossings (e.g. painted or colored pavement). The most important intersection to mark is the CTH HH / US 12 intersection.

If this intersection’s crossings are going to be only painted, consider the ladder design as it gives additional awareness to on-coming drivers (as shown in the image on the right).

(E) Street Furniture: Benches, bike racks, planters and trash receptacles should be incorporated in the streetscape. Style and color should complement the new light fixtures. Since space is limited along Wisconsin Street (CTH HH), consider working with property owners to allow benches (and planters) along the building edge where space allows it.

One location to incorporate a couple benches and planters outside of the public sidewalk would be between Leo’s Upper Bar and Hadlies Upper Dells Hotel.

II-3: Fiber Optics Extending high-speed internet service to Lyndon Station and its industrial park is important to business development. Currently Lyndon Station businesses have two internet options available: DSL service via copper phone lines operated by

52 Village of Lyndon StaƟon

Frontier Communications or service via copper cable from Charter Communications. These services are limiting due to the physical properties of copper wire, which cannot carry significant simultaneous data as fiber-optic networks can provide.

Recently, the Village has entered into talks with Camp Douglas-based Lemonweir Valley Telcom to extend fiber-optic cable to the Village businesses from its nearest point a few miles outside the Village. Based on discussions with the telecommunications company’s network sales engineer, it would cost roughly $100,000 to extend fiber-optic cable to the Village and its industrial park.

In order for the telecommunications company to make this infrastructure improvement, they would need long-term contracts with business owners that amount to enough to generate revenues large enough to make the investment worthwhile. If this service cannot be provided based on current demand, the Village should consider ways to subsidize this infrastructure improvement, as it is key to future economic growth in the Village. One potential revenue source would be the proposed TIF District (see Recommendation A-2); however, monies to complete this project would first have to come from another source (e.g. General Fund, Municipal Loan, etc.) until development within the TID creates increment to pay off the projects.

II-4: Outdoor Activity Park One of the major benefits of the Village is its proximity to the Dells area, and its regional tourism. One way to tap into the local tourism is to have activities/businesses not present in the Dells.

Therefore, the Village should consider creating its own recreational draw by developing a low-impact outdoor activity park. One potential location for this park is on the existing Village-owned recycling center site with potential to expand on to neighboring parcels that has limited developable opportunities due to significant wetland areas.

The benefits of this location for this activity park is it is already owned by the Village, it is closer to the downtown (requiring visitors to come further

ED Strategies into town) and the site offers vertical terrain.

The benefit of the vertical terrain is it increases the possibility of building a mountain bike trail, which would be the first of its kind in the Dells area. As shown in Table 4.1 (on the right), there currently are at least 21 mountain bike facilities in Wisconsin with just one within 60 miles of the Lyndon Station (i.e. Devils Lake). If a municipal mountain bike trail is considered, there are grant opportunities available (see Chapter 5), as well as potential for design help from local non-profit “mountain bike enthusiasts” entities (e.g. Capitol Off Road Pathfinders and Central Wisconsin Off-Road Coalition). Other potential active park activities include disc golf course, archery center, and zipline course. All of these additional activities exist within the Dells area, to a limited degree, so a niche could be created if designed with quality in mind. No matter what activity is considered, all have potential to have spin-off businesses to supply tourists the needed equipment either for purchase or rent.

II-5: Industrial Park Expansion Currently the Village’s industrial park consists of roughly 10 sites along one street (i.e. Industrial Avenue). Of the existing lots, most have been developed, primarily by two hardwood lumber companies. There are two opportunities to expand the industrial park: 1) a 62-acre Village-owned parcel southeast of the existing development; and 2) several privately-owned properties (roughly 116 acres) north of the existing industrial park. Each can have a strong impact on the existing industrial park; however, the following phasing and action steps are suggested.

II-5.1: Phase One (Southeast Development) At this time the Village-owned property provides the best opportunity for industrial park expansion, as there is no property acquisition needed and it will require the least amount of infrastructure improvements. However, this property has significant areas mapped as wetlands, impacting the development potential of the property (see Section 3.2 for more information). To verify the

Chapter 4

Table 4.1: Wisconsin Mountain Biking Summary Community Baraboo Middleton Blue Mounds Dodgeville Black River Falls Fitchburg Cambridge Waupaca Neillsville Kewaskum Mosinee La Grange Wausau Wausau Palmyra Plymouth Eau Claire Minocqua Hayward Hurley Drummond

Name Devils Lake Middleton Bike Park Blue Mounds State Park Governor Dodge State Park Trails Perry Creek Trail Quarry Ridge Recreational Area Cam-Rock Hartman Creek State Park Trails Levis/Trow Mounds Trails New Fane Trails Big Eau Pleine County Park John Muir Trails Nine Mile Recreational Area Sunny Vale County Park Emma Carlin Trails Greenbush Trails Lowes Creek Trails Raven Trails Chequamegon Area Trails Pines and Mines Trails Drummond Town Park Mountail Bike Trails

Length 6.0 n.a n.a 12.2 9.0 n.a n.a 14.3 12.0 7.7 8.0 18.4 12.0 7.0 8.4 11.4 5.4 6.5 300.0 23.0 60.6

environmental constraints, a wetland delineation was completed during this planning process. The results suggest significantly less areas within wetlands, increasing the development potential of the property. To make this report official, concurrence will be needed by the WDNR and/ or the Army Corps of Engineers (dependent on jurisdiction). After receiving concurrence, the land can be subdivided and a road can be extended to this property.

Figure 4.2 (on the next page) illustrates the potential of this property. It shows five developable lots, ranging in size from 5.1 acres to 15.7 acres.

If a larger development is desired, Lots 1 and 2 or Lots 4 and 5 could be combined. Additionally, Lots 1-3 back up on a private empty lot that could be purchased to expand those lots (as illustrated in Figure 4.2). The concept proposes a 32-ft roadway (with on-street parking prohibited) within a 66-ft right-of-way. In order to mitigate wetland disruption, the road snakes through the 62-acre land and ends in a cul-de-sac. There may be an opportunity to link this proposed roadway to Koval

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Road in the future, which would offer an additional access point to the Industrial Park. However, this will require the right-of-way to be reserved/platted to the property boundary as shown in Figure 4.2.

II-5.2: Phase Two (North Development) The potential expansion north of the existing industrial park can increase the visibility and accessibility of the park from both CTH HH and Interstate 90/94. These two factors can greatly improve the marketability of the industrial park, as well as open up the park to new and different business types due (e.g. truck transportation).

As shown in Figure 4.2 (below), there is potential for five large lots, ranging in size from 8.0 acres to 17.3 acres. The severity of the wetlands near Figure 4.2: Industrial Park Expansion Map

54 Village of Lyndon StaĆ&#x;on

Lyndon Creek will dictate the size and potential for proposed lots 9 and 10, as well as the overall size of the proposed outlot. The proposed road design is based on using the existing Wright Street rightof-way and averting existing mapped wetlands.

If wetlands are less severe than mapped, there is potential to extend the road straight east (as shown in dashed lines in Figure 4.2), in order to enlarge the development potential on Lot 10. An industrial park sign should be built on the south side of the CTH HH access point, using existing right-of-way at this redesigned intersection. In order to complete this expansion, several limiting factors need to be further analyzed, as described on the next page.

ED Strategies

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4.4 REDEVELOPMENT OPPORTUNITIES (A) Wetlands: There is significant areas mapped as wetland near and surrounding Lyndon Creek.

This can greatly impact the development potential, as well as the road layout. In order to evaluate the environmental constraints in this region, a wetland delineation will be needed. To reduce up-front costs, an unofficial survey could be completed to verify areas of hydrophytic vegetation, hydric soils and/or wetland hydrology. The results of this survey may dictate if the full wetland delineation will be necessary.

(B) Infrastructure Costs: Current improvements needed to expand the industrial park north include widening the bend on CTH HH to include turning lanes to Wright Street, reworking Rock Street’s intersection with Wright Street (as shown Figure 4.2), widening of Wright Street, expansion of the existing culverts (or build a bridge) over Lyndon Creek, new road construction connecting to Industrial Avenue, and utility extensions to the proposed lots. Prior to moving forward on this expansion project consider a feasibility study to verify total improvement costs will be offset by enough taxable development to make this expansion worthwhile. This study could be (and is recommended) to be completed at the same time as the unofficial wetland survey to better understand the development potential of expansion area.

(C) ATC Proposed Expansion: The ATC plans to improve their existing network along Interstate 90/94, including the lines through the Village of Lyndon Station. Current infrastructure is on a 75-foot easement on both private- and publicproperty. The plans are to expand this to 150-foot easement that could impact the proposed frontage road. Coordination will be needed to verify their plans and how that may impact potential road development along the Interstate. As shown, the proposed road would be south of the existing ATC overhead wires, but there is potential to move this proposed frontage road closer to the interstate (barring ATC needs and environmental impacts).

Private development and reinvestment provides both public and business benefits, including enhancing the Village’s image, providing additional tax base, and becoming catalysts for additional private development. As described and illustrated in Figure 3.7-3.8 on page 39, there are several strong candidates for redevelopment and reinvestment in the Village. However, not all sites have a high probability for redevelopment due to existing ownership, location, and conditions.

Therefore, this section will describe those sites that are most marketable for commercial redevelopment in both the downtown and around the Interstate interchange. It is generally assumed that these projects can and will be initiated by private landowners and developers, but the Village may choose to take an active role with property acquisition and assemblage in some cases.

RO-1: Downtown Opportunities As the social and economic center of the Village, the downtown offers an ideal location for retail and service businesses to cluster around one another.

Currently there are significant number of food and drink establishments, but a limited number of traditional downtown businesses and services.

As highlighted in Chapter 2 (Market Study), there are several business types that are in need within the Lyndon Station marketplace. Figure 4.3 (on the next page) and the following text describes five potential catalytic redevelopment sites within the downtown that could capitalize on the demand gap within the Lyndon Station marketplace.

RO-1.1: Mixed Use / Commercial Site This 0.57-acre redevelopment area has good visibility along US 12 and is just a half block off of the downtown core. In total, this area includes three properties. Parcel #29146260 (131 Lemonweir Street) is a single family home that is currently for sale. Parcel #29146259 (unknown address) is a storage-type facility that is in fair to poor condition, and Parcel #29146260 (137 W. Flint Street) is the former fire station that is in poor condition. Combined these properties have an assessed value of $102,200. Potential uses

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Chapter 4

Figure 4.3: Downtown Revitalization Map

for the site include a pharmacy, a local eatery (e.g. bakery, deli and restaurant), a medical office, or a multi-tenant building.

Smaller businesses needed in the community that could fill a small multi-tenant building include a health and beauty store, nail salon, and clothing boutique store. There is also potential to include upper story residential dependent on the overall size of the building and total parking needs.

Design elements to consider include rear parking with the building near the street edge with or without an outdoor seating area, and first-floor windows along Flint Street.

56 Village of Lyndon StaĆ&#x;on

RO-1.2: Office/Retail / Mixed-Use Site This 0.43-acre redevelopment area is at the edge of the downtown core and is just off of US 12.

Parcel #29146268.2 is a storage-type building that is in poor condition, and Parcel #29146270 is extra yard space owned by the adjacent residential lot. Combined these properties have an assessed value of $24,700. Potential uses for the site include a local eatery (e.g. bakery, deli and restaurant) or medical office. Design elements to consider include rear parking (or side parking with significant screening to adjacent residential), building near the street edge with or without an outdoor seating area,

ED Strategies first-floor windows along Wisconsin Street, and a building style/character that fits in with adjacent residential properties.

RO-1.3: Office/Retail / Mixed-Use Site This 0.46-acre redevelopment area is on US 12 just east of the downtown core.

Both parcels that make up of the redevelopment site are owned by Scully Real Estate LLC (Parcel #29146276 and #29146277) and are being used for outdoor storage and parking. Combined these properties have an assessed value of $12,800. Potential uses for the site include a local eatery (e.g. bakery, deli and restaurant) or medical office. Design elements to consider include rear parking (or side parking with significant screening to adjacent residential), building near the street edge with or without an outdoor seating area, and first-floor windows along Flint Street.

RO-1.2/3: Commercial Site If a larger development is desired, there is potential to include both Redevelopment Sites #2 and #3.

This would increase the redevelopment area to 0.89 acres, providing more development options such as a dollar store, a pharmacy, or a multi-tenant building. If a multi-tenant building is desired, potential consideration could be given to including the adjacent restaurant (Martha’s) at the corner of Flint (US 12) and Wisconsin (CTH HH). This option should only be considered if the restaurant wants to sell, relocate to another Village location, or if they would like to be part of a larger multi-tenant building on its existing site.

The main benefit of this option is more visible at the Village’s busiest intersection.

Chapter 4

RO-1.4: Downtown Retail Site This redevelopment site is an vacant portion of an existing development in the downtown core. The current businesses on this property are the Hadlies Upper Dells Hotel and Lyndon Hair Station. The entire property is 0.43 acres with the vacant portion covering roughly 0.25 acres. Redevelopment options include subdividing the parcel and building a new small retail store, or build an addition to the existing building with new or expanded businesses.

Design elements to consider include rear parking, two-story building built near the street edge with or without an outdoor seating area, and first-floor windows along Wisconsin Street.

RO-1.5: Housing / Commercial Site This 2.4-acre site provides the largest opportunity for redevelopment due to its size, and its location close to the downtown core and along US 12. The site is currently a single-family residence with the majority of the land being undeveloped with an assessed value of $92,400. The most ideal development option is senior or condo housing. If a commercial use is desired, consider a pharmacy or dollar store. In either case, the building should be built to the US 12 and Honeyaire intersection and be designed to be a signature “gateway” building.

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RO-2: Interstate-Driven Opportunities The existing businesses at the Lyndon Station’s off-ramp that cater to commuters include the gas station, deli chain (attached to the gas station) and an adult video store. This is not a significant number of commuter-driven businesses, considering the amount of cars that pass through the area on a daily basis (30,000-35,000 AADT). There are some factors that have led to the limited number of establishments at this interchange including development limitations (i.e. wetlands and floodplain), competition nearby in the Dells, and the overall size of the Village.

However, the fact that the Dells major exits have significant activity and business, especially in the summer months, can benefit this interchange as interstate users may prefer to get off at a location with less activity to reduce the amount of time to make a stop. Therefore, there is an opportunity to consider adding additional commuter-driven “highway” commercial businesses near this interstate interchange.

Possible locations include: High Probability ► 150 Wright Street / CTH HH (1.75 acres) – vacant lot at the bend heading into the Village center along CTH HH. Of the options, this site is most “shovel ready”, but has the least visibility. ► Eastern half of N626 CTH N (entire site: 14.84 acres) – currently owned by adult video store; however, there is a developable portion with high visibility to the interstate with easy access via the frontage road. ► Tax Parcel 29014200: CTH N – just south of Shockwave Video property (35.65 acres) – currently undeveloped and outside of the Village with significant wetland areas; however, its proximity to the interstate (visibility and access) make it viable for highway commercial development.

58 Village of Lyndon StaƟon

Low Probability ► 450 CTH HH (3.66 acres) – this site is an existing funeral home business; however, this site is prime real estate near the interchange with a business that could thrive further from the interchange.

Therefore, the funeral home could build a newer facility in another location within town with the funds generated from the sale of its existing location. ► N620 CTH N (23.53 acres) – this is an existing residential lot with extensive wetlands and pond; however, the site is on the frontage road directly off the interstate exit that may be better served as a commercial lot in the long term. ► Lot 1 on the proposed Business Parkway (4.14-5.83 acres) – this is a site that could be available if a frontage road was built along the interstate (see Business Parkway concept on page 54). Lot 1 on this new proposed frontage road would be the closest site to the interstate and to CTH HH. A business would need enough capital to build a tall “interstate” sign with enough brand recognition to pull consumers from the interstate without direct visibility due to tree canopy.

ED Strategies

Chapter 4

Potential Businesses Table 4.1 shows existing fast food establishments at the nearby interchanges. Based on this information and franchise requirements listed in Table 4.2 (below), KFC and Taco Bell are the most compatible with the Lyndon Station interchange.

There is even an opportunity to combine these two franchisees with a multi-brand store. Multibranding is changing the landscape of the US quick-service food industry by offering more choice, convenience and value at one restaurant location. The strengths of a multi-brand store are double the national media budgets, brands, and food options.

Another option could be a locally run food and beverage establishment, especially one that provides coffee, bakery and/or sandwich goods.

However as stated above, the Business Parkway location would be less desirable for a local establishment due to a lack of brand recognition.

Table 4.1: Existing Franchisees, Nearby Interchange Exits Exit 69 (Mauston) Exit 79 (Lyndon Station) Exit 85 (Dells Area) Exit 87 (Dells Area) Exit 89 (Dells Area) Exit 92 (Dells Area)

Subway X X

Taco Bell X

X X

KFC

X X

Wendy's X

Culver's X

McDonald's X

X

X X X

Burger King Others

X

Dunkin Donuts, Arby's, Jimmy Johns

X

Dunkin Donuts

Table 4.2: Franchisee Site Requirements Site Size (acres) Dunkin' Donuts

Building Size (sq.ft.)

Parking Needs (space per)

0.25-2.0

1,200-2,600

3 seats

Burger King

0.47

2,000-3,500

1.6-2 seats

Wendy's

n.a.

n.a.

n.a.

Taco Bell

0.4

n.a.

2 seats

KFC

0.45

2,648-3,035

2.75-3 seats

Amenities

Market Availability

morning side of street, drive thru, high visibility from major arteries, option for 24 hours, easy ingress/egress (no more than 2 turns) high visibility, full movement access, maximum signage, 25,000 ADT, 30,000 people plus w/in trade area Franchisee selects the location and site selection is available from Wendy's real estate representatives seven car stack for single window drive-thru, generally an End Cap or small freestanding building in rural conditions strong residential catchment, main road prominence, good access and visibility, 30-40 parking spaces, patio area for external seating

Currently reserved for existing franchisees Potentially Available (no protected territory) Potentially Available (no protected territory) No protected territory, but has a impact policy Available (no KFC within 1.5 miles of Lyndon Station)

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60 Village of Lyndon StaĆ&#x;on

CHAPTER 5 IMPLEMENTATION PLAN 61

Action Plan

5.1 ACTION PLAN The following section features a compilation of economic development actions and strategies identified in Chapter 4 that are likely to increase investment and economic activity in the Village based on its current market conditions (see Chapter 2) and based on its current assets and opportunities (see Chapter 3). Each action/strategy includes a completion timeframe (i.e. short-, midand long-term), covering the following topics: ◘ ◘ ◘ ◘ ◘

Most of these actions require some cost. It is presumed that most could be supported by tax revenue from the Village’s general fund. Where other sources of potential funding may exist, such as grant programs, these are noted. See Appendix A for more detail on specific funding strategies, as available at the time this plan was adopted.

Organization & Administration Business Recruitment Public Events & Marketing Redevelopment Opportunities Infrastructure Improvements

"As Needed" Actions II-1.2

Funding

Create More Parking. This can be accomplished by adding additional parking stalls to downtown Lyndon Station following the strategies outlined in Chapter 4 II-1.2 (A-C) on page 49.

CDBG, State Trust Fund Loan, TEA, TIF

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ImplementaĆ&#x;on Plan On-going Actions

ME-1

Expand the Village's Buy Local Campaign. The majority of business sales come from the local population, so this group should be encouraged to shop locally. See pages 44-45 for examples of activities that could be added to the campaign. There are also other small communities surrounding Lyndon Station that should be targeted for the Buy Local campaign as they are within the Village's trade area.

ME-2.3

Add/update business websites and promote business reviews on major review sites (Google, Yelp, Urbanspoon, Trip Advisor). If businesses already have websites, verify the content includes keywords that would be found if someone used a search engine to look for the business. Also make sure the businesses have completely filled out profiles on search engineers (e.g. Google). To encourage reviews, post stickers or posters at area businesses to encourage people to review local businesses.

ME-2.4

Explore the possibility of getting Lyndon Station businesses on tourism-related websites. Work with the Dells Visitor and Convention Bureau, County, and State tourism websites to get local businesses marketed to more tourists. Stalker Paintball, in particular, should be added to the official Wisconsin Dells vacation guide. Additionally, work with nearby campground websites to list nearby attractions and food establishments in Lyndon Station on their websites.

ME-3

Produce media advertisements. Traditional media is important, as not everyone gets their information from online sources. Businesses should market though multiple media sources in conjunction with special events on a quarterly basis. If this is too costly, take out a large ad space with space for smaller individual business ads in popular area newspapers: Juneau City Star Times, Mauston Newspaper, Juneau County Reminder Advertising, and the Juneau County Messenger.

ME-5.3

Market existing businesses to commuters by adding their name to DOT's Specific Informational Signs.

Categories that can be included on theses signs include gas stations, food, lodging, camping and attractions. However, there are additional requirements. Currently Martha's Lyndon Inn Restaurant can be added to the existing SIS sign on I-90/94.

Funding

JEM

ME-6

Tourist Attraction Packaging that includes multiple activities or businesses at a reduced cost. The greater number of unique activities that could be combined the better chance to appeal to the Dells visitors. Consider looking into other smaller communities in close proximity to the Dells that could combine with Stalker Paintball (and/or others) to attract tourist and/or regional residents.

ME-8

Expand the involvement of local businesses in Lyndon Station's community events and explore other events that the community could host. The Village should promote existing events on local media outlets to reach the regional population. See several marketing strategies on page 47. Other events that the community could consider hosting include art/mural installations, farmer's markets, concerts, movie nights and sidewalk sales.

SS-1

Follow general streetscaping guidelines when reconstructing streets in Lyndon Station. These general guidelines are found on page 50 and will address immediate streetscaping issues within the planning area.

RO-1

Redevelop downtown sites. There are currently a limited number of traditional downtown businesses and services and several business types that are needed in downtown Lyndon Station (See Chapter 2).

State Trust Fund There are several sites that have been identified downtown for redevelopment that could take the Loan, USDA, TIF most advantage of the demand gap in the Lyndon Station marketplace. These sites as well as details on the redevelopment opportunities can be found on pages 55 - 57.

RO-2

State Infrastructure Seek development of a restaurant at the interstate interchange that would appeal to commuters and Bank, State Trust interstate travelers such as Taco Bell, KRF, or a locally-run deli or bakery.

Fund Loan, USDA, TIF, TEA

62 Village of Lyndon StaĆ&#x;on

JEM

ImplementaĆ&#x;on Plan

Funding

Short Term Actions (2015-2018)

A-1

A-2

A-3

Chapter 5

Form a working group/committee to carry out the economic development plan (with a 3-year commitment). This group should include representatives from the Village Board, the Lyndon Station Chamber of Commerce, local businesses and regional partners and will meet every quarter to discuss and push forward the actions in this plan. Consider asking this group to commit to a 3-year term of service, with expectations that projects will be initiated and completed within that period.

Create a TID where public improvements are needed most and where the greatest potential is for redevelopment opportunities. Eligible projects to be funded by TIF include developer loans/grants/incentives, streetscaping features, street lighting, parking infrastructure, transportation improvements, utility improvements, promotion and economic development.

Create a Village revolving loan fund that can assist local businesses with non-employment related business investments. Eligible activities would include business expansion, marketing, or interior building improvements.

TIF (creation costs can be charged to the TID) TIF, USDA, utility districts

ME-2.1

Establish a dedicated page on the Village website - and a link from the homepage menu - for local businesses. There is an existing page for local businesses, but it should be more prominent and provide more information. The new page should provide a direct link to the Chamber's Facebook page and website, add additional info about businesses (address, phone number, hours, etc.), add a page for planned community events/sales and coupons for local businesses.

ME-4

Develop a logo for the Village that reflects its local assets and uniqueness which is simple, unique and easily recognizable. The Village should either hire a professional to create the logo, or to keep costs low, hold a community-wide or student design contest.

ME-5.1

Enhance the group business sign to provide a stronger, unified message. Update the group business sign on I-90/94 and CTH HH by eliminating all except the most important information to direct drivers to businesses and consider having one consistent design theme to minimize confusion.

ME-5.2

Create a sign that welcomes drivers to downtown Lyndon Station and place it near the interchange facing southbound traffic. The suggested location for this sign is just south of the overhead power lines on private property.

ME-7

Create welcome packets for new residents which includes information about Lyndon Station's history, services, public/civic buildings and businesses. This will give the Village an opportunity to welcome the new residents and provide them with information about the Village.

sponsored businesses, Community Chamber

II-1.1

Improve Parking Efficiency. This can be accomplished by creating short-term parking stalls near businesses where people want to get in and out quickly (markets, florists, coffee shops) and creating smaller parking stalls for compact cars only. Another general strategy to try is to encourage alternative transportation options (see II-1.1 (C) on page 28).

CDBG, State Trust Fund Loan, TEA, TIF

II-1.3

Add signage to direct traffic to public parking areas. Public parking lots can often be difficult to find, especially for visitors to the community. Adding signs that direct traffic to these lots will help alleviate parking stress for visitors.

CDBG, State Trust Fund Loan, TEA, TIF

SS-2

Improve the Wisconsin Street (CTH HH) streetscape within downtown Lyndon Station to improve the overall character. There are numerous improvements that should be considered in the upcoming CTH HH reconstruction project. The following are recommended: (A) add decorative treatment (either to the sidewalk or parking areas) to distinguish the parking vs. sidewalk areas; (B) paint Lyndon Station's downtown light poles and attach banners to the light poles to create a cohesive feel and contribute to Village's distinct style; (C) add partial bumpouts to the CTH HH / US 12 intersection and ensure they can accommodate large trucks; (D) mark the crosswalk at the CTH HH / US 12 intersection using the ladder design; (E) incorporate benches and planters outside of the public sidewalk between Leo's Upper Bar and Hadlies Upper Dells Hotel and ensure the style and color matches the downtown light fixtures.

Detailed descriptions of these recommendations can be found on pages 50 - 52.

CDBG, TIF, TEA

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ImplementaƟon Plan Mid Term Actions (2019-2025)

A-4

Create a façade improvement grant program to encourage exterior building improvements. This program will fund preservation, restoration and maintenance within the downtown by providing matching grant funds or low-interest financing. Refer to the guidelines on page 44 when evaluating proposals.

Funding

TIF

ME-2.2

Create a website for the Lyndon Area Chamber of Commerce in order to grow the Chamber's online presence. This site should provide a calendar of events in Lyndon Station, business coupons, and business hours and contact information (This could be done in coordination with the Village website or be standalone.) To distribute the work required for this task, the website should be built so that Chamber members can access it and update their own information.

SS-2

Improve the Flint Street (US 12) streetscape within downtown Lyndon Station to improve the overall character. There are numerous improvements that should be considered in the upcoming CTH HH reconstruction project. The following are recommended: (A) add decorative treatment (either to the sidewalk or parking areas) to distinguish the parking vs. sidewalk areas; (B) paint Lyndon Station's downtown light poles and attach banners to the light poles to create a cohesive feel and contribute to Village's distinct style; (C) add partial bumpouts to the CTH HH / US 12 intersection and ensure they can accommodate large trucks; (D) mark the crosswalk at the CTH HH / US 12 intersection using the ladder design; (E) incorporate benches and planters outside of the public sidewalk between Leo's Upper Bar and Hadlies Upper Dells Hotel and ensure the style and color matches the downtown light fixtures.

Detailed descriptions of these recommendations can be found on pages 50 - 52.

II-3

Extend fiber optic cable to Lyndon Station. This is important for business development in Lyndon Station, particularly in the industrial park. In order for Lemonweir Valley Telecom to extend their fiber- contracts with optic cable to Lyndon Station, they will need long term contracts with business owners that are able to business owners, TIF generate enough revenue to make the investment worthwhile. If this does not occur, the Village could consider subsidizing the investment with TIF.

II-4

Develop a low-impact outdoor activity park. The Village should consider creating this park on the existing Village-owned recycling center because it is already owned by the Village, it is proximate to downtown, and it has vertical terrain. If this site is chosen, the Village should consider building a mountain bike trail on this site. The mountain bike trail would be the first of its kind in the Dells area.

For any park activities the Village considers, it may be able to attract related businesses, such as equipment purchase and rental (e.g. a bike shop).

II-5.1

PeopleForBikes, RTA, Wisconsin Stewardship Program

Expand the industrial park by developing the 62-acre Village-owned parcel southeast of the park. This expansion will require the least amount of infrastructure improvements and is already owned by the village. DNR aerial photographic wetland delineation suggested significant wetlands in this area; State Trust Fund however, a wetland delineation found far less. The Village needs to obtain concurrence of this finding Loan, USDA, TIF from the DNR and/or the Army Corps of Engineers. After concurrence, the property can be subdivided.

See pages 53-54 for park expansion concept.

Long Term Actions (2026-2035)

II-5.2

CDBG, TIF, TEA

Funding

Expand the industrial park by acquiring and developing the several privately-owned properties north State of the industrial park (approx. 116 acres). This expansion will increase the visibility and accessibility of Infrastructure the park from CTH HH and I-90/94. An industrial park sign should be built on CTH HH. These factors will Bank, State Trust greatly improve the marketability of the park. See page 54 for the subdivision concept. There are Fund Loan, several limiting factors to this particular expansion that should be further analyzed before this USDA, TIF, TEA expansion occurs. These factors are described on page 55.

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APPENDIX A FUNDING STRATEGIES

Most actions within this plan require some cost.

It is presumed that most could be supported by tax revenue from the Village’s general fund; however, there are other sources that can help offset or cover the cost to fund specific actions as noted in Chapter 5. This appendix provides detail on those specific funding strategies, as available at the time this plan was adopted.

FUNDING PROGRAMS BY CATEGORY

APPLICATION DUE DATE

GRANTING AGENCY

No deadlines. Applications reviewed as they are received.

Wisconsin Department of Administration

Applications reviewed monthly.

Alliant Energy

MAXIMUM AWARD

GENERAL ECONOMIC DEVELOPMENT Community Development Block Grant Program ¾ Awarded to local governments to assist businesses to create or retain jobs for individuals with low and moderate incomes.

Examples of eligible activities include: constructing, reconstructing, rehabilitating and/or acquiring buildings; purchasing equipment; acquiring property; job training.

$1,000,000. Max award per job created or retained is $35,000/job. The assisted business must demonstrate match of at least 50% of total project.

Economic and Community Development Partnership Program ¾ Awarded to projects that help further development in communities served by Alliant. Examples of projects include downtown revitalization, housing needs assessment, start-up costs for local leadership program, etc.

40% of costs of up $5,000

MARKETING & EVENTS Joint Effort Marketing (JEM) Grant ¾ Offers cash and guidance to implement promotions and events.

Advertising and promotional costs are covered under this grant program. Eligible expenses include: email marketing, print and broadcast ads, direct mail, publicity, and billboards.

$39,550

3 annual deadlines: January Wisconsin Department of Tourism 1, April 1, and September 1.

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Appendix A Funding Strategies

FUNDING PROGRAMS BY CATEGORY

APPLICATION DUE DATE

MAXIMUM AWARD

GRANTING AGENCY

INFRASTRUCTURE OPPORTUNITIES Community Development Block Grants (CDBG) ¾ Public Facilities (PF) funds must directly benefit low-to-moderate income (LMI) households. Eligible activities include critical infrastructure projects, downtown enhancements, libraries, fire stations, etc.

¾ Public Facilities for Economic Development (PFED) funds improvements to public facilities such as water systems, sewerage systems, and streets which will principally benefit businesses; and as a result will induce businesses to create jobs and invest in the community.

*PF: Maximum award is $500,000. Typical grant award is *PF: Annual basis - next $300,000-$500,000 (or 25% deadline is 5/29/2015 50% of total project cost). 50% local match required. *PFED: Maximum grant for any single application is $10,000 for each job created/retained or *PFED: No deadline-may be $750,000. 50% - 70% match submitted at any time. required plus private investment.

Wisconsin Department of Administration

State Infrastructure Bank ¾ Program operates similar to a bank and offers a range of loans and credit options to help finance eligible surface transportation projects. This program offers the ability to undertake transportation projects that would otherwise go unfunded or experience substantial delays.

No maximum (though program is currently funded at $1,875,000). A 50% local match is required.

No deadline - applications are on a first come, first served basis.

Wisconsin Department of Transportation

No limit except General Obligation or other borrowing limits set by statute.

No deadlines. Rolling applications.

Wisconsin Board of Commissioners of Public Lands

State Trust Fund Loan ¾ Loans may be used for public purpose projects such as school repairs, improvements, energy efficiency and building renovation, local infrastructure such as roads, town halls, airports, water, stormwater, and/or sewerage systems, trucks, emergency vehicles, TIF projects, economic development and downtown revitalization projects.

Transportation Economic Assistance (TEA) ¾ Eligible grant activities include road, rail, harbor and airport projects that help attract employers to Wisconsin or encourage business to remain and expand in the state.

66 Village of Lyndon StaƟon

Maximum award is 50% of No deadline - applications project costs. Grants of up to $1 are on a first come, first million are available. A 50% local served basis. match is required.

Wisconsin Department of Transportation

Funding Strategies Appendix A FUNDING PROGRAMS BY CATEGORY

MAXIMUM AWARD

APPLICATION DUE DATE

GRANTING AGENCY

BUSINESS RECRUITMENT Business & Industry Loan Guarantees ¾ Given to businesses which save or create rural jobs. Borrowers can be public or private. Can be used for the purchase of land, equipment, buildings, tourist and recreation facilities and housing development.

80% guaranteed for loans of $5 million or less; 70% guaranteed Applications accepted on an USDA Rural Development for $5 - $10 million; 60% ongoing basis. guaranteed for $10 - $25 million

Economic Development, Enterprise Zone, and Jobs Tax Credits ¾ Available to assist Wisconsin businesses that have major expansion Variable; based on job projects or are relocating major business operations from other creation/retention, training states to WI. Tax credits earned through job creation, job retention, capital investment, employee training, and supply chain purchases costs, capital investment made. from Wisconsin Vendors

No deadline.

Wisconsin Economic Development Corporation

Rural Business Enterprise Grants ¾ Program finances the development of small and emerging business enterprises in rural areas. Grants may be used for acquisition and development of land, construction of buildings, machinery, roads, utilities, the creation of rural distance learning programs, technical assistance for businesses, industrial park improvements.

Statutory limit is $1,500,000

Deadline likely to be Jan 31. USDA Rural Development

Worker Training Grants for WI Transportation, Logistics & Distribution Occupations ¾ Grant provides financial and technical assistance to businesses to meet their labor needs in partnership with worker training organizations throughout the state. Grant may be used for any training related expenses.

FUNDING PROGRAMS BY CATEGORY

$400,000

Deadline likely to be September 30.

Wisconsin Department of Workforce Development

MAXIMUM AWARD

APPLICATION DUE DATE

GRANTING AGENCY

50% of projects up to $10,000.

Spring Awards - May 31, 2015. Fall Awards December 4, 2015.

PeopleForBikes

Up to 50% of project costs.

Deadline likely to be May 1.

Wisconsin Department of Natural Resources

PARKS & RECREATION PeopleForBikes Community Grants ¾ Funds bicycle infrastructure projects such as bike paths, lanes, trails, and bridges, mountain bike facilities, bike parks and pump tracks, BMX facilities, end-of-trip facilities (bike racks, storage), and more.

Recreational Trails Aid (RTA) Program ¾ Eligible costs include: maintenance or restoration of existing trails, development or rehabilitation of trailside/trailhead facilities and trail linkages, construction of new trails and property acquisition for trails.

Wisconsin Stewardship Program ¾ Priorities are nature-based, outdoor recreation projects. Funding is available for land acquisition, development, and renovation for outdoor recreation projects. Funds may also be used for facilities that support these activities (i.e. parking, restroom, shelter facilities). ¾ Eligible development projects may include (but are not limited to): hiking or biking trails, cross-country ski trails, camping areas and picnic areas.

Maximum grant award of 50% of project costs. The typical Annual basis - next deadline Wisconsin Department of award is $50,000 - $250,000. is 5/1/2015 Natural Resources 50% match required.

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