Comprehensive Plan for the City of Asbury, Iowa

CITY OF ASBURY, IOWA COMPREHENSIVE PLAN June 2006

Prepared by: MSA PROFESSIONAL SERVICES, INC. Project 4650575

City of Asbury Mayor & Council

Rick Anderson, Mayor Jim Adams, Council Member Bob Blok, Council Member Richard “Craig” Miller, Council Member Bob Reisch, Council Member Deb Roth, Council Member Planning and Zoning Commission Gene Blum, Chair Ron Brass Rich Earles Mark Fassbinder Larry Nagle Richard Rasmer Paul Thomsen Comprehensive Plan Committee Al Davis Jerry Koch Dave Kubik Nancy Wilson Patricia Sunseri City Staff Beth Bonz, City Clerk/Administrator Sara Burke Patrick Ready, P.E., City Engineer Consultant Team MSA Professional Services, Inc. David S. Boyd, FAICP Nikki Breitsprecker Reed Dunbar Brian Grady James Holz, AICP Lou Rada Patrick Ready, P.E. Bob Schueler Laura Stechschulte

MSA PROFESSIONAL SERVICES, INC., June 2006

TABLE OF CONTENTS PAGE EXECUTIVE SUMMARY............................................................................................ 1 Introduction.......................................................................................................................................... 1 Summary of the Plan........................................................................................................................... 2 Public Process ...................................................................................................................................... 3 ELEMENT 1 - DEMOGRAPHICS.............................................................................. 5 1.1 Population Trends......................................................................................................................... 5 1.2 Education ....................................................................................................................................... 7 1.3 Employment and Income ............................................................................................................ 7 ELEMENT 2 - HOUSING.......................................................................................... 11 2.1 Housing Vision Statement ......................................................................................................... 11 2.2 Housing Goals and Objectives.................................................................................................. 12 2.3 Housing Policies .......................................................................................................................... 12 2.4 Existing Housing Conditions .................................................................................................... 12 2.5 Housing Constraints ................................................................................................................... 15 2.6 Housing Forecasts....................................................................................................................... 16 2.7 Action Plan................................................................................................................................... 17 2.8 Funding Programs....................................................................................................................... 18 ELEMENT 3 - TRANSPORTATION........................................................................21 3.1 Transportation Vision Statement.............................................................................................. 21 3.2 Transportation Goals and Objectives ...................................................................................... 21 3.3 Transportation Policies............................................................................................................... 22 3.4 Existing Transportation Facilities ............................................................................................. 22 3.5 State and Regional Transportation Plans................................................................................. 24 3.6 Transportation Issues Raised During Planning Process........................................................ 25 3.7 Future Transportation Facilities................................................................................................ 25 3.8 Transportation Actions .............................................................................................................. 26 ELEMENT 4 - UTILITIES AND COMMUNITY FACILITIES............................. 27 4.1 Utilities and Community Facilities Vision Statement............................................................. 27 4.2 Utilities and Community Facilities Goals and Objectives..................................................... 27 4.3 Utilities and Community Facilities Policies ............................................................................. 28 4.4 Existing Utilities and Community Facilities Conditions........................................................ 29 4.5 Recommendations for Utilities and Community Facilities ................................................... 33 4.6 Forecasted Utilities and Community Facilities Needs ........................................................... 34

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ELEMENT 5 - ENVIRONMENTAL CONDITIONS............................................. 35 5.1 Agricultural, Natural and Cultural Resources Vision Statement .......................................... 35 5.2 Environmental Resources Goals and Objectives ................................................................... 35 5.3 Environmental Resources Policies ........................................................................................... 36 5.4 Agricultural Resources Inventory ............................................................................................. 36 5.5 Natural Resources Inventory..................................................................................................... 37 5.6 Cultural Resources Inventory .................................................................................................... 39 5.7 Environmental Resources Actions ........................................................................................... 41 ELEMENT 6 - ECONOMIC DEVELOPMENT ..................................................... 43 6.1 Economic Development Vision Statement............................................................................. 43 6.2 Economic Development Goals and Objectives ..................................................................... 43 6.3 Economic Development Policies.............................................................................................. 44 6.4 Economic Development Existing Conditions........................................................................ 44 6.5 Major Area Employers ............................................................................................................... 48 6.6 New Businesses Desired by Asbury Residents ....................................................................... 49 6.7 Strengths and Weaknesses for Economic Development ...................................................... 49 6.8 Opportunities for Redevelopment............................................................................................ 49 6.9 Regional Programs ...................................................................................................................... 49 6.10 State of Iowa Economic Development Programs ............................................................... 50 6.11 Economic Development Actions ........................................................................................... 50 ELEMENT 7 - INTERGOVERNMENTAL COOPERATION ...............................51 7.1 Intergovernmental Cooperation Vision Statement ................................................................ 51 7.2 Intergovernmental Cooperation Goals and Objectives......................................................... 51 7.3 Intergovernmental Cooperation Policies ................................................................................. 52 7.4 Asbury’s Intergovernmental Relationships.............................................................................. 52 7.5 Existing or Potential Conflicts .................................................................................................. 53 7.6 Intergovernmental Cooperation Recommendations.............................................................. 53 ELEMENT 8 - LAND USE........................................................................................ 55 8.1 Land Use Vision Statement ....................................................................................................... 55 8.2 Land Use Goals and Objectives................................................................................................ 55 8.3 Land Use Policies ........................................................................................................................ 56 8.4 Existing Land Use ....................................................................................................................... 56 8.5 Land Use Conflicts...................................................................................................................... 57 8.6 Land Use Projections.................................................................................................................. 58 8.7 Recommended Land Use Plan .................................................................................................. 58 8.8 Land Use Recommendations..................................................................................................... 59 8.9 Land Use Programs..................................................................................................................... 59 ELEMENT 9 - IMPLEMENTATION.......................................................................61 9.1 Regulatory Measures ................................................................................................................... 61 9.2 Non-regulatory Measures........................................................................................................... 64 9.3 Plan Adoption, Monitoring, Amendments and Update ........................................................ 65

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LIST OF TABLES Table 1.1 Age Distribution, 1990-2000 ............................................................................................ 5 Table 1.2 Change in Households 1990-2000................................................................................... 6 Table 1.3 Educational Attainment, 2000.......................................................................................... 7 Table 1.4 Workers by Industry, 2000................................................................................................ 7 Table 1.5 Workers by Occupation, 2000.......................................................................................... 8 Table 1.6 Median Household Income, 2000.................................................................................... 9 Table 2.1 Comparison of Year Structure Built, 2000 ................................................................... 13 Table 2.2 Comparison of Units in Structure, 2000....................................................................... 13 Table 2.3 Housing Values, 2000 ...................................................................................................... 14 Table 2.4 Housing Occupancy, 2000.............................................................................................. 14 Table 2.5 Comparison of Housing Tenure, 2000 ......................................................................... 15 Table 2.6 Housing Needs Projections 2005-2025......................................................................... 17 Table 4.1 Asbury Wastewater Collection System Inventory ....................................................... 29 Table 4.2 Asbury Water Distribution System Inventory ............................................................. 30 Table 4.3 DCSD Enrollment Comparisons, 2005-2006 .............................................................. 32 Table 4.4 Forecasted Utilities and Community Facilities Needs ................................................ 34 Table 6.1 Employment Status, 2000 ............................................................................................... 44 Table 6.2 Workforce by Industry, 2000.......................................................................................... 45 Table 6.3 Commuting to Work, 2000............................................................................................. 47 Table 6.4 Region 1 Occupational Projections 2000-2010............................................................ 47 Table 6.5 Major Area Employers .................................................................................................... 48 Table 8.1 Land Cover by Use .......................................................................................................... 56 Table 8.2 Changes in Housing Units, 1990-2000.......................................................................... 56 Table 8.3 Land Use Projections....................................................................................................... 58 LIST OF FIGURES Figure 5.1 Average Precipitation ..................................................................................................... 38 Figure 6.1 Greater Dubuque Laborshed Area............................................................................... 46 LIST OF MAPS Map 1-1 Regional Context Map 3-1 Transportation Facilities Map 3-2 Recreational Trail Phases Map 3-3 Future Transportation Facilities Map 4-1 Jurisdictions Map 4-2 Community Facilities Map 4-3 Sanitary Sewer System Map 4-4 Water System Map 4-5 Storm Sewer System Map 5-1 Soils Map Map 5-2 Environmental Limitations Map 8-1 Existing Land Use Map 8-2 Zoning Map 8-3 Future Land Use

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APPENDICES A. Iowa Living Roadways “A Visual Resource Analysis” B. State of Iowa Economic Development Programs C. City of Asbury Adoption Resolution D. The Asbury Pioneer

Adoption & Amendments #

Resolution or Ordinance Number

1.

2.

76-06

Date June 16, 2006

Action Planning Commission Approves Recommendation to City Council

June 27, 2006

Adoption by City Council

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

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Executive Summary INTRODUCTION Why Plan?

There are really two reasons why communities, such as Asbury, engage in the process of planning. The easiest answer is because the Iowa Code (Title IX, Chapter 414) requires cities that desire to implement zoning powers must have a comprehensive plan. Chapter 414.3 reads as follows: “The regulations [zoning code] shall be made in accordance with a comprehensive plan and designed to preserve the availability of agricultural land; to consider the protection of soil from wind and water erosion; to encourage efficient urban development patterns; to lessen congestion in the street; to secure safety from fire, flood, panic, and other dangers; to promote health and the general welfare; to provide adequate light and air; to prevent the overcrowding of land; to avoid undue concentration of population; to promote the conservation of energy resources; to promote reasonable access to solar energy; and to facilitate the adequate provision of transportation, water, sewerage, schools, parks, and other public requirements.”

“You got to be careful if you don’t know where you’re going, because you might not get there.”

– Yogi Berra

While the above provide a legal foundation for the practice of comprehensive planning, the folk wisdom of baseball legend Yogi Berra provides the other reason (see inset): communities that engage in a proactive, forward-oriented planning process are simply better prepared to deal with the future on their own terms. Communities that engage in longrange planning programs on a regular basis are prepared to control their own destiny by managing the costs to provide public services based on anticipated revenues (i.e., tax base). Through the planning process, communities are able to address issues of consistency (i.e., the idea that the supply of and demand for public services are balanced) and concurrency (i.e., the idea that when growth occurs the infrastructure necessary to support it is already in place). In essence, it is the process of planning that allows communities to decide what type of place they want to be, to articulate that vision to the rest of the world, and to steer the community towards that version.

How We See Asbury The purpose of this plan is to set the “direction” of Asbury for the next ten years. This plan is intended to help Asbury maintain and sustain its general goal of being a high quality community where people live, learn, grow, work and play – the kind of place that people want to call “home”.

We want a community that offers a range of housing opportunities so that we can welcome new families and accommodate our older residents; we want a community that values nature and open space; we want a safe and caring community where we know our neighbors; we want high levels of services provided efficiently and cost-effectively; and we want a range of businesses and services that are conveniently located and meet our daily needs.

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SUMMARY OF THE PLAN The Iowa State University Extension Service provides a general definition of a community’s comprehensive plan as “a comprehensive long-range plan intended to guide growth and development of a community or region and one that includes analysis, recommendation, and proposal for the community’s population, economy, housing, transportation, community facilities, and land use.” This document meets this definition.

The City of Asbury Comprehensive Plan provides current baseline information; issue identification; goals and objectives formulation; and recommendations for the City of Asbury as it plans for the coming decade. This document is organized around nine basic elements – Demographics, Housing, Transportation, Utilities and Community Facilities, Environmental Conditions, Economic Development, Intergovernmental Cooperation, Land Use, and Implementation. Work on these elements was completed with the assistance of City Staff and with input from the Comprehensive Planning Committee. The Comprehensive Planning Committee was intentionally organized to include representatives of key stakeholder groups within the community. Conceptually, the Committee members would work together as a “hub”, while providing “spokes” to the greater community. Through formal and informal communications the Committee members served as conduits to their respective organizations and neighbors, testing ideas and bringing results back to the table for discussion. In addition, three public events were held at key points throughout the process and the project was routinely covered in the City’s newsletter, Perspective on Asbury.

Element Guide Each element of the Asbury Comprehensive Plan includes baseline information gathered from primary (City of Asbury, Dubuque County, etc.) and secondary (2000 Census, etc.) sources. In general, each element also includes a vision statement and a set of goals, objectives, and policies.

Lastly, for each element, a series of recommendations has been determined for action in achieving the visions and goals identified through the planning process. This section defines vision statements, goals and objectives, policies, and recommendations as follows: Vision Statement: A vision statement is a short paragraph that identifies the preferred end state, or future condition, for each element within the comprehensive plan. The statement is written in present tense and describes an ideal future condition.

Goal: A goal is a statement that describes what should happen to improve an existing condition. The statement is written in general terms and offers a desired condition.

Objective: An objective is a statement that identifies a course of action to achieve a goal.

An objective states what should be done to address an issue.

Policy: A policy is a general course of action or rule of conduct that should be followed in order to achieve the goals and objectives of the plan. Policies are written as actions that can be implemented, or as general rules to be followed by decision-makers.

Recommendations: A recommendation is a specific action step that should be taken to realize a future vision. There are recommendations at the end of each element, and a consolidated list of recommendations in the Action Plan (Table 9.4) located in the Implementation Element.

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PUBLIC PROCESS Planning Committee Meetings A series of Planning Committee Meetings were held to determine implementation strategies, review draft plans and provide guidance on plan recommendations. Meetings were usually held before the Planning and Zoning Commission meetings (third Tuesday of the month) at the Getaway Restaurant. All meetings were adequately noticed and open to the public.

Community SWOT Exercise On April 2, 2005 a series of Community “SWOT” exercises were held to gather data for the development of issues. Meeting participants were asked to provide specific examples of Strengths, Weaknesses, Opportunities, and Threats for the Asbury community. These activities were included as part of the first Public Information Meeting (see below).

Open Houses & Public Information Meetings (PIMs) There were two Public Information Meeting “open houses” held during the planning process. The purpose of an open house is to provide an informal opportunity for the community residents to view plan maps and other illustrations and talk with consultants and plan committee members about the recommended plan generally over an extended period of time. This format allows the public to attend and participate based on their personal schedules. Additional activities are often combined with the open house format.

The first PIM was held April 2, 2005 and was organized as the kick-off event for the planning process. The meeting began with a welcome from the Mayor and presentation of brief legislative updates from State Legislators. Meeting attendees were then engaged in a number of planning activities led by the consultant team. These activities included: the development of a “ChronoWall” graphic depicting a development timeline for the City; the identification of “Assets & Liabilities” using a SWOT technique; and a Visioning process whereby groups were asked to articulate their ideas for the desired future of the community under the headings of Housing, Business Opportunity, Civic Engagement, Economic Vitality, and Quality of Life.

The second PIM was held November 15, 2005 and included a formal PowerPoint presentation that detailed planning progress, general goals, and mapping products as developed to that point in time. This meeting was held at the approximate halfway point of the planning process, and allowed residents and interested parties to peruse mapping products and make comments on displays and directives.

Public Hearings A public hearing was held on June 27, 2006 before the City Council regarding adoption of the comprehensive plan. The purpose of the hearing was to present the final plan document, entertain comments, and adopt the plan.

Other Opportunities for Public Input All residents, local business owners, and individuals concerned about the future of Asbury have the opportunity to submit comments on the comprehensive plan at any point in time. Regular articles in the City’s Newsletter, Perspective on Asbury, provide the public with periodic updates and information on opportunities to provide additional input.

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Element 1

DEMOGRAPHICS 1.1 POPULATION TRENDS 1.1.1 Age Distribution The City of Asbury’s population has increased by almost 22 percent (437 people) between 1990 and 2000. The greatest increase in population by age cohort is for individuals 55-64 years of age with a 200 percent increase between decades. Both decades show there is a significant clustering of population in the “child rearing” cohorts, those aged 22-54; however, as a percentage of total population, these cohorts declined from 51% in 1990 to 49% in 2000. If this trend continues, the implications may include reduced school enrollment, changes in the types of housing stock required, and a reduction in the primary workforce for the area. See Table 1.1 Table 1.1: City of Asbury Age Distribution, 1990-2000 1990 Age in Years

City of Asbury

Dubuque Co.

Number Percent

Percent

2000 Iowa

City of Asbury

Percent Number Percent

Percent Change 1990-2000

Dubuque Co.

Iowa

Percent

Percent

City of Asbury Dubuque Co. Change

Change

Change

Iowa

Under 5 years

172

8.5%

7.0%

7.0%

206

8.4%

6.6%

6.4%

19.8%

-1.6%

-2.5%

5 to 9 years

186

9.2%

7.8%

7.5%

206

8.4%

7.1%

6.9%

10.8%

-6.9%

-3.2%

10 to 14 years

224

11.1%

7.9%

7.4%

209

8.5%

7.2%

7.2%

-6.7%

-4.9%

3.1%

15 to 19 years

183

9.1%

7.9%

7.2%

199

8.1%

7.9%

7.7%

8.7%

3.9%

13.5%

20 to 24 years

97

4.8%

7.3%

7.1%

107

4.4%

6.9%

7.0%

10.3%

-3.3%

3.7%

25 to 34 years

302

15.0%

15.2%

15.4%

276

11.3%

12.0%

12.4%

-8.6%

-18.9%

-15.3%

35 to 44 years

407

20.2%

14.1%

14.2%

402

16.4%

15.3%

15.2%

-1.2%

11.4%

12.6%

45 to 54 years

228

11.3%

10.0%

9.9%

422

17.2%

13.4%

13.4%

85.1%

38.1%

43.1%

55 to 59 years

54

2.7%

4.3%

4.4%

162

6.6%

4.8%

4.8%

200.0%

15.0%

13.7%

60 to 64 years

32

1.6%

4.4%

4.6%

97

4.0%

4.1%

4.0%

203.1%

-3.7%

-7.1%

65 to 74 years

49

2.4%

7.6%

8.2%

110

4.5%

7.3%

7.2%

124.5%

-0.7%

-6.6%

75 to 84 years

38

1.9%

4.7%

5.2%

47

1.9%

5.2%

5.4%

23.7%

14.1%

10.6%

85 years and over

41

2.0%

1.8%

2.0%

7

0.3%

2.2%

2.2%

-82.9%

28.2%

17.8%

21.7%

3.2%

5.4%

Total Population

2,013

2,450

1990,2000 Census, SF-1

1.1.2 Population Projections The following population projections are based on information from the City of Asbury Wastewater Facility Plan (2003). The projections are based on average household size and new sewer accounts between 2000 and 2002 for a baseline population of approximately 2,780. Current and planned future residential development was analyzed to determine population values for these future developments.

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Population increases between 2000 and 2002 brought an estimated 162 people per year into Asbury. This annual population increase is used to project the population to the year 2015, and represents a growth rate of 5.8 percent. It is expected that the growth rate experienced between 2000 and 2002 represents an aggressive annual growth rate as mortgage interest rates were low.

The projected population change from 2015 to 2025 is shown in Table 1.2. The projected population change from 2015 to 2025 is based on a 3.9 percent increase. The lower growth rate reflects the implications of future interest rate increases and the continued nationwide trend towards decrease family and household size.

The implications of these figures are that Asbury is growing at a considerable rate. The City will have to continue its efforts to provide expanding infrastructure and services to support these new populations.

Table 1.2: Population Projections 2025 Year

Historical Census Growth Rate, Population Percentage

1960

71

1970

410

47.7

1980

2,017

39

1990

2,013

0

2000

2,450

2.2

2005

4.5 (est)

2010 2015

2,905 3,559

5.8 (est)

2020 2025

Population Projections

4,591 5,486

3.9 (est)

6,556

Source: Wastewater Facility Plan, 2003; 2005 population estimate

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1.2 EDUCATION As shown in Table 1.3, 94 percent of Asbury residents over the age of 25 have an educational attainment of a high school degree or higher. Almost 31 percent have a bachelor’s degree or higher.

Table 1.3: Educational Attainment, 2000 City of Asbury

Dubuque County

Iowa

Percent

Percent

Number

Percent

1,505

100

Less than 9th grade

32

2.1

7

5.6

9th to 12th grade, no diploma

57

3.8

7.8

8.3

High school graduate (includes equivalency)

498

33.1

40.2

36.1

Some college, no degree

351

23.3

18.2

21.4

Associate degree

103

6.8

5.5

7.4

Bachelor's degree

342

22.7

14.6

14.7

Graduate or professional degree

122

8.1

6.8

6.5

Percent high school graduate or higher

(X)

94.1

85.2

86.1

Percent bachelor's degree or higher

(X)

30.8

21.3

21.2

Population 25 years and over

2000 Census, SF-3

1.3 EMPLOYMENT AND INCOME Table 1.4 lists employed residents over age 16 by industry. Approximately one fourth of the residents (24%) are employed in the Education, health, and social services industry. An additional 21 percent of residents (285) are employed in the Manufacturing industry. Comparatively, Asbury is similar to Dubuque County and the state overall, except for a lower percentage of workers in agricultural industries and slightly higher percentage of financial workers.

Table 1.4: Workers by Industry, 2000 City of Asbury Number

Percent

Dubuque County

Iowa

Percent

Percent

Agriculture, forestry, fishing and hunting, and mining

10

0.7

3.1

4.4

Construction

70

5.2

5.3

6.2

285

21.3

18.9

17.0

Wholesale trade

44

3.3

4.0

3.6

Retail trade

175

13.1

13.0

12.0

Transportation and warehousing, and utilities

51

3.8

4.0

4.9

Information

41

3.1

2.9

2.8

Finance, insurance, real estate, and rental and leasing

117

8.8

5.4

6.7

Manufacturing

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Table 1.4: Workers by Industry, 2000 City of Asbury

Dubuque County

Iowa

Number

Percent

Percent

Percent

Professional, scientific, management, administrative, and waste management services

96

7.2

5.6

6.1

Educational, health, and social services

314

23.5

22.5

21.8

Arts, entertainment, recreation, accommodation and food services

64

4.8

8.7

6.6

Other services (except public administration)

33

2.5

4.6

4.4

Public administration

35

2.6

1.9

3.4

1,335

100.0

100.0

100.0

Employed civilian population 16 years and over 2000 Census, SF-3

Table 1.5 lists employed residents over the age of 16 by occupation. The largest percentage of residents (40%) are employed in Management, professional, and related occupations. Sales and office occupations employ 385 workers (29%). Asbury contains a greater percentage of professional workers than the county or state overall.

Table 1.5: Workers by Occupation, 2000 City of Asbury

Dubuque County

Iowa Percent

Number

Percent

Percent

Management, professional, and related

535

40.1

29.7

31.3

Services

124

9.3

15.7

14.8

Sales and office

385

28.8

26.5

25.9

4

0.3

0.8

1.1

Farming, fishing, and forestry Construction, extraction, and maintenance

76

5.7

7.6

8.9

Production, transportation, and material moving

211

15.8

19.7

18.1

1,335

100

Employed civilian population 16 years and over 2000 Census, SF-3

Median household income for the City of Asbury was $60,100 in 2000. This is considerably higher than both the County and State. This is likely due to the high education level in Asbury and the probability that these education levels are associated with higher-wage jobs. See Table 1.6 below.

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Table 1.6: Median Household Income, 2000

Households Less than $10,000

Asbury

Dubuque County

State of Iowa

Number Percent

Percent

Percent

7.1

8.2

826

100.0

47

5.7

$10,000 to $14,999

12

1.5

5.9

6.7

$15,000 to $24,999

57

6.9

$25,000 to $34,999

92

11.1

15.0 14.9

14.4 14.7

$35,000 to $49,999

95

11.5

20.0

19.0

$50,000 to $74,999

255

30.9

21.7

21.0

$75,000 to $99,999

175

21.2

8.2

8.8

$100,000 to $149,999

69

8.4

4.5

4.9

$150,000 to $199,999

12

1.5

$200,000 or more

12

1.5

1.0 1.7

1.1 1.3

$60,100

(X)

$39,582

$39,469

Median household income (dollars) 2000 Census, SF-3

The implications of these figures are that the residents of Asbury are, comparatively, better educated and enjoy a higher level of earnings than their peers in the county and the state, in general. The combination of income and education will continue to translate into a higher demand for quality infrastructure, a broad array of urban services (particularly in the areas of leisure and recreation), but will also provide an economic foundation to support the extension of these services.

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Element 2

HOUSING This element provides a baseline assessment of Asbury’s current housing stock. The housing characteristics of a community are an important element of a comprehensive plan. In Asbury, as elsewhere in the nation, housing is one of the most important elements in our lives and in our community. It is the single largest purchase made by a majority of households. It not only provides shelter, but also provides a link to the neighborhood and to the larger community.

A community’s housing stock is its largest long-term capital asset. It is a major partner in the economic life of the community both as a consumer of goods and services and as a producer of dwelling units, jobs, and income. Residential development is the predominant use of urban land in most communities.

At the national and state level, as well as locally, lack of affordable housing is reaching a critical stage. Many low-to-moderate income households cannot afford adequate housing or find their incomes are insufficient to pay housing costs and buy other necessities. Many first-time homebuyers either cannot afford the down payment or cannot qualify for a conventional loan for home purchase.

The development of a strategic housing plan is very important for growing communities.

Communities without a housing plan may have difficulty meeting the housing demand. The City of Asbury has recognized housing as an integral part of the success of their community and has prepared this update of the 1998 Housing Needs Assessment (HNA) as part of the Comprehensive Plan.

The purpose of the housing element is to identify housing supply and demands, document existing housing conditions, and provide a guide to meet those demands and improve existing conditions.

2.1 HOUSING VISION STATEMENT The City sees itself as an affluent bedroom community with available housing for all ages. A large majority of the housing stock is new and in very good condition. Units identified in the 1998 HNA as dilapidated have been demolished, which was the first goal of the 1998 plan.

It is believed that local developers are meeting the housing demand. The City will continue its support and cooperation with developers in order to provide the housing necessary to meet future population projections.

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2.2 HOUSING GOALS AND OBJECTIVES 2.2.1 Goal: Provide housing resources for aging residents.

Objectives: • Encourage the development of high-end elderly housing.

• Identify appropriate sites for elderly housing development including the style of the development and amenities to be included.

• Provide interested developers with a listing of available sites for development.

2.2.2 Goal: Increase the availability of high-end housing.

Objective: • Continue to provide developers with appropriate levels of information and service.

• Consider developing minimum standards (height and bulk) for houses. Explore design guidelines for residential development.

2.2.3 Goal: Continue to provide appropriate infrastructure and services to neighborhoods.

Objective: • Continue incremental improvements in water, waste, and stormwater facilities.

• Continue appropriate levels of service to maintain public parks and open spaces.

• Continue to enforce parkland dedication requirements, and other developer-paid infrastructure development costs to ensure stability and equitability throughout the city.

2.2.4 Goal: Encourage property owners to maintain their property.

Objective: • Develop programs and incentives that encourage property owners to improve the appearance and maintain the appearance of their property.

2.3 HOUSING POLICIES 2.3.1 Asbury will encourage the development of appropriate levels and styles of senior housing.

2.3.2 Asbury supports the continuation of single-family development in appropriate locations at similar density levels as experienced on a community wide basis.

2.4 EXISTING HOUSING CONDITIONS The City has experienced tremendous growth in residential development since the 2000 Census was completed. However, detailed information regarding new structures and structures that have been removed is not yet available. The information listed in the following section was taken directly from US Census 2000 sample data collected on April 1, 2000.

2.4.1 Housing Stock Characteristics Table 2.1 shows a comparison of Asbury, Dubuque County, and the State of Iowa for age of housing units as of April 2000. As indicated, the City of Asbury has much newer housing stock with a majority of housing units built in the 1970s (44%). This compares to around 17% for that

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same decade between the county and state. The county and state also indicate a majority of housing units constructed prior to 1940 with approximately 32 percent respectively. This is substantially higher than Asbury, with only 3 percent of the total housing stock built during this same period.

Table 2.1: Comparison of Year Structure Built, 2000 City of Asbury

Dubuque County

Iowa

Number

Percent

Percent

Percent

1999 to March 2000

34

4.0

1.2

1.9

1995 to 1998

118

13.7

5.4

5.4

1990 to 1994

71

8.3

5.5

5.0

1980 to 1989

54

6.3

6.1

8.0

1970 to 1979

381

44.3

17.0

16.8

1960 to 1969

105

12.2

14.7

11.8

1940 to 1959

70

8.1

17.7

19.5

1939 or earlier

27

3.1

32.4

31.6

Total housing units

860

100.0

100.0

100.0

2000 Census, SF-3

Table 2.2 shows a comparison of Asbury, Dubuque County, and Iowa for number of units in structure. As indicated, the City of Asbury has a higher percentage of 1-unit detached homes (80%) than either the county or state.

Table 2.2: Comparison of Units in Structure, 2000 City of Asbury

Dubuque County

Iowa

Number

Percent

Percent

Percent

1-unit, detached

688

80.0

68.6

74.0

1-unit, attached

36

4.2

2.3

2.3

2 units

21

2.4

6.6

3.2

3 or 4 units

72

8.4

6.2

3.9

5 to 9 units

14

1.6

4.7

3.7

10 to 19 units

9

1.0

2.6

3.1

20 or more units

-

-

3.8

4.6

20

2.3

5.1

5.3

860

100.0

Mobile home Total housing units 2000 Census, SF-3

Housing values for the City generally fall below $200,000. In 2000, the median value for a home in the City was $127,800. This compares to $93,300 for Dubuque County and $82,500 for the State of Iowa during the same period. By category, most homes in Asbury range in value between $100,000 to $149,000, with almost 57 percent falling into this range. There were over 23 percent of homes valued between $150,000 and $199,999 during this same period. See Table 2.3 below.

The Iowa Association of Realtors reports a median selling price of $127,500 for single-family homes in the City of Dubuque in January 2005.

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Looking at the City of Asbury’s building permits, the average cost of new homes being constructed since April of 2005 is $169,392.

Table 2.3: Housing Values, 2000 Number Less than $50,000

8

$50,000 to $99,999

Percent 1.2

78

11.5

$100,000 to $149,000

386

56.8

$150,000 to $199,999

157

23.1

$200,000 to $299,999

43

6.3

$300,000 to $499,999

7

1.0

$500,000 to $999,999

0

0

$1,000,000 or more

0

0

Median (dollars)

$127,800

2000 Census, SF-3

According to the 2000 Census, the median mortgage cost for homeowners within the City of Asbury was $1,045 per month. This compares to $844 for Dubuque County during the same period. In terms of renting, the median gross rent for city residents was $480 per month in 2000, compared with $434 in Dubuque County.

2.4.2 Occupancy Characteristics According to the 2000 Census, the City of Asbury had 867 total housing units. Of these, 98 percent (846) were occupied at the time of the Census. There were 21 vacant housing units, and there was one unit reportedly used for seasonal, recreational, or occasional use. See Table 2.4.

Table 2.4: Housing Occupancy, 2000 Number Percent Total Housing Units

867

100.0

Occupied Housing Units

846

97.6

Vacant Housing Units

21

2.4

Homeowner Vacancy rate (percent)

0.8

Rental Vacancy rate (percent)

8.5

2000 Census, SF-1

2.4.3 Housing Tenure The City had 846 occupied housing units in 2000. Owner-occupied units accounted for 87 percent (738) and renter-occupied units for 13 percent (108). The percentage of owner-occupied is higher for the City than either the county or state. The average household size for owner-occupied units was 3.00, and 2.17 for renter-occupied units. See Table 2.5.

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Table 2.5: Comparison of Housing Tenure, 2000 City of Asbury Number

Percent

Occupied Housing Units

846

100.0

Owner-occupied housing units

738

Renter-occupied housing units

108

Average household size (owner-occupied) Average household size (renter-occupied)

Dubuque County

Iowa

Percent

Percent

87.2

73.5

72.3

12.8

26.5

27.7

3.00

2.68

2.57

2.17

2.03

2.15

2000 Census, SF-1

2.4.4 Special Needs Housing The availability of affordable, quality housing is an important factor in a community’s ability to retain, expand, or develop a healthy economy. As a cross-section of a typical community housing will portray a variety of social classes, so also must a community’s housing stock provide a variety of living environments from subsidized low-income units to upscale condominiums and singlefamily residences. Housing must be made available for the low-to-moderate income, the first-time homebuyer, those wishing to assimilate upwards, and those wishing to enter, or retire in the community. Asbury is in the unique situation of having the City of Dubuque close enough to provide housing types that is not currently available within Asbury.

The Eastern Iowa Regional Housing Authority (EIRHA) is in the process of constructing 32 new subsidized multi-family housing units on the City’s southeast side. Seven of the units are required to house families at or below 40% of the Area Median Income (AMI), which will be two-bedroom units. Nine units will house families at or below 50% of AMI, which will be three-bedroom units.

The remaining units will house families at or below 60% of Area Median Income; five of them will be two-bedroom units; five will be three-bedroom units; and six will be four-bedroom units.

2.5 HOUSING CONSTRAINTS 2.5.1 Infrastructure Constraints Prior to any new residential development, it must be determined if the development can be serviced by the City’s infrastructure system. When utilities are not readily accessible, costs for development increase dramatically, thereby increasing lot costs.

Asbury is served by a municipal sanitary sewer system. The City has recently made improvements to the system, including the extension of its collection system, the construction of two new lift stations, (Wedgewood and Arrowhead) the relocation and upgrade of one lift station (Hales Mill).

In addition, the City began construction of a new $3.0 million wastewater treatment facility in February 2006. These improvements have opened up a large area of land for development and will increase the City’s capacity for growth projected for the next twenty years. Asbury’s topography creates many challenges for sanitary sewer service. It is likely that future developments will require additional lift stations in order to be served by the municipal system.

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Another infrastructure constraint to development is the provision of water service. In the past, the City was served by several private water systems. The City has purchased the private water systems and made several improvements to the system including a new 400,000 gallon elevated reservoir, interconnection between the independent systems and a $600,000 upgrade to two wells. In addition, all of the water mains in what was previously known as the Maple Hills Water Corporation were replaced in 2006 at a cost of $400,000.

2.5.2 Land Availability Asbury has a large amount of open space and agricultural lands within the corporate boundary and within its two-mile extraterritorial area. Developers considering future developments already own much of this land. Land is available for various types of development.

2.5.3 Financial Barriers There are many financial barriers to improving and expanding the existing housing stock. They include barriers to home ownership, development costs and rate of return of new subdivisions and capital to rehabilitate existing housing.

The most common financial barriers to home ownership are the lack of a down payment, credit history, personal debt level and job stability. In the Asbury area, bank down payment requirements can generally be as low as 5% of the purchase price or appraisal price whichever is less.

Amortization schedules can be as long as 30 years, with the normal period being 20 years. Current interest rates for a 30-year fixed-rate mortgage are between 5.375% and 5.85%. Private mortgage insurance is required when loan to value is greater than 80%. Currently in the Asbury area, bank denial rates on mortgages are approximately 5%.

Lack of discretionary income is the primary financial barrier to making “major” repairs to owner and renter-occupied housing. Most households and landlords can afford to make small repairs and cosmetic improvements because they are often capable of performing the work themselves.

However, the cost of hiring someone to replace a roof, update the electrical system, install new windows or install new siding is often cost prohibitive to low-to-moderate income (LMI) households.

2.5.4 Local Contractor and Developer Capacity Asbury’s close proximity to the City of Dubuque provides access to a large number of contractors and developers. Therefore, contractor and developer capacity does not restrict the amount or expediency of development taking place in Asbury.

2.6 HOUSING FORECASTS Table 2.6 shows housing projections based on population estimates from the 2003 City of Asbury Wastewater Facility Plan, current estimates of total housing units, and census estimates for tenure.

As indicated, the total number of housing units is expected to increase with corresponding population increases. For this forecast, the number of units required will increase proportionally to the increase in population. Growth in housing for the years between 2010 and 2015 will be approximately 5.8 percent annually, and 3.9 percent annually for the years between 2020 and 2025.

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The projected decrease in growth rates over time is due to increasing interest rates, which play a primary role in housing development.

Over the next twenty years, Asbury is likely to grow by 1,590 housing units. This equates to approximately 80 units each year if household size remains relatively constant. An estimate of total units by tenure is also provided. It should be noted that major land use decisions, such as annexations and subdivision approvals, could dramatically affect these projections.

Table 2.6: Housing Needs Projections 2005-2025 Year Total Housing Units Tenure

2005

2010

2015

2020

2025

1,155

1,490

1,922

2,297

2,745

Own

Rent

Own

1,007 148 1,299

Rent 191

Own

Rent

Own

1,676 246 2,003

Rent Own Rent 294 2,394 351

Based on population estimates from the 2003 Wastewater Facility Plan, 2005 housing unit estimate, Census 2000 housing tenure

2.7 ACTION PLAN Most communities can identify a need, but a progressive community identifies solutions to the need and devises an approach to implement the solution. Below is Asbury’s approach to the identified needs: 2.7.1 Upper-End Single-Family Housing • Continue cooperation with and support of local developers.

• Enhance the City’s quality of life through expansion of the City’s recreational amenities and public services.

2.7.2 Upper-End Elderly Housing • Identify suitable property for such developments.

• Encourage developers to create elderly housing.

• Promote Asbury’s proximity to services and amenities required by the elderly.

2.7.3 Housing for Young Families • Research ways to reduce infrastructure costs through City funds and/or grant/low interest loan programs.

• Explore reducing acquisition costs through grant/low interest loan programs.

• Work closely with the local lenders, realtors and developers.

• Encourage local lenders to participate in Fannie Mae programs such as the Community Home Buyer’s Program.

• Enhance the City’s quality of life through expansion of the City’s recreational amenities and public services.

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2.8 FUNDING PROGRAMS 2.8.1 Iowa Department of Economic Development (IDED) Housing Fund The Housing Fund can be used for the following: Rehabilitation: The Housing Fund can be used to rehabilitate both rental and owner-occupied homes. Moderate levels of rehabilitation can be a cost-effective development strategy for maintaining a supply of affordable housing.

New Construction: New construction of rental housing is an eligible use of HOME funds in all areas of the state. Newly constructed units must remain affordable to low-income households for 20 years.

Assistance to Homebuyers: The Housing Fund can be used to assist eligible homebuyers in financing the purchase of a home. This activity can be combined with housing rehabilitation.

Assistance to Tenants: The Housing Fund can be used to provide tenant-based rental assistance.

The Tenant Assistance program must give preference to those on the waiting list of public housing. The assistance is for a maximum of two years.

Administrative Costs: The Housing Fund can be used for project administration costs.

For more information visit http://www.iowalifechanging.com/community/housing/housing.html 2.8.2 Federal Home Loan Bank of Des Moines – Affordable Housing Program (AHP) The AHP Program can provide grant assistance for a variety housing programs and is very similar to the Housing Fund Program. For more information visit http://www.fhlbdm.com/ci_ahp.htm 2.8.3 Iowa Finance Authority (IFA) IFA has a number of housing programs to assist with a variety of housing needs, including: FirstHome (IFA's First-Time Home Buyer Mortgage Loan Program) may be used to finance mortgages on new and existing single family homes, including condominium units, modular and manufactured homes with permanent foundations on owned land or on rented land with a long term lease. Contact a participating lender for details.

Affordable Assisted Living Program Affordable assisted living in its simplest terms is what people can afford. In Iowa, over fifty percent of the elderly cannot afford what is available on the assisted living market. The Iowa Coming Home program is dedicated to promoting the availability of assisted living options for people at or below 50 percent of the area median income.

Single Family Construction Loan Program IFA offers low-interest construction loans to eligible developers for new construction or acquisition/rehabilitation of affordable, owner-occupied single-family homes. The program has several qualifications. A maximum loan for a house is 80% of cost. The price of the home, including land, with all subsidies, must be below $125,000. Length of the loan is 9 months or when the house is sold (whichever comes first).

Iowa Housing Assistance Program This program helps low-income Iowa families purchase a home by providing grants to help pay eligible closing costs, down payments or required home repairs.

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• • •

Assistance cannot exceed 5% of the mortgage amount, or $2,750 whichever is less. The applicant contributes one dollar for each dollar of assistance provided to help pay eligible costs.

The minimum assistance that can be requested is $500.

Refinancing is not allowed.

Low Income Housing Tax Credit Program The Tax Reform Act of 1986 created the tax credit as an incentive for Low Income Housing Tax Credit ("LIHTC") project owners to invest in the development of rental housing for individuals and families with fixed or limited incomes. The tax credit, rather than a direct federal subsidy, provides a dollar for dollar reduction (or credit) to offset an owner's federal tax liability on ordinary income. Tax credit interest may be syndicated or sold to generate equity for the developments, thus reducing the necessary mortgage financing and providing more affordable terms. The tax credit frequently provides the last critical element to ensure the financial feasibility of the project.

State Housing Trust Fund Local Housing Trust Fund Program: The goal of this program is to provide financial assistance to local housing trust funds in order that they might provide additional affordable single family or rental housing (production or rehabilitation), Infrastructure, transitional housing, homeless shelters and capacity building, or other purposes that further the goals of the Fund. The local trust fund must have a local governing board recognized by the city, county, council of governments or regional officials as the board responsible for coordinating local housing programs. In addition, the organization must have sufficient administrative capacity and the experience necessary to successfully plan and execute the proposed activities in a timely manner and be able to demonstrate collaboration and/or networking with and support from local private and public entities. As part of the approval process, the local housing trust fund applicant must have a Housing Assistance Plan (HAP) approved by IFA. The HAP will include such information as: geographic area, housing needs and gaps in housing needs.

Project-Based Housing Program: The goal of this program is to assist in funding the development and preservation of affordable single and multi-family housing units. Owner occupied rehabilitation is not eligible under this program. The housing must be affordable to LowIncome People. Eligible applicants are cities and counties; non-profit and for-profit housing development organizations; recognized neighborhood associations; economic development organizations; homeless services providers; transitional housing providers and domestic violence shelters.

For more information on IFA’s housing programs visit: http://www.ifahome.com/HousingPrograms.asp

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Element 3

TRANSPORTATION This element includes a compilation of background information, visions, goals, objectives, policies, maps, and recommendations to guide the future development and maintenance of various modes of transportation in the City of Asbury.

3.1 TRANSPORTATION VISION STATEMENT The City of Asbury will maintain a safe and efficient transportation system that accommodates multiple modes of transportation while providing a full range of accessibility through both local and regional facilities. Traffic speeds and congestion will be managed through the combination of engineering and enforcement; the trail system will provide linkages to neighborhoods, businesses, and public facilities as well as other regional trail systems; and transportation opportunities for seniors and other special needs populations will be improved through cooperative efforts with other local and regional entities.

3.2 TRANSPORTATION GOALS AND OBJECTIVES 3.2.1 Goal: Increase amount of pedestrian and bike trails within the City and provide connections to regional trail systems.

Objectives: • Establish trail linkages to the Mississippi River Trail to increase recreational tourism.

• Implement the trail connections within the jurisdiction as proposed in the Map 3-2 “Recreational Trail Phases.”

• Coordinate with other jurisdictions and authorities, including the DNR, to determine access points to, and extensions of, existing facilities.

3.2.2 Goal: Explore increased transportation options for elderly and disabled residents.

Objectives: • Apply for grants to develop shared-ride taxi service in the City.

• Determine long-term need for municipal-operated transit system development, or linkages to existing systems.

• Work with county authorities to promote a shared-ride system and develop a list of volunteers for a transportation escort service.

3.2.3 Goal: Improve vehicular access and pedestrian safety along Asbury & Seippel Roads.

Objectives: • Perform a study to determine the preferred type and location of pedestrian facilities along Asbury and Seippel Roads.

• Improve the existing roadway facilities to better handle the amount and diversity of traffic along the corridor.

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•

Determine need for increased capacity for the roadway.

3.2.4 Goal: Provide adequate, but not excessive, street lighting in residential areas.

Objectives: • Amend subdivision ordinance to include street lighting standards.

• Determine extent of lighting desired in residential neighborhoods through community participation exercises.

3.2.5 Goal: Formalize policies for property acquisition necessary for future transportation Rights of Way (ROW).

Objectives: • Publicize plans for possible future property acquisition early in the planning phase.

• Involve the affected property owners in meaningful plan development meetings.

3.3 TRANSPORTATION POLICIES 3.3.1 New residential developments shall include sidewalks and shall provide connections to existing pedestrian facilities.

3.3.2 Any new development that includes an existing or planned bicycle/pedestrian trail shall incorporate that trail into the site plan.

3.3.3 Asbury will continue to utilize an annual system of funding allocation, such as the capital improvement plan (CIP), to ensure adequate funding and programming for needed upgrades and repair.

3.3.4 Explore alternate sources of funding, especially transportation enhancement grants, to improve facilities slated for redevelopment.

3.4 EXISTING TRANSPORTATION FACILITIES 3.4.1 Street Network Functional Classification Map 3-1 “Transportation Facilities” generally illustrates the City’s road system based on the National Functional Classification (NFC) scheme. The NFC represents a balanced continuum between roads that provide “access” (to land uses) and “mobility” (between land uses and communities). The NFC is maintained by the Federal Highway Administration with support from the individual states and based on input through the metropolitan planning process. The road system contains four minor arterial streets – Asbury Road, Hales Mill Road, Seippel Road, and Middle Road. These roads function to carry traffic to local neighborhoods and to areas outside the community. Similarly, the local collector streets – Springreen Drive, Radford Road, Heacock Road, and Forest Hills Drive– help to deliver traffic to and from residential area streets. The major road through Asbury is Asbury Road, which provides the major connection to other communities including the City of Dubuque.

Principal arterials are at the top of the NFC hierarchical system. Principal arterials generally carry long distance, through-travel movements. They also provide access to

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important traffic generators, such as major airports or regional shopping centers.

EXAMPLES: Interstate and other freeways, other state routes between large cities, important surface streets in large cities.

Minor arterials are similar in function to principal arterials, except they carry trips of shorter distance and to lesser traffic generators. EXAMPLES: State routes between smaller cities, surface streets of medium importance in large cities, important surface streets in smaller cities.

Collectors tend to provide more access to property than arterials. Collectors also funnel traffic from residential or rural areas to arterials. EXAMPLES: County, farm-to-market roads, various connecting streets in large and small cities.

Local roads primarily provide access to property. EXAMPLES: Residential streets, lightly traveled county roads.

3.4.2 Transit Service The Regional Transit Authority of Delaware, Dubuque, & Jackson Counties, managed by the East Central Intergovernmental Association, provides transit service to the general vicinity of the City of Asbury. Because of this regional and collaborative effort smaller cities, such as Asbury, do not have to undertake the extensive costs associated with operating a stand-alone transit service.

Nearby, the City of Dubuque offers public transportation through Dubuque KeyLine Transit system.

3.4.3 Rail Road Service While Asbury does not have direct rail service, there is significant access to rail freight facilities within the region. The regional system includes the Iowa, Chicago & Eastern Railroad Corporation (ICE) that currently operates the rail line along the Mississippi River from Muscatine to Minnesota; the Chicago, Central and Pacific Railroad Company (CC) operates the line from Illinois through Dubuque to Waterloo; and the Burlington Northern Santa Fe Railroad Company (BNSF) operates a line across the river from Dubuque and serves the Dubuque area via trackage rights over other railroads.

3.4.4 Aviation Service The Dubuque Regional Airport is located approximately 6 miles south of Dubuque off U. S. Highway 61 South providing the City of Asbury with convenient access to commercial and general aviation services. The Dubuque Regional Airport is owned by the City of Dubuque and operated and managed by an Airport Commission as a department of the City of Dubuque. The Dubuque Regional Airport provides 4 daily flights through American Eagle Airlines with jet service to Chicago’s O’Hare International Airport. The airport grounds include more than 1,100 acres and is equipped with an Air Traffic Control Tower that operates from 6:00 a.m. to 8:00 p.m.

3.4.5 Pedestrian and Bicycle Transportation Pedestrian travel through the City is generally accommodated on sidewalks and through the City’s trail system. Many of the city’s older local streets do not have sidewalks due to the combination of slow traffic speeds, low volumes, and topographical challenges. However, all new developments

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are required to include sidewalk facilities. Bicycles are restricted to roadways in most locations and are subject to automobile signage and roadway regulations.

The Heritage Trail, located just north of corporate limits, is a multi-use trail on an abandoned rail line with a crushed limestone surface. The trail is open for hiking and bicycling in the summer months and to snowmobiling and cross-country skiing in the winter. The 26-mile trail stretches west from the City of Dubuque to Dyersville, Iowa.

3.4.6 State Highways The City of Asbury has the benefit of direct access to the regional highway system. The nearest highway facilities include State Highway 32 (accessible via Asbury Road) and U.S. Highway 20 (accessible via Seippel Road). No state highways traverse the City, thus Asbury enjoys the benefits of regional access without bearing the costs and negative impacts a major highway can impose on a community.

3.4.7 Trucking Sixteen national and regional trucking companies serve the general needs of Dubuque area manufacturers. In addition, a number of firms offer specialized services such as refrigerated units, liquid and dry bulk units, and agricultural units. The largest Freightliner dealership in the country is headquartered in Dubuque, and a number of large truck repair and service centers provide maintenance services to the motor freight industry.

3.4.8 Water Transportation Asbury enjoys the benefits associated with regional port facilities located in the City of Dubuque adjacent to the Mississippi River. Dubuque offers many industries, particularly those engaged in shipping bulk products in great volume, the advantage of barge transportation. Barges provide an important means of shipment for coal, grain, fuel products, chemicals, and iron and steel products.

The U.S. Army Corps of Engineers (ACOE) maintains a 9-foot shipping channel in the river, and manages the series of locks and dams between St. Paul and St. Louis. Nine river terminals in Dubuque and two fleeting/harbor services provide navigational assistance to the barge industry.

3.5 STATE AND REGIONAL TRANSPORTATION PLANS 3.5.1 Iowa Transportation Plan (1997) Iowa’s statewide transportation plan was adopted as part of the Iowa in Motion initiative to address Iowa’s changing transportation needs. It is an intermodal transportation plan, which addresses the modes of aviation, bicycle and pedestrian, intermodal, pipeline, rail, transit, waterway, and highway travel. The plan includes the balance of four main touchstones: safety, preservation, economic development, and efficiency. The recommendations contained in the plan are advisory and should be reviewed periodically by Asbury officials.

3.5.2 Iowa Rail System Plan The Iowa Rail System Plan details the state's role in providing and preserving adequate, safe, and efficient rail transportation services to Iowans. It is intended to serve as a guide for decisionmakers. The plan provides a basis for future department policy, funding priorities, and programming decisions that affect rail transportation service in Iowa.

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3.5.3 Iowa Trails 2000 The Iowa Department of Transportation has updated the 1990 Iowa Statewide Recreational Trails Plan. Iowa Trails 2000 provides an array of resources that can be used by state agencies and local and regional governments during trail planning and implementation. Iowa Trails 2000 is a resource document designed to assist all trail developers in achieving the vision of an interconnected, multimodal, easily accessible statewide trails system. Iowa Trails 2000: • Provides a framework for the implementation of the statewide trails vision.

• Sets forth guidance for subsequent trails system planning by a variety of agencies and jurisdictions.

• Offers valuable resources to trail developers, which can be used to implement either modespecific or regional trails plans.

• Provides local communities an understanding of the benefits of trails, a valuable tool for local trail planning and development efforts.

• Establishes design guidelines for all trail modes, to encourage consistency in quality and design of trails statewide.

Considers the benefits of trails as both recreation and transportation amenities.

•

3.6 TRANSPORTATION ISSUES RAISED DURING PLANNING PROCESS Lack of a uniform sidewalk system: Because of the discontinuous nature of the sidewalk system, there are some concerns about pedestrian accessibility and the perception of decreased safety.

While there is an official policy on the development of sidewalks in new subdivisions, the idea of developing a systematic plan to connect residential areas to key pedestrian destinations (e.g., schools, parks, commercial nodes) was raised.

Increased roadway capacity: The main thoroughfares through Asbury are historic roads that were not originally designed to accommodate the amount of traffic currently being generated both within and adjacent to the city. Improvements to Asbury Road, Seippel Road, and Heacock Road would increase access to the regional highway system and to employment opportunities located outside Asbury. The City of Asbury is currently working with the East Central Intergovernmental Association to fund an east-west corridor study. This study would articulate specific improvements including capacity on Asbury Road.

3.7 FUTURE TRANSPORTATION FACILITIES Map 3-3 “Future Transportation Facilities” identifies potential locations for improvements to the current roadway facilities in Asbury. The map indicates the desire for expansion of facilities on Asbury Road, Seippel Road, and Middle Road. The most likely improvement to Asbury Road would be the addition of a center turn lane to allow traffic to flow more evenly while not impeding any further on existing properties along the roadway. In addition, intersection improvements, both in terms of geometric and signalization, should be reviewed for Asbury Road east of Whitetail Drive to the City of Dubuque. Seippel and Middle Roads would both benefit from the addition of lanes.

The map also identifies potential locations for new roadways including several facilities north of Asbury Road in the area of the Forest Hills Estates subdivision. Additional roadways would

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increase connectivity between subdivisions and allow north/south access that currently does not exist without going to the far ends of the city (Lore Mound Road, Hales Mills Road).

3.8 TRANSPORTATION ACTIONS Asbury’s current transportation system currently meets the needs for existing users. Future traffic congestion and safety concerns exist on major roads linking Asbury to the rest of the community.

There is also a lack of a fully developed pedestrian network.

This section provides recommendations on how Asbury can provide for future transportation needs and improve the quality and ease of use of the current system. See Map 3-3 “Future Transportation Facilities.”

Actions: 3.8.1 Work with the Dubuque Metropolitan Area Transportation Study (DMATS) to develop long-term plans for upgrades to Asbury Road. This should include meaningful public input and community involvement of stakeholders including business managers and area residents.

3.8.2 Work with appropriate entities to study the possibility of expanding Seippel and Middle Roads. This study should evaluate possible changes to traffic density and type along the corridor and the impact on existing land uses in the area.

3.8.3 Apply for grants to develop shared-ride taxi service in the City. Periodic monitoring of the need for a municipal-operated local transit system should also be performed to ensure adequate transportation to area commercial, education, and health centers.

3.8.4 Continue to develop five-year capital improvement plans (CIP) that identify and budget for annual infrastructure improvements. This process should include public meetings to unveil proposed planning efforts and to help gauge the adequacy of prioritization.

3.8.5 Develop a long-term and prioritized bike and pedestrian transportation plan to help identify routes and facilities for multi-modal transportation options. First priorities should be placed on identification and development of a “safe routes to school” component. Consider extensions of the proposed system to future locales within the planning area and to existing regional trails such as the Mississippi River Trail.

3.8.6 Maintain and improve existing crosswalks throughout the City by regularly painting crosswalk areas and installing pedestrian signage.

3.8.7 Continue to work with the DMATS Policy and Technical committees to discuss planning efforts, repair, and sufficiency of the local highway system.

3.8.8 Work with the DMATS to secure transportation enhancement grant funding to improve the quality and design of lighting and pedestrian access along Asbury Road.

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Element 4

UTILITIES AND COMMUNITY FACILITIES This element includes background information, visions, goals, objectives, policies, and recommendations to guide the future development of utilities and community facilities in the City of Asbury. The element describes location, use, and capacity of existing public utilities and community facilities that serve the City and includes recommendations for future utility needs and upgrades. Map 4-1 “Jurisdictions” illustrates the voting jurisdictions in the area and Map 4-2 “Community Facilities” identifies some of the primary community facilities in Asbury.

4.1 UTILITIES AND COMMUNITY FACILITIES VISION STATEMENT The City of Asbury will offer sufficient utilities and community facilities to allow for systematic growth to occur within the jurisdiction. There will also be a well-connected system of multi-use trails and other recreational facilities, and a public library to enhance civic capacity and recreation within the community.

4.2 UTILITIES AND COMMUNITY FACILITIES GOALS AND OBJECTIVES 4.2.1 Goal: Maintain current utility infrastructure (water, sewer).

Objective: • Ensure timely and efficient delivery of services.

• Perform routine maintenance and testing to ensure optimum utility provision.

• Replace aging municipal water and sewer infrastructure on an on-going basis.

• Plan for future municipal water and sewer needs with careful consideration to preferred level of residential growth.

• Budget for short and long-term water system improvements.

• Budget for short and long-term sanitary sewer system improvements.

4.2.2 Goal: Develop appropriate stormwater facilities.

Objective: • Explore the acquisition of utility easements in locations prone to flooding to develop increased stormwater infrastructure.

• Promote the idea of best management practices on private properties to enhance pervious surfaces and decrease run-off.

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•

Complete and adopt a stormwater utility to pay for increased development of stormwater infrastructure.

4.2.3 Goal: Provide appropriate levels of recreation facilities for residents.

Objective: • Continue to promote and maintain existing parks and public open spaces.

• Pursue the recommendations of the Iowa’s Living Roadways Final Report and Feasibility Study (see Appendix A) for node treatments along Asbury Road that would provide trailhead crossings and the connection and appearance of existing parks.

• Develop a Park, Outdoor Recreation and Open Space Plan to include recommendations for a linear trail system connecting area parks, community facilities, and other locales and link this trail to the Heritage State Trail.

4.2.4 Goal: Maintain local emergency response facilities and resources.

Objective: • To ensure proper funding and maintenance for facilities.

• Work with fire department and police department to continue to provide sufficient community service levels.

• Continue to work with contracted ambulance service providers to deliver appropriate levels of service.

4.2.5 Goal: Ensure adequate availability of recycle and waste services.

Objective: • To continue to provide waste collection activities and collections to Asbury residents.

• Explore sufficiency of current yard waste collection service.

• Initiate an annual mailing campaign to disseminate information about waste and recycle collection, disposal of hazardous materials, and other related services/options.

4.2.6 Goal: Develop a library facility.

Objective: • To solicit community input concerning the development of a library facility and the types of facilities/capacities for the facility.

• Charge the ad hoc library committee with overseeing the planning and phasing development of the facility and to serve as a point of contact for inquiries and comments.

• Explore sources of funding, including private donation, for site acquisition, plan development, and construction.

4.3 UTILITIES AND COMMUNITY FACILITIES POLICIES 4.3.1 The City will maintain and correct deficiencies in existing utilities and facilities in a timely and efficient manner.

4.3.2 The City will maintain the longevity of current community facilities until such time that development of new facilities is warranted.

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4.3.3 Asbury will encourage private property owners to engage in best management practices to limit uncontrolled stormwater runoff.

4.3.4 Asbury will provide sufficient emergency services in the most cost effective manner appropriate.

4.4 EXISTING UTILITIES AND COMMUNITY FACILITIES CONDITIONS 4.4.1 Sanitary Sewer System The existing sewer system consists of sanitary sewer pipes of various sizes and materials of composition. A summary of existing force main and primary gravity sewer lengths are provided in Table 4.1. Map 4-3 “Sanitary Sewer System” illustrates the City’s sanitary sewer system.

Table 4.1 Asbury Wastewater Collection System Inventory Sewer Size & Type Lineal Footage 4-inch Force Main 445 6-inch Force Main 13,016 8-inch Force Main 6,275 10-inch Force Main 1,091 4-inch 440 8-inch 66,003 10-inch 600 12-inch 5,318 15-inch 3,614 16-inch 56 Source: Wastewater Facility Plan (2003), Sanitary Sewer Collection System Map (2005), applicable MSA project files

The existing sanitary sewer collection system is in good condition. Gravity sewer ranging in diameter from 6-inch to 15-inch serves the City. In addition to gravity sewer, the City is also served by eight (8) lift stations (Hales Mill, Radford Road, Wedgewood, Arrowhead, Northwest, Hales Mill, Brook Haven, Asbury Court Place), and force mains ranging from 2.5 inches to 10 inches.

Recent construction projects have resulted in the completion of a new collection system that services the southwest portion of the City. The improvements included the construction of the Wedgewood lift station, Arrowhead lift station, dual 6-inch diameter force mains, and a gravity sewer extension to the Forest Hills interceptor sewer. The construction project resulted in provision of sanitary sewer service to the Arrowhead and Wedgewood Estates residential subdivisions as well as to undeveloped areas to the south and west of Asbury.

In addition to the southwest collection system improvements, the City also recently relocated and reconstructed the Hales Mill lift station. The relocation of the lift station provides gravity sewer service to the previously unserviceable areas along the City’s northern corporate limits. The project included increasing the diameter of critical sections of the gravity sewer, an increase in the pumping capacity from 600 gallons per minute (gpm) to 2,000 gpm, and the provision of emergency backup power to the lift station. The improvements ensure that the sewage reaching

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the lift station can be pumped to the new wastewater treatment facility without causing backups or overflows.

The City is in the process of constructing a new mechanical wastewater treatment facility. The new facility includes a headworks building that houses grit removal, screenings removal, a laboratory, and control room. The new process uses an oxidation ditch; final clarifiers, RAS/WAS pumping systems, sludge storage, flow equalization basins, and a UV disinfection system to achieve compliance with the City’s National Pollutant Discharge Elimination System (NPDES) permit requirements. The existing facility has been designed to serve the projected 2023 population of 6,121 persons.

4.4.2 Water Supply Asbury Municipal Water Supply currently has three active public water wells open in the Cambrian-Ordovician aquifer. The approximate discharge per well is 110,000 gallons per day (gpd). The Colonial Estates well will soon be capable of producing 425 gallons per minute (gpm), the Woodmoor well is capable of producing 180 gpm, and the Wedgewood Estates well has recently been upgraded to produce 225 gpm. The City currently has a total of seven additional municipal wells that are no longer in use. These wells are scheduled for abandonment within the next year.

Municipal water is delivered via a network of water mains of varying diameter (see below) and a water tower with a capacity of 400,000 gallons. Map 4-4 “Water System” illustrates the City’s water system.

Table 4.2 Asbury Water Distribution System Inventory Water Pipe Size Lineal Footage 4-inch 19,060 6-inch 34,155 8-inch 37,593 12-inch 20,397 Source: City Engineer/MSA files

4.4.3 Storm Sewer System The current stormwater system uses a series of pipes and culverts to divert water from improved surfaces and roadways. It also includes stormwater detention basins in several subdivisions throughout the jurisdiction. Stormwater detention basins are required of all residential and commercial subdivisions greater than one acre in total area. Map 4-5 “Storm Sewer System” illustrates the City’s storm sewer system.

4.4.4 Solid Waste Disposal/Recycling Facilities Asbury purchases refuse and recycling service for all citizens. Statements are sent out monthly for water, sewer, refuse, and recycling services provided in the prior month. Recycling and refuse pick-up is on Wednesday. Some areas of the city, including Seippel Road, Middle Road, Centura Court, and the Arrowhead Subdivision, are collected on Fridays. Yard waste is picked up on Thursdays during the “growing” season. The last yard waste pick up is the second Thursday of November. Chipping of branches and Christmas tree collection are provided seasonally.

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4.4.5 Post Office The nearest post office facility is located approximately 1 mile south of the City, at 4555 Futuro Court in the City of Dubuque.

4.4.6 Fire Protection The Asbury Community Fire Department is located at 5485 Saratoga Road. The Department is a volunteer non-profit organization that was started in 1957 and is governed by a Board of Directors. It is comprised of 32 trained firefighters and six additional individuals volunteer in nonfirefighting capacities. The Department operates two fire engines (which pump water onto fires), one tanker (which brings water to the site), one pick-up (for off-road access and grass fires) and two ambulances.

4.4.7 Law Enforcement The City of Asbury Police Department is located at 4985 Asbury Road. Calls for service are handled by the Dubuque County Sheriff’s Office through a centralized county dispatch system.

The Asbury Police Department provides a number of crime prevention programs including neighborhood watch, operation identification, and vacation home checks.

4.4.8 Emergency Medical Services Emergency medical services are provided to the city by means of a contract with the Asbury Community Fire Department, 5485 Saratoga Road. The ambulance service provides paramedic advanced life support and is equipped with rescue equipment.

4.4.9 Health Care Facilities Dubuque serves as a regional medical center for the tri-state area, with two hospitals, independent nursing services and several clinics. The nearest hospitals are Finley Hospital, located at Grandview Avenue and Delhi Streets, and Mercy Medical Center-Dubuque, located on Mercy Drive. About 145 surgeons, specialists, and general practitioners divide their time between the medical facilities.

The Finley Hospital is a general hospital with special units including the Wendt Regional Cancer Center and the Summit Health Center for Older Adults. Mercy Medical Center-Dubuque is also a general hospital with special units including a neonatal intensive care unit and in-patient and outpatient substance abuse and mental health services. Both hospitals are classified as Level II Trauma Centers with physician staffed emergency rooms 24 hours a day. Both hospitals also provide obstetrics, orthopedics, intensive care, skilled nursing, pediatrics, cardiac care, and physical rehabilitation services.

4.4.10 Library The City of Asbury receives library services through the Dubuque County Library Consortium.

The closest library to the City is the Carnegie-Stout Public Library located on West 11th Street in the City of Dubuque. The Dubuque County Library Bookmobile makes regular stops in Asbury.

The City of Asbury is interested in the possible future development of a municipal library and has established a committee that meets monthly to study feasibility and attributes.

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4.4.11 Schools Asbury is in the Dubuque Community School District (DCSD). The District includes twelve elementary schools, three middle schools, and three high schools. DCSD offers a variety of programming including special education and adult education programming. A listing of enrollment numbers over the past five years is provided below.

Table 4.3: BUILDING ENROLLMENT & CERTIFIED ENROLLMENT COMPARISONS 2005-2006 GRADE & DESCRIPTION Pre-K & Ungraded

2005-2006

2004-2005

2003-2004

2002-2003

2001-2002

181

204

102

95

67

K

746

720

730

681

592

1

739

734

692

620

627

2

750

721

649

644

653

3

740

686

674

695

620

4

704

719

723

640

698

5

720

753

654

713

684

4,580

4,537

4,224

4,088

3,941

6

Subtotal Elementary

869

706

737

703

716

7

795

834

761

773

762

8

887

782

794

763

726

2,551

2,322

2,292

2,239

2,204

9

856

899

847

838

797

10

893

867

847

811

791

11

846

839

809

783

803

12

870

852

801

808

777

3,465

3,457

3,304

3,240

3,168

10,596

10,316

9,820

9,567

9,313

Subtotal Middle School

Subtotal High School Total PreK-12 Building Enrollment

There are a number of post-secondary education facilities located in close proximity to Asbury.

These include Clarke College, Loras College, University of Dubuque and Northeast Iowa Community College.

4.4.12 Child Care Facilities Small Wonders Daycare and Kids of the Kingdom Preschool offer childcare and preschool programs in the community. In addition, many formally licensed daycare facilities exist in nearby Dubuque.

4.4.13 Parks and Recreation Facilities The City of Asbury maintains three parks and a pedestrian trail.

• Maple Hills Park is located at the end of Burr Oak Drive and has a softball diamond, tot lot and picnic tables.

• Asbury Park is located on Asbury Road by Springreen Drive. Asbury Park has a baseball diamond, basketball court, two tennis courts, and two hard surface volleyball courts, all of which are lighted. Asbury Park also has swings, slides, tot toys, picnic tables, grills, restrooms, a sand volleyball court and shelters. Information on reserving a shelter can be obtained by calling the city clerk’s office at City Hall.

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•

Althaus Wetland and Nature Preserve is located off Wintergreen Drive. The citywide trail system connects from Althaus Wetland to Maple Hills Park.

4.4.14 Electricity and Natural Gas Alliant Energy (1000 Main Street, Dubuque) provides electric service to the Asbury community.

Natural gas service is through Aquila (701 Locust Street, Dubuque).

4.4.15 Telephone and Communication Services Landline telephone service is available to Asbury residents through Qwest Communications.

Cable and other community services can be purchased through Mediacom Communications.

4.4.16 Cemeteries There are two cemeteries located within close proximity of Asbury—Asbury Methodist Cemetery on Asbury Road within the City, and Asbury Cemetery located just east of the corporate limits.

4.4.17 Sundown Mountain Ski Hill Sundown Mountain is located on Asbury Road just outside corporate limits. The popular skiing destination offers a variety of terrain over 45 acres. From the top of the ski hill three states and the Mississippi River Valley are visible on a clear day.

4.4.18 Meadows Golf Course The Meadows Golf Course is semi-public golf course that consists of an eighteen (18)-hole layout and also includes a golf shop, bar and grill, and a 300-person reception facility available for functions.

4.5 RECOMMENDATIONS FOR COMMUNITY UTILITIES AND FACILITIES Asbury’s sanitary and water utilities currently meet existing demand. However, the current water system requires upgrades, and sanitary service is not extended to all residents within the jurisdiction. There is a desire to maintain the level of parks and open spaces, which are a source of pride for the community, and to expand facilities to include an increased network of trails. There is also a desire to develop a library facility to provide a venue for learning and community activities.

This section provides recommendations on how Asbury can continue to provide sufficient delivery of services to the local community, and plan for increased efficiency and capacity.

Recommendations: 4.5.1 Continue to update Asbury utilities as appropriate. This includes developing a long-term plan to study potential upgrades and changes to the water system.

4.5.2 Explore the feasibility and adoption of a stormwater utility as a mechanism to help fund water quality planning, education, enforcement, and capital projects.

4.5.3 Minimize uncontrolled runoff from private properties and encourage use of best management practices to increase absorption of stormwater on-site or locally.

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4.5.4 Continue appropriate maintenance of existing parks and public open spaces.

4.5.5 Update the Park, Outdoor Recreation and Open Space Plan to include recommendations for a linear trail system connecting area parks, community facilities, and other locales and link this trail to the Heritage State Trail.

4.5.6 Continue to provide necessary support for sufficient operation of police and fire services.

4.5.7 Continue to provide appropriate levels of waste and recycle services.

4.5.8 Explore development of extended-hour disposal of yard waste collection.

4.5.9 Develop a long-term plan for the Asbury Public Library including a public participation campaign, exploration of private donations, and determination of a facilities and services.

4.6 FORECASTED UTILITIES AND COMMUNITY FACILITIES NEEDS Population is expected to increase significantly over the next twenty years. As such, many services and facilities will need to be upgraded with increases in housing development. Gradual upgrading of the utility system, including municipal water, is occurring, as are street improvements and other infrastructure repair. See Table 4.3.

Table 4.4: Forecasted Utilities and Community Facilities Needs Subject

Need

Approximate Timeframe

Comments

Asbury Public Library

Facilities Development

Long-Term

Concerns include location, access, and services

Asbury Police Department

Expansion

Short-Term

Second patrol car requested

Sanitary Sewer Collection System

Expansion

Long-Term

Provide utility extensions to unsewered areas

Sanitary Sewer Collection System

Pump station improvements

Short-Term

Pump station improvements and installation in select locations

Water Distribution System

Expansion

Long-Term

Install a second water tower or ground storage reservoir

Water Distribution System

Expansion

Short-Term

Install second watermain loop to the existing water tower

Roadways

Expansion

Short-Term, Mid-Term, and Long-Term

Various locations require reconstruction

Parks

Expansion

Mid-Term

Facility development (bike trails, multi-purpose courts, skate park, etc)

Short-Term: approximately 1-4 years; Mid-Term: approximately 5-8 years; Long-Term: approximately 9+ years in the future

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Element 5

ENVIRONMENTAL CONDITIONS This element includes an analysis of existing agricultural, natural and cultural resources in and around the City of Asbury. The chapter presents existing conditions, visions, goals, objectives, policies and programs for the conservation and promotion of effective management of agricultural, natural and cultural resources in the City.

5.1 AGRICULTURAL, NATURAL AND CULTURAL RESOURCES VISION STATEMENT The City of Asbury maintains unique open space areas that are carefully preserved and utilized to help create a community identity. Historic buildings and places are embraced and local festivals add to the rich heritage of the City. Agricultural preservation in outlying areas and maintaining local economic resources creates a symbiotic relationship between Asbury and its rural neighbors.

5.2 ENVIRONMENTAL RESOURCES GOALS AND OBJECTIVES 5.2.1 Goal: Maintain and enhance public conservancy areas.

Objective: • Encourage preservation of privately owned natural areas.

• Identify and plan for future locations for park and recreation areas.

• Continue to maintain and monitor public areas.

• Develop more recreational trails around natural and wetland areas to preserve and utilize these areas.

• Maintain current ratio of parks and open spaces to other developed lands.

• Provide appropriate environmentally sensitive transition areas between agrarian or natural areas and developing areas.

5.2.2 Goal: Preserve historical structures, places, and events within the City.

Objective: • Work with the State Historic Society of Iowa and local groups to identify key structures for rehabilitation or preservation.

• Encourage rehabilitation of historic structures using appropriate design elements and materials.

• To continue working with local organizations to ensure the longevity of local festivals, concerts, and fairs.

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5.2.3 Goal: Support active agriculture in unincorporated areas.

Objective: • To encourage maintaining agricultural uses in outlying areas.

• Continue to provide agricultural support and service businesses within the region for active agricultural operations.

5.2.4 Goal: Preserve natural areas in an effort to enhance stormwater management.

Objective: • Investigate improvements to stormwater drainage requirements for new development to maintain healthy stream water corridors and help protect groundwater stores.

• Determine if changes are necessary for local site development regulations to ensure stormwater is not unnecessarily diverted away from developing sites.

5.2.5 Goal: Maintain green space between subdivisions.

Objective: • Require areas of green space at the perimeter of new developments to provide for preservation and a visual break between developments.

5.2.6 Goal: Strengthen the identity of the community through branding and marketing.

Objective: • Establish a program for visual branding in the City (signage, banners, consistent decorate elements) that incorporates the City’s logo, slogan and a theme.

• Develop a marketing campaign that conveys the City’s visual branding program.

5.3 ENVIRONMENTAL RESOURCES POLICIES 5.3.1 Asbury will act to preserve historically significant structures and locales within the jurisdiction.

5.3.2 Asbury will continue to provide a forum for local culture, the arts, and festivals.

5.3.3 Asbury will grow the public park system with substantial population increases.

5.3.4 The City of Asbury will encourage development of agricultural enterprises in unincorporated areas.

5.3.5 Asbury will continue to increase access to natural areas and enhance recreation opportunities through further development of the Asbury’s linear trail system.

5.4 AGRICULTURAL RESOURCE INVENTORY 5.4.1 Active Agriculture There are several active agricultural operations within the city. Areas zoned A-1 (agricultural) can be found in various locations throughout the city especially in the far southwestern and southeastern portions within the jurisdiction. There is also over one hundred acres of A-1 land

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north of Asbury Road west of Seippel Road that is actively farmed. A-2 agricultural land is also sporadic throughout Asbury occurring primarily in the western half of the city.

5.4.2 Productive Agricultural Soils Map 5-1 “Soils” shows soil classifications for the Asbury area. Class I, II, and III soils cover a majority of the area within the City. Class I soils have few limitations that restrict their use. Class II soils have some limitation such as wetness, erosion, or doughtiness that require conservation practices. Class III soils have many limitations with special management practices.

There are sections of Class IV, V, and VI soils located intermittently throughout the area increasing in frequency with changes in topography. Class IV soils have severe limitations that require careful management. Class V soils are suited mainly to pasture due to permanent limitations such as wetness and stoniness. Class VI soils have limitations that make them generally unsuitable for cultivation and limit use to pasture, woodland or wildlife.

There are few areas in the City with Class VII or VIII soils. Local areas with these soils are mostly associated with extreme topography occurring north of Asbury Road. Class VII soils have very severe limitations that restrict their use to pasture, woodland and wildlife. Class VIII soils have very severe limitations and use is generally restricted to recreation and wildlife.

The Asbury area is dominated by Fayette-Rozetta-Eleroy association soils. These soils are found on moderately sloping to steep sloping uplands. They are moderately well to well-drained, silty soils that are suited to growing trees. These soils are also suited to strip cropping and terracing of corn and soybeans, hay, or pasture. Conservation tillage is the best prevention of soil erosion.

5.5 NATURAL RESOURCE INVENTORY 5.5.1 Topography and Slopes Asbury is moderately hilly overall, with very steep slopes (>15%) occurring primarily north of Asbury Road especially in the northwestern portion of the jurisdiction where little development has occurred. Map 5-2 “Environmental Limitations” illustrates areas of Asbury that have moderate or steep slopes.

5.5.2 Climate and Rainfall Dubuque County typically experiences cold winters and hot summers with an annual average precipitation of 31.96 inches. The majority of precipitation comes in the form of rainfall during the summer months and the remainder as snow in the winter. July is the wettest month with 4.28 inches on average. See Figure 5.1.

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Figure 5.1: Average Precipitation

Source: weather.com

5.5.3 Groundwater Groundwater is the primary source of drinking water for Asbury residents. Its protection from chemical contamination is important for maintaining a safe supply of drinking water. The City’s current water system consists of a few private on-site water systems and the Asbury Water Utility.

There have been several miles of water main installed and a 400,000-gallon water tower constructed since the acquisition of the water system from the Asbury Area Development Corporation (AADC). Asbury has recently completed construction of a new well and the upgrade of an older well. Additives to the current water supply include sodium hypochlorite and polyphosphate.

5.5.4 Stream Corridors/Surface Water There is limited surface water located in the Asbury area. The Middle Fork Catfish Creek is located in the southwest corner of the city, and Cloie Branch Creek is located just north of Asbury.

There are a few small ponds located throughout the jurisdiction.

5.5.5 Floodplains The Federal Emergency Management Agency (FEMA) designates floodplain areas. Designated areas are those that are prone to flooding during a 100-year storm event adjacent to navigable waters. Floodplains within the city are located mostly outside the jurisdiction, though the southwest corner of the city proper contains a floodplain area along Middle Fork Catfish Creek.

See Map 5-1 “Environmental Limitations.”

5.5.6 Wetlands Wetlands are areas in which the water table is at, near, or above the land surface and which are characterized by both hydric soils and by the hydrophytic plants such as sedges, cattails, and other vegetation that grow in an aquatic or very wet environment. Wetlands generally occur in low-lying areas and near the bottom of slopes, particularly along lakeshores and stream banks, and on large land areas that are poorly drained. Under certain conditions wetlands may also occur in upland areas.

Wetlands accomplish important natural functions, including stabilization of lake levels and streamflows, entrapment and storage of plant nutrients in runoff (thus reducing the rate of nutrient enrichment of surface waters and associated weed and algae growth), contribution to the atmospheric oxygen and water supplies, reduction in stormwater runoff (by providing areas for floodwater impoundment and storage), protection of shorelines from erosion, entrapment of soil particles suspended in stormwater runoff (reducing stream sedimentation), provision of

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groundwater recharge and discharge areas, provision of habitat for a wide variety of plants and animals, and provision of educational and recreational activities.

The City of Asbury has a few wetland areas including a large tract of land adjacent to Middle Fork Catfish Creek in the lower southwestern portion of the city, and another area east of the wastewater treatment lagoons along Cloie Branch Creek. Various other wetland areas exist outside the city borders. See Map 5-1 “Environmental Limitations.”

5.5.7 Woodlands and Groundcover Asbury and the surrounding area possess a variety of vegetative covers. When not devoted to agriculture, much of the cover consists of trees that include maples, oaks, walnuts, basswood, ash, cottonwood, and elms. Where trees are not present, the cover usually consists of prairie/pasture land.

5.5.8 Wildlife Habitat Many species of wildlife can be found in the areas including white-tailed deer, red fox, raccoon, skunks, woodchucks, opossums, squirrels, rabbits, grouse, turkey and pheasants, as well as a variety of reptiles and amphibians.

5.5.9 Nonmetallic Mineral Resources There are no active, inactive, or planned mining activities in the City of Asbury.

5.6 CULTURAL RESOURCES INVENTORY 5.6.1 Historic Resources There are a few historic structures located in the Asbury area. The list of notable structures includes the Asbury Cemetery (1840), Former Church Parsonage (1883), Blum’s Grocery Store (1902), Asbury United Methodist Church (1845), and the Old School House (current police station) (1845). Other historic resources and information can be found in The Asbury Pioneer publication available through the City of Asbury (see Appendix D).

5.6.2 Archeological Resources There are no known archeological sites in the City of Asbury.

5.6.3 Community Design As part of the City of Asbury’s Visioning Committee (Iowa’s Living Roadways) a Visual Resource Analysis was developed that identified areas within the City that either lacked aesthetic purpose, or were positive features. Overwhelmingly, the Committee chose parks and trails as positive features.

Areas of concern were generally focused on Asbury Road. This main transportation route through the city was associated with lack of pedestrian safety and an unclear entrance. Priority lists and strategies can be found in the Visual Resource Analysis document (see Appendix A).

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5.6.4 Recreational Resources The City of Asbury maintains three parks and a pedestrian trail.

•

Maple Hills Park is located at the end of Burr Oak Drive and has a softball diamond, tot lot and picnic tables.

•

Asbury Park is located on Asbury Road by Springreen Drive. Asbury Park has a baseball diamond, basketball court, two tennis courts, and two hard surface volleyball courts, all of which are lighted. Asbury Park also has swings, slides, tot toys, picnic tables, grills, restrooms, a sand volleyball court and shelters.

Information on reserving a shelter can be obtained by calling the city clerk’s office at City Hall.

•

Althaus Wetland and Nature Preserve is located off Wintergreen Drive. The city-wide trail system connects from Althaus Wetland to Maple Hills Park. The City is striving towards having a city-wide trail system.

5.6.5 Area Festivals and Events • Music in the Park Festival is an annual music festival in July held by the Asbury Area Civic and Recreation Foundation. The free family event offers a variety of music, entertainment, food, children’s games, and family activities.

•

Asbury Garage Sales is an annual event organized by the City and is held the first Saturday in May. Residents are encouraged to hold garage sales on Saturday, however many participants set up on Thursday with "early bird specials" offered on Thursday and Friday evenings. Traffic lines literally every street in town on Saturday between 7 a.m. and noon on Saturday. Some entrepreneurs offer food and beverages.

•

Halloween Parade is an annual event organized by the Asbury Area Civic and Recreation Foundation and held on a Friday evening before Halloween. Civic organizations and businesses make floats that travel the parade route, from the Lord of Life Lutheran Church at the corner of Hales Mill Road and Springreen Drive to Casey’s, at the south end of Springreen Drive. Candy and other small gifts are distributed to onlookers and participants in the parade are given a "goodie bag" at the end.

•

Santa on the Fire Truck is an annual event sponsored and organized by the Asbury Volunteer Fire Department. Santa Claus rides on the back of a fire truck while music, lights, and the drivers of the truck sound occasional sirens and honks. Santa will pose for photos and offers candy to those children that visit him along the route. This is normally held on the Saturday before Christmas (unless Christmas falls on a Saturday or Sunday in which event it is held the Saturday prior).

•

Asbury Fire Department Las Vegas Night is an annual event sponsored and organized by the Asbury Fire Department. Cash is wagered on various games of chance. The event

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is attended by residents from Asbury, Dubuque, and the surrounding area. This is the single largest fund raiser for the volunteer fire department. The event is traditionally held on the 3rd Saturday in September. •

Asbury Eagles Club Golf Outing is sponsored and organized by the Asbury Fraternal Order of the Eagles, Aerie 4458. The 4-person best shot tournament is held at the Meadows Golf Course located immediately west of the City of Asbury. This is the largest fund raiser for the Eagles Club. The event is traditionally held on the 3rd Thursday of May.

5.7 ENVIRONMENTAL RESOURCES ACTIONS This section provides recommendations on how the city can continue to preserve and enhance the local agricultural, natural and cultural resources that define Asbury.

Actions: 5.7.1 The City of Asbury should review its stormwater management policy, plans and facilities, and take steps to address increased stormwater flows from developing and recently developed neighborhoods.

5.7.2 Maintain a system of open space areas that preserve significant natural, cultural or historical resources of the City. This includes acquiring or encouraging acquisition of environmentally sensitive and unique lands and designing park and recreation facilities with the natural environment in mind. Work to implement planned improvements to the linear trail system.

5.7.3 Work with the City to identify and inventory significant structures. Consider applying for grants to help preserve these resources and consider advertising these unique places with specialized literature.

5.7.4 Work with local community groups and organizations to ensure longevity of community festivals within the community. This may include providing sites, assistance, or advertising help for community events that promote the Asbury area.

5.7.5 Work with surrounding agricultural townships to ensure provision of adequate business and services to help sustain the local farm economy while working to grow Asbury’s economy.

5.7.6 Work with the DNR to encourage proper manure management, especially along local waterways.

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Element 6

ECONOMIC DEVELOPMENT The Economic Development element includes visions, goals, objectives, policies and recommendations to help guide development of economic resources within the City. This element also includes an assessment of local strengths and weaknesses in attracting and retaining businesses, and identifies possible environmentally contaminated sites.

6.1 ECONOMIC DEVELOPMENT VISION STATEMENT The City of Asbury will contain many unique businesses and conveniences, and provide adequate services for local residents. Residents will patronize many of the local establishments for basic needs, entertainment, and for services.

6.2 ECONOMIC DEVELOPMENT GOALS AND OBJECTIVES 6.2.1 Goal: Maintain and enhance small business community.

Objective: • Utilize the Asbury Area Development Corporation (AADC) to strengthen the appeal of Asbury for local business development.

• Enhance the viability of local businesses through incentive programming and development assistance.

• Encourage development of an array of local services, including medical services.

6.2.2 Goal: Identify ways to capitalize on proximity to the City of Dubuque.

Objective: • Partner with the Prosperity Eastern Iowa to attract medical or dental facilities and promote office development in Asbury.

• Develop signage that is posted near these higher-traffic areas identifying unique shopping or dining opportunities in Asbury.

• Develop local identification and promotion materials.

• Focus on creating further recreation development opportunities such as a skate (or BMX) park to increase visitation to Asbury.

6.2.3 Goal: Promote the area to unique restaurant and retail developers.

Objective: • Identify and prepare specific sites for retail or restaurant development.

• Identify or develop funding programs for new business development.

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•

Explore development of a unique theme within the City with unique building features and signage.

6.3 ECONOMIC DEVELOPMENT POLICIES 6.3.1 Asbury will encourage unique design characteristics for retail and commercial buildings.

6.3.2 Asbury will continue to evaluate viability of reserving funding for a revolving business loan fund, and continue to provide other economic development programming.

6.4 ECONOMIC DEVELOPMENT EXISTING CONDITIONS 6.4.1 Labor Market Table 6.1 details employment status for the City of Asbury as compared to Dubuque County and the State. With over 77 percent, the City has a higher percentage of residents in the labor force than does either the county or state. Of these, there is also a higher percentage that is currently employed, almost 75 percent in 2000, compared to 65 percent for the county and 66 percent for the state. Similarly, there are more females currently employed who reside in the City (70%) compared to around 60 percent for both the county and state. These findings are consistent with the “bedroom community” nature of the City as a place of residence for workers in nearby Dubuque.

Table 6.1: Employment Status, 2000 Asbury

Population 16 years and over In labor force

Number

Percent

1,782

100.0

1,375

77.2

Dubuque County

State of Iowa

Percent

Percent

68.2

69.6

Civilian labor force

1,371

76.9

68.2

69.5

Employed

1,335

74.9

65.3

66.3

Unemployed

36

2.0

2.8

3.1

Percent of civilian labor force

2.6

(x)

(x)

(x)

4

0.2

0.1

0.1

407

22.8

31.8

30.4

883

100.0

636

72.0

62.7

64.3

Civilian labor force

636

72.0

62.6

64.3

Employed

619

70.1

60.3

61.6

Own children under 6 years

265

100.0

191

72.1

71.4

72.0

1,133

84.9

77.8

85.0

128

9.6

13.6

8.4

Armed Forces Not in labor force

Females 16 years and over In labor force

All parents in family in labor force Private wage and salary workers Government workers Self-employed workers in own not incorporated business

71

5.3

8.2

6.1

Unpaid family workers

3

0.2

0.4

0.4

2000 Census, SF-3

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Table 6.2 details the employment status of workers in the City as compared to Dubuque County and the State. The greatest portions of local workers (24%) are employed in the Education, health and social services industry. The Manufacturing industry is the second-largest employment category, comprising over 21 percent of the workforce. The percentages of workers in each category are similar to county and state averages, with expected differences indicated in industries (such as Agriculture, forestry, fishing and hunting, and mining) where Asbury shows fewer workers.

Table 6.2: Workforce by Industry, 2000 City of Asbury Number Percent

Dubuque County Percent

State of Iowa Percent

Agriculture, forestry, fishing and hunting, and mining

10

0.7

3.1

4.4

Construction

70

5.2

5.3

6.2

Manufacturing

285

21.3

18.9

17.0

Wholesale trade

44

3.3

4.0

3.6

Retail trade

175

13.1

13.0

12.0

Transportation and warehousing, and utilities

51

3.8

4.0

4.9

Information

41

3.1

2.9

2.8

Finance, insurance, real estate, and rental and leasing

117

8.8

5.4

6.7

Professional, scientific, management, administrative, and waste management services

96

7.2

5.6

6.1

Educational, health, and social services Arts, entertainment, recreation, accommodation and food services

314

23.5

22.5

21.8

64

4.8

8.7

6.6

Other services (except public administration)

33

2.5

4.6

4.4

Public administration

35

2.6

1.9

3.4

1,335

100.0

100.0

100.0

Employed civilian population 16 years and over (or total %)

6.4.2 Economic Vitality: Laborshed Analysis A Laborshed is defined as the area or region from which an employment center draws its commuting workers. Laborshed studies show the distribution of the workers irrespective of natural or political boundaries. Laborsheds also address underemployment, the availability and willingness of current and prospective employees to change employment within the workforce, current and desired occupations, wages, hours worked and distance willing to commute to work.

The City of Asbury is located in the Greater Dubuque Laborshed (GDL). The approximate boundaries of the GDL were determined by using the ZIP code listings for employees of local employers surveyed. See Figure 6.1.

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2004 Characteristics of Currently Employed (GDL area) • 73.1% are full-time, 15.4% part-time, 10.0% self-employed, and 1.2% seasonally/temporary; • 24.3% are employed in production/construction and 24.1% are employed in processional occupations; • 39.8% are male and 60.2% are female; • Average age is 45 years old; • Currently commuting an average of 11 miles one way for employment.

2004 Characteristics of Currently Unemployed (GDL area) • 71.9% (estimated 3,587) unemployed are willing to accept employment; • Average age is 41 years old; • 43.5% are males, 56.5% are female; • 39.1% feel they need additional training/education to make a successful transition back into the workforce; • Desired median wage is $8.75/hr; • Willing to commute an average of 31 miles one way for the right opportunity; • 78.3% became unemployed within the last year with the majority having held full-time positions in their previous employment.

Figure 6.1: Greater Dubuque Laborshed Area

Greater Dubuque Development Corporation Laborshed Analysis 2004

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6.4.3 Commuting to Work Information from the 2000 Census indicates that 94 percent (1,301) of workers from Asbury who commuted to work drove alone. This is higher than both the county (82%) and the state (79%).

See Table 6.3.

Table 6.3 Commuting to Work, 2000 City of Asbury Number Percent Workers 16 years and over 1,301 100.0 Automobile – drove alone 1,226 94.2 Automobile – carpooled 45 3.5 Public Transportation 4 0.3 Walked 4 0.3 Worked at home 22 1.7

Dubuque County Percent

State of Iowa Percent

81.9 8.2 0.6 4.8 4.1

78.6 10.8 1.0 4.0 4.7

6.4.4 Regional Occupation Projections 2000-2010 Employment forecasts are not available for local towns, municipalities, or counties. However, Iowa Workforce Development performs a decennial occupational projection by region. The City of Asbury and Dubuque County are in Region 1 (Allamakee, Chickasaw, Clayton, Delaware, Dubuque, Fayette, Howard, and Winneshiek counties). Projections for Region 1 include increases in every occupational category except for Management occupations and Farming, Fishing, and Forestry occupations where there is forecast zero annual growth. Sales and related occupations are forecasted to have the greatest increase with 185 new jobs created over the decade (570 total openings by 2010).

Table 6.4: Region 1 Occupational Projections 2000-2010 Projection 2010

Total Growth

Annual Growth

Annual Replace

Total Annual Openings 160

SOC Code

Occupational Title

Base Year 2000

110000

Management

15,365

15,135

-230

0

160

130000

Business and Financial Operations

2,810

3,195

385

40

55

95

150000

Computer and Mathematical

1,015

1,615

600

60

10

70

170000

Architecture and Engineering Occupations

885

,1080

195

20

20

40

190000

Life, Physical, and Social Science

250

265

15

*

*

5

210000

Community and Social Services

1,480

1,785

305

30

25

55

230000

Legal

280

290

10

*

*

5

250000

Education, Training, and Library Occupations

6,585

7,610

1,020

100

160

260

270000

Arts, Design, Entertainment, Sports, and Media

1,990

2,215

230

25

35

60

290000

Healthcare Practioners and Technical

5,405

6,420

1,015

100

110

215

310000

Healthcare Support

2,700

3,280

580

60

40

100

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Table 6.4: Region 1 Occupational Projections 2000-2010 Projection 2010

Total Growth

Annual Growth

Annual Replace

Total Annual Openings

SOC Code

Occupational Title

Base Year 2000

330000

Protective Service

1,005

1,045

35

5

30

30

350000

Food Preparation and Serving Related

8,540

8,990

450

45

365

410

370000

Building and Grounds Cleaning and Maintenance

3,630

3,995

360

35

75

110

390000

Personal Care and Service

3,275

3,925

650

65

90

155

410000

Sales and Related

12,075

13,925

1,850

185

385

570

430000

Office and Administrative Support

15,635

16,630

995

100

340

440

450000

Farming, Fishing, and Forestry

2,405

2,265

-140

0

55

55

470000

Construction and Extraction

5,580

6,280

695

70

105

175

490000

Installation, Maintenance, and Repair

4,345

4,775

435

45

100

140

510000

Production

16,280

17,340

1,060

105

370

475

530000

Transportation and Material Moving

7,885

8,485

600

60

170

230

*data suppressed (less than five annual openings)

6.5 MAJOR AREA EMPLOYERS Major employers (greater than 400 employees) in the vicinity of Asbury are all located in the City of Dubuque. John Deere is the biggest employer within the region with 2,352 employees. Public services, healthcare and manufacturing are also large employers within the region. See Table 6.5.

Table 6.5: Major Area Employers* Name John Deere Dubuque Works

Product/Service

Employment

Backhoe loaders, crawlers, engines, and winches

2,352

Dubuque Community School District Education Mercy Medical Center- Dubuque Medical Associates Clinic

1,410

Hospital

1,329

Health care

980

The Finley Hospital

Hospital

840

Flexsteel Industries

Upholstered furniture and commercial seating

850

Public Service

705

Aluminum clad and all wood windows & doors

550

Call center services

550

Riverboat casino

620

Equipment for industrial educational and medical laboratories

432

City of Dubuque Eagle Manufacturing Company Advanced Data-Comm Greater Dubuque Riverboat Entertainment Company Barnstead-Thermolyne Dubuque County

Public Service

415

McKesson HBOC

Data Processing Service

409

Source: Greater Dubuque Development Corporation

*all employers located in the City of Dubuque, IA

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6.6 NEW BUSINESSES DESIRED BY ASBURY RESIDENTS Asbury has a modest commercial area with some convenience and service businesses but, like most communities, would benefit from some additional business development. Residents and officials of Asbury are interested in seeing the development of health care offices such as a family practitioner, chiropractor, or dental office. There are also many opportunities for increased office capacities located within the Saratoga Road development, or new development located in the Middle Road area. Many larger retail opportunities are located just outside Asbury in the City of Dubuque and Asbury is not interested in luring these big-box facilities to the community.

6.7 STRENGTHS AND WEAKNESSES FOR ECONOMIC DEVELOPMENT Strengths: There is some existing capacity for economic development in the Asbury Mall and other unused retail or office space in the Saratoga Road area near Casey's Convenience Store. There is also 40 acres of commercially zoned property, which could be used for the development of office, medical facilities or retail development within the city.

Weaknesses: The close proximity of Asbury to the City of Dubuque is both a help and a hindrance.

The location allowed for Asbury to develop as a residential community for many who work in Dubuque, but it also draws the major commercial, industrial, and office interests away from other developing communities. This is especially true for communities such as Asbury that do not have large available tracts of land for the development of large facilities or as many resources to provide extensive business development support.

6.8 OPPORTUNITIES FOR REDEVELOPMENT There has been prolific growth in Asbury over the past two decades, especially the period between 1990-2000. As a result, most of the economic enterprises in Asbury are new construction, and the majority of business development that needs to occur is filling existing retail space, not redevelopment of older or under-used buildings.

6.9 Regional Programs 6.9.1 Greater Dubuque Development Corporation This regional economic development entity exists to help shape the future of the Greater Dubuque area. This includes facilitating expansion of existing companies, attraction of new industries and collaboration with multiple organizations to help build local economic empowerment.

6.9.2 Iowa State University – Extension Center for Industrial Research and Service (CIRAS): this arm of the University Extension provides educational seminars and individualized technical assistance to Iowa’s 5,000 manufacturers in the areas of engineering, management practices, procurement, productivity, and quality management.

Iowa Manufacturing Extension Partnership (IMEP): A statewide network that provides technical and business assistance to small and mid-sized manufacturers.

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6.10 STATE OF IOWA ECONOMIC DEVELOPMENT PROGRAMS 6.10.1 Iowa Department of Economic Development A complete list of economic development programs is available in APPENDIX B.

6.11 ECONOMIC DEVELOPMENT ACTIONS Asbury functions as a residential community within the Dubuque Metropolitan Statistical Area. As such, it provides much commercial and convenience shopping for local residents. Asbury is realistic in its economic development pursuits and would like to expand services in the local community including medical facilities or unique restaurant opportunities. Office and light industrial development is also attractive to the local community.

This section provides recommendations on how the City can increase its economic development capacity.

Actions: 6.11.1 Encourage the AADC to become an active business recruitment committee and promotion entity to help attract different entrepreneurial enterprises to the area.

6.11.2 Continue to work with the Greater Dubuque Development Corporation to identify local and state programming to aid in business development and recruitment. This includes identifying start-up funding or incentive programming.

6.11.3 Work with regional retailers and the restaurant community to enhance the opportunities for the development of an entertainment district or niche retail corridor within the City.

6.11.4 Explore the possibility of identifying unique restaurant or retail areas within the City with specialized signage and, possibly, implementing an overlay zone to focus faรงade renovations on a particular style.

6.11.5 Advertise area events and new businesses in area papers and newsletters.

6.11.6 Explore interest in developing and administering a revolving loan fund for business start-up funding.

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Element 7

INTERGOVERNMENTAL COOPERATION This element of the comprehensive plan analyzes the relationship of the City of Asbury in terms of planning and decision making to adjacent local governmental units and quasi-public, regional, state, and federal governmental entities. It looks at these governmental entities’ planning and land use control/growth management documents, agreements, and programs and how they relate to the City.

7.1 INTERGOVERNMENTAL COOPERATION VISION STATEMENT The City of Asbury will work to improve communication and cooperation with the surrounding cities and towns, share local services and distribute costs equally for community facilities.

Communication with Dubuque County will remain strong, as will cooperation and interaction with State agencies including the IDNR, DMATS, and IDOT. The City will also continue to work with local organizations, the Dubuque Community School District, and others to ensure a timely stream of information delivery between all parties.

7.2 INTERGOVERNMENTAL COOPERATION GOALS AND OBJECTIVES 7.2.1 Goal: Increase communication with local entities.

Objective: • Explore holding periodic meetings with more local agencies and groups to discuss local activities.

• Explore interest in holding quarterly, or periodic, meetings with other local jurisdictions to discuss long-term planning.

7.2.2 Goal: Work with DMATS and IDOT to increase transportation connections to local communities and attractions.

Objective: • Discuss trail development along highways and other transportation corridors to connect Asbury to local attractions including the Heritage Trail.

• Increase participation and direct communication with DMATS and the IDOT on transportation issues on a periodic basis.

• Actively pursue expansion of local roadways to provide increased connectivity throughout the region.

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7.2.3 Goal: Continue working relationships with other local governments.

Objective: • Continue emergency service response and mutual aid assistance to other local governments.

• Continue to work with Dubuque County on the development of mapping resources.

• Explore working with the East Central Intergovernmental Association (ECIA) on the development of a transportation corridor plan along Asbury Road. This plan would also include consultation with IDOT. 7.2.4 Goal: Explore consolidation of services and equipment with the Dubuque Community School District.

Objective: • Continue cooperative efforts with the District to provide after school programming.

• Explore consolidation of services or equipment and supplies purchasing, operation, or maintenance.

7.3 INTERGOVERNMENTAL COOPERATION POLICIES 7.3.1 Formally invite pertinent groups, agencies, or entities to public meetings where the topics discussed are of known importance to the invitee.

7.3.2 Remain active on regional committees and boards of local interest.

7.3.3 Communicate development proposal details to surrounding jurisdictions on a timely basis.

7.4 ASBURY’S INTERGOVERNMENTAL RELATIONSHIPS 7.4.1 Chapter 28E Agreements Under Chapter 28E of the Iowa Code, local governments in Iowa are granted broad authority to enter into agreements with other local governments, state or federal agencies for “joint or cooperative action”. These agreements cover a wide range of local services including public safety, public works, parks, recreation, or cultural (e.g., library) purposes.

The City of Asbury currently has 28E agreements with: Public Libraries of Dubuque County Home Investment Partnership Program Consortium Agreement City of Dubuque: - Police Mutual Aid - Winter Roadway Maintenance Dubuque County: - Law Enforcement - Mutual Aid - GIS - Board of Health - Disaster Mutual Aid - Hazardous Materials

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7.4.2 Other Agencies In addition, the City of Asbury routinely collaborates with a variety of other State and local agencies including: • Iowa Department of Natural Resources • Iowa Department of Transportation • Dubuque Community School District • Dubuque Metropolitan Area Solid Waste Agency • Dubuque Metropolitan Area Transportation Study • Asbury Community Fire Department • Greater Dubuque Development Corporation

7.5 EXISTING OR POTENTIAL CONFLICTS One of the more pressing issues in recent times is annexation. In Iowa, agreements can be made between cities with overlapping extraterritorial areas. These fringe-area policy agreements establish a protocol for the participating localities when development or annexation requests are filed within the overlapping portions of the two-mile extraterritorial area. Chapter 368.9 of the Iowa Code establishes the City Development Board for the purposes of reviewing voluntary and involuntary annexation proceedings. In cases where two or more local governments may be in conflict, the Board will make a determination as to the boundaries; however, the decisions of the Board can be appealed to the district court of the a county which contains a portion of the territory to be annexed. The City of Asbury is currently in conflict with the City of Dubuque over Dubuque’s attempt to annex significant territory that lies immediately to the south of and central to Asbury.

7.6 INTERGOVERNMENTAL COOPERATION RECOMMENDATIONS As with most communities, the intergovernmental communication between the City and area agencies and entities could be strengthened. If the City is to keep abreast of important developments or opportunities there will need to be a more concerted effort made to increase contact with pertinent agencies.

The following recommendations will help Asbury to achieve greater intergovernmental cooperation in handling local issues.

Recommendations: 7.6.1 Pursue the development of a fringe-area agreement with the City of Dubuque.

7.6.2 The Park Board should consult the IDNR to increase focus on enhancement and promotion of low-lying areas. The Board should also coordinate with appropriate public and private entities to increase access throughout the city using multiple forms of transportation.

7.6.3 Work with state and federal agencies to increase the availability and construction of multi-use trails throughout the Asbury Area. Connections to the Heritage Trail are particularly important.

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7.6.4 Hold periodic meetings with local agencies and groups to strengthen communication and opportunities for sharing of information, programs, and concerns of mutual interest.

7.6.5 Increase communication with Dubuque County and DMATS on further development of roadways within the Asbury Planning Area. This effort should include participation with appropriate IDOT personnel.

7.6.6 Explore development of an ad hoc committee to focus on identifying opportunities for consolidation, sharing, or privatization with the Dubuque Community School District.

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Element 8

LAND USE This element contains visions, objectives, policies, goals, maps and programs to guide the future development and redevelopment of public and private property. The element also contains types and densities of existing land uses within the City and analyzes trends in the supply, demand and price of land, opportunities for redevelopment and existing and potential land use conflicts. The chapter also includes maps and land use projections.

8.1 LAND USE VISION STATEMENT The City of Asbury is a vibrant, growing community that provides its residents with a range of housing opportunities, access to quality educational and recreational opportunities, access to the amenities and job markets of the greater Dubuque region. Asbury desires to continue its history of growth and development employing a well-managed approach that assures the concurrency of infrastructure, provides a mix of housing types, attracts clean industry and commercial businesses, and provides superior recreational facilities.

8.2 LAND USE GOALS AND OBJECTIVES 8.2.1 Goal: Create a balanced pattern of related urban land uses.

Objective: • Ensure that adjacent land uses are compatible with regard to such factors as smoke, noise, odor, traffic, activity, and appearance.

• Develop land that will be compatible with state lands and institutions.

8.2.2 Goal: Provide adequate amounts of land in a variety of sites suitable for each type of urban use, and allowing for anticipated change and growth based on economic forecasts.

Objective: • Utilize land that is adequately drained, relatively free of shallow bedrock, and reasonably level for urban purposes.

• Provide adequate water supply and sanitary waste disposal to developed areas.

• Build on soils that have adequate bearing capacity and are suitable for excavation and site preparation as much as possible.

• Restrict development in flood hazard areas.

8.2.2 Goal: Utilize vacant land within Asbury to its maximum potential.

Objective: • Develop land adjacent to existing capital assets such as the developed infrastructure.

• Reserve potentially scenic areas such as land along waterways as public recreation areas.

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8.3 LAND USE POLICIES 8.3.1 Work with adjacent communities on issues of annexation and future land use. Initiate boundary agreement discussions on a periodic basis.

8.3.2 Preserve natural areas and wildlife corridors that contribute to the character of the area.

8.3.3 Closely adhere to adopted policies and ordinances in determination of current and future land use development.

8.3.4 Review and amend the zoning code, land division ordinance, and other land use implementation tools as appropriate on a periodic basis.

8.4 EXISTING LAND USE 8.4.1 Land Cover Table 8.1 provides the breakdown of land within the City that is agricultural, commercial and residential. Of the total land area within the City, agricultural uses account for approximately 477 acres (35%), commercial uses account for 33 acres (2%) and residential uses account for 860 acres (63%). Map 8-1 “ Existing Land Use� provides a further breakdown of the land uses in Asbury.

Table 8.1: Land Cover by Use Land Use Acres Percent Agricultural

476.82

35%

Commercial

32.66

2%

Residential Total

860.47

63%

1,369.95

100%

8.4.2 Land Use Trends The City gained approximately 259 housing units between 1990-2000. As shown in Table 8.2, single-family detached housing units remained the primary residential structure over the decade.

There were increases in every type of housing structure, except for 3 or 4-unit and 10 to 19 unit structures, during this same period. The greatest increases in housing units were 2-unit and 1-unit attached structures, both of which generally offer reduced housing costs compared with singlefamily homes. In terms of land use, there appears to be a great increase in residential land consumption overall with 43 percent more units between 1990-2000.

Table 8.2: Changes in Housing Units, 1990-2000 1990

2000

Number

Percent

Number

Percent

Percent Change 1990-2000

Total units

601

100.0

860

100.0

43.1

1-unit detached

474

79.0

688

80.0

45.1

1-unit attached

11

1.8

36

4.2

227.2

2 units

2

0.3

21

2.4

950.0

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Table 8.2: Changes in Housing Units, 1990-2000 1990

2000 Percent Change 1990-2000

Number

Percent

Number

Percent

3 or 4 units

76

12.6

72

8.4

-5.3

5 to 9 units

1

0.2

14

1.6

13.0

17

2.8

9

1.0

-47.1

10 to 19 units 20 or more units

-

-

-

-

-

Mobile home

18

3.0

20

2.3

11.1

Other

2

0.3

-

-

-100.0

1990,2000 Census STF-1

8.4.3 Building Permits Building permits must be acquired through the Building Official except in cases where the permit applicant is requesting a rezone. In this instance, the applicant must wait for official action by the Planning and Zoning Commission before acquiring a building permit. A Building Code Commission exists to hear and decide appeals from the acts, decisions or orders of the Building Official.

8.4.4 Land Divisions / Subdivisions There is an existing subdivision ordinance within the City of Asbury Code of Ordinances (chapter 166). The ordinance requires adherence to the regulations set forth within the chapter for subdividers of land resulting in three or more parcels. These include properties located up to two miles outside the municipal boundaries of Asbury, where the City may exercise extraterritorial review. Subdividers are required to submit preliminary and final plats to the city clerk for review by the city engineer and the Planning and Zoning Commission. A complete list of submission requirements is located within the chapter. The subdivider is required to install and construct all improvements required to service properties located within the subdivided area including roads, sidewalks, sewer and water, and curb and gutter.

8.4.5 Equalized Values According to the Dubuque County Assessor, the total assessed value of property in the City for 2005 was $198,903,776. This represents a 10% increase in property value from 2004 ($180,483,243).

8.5 LAND USE CONFLICTS The planning process identified no land use conflicts between existing uses within the City.

Asbury has been developing more planned unit developments to provide both control and flexibility within developments. This practice is likely to continue into the future, as Euclidean Zoning can be overly rigid in the separation of uses and regulation of lot configurations.

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8.6 LAND USE PROJECTIONS Steady household growth is projected in Asbury during the next 20 years. The residential land use requirements through year 2025 are shown in Table 8.3 below. The calculations utilize an estimated residential acreage consumption of .75 units/acre as estimated in 2005. Commercial development is expected to grow proportionally with residential increases. If the current ratio of commercial to residential land use holds constant, there will be 78 additional acres of commercial land developed by 2025. Agricultural land is expected to decrease with conversion of farmlands to other uses. A nominal amount of light industrial development may occur.

Table 8.3: Land Use Projections (Total Acres) Land Use

2005

2010

2015

2020

2025

Residential

860

1,110

1,432

1,711

2,045

Agricultural

477

218

-116

-406

-753

Commercial

33

42

54

65

78

Light Industrial

--

--

--

--

--

Source: Based on current proportions of identified land uses to projected residential demand

8.7 RECOMMENDED LAND USE PLAN Map 8-3 “ Future Land Use� shows the location of desired future land use patterns for the city and the planning area outside the corporate limits. As a general planning principle, there shall be an orderly transition of uses to avoid conflicts between land uses.

8.7.1 Low Density Residential Areas designated for homes with one family.

8.7.2 Medium Density Residential Areas designated for residential structures meant for single family and duplexes.

8.7.3 High Density Residential Areas designated for residential areas that contain several units per structure. This area includes owner-occupied condominiums and rental apartments.

8.7.4 Commercial Areas designated for retail, sales, service, and office uses. Access to these developments is available by walking, biking and the automobile.

8.7.5 Light Industrial Areas designated for corporate office facilities, light manufacturing and warehousing uses. Light Industrial properties have higher development standards, restrictions on outdoor storage, and each parcel should have a minimum size requirement. It is anticipated that additional efforts to maintain the aesthetics of a development will be required in the site planning process.

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8.7.6 Parks and Greenspace Public and private areas designated for passive and active recreational use, preservation of wild life areas and protection of environmentally sensitive areas.

8.7.7 Public/Quasi-Public Areas designated for governmental, educational, religious, or medical property uses. Other quasipublic organizations such as public utility facilities are included in the category.

8.8 LAND USE RECOMMENDATIONS This section provides recommendations on how the City can more effectively control the pattern of land development in the future.

Recommendations: 8.8.1 Work cooperatively with neighboring cities and towns on annexation issues and inform adjacent jurisdictions of pending annexation plans.

8.8.2 Recognize environmental constraints when reviewing proposed developments. This includes slopes, depth of bedrock, and floodplain zones.

8.8.3 Encourage creative developments through planned unit developments located in both developing and redeveloping locations within the City and its Planning Area.

8.8.4 Explore creative reuse of structures and locations to enhance the usability of lots. This may require rezoning outdated parcels to better fit the changing image of certain areas within Asbury, or amending current regulations to allow for a wider range of mixed uses or other market-driven demands.

8.9 LAND USE PROGRAMS 8.9.1 Zoning Regulations The City of Asbury’s Zoning Ordinance was adopted in 1992. It includes descriptions and requirements for agricultural, commercial, office and residential zones. The code is sufficient for current land use needs. Map 8-2 “Zoning” displays each of the zoning districts in the City.

8.9.2 Land Division/Subdivision Regulations The City has a subdivision ordinance. Specifics of this ordinance are described in Chapter 166 of the Code of Ordinances. There is also a description of land division requirements provided within this element under section 8.4.4.

8.9.3 Historic Preservation Historic preservation is one of the most important land use issues for maintaining the rural character of Asbury. Adoption of a historic preservation ordinance, that encourages proper redevelopment of historic structures, including appropriate design and materials, would help maintain historic structures that help identify Asbury.

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8.9.4 Extraterritorial Controls To ensure orderly development and use of land in areas adjacent to a municipality, Iowa law provides extra-territorial platting jurisdiction for areas within two miles of the corporate limits exclusive of areas that are within another municipality’s corporate limits. The extraterritorial platting jurisdiction allows municipalities to require plat approval of any subdivision within its extraterritorial jurisdiction. Also, under Iowa law, municipalities are allowed to cooperate in planning for the growth and development of the lands within the extraterritorial area. This includes the ability to establish municipal boundaries and determine in advance the provision of municipal services. The City may consider these agreements with the City of Dubuque.

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Element 9

IMPLEMENTATION The implementation of the City of Asbury comprehensive plan involves decision-making by both public officials and the citizens of the community. These decisions will be measured by the concern for the welfare of the general community; the willingness to make substantial investments for improvement within the community, and the realization that certain procedures must be followed to perpetuate the high quality environment currently found within the City. Suggested implementation measures include: -

The implementation and enforcement of regulatory ordinances and non-regulatory activities based on the goals and objectives identified in the Comprehensive Plan.

The development of programs and support systems that further the goals and objectives set forth by the City in this plan.

The establishment and support of a continued planning process providing for periodic review and updates to the plan and land use control measures.

The support of committees and local organizations to carry out specific community improvements as identified in the comprehensive plan.

9.1 REGULATORY MEASURES Regulatory measures used to guide development are an important means of implementing the recommendations of a comprehensive plan. Various examples, including the zoning ordinance, and subdivision regulations, comprise the principal regulatory devices used to protect existing development as well as help to guide future growth and development as identified in this comprehensive plan. The City Council officially adopts these regulatory and land use control measures as ordinances (or as revisions to the existing ordinances).

9.1.1 Zoning Ordinance Zoning is used to guide and control the use of land and structures on land. In addition, zoning establishes detailed regulations concerning the areas of lots that may be developed, including setbacks and separation for structures, the density of the development, and the height and bulk of building and other structures. The general purpose for zoning is to avoid undesirable side effects of development by segregating incompatible uses and by maintaining adequate standards for individual uses.

The establishment of zoning districts is generally conducted after careful consideration of the development patterns indicated in the comprehensive plan (in particular the future land use map).

Amending zoning district boundaries has the overall effect of changing the plan (unless amendments correspond to changes within the plan) therefore, it is reasonable to assume that indiscriminate changes may result in weakening of the plan. The City Council makes the final decisions on the content of the zoning ordinance and the district map. These decisions are preceded by public hearings and recommendations of the Planning and Zoning Commission.

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An overlay district is an additional zoning requirement that is placed on a geographic area but does not change the underlying zoning. Overlay districts have been used to impose development restrictions or special considerations on new development. For the City of Asbury, these may include design specifications and parameters for mixed-use. The overlay district must be adopted as part of the zoning code by the City Council following appropriate public hearing procedures.

Action: The City of Asbury currently has a suitable zoning ordinance. Periodic review is recommended as the City continues to explore new types of development. The use of overlay districts to cover new commercial areas may be considered in the future. No specific actions for update are detailed in the Land Use Element.

9.1.2 Sign Regulations Local governments may adopt regulations, such as sign ordinances, to limit the height and other dimensional characteristics of advertising and identification signs. The purpose of these regulations is to promote the well-being of the community by establishing standards that assure the provision of signs adequate to meet essential communication needs while safeguarding the rights of the people in the community to a safe, healthful and attractive environment.

Asbury currently has a sign ordinance that regulates for bulk and setback. In the future there may be need for augmenting these regulations especially if a unique design theme, such as a downtown overlay district, is desired.

Action: Determine community desire to increase standards for advertising signs in commercial areas and along roadways.

9.1.3 Erosion/Sedimentation Control Ordinances The purpose of the erosion and sedimentation ordinance is, to the extent possible, to alleviate harmful and damaging effects of on-site erosion and siltation on neighboring down-hill and downstream properties, and reduce or eliminate the pollution of streams and bodies of water during and after development. The ordinance seeks to accomplish these objectives by requiring adequate controls of sedimentation and erosion through permanent and temporary measures.

Such controls are to be provided by the property owner during all phases of any clearing, excavating, filling, grading, construction or other activity involving the disturbance of natural terrain or vegetative ground cover. A permit is required and is obtained through an application process to the City engineer. For more information, refer to Chapter 155 of the Asbury Code of Ordinances.

Action: Continue to administer the existing ordinance.

9.1.4 Historic Preservation Ordinances Under Iowa Statutes an historic preservation ordinance may be established to protect, enhance, and perpetuate buildings of special character or the special historic or aesthetic interest of districts that represent a community's cultural, social, economic, political, and architectural history. The jurisdiction’s governing body may create a landmarks commission to create historic preservation plans, designate historic properties and landmarks, establish historic districts, and review proposed changes to designated properties. In addition, the State of Iowa proactively upholds the National Historic Preservation Act of 1966, including the staffing of a State Historic Preservation Office and participation in the National Register of Historic Places programs.

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Currently, the City of Asbury does not have a historic preservation ordinance or commission in place, although preserving historic structures has been identified as a community goal.

Action: Periodically review the need and desire to develop of a local historic building preservation ordinance.

9.1.5 Site Plan Regulations A site plan is a detailed plan of a lot or subdivision that locates all proposed improvements. Some communities have regulations indicating that site plans may need to be prepared by an engineer, surveyor, or architect. Additionally, site plan regulations may require specific inclusions like: General Layout, Drainage and Grading, Utilities, Erosion Control, Landscaping & Lighting, and Building Elevations. These plans are commonly required with more complicated developments, such as a Planned Unit Development.

The City of Asbury does not currently have any site plan requirements. Currently, the development review process includes a required submission of an elevation or floor plan when a building permit is required.

Action: Periodically review the need for a formalized site plan submission requirement to control for the type and appearance of new development.

9.1.6 Building Codes The City of Asbury has adopted the International Building Code, 2003 Edition, as published by the International Code Council inc., exclusive of any appendix not specifically adopted by the City.

The building code is primarily enforced by municipal or contracted city building inspectors.

Contractors should familiarize themselves with the City of Asbury's local codes, and obtain necessary permits before beginning construction of any type.

Action: Asbury proactively enforces this code and requires builders to obtain necessary permits and inspections.

9.1.7 Mechanical Codes The City of Asbury has adopted the International Mechanical Code, 2003 Edition, including Appendix A, as prepared and edited by the International Code Council. The mechanical code is primarily enforced by contracted city building inspectors.

Action: Asbury proactively enforces this code and requires builders to obtain necessary permits and inspections.

9.1.8 Electrical Codes The City of Asbury has adopted the National Electrical Code, 2000 Edition, as prepared and edited by the National Fire Protection Agency, Quincy, Massachusetts. The electrical code is primarily enforced by contracted city building inspectors.

Action: Asbury proactively enforces this code and requires builders to obtain necessary permits and inspections.

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9.1.9 Plumbing Codes The City of Asbury has adopted the Uniform Plumbing Code, 1997 Edition, including all appendices and installation standards, as prepared and edited by the International Association of Plumbing and Mechanical Officials of Walnut, California. The plumbing code is primarily enforced by municipal city inspectors.

Action: Asbury proactively enforces this code and requires builders to obtain necessary permits and inspections.

9.1.10 Housing Codes See 9.1.8 through 9.1.11 9.1.9. These codes apply to the overall development of residential structures within the City of Asbury.

Action: Asbury proactively enforces these codes and requires builders to obtain necessary permits and inspections.

9.1.11 Subdivision Ordinance Subdivision regulations serve as an important function by ensuring the orderly growth and development of unplatted and undeveloped land. These regulations are intended to protect the community and occupants of the proposed subdivision by setting forth reasonable regulations for public utilities, storm water drainage, lot sizes, street design, open space, and other improvements necessary to ensure that new development will be an asset to the City. The City Council makes the final decisions on the content of the subdivision ordinance. These decisions are preceded by public hearings and recommendations of the Planning and Zoning Commission.

Actions: Periodic review is recommended. No further actions required at this time.

9.2 NON-REGULATORY MEASURES 9.2.1 Capital Improvement Plan In 2004 and 2005 the City Council conducted strategic planning and goal setting programs. These programs provide useful information regarding local needs and priorities as the City implements a detailed capital improvement plan. A capital improvement plan is an ongoing financial planning program intended to help implement the comprehensive plan through public infrastructure. The program allows local communities to plan for capital expenditures and minimize unplanned expenses. Capital improvements or expenditures are those projects that require the expenditure of public funds for the acquisition or construction of a needed physical facility.

Capital improvement programming is a listing of proposed projects according to a schedule of priorities over the next few years. It identifies needed public improvements, estimates their costs, discusses means of financing them, and establishes priorities for them over a four-to-six year programming period. Improvements or acquisitions considered a capital improvement include: • • • • • •

Public buildings (i.e. – fire and police stations) Park acquisition and development Roads and highways Utility construction and wastewater treatment plants Joint school and other community development projects Fire and police protection equipment

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9.3 PLAN ADOPTION, MONITORING, AMENDMENTS AND UPDATE 9.3.1 Plan Adoption In order to implement this plan it must be adopted by the Planning and Zoning Commission.

After the Commission adopts the Plan, the City Council should adopt the plan by resolution or ordinance. This action formalizes the plan document as a frame of reference for general development decisions over the next 20 years. Once formally adopted, the Plan becomes a tool for communicating the community’s land use policy and for coordinating legislative decisions.

9.3.2 Plan Use and Evaluation The City of Asbury will weigh its land use decisions, including decisions on private development proposals, public investments, regulations, incentives, and other actions, against this Plan’s goals, objectives, policies, and recommendations.

The City of Asbury can expect change in the years to come. Although this Plan has described policies and actions for future implementation, it is impossible to predict the exact future condition of the City. As such, the goals, objectives, and actions should be monitored on a regular basis to maintain concurrence with changing conditions.

The City Council and the Planning and Zoning Commission should review the Plan annually to assure general familiarity; it should be evaluated at least every 5 years to ascertain general currency; and it should be fully updated at least every 10 years. The evaluation should consist of reviewing actions taken to the implement the plan visions, goals and objectives. The evaluation should also include an updated timetable of actions to help realize priority goals throughout the 20-year period ending 2025.

9.3.3 Plan Amendments The City of Asbury Comprehensive Plan 2025 may be amended at any time by the City Council following the same process as was followed when it was initially adopted (regardless of how minor the amendment or change is).

Amendments may be appropriate throughout the lifecycle of the Plan, particularly if new issues emerge or trends change. These amendments will typically be minor changes to the plan’s maps or text. Large-scale changes or frequent amendments to meet individual development proposals should be avoided or the plan loses integrity. Any proposed amendments should be submitted to the Planning and Zoning Commission for their review and recommendations prior consideration by the City Council for final action.

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MAPS Map 1-1 Regional Context Map 3-1 Transportation Facilities Map 3-2 Recreational Trail Phases Map 3-3 Future Transportation Facilities Map 4-1 Jurisdictions Map 4-2 Community Facilities Map 4-3 Sanitary Sewer System Map 4-4 Water System Map 4-5 Storm Sewer System Map 5-1 Soils Map Map 5-2 Environmental Limitations Map 8-1 Existing Land Use Map 8-2 Zoning Map 8-3 Future Land Use

City of Asbury. COMPREHENSIVE PLAN 2025

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

BALLTOWN

REGIONAL CONTEXT MAP 1-1

SHERRILL LUXEMBURG

HOLY CROSS

RICKARDSVILLE

DURANGO SAGEVILLE NEW VIENNA

ASBURY BANKSTON

DUBUQUE GRAF

DYERSVILLE

CENTRALIA

_ ^ PEOSTA EPWORTH FARLEY

WORTHINGTON

´ 0

7,500

15,000

BERNARD CASCADE

ZWINGLE

Drafted: NMB & LSR Date: 06-22-06 File: 4650004 RegionalContext_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

30,000

45,000

Feet 60,000

RD

WO OD MO OR

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CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

DR

GR AN GE DE RB Y

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AUGUSTA CT

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BROOK HOLLOW DR

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EXISTING TRANSPORTATION FACILITIES MAP 3-1

LORE MOUND CT

DR OK BRO LOW L I W

Legend

TAI LD R WH ITE

SPRINGREEN DR

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ASBURY HEIGHTS PL

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Residential Street

Major Road

Rural Road

County Trunk Road

Platted but Never Built or Proposed Roads

Arterial Street

Driveways and Access Easements

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Recreational Trails Parcels

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SARATOGA RD

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Asbury Corporate Limits

D RY R ASBU

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WINTERGREEN DR

DR

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SUMMER DR

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MIDDLE RD

0

BMR LN PARA

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350

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Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 ExistingTransportation_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

RA N RD

DE R

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CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

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RECREATIONAL TRAIL PHASES MAP 3-2

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Phase

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Recreational Trails Existing Trails

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Phase I

Parcels

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Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 RecreationalTrailPhases_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

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CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN FUTURE TRANSPORTATION FACILITIES MAP 3-3

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Drafted: NMB & LSR Date: 06-22-06 File Madison: g projects 460 465 4650004 Note: Base data provided by Dubuque County, and NRCS

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CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

NT

WO OD MO OR

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GR AN GE

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BROOK HOLLOW DR

DERBY GRANGE RD

LORE MOUND CT

LN BRICK MASON

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AUTUMN DR SUN VALLEY DR

TAI LD R

ASBURY HEIGHTS PL

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Voting Precinct 22 Voting Precinct 25 Voting Precinct 31 Voting Precinct 50 Parcels

Voting Precinct 14

ASBURY CIR

TRENTON RD

DR ORN

YORKTOWN RD

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BURR OAK DR

D RY R ASBU

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HEACOCK RD

SARATOGA RD

CENTURA CT

BERRY LN

SANDWEDGE CT

SEIPPEL RD

CHEYENNE WAY

SPYGLASS DR

Asbury Poll Location - Fire Station

Voting Precinct 12

DR

M PAL

OOD DR WEDGEW

TORREY PINES DR

Voting Precinct 19

Voting Precinct 8

A IL ITET WH

CATALPA ST

Asbury Corporate Limits

Voting Precinct 5

WINTERGREEN DR

SEVEN SP RINGS DR

WILLOW WOOD DR

BIRCHWOOD DR

DR

MAPLEWOOD DR

CT AK S O RE

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SUN RIDGE DR

LO

LL HI

BRIARWOOD DR

R ED

PINEHURST CT

STONEBRIAR CT

ST RE FO

LONG GROVE CT

RD DORAL DR

_ ^

SUMMER DR

SPRUCE WOOD DR

CT

G RID ER

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S KAS

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Legend

DR OK BRO

SPRINGREEN DR

LOW WIL

´

MIDDLE RD

0

350

700

BMR LN

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 Precincts_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

ST AR R

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

PA SS

AUGUSTA CT

DERBY GRANGE RD

HE AT PEBBL HE E BEA RW CH DR OO DC T

LEWIS RD

BROOK HILLS DR

COMMUNITY FACILITIES MAP 4-2

DIETZ DR

LORE MOUND CT

Legend B AM

LN BRICK MASON

IL DR

MAPLEWOOD DR

BIRCHWOOD DR

BURR OAK DR

WHIT E TA

F

E ON ST RE FI DR SANDWEDGE CT

Ca tfi s

h

Cr

ee k

MIDDLE RD

BMR LN

LN

Streams

Asbury Police Department

Parcels

Cemetery Existing Trail

´ 0

D ISE PARA

Lakes

Fire Station

BERRY LN

k

SEIPPEL RD

Fo r

CHEYENNE WAY

PAWNEE LN

M id dl e

100-year Floodplain

HEACOCK RD

SARATOGA RD

Y RD

Asbury City Hall

TRENTON RD

DR ORN

Asbury Park

YORKTOWN RD

B DEER

LONG GROVE CT

W X

P

R ASBU

W X

Parks and Open Space

RADFORD RD

_ ^

PL

MEADOW CT

HEIGHTS

IDE DR PARKS

ASBUR Y

Althaus Park

DR

CLOVER LN

SUN VALLEY DR

A IL ITET WH

CATALPA ST

SUN RIDGE DR

RD

BRIARWOOD DR

R ED

F P

WILLOW WOOD DR

SPRUCE WOOD DR

G RID ER

STONEBRIAR CT

S KAS DORAL DR

SEVEN SP RINGS DR

_ ^

Asbury Corporate Limits

350

700

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 CommunityFacilities_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

E HAL

SM

ST AR R

I

LL

LE NO

RD

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

PA SS

R

E

LN AUGUSTA CT

PEBB LE

BEAC H DR

SANITARY SEWER SYSTEM MAP 4-3

LO

LEWIS RD

WD

R

WO OD M

O OR

DR

DERBY GRANGE RD

OO BR

DIETZ DR

KH

OL

UN D

RD

LORE MOUND CT

O

A UT U

MN

Asbury Corporate Limits Sanitary Sewer Mains

BIRCHWOOD DR

S

IL DR WHIT E TA

Streams

CI

Parcels ASBURY COURT PL

TRENTON RD

DR

YORKTOWN RD

DR

DR ORN

BURR OAK DR

PL

EN RE

B DEER

ER P A LM

OO WED G EW

SARATOGA RD

A S BURY

R

DR

SPRI N G

DR

DR

E IDG RR

IDE DR PARKS

RADFORD RD

MAPLEWOOD DR

Lakes D RY R ASBU

HEIGHTS

G REEN

WINTER

TLE

BRIARWOOD DR

H IL L T

SUMMER D R

SUN VALLEY DR

A IL ITET WH

CATALPA ST

T SE

AN

LONG GROVE CT

E N SPRINGS DR

UN

DR

ASBUR Y

S RE SEV

SUN RIDGE DR

CT

STONEBRIAR CT

HURST FO

R

DR

S

R KD

NE

RD

CLOVER LN

WILLOW WOOD DR

SPRUCE WOOD DR

M

OO

PI

S KAS DORAL DR

D

R ED

BR W

G RID ER

LO

CT

WIL

IE

LO

RE

Legend

LN BRICK MASON

B AM

STA C

SP Y

A

G LA

CENT U R

CT

SS DR

SANDWEDGE CT

Ca tfi s

h

Cr

ee k

MIDDLE RD

BERRY LN

k

CHEYENNE WAY

Fo r

SEIPPEL RD

M id dl e

PAWNEE LN

HEACOCK RD

D DR TORREY P INES D R

0

BMR LN

D ISE PARA

LN

350

700

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 SanitarySewer_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

´

ST AR R

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

PA SS

AUGUSTA CT

DERBY GRANGE RD

HE AT PEBBL HE E BEA RW CH DR OO DC T

LEWIS RD

BROOK HILLS DR

WATER SYSTEM MAP 4-4

DIETZ DR

LORE MOUND CT

Legend B AM

LN BRICK MASON

BIRCHWOOD DR

IL DR WHIT E TA

MAPLEWOOD DR

HEACOCK RD

E ON ST RE FI DR

h

Cr

ee k

MIDDLE RD

BERRY LN

SANDWEDGE CT

Ca tfi s

SEIPPEL RD

k

CHEYENNE WAY

PAWNEE LN

Fo r

Parcels

TRENTON RD

YORKTOWN RD

BURR OAK DR

PL

DR ORN

SARATOGA RD

M id dl e

Streams

Y RD

RADFORD RD

HEIGHTS

MEADOW CT

B DEER

LONG GROVE CT

R ASBU

ASBUR Y

IDE DR PARKS

DR

CLOVER LN

Lakes SUN VALLEY DR

A IL ITET WH

CATALPA ST

Water Mains SUN RIDGE DR

RD

BRIARWOOD DR

R ED

WILLOW WOOD DR

SPRUCE WOOD DR

G RID ER

STONEBRIAR CT

S KAS DORAL DR

SEVEN SP RINGS DR

Asbury Corporate Limits

´ 0

BMR LN

D ISE PARA

LN

350

700

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 WaterSystem_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

ST AR R

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

PA SS

AUGUSTA CT

DERBY GRANGE RD

HE AT PEBBL HE E BEA RW CH DR OO DC T

LEWIS RD

BROOK HILLS DR

STORM SEWER SYSTEM MAP 4-5

DIETZ DR

LORE MOUND CT

B AM

BIRCHWOOD DR

IL DR

E ON ST RE FI DR

h

Cr

ee k

MIDDLE RD

BERRY LN

SANDWEDGE CT

Ca tfi s

SEIPPEL RD

k

CHEYENNE WAY

PAWNEE LN

Fo r

Parcels

HEACOCK RD

SARATOGA RD

M id dl e

Streams

TRENTON RD

YORKTOWN RD

DR ORN

WHIT E TA

PL

B DEER

BURR OAK DR

HEIGHTS

MEADOW CT

Y RD

RADFORD RD

MAPLEWOOD DR

R ASBU

ASBUR Y

IDE DR PARKS

DR

CATALPA ST

Lakes SUN VALLEY DR

A IL ITET WH

LONG GROVE CT

Storm Sewer Mains SUN RIDGE DR

RD

CLOVER LN

WILLOW WOOD DR

BRIARWOOD DR

R ED SEVEN SP RINGS DR

Asbury Corporate Limits

SPRUCE WOOD DR

G RID ER

STONEBRIAR CT

S KAS DORAL DR

Legend

LN BRICK MASON

´ 0

BMR LN

D ISE PARA

LN

350

700

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 StormSewer_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

ch

WO OD MO OR

LN

OU ND RD

AUGUSTA CT

DIETZ DR

BROOK HILLS DR

LEWIS RD

BROOK HOLLOW DR

HE PEBBL ATH E BEA CH DR ER WO OD CT HA LE S M IL LR D

LO RE M

DERBY GRANGE RD

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

DR

Bra n Clo ie

LE NO RE

SOILS MAP MAP 5-1

LORE MOUND CT

TAI LD R WH ITE

ASBURY HEIGHTS PL

SPRINGREEN DR

Streams

Class IV, V, and VI

Surface Water

Class VII and VIII

Parcels

ASBURY CIR ASBURY COURT PL

HEACOCK RD BERRY LN

SANDWEDGE CT

CENTURA CT

DR

CHEYENNE WAY

reek

Class I, II, and III

SARATOGA RD

SEIPPEL RD

tfish C

AS S

Flood Plain

TRENTON RD

DR ORN

DR ER SP YG L

Asbury Corporate Limits

No Data

YORKTOWN RD

B DEER

BURR OAK DR

DR

M PAL

Middle Fork C a

OOD DR WEDGEW

TORREY PINES DR

ASBURY RD

RADFORD RD

BIRCHWOOD DR

SUN VALLEY DR

A IL ITET WH

LONG GROVE CT

CATALPA ST

DORAL DR

AUTUMN DR

WILLOW WOOD DR

SPRUCE WOOD DR

CT AK S O

SUMMER DR

WINTERGREEN DR

RE

KW DR S OC LL ST HI ST RE FO

SUN RIDGE DR

PINEHURST CT

STONEBRIAR CT

LO

DR

MAPLEWOOD DR

D OO

CT

KASS RD

CLOVER LN

Legend

BRIARWOOD DR

IE AC ST

DR OK BRO W O L WIL CT CHE APA

MIDDLE RD

0

350

700

BMR LN

Drafted: NMB & LSR Date: 06-22-06 File Madison: Soils_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

´

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

RD

WO OD MO OR

DR

GR AN GE DE RB Y

LE NO RE

LN

AUGUSTA CT

OU ND RD LO RE M

HE AT PEBBL HE E BEA RW CH DR OO DC T HA LE S M IL LR D

DIETZ DR

ENVIRONMENTAL LIMITATIONS MAP 5-2

BROOK HILLS DR

LEWIS RD

BROOK HOLLOW DR

DERBY GRANGE RD

LORE MOUND CT

ch

Legend

DR OK BRO LOW L I W

BIRCHWOOD DR

TAI LD R

BURR OAK DR

WH ITE

MAPLEWOOD DR

CT AK S O RE LO

Less than 10% slope

Streams

10-15% slope

Water Bodies

15% or greater slope

Parcels

Flood Plain

ASBURY CIR

HEACOCK RD

CENTURA CT

SANDWEDGE CT

BERRY LN

CHEYENNE WAY

SPYGLASS DR

RADFORD RD

CLOVER LN

Wetlands

SARATOGA RD

SEIPPEL RD

reek

Asbury Corporate Limits

TRENTON RD

DR ORN

DR ER

tfish C

D RY R ASBU

YORKTOWN RD

B DEER

M PAL

Middle Fork C a

OOD DR WEDGEW

TORREY PINES DR

WINTERGREEN DR

DR

CATALPA ST

SUN VALLEY DR

A IL ITET WH

RD

LONG GROVE CT

S KAS DORAL DR

SUN RIDGE DR

SEVEN SP RINGS DR

WILLOW WOOD DR

BRIARWOOD DR

R ED

STONEBRIAR CT

PINEHURST CT

ST RE FO

S LL HI

AUTUMN DR

SUMMER DR

DR

SPRUCE WOOD DR

CT

G RID ER

IE AC ST

B AM

LN BRICK MASON

ASBURY HEIGHTS PL

ra n ie B

SPRINGREEN DR

Clo

´

MIDDLE RD

0

BMR LN

LN DISE PARA

350

700

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 SoiSlops_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

2,100

Feet 2,800

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

ST AR R DOUBLE EAGLE

AUGUSTA

OU ND

DERBY GRANGE

LO RE M

HE PEBBL AT HE E BEA CH RW OO D

LEWIS

BROOK HILLS

EXISTING LAND USE MAP 8-1

DIETZ

LORE MOUND

LE HA SM IL L

Legend

B AM

Asbury

G RID ER

SUMMER

Existing Land Use

WILLOW WOOD

E

Agricultural/Undeveloped AUTUMN IL

ASBURY COURT

Mutli-Family Residential PUD

TRENTON

R ME PAL

YORKTOWN

WHIT E TA

MAPLEWOOD

BIRCHWOOD

Single-Family and Duplex Residential

VALLEY FORGE

CROWN POINT

ORN

BURR OAK

AC

RADFORD

UL DD FON

Public/Quasi-Public

HEIGHTS

IDE PARKS

B DEER

CLOVER

Parks and Openspace ASBUR Y

CATALPA

DORAL

Commercial

SUN VALLEY

A IL ITET WH

S KAS

LONG GROVE

SEVEN SP RINGS

BRIARWOOD

Y

SUN RIDGE

STONEBRIAR

AS BU R

SPRUCE

EN GL

HEACOCK

E ON ST RE FI

SEIPPEL

SARATOGA

CENTURA

CHEYENNE

PAWNEE

BERRY

SAULK

SANDWEDGE MIDDLE

0

350

700

BMR

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 ExistingLandUse_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

1,400

Feet 2,100

´

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

ST AR R

LE N

E OR

DOUBLE EAGLE

AUGUSTA

MO O R

OU ND

DERBY GRANGE

CH O OK HO LL O

LEWIS

ZONING MAP 8-2

W

R

BROOK HILLS

B

WO

OD

LO RE M

PEBB LE BE A

DIETZ

LORE MOUND

LE HA SM

Legend

IL L

B AM G RID ER

O-2

AGRICULTURE (A-2)

RESIDENTIAL (R-2)

COMMERCIAL (C-0)

RESIDENTIAL (R-3)

COMMERCIAL (C-1)

RESIDENTIAL (R-4)

Parcels

ASBURY COURT

TRENTON

WE D GE

R ME PAL

YORKTOWN

IL

BRIARWOOD

SPRUCE

OR ES

AGRICULTURE (A-1)

VALLEY FORGE

CROWN POINT

ORN

WHIT E TA

E

B DEER

EN

COMMERCIAL (C-2)

PUD RADFORD

SP RIN G R

GE RID

IDE PARKS

Asbury

ASBURY

HEIGHTS

R GREEN

WINTE

LER ANT

CLOVER

SUN VALLEY

A IL ITET WH

KASS

CATALPA

DORAL

ET NS

ASBUR Y

E N SPRINGS

LONG GROVE

SE V

SUN RIDGE

F

SU

AUTUMN

S

T HI L

L

E

K OO

HURST

Y

SUMMER WILLOW WOOD

BURR OAK

BR

STONEBRIAR

AS BU R

NE PI

EN GL

OC ST

OO D KW

BIRCHWOOD

W

MAPLEWOOD

LO

E CI

WIL

ST A

SARATOGA

NE TO ES

HEACOCK

SP

Y GLASS

FI R

SEIPPEL

OD WO TORRE Y PI N ES

CENTURA

CHEYENNE

PAWNEE

KIOWA SIOUX

BERRY

SAULK

SANDWEDGE MIDDLE

0

700

1,400

BMR D ISE PARA

Drafted: NMB & LSR Date: 06-22-06 File: 4650004 Zoning.mxd Note: Base data provided by Dubuque County, and NRCS

Feet 2,800

´

HE RO D

M

RD

LE

DM

OO

RD R

EH

LN

BR

GRANGE

SURREY LN

DERBY

LN

O

WO O

N R E LN

AUGUSTA CT

RD

DERBY GRANGE RD

FUTURE LAND USE MAP 8-3

D

HA

H DR

M

ILL

RD

BR O

ch

OK

Legend

DR

BE AM

AUTUMN DR

Dubuque Corporate Limits

Future Land Use

ETA IL D

ET AIL

RN D R

WH IT

RD

Residential (Low Density) Residential (Medium Density)

ASBURY CIR

Residential (High Density) Commercial

ER

TRENTON RD

R BO

DR

RY ASBU

YORKTOWN RD

D EE

M PAL

DR HIDDEN MEADOWS

BURR OAK DR

R

LONG GROVE CT

CATALPA ST

ASBURY HEIGHTS PL

SUN VALLEY DR

RADFO RD RD

MAPLEWO OD DR

DR

BIRCHWO OD DR

SEVEN SP RINGS

WILLOW WOOD DR

SPRUCE WOOD DR

T C S AK O E R LO

DR

IT WH

RD DORAL DR

S

WINTERGREEN DR

SS

CLOVER LN

ST

LL

SUN RIDG E DR

RE

HI

BRIARWOO D DR

DR

STONEBRIAR CT

KA

PINEHURST CT

FO

Asbury Planning Area

SUMM ER DR

GE

CT

ID

IE

RR

AC ST

Asbury Corporate Limits

LN BRICK MASON

SPRINGREE N DR

BUDD RD

n B ra

keta River ttle Maquo

Light Industrial Parks and Greenspace

SARATOGA RD

DR

HEACOCK RD

OO D DR

BERRY LN

SEIPP EL RD

tfish C ree k

CENTURA CT

CHEYENNE WAY

WEDG EW

Middle Fork C a

SPYGLASS DR

Public/Quasi-Public TORREY PINES DR

SANDWE DGE CT

MIDDLE RD

KY H ROC

WILD ROSE LN

ILL LN

MOUNTAIN RIDGE

SUNDOWN RD

S

LE BE AC

CT

BROO K HILLS DR

LE

DIETZ DR LORE MOUND CT

LO W WIL

BMR LN

A PAR

FRO NT

DIS

E LN

IE R CT

´

HUMKE RD

D

R

Mid d

OLD HIG HW AY RD

EN

TW

OO

D

CT

tfis

N LN

Ca

PINE VIEW DR

COUS INS RD

BR

le F o rk

hC ree k

D OL

HI

GH

YR WA

D

0

1,100

2,200

JULIE

CITY VIEW DR

LN TIC MY S

MAJESTI C DR

SEIPPEL RD

N

DR

O

AY

KS

CL

AN

C

T

AL

JA

W ES

KAUNE LN

PEBB OD

LEWIS RD

STEIL LN

LO

ER WO

BROOK HOLLOW DR

UN

AT H

RE

MO

HE

ie Clo

Li

CITY OF ASBURY DUBUQUE COUNTY, IOWA COMPREHENSIVE PLAN

Drafted: NMB & LSR Date: 06-22-06 File Madison: 4650004 FutureLanduseFinal_CompPlan.mxd Note: Base data provided by Dubuque County, and NRCS

3,300

Feet 4,400

MSA PROFESSIONAL SERVICES, INC., June 2006

Appendix A IOWA’S LIVING ROADWAYS A VISUAL RESOURCE ANALYSIS

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

Appendix B STATE OF IOWA ECONOMIC DEVELOPMENT PROGRAMS

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

IOWA DEPARTMENT OF ECONOMIC DEVELOPMENT The State of Iowa offers a wide variety of programs and services intended to assist in the establishment and expansion of business interests and for community development purposes. Visit www.Iowalifechanging.com for more information.

DIRECT FINANCIAL ASSISTANCE www.iowalifechanging.com/business/financial_assistance.html The Iowa Values Fund (IVF) is the state's premier 10-year economic development program designed to transform Iowa's economy by creating high quality jobs through business development and expansion across Iowa. With a $35 million dollar annual appropriation for business development and marketing, the IVF assists Iowa companies to expand, as well as attract new businesses to the state. A variety of business development programs are available through the Iowa Values Fund as listed below: COMMUNITY ECONOMIC BETTERMENT ACCOUNT (CEBA) / ECONOMIC DEVELOPMENT SETASIDE (EDSA) www.iowalifechanging.com/business/ceba_edsa.html Provides financial assistance to companies that create new quality employment opportunities and/or retain existing jobs, and make new capital investment in Iowa. The EDSA program is targeted toward low- and moderate-income individuals. Two primary investment tools administered by the Iowa Department of Economic Development (IDED) are the Community Economic Betterment Account and the Economic Development Set-Aside (EDSA) programs. These programs can help finance business operations; including biosciences, advanced manufacturing and information solutions/financial services.

The CEBA and EDSA programs provide financial assistance to companies that create new employment opportunities and/or retain existing jobs, and make new capital investment in Iowa. The amount of funding is based, in part, on the number of jobs to be created/retained. Funds are provided in the form of loans and forgivable loans.

CEBA and EDSA investments are used to leverage other financial support such as bank financing and private investment, as well as local community support.

The CEBA program also contains a modernization project component. This part of the program is specifically designed for business investing in machinery and equipment and/or technology upgrades to improve or maintain their competitive edge in their respective markets.

The EDSA program assistance is targeted toward business projects located in communities with populations of less than 50,000. The purpose of the program is to create/retain quality employment opportunities for low- and moderate-income individuals.

CEBA and EDSA funds may be used for a wide range of business development purposes, including: • Building construction or reconstruction • Land or building acquisition • Equipment purchases

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

• • •

Operating and maintenance expenses Site development: clearance, demolition and building removal Working capital

The amount of funding available on a per-project basis varies between the programs. The CEBA and EDSA programs can provide assistance up to $1 million. As an alternative, nontraditional, short-term float loans, or interim loans greater than $1 million may be available. The funding level for start-up companies varies depending upon employee wage rates. The maximum assistance available through the EDSA program is $1,000,000.

The CEBA program also contains a "Venture Project" component specifically designed for early-stage and start-up businesses. Financial assistance is provided in forms conducive to the company's stage of maturity.

The Venture Project component allows for longer-term job creation and investment performance periods than otherwise offered through CEBA. • • • • • •

The proposed or existing operation must be located in Iowa The business must create or retain jobs that meet CEBA/EDSA county or regional wage standards The business must make a capital investment related to the proposed project The business must demonstrate a need for the requested funds The project must not proceed prior to the funding decision Must meet wage thresholds requirements.

Projects are also Evaluated According to the Following Criteria • The quality of the created/retained jobs (i.e., employee wages and benefit packages) • The significant, positive impact the project makes on the community and the net economic gain to the state • For CEBA participation, the amount of community support to be contributed to the project • Site development: clearance, demolition and building removal • The impact of the proposed project on in-state competitors LOAN AND CREDIT GUARANTEE FUND www.iowalifechanging.com/business/loancredit.html Designed to assist businesses that might not have access to conventional financing. The fund provides lenders with additional security, thereby encouraging greater lender activity to Iowa business.

The Iowa Loan and Credit Guarantee Fund, a program of the Iowa Department of Economic Development (IDED), was created to assist businesses access the financing they need to grow. This program provides lenders with additional security, encouraging greater lender activity to businesses and promoting economic development across the state.

Eligible applicants must employ less than 200 full time employees and sell goods and services in markets where national and international competition exists. In addition, the applicant must do business in one of IDED's targeted areas — biosciences, advanced manufacturing and information solutions/financial services, value-added agriculture, or microenterprise. A microenterprise is a business providing services

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

with five or fewer full-time equivalent employee positions, and located in a municipality with a population under fifty thousand that is not contiguous to a municipality with a population of fifty thousand or more.

Iowa Loan and Credit Guarantee assistance may be used for most business activities, such as the purchase of new equipment and machinery, working capital for operations and export transactions, research and development, marketing and other costs the department may designate.

Businesses have two ways to access the Loan and Credit Guarantee Fund: • A qualified business or targeted industry business can initiate the process. An application is made directly to IDED for a preliminary guarantee commitment which may be issued subject to the business securing a commitment for financing from a financial institution. The application procedures specify the process by which a financial institution may obtain a final loan and credit guarantee. This process is subject to a $1,000 application fee in addition to all other applicable program fees, which are described below.

• Eligible businesses can apply to their lender for conventional financing and the lender can then submit an application to IDED. The Loan and Credit Guarantee Board of Directors will consider an application once it is submitted by the lender and accompanied by supporting documentation. Once the application is thoroughly reviewed, a written notice of approval or denial will be sent to the lender within 10 business days.

Program fees: • Applications submitted by a qualified business or targeted industry business requesting preliminary approval the fee is $1,000.00. Applications submitted by a qualified financial institution the fee is $500.00.

• Upon approval of a loan and credit guarantee application, the department shall charge a fee for authorization of the loan or credit guarantee. The fee shall be 2.5 percent of the amount of funds to be guaranteed under the program.

• For a line of credit, the authorization fee shall be one half percent (1/2%) per year renewable annually for a period not to exceed five (5) years. The guarantee will automatically expire if the fees are not submitted upon renewal of the line of credit.

Businesses approved for assistance will be notified by a Loan and Credit Guarantee Agreement, which must be signed by IDED and the lender, along with all applicable fees and charges paid, in order to take effect. In agreeing to guarantee a business loan, the IDED assumes responsibility for up to 50 percent of a loan made by a lender should the business default or be unable make scheduled payments.

VALUE-ADDED AGRICULTURAL PRODUCTS AND PROCESSES FINANCIAL ASSISTANCE PROGRAM (VAAPFAP) www.iowalifechanging.com/business/vaapfap.html Seeks to increase the innovative utilization of Iowa's agricultural commodities. Iowa is utilizing its vast agricultural resources to bring new products to the world’s table. Iowa is a long-standing national leader in the production of corn, pork, soybeans, eggs and beef. However, assuring that Iowa’s farm prosperity continues means thinking and moving beyond simply producing abundant commodity crops and livestock.

Farm income, and the economic well-being of most of Iowa’s rural communities, depends increasingly on

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

our ability to process those crops into new and innovative, refined, consumer-ready food, fiber, and fuel products.

VAAPFAP was created in 1994 by the Iowa General Assembly to provide support and business incentives to Iowa farmers and agribusiness entrepreneurs. The program is designed to speed the rate of every agbased innovation in food and fiber products, and to encourage organization of new ventures to produce those innovations.

VAAPFAP may assist projects in these primary categories: 1. Innovative Agricultural Products and Processes – provides financial assistance for projects that use Iowa agricultural commodities to produce higher-value products that are not commonly produced in Iowa.

2. Renewable Fuels and Co-Products – provides financial assistance for development of renewable fuel production facilities such as biodiesel or ethanol facilities that yield coproducts used for livestock feed.

3. Agricultural Biotechnology Industry, Biomass and Alternative Energy – provides financial assistance to agricultural businesses that utilize scientifically enhanced plants or animals that can be raised by producers. Assistance is also available for agricultural biomass businesses that utilize commodity crops, agricultural by-products, or animal feedstock in the production of chemicals, protein products, or other similar products. Businesses involved in the production of alternate energy which could include ethanol, biodiesel, biomass, hydrogen, or the production of wind energy can also benefit from this program.

4. Organic Processing and Emerging Markets – provides assistance to businesses that add value through further processing of organic products and through emerging markets.

5. Project Creation Assistance – available for projects that may be ineligible under the regular program because of their “precommercial” status.

No single project may receive more than 25 percent of the program’s annual fund appropriation. Financial assistance is provided to qualifying projects in the form of loans and forgivable loans.

Applications are evaluated according to criteria specified in the Code of Iowa, and include the following: • The feasibility of the existing or proposed facility to remain a viable enterprise • The degree to which the facility will increase the utilization of agricultural commodities produced in Iowa • The extent to which the existing or proposed facility is located in a rural region of the state • The proportion of private funds to be contributed to the project • The level of economic development need in the region where the value-adding facility is to be located • The degree to which the facility produces a co-product that is marketed in the same locality as the facility Program Eligibility Requirements • The proposed project must be located in Iowa • The applicant must have a business plan demonstrating a viable market and managerial and technical capabilities to execute the plan • The business should also have a third-party feasibility study confirming the viability of the proposed business

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The grantee must not use funds for any activity directly related to farming Must meet wage thresholds requirements.

HIGH QUALITY JOB CREATION PROGRAM www.iowalifechanging.com/business/highquality_jobs.html This program is designed to promote the creation of quality jobs by assisting businesses locating, expanding or modernizing their facilities in Iowa through a package of tax credits, exemptions, and/or refunds to approved businesses. As businesses change and grow, flexible programs are needed to help Iowa businesses meet the demand of providing valued-added goods on a world-economy scale. Financial programs are available to assist companies like yours to promote growth and profitability while creating quality job opportunities for Iowans.

The High Quality Job Creation Program provides qualifying businesses tax credits to off-set the cost incurred to locate, expand or modernize an Iowa facility. To qualify for this very flexible assistance package that includes tax credits, exemptions and/ or refunds, a business must be a non-retail or nonservice business and meet at least four of the eligibility requirements.

A business must meet at least four of the following requirements: • Offer a pension or profit sharing plan for all employees.

• Produce value-added goods or be in one of 11 targeted industries.

• Provide medical and dental insurance and pay 80% of the premiums.

• Offer child care services.

• Invest at least 1% of pretax profits in research and development.

• Invest at least 1% of pretax profits in worker training.

• Have active productivity and worker safety improvement program(s).

• Purchase and occupy a vacant building which is at least 20,000 square feet.

• Must meet wage thresholds requirements.

Actual award amounts will be based on the business's level of need; the quality of the jobs; the percentage of created jobs defined as high-quality; and the economic impact of the project. Once at least four of those criterions are met, the following tax incentives may be available: • • • •

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A local property tax exemption of up to 100% of the value added to the property to a period not to exceed 20 years.

A refund of state sales, service, or use taxes paid to contractors or subcontractors during construction.

For warehouse or distribution center projects, a refund of sales and use taxes paid on racks, shelving, and conveyor equipment.

An investment tax credit equal to a percentage of the qualifying investment, amortized over 5 years. This tax credit is earned when the corresponding asset is placed in service and can be carried forward for up to seven additional years or until depleted, whichever occurs first.

The State's refundable research activities credit may be doubled while the business is participating in the program.

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Applications for this and other financial programs are taken on a first-come, first-served basis. To assure your addition/expansion can benefit from this program, businesses are encouraged to apply prior to the beginning of the project. Also, the HQJC program can be used in combination with other state programs, except for the Wage-Benefit Tax Credit (awarded by the Department of Revenue) and the Enterprise Zone Program.

ENTERPRISE ZONES www.iowalifechanging.com/business/enterprise_zones.html Enterprise Zones are economically depressed areas in which state and local tax benefits are available to businesses and developers to make new investments, creating new jobs, and building or rehabilitating housing in those areas. Businesses locating or expanding in an Enterprise Zone may receive property tax exemptions, funding for employee training, sales tax refunds and more.

Enterprise Zones are designed to stimulate development by targeting economically distressed areas in Iowa. Through state and local tax incentives, businesses and developers are encouraged to make new investments, create new jobs and build or rehabilitate housing in these areas. The goal of the program is to revitalize these areas and make them competitive with other locations throughout the state. Businesses locating or expanding in an established Enterprise Zone may be eligible to receive certain local and state tax incentives.

Eligibility Requirements • The business must make a minimum qualifying investment of $500,000 over a three year period. Qualifying investment includes the cost of land, buildings, improvements to buildings, manufacturing machinery and equipment, and/or computer hardware.

• The business must create at least 10 full-time, project-related jobs over a three year period and maintain them for an additional 10 years.

• The business must provide all full-time employees with a standard medical and dental insurance plan of which the business pays 80% of the premiums for employee-only coverage or provide a monetarily-equivalent benefit package.

• The business must pay new employees an average starting wage which is equal to or greater than 90% of the average county or regional wage, whichever is lower. (Check with IDED for the community's current wage requirement.)

• The business can not be a retail establishment or a business whose entrance is limited by coverage charge or membership • The business can not close or relocate its operation in one area of the state and relocate substantially the same operation in the Enterprise Zone.

• The local Enterprise Zone Commission and IDED must approve the business' application for Enterprise Zone program incentives prior to project initiation.

• Must meet wage thresholds requirements.

Tax Incentives • A local property tax exemption of up to 100% of the value added to the property to a period not to exceed 10 years.

• Additional funding for training new employees. If applicable, these funds would be in addition to those authorized under the Iowa New Jobs Training Program.

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A refund of state sales, service, or use taxes paid to contractors or subcontractors during construction.

• For warehouse or distribution center projects, a refund of sales and use taxes paid on racks, shelving, and conveyor equipment.

• An investment tax credit of up to a maximum of 10% of the qualifying investment, amortized over 5 years. This tax credit is earned when the corresponding asset is placed in service and can be carried forward for up to seven additional years or until depleted, whichever occurs first.

• The State's refundable research activities credit may be doubled while the business is participating in the program for up to a maximum of 10 years.

Individual Enterprise Zones may have additional requirements. Contact the Iowa Department of Economic Development along with relevant local organizations to determine eligibility. Businesses locating or expanding in an Enterprise Zone may apply for benefits by completing an application (download available below). Local Enterprise Zone Commissions review applications and, upon approval, forward them to the Iowa Department of Economic Development for final approval.

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Tax Increment Financing (TIF) City councils or county boards of supervisors may use the property taxes resulting from the increase in taxable valuation caused by the construction of new industrial or commercial facilities to provide economic development incentives to a business or industry.

IOWA INDUSTRIAL NEW JOBS TRAINING PROGRAM (260E) www.iowalifechanging.com/business/260e.html Provides no-cost or reduced-cost job-training services to new employees of eligible businesses through Iowa's community college system. The Industrial New Jobs Training Program provides businesses, which are expanding their Iowa workforce, with new employee training. Available via Iowa's 15 community colleges, the program is financed through bonds sold by the colleges. Depending on wages paid, the business then diverts 1.5 or 3 percent of the Iowa state withholding taxes generated by the new positions to the community college to retire the bonds. Because of this structure, the training is available at what is essentially no cost since the bonds are retired with dollars that otherwise would have been paid to the state as withholding taxes. In addition to increasing worker productivity and company profitability, businesses participating in the Iowa Industrial New Jobs Training Program may also be eligible for reimbursement up to 50 percent of the annual gross payroll costs expended for on-the-job training, as well as a corporate tax credit if Iowa employment is increased by at least 10 percent.

Business Eligibility Requirements: • Must be located in, or relocating to Iowa.

• Must be engaged in interstate or intrastate commerce for the purpose of manufacturing, processing, assembling products, warehousing, wholesaling, or conducting research and development.

• Service-providing businesses must have customers outside of Iowa.

• Cannot have closed or substantially reduced its employment base at any of its other business sites in Iowa in order to relocate substantially the same operation to another area of the state.

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To qualify for training services, employees: • Must be in newly created positions • Must pay Iowa withholding tax • Service-providing businesses must have customers outside of Iowa.

• Must occupy job positions that did not exist during the six months prior to the date that the business and community college agree to pursue a training project.

IOWA JOBS TRAINING PROGRAM (260F) www.iowalifechanging.com/business/260f.html Provides job training services to current employees of eligible businesses that are located in Iowa. The Iowa Jobs Training Program provides job training services to current employees of eligible businesses that are located in Iowa. Eligible businesses can work with their local Iowa community college, which will assess training needs, determine funds availability and provide training. For participating businesses, the advantages include valuable employee training at a reduced - or no - cost.

Business Eligibility Requirements: • Must be located in Iowa.

• Must be engaged in interstate or intrastate commerce for the purpose of manufacturing, processing, assembling products, warehousing, wholesaling, or conducting research and development.

• Service-providing businesses must have customers outside of Iowa.

• Within the 36-month period prior to the date of applying for program services, a business cannot have closed or reduced its employment base by more than 20 percent at any of its other business sites in Iowa in order to relocate substantially the same operation to another area of the state.

To qualify for training services, employees: • Must be currently employed by the business.

• Must pay Iowa withholding tax.

ACCELERATED CAREER EDUCATION PROGRAM www.iowalifechanging.com/business/ace.html Assists Iowa's community colleges in establishing/expanding programs that train individuals in the occupations most needed by Iowa businesses. The Accelerated Career Education (ACE) program is designed to provide businesses with an enhanced skilled workforce. This innovative program assists Iowa's community colleges to either establish or expand programs that train individuals in the occupations most needed by Iowa businesses.

The program consists of two different parts: ACE dollars to fund the necessary infrastructure construction/rehabilitation needed to increase student capacity in the new or expanded classes. Program job credits are used to help fund the additional program costs associated with establishing a new or expanding a current program.

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To participate in ACE, businesses enter into an agreement with a community college to sponsor a portion or all of the positions created by the establishment or expansion of a current educational program. By sponsoring open positions in a program, a company agrees to consider the student for employment upon the completion of their respective training program. Businesses must assist with program design and provide a 20 percent match of the program costs, pro-rated by the percentage of positions sponsored.

Business Eligibility Requirements: Eligible businesses will be engaged in interstate or intrastate commerce for the purpose of: • manufacturing, processing or assembling products • construction • conduct research and development • provide services in interstate or intrastate commerce Businesses that enter into an agreement with an Iowa community college offset the costs of the program through tax benefits. These are contingent upon the number of program job credits a company accrues and are awarded based upon the number of seats they sponsor in a program. Credits can be up to 10 percent of the hiring wage (minimum wage being 200 percent of the federal poverty guideline for a family of two) that a sponsoring business would pay to an individual that completes the programs' requirements.

Job credits are a diversion of a company's current state of Iowa personal income withholding tax and are paid to the community college over the life of an agreement usually five years.

NEW JOBS TAX CREDIT When businesses enter into an agreement under the Iowa New Jobs Training Program, they may qualify for this additional credit to their Iowa corporate income tax.

TARGETED SMALL BUSINESS FINANCIAL ASSISTANCE PROGRAM (TSBFAP) www.iowalifechanging.com/business/tsb_expansion.html Designed to create and expand minority- or women-owned businesses through direct loans. The TSBFAP is designed to assist in the creation and expansion of Iowa small businesses that meet all of the following criteria: • Operating for a profit • Annual gross sales of less than $3 million • At least 51% owned, operated and managed by women, minorities or persons with a disability The business must be certified as a "Targeted Small Business" by the Iowa Department of Inspections and Appeals before applying for or receiving TSB funds.

Available Assistance includes: • Low-interest loans of up to $25,000 at interest rates of 0% to 5%, to be repaid in monthly installments over a five- to seven-year period. The first installment can be deferred for three months for a start-up business and one month for an existing business.

• Loan guarantees of up to $40,000. Guarantees can cover up to 75% of a loan obtained from a bank or other conventional lender. The interest rate is at the discretion of the lender.

• Equity grants of up to $25,000 may, in limited cases, be used to leverage other financing (SBA or conventional).

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TSBFAP funds may be used to purchase equipment, acquire inventory, provide operating capital or to leverage additional funding. Contact the Iowa Department of Economic Development to determine eligibility or to obtain information specific to your needs.

Entrepreneurial Ventures Assistance (EVA) Program www.iowalifechanging.com/business/eva.html The EVA program is designed to encourage and support the development of entrepreneurial ventures in Iowa, focusing mainly on high-growth, technology-based companies. The program provides financing to entrepreneurs for early-stage business start-up and expansion activities as well as technical assistance.

Applicants must identify a specific project and associated costs. EVA funds may be used to finance up to 50 percent of the total project costs, not to exceed the $250,000 maximum. In addition, eligible applicants must have successfully completed a recognized entrepreneurial venture development curriculum or have equivalent business experience.

SELF-EMPLOYMENT LOAN PROGRAM (SELP) www.iowalifechanging.com/business/selp.html Offers low-interest loans to low-income owners of new or expanding small businesses. The SelfEmployment Loan Program (SELP) assists in the creation and expansion of small businesses in Iowa by low-income individuals or persons with a disability.

To receive a SELP loan, applicants must have an annualized family income that does not exceed current income guidelines for the program. An applicant is automatically eligible for SELP if they receive Family Investment Plan assistance or other general assistance such as disability benefits. SELP funds are also available to applicants who are eligible under the Job Training Partnership Act or certified as having a disability under standards established by the Iowa Department of Education, Division of Vocational Rehabilitation Services. Applicants for this program must obtain a local sponsor for the application process.

SELP loans of up to $10,000 with a 5 percent interest rate are available. The loan is to be repaid in monthly installments over a five-year period, and the first payment may be deferred for three months for a start-up business.

ENTREPRENEURS WITH DISABILITIES (EWD) www.iowalifechanging.com/business/ewd.html Helps qualified individuals with disabilities establish, acquire, maintain or expand a small business by providing technical and financial assistance. The Entrepreneurs with Disabilities (EWD) program helps qualified individuals with disabilities establish, acquire, maintain or expand a small business by providing technical and financial assistance. Technical Assistance grants of up to $10,000 may be used to pay for any specific business-related consulting service, such as developing a feasibility study or business plan, or accounting and legal services.

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Financial Assistance grants of up to $10,000 may be used to purchase equipment, supplies, rent or other start-up, expansion or acquisition costs identified in an approved business plan. Total financial assistance provided to an individual may not exceed 50 percent (maximum of $10,000) of the financial package.

EWD financial assistance must be fully matched by funding from other sources. To be eligible for the program, applicants must be active clients of the Iowa Department of Education, Division of Vocational Rehabilitation Services, or the Iowa Department for the Blind.

ASSISTIVE DEVICE TAX CREDIT www.iowalifechanging.com/business/assistive_taxcredit.html Reduces taxes for small businesses that incur costs through making physical changes to the workplace to help employees with disabilities to get or keep their job. Iowa small businesses can reduce their taxes by buying or renting products or equipment, or by making physical changes to the workplace to help employees with disabilities get or keep a job. An assistive device is any item, piece of equipment or product system that is used to increase, maintain or improve the functional capabilities of an individual with a disability in the workplace or on the job.

To qualify for the Assistive Device Tax Credit, a business: • must be located in Iowa • must employ 14 or fewer full time employees OR have $3 million dollars or less in gross annual receipts The credit applies to expenditures made on or after January 1, 2000, and equals one-half of the first $5,000 in qualifying expenses each tax year. Excess credits can be refunded or carried over to the next tax year.

EXPORT TRADE ASSISTANCE PROGRAM (ETAP) www.iowalifechanging.com/business/export_trade.html Iowa may reimburse you for up to 75% of your international marketing efforts. ETAP provides financial assistance to eligible Iowa firms wishing to enter new markets outside the United States. Reimbursement of up to 75% of an Iowa company's eligible direct expenses in attending a trade show/mission taking place outside of the United States, up to $2,500 per pre-approved event, up to three times per fiscal year is available.

Eligible Expenses • Booth space rental • Booth construction at show site • Booth equipment and/or furniture rental • Booth utility costs • Freight costs of equipment and/or exhibit materials to and from show • Interpreter fees at show site • Participation fees for trade missions sponsored by the Iowa Department of Economic Development, the U.S. Department of Commerce or the U.S. Department of Agriculture • Per diem (meals/lodging) for one employee for the duration of the event (Per diem rates calculated at 50% of the U.S. Dept. of State Standardized Regulations)

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To be eligible to participate in ETAP, applicants must meet the following criteria: • Employ fewer than 500 individuals • At least 75% of applicant's employees must be employed in Iowa • Applicant must exhibit in a trade show/mission products or services having been manufactured, processed, value-added, grown or raised in Iowa • At least one full-time employee or sales agent must participate in the event “Applicant” refers to the company name used for the Federal Tax I.D. number. If a division of a company wishes to apply for funding, the Federal Tax I.D. number must be different than the parent company's.

Otherwise, the company will need to apply in the parent company name and all criteria must be met based on the parent company.

Parameters • A business may receive ETAP funds for no more than three events state fiscal year (July 1 June 30).

• A business may receive ETAP funds for no more than two participations in a given event, and funding cannot be received in consecutive fiscal years.

• A business may receive ETAP funds for participation in an event in a specific country only once per state fiscal year.

COMMUNITY DEVELOPMENT PROGRAMS www.iowalifechanging.com/community/ In cities and towns across Iowa, life is changing, fueled by a spirit of optimism. People in Iowa communities of all sizes are actively transforming Iowa's future. Entrepreneurs are reaching global markets from small town main streets. International corporations are breaking new ground in expanding business parks and laboratories. New recreational attractions are welcoming visitors by the busloads. The Iowa Department of Economic Development is eager to help with tools and assistance to help make your communities' vision a reality.

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TECHNICAL ASSISTANCE OFFERED BY THE IOWA DEPARTMENT OF ECONOMIC DEVELOPMENT www.iowalifechanging.com/community/downloads/ided_ta.doc Contact: Cali Beals, Development Specialist Iowa Department of Economic Development 200 East Grand Avenue Des Moines, Iowa 50309-1819 Email: cali.beals@iowalifechanging.com Phone: 515.242.4723 Fax: 515.242.4722 IDED Portal: www.iowalifechanging.com ORGANIZATIONAL Asset Mapping Easy workshop that develops tools for placing valuable volunteers on the “right-fit” committees and task forces for the best results. Explores why people volunteer, what they expect, and why recognition is so important.

Board Orientation This is an interactive training that gets board members off on the right foot for development work.

The agenda includes a series of self-tests, bylaw trivia, and candid discussion on the differences in board roles and staff roles. It is a must for chambers and economic development boards.

Board Planning Customized planning session coordinated to meet the needs of the organization. Groups will focus on the issues, priorities, and goals for short term success. Board orientation tools also may be included on this agenda.

Facilitation Department of Economic Development staff is available to facilitate many types of meetings.

Sometimes it takes that third party to cut to the chase and move a group to resolution. This service includes community-wide meetings to gather public input as well as organizational efforts by community leaders.

Focus Groups Customized technical assistance coordinated by IDED staff. Focus groups are conducted on a variety of issues. This is a quick method for surveying the needs of employers, employees, residents, and members.

Fundraising This customized approach helps organizations meet their financial goals. Local boards learn the correct way to raise funds based on “return on investment” strategies.

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Hiring for Success Customized, confidential, technical assistance offered to groups going through the hiring process.

How to develop the job description, where to advertise, how to interview, and establishing performance reviews, etc.

Leadership Development Presentations on what economic development means at the local and state level for up-and-coming leaders. Trainings range from panel discussions to all day workshops. It is informative, thought provoking, and presented in an interactive mode for discussion and reflection. Participants are challenged to get involved at the local level.

Marketing Assistance is available for the basic needs of marketing the organization, the community or the region. An inventory of the local assets and an assessment of desired goals will be facilitated in this training process.

Mission Statement Nuts and bolts of developing a mission statement. All organizations need this important statement to guide their progress. The methods used are built to reach consensus quickly.

Organizational Development Development efforts are best addressed by an organized effort at the local level. Community leaders will be assisted with basic guidelines for developing organizational documents, determining regional partnerships and planning for immediate activities and long range goals.

BUSINESS DEVELOPMENT Business and Industry Call Program The “how to” on setting up a local call program, complete with survey instruments, interview techniques, and tips for follow-up. All economic development organizations must have such a program in place to identify the needs of the business including ‘red flag’ issues and opportunities.

Commercial Call Program Taking care of existing businesses is important for any Iowa community. This training focuses on meeting the needs of commercial business by training interview teams and planning appropriate follow-up. Survey instruments are provided.

Contact Team Training This one-hour training is for anyone working with business prospects. The team is briefed on writing a proposal, meeting with a prospect, and negotiating the deal. It takes the mystery out of prospect work by identifying exactly what is expected of the local community or region. It is a must for community leaders who are marketing land and buildings for growth.

Simulated Visit Economic development happens at the local level! This half-day training focuses on giving the contact team a practice or simulation on what to do when a prospect comes to town. IDED staff and partners role-play as the prospects for training purposes. The local contact team showcases

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the community, presents a proposal, negotiates, and generally sells the area. Participants are given feedback on ways to improve to compete in the ever-changing marketplace.

TOURISM DEVELOPMENT Camera Readiness Innovation and creativity will be the guide for working with the Iowa Film Office. Technical assistance will be provided to determine the “readiness” for hosting the production of movies, documentaries, commercials and other projects in contact with the state film office for possible locations.

Simulated Traveler Visit The tourism theme “Come Be Our Guest” calls on Iowans to host travelers as individuals, in small informal or larger organized groups. This training will provide an opportunity for tourism stakeholders to showcase events and attractions to state tourism staff and other selected professionals. Ideas for marketing, additional partnerships and hospitality details will be discussed to assist the local tourism effort.

Tourism Development The local tourism stakeholders will be assisted in determining organizational needs, assessment of tourism impact, marketing efforts, inventory of tourism assets and planning. The process may involve a series of meetings depending on the interest and progress of the local participants.

The trainings and technical assistance available is not limited to this listing. Other needs identified by community leaders will be considered upon request.

COMMUNITY SERVICES www.iowalifechanging.com/community/community/index.html PUBLIC FACILITIES www.iowalifechanging.com/community/community/public.html About $11 million in federal Community Development Block Grant (CDBG) funds is available to cities and counties on an annual competitive basis through the Water/Sewer Fund. Assisted activities include sanitary sewer system improvements, water system improvements, water and wastewater treatment facilities, storm sewer projects related to sanitary sewer system improvements, and rural water connections.

Applications are normally due in December and award decisions are announced in March. For more information, contact cdbg@iowalifechanging.com or 515.242.4836.

COMMUNITY FACILITIES AND SERVICES FUND www.iowalifechanging.com/community/community/fac&srv.html The Community Facilities and Services Fund provides grants to communities for a variety of projects and activities primarily benefiting low- and moderate-income persons, including day care facilities, senior

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centers, vocational workshops and other community services. Approximately $5 million in federal CDBG funds is available through an annual competition. Applications are usually due in December and award decisions are normally announced in March. For more information, contact cdbg@iowalifechanging.com or 515.242.4836.

CONTINGENCY FUND (IMMINENT THREAT) www.iowalifechanging.com/community/community/imminent.html CDBG funds are also available for communities experiencing an imminent threat to public health, safety, or welfare that necessitates immediate corrective action sooner than can be accomplished through normal Community Development Block Grant (CDBG) procedures or communities responding to an immediate community development opportunity that requires action sooner than can be accomplished through normal funding procedures. Requests for assistance are accepted at any time and funding decisions are made as quickly as possible. For more information, contact cdbg@iowalifechanging.com or 515.242.4836.

IOWA DOWNTOWN RESOURCE CENTER www.iowalifechanging.com/community/community/downtown.html The Iowa Department of Economic Development is excited to announce the creation of the Iowa Downtown Resource Center within the Department. The Resource Center is the brain- child of Main Street Iowa, the Department's highly successful downtown revitalization program. The following is the preliminary draft of the services which will be offered through the Resource Center.

The purpose of the Center is to provide downtown development assistance to Iowa communities through: • Training opportunities • Referrals • Technical information • Statewide awareness • Technical assistance The menu of proposed services for Iowa communities includes: Fee-based Statewide Training Opportunities: • Initial Downtown Visit (a 2-3 site visit) • Iowa Downtown Conference - annual training • Occasional regional workshops on specific downtown topics such as: • Developing local incentive grant and loan programs • Good design for downtown • Improving downtown's built environment • Technology and downtown • Developing a market niche for downtown • Business retention practices • Promoting downtown • Fundraising for downtown development • Board building • Downtown festivals & special events

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Limited liability corporations for downtown development Technology for small towns Statewide Promotion • Iowa Downtown Month • Downtown Photo Contest Downtown Information Exchange • Examples • Sample contracts • One-stop shop for downtown questions • Lending Library - deposits required o Slides o Videos o Books o Self-help workbooks Consultant Exchange • Landscape architects • Retail consultants • Historic preservation consultants • Marketing consultants • Structural engineers And more is on the way, too! If you have questions about the Iowa Downtown Resource Center, contact downtown@iowalifechanging.com or call 515.242.4733 • •

JOB CREATION, RETENTION AND ENHANCEMENT FUND - EDSA, PFSA AND CAREER LINK www.iowalifechanging.com/community/community/jobfund.html Nearly $6 million in CDBG funds are reserved annually for activities that promote employment opportunities for low- and moderate-income Iowans. Three programs within the fund are the Economic Development Set-Aside (EDSA), the Public Facilities Set-Aside (PFSA) and Career Link. Applications for these programs are accepted from cities and counties at any time. EDSA and PFSA are designed to assist businesses either through a direct or forgivable loan or through infrastructure projects. Career Link is an industry-driven training program designed to help the underemployed and working poor obtain the training and skills they need to move into available higher-skill, better-paying jobs.

For more information about EDSA or PFSA, contact setaside@iowalifechanging.com or call 515.242.4831.

For more information about Career Link, contact careerlink@iowalifechanging.com or call 515.242.4783.

TAX INCREMENT FINANCE (TIF) VARIANCE www.iowalifechanging.com/community/community/tif.html When TIF is used for housing development, a percentage of the future tax increment revenues from the project must be used to provide housing assistance to low- and moderate-income families. The percentage required varies by county, and ranges from about 30 to more than 50 percent. Iowa Department of Economic Development (IDED), through the Division, has the authority to grant variances to the required percentage for low- and moderate-income assistance. Developers or communities seeking a

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variance must show that the project is not feasible with the required percentage. Requests for variance are accepted at any time. For more information, contact tif@iowalifechanging.com, or call 515.242.4853 or 515.242.4836.

IOWA RURAL DEVELOPMENT ORGANIZATION www.iowarural.org/ The Iowa Rural Development Council (IRDC) is comprised of over 70+ community-based organizations, businesses, non-profit organizations, and government agencies working together to improve our rural communities. We are part of the National Rural Development Partnership; originally established as part of the President's Initiative on Rural America beginning in 1990.

The Farm Security and Rural Investment Act of 2002 (Pub. L.107-171) ("Farm Bill") directs the Secretary of Agriculture to continue the National Rural Development Partnership (NRDP). The purpose of the NRDP is to "empower and build the capacity of States and rural communities to design flexible and innovative responses to their own special rural development needs with local determinations of progress and selection of projects and activities.

The IRDC's role is to improve the quality of life in rural areas by bringing together the state's key players in rural development, enhancing the communications among those players, and encouraging collaborative and cooperative work so that programs are delivered more effectively and efficiently in rural areas. For more information, call:. 515-471-1967, info@iowarural.org CITY DEVELOPMENT BOARD Land Use Planning www.iowalifechanging.com/community/growthmgmt/index.html The City Development Board (CDB) consists of five gubernatorial appointees. The Board administers Chapter 368 of the Iowa Code, dealing with municipal boundary changes. The board's responsibilities include: reviewing cities' requests for boundary changes, approving or denying the requests, providing related information to local governments, and maintaining records on all city development actions. The CDB is also charged with addressing islands of unincorporated land and unincorporated secondary roads adjacent to city boundaries. It is the Board's desire to facilitate intergovernmental cooperation and greater public awareness during the boundary change proceedings in order to avoid misunderstandings and provide equity for the involved governments and citizens.

Available Assistance • Technical assistance • Presentations regarding CDB activities • Explanation of actions taken to land owners, local governments, and media • Reviews boundary change proposals to ensure compliance with rules and regulations.

For more information regarding City Development Board activities and services, please contact cdb@iowalifechanging.com or call 515.242.4719.

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

VISION IOWA www.visioniowa.org Vision Iowa is a financial assistance program established by the 78th General Assembly of the Iowa legislature to fund vertical infrastructure (construction) projects related to recreation, education, entertainment and cultural activities. The legislation, known as SF 2447, was signed by Governor Vilsack on May 9, 2000, and became effective July 1, 2000. The Vision Iowa mission is as follows: The Vision Iowa board is charged by the Iowa Legislature and Governor with establishing, overseeing and providing approval of the administration of the Vision Iowa program and the Community Attraction and Tourism (CAT) program of the state of Iowa. The Board will encourage and support creative projects that enhance the lives of Iowans throughout the state, will encourage and support visionary thinking in cities and towns and counties of all sizes and in all areas, and will leverage state money as heavily as possible to attract funds for these projects from other sources. The Vision Iowa board will support projects that build on Iowa’s unique assets and values, and expand the cultural, recreational, entertainment and educational opportunities in the state.

The Vision Iowa program provides financial assistance for development of major attractions costing at least $20 million. Currently, $5 million of Vision Iowa funds are available. Applications will be accepted with a deadline of October 1, 2006.

The legislation requires that eligible projects be “primarily vertical infrastructure.” The legislation defines “vertical infrastructure” as including land acquisition and construction, major renovation and major repair of buildings, all appurtenant structures, utilities, site development, and recreational trails. Vertical infrastructure does NOT include routine, recurring maintenance or operational expenses or leasing of a building, appurtenant structure, or utility without a lease-purchase agreement. Generally, all vertical infrastructure costs of the project are eligible. Eligible expenses could include fixtures or equipment which are integral to the structure of the building. Items which are typically excluded include furniture, office equipment, or similar items that may easily be removed from the facility. Since the legislation requires the project be “primarily” vertical infrastructure, the board may exercise some discretion in expenses deemed as eligible. Financial assistance is typically in the form of a grant. However, financial assistance may also be in the form of: Loans, forgivable loans, pledges, or guarantees. Eligible applicants include: - City or County (may cooperate with a school district, or several may form a 28E agreement) - Public Organization (including nonprofit organizations that support community activities or tourism attractions) The legislation requires a match of at least 50 percent of the total project cost. Other funds for the project must come from various public and private sources. Funds must be committed and documented in writing at the time of application in order to be counted as matching funds. The board intends to leverage non-state funds as much as possible in order to complete many desirable projects throughout Iowa.

Applicants should NOT assume a 50 percent match is adequate. CAT awards average approximately 20 percent of the final negotiated project cost. Awards have ranged from less than 10 percent to more than 40 percent of the final cost. Applicants should strive to have as many matching funds as possible.

For Community Attraction and Tourism (CAT) and Vision Iowa inquiries and to apply for assistance, contact: Alaina Dierickx, Vision Iowa/CAT Program Manager Phone: 515.242.4827 / Fax: 515.242.4832, visioniowa@iowalifechanging.com

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

PHYSICAL INFRASTRUCTURE ASSISTANCE PROGRAM (PIAP) The PIAP is designed to financially assist capital-intensive infrastructure projects that create unique opportunities for quality, high-wage jobs and demonstrate a statewide impact. Both Iowa communities and new or existing businesses are eligible for this innovative program.

PIAP is designed to take a comprehensive approach to address a wide variety of critical infrastructure needs. This program may also be used to remediate contaminated sites that have potential development opportunities contingent on the cleanup. Assistance is provided in the form of loans, forgivable loans and cost indemnification agreements.

PUBLIC FACILITIES SET-ASIDE (PFSA) PROGRAM The PFSA program provides financial assistance to cities with less than 50,000 in population and to counties for public infrastructure improvements that enable businesses to create new job opportunities.

Projects that will create manufacturing jobs, add value to Iowa resources and/or increase out-of-state exports will be given priority.

Eligible projects include adding or improving sanitary sewer systems, water systems, streets, roads, and storm sewers.

RAIL INFRASTRUCTURE FUNDING PROGRAMS For rail projects that are key to the creation or retention of jobs, the Iowa Department of Transportation (DOT) can provide grant funding through this program for construction or rehabilitation of rail spurs to serve new or existing industries. For specific information on rail funding, contact the DOT at 515.239.1052.

REVITALIZE IOWA’S SOUND ECONOMY (RISE) PROGRAM This program, administered by the Iowa Department of Transportation (DOT), provides funding for expenditures on city and county highways to help attract new development or support growth with existing developments. Projects are evaluated on economic potential and impact. RISE funding may be used in conjunction with other sources of federal, state, local and private financing to improve area highways and specific access to roads. Assistance is provided in the form of grants and/or loans.

IOWA INDUSTRIAL DEVELOPMENT REVENUE BOND PROGRAM Provides financing to new and expanding businesses through the sale of tax-exempt bonds.

Iowa Economic Development Loan Program Iowa Finance Authority 100 East Grand Avenue Des Moines, IA 50309 +1.515.242.4990 Fax: +1.515.242.4957 LINK INVESTMENTS FOR TOMORROW (LIFT) Assists with rural small-business transfer, horticulture and alternative agricultural crops. Contact the State Treasurer’s Office for more information.

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

THE STATE HISTORIC PRESERVATION TAX INCENTIVE PROGRAM www.state.ia.us/iowahistory/preservation/financial_assistance/state_tax_credit/ia_state_tax_credit.html The State Historic Preservation Tax Incentive Program provides a state income tax credit for the sensitive rehabilitation of historic buildings. It ensures that character-defining features of buildings are retained and helps revitalize surrounding neighborhoods.

The State Historic Preservation Tax Incentive Program provides an income tax credit of up to 25% of qualified rehabilitation costs. Another 20% is available if the property qualifies for the Federal Rehabilitation Investment Tax Credit (for income-producing properties only).

Several types of properties are eligible for the state tax credit: o The property is listed on the National Register of Historic Places, or is determined by the staff of the State Historic Preservation Office to be eligible for listing. o The property contributes to the historic significance of a historic district that is listed, or eligible to be listed, on the National Register. o The property is a local landmark via local government action. o The property is a barn constructed prior to 1937.

Program eligibility varies depending on the type of building. For residential properties and barns built prior to 1937, the value of the work must equal at least $25,000 or 25% of the fair market value of the property, excluding the land, prior to rehabilitation, whichever is lower. For commercial properties, including multifamily housing projects, the work must be at least 50% of the fair market value, excluding the land.

Like other State Historical Society of Iowa incentive programs, the rehabilitation work must meet the Secretary of the Interior’s Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings.

Contact Elizabeth (Beth) Foster Hill, Tax Incentive Programs Manager/National Register Coordinator, at (515) 281-4137 or Beth.Foster@iowa.gov to find out your building’s National Register status or for information about how to nominate a property to the National Register of Historic Places.

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

Appendix C CITY OF ASBURY ADOPTION RESOLUTION

City of Asbury. COMPREHENSIVE PLAN 2025

MSA PROFESSIONAL SERVICES, INC., June 2006

Appendix D THE ASBURY PIONEER

City of Asbury. COMPREHENSIVE PLAN 2025