RFP Issued For Former Caterpillar, Inc. Site in Mapleton, Ill.
The Heart of Illinois Regional Port District (branded as TransPORT and based at Peoria, Ill.) is issuing a Request for Proposals, seeking a private sector development partner for the adaptive re-use and development of an approximately 70-acre parcel in Mapleton, Ill., site of the original Caterpillar, Inc. Mapleton foundry.
Caterpillar is currently completing demolition of most of its foundry buildings on the site, leaving only floors and foundations of demolished buildings. Caterpillar will transfer title to the property to the Port District following demolition.
The Port District now seeks to designate a well- qualified, experienced developer to work with the District in maximizing the redevelopment potential of this unique parcel. The Port District’s vision for the property is to return it to productive use, with a view toward attracting incremental investment and job creation in the manufacturing, distribution and logistics sector.
Toward that end, Caterpillar will grant to the Port District easements over its property to permit the District to access the adjacent Illinois Waterway for purposes of designing and constructing a shallow-draft barge terminal facility. The Port District’s intention is that a common-user marine terminal will complement the types of industries and activities attracted to the Mapleton site.
The parcel is served by regional rail carrier, Toledo, Peoria & Western Railway, a unit of Rail America, which has neutral switching capability with the four Class I railroads serving the Peoria area. Mapleton is approximately six miles via the US 24 truck route from Interstate 474, which connects into Interstates 74, 55 and 155 serving a vast Heartland consumer and industrial market.
The Port District desires to work with developers in finding creative ways to finance the development. The District has authority to issue taxable and tax-exempt revenue bonds for capital projects associated with this parcel. Further, legislation is currently pending in the Illinois State Legislature to grant Peoria County the authority to create a Tax Increment Finance (TIF) district for this and surrounding properties.
To obtain a copy of the complete RFP, interested development firms are invited to contact Steve Jaeger, Executive Director, Heart of Illinois Regional Port District, 100 SW Water Street, Peoria, Ill. 61602. Telephone is 309-495-5918 (landline) and 309-258-0412 (wireless). Email address is sjaeger@h-p.org and fax is 309-258-5913.
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Request for Proposals (RFP) City of Peoria
Request for Proposals (RFP) for Development of City of Peoria property can be found at:
http://rfppeoria.blogspot.com/
We have some tremendous opportunities available on the Peoria Waterfront and in the Warehouse District for new urban and green development. Enterprise Zone and TIF incentives available.
REQUEST FOR PROPOSALS
The City of Peoria seeks proposals from qualified developers for the purchase or lease and redevelopment of a City-owned building located at 121 Morton Street. This building is located near Constitution Park, along the Illinois River next to the downtown.
121 Morton Street
This building is one-story with a small, second story loft area 150 sq. ft. at the southern end of the building. The total size of the building is approximately 6,000 sq. ft. The exterior walls of this building are concrete block, and brick veneer with long rectangular windows facing the river; interior flooring is concrete; interior walls are concrete block and brick veneer; the roof is built-up with a ¼” per foot pitch; downspouts are on the exterior of the building. The building was originally used as the Rock Island Railroad Depot, but more recently has been used for storage and a small office area.
A City-owned parking lot containing 45 parking spaces is located adjacent to the property.
The building is currently zoned for R-3, single family residential, but proposals containing other zoning will be considered.
Possible City Contributions
• City of Peoria Enterprise Zone incentives
• Low interest loan programs
• TIF
Submission Requirements
• A development plan shall be submitted consisting of a narrative, maps and design schematic.
• The Developer shall submit evidence of qualifications consisting of developer’s experience and three (3) references competent to speak to the developer’s experience.
• A statement of experience managing project(s) of similar size; a statement identifying any defaults and bankruptcy; and a list of financial institutions as references shall be submitted.
• A preliminary development proforma showing assumed sources and uses of funds shall be provided.
Review and Selection Basis for Proposals
Each criterion in the evaluation will be ranked on a scale of 1 to 10, where 10 equals the highest ranking of submittals received. A rank of 10 for any criterion indicates the most qualified firm for that criterion. Each numerical ranking will be multiplied by the weighted value below. A total point value for each submittal will be determined by the composite evaluation of the Selection Committee. The firm with the highest overall point total will be ranked first.
Request a copy of the RFP to see the requirements for submittal and decision by the City.
All proposals will be evaluated by City staff review committee. The committee may consist of members of the following Departments: Public Works, Economic Development, Planning and Growth Management. Final recommendations will be made to the City Council. Final authorization to enter into a contract can only be made by City Council; and until that occurs, there are no commitments by the City.
Proposal Process
Seven complete sets of the proposal and all supporting documentation must be submitted. Proposals shall be sent to:
Craig Hullinger
City of Peoria Department of Economic Development
419 Fulton, Suite 403
Peoria, IL 61602
Proposals will be accepted at the above address until 4:00 p.m. (Central Standard Time) on May 16, 2008.
Questions shall be directed to Craig Hullinger at: (309) 494-8639, chullinger@ci.peoria.il.us
City’s Selection Process
The City will enter into negotiations with the top ranked firm, if negotiations cannot be reached, the City will suspend negotiations with that firm and go to the next firm on the list. This process will continue until a firm is selected.
The City of Peoria reserves the right to reject any and all proposals received as a result of the Request for Proposals, or to negotiate in any manner necessary to serve the best interests of the City. If a minority and/or female owned small business is included, then a Business Plan for that small business must also be included.
Meeting / Inspection City Staff will conduct a meeting for interested parties on May 5, 2008, at 2:00 p.m. at 121 Morton, which will include a walk through of the building. This meeting is mandatory for anyone submitting an RFP.
121 Morton Street
This building is one-story with a small, second story loft area 150 sq. ft. at the southern end of the building. The total size of the building is approximately 6,000 sq. ft. The exterior walls of this building are concrete block, and brick veneer with long rectangular windows facing the river; interior flooring is concrete; interior walls are concrete block and brick veneer; the roof is built-up with a ¼” per foot pitch; downspouts are on the exterior of the building. The building was originally used as the Rock Island Railroad Depot, but more recently has been used for storage and a small office area.
A City-owned parking lot containing 45 parking spaces is located adjacent to the property.
The building is currently zoned for R-3, single family residential, but proposals containing other zoning will be considered.
Possible City Contributions
• City of Peoria Enterprise Zone incentives
• Low interest loan programs
• TIF
Submission Requirements
• A development plan shall be submitted consisting of a narrative, maps and design schematic.
• The Developer shall submit evidence of qualifications consisting of developer’s experience and three (3) references competent to speak to the developer’s experience.
• A statement of experience managing project(s) of similar size; a statement identifying any defaults and bankruptcy; and a list of financial institutions as references shall be submitted.
• A preliminary development proforma showing assumed sources and uses of funds shall be provided.
Review and Selection Basis for Proposals
Each criterion in the evaluation will be ranked on a scale of 1 to 10, where 10 equals the highest ranking of submittals received. A rank of 10 for any criterion indicates the most qualified firm for that criterion. Each numerical ranking will be multiplied by the weighted value below. A total point value for each submittal will be determined by the composite evaluation of the Selection Committee. The firm with the highest overall point total will be ranked first.
Request a copy of the RFP to see the requirements for submittal and decision by the City.
All proposals will be evaluated by City staff review committee. The committee may consist of members of the following Departments: Public Works, Economic Development, Planning and Growth Management. Final recommendations will be made to the City Council. Final authorization to enter into a contract can only be made by City Council; and until that occurs, there are no commitments by the City.
Proposal Process
Seven complete sets of the proposal and all supporting documentation must be submitted. Proposals shall be sent to:
Craig Hullinger
City of Peoria Department of Economic Development
419 Fulton, Suite 403
Peoria, IL 61602
Proposals will be accepted at the above address until 4:00 p.m. (Central Standard Time) on May 16, 2008.
Questions shall be directed to Craig Hullinger at: (309) 494-8639, chullinger@ci.peoria.il.us
City’s Selection Process
The City will enter into negotiations with the top ranked firm, if negotiations cannot be reached, the City will suspend negotiations with that firm and go to the next firm on the list. This process will continue until a firm is selected.
The City of Peoria reserves the right to reject any and all proposals received as a result of the Request for Proposals, or to negotiate in any manner necessary to serve the best interests of the City. If a minority and/or female owned small business is included, then a Business Plan for that small business must also be included.
Meeting / Inspection City Staff will conduct a meeting for interested parties on May 5, 2008, at 2:00 p.m. at 121 Morton, which will include a walk through of the building. This meeting is mandatory for anyone submitting an RFP.
Economic Development - Major Assignments
ECONOMIC DEVELOPMENT DEPARTMENT - TURN OVER FILE
MAJOR ASSIGNMENTS - OCTOBER 1, 2009
Susan Schlupp is the lead specialist a number of programs, including:
Real Estate Management
Business Retention
Budget
Financial Incentive Programs
Project Management
w 309 494 8644 c 309 453 6843
__________________
Bobby Gray is the lead specialist a number of programs, including:
TIF & Request for Proposals
Southern Gateway
Warehouse
Hotel and Hospitality Improvement Zone
Renaissance Park
w 309 494 8641 c 309 645 5744
__________________
Rachael Parker is the lead specialist a number of programs, including:
Enterprise Zone
Façade Programs
Business Development Loans
Opportunity Center Project – Mixed Use Incubator
Impact Zones (School / Neighborhoods)
w 309 494-8646 c 309 645-0547
__________________
Stephanie Grayson Doss is the lead on
Administration
Software
Finance
Payroll
Commission & Committees
w 309 494 8641 c 309 472 1335
_____________________________________
0
Detailed Assignments
0
Bobby Gray – Projects and Responsibilities:
9
Hospitality Improvement Zone TIF Development
Hospitality Improvement Zone Business District Development
Hospitality Improvement Zone Redevelopment Agreement
Provide oversight and administration of Peoria’s ten TIF districts
Coordinate/staff the TIF Joint Review Board (JRB)
Hospitality Improvement Zone Business District Development
Hospitality Improvement Zone Redevelopment Agreement
Provide oversight and administration of Peoria’s ten TIF districts
Coordinate/staff the TIF Joint Review Board (JRB)
-
Write Redevelopment Agreements for TIF Projects
Huber Edgewater redevelopment agreement
Huber Iron Front redevelopment agreement
D&B Developers Old Post Office agreement
JP Riverfront Developer’s redevelopment agreement
-
Write Redevelopment Agreements for TIF Projects
Huber Edgewater redevelopment agreement
Huber Iron Front redevelopment agreement
D&B Developers Old Post Office agreement
JP Riverfront Developer’s redevelopment agreement
-
Fifth Avenue Fashions Façade Improvement Grant
Haddads Façade Improvement Grant
One World Façade Improvement Grant
Market the Gateway Building
Market the Visitor Center
Haddads Façade Improvement Grant
One World Façade Improvement Grant
Market the Gateway Building
Market the Visitor Center
-
Peoria Housing Authority redevelopment
River Trail Drive development
Southern Gateway TIF development
Warehouse District TIF development
HVS Hospitality Consultant Agreement
-
River Trail Drive development
Southern Gateway TIF development
Warehouse District TIF development
HVS Hospitality Consultant Agreement
-
Assist in the development/management/tracking of the department’s operating and capital budgets
Provide staff support for Renaissance Park Commission
Manage and update the website for RP District
Monitor Development Departments’ marketing contracts and consultants
Provide staff support for Renaissance Park Commission
Manage and update the website for RP District
Monitor Development Departments’ marketing contracts and consultants
-
Manage Renaissance Park website and update ED Departments webpage
Write state and federal grants for Brownfield remediation
Write EDA, DOE, DOT and EPA ARRA stimulus grants
Write RFQ/RFPs for professional services
Heartland Partnership/Economic Development Council Regional Roundtable
-
Write state and federal grants for Brownfield remediation
Write EDA, DOE, DOT and EPA ARRA stimulus grants
Write RFQ/RFPs for professional services
Heartland Partnership/Economic Development Council Regional Roundtable
-
EDGE Logistics Strategy Group
EDGE Energy Strategy Group
Conduct Business Recruitment and Retention visits
Riverfront Program Advisory and Policy Committee
City of Peoria One-Stop-Shop
EDGE Energy Strategy Group
Conduct Business Recruitment and Retention visits
Riverfront Program Advisory and Policy Committee
City of Peoria One-Stop-Shop
-
Mayors Commission on Sustainability and Green Technology
Renaissance Park Commission
Renaissance Park Advisory Committee
Peoria Housing Authority Resident Self-Sufficiency Committee
Renaissance Park Commission
Renaissance Park Advisory Committee
Peoria Housing Authority Resident Self-Sufficiency Committee
-
-
Susan Schlupp– Projects and Responsibilities:
Negotiate, Implement and Administer TIF Agreements
Project Redevelopment
Enterprise Zone Administration
Financial Incentive Information
DZO Board
City Real Estate Management
Property Tax Exemptions
Volume Cap
Department Capital and Operating Budget
Contract Negotiation
Arc Mapping Information
One Stop Shop
Preparation of RFP’s
Professional & Technical Edge Strategy Group
Grant writing, monitoring, and reporting
Business Retention Program
Make Presentations Accounts Payable and receivable for Department.
Development of HIZ, Warehouse District, Eagleview, Central Business District, Southtown, Riverfront Business District and Riverfront TIFs
Participation in the Economic Development Council Roundtable
-
-
Rachael Parker – Projects and Responsibilities:
Manage the Business Development Fund - Low interest loan program
Coordinate/staff the Economic Development Stakeholders Meetings
Manage Façade Improvement Grant for the following area:
Sheridan Road, Prospect Road, Southern Gateway
Enterprise Zone Certifications and Expansions
-
Hale Plaza Project
Minority Business Development - Opportunity Center Project
Managed Pocket Park Grants for:
Goose Lake Neighborhood Association, Spring Grove Western Ave., Greenway
New Town Neighborhood Assoc., Old Town Historic District
-
EDGE Retail Strategy Group
EDGE Healthcare Strategy Group
Marketing for City ED Dept - Workshops, forums, presentations
-
RFP Due Date Extended
A number of developers have asked that they be given more time to respond to the Request For Proposal for the sale of city owned lot at 225 State Street, across the street from O'brien Field.
Accordingly, we will move the due date for responses to Friday October 10, 2008.
Good to see all the interest in development in the Heart of Peoria.
_
Accordingly, we will move the due date for responses to Friday October 10, 2008.
Good to see all the interest in development in the Heart of Peoria.
_
RFP River Trail Drive
RIVER TRAIL DRIVE
REQUEST FOR DEVELOPMENT PROPOSALS
July 9, 2008
REQUEST FOR DEVELOPMENT PROPOSALS
July 9, 2008
The City of Peoria is seeking a quality developer to develop City owned RIVERFRONT property. The City Council, the Planning Commission, and the Heart of Peoria Commission have approved the River Trail Concept Plan.Preference is for new urban AND green development.
The City of Peoria seeks proposals from qualified developers for the development of the Peoria Riverfront north of downtown. The City owned property fronts a beautiful lake measuring approximately 2.5 miles by 1.5 miles, a lineal park, and a bike trail. The south end of the property is anchored by downtown Peoria, I-74, and the Riverplex. The north end is anchored by the Detweiller Marina.
Background: City staffs have developed concept plans for the Peoria Riverfront. Staff gave numerous community presentations and held several charettes to get community input. Presentations were made to the City Planning Commission and the Heart of Peoria Commission and they approved the plans for the River's Edge Redevelopment Initiative, the Green Edge Plan, the River Trail Drive Plan, and the Cascade River Plan. All of the plans were reviewed and approved by city engineering and planning staff.
The Concept Plans begins with City owned land, as shown on the attached concept plan sketch. There are approximately nine city owned acres available for development. There is a substantial amount of privately owned land that could be added to the development. The plan is similar to the famous "Burnham Plan" in Chicago, with a lake shore drive and quality housing to help pay for it.
There is a strong demand for housing in and near downtown Peoria. Several market studies have been conducted with the most recent being completed by Tracy Cross & Associates, Inc. The Tracy Cross Residential Market Analysis indicated that there would be a demand for 194 new dwelling units a year in downtown Peoria.
Downtown Peoria is the second most densely developed downtown in Illinois after Chicago, boasting over 17,000 jobs. Many of the young professionals employed downtown have indicated a desire to live close to downtown jobs, the river, and the convention center. Employment in Peoria continues to grow with new jobs being created by Caterpillar, OSF Medical Center and Methodist Medical Center.
http://rivertraildrive.blogspot.com/
Possible City Contributions
Depending upon the quality of submittals,
participation may include the following:
participation may include the following:
A favorable purchase price or transfer of real property at reduced cost
Enterprise Zone incentives
Possible Tax Increment Financing (TIF) Incentives
City’s Right to Reject Proposals
The City of Peoria reserves the right to reject any and all proposals received as a result of the Request for Proposals, or to negotiate in any manner necessary to serve the best interests of the City. If a minority and/or female owned small business is included, then a Business Plan for that small business must also be included.
Meeting / Inspection: City Staff invite interested parties to a presentation and a walk through of the site beginning at 1:30 pm at the One Stop Shop Planning Department offices on Mondy July 21, 2008. Developers may also arrange for a briefing at other times if desired. Submittals may be made until one is accepted and approved by the City Council.
Proposals or Questions should be sent to:
Bobby Gray bgray@ci.peoria.il.us
or
Craig Hullinger AICP Hullinger@gmail.com
Economic Development Department
City of Peoria 419 Fulton Street, Suite 403 Peoria, IL 61602
Phone (309) 494-8642, Fax (309) 494-8650
City Council Requested: January 13, 2009
Action Requested: APPROVAL TO Enter into a contract with thE ECONOMIC DEVELOPMENT council and other regional partners for A REGIONAL RETAIL STUDY with a total contract amount of $51,855 for all regional partners and approximately $8,700 for the City of Peoria portion; and authorization for the city manager to execute the necessary documents.
Background: The Economic Development Council will be contracting with TESKA and Associates to conduct a regional retail study for the Peoria area including East Peoria, Morton, Pekin, Washington, Bartonville and, if approved by Council, the City of Peoria. This study would be of great assistance to our City as we strive to attract and retain retail development in specified areas of the City. Partnering with EDC and the other communities is an opportunity to have this quality retail study conducted at a very reasonable price and to have a customized marketing package to distribute to potential retailers identified through the study.
Nine sites are proposed for study at the total cost of $51,855. The cost would be approximately $5,800 per site if all the cities involved approve their study. The cost per site would be adjusted according to the number of communities participating. Staff would like to include the City of Peoria in this study and has identified the following areas to be considered:
1. Downtown to River Front
2. Rt. 6 – Knoxville
3. West Lake Shopping Center area
4. University and Sheridan area between Glen and Forrest Hill
These four sites would bring the City’s portion of the contract to approximately $23,200. In an effort to reduce the City’s costs on this study staff have identified private individuals interested in paying for the study to be conducted at 2 of the above sites and another individual who has agreed to pay for ½ of the cost of the study at one of the sites. Instead of paying the total cost for these 4 studies, the City’s cost would be approximately $8,700. These funds are available in the 2009 Economic Development budget.
The EDGE Retail Strategy Group solicited proposals through an RFP process and the responses were narrowed down to three companies. TESKA was selected through a presentation process to the Edge group.
The study will include a detailed report for each specific site. The report will provide:
· Detailed information regarding retail potential for the targeted development/redevelopment site
· Leakage analyses
· Customer profiles
· Recommendations of specific retailers that meet local customer demand
· Custom marketing packages for 20 targeted retailers
Financial Impact: This study would assist to City staff in efforts to attract and retain retail development. The successful attraction of retail development is an important component in increasing the City’s tax base.
Basic market research and demographic information assists developers to locate new business. New jobs will be created through the opening of these new establishments as well as jobs from the construction industry as the sites get remodeled or built from the ground up.
NEIGHBORHOOD CONCERNS: N/A
Impact if Approved: The City will enter into a contract with EDC for this retail study.
Impact if Denied:
Alternatives: N/A
EEO Certification Number: N/A
RELATIONSHIP TO THE COMPREHENSIVE PLAN: This proposed expansion assists in achieving both the vision and goals of the Comprehensive Plan as follows: Chapter 5
ECONOMICS--VISION: A HEALTHY, THRIVING ECONOMY; and GOAL: A.1. Create a favorable business climate. A1.1. Continue to identify financial incentives to attract and retain businesses.
Department Director
Craig Hullinger, ED Director
Background: The Economic Development Council will be contracting with TESKA and Associates to conduct a regional retail study for the Peoria area including East Peoria, Morton, Pekin, Washington, Bartonville and, if approved by Council, the City of Peoria. This study would be of great assistance to our City as we strive to attract and retain retail development in specified areas of the City. Partnering with EDC and the other communities is an opportunity to have this quality retail study conducted at a very reasonable price and to have a customized marketing package to distribute to potential retailers identified through the study.
Nine sites are proposed for study at the total cost of $51,855. The cost would be approximately $5,800 per site if all the cities involved approve their study. The cost per site would be adjusted according to the number of communities participating. Staff would like to include the City of Peoria in this study and has identified the following areas to be considered:
1. Downtown to River Front
2. Rt. 6 – Knoxville
3. West Lake Shopping Center area
4. University and Sheridan area between Glen and Forrest Hill
These four sites would bring the City’s portion of the contract to approximately $23,200. In an effort to reduce the City’s costs on this study staff have identified private individuals interested in paying for the study to be conducted at 2 of the above sites and another individual who has agreed to pay for ½ of the cost of the study at one of the sites. Instead of paying the total cost for these 4 studies, the City’s cost would be approximately $8,700. These funds are available in the 2009 Economic Development budget.
The EDGE Retail Strategy Group solicited proposals through an RFP process and the responses were narrowed down to three companies. TESKA was selected through a presentation process to the Edge group.
The study will include a detailed report for each specific site. The report will provide:
· Detailed information regarding retail potential for the targeted development/redevelopment site
· Leakage analyses
· Customer profiles
· Recommendations of specific retailers that meet local customer demand
· Custom marketing packages for 20 targeted retailers
Financial Impact: This study would assist to City staff in efforts to attract and retain retail development. The successful attraction of retail development is an important component in increasing the City’s tax base.
Basic market research and demographic information assists developers to locate new business. New jobs will be created through the opening of these new establishments as well as jobs from the construction industry as the sites get remodeled or built from the ground up.
NEIGHBORHOOD CONCERNS: N/A
Impact if Approved: The City will enter into a contract with EDC for this retail study.
Impact if Denied:
Alternatives: N/A
EEO Certification Number: N/A
RELATIONSHIP TO THE COMPREHENSIVE PLAN: This proposed expansion assists in achieving both the vision and goals of the Comprehensive Plan as follows: Chapter 5
ECONOMICS--VISION: A HEALTHY, THRIVING ECONOMY; and GOAL: A.1. Create a favorable business climate. A1.1. Continue to identify financial incentives to attract and retain businesses.
Department Director
Craig Hullinger, ED Director
Green Peoria
City staff have developed several plans for the consideration of the Citizens of Peoria, the Planning Commission and the Heart of Peoria Commission. All the documents are early drafts, and have not been adopted by City Council. Staff have presented the concept plans to numerous citizen groups, and the plans have been substantially revised as a result of extensive citizen input. Staff are asking for additional citizen input and Commission approval. Please send your thoughts and recommendations to Craighullinger@gmail.com
These plans can be considered for addition to the Comprehensive Plan and Heart of Peoria Plan.
These plans include:
1. Green Peoria Plan
2. Green Heart of Peoria Plan
3. River’s Edge Redevelopment Initiative
4. Green Edge
5. River Trail Drive
GREEN PEORIA / GREEN HEART OF PEORIA
The proposed Green Peoria / Green Heart of Peoria which would add "green" sustainable principles and goals to the Comprehensive Plan and Heart of Peoria Plan. Most of the principles are appropriate for the entire City and for the Heart of Peoria. These green goals include efforts to:
* Improve and Enhance our Environment
* Live Close to Downtown and the River
* Conserve Our Neighborhoods
* Encourage Sustainable Development
* Save Time and Energy - Walk to Work
Historic Peoria is an inherently "Green" City. Peoria was originally built at high density. Trips to work, shopping, and schools were made by walking or a short streetcar ride. The historic city was energy efficient.
Modern American urban development is auto oriented, with large homes on large lots distant from destinations. Modern suburban development is built at low density. Long auto trips waste a great deal of time and energy.
Our historic “Heart of Peoria has "hollowed out". Most retail has left downtown, and a great deal of near in housing has been demolished. Historic older buildings are often underutilized.
The following are potential improvements to "Green" the Heart of Peoria:
· Energy efficiency in all buildings is encouraged
· Developers are encouraged to create green housing
· Mixed use development will be emphasized
· Historic buildings will be adaptively reused
· Walk ability of the city will be encouraged
· Incentives will be employed to support improvements
· Energy efficient buildings will be required
· Sedimentation & erosion controls will be enforced
· The environment of the River's edge will be enhanced
· Bike trails & racks will be emphasized
· Transit will be maintained
· Trees and natural landscaping will be planted
· Renewable energy sources will be sought
· Recycling will be supported
· Air and water quality will be improved
More info at:
http://greenpeoria.blogspot.com
http://groups.google.com/group/green-edge
RIVER’S EDGE REDEVELOPMENT INITIATIVE
http://www.eagleviewpeoria.blogspot.com/
http://www.warehousedistrict.blogspot.com/
GREEN EDGE PLAN
The Green Edge Plan covers the area along the Illinois River from the Riverplex and Washington Street. This plan envisions a public “Green Edge” along the river from Water Street to War Memorial Drive. Over time, the existing river edge can be converted to parks, a riverfront drive, and new residential development.
Currently this area is primarily industrial with two marinas and parks. This plan proposes that the entire rivers edge become a linear park with a scenic drive connecting from Water Street north to Grand View Drive, with new homes, additional public park land, beautification of the area, and enhancement to the natural ecosystem. Staff have proposed to the property owners that they donate the flood way area along the river. This land has little value to the owners, since it cannot be built on, and is a liability.
By donating the land the owners get a tax write off and good public relations. The Park District or IDNR could own this land. Land owners are also encouraged to donate an additional 50 feet, which would be right of way for the new road. The property owners would keep the adjacent land, which could be developed as mixed use development, and which would pay for the road. This plan will likely take many years to implement, but there is interest among some of the property owners. There is also some opposition. Implementation of this plan is completely voluntary - if the property owner do not like the plan, they do not have to implement it. That is why it will probably take many years to implement.
RIVER TRAIL DRIVE PLAN
This can be described as the first phase of the Green Edge Plan, and would cover the City owned land from Spring Street south to Water Street.This plan would construct a road through the park parallel to the railroad tracks, providing access and parking to the park and attractive vistas over the Illinois River and Lake. It would also create residential property between the railroad tracks and new road, providing new housing in the Heart of Peoria. It would add security to the park, with homeowners watching the park.
To replace the approximately 7 acres used for the road and park, 7 acres of new ecosystem restoration park would be added from River sediment. This plan proposes two islands, one for wildlife habitat and one for pedestrian access. The interior lagoons would provide improved fishing and water bird habitat.
Environmental Groups have proposed two alternates to this plan. One would be to leave the park as it is presently configured. The other would be to build just the road, without the islands or housing.
If the City Council approves this plan a Request for Proposal (RFP) would be issued, and a quality developer sought to build the development.
Additional information and detailed maps can be reviewed at www.peoriaed.blogspot.com and http://www.greenpeoria.blogspot.com/
Questions or comments can be sent to Craig Hullinger at hullingerc@gmail.com.
Thank you for your review and interest.
Questions and Answers about the Green Edge Plan
The Green Edge Plan and River Trail Drive Plan is of course controversial. The use of public open space for another use will naturally develop opposition.
The following are questions and comments posed by various people, followed by my response in bold. Please feel free to ask any question or make any response, and I will respond. Please send your question or comment to Craighullinger@gmail.com. More detail is available on the plan in this blog, at http://www.greenpeoria.blogspot.com/ , and at the Economic Development Department on the 4th floor of City Hall. Please feel free to drop in and take a look at the concept plans.
______________________________________
Q. I am confused about the plan. Is it just for the river park, or all the way to Memorial Drive?
A. The River Trail Plan is just for the City owned property between the Water and Spring Street. The Green Edge Plan is for all the area between Water Street and to just north of War Memorial drive, tying back into Grand View Drive. The River Trail Drive plan could be developed rather quickly, over the next 3 to 5 years. The Green Edge Plan will take a long time, and relies on willing land owners. There are a total of nine land owners between Water Street and War Memorial Drive.
Q. Don't take my property.
We have no plans to take anyones land or home. The River Trail Drive plan is on city owned land. The Green Edge Plan is partly on privately held property, and will only happen if the owners want it to happen.
Q. This is done deal and developers have been lined up to develop our great riverfront open space.
A. It is not a done deal. If the citizens of Peoria object to this development, we will drop it and move to other redevelopment efforts. If the Planning Commission and City Council do not approve the plan, it will not go forward.
Q. Won't this proposed development take land that is currently used for open space?
A. Yes. An area east ofthe railroad tracks would be used. Approximately sixty feet would be used for residential development, and approximately forty feet would be used for the road and parking on the west side of the new road, preserving views of the lake and park.
This loss of open space would be mitigated in two ways. New park land islands would be constructed next to the park, with total land area of about 7 acres, equal to the land taken for the new housing and road. So there would be no net loss of open space.
In addition, the land was originally purchased with grants. The money received from the sale of land must be reinvested in open space at a location approved by the State of Illinois Department of Natural Resources. They have told us we cannot use the proceeds on the islands, which don't yet exist. So the loss of the approximatley 7 acres along the railroad would be replaced twice - once in the islands and again in a to be determined location.
This development does take river / lake area, though. We would be taking about 120 feet of river/lake (100 feet for the new land, and about 20 feet of water between the islands and existing shore line). The lake is about 7,500 feet wide. I don't think most people would notice a 1/75th reduction in the Lake width. And the Rivers edge would be far more interesting and ecologically diverse with the islands and intervening estuary and wetland.
________________________________
Q. There is no guarantee that the islands will be built.
A. The approval request will be made to the Planning Commission and City Council stipulating that the Islands must be part of the development.
We have verbally asked and will formally ask the Corps to build the islands if the City Council approves the development. The Corps is on record proposing to build about $20,000,000 worth of islands in the lower lake. We would simply ask them to use about $1,000,000 to build the small islands close to our river park.
Q. There is not enough room on the Riverfront for park, roads, and houses.
A. The plans for this development are on scaled aerial photographs and GIS base maps. You can see and scale how wide the remaining park will be after the development. With the addition of the islands, there is as much park land after as there was before the proposed development. And you are welcome to come into our office on the 4t floor of city hall to look at large scaled aerial photos showing the exising park and proposed development.
One way to understand it is that the existing bike path stays in place as is, until you get to the far north end near Spring Street, where it has to be relocated slightly to the south.
Q. You can't make the riverfront any better than it is.
A. The park is very nice as is. If the people prefer, it can be left as is is presently configured.
Where the current park could be improved:
The slope to the river is too steep. During construction of the islands a number of gradual approaches to the water should be developed, permitting people to walk down to and along the rivers edge. Also, the river and lake are not very bio diverse. There are too few wetlands and estuaries and too much mud.
One side of the existing park is formed by a railroad, factory, and some dilapidated buildings. After the home construction views from the bike trail will be imroved. The park does get excellent use during the day, but people are reluctant to walk there in the evening.
Q. Wy are you doing this?
To bring back the homeowners to the Heart of Peoria. We are trying to get a beautiful river trail drive, so that people in the Heart of Peoria can drive overlooking the lake, similar to the experience you get when driving on Grand View Drive.
The following are questions and comments posed by various people, followed by my response in bold. Please feel free to ask any question or make any response, and I will respond. Please send your question or comment to Craighullinger@gmail.com. More detail is available on the plan in this blog, at http://www.greenpeoria.blogspot.com/ , and at the Economic Development Department on the 4th floor of City Hall. Please feel free to drop in and take a look at the concept plans.
______________________________________
Q. I am confused about the plan. Is it just for the river park, or all the way to Memorial Drive?
A. The River Trail Plan is just for the City owned property between the Water and Spring Street. The Green Edge Plan is for all the area between Water Street and to just north of War Memorial drive, tying back into Grand View Drive. The River Trail Drive plan could be developed rather quickly, over the next 3 to 5 years. The Green Edge Plan will take a long time, and relies on willing land owners. There are a total of nine land owners between Water Street and War Memorial Drive.
Q. Don't take my property.
We have no plans to take anyones land or home. The River Trail Drive plan is on city owned land. The Green Edge Plan is partly on privately held property, and will only happen if the owners want it to happen.
Q. This is done deal and developers have been lined up to develop our great riverfront open space.
A. It is not a done deal. If the citizens of Peoria object to this development, we will drop it and move to other redevelopment efforts. If the Planning Commission and City Council do not approve the plan, it will not go forward.
Q. Won't this proposed development take land that is currently used for open space?
A. Yes. An area east ofthe railroad tracks would be used. Approximately sixty feet would be used for residential development, and approximately forty feet would be used for the road and parking on the west side of the new road, preserving views of the lake and park.
This loss of open space would be mitigated in two ways. New park land islands would be constructed next to the park, with total land area of about 7 acres, equal to the land taken for the new housing and road. So there would be no net loss of open space.
In addition, the land was originally purchased with grants. The money received from the sale of land must be reinvested in open space at a location approved by the State of Illinois Department of Natural Resources. They have told us we cannot use the proceeds on the islands, which don't yet exist. So the loss of the approximatley 7 acres along the railroad would be replaced twice - once in the islands and again in a to be determined location.
This development does take river / lake area, though. We would be taking about 120 feet of river/lake (100 feet for the new land, and about 20 feet of water between the islands and existing shore line). The lake is about 7,500 feet wide. I don't think most people would notice a 1/75th reduction in the Lake width. And the Rivers edge would be far more interesting and ecologically diverse with the islands and intervening estuary and wetland.
________________________________
Q. There is no guarantee that the islands will be built.
A. The approval request will be made to the Planning Commission and City Council stipulating that the Islands must be part of the development.
We have verbally asked and will formally ask the Corps to build the islands if the City Council approves the development. The Corps is on record proposing to build about $20,000,000 worth of islands in the lower lake. We would simply ask them to use about $1,000,000 to build the small islands close to our river park.
Q. There is not enough room on the Riverfront for park, roads, and houses.
A. The plans for this development are on scaled aerial photographs and GIS base maps. You can see and scale how wide the remaining park will be after the development. With the addition of the islands, there is as much park land after as there was before the proposed development. And you are welcome to come into our office on the 4t floor of city hall to look at large scaled aerial photos showing the exising park and proposed development.
One way to understand it is that the existing bike path stays in place as is, until you get to the far north end near Spring Street, where it has to be relocated slightly to the south.
Q. You can't make the riverfront any better than it is.
A. The park is very nice as is. If the people prefer, it can be left as is is presently configured.
Where the current park could be improved:
The slope to the river is too steep. During construction of the islands a number of gradual approaches to the water should be developed, permitting people to walk down to and along the rivers edge. Also, the river and lake are not very bio diverse. There are too few wetlands and estuaries and too much mud.
One side of the existing park is formed by a railroad, factory, and some dilapidated buildings. After the home construction views from the bike trail will be imroved. The park does get excellent use during the day, but people are reluctant to walk there in the evening.
Q. Wy are you doing this?
To bring back the homeowners to the Heart of Peoria. We are trying to get a beautiful river trail drive, so that people in the Heart of Peoria can drive overlooking the lake, similar to the experience you get when driving on Grand View Drive.
Bringing people back into the central city revitalizes the City. And providing more people an opportunity to view and enjoy the lake is a great positive.
Grand View Drive provides a beautiful view of the lake and park. The plan for Grand View Drive is the same as that proposed for the area between downtown and War Memorial Drive - Lake, Park, scenic drive, and housing.
The biggest natural amenity for Peoria is the beautiful river, lake, wooded bluffs and ravines. But there are few places in the Heart of Peoria to view the lake. This plan would create a beautiful drive overlooking the river and lake for all the people to enjoy.
Q . The islands will wash away
Good engineers can certainly construct an island that will not erode. And good environmentalists can properly design and seed the islands and wetlands to promote biodiversity and improve habitat.
Q. You should not use sediment to create the islands - takes up flood plain.
Any action must be approved by the Corps of Engineers and IDNR and our own excellent Public Works and Planning staff. The tiny islands (7 acres) would be placed in the over 2,500 acre lower lake, creating a minimal impact. But if this is a concern, material from the estuary across the river could be used. This material is already above the normal water level, so moving it across the river would have no impact.
Q. No one will build nice homes next to a railroad track and public housing.
If you are correct, the development will not happen.
Q. No one wants to live in the old part of the City anymore. Too much crime and deterioration.
If all developers agree with you, then you have nothing to fear - the development will not happen.
Q. This is a pipe dream, and will never happen. The City is always changing its plans.
I hope you are incorrect. Time will tell. In any event, it will take a very long time to develop the entire Green edge. But if it is developed, Peoria will have a great River park running all the way from War Memorial Drive south to downtown, with a beautiful scenic drive connecting downtown to Grand View Drive.
Q. What happens next?
We will present the proposal to the Planning Commission at 1:30 pm on Wed Feb 20, 2008 at City Hall on the floor. You are welcome to attend and voice your concerns. It then proceeds to the City Council. If they turn it down, then we drop it and move on to other efforts. If they approve it, we would issue an RFP (Request for Proposal), and look for a quality developer. We would ask the Corps to design and construct the islands.
Please send any more questions or comments to Craighullinger@gmail.com, and I will respond. Thank you for your consideration.
Strategy
ECONOMIC DEVELOPMENT STRATEGY
2009
Introduction
This Strategy is consistent with the City Comprehensive Plan,
The purpose of this Strategy is to provide direction for the City of Peoria Economic Development Department in their efforts to promote economic growth, increase the diversity of the economic base, provide good wages for Peoria’s citizens, and assist the City in recovering from the current recession.
Past Strategies and Plans
The Comprehensive Plan focuses economic development efforts on office, commercial and industrial redevelopment. Redevelopment efforts began with projects in downtown neighborhoods and in development of the underutilized waterfront property. The City developed an aggressive program to renew and revitalize the older portions of the City near and south of downtown.
The City has been engaged for the past two years in the renewal of the City Comprehensive Plan. The City has conducted extensive citizen participation as part of this process, conducting numerous focus groups and surveys. The Economic Development Council for Central Illinois has also developed a wide range of strategies to lead economic development. This strategy is consistent with and builds on those efforts.
Previous studies included improvements to the Southern Gateway of the City, the redevelopment of Renaissance Park, the, Riverfront, Downtown, the Warehouse District, and the Heart of Peoria. Each one of the ten Tax Increment Financing (TIF) Districts also includes a redevelopment plan.
Strategy Task Force
In 2009 a task force of key economic development staff from the City, County, EDC and consultants met to briefly evaluate past accomplishments. The continuing national and local recession has created a need to review and reassess past strategies. The team reviewed strategy and proposed needed changes.
Key Findings▪ City efforts were succeeding despite the national recession
▪ The City is concerned about lost jobs and investment
▪ The training of our workforce is vital
▪ Improvements to the performance of our Schools are required
▪ More shovel ready industrial sites are needed
▪ The City core must be a vibrant civic, cultural and living environment
▪ Peoria continues to lose middle income residents
▪ Parts of the inner city continue to decline
Post Recession Economy Challenges:▪ Competition for business will increase
▪ The USA will continue to lose unskilled jobs
▪ Business retention will become more difficult
▪ Globalization will provide challenges / opportunities
▪ Business will become more high tech and white collar
Strategy This strategy continues the efforts of previous plans and strategies, further refining existing programs, and improving our implementation strategy. It incorporates citizen input that was part of the comprehensive planning process and addresses negative trends that were identified in the development of the Comprehensive Plan. It adds some additional strategies which create a cohesive comprehensive economic development approach combining current programs with a vision for future opportunities. The strategy also incorporates current trends appropriate for Peoria in the development of business and industry.
Economic Development Goals▪
Retain and Expand Existing Businesses
▪ Nurture and Grow New Businesses
▪ Revitalize the Heart of Peoria
▪ Increase Sustainable Development and “Green” Technology
▪ Attract New investment and Business
▪ Create a Positive Image of the City
▪ Increase the Diversity of the Economic Base
▪ Provide Solid Jobs at Good Wages
Retain and Expand Existing Businesses
Keep what you have. Grow what you have. These two statements are a key for a successful economic development strategy and program. Too many economic development departments spend most of their time seeking new companies. Success begins with working to keep your existing business owners’ satisfied with their city, and then helping them succeed and expand.
The City operates a dynamic Business Retention Program (PBI). Staff calls and meets with businesses in the community to better understand businesses and to determine if there are any concerns with City services or ordinances. Staff then works with the business toward a resolution of those concerns. This is also an excellent opportunity to inform business owners of city programs and incentives to help business expand in the City. It further advises staff of what the business community thinks, and lets staff know if changes are needed in City programs or services. This program will be continued and improved.
The City also must continue to nurture relationships with its major employers. In this day and age when industry is often not led by local CEO’s, it continues to be important that the CEO of the City, its Mayor, be on a first name and relationship basis with the CEO’s of major industry. The recent move by Boeing from its long time Seattle headquarters, because among other items, its dissatisfaction with its treatment by the community highlights the need for this effort. Attention should be paid to the industrial and medical sectors of the City. This would be an effort supported the Economic Development Department and City Manager, but led by the Mayor with participation from other elected officials.
Nurture and Grow Start-Up Businesses
The City nurtures new and expanding businesses. Such efforts as the Peoria Next Innovation Center and Enterprise Zone as well as other incentives help to create new jobs from existing talent within the community. The City will continue to move as it has recently done to capture the results of its nurturing efforts by locating new business or industries in the City. The City should not support developmental efforts of business only to lose production facilities and active business as they enter the market. This will require all of the above strategies to work as well as creative thought to make incentives work.
The City will also use Bradley University programs and the incubator as precursors for these efforts as well as discussions surrounding retirees and spin-offs from existing industries. What can the City do to support developing businesses, especially job producing businesses and industries that will be leaders in the new economy? The City should create an environment where it hears about new business creation opportunities. It should also try to capture the ensuing business or industry when providing incentives for development of the business or industries.
Revitalize the Heart of Peoria
The City of Peoria continues to lose middle income residents. There are many reasons that can be sited for that trend. One is the international change in industrial production and the corresponding reduction in the need for semi and low skilled labor in the United States and the mid West specifically. Second, there was and continues to be a reduction in workers due to productivity improvements. Finally, workers have left as industries have relocated or closed.
These trends have resulted in a loss of workers and the overstock of moderate income housing they once occupied; suppressing home values. Homes in older neighborhoods have not gained substantially in value, making middle income residents reluctant to purchase older homes in traditional middle income older neighborhoods. Instead, they choose newer housing both in and unfortunately, many times outside of the City. Discussions about crime have also lead to a fear of older neighborhoods. Finally, there are few alternatives for young professional and new empty nesters that prefer urban lifestyles.
The City completed quality plans for the redevelopment of the Heart of Peoria, Renaissance Park, and the Warehouse District. This Strategy follows and expands the goals developed in those plans.
The following strategies will be continued to resolve this problem.
▪ Continue to seek companies providing jobs with good wages in strategies further developed in other sections of this Strategy.
▪ Continue and expand upon marketing the first time home buyer incentives. This incentive should regularly be promoted with young professional and first time home buyers. These residents tend to be less fearful of crime and the incentive will help overcome concerns about property values. Because of fears of falling property values, the program might be enhanced to include all buyers in troubled neighborhoods to shore up pricing values and to maintain and reintroduce middle income buyers to these neighborhoods. As values increase in these neighborhoods, the need for the program is reduced and it can be phased out. An increase in housing values in these homes will also help to pay for the program.
▪ Enhance Quality of Life programs. Efforts should be made to promote recreational and arts programs within the City. Current cable and public television promotions are not enough. The City should consider a yearly calendar of events which is then produced as a promotion item for both the Economic Development Department and the City as a whole. This could be updated monthly.
▪ Improve and implement the Artist Relocation Program that encourages artists to locate their homes, studios, and shops in older neighborhoods.
▪ Continue the incentive program to support the purchase and rehabilitation of older homes and investigate new programs. Older homes inherently have additional maintenance costs. The City could recognize these maintenance costs in a program that promotes the purchase of older and historic homes through tax credits. As values increase in these neighborhoods, the need for the program is reduced and it can be phased out. This tax credit could encourage the maintenance and upkeep of single family historic homes. An increase in housing values in these homes will also help to pay for the program. Criteria would be necessary to target this program.
▪ Working with other departments the Economic Development Department should identify land which could be purchased and cleared. Although there is a small budget for this, if done correctly, land banking could allow for additional new housing and commercial developments in redevelopment areas. The continued implementation of the Warehouse, Renaissance Park, and River trail Drive developments are examples of areas where this strategy could be successful. Additional housing alternatives in the downtown area are an attraction to the young and new workforce members as well as those seeking to downsize their homes.
▪ Celebrate and ballyhoo the recent passage of the referendum for the museum. http://buildtheblock.com/ This is a major development. Passage of a referendum during an economic downturn where referenda for basic items as education and infrastructure failed across the State is a major accomplishment. This should be recognized as a symbol of the City’s support of and recognition of the importance of arts, culture and recreation.
▪ Continue marketing and improving Renaissance Park, Warehouse, and River Trail Drive areas to attract homebuyers back to the inner city.
Increase Sustainable Development and “Green” Technology” TechnologyThe Environmental movement is now fully part of American and World thinking. Almost everyone agrees that we should improve our air and water quality, and use less energy. Local governments are becoming leaders in efforts to enhance Sustainability and implement Green Technology.
The City of Peoria has created a Commission on Sustainability and Green Technology. This Commission is charged with “greening” our City. The following are items the Commission has identified for implementation:
▪ Promote more efficient buildings
▪ Use passive solar orientation of buildings
▪ Encourage solar and wind energy systems
▪ Use recycled material in buildings
▪ Update City / County codes to permit and encourage “green” development
▪ Recycle building material waste
▪ Revisit development requirements, minimizing pavement widths and cost
▪ Encourage rain harvesting & irrigation
▪ Support the development of the local production of “green” technology equipment
▪ Support the use of natural landscaping
▪ Employ green roofs
▪ Incorporate bikeways and pedestrian paths into new and older developments
▪ Design wetlands, drainage systems, retention and bio swales into parks
▪ Improve City and County staff knowledge of “green” techniques
▪ Support quality construction for long lived buildings
▪ Encourage mixed use development
▪ Support walk to work programs
▪ Encourage development that supports transit
▪ Support efforts to redevelop older communities
▪ Permit Live / Work Space development
▪ Support natural open space and parks
▪ Use open surface natural drainage where feasible
▪ Require street trees
▪ Encourage the use of geothermal energy
▪ Support recycling
Attract New Investment and Business
Attracting new investment and business to the City is a vital function. Some businesses will fail or move to overseas locations. New investment and new businesses must be sought to replace lost business and jobs, and to further grow our economy.
The City works closely with the regional Economic Development Council (EDC) and with the State Department of Commerce and Economic Opportunity (DCEO) on an aggressive attraction program. The City has professionally prepared brochures, an active electronic marketing program, and attends national business development conventions. Working with the State and EDC, the City responds to RFP’s from a variety of business interested in moving into the Midwest. The City also reaches out to a variety of businesses with direct mail, and initiates contacts with business that the city council or staff believes may fit the City.
The City works with developers to provide affordable land, to make the development process seamless and to find incentives that will make this City more competitive in today’s market.
Create a Positive Image of the City
Some citizens feel that Peoria has a negative image or they feel negatively toward the City. Rather than help promote the success of the City, these citizens inadvertently work to the City’s worst interest. It is important that the City promote itself internally. The City must work to instill pride in its citizens and staff.
Likewise, the City must continue to promote itself externally. These efforts can be combined through regional efforts that showcase the metropolitan area. The City will continue to work with the EDC and others to showcase our City and region at various national events such as the International Shopping Center Conferences. We will cooperate in joint advertising in appropriate real estate magazines and in the development of promotional materials.
The City has developed its own promotional materials and has a wide selection of materials available through E-Resources (Electronic Information on the Internet). The City should continue to use written materials and continue its efforts with E-Resources. The City has aggressively moved to provide very frequent E-updates of information about the City’s economic development opportunities. Currently, much of the City’s Economic Development information is published at:
http://peoria.blog.com/
The City will continue its E-Resource efforts, updating and improving them over time. The City will continue its wide use of Web Sites, Blogs, LinkedIn, Facebook, and Twitter to market the City.
Increase the Diversity of the Economic Base
Peoria was and still is a major manufacturing City, but during the past ten years the City has diversified with professional and medical services increasing dramatically.
The City will continue to encourage the diversification of the City economic base. High tech, medical, and “green” technology businesses are opening and expanding, and the City will support this encouraging trend.
Provide Solid Jobs at Good Wages
The recent national recession has reached Peoria, and unemployment reached new highs in 2009. A major effort of this strategy must be to help restore our businesses and increase jobs, wages and income. To achieve that end we must:
Create New Industrial Parks
The need for a diversification of the economic base with its accompanying increase in good wage jobs is an ongoing theme for all economic development programs. Peoria finds itself at a competitive disadvantage with neighboring communities. Surrounding communities are prepared with low cost improved land ready for industry. Peoria does not have these sites and parks.
Peoria currently lacks land ready for industrial development. Industrial redevelopment sites are available, but are not readily marketable even with incentives. Small redevelopment sites are available, but no improved land has been set aside for industrial purposes. When opportunities are available, either they bypass the City or the City scrambles to accommodate them. The City should work on a strategy to develop an industrial park that provides improved land at competitive prices
Improve the School System
There have been many references to the need for improved schools in comments by residents, professionals and elected officials. While the continued improvement and provision of a quality education are laudable goals, they are ones which can have only one response by the City’s economic development program. If economic development programs result in an increase the City’s tax base within the School District’s boundaries, then the decreasing tax base and ongoing funding problems of the school system will diminish. However, to improve the tax base, it must be recognized that there is a need for the City and School District to collaborate on targeted incentives that result in a long term viable tax base for the City and its other taxing districts.
Continue County, Regional, State and National Participation
Working with other groups, learning from others mistakes and understanding new programs are all benefits for working outside the City. The City should continue its ongoing participation with other groups to nurture, refine and enhance economic development
In addition, the City should use these groups to refine and enhance its economic development incentives themselves. Most knowledge of “best practices” for programs and incentives comes from associations with these groups. To know what is on the horizon and appropriately make it part of its program and incentive arsenal makes the City competitive in economic development. Participation in these groups allows the City to stay on top of, improve, and evaluate its program and incentive arsenal.
Finally, participation in these groups helps educate staff. This education helps to make the staff more professional in their interactions within and out of the City. It improves the caliber of the City’s economic development efforts.
Embrace the Future
It has already been noted that the City should embrace the future by nurturing businesses that are going to create the jobs base for the future. The City should also embrace new technical programs that have the opportunity to result in long term job viability for the City. Such items as sustainability and new technologies are musts in this endeavor. Support of sustainability means more efficient businesses which are more likely to thrive. These efforts should continue in concert with Bradley University, Illinois Central College, the medical base as well as other industries and businesses in the City.
Continue and Refine Existing Urban Redevelopment Programs
While these are the last strategies listed, as they are not new endeavors; they are the most important strategies. They combine with many of the above strategies and are key to the future success of the City. These programs and their current status and the next key steps in their implementation are identified below.
Conclusions
Trend is not destiny. The current recession demands that the City work hard to improve our economy. This Strategy is dynamic, and must be frequently reviewed and revised as necessary. The City will follow this strategy, and revitalize our City and our economy.
Following this strategy will promote economic growth, increase the diversity of the economic base, provide good wages for Peoria’s citizens, and assist the City in recovering from the current recession.
Past Strategies and Plans
The Comprehensive Plan focuses economic development efforts on office, commercial and industrial redevelopment. Redevelopment efforts began with projects in downtown neighborhoods and in development of the underutilized waterfront property. The City developed an aggressive program to renew and revitalize the older portions of the City near and south of downtown.
The City has been engaged for the past two years in the renewal of the City Comprehensive Plan. The City has conducted extensive citizen participation as part of this process, conducting numerous focus groups and surveys. The Economic Development Council for Central Illinois has also developed a wide range of strategies to lead economic development. This strategy is consistent with and builds on those efforts.
Previous studies included improvements to the Southern Gateway of the City, the redevelopment of Renaissance Park, the, Riverfront, Downtown, the Warehouse District, and the Heart of Peoria. Each one of the ten Tax Increment Financing (TIF) Districts also includes a redevelopment plan.
Strategy Task Force
In 2009 a task force of key economic development staff from the City, County, EDC and consultants met to briefly evaluate past accomplishments. The continuing national and local recession has created a need to review and reassess past strategies. The team reviewed strategy and proposed needed changes.
Key Findings
· City efforts were succeeding despite the national recession
· The City is concerned about lost jobs and investment
· The training of our workforce is vital
· Improvements to the performance of our Schools are required
· More shovel ready industrial sites are needed
· The City core must be a vibrant civic, cultural and living environment
· Peoria continues to lose middle income residents
· Parts of the inner city continue to decline
Post Recession Economy Challenges:
· Competition for business will increase
· The USA will continue to lose unskilled jobs
· Business retention will become more difficult
· Globalization will provide challenges / opportunities
· Business will become more high tech and white collar
Strategy
This strategy continues the efforts of previous plans and strategies, further refining existing programs, and improving our implementation strategy. It incorporates citizen input that was part of the comprehensive planning process and addresses negative trends that were identified in the development of the Comprehensive Plan. It adds some additional strategies which create a cohesive comprehensive economic development approach combining current programs with a vision for future opportunities. The strategy also incorporates current trends appropriate for Peoria in the development of business and industry.
Economic Development Goals
· Retain and Expand Existing Businesses
· Nurture and Grow New Businesses
· Attract New investment and Business
· Create a Positive Image of the City
· Increase the Diversity of the Economic Base
· Rebuild the Heart of Peoria
· Increase Sustainable Development and “Green” Technology
· Provide Solid Jobs at Good Wages
Retain and Expand Existing Businesses
Keep what you have. Grow what you have. These two statements are a key for a successful economic development strategy and program. Too many economic development departments spend their time seeking new companies. Success begins with working to keep your existing business owners’ satisfied with their city, and then helping them expand.
The City operates a dynamic Business Retention Program (PBI). Staff calls and meets with businesses in the community to better understand businesses and to determine if there are any concerns with City services or ordinances. Staff then works with the business toward a resolution of those concerns. This is also an excellent opportunity to inform business owners of city programs and incentives to help business expand in the City. It further advises staff of what the business community thinks, and lets staff know if changes are needed in City programs or services. This program will be continued and improved.
The City also must continue to nurture relationships with its major employers. In this day and age when industry is no longer led by local CEO’s, it continues to be important that the CEO of the City, its Mayor, be on a first name and relationship basis with the CEO’s of major industry. The recent move by Boeing from its long time Seattle headquarters, because among other items, its dissatisfaction with its treatment by the community, highlights the need for this effort. Attention should be paid to the industrial and medical sectors of the City. This would be an effort supported the Economic Development Department and City Manager, but led by the Mayor with participation from other elected officials.
Nurture and Grow Start-Up Businesses
The City nurtures new and expanding businesses. Such efforts as the Peoria Next Innovation Center and Enterprise Zone as well as other incentives help to create new jobs from existing talent within the community. The City will continue to move as it has recently done to capture the results of its nurturing efforts by locating new business or industries in the City. The City should not support developmental efforts of business only to lose production facilities and active business as they enter the market. This will require all of the above strategies to work as well as creative thought to make incentives work.
The City will also use Bradley University programs and the incubator as precursors for these efforts as well as discussions surrounding retirees and spin-offs from existing industries. What can the City do to support developing businesses, especially job producing businesses and industries that will be leaders in the new economy? The City should create an environment where it hears about new business creation opportunities. It should also try to capture the ensuing business or industry when providing incentives for development of the business or industries.
Attract New Investment and Business
Attracting new investment and business to the City is a vital function. Some businesses will fail or move to overseas locations. New investment and new businesses must be sought to replace lost business and jobs, and to further grow our economy.
The City works closely with the regional EDC and with the State DCEO on an aggressive attraction program. The City has professionally prepared brochures, an active electronic marketing program, and attends national business development conventions. Working with the State and EDC, the City responds to RFP’s from a variety of business interested in moving into the Midwest. The City also reaches out to a variety of businesses with direct mail, and initiates contacts with business that staff or the Council believes may fit the City.
The City works with developers to provide affordable land, to make the development process seamless and to find incentives that will make this City more competitive in today’s market.
Create a Positive Image of the City
Some citizens feel that Peoria has a negative image or they feel negatively toward the City. Rather than help promote the success of the City, these citizens inadvertently work to the City’s worst interest. It is important that the City promote itself internally. The City must work to instill pride in its citizens and staff.
Likewise, the City must continue to promote itself externally. These efforts can be combined through regional efforts that showcase the metropolitan area. The City will continue to work with the EDC and others to showcase our City and region at various national events such as the International Shopping Center Conferences. We will cooperate in joint advertising in appropriate real estate magazines and in the development of promotional materials.
The City has developed its own promotional materials and has a wide selection of materials available through E-Resources (Electronic Information on the Internet). The City should continue to use written materials and continue its efforts with E-Resources. The City has aggressively moved to provide very frequent E-updates of information about the City’s economic development opportunities. Currently, much of the City’s Economic Development information is published at: http://peoria.blog.com/ The City will continue its E-Resource efforts, updating and improving them over time. The City will continue its wide use of Web Sites, Blogs, LinkedIn, Facebook, and Twitter to market the City.
Increase the Diversity of the Economic Base
Peoria was and still is a major manufacturing City, but during the past ten years the City has diversified with professional and medical services increasing dramatically.
The City will continue to encourage the diversification of the City economic base. High tech, medical, and “green” technology businesses are opening and expanding, and the City will support this encouraging trend.
Rebuild the Heart of Peoria
The City of Peoria continues to lose middle income residents. There are many reasons that can be sited for that trend. One is the international change in industrial production and the corresponding reduction in the need for semi and low skilled labor in the United States and the mid West specifically. Second, there was and continues to be a reduction in workers due to productivity improvements. Finally, workers have left as industries have relocated or closed.
These trends have resulted in a loss of workers and the overstock of moderate income housing they once occupied; artificially suppressing home values. Homes in older neighborhoods have not gained in value, making middle income residents reluctant to purchase older homes in traditional middle income older neighborhoods. Instead, they choose newer housing both in and unfortunately, many times outside of the City. Discussions about crime have also lead to a fear of older neighborhoods. Finally, there are few alternatives for young professional and new empty nesters who prefer urban lifestyles.
The City completed quality plans for the redevelopment of the Heart of Peoria, Renaissance Park, and the Warehouse District. This Strategy follows and expands the goals developed in those plans.
The following strategies will be continued to resolve this problem.
· Continue to seek jobs with good wages in job development strategies further developed in other sections of this Strategy.
· Continue and expand upon marketing the first time home buyer incentives. This incentive should regularly be promoted with young professional and first time home buyers. These residents tend to be less fearful of crime and the incentive will help overcome concerns about property values. Because of fears of falling property values, the program might be enhanced to include all buyers in troubled neighborhoods to shore up pricing values and to maintain and reintroduce middle income buyers to these neighborhoods. As values increase in these neighborhoods, the need for the program is reduced and it can be phased out. An increase in housing values in these homes will also help to pay for the program.
· Enhance Quality of Life programs. Efforts should be made to promote all recreational and arts programs within the City. Current cable and public television promotions are not enough. The City should consider a yearly calendar of events which is then produced as a promotion item for both the Economic Development Department and the City as a whole. This could be updated monthly.
· Improve and implement the Artist Relocation Program that encourages artists to locate their homes, studios, and shops in older neighborhoods.
· Continue the incentive program to support the purchase and rehabilitation of older homes and investigate new programs. Older homes inherently have additional maintenance costs. The City could recognize these maintenance costs in a program that promotes the purchase of older and historic homes through tax credits. As values increase in these neighborhoods, the need for the program is reduced and it can be phased out. This tax credit could encourage the maintenance and upkeep of single family historic homes. An increase in housing values in these homes will also help to pay for the program. Criteria would be necessary to target this program. Working with other departments the Economic Development Department should identify land which could be purchased and cleared. Although there is a small budget for this, if done correctly, land banking could allow for additional new housing and commercial developments in redevelopment areas. The continued implementation of the Warehouse, Renaissance Park, and River trail Drive developments are examples of areas where this strategy could be successful. Additional housing alternatives in the downtown area are an attraction to the young and new workforce members as well as those seeking to downsize and down responsibility related to housing.
· Celebrate and ballyhoo the recent passage of the referendum for the museum. http://buildtheblock.com/ This is a major development. Passage of a referendum during an economic downturn where referenda for basic items as education and infrastructure failed across the State is a major accomplishment. This should be recognized as a symbol of the City’s support of and recognition of the importance of arts, culture and recreation.
· Continue marketing and improving Renaissance Park, Warehouse, and River Trail Drive areas to attract homebuyers back to the inner city.
Increase Sustainable Development and “Green” Technology
The Environmental movement is now fully part of American and World thinking. Almost everyone agrees that we should improve our air and water quality, and use less energy. Local governments are becoming leaders in efforts to enhance Sustainability and implement Green Technology.
The City of Peoria has created a Commission on Sustainability and Green Technology. This Commission is charged with “greening” our City. The following are items the Commission has identified for implementation:
· Promote more efficient buildings
· Use passive solar orientation of buildings
· Encourage solar and wind energy systems
· Use recycled material in buildings
· Recycle building material waste
· Encourage rain harvesting & irrigation
· Support the use of natural landscaping
· Employ green roofs
· Improve City and County staff knowledge of “green” techniques
· Support quality construction for long lived buildings
· Encourage mixed use development
· Support walk to work programs
· Encourage development that supports transit
· Support efforts to redevelop older communities
· Permit Live / Work Space development
· Support natural open space and parks
· Design wetlands, drainage systems, retention and bio swales into parks
· Use open surface natural drainage where feasible
· Require street trees
· Encourage the use of geothermal energy
· Revisit development requirements, minimizing pavement widths and cost
· Update City / County codes to permit and encourage “green” development
· Support the development of the local production of “green” technology equipment
· Incorporate bikeways and pedestrian paths into new and older developments
· Support recycling
Provide Solid Jobs at Good Wages
The recent national recession has reached Peoria, and unemployment reached 9% in early 2009. A major effort of this strategy must be to help restore our businesses and increase jobs, wages and income. To achieve that end we must:
Create New Industrial Parks
The need for a diversification of the economic base with its accompanying increase in good wage jobs is an ongoing theme for all economic development programs. Peoria finds itself at a competitive disadvantage with neighboring communities. Surrounding communities are prepared with low cost improved land ready for industry. Peoria does not have these sites and parks.
Peoria currently lacks land ready for industrial development. Industrial redevelopment sites are available, but are not readily marketable even with incentives. Small redevelopment sites are available, but no improved land has been set aside for industrial purposes. When opportunities are available, either they bypass the City or the City scrambles to accommodate them. The City should work on a strategy to develop an industrial park that provides improved land at competitive prices.
Improve the School System
There have been many references to the need for improved schools in comments by residents, professionals and elected officials. While the continued improvement and provision of a quality education are laudable goals, they are ones which can have only one response by the City’s economic development program. If economic development programs result in an increase the City’s tax base within the School District’s boundaries, then the decreasing tax base and ongoing funding problems of the school system will diminish. However, to create the tax base, it must be recognized that there is a need for the City and School District to collaborate on targeted incentives that result in a long term viable tax base for the City and its other taxing districts.
Continue County, Regional, State and National Participation
Working with other groups, learning from others mistakes and understanding new programs are all benefits for working outside the City. The City should continue its ongoing participation with other groups to nurture, refine and enhance economic development
In addition, the City should use these groups to refine and enhance its economic development incentives themselves. Most knowledge of “best practices” for programs and incentives comes from associations with these groups. To know what is on the horizon and appropriately make it part of its program and incentive arsenal makes the City competitive in economic development. Participation in these groups allows the City to stay on top of, improve, and evaluate its program and incentive arsenal.
Finally, participation in these groups helps educate staff. This education helps to make the staff more professional in their interactions within and out of the City. It improves the caliber of the City’s economic development efforts.
Embrace the Future
It has already been noted that the City should embrace the future by nurturing businesses that are going to create the jobs base for the future. The City should also embrace new technical programs that have the opportunity to result in long term job viability for the City. Such items as sustainability and new technologies are musts in this endeavor. Support of sustainability means more efficient businesses which are more likely to thrive. These efforts should continue in concert with Bradley University, Illinois Central College, the medical base as well as other industries and businesses in the City.
Continue and Refine Existing Urban Redevelopment Programs
While these are the last strategies listed, as they are not new endeavors; they are the most important strategies. They combine with many of the above strategies and are key to the future success of the City. These programs and their current status and the next key steps in their implementation are identified below.
Conclusions
Trend is not destiny. The current recession demands that the City work hard to improve our economy. This Strategy is dynamic, and must be frequently reviewed and revised as necessary. The City will follow this strategy, and revitalize our City and our economy.
Following this strategy will promote economic growth, increase the diversity of the economic base, provide good wages for Peoria’s citizens, and assist the City in recovering from the current recession.