envision youngsville

ENVISION YOUNGSVILLE – FINAL REPORT

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ENVISION YOUNGSVILLE

“Just because something has always been this way doesn’t mean it should stay that way. Growth and prosperity can be achieved, while still retaining the small town charm.”

Quote from community survey


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EXECUTIVE SUMMARY

The Town of Youngsville faces many challenges to accomplish the goal of revitalizing its downtown, which are outlined in this report.

These include the following:

There is a high vacancy rate, and many buildings are in poor condition. (See “Downtown Business/Economic Development”,

beginning on page 9.)

Pedestrian accessibility is uneven along Main Street, and bicycle safety is a concern. (See “Pedestrian/Bicycle Accessibility”,

beginning on page 10.)

Traffic is significant and potentially counterproductive to revitalization efforts. (See “Traffic”, beginning on page 11.)

A unified design and public amenities are lacking along Main Street. (see “Streetscaping”, beginning on page 13.)

While these challenges may appear daunting, the report’s authors found a lot to suggest that the town is in a good position to focus

on downtown revitalization.

There was significant enthusiasm for the idea among town residents (both long-time residents and newer ones), as

expressed at the “Envision Youngsville” community meeting and through one-on-one interviews.

The town’s needs are on the radar of a number of regional government agencies, charged with helping the area with its

planning needs. The Capital Area Metropolitan Planning Organization (CAMPO), for example, is in the process of working on

design concepts to improve traffic conditions in downtown.

The town itself has hired a part-time professional planner, who is helping the town both update neglected ordinances and

develop a long-range plan, of which downtown will be a part.

Vital to the success of downtown revitalization will be a strong organizing body, to coordinate myriad interests, to prioritize project

goals, and to move the project forward. The organizing body is to be made up of community members representing a diverse cross

section of the community, who can leverage diverse skills as well as provide diverse perspectives to the revitalization effort.

Priority recommendations are made for short-term and achievable steps, related to the coordination of existing efforts, to

the development of the organizing body, and to continuing to engage the community at large in the effort (page 14).

A template for a suggested action plan, with long-term steps, is also provided (page 17).


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Table of Contents INTRODUCTION AND ACKNOWLEDGEMENTS ............................................................................................................................................................... 4

STUDY TEAM BACKGROUND .......................................................................................................................................................................................... 5

PROCESS ......................................................................................................................................................................................................................... 6

SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Downtown Youngsville .......................................................................................... 7

GOALS AND KEY ISSUES ................................................................................................................................................................................................. 9

Downtown Business/Economic Development ........................................................................................................................................................... 9

Pedestrian/Bicycle Accessibility ............................................................................................................................................................................... 10

Traffic ....................................................................................................................................................................................................................... 11

Streetscaping ........................................................................................................................................................................................................... 13

NEXT STEPS .................................................................................................................................................................................................................. 14

Priority Recommendations ...................................................................................................................................................................................... 14

Suggested Action Plan .............................................................................................................................................................................................. 17

APPENDIX ..................................................................................................................................................................................................................... 21

A - STREETSCAPE BEST PRACTICES ........................................................................................................................................................................... 21

B - LIST OF POTENTIAL RESOURCES ......................................................................................................................................................................... 26

C - LIST OF THOSE INTERVIEWED FOR THIS REPORT ............................................................................................................................................... 29

D - COMMUNITY FEEDBACK ..................................................................................................................................................................................... 30

E - COMMUNITY SURVEY ......................................................................................................................................................................................... 33

F - MAP OF DOWNTOWN PROPERTIES, WITH VACANCIES (AS OF JULY, 2013) ....................................................................................................... 39

G - YOUNGSVILLE AREA RING REPORT ANALYSIS .................................................................................................................................................... 41

H - INFLOW/OUTFLOW DEMOGRAPHIC ANALYSIS .................................................................................................................................................. 47

I - YOUNGSVILLE TRAFFIC COUNT ............................................................................................................................................................................ 48


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INTRODUCTION AND ACKNOWLEDGEMENTS

The Town of Youngsville engaged two graduate students, Eric Breit and Robert Looysen, to develop a plan for the revitalization of its downtown. The work took place over a two month period, in June and July, 2013. Downtown, as define for this work, was the .3 mile length of Main Street, between College Street and Cross Street in Youngsville, North Carolina. The town requested the students (study team) to do the following:

fact finding for viable businesses and strategy for downtown revitalization;

develop model for downtown improvement;

prioritize choices, as related to impact, cost, and risk;

survey community;

recommend strategies;

develop action plan, with implementation dates and resource allocation; and

identify sources of funds to implement plan. The purpose of this document is to help provide and prioritize development plans for Downtown Youngsville, through a summary of the findings during the project, along with a suggested set of action steps. The study team would like to thank the following for their support of this project. Without their significant involvement, commitment of time, and words of advice, this work would not have been possible.

Cat Redd, Commissioner, Town of Youngsville

Richie Duncan, Existing Industry Coordinator, Franklin County

Bill Tatum, Manager, Town of Youngsville The study team would also like to thank all of the residents and business owners of Youngsville whose have taken the time to provide their insights about the town.


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STUDY TEAM BACKGROUND

Eric Breit is a graduate student, pursuing a Master’s of City and Regional Planning from the University of North Carolina at Chapel Hill. Prior to graduate school, Eric worked for twelve years in community development and nonprofit management. From 1999 to 2006, he was program manager for the Nonprofit Finance Fund, a national community development financial institution, based in New York City. From 2006 to 2011, he was development director for Housing for New Hope, a homeless service provider and housing developer serving Durham and Orange Counties.

Robert Looysen is a graduate student pursuing a Master’s of Business and Administration from North Carolina State University. Prior to graduate school Robert worked in the biotechnology industry in manufacturing at GlaxoSmithKline from 2006 to 2008, and as a process engineer biotechnology consultant with ADVENT Engineering Services Inc. from 2008 to 2011. While working as a consultant, he was responsible for process equipment and utility qualification, process automation qualification, and quality systems review projects for multiple companies in the biotechnology industry.


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PROCESS The work of the study team involved a combination of demographic and economic research, in person interviews with community leaders and stakeholders, in person and phone interviews with downtown planning experts and governmental support agencies from throughout the region and state, and research on downtown revitalization best practices. This included academic research through reading case studies regarding downtown economic development in rural towns. Early on, the study team organized its work around the planning model knows as the Main Street Four-Point Approach, which is favored by the North Carolina Main Street Program, a program of the North Carolina Department of Commerce. This report reflects this approach. (For more information about the Main Street Four-Point Approach, please see: http://www.nccommerce.com/cd/urban-development/main-street-program) Community input was key to the study team’s planning process. In addition to its one-on-one interviews, the study team organized a community visioning meeting, Envision Youngsville, which took place June 27, and which was attended by more than forty residents and local and county officials.


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SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Downtown Youngsville

Key to an understanding of what is possible in downtown Youngsville is an understanding of its strengths, weaknesses, opportunities, and threats. This was compiled based on interviews with community stakeholders, a review of community input provided at the Envision Youngsville meeting, the community survey, and personal observations of study team.

Downtown Youngsville Strengths

Demonstrated community interest in revitalization of

downtown

Long-term and committed residents with a stake in the

community

Opportunities are available, with high percentage of

downtown real estate available for rent and purchase

Town is home to a number of regular events (youth

sports leagues and churches) that attract a high

volume of people from outside of town

Regional interest in biking through Youngsville

Town needs are attracting the attention of regional

governmental support agencies

County interest in the project

Town's location: population growth coming from Wake

County/Triangle Area

Strong infrastructure in town, developed for industrial

areas

Youngsville is a low crime area

More people commute into town than away from

town for work

Downtown Youngsville Weaknesses

No official revitalization organizational group nor

strategic plan in place

Volunteer support historically lacking

Lack of means of communication of downtown-related

development activities

Large community organizations haven't shown interest

in supporting the effort (Faith Baptist Church)

Some buildings are in poor condition

Sidewalks are not level

Traffic issues along Main Street (particularly truck

traffic), impacting quality of life along this corridor,

with no immediate solution possible

Lack of commercial businesses on Main Street to draw

people/business, particularly businesses with evening

hours

Events are not held on or near Main Street

Non-residents are unaware of what Youngsville can

offer, and many simply use Main Street as a

thoroughfare, without considering stopping

High building vacancy rate on Main Street


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Downtown Youngsville Opportunities

Use of cash grants (a percent of the tax valuation of

the investment in equipment, machinery, property and

building) to draw businesses to and to repair vacant

buildings

Engaged community members will patronize new

businesses

Arts council grants for street beautification

Urban forestry grants for streetscaping initiatives

Revised and new town policies can drive building

maintenance and area improvement

Bike tourism may bring in business to downtown

Opportunity to serve the youth sports that are active in

the community

Commitment of town to hire planning consultant (from

N*Focus) to provide expertise for downtown policies

Vacant lots on Main Street offer opportunity for

development

New growth of housing developments within three

miles of downtown Youngsville

Attention to traffic and truck concerns and pedestrian

and bicycle accessibility from CAMPO and the county

could result in measurable improvements in Main

Street

The current collaborative environment between

Youngsville and Wake Forest

High vacancy rate and relative scale suggests that big

improvements can be made

Downtown Youngsville Threats

Cannibalization of business from similar businesses in

the surrounding area

Organizational group never materializes

Small scale of community results in burnout and loss of

momentum of community members

Long-term aspects of the project lessens community

engagement due to time-frame

Long term sustainability for funding

Building facades may yet detract from drawing new

business

Main Street is not easily walkable

Bypass may lessen the amount of people going

downtown

Possible economic downturn may slow growth

Decrease in availability of state funded resources


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GOALS AND KEY ISSUES

Four development aspects were identified through the downtown revitalization project undertaken by the study team. These aspects are emphasized for priority based on observations from the study team; from input from community members provided at the meeting in June 2013, and through a mailed survey in December 2012; and from information learned from interviews with community stakeholders and downtown planning experts.

Downtown Business/Economic Development

Goals

To draw businesses that will be viable and successful to Youngsville’s Main Street.

To promote the Main Street business district as a cultural and retail center for the Town of Youngsville.

Key Issues

According to the U.S. Census, 98 percent of people employed in Youngsville live outside of town, suggesting significant opportunities to capitalize on workday commercial business. (See appendices G and H for more information about commuting, demographic, and spending patterns in the town.)

Currently, the downtown is characterized by vacancy and many buildings in poor condition.

o From community survey: “I would like to see some of the downtown businesses made to

spruce up their exteriors by fixing broken windows and keeping junk out of view through their front windows.”

o From stakeholder interviews: “Youngsville has changed. The buildings haven’t.”

Regarding types of businesses desired on Main Street, the most requested from Youngsville residents were restaurants and attractions open in the evenings, and places that act as destinations.

o From community survey: “We have to make it more inviting and keep people wanting to come

Main Street, Youngsville, looking east, with

dilapidated building exterior


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and visit, not just drive through. I have been here five years, and if it wasn’t for the baseball, I wouldn’t know anything about the town.”

o From stakeholder interview: “People will travel for good food and eateries.”

At the same time, the study team cautions against believing in the “build it and they will come” strategy. As one stakeholder commented, “People must be realistic about what businesses will move into downtown Youngsville…the level of expectation should be low.”

A common assumption made related to the promotion of downtown for economic development purposes is that having more events will attract more people to the area. This strategy should be examined closely. As one downtown planning expert said, “I do not recommend having more than one event per season.”

Creative financial instruments, such as cash grants, are becoming increasingly popular among jurisdictions interested in attracting businesses. Franklin County offers such incentives. At the community meeting, one resident suggested, “Give $200 tax breaks to those who help to start businesses and watch it multiply.” This strategy should be examined closely, before being committed to. As one downtown planning expert said, “It isn’t the tax breaks that will bring prospective businesses owners in. The building has to make money.” (The following link has more information

about Franklin County’s incentive policy: files.www.franklincountync.us/services/edc/taxes-and-incentives/FRANKLIN_COUNTY_INCENTIVE_Marketing_sheet_may_2012.pdf).

Pedestrian/Bicycle Accessibility

Goals

To promote accessibility via alternative sources of transportation to Main Street.

To make Main Street an enjoyable, safe, and walkable area of Youngsville.

Key Issues

Currently, there are no pedestrian cross walks across Main Street, between College Street and Cross Street; and much of Main Street along this stretch lacks sidewalks on both sides. Sidewalks that do exist are impacted by rough terrain, elevation changes, and traffic signage that obstructs clear progress and accessibility for all.

Many at the community meeting expressed concerns about pedestrian safety. In line with the broader societal desire for more exercise, residents expressed a desire to walk more in town—for exercise and to take their children to school—but an unwillingness to do so for fear of it being unsafe. This was particularly the case in the walk to the elementary school from the downtown area, where the lack of sidewalks, lack of cross walks, and uneven terrain were cited as barriers


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to safe pedestrian access for parents and children. (More information related to safe pedestrian access to schools can be found at Safe Routes to Schools, a national resource on the topic: www.saferoutesinfo.org.)

Bicycle accessibility was also cited by many at the community meeting as very important. There were comments about how the area, broadly, was an increasingly popular destination for weekend cyclists and questions as to how Youngsville could promote itself as a safe destination for these riders. There was also surprise among residents upon learning that Main Street through Youngsville is part of the state’s 700 mile Mountains to Sea bike trail (NC bike route 2).

Traffic

Goals

To address issues resulting from Highway 96/Main Street being a primary route for commercial and commuting vehicles.

To provide a traffic pattern that is safe for patrons of Main Street businesses, and allows for vehicle accessibility to Main Street businesses.

Key Issues

According to a 2009 traffic count, 11,000 vehicles travel through downtown Youngsville on Main Street each day. (See map of Youngsville traffic count in Appendix I of this report.)

According to a planning consultant with Stantec Consulting, 20 percent of traffic on Main Street is truck traffic. (The average truck traffic on interstates is 13 percent.) The study team observed a large truck (more than two axils) an average of every ninety seconds, over two thirty minute periods during non-peak travel times.

Main Street, Youngsville, looking west,

showing barriers to pedestrian accessibility

at the intersection with Cross Street


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The significance of the traffic, particularly the truck traffic, on Main Street, made one town official wonder whether this issue supersedes all others. “The truck traffic could be a deal breaker.”

A consistent theme heard from residents at the community meeting was the need for more parking and a concern that a lack of parking and parking accessibility was preventing drivers from stopping in downtown.

o From the community survey: “I would go

downtown more if there was better parking.

It’s so busy and confusing that I hate stopping.”

The study team recommends that this assumption be studied further, before committing resources to increase the number of public parking spaces. As one downtown planning expert said, “Very often in downtown planning, parking is a red herring.”

The most common solution suggested by residents and stakeholders to the traffic on Main Street was the development of a by-pass around downtown Youngsville.

o From the community survey: “The traffic through Main Street and Winston Street is extremely heavy. A Rt 96 bypass is much needed to avert the big, loud trucks.”

While a seemingly obvious solution, the idea of a by-pass is not without its critics. (For a critique of the by-pass strategy, see “Beyond the Bypass,” a report written by the Southern Environmental Law Center (www.southernenvironment.org/uploads/publications/NC_Rural_Report_LR_F.pdf).) It should also be noted that a by-pass would not likely be built for at least thirty years, so alternative solutions will need to be found. (Good information about planning efforts related to traffic in the area can be found at the Capital Area Metropolitan Planning Organization’s Northeast Area Study website: www.neareastudy.com.)

Main Street, Youngsville, looking east, with a tractor

trailer truck making the left turn from Cross Street


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Streetscaping Goals

To provide an aesthetic environment to draw people to patronize Main Street businesses, and make Main Street a more walkable area.

To improve the quality of public spaces and amenities downtown.

Key Issues

There is only a single public garbage can and no recycling bins along Main Street, between College Street and Cross Street.

A common theme heard at the community meeting was that efforts made to date (the sidewalk pavers and large planters were frequently cited) were not undertaken in a comprehensively planned way. As one downtown planning expert put it, “New sidewalks alone do not bring in folks.”

The planters are a reminder that expectations and responsibilities of community partners need to be clearly articulated and understood. One town official noted that there was miscommunication with a North Carolina State University group as to who was responsible for the ongoing upkeep of the planters.

The study team notes the potential made available by the large percentage of open space along Main Street. While much of this is privately owned and currently

used for parking, there is value in considering how the town’s open spaces could be better utilized to attract more business downtown.

One professional planner noted that, “design is the most overlooked, yet most important, aspect of downtown revitalization.”

From the community survey: o “Get a bigger park made so children will have a

place to enjoy in the town and meet new friends.”

o “This town needs benches on its sidewalks.”

Garbage can and steps along sidewalk, Main

Street, Youngsville


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NEXT STEPS Next steps related to downtown planning include priority recommendations and a suggested action plan. Priority recommendations are recommended to commence immediately and are suggested to be accomplished in the next six months. Regarding the action plan, the study team has provided a template with suggested actions to take. The study team believes, though, that a more concrete action plan—with timeframes mapped out—should be developed by the organizing body, after its formation. A better understanding of organizational capacity and resource allocation will be known at that time. This will also allow the organizing body to establish priorities and to have greater ownership over the process. As one community stakeholder said, “Do not dictate in advance what the committee should do. They need to own it first.”

Priority Recommendations 1) Attend to immediate opportunities with CAMPO and its

design proposal for Main Street, through the Northeast Area Study, and with Alta, and the planning grant application due to NCDOT in December, 2013.

2) Establish an organizing body made up of a cross-section of

the community to work in partnership with the town to help drive the downtown revitalization effort. The study

team heard multiple times, from every downtown planning expert interviewed, that, “the key ingredient to a successful downtown turnaround is to have an organization in place, to create and carry out the implementation plan.”

Initially, this body should be considered a steering committee, comprised of nine to fifteen representatives. Committee members should be chosen by the town, and work in conjunction with the town’s planning board on downtown revitalization issues. The committee should be comprised of a mix of business leaders and concerned citizens. One downtown planning expert said, “I used to believe that these committees should be made solely of community stakeholders and business leaders. I have come around to the value of ordinary, concerned residents being on the committee, too.”

The organizing body should be realistic with the planning timeframe and the ongoing commitment of people’s time and energy. It took three years for one downtown planning expert to renovate his first facade. Be mindful that committee members may rotate off and new ones may be needed. The value of such a downtown planning organizing body is reflected by the comments of a woman from Shelby, who participated in that town’s process, and who said that it


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provided a feeling that they were in control of their own destiny. (A potentially helpful example of a recommended organizational structure for another town, Pinehurst, can be found at: www.ncdda.org/wp-content/uploads/2011/12/NCDDA-Pinehurst-Final-Report.pdf, beginning on page nine.)

3) Ensure that the responsibilities of this organizing body be

clearly articulated, with tasks related to meeting agendas, work to be accomplished, and communication to the town and to the community at large being clearly defined and understood by all committee members. Have written “job descriptions,” to prospective committee members know what they are committing to and the time commitment required. The relationship between the organizing body and the town government needs to be made explicit. The study team heard various things from downtown planning experts regarding the role of the town in the committee. One said, “The town needs to staff it.” Another said, “The structure is led out of town hall.” It is possible that the organizing body’s tie to the town can be made through a revamped planning board, charged with playing a greater role in forward planning. At the same time, a clear distinction needs to be made with the town planning board. As one downtown planning expert

said, “Downtown’s plan is not necessarily the town’s plan. There could be conflicts.”

4) Establish relationship with existing 501c3 nonprofit

organization, which could act as fiduciary agent, to provide opportunities for private grant opportunities. This could be the Youngsville Area Business Association or the county’s Committee of 100.

5) The study team recommends that the organizing body

consider hiring a follow-up short-term downtown planning consulting team, to further develop recommendations made in this report, to assist with the implementation of the organizing body moving forward, and to provide tactical next steps. North Carolina Downtown Development Association could provide guidance with this. While on the surface duplicative of the study teams work and appearing unnecessary, with the hiring of N*Focus, this recommendation is made to ensure that momentum continues and that expertise is in place to support the organizing body.

The cost of such work could range from $3,000 to $5,000. It is recommended that the organizing body solicit private funds from the community for this work and not rely on town funding. Based on an intuitive assessment of fundraising capacity and enthusiasm, this is highly possible. It also will bring more community ownership over the process, and shift the expectation away from the feeling that it is Town government’s responsibility. It also begins to plant the seeds for the inevitable need to raise


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private financial support for downtown development efforts. A number of downtown planning experts shared that, in the end, downtown successes come from private investment and not government or foundation support.

6) The organizing body needs to clearly define the

boundaries of “downtown.” For this report, downtown was defined as Main Street, between College Street and Cross Street. Improvements should be consistent along the defined downtown area, however “downtown” is defined.

7) Consider starting a “snow ball effect” by contacting one

property owner downtown with the proposition that they would commit to improving their property if the design work was done for them. As one downtown planning expert put it, “Small town downtown revitalization often is accomplished one building at a time.” The North Carolina Small Town Main Street program has pro bono design services for towns for this purpose, even ones not enrolled in the formal Small Town program.

8) To generate and maintain momentum within the community at large:

a) Create a means of updating the community as to the

ongoing developments of the planning process. This

could be accomplished by using the town website or a

newly created list serve.

b) After updating the community, encourage public input

into the revitalization efforts by giving an opportunity

to give opinions regarding the next steps in the

revitalization effort.

c) Schedule volunteer work days for civic and church

groups and businesses, to clean up Main Street and to

promote active participation in the downtown

revitalization effort. This could be accomplished at

minimal cost and be led, possibly, by the Kiwanis Club.

Hold a downtown revitalization celebration (which

could become an annual update event), highlighting a

symbolic early improvement, such as bench or tree.

d) Invite guest speakers from outside the community—

town managers, government officials, city planners—

to help educate and encourage Youngsville residents

as to what works and what does not, in terms of

downtown revitalization. This will encourage local

participation in the process. It will also expose

Youngsville and all of its potential to many from the

outside, who might not know about it


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Suggested Action Plan

Downtown Business/Economic Development Plan

Strategies/Recommendation Resources Timeframe

1.1 Develop a Downtown Development Plan prioritizing identified projects (Short-term and Long-term goals).

Steering committee NC Small Town Main Street NC Downtown Development Association NC Department of Community Assistance NC STEPS

1.2 Work in conjunction with Franklin County to determine what businesses might be successful.

Franklin County Economic Development Office

1.3

Draw identified businesses to Youngsville's Main Street, through creating and promoting local economic development incentives, and coordinate with county and state agencies to recruit businesses.

Youngsville Area Business Association (YABA) Franklin County Economic Development Office

1.4 Develop and implement façade grant program or property value reimbursement plan to improve Main Street buildings.

Steering Committee

1.7

Work in conjunction with YABA to determine what role they can play in marketing downtown businesses and to coordinate event activities downtown.

YABA

1.8

Market Youngsville and its downtown area to potential businesses and investors - create a marketing and recruitment package and web site.

YABA

1.9 Continue to implement land use policies and development regulations that are consistent with targeted economic development areas

Steering Committee Town of Youngsville


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1.10

Protect and promote the historic character of the town through the designation of Historic Buildings along Main Street, and compile a historic resources inventory.

1.11

Perform building assessments for preparation for discussion with potential new businesses (Repairs Needed, Estimated Investment Required to Improve Building)

Town of Youngsville

1.12 Provide information to small business and potential start-ups on business financing options (small business loans) and resources

Town of Youngsville

Pedestrian/Bicycle Accessibility Plan


2.1 Work with ALTA to submit an application for a NCDOT bicycle and pedestrian planning grant.

ALTA Town of Youngsville

2.2 Develop a comprehensive plan that identifies the community needs for bicycle and pedestrian accessibility.

ALTA CAMPO

2.3 Implement bicycle and pedestrian plan. Steering Committee

2.4 Work with Wake Forest on bicycle path extension into Youngsville.

Wake Forest Chamber of Commerce Town of Youngsville

2.5 Communicate with local schools regarding parent involvement in pedestrian accessibility planning efforts.

Parent/Teacher Association


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2.6 Coordinate with other town in region to consider joint promotions directed at bicyclists and others using the area for recreational purposes.

Franklin County Chamber of Commerce Wake Forest Chamber of Commerce

Traffic Plan


3.1 Partner with CAMPO to further develop the proposed bypass plan and other possible solutions for traffic congestion on Main Street

CAMPO

3.2 Discuss possibility of roundabouts and sidewalk bulb-outs to slow or redirect traffic from Main Street

CAMPO

3.3 Look into potential new parking areas off Main Street using the downtown business inventory map

CAMPO

3.4 Assist in traffic research by exploring creative ways to get at the origins and destinations of truck traffic.

CAMPO Steering Committee


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Streetscaping Plan


4.1 Partner with CAMPO and Stantec consulting on streetscape design.

Steering Committee CAMPO Stantec Consuting

4.2 Apply for Urban Forestry Grant for urban forestry initiative funds.

Urban and Community Forestry Program

4.3 Develop a comprehensive plan that identifies the possibility for pocket parks and open spaces on Main Street

Steering Committee NC Small Town Main Street

4.4 Partner with "Trees Across Raleigh" to obtain help with a pocket park design and tree planting.

Trees Across Raleigh

4.5 Plant trees and other street-scape features based off of the identified design elements.

Trees Across Raleigh

4.6 Identify funds and implement streetscape design. Steering Committee

4.7 Improve the image of Youngsville through landscaping and signage ordinances in order to be a desirable business location.

Town of Youngsville YABA

4.8 Identify potential public spaces (Fountains, Community Gardens, etc.).

Steering Committee

4.9 Promote public education and awareness on community image issues, including property maintenance, littering, and dumping.

Steering Committee YABA

4.10 Enforce applicable property maintenance regulations and the minimum housing code.

Town of Youngsville


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APPENDIX

A - STREETSCAPE BEST PRACTICES

Reason for Streetscapes:

Streetscaping is an important aspect of downtown revitalization

because if properly designed it creates the environment for a public

place to walk and gather. This is achieved by creating a balance for

the needs of pedestrians, bicycles, and vehicles. The elements used

to create this balance include providing attractive pedestrian

streetscapes, traffic calming, attractive window displays, parking

areas, building improvements, street furniture, signs, sidewalks,

street lights, and landscaping. A positive impression of the

commercial district can be conveyed through correct design.


22 1 Urban Resource Group, Downtown Cary Streetscape Master Plan,

http://www.townofcary.org/Assets/Planning+Department/Planning+Department+PDFs/Cary+Streetscape+Master+Plan.pdf 2 Elizabeth Conner, ARCADIS, Master Plan and Design Development: Integrated Landscape, Hardscape and Art, (September 2008)

3 Kansas City Downtown Streetscape Master Plan, http://ww4.kcmo.org/planning/downtown/streetscape/bestpractices.pdf

Streetscape Goals: (1)

Goal 1: Achieve a consistent and coordinated look through

streetscape elements such as:

Sidewalks

Streetlamps

Traffic signals

Street trees

Public signage

Benches

Trash receptacles

Use consistent materials, color, scale of elements, proportion of

components, and architectural style.

Goal 2: Establish a pedestrian orientation through use of distinctively

designed crosswalks, narrower streets to naturally calm traffic and

ease pedestrian crossing, and adequate sidewalk space to support

high volume and possible outside seating.

Goal 3: Facilitate continued private reinvestments through strategic

public investments such as adequate parking or proper public

landscaping.

Goal 4: Ensure public involvement: Citizen involvement is

fundamental to the development of a Streetscape Master Plan.

Comments and feedback from residents and landowners should be

taken seriously. This will result in a true sense of ownership by those

who participate.

Goal 5: Create a place to linger: Street oases are located at major

street corners and other significant locations. Seating and small

tables can be used to encourage sociability. Large cast concrete

planters with shade trees provide good places to sit. Integration of

temporary artwork could provide visual interest in a social area. (2)

Goal 6: Maximize streetscape value: (3)

1. Achieve economies of scale with consistent elements

2. Understand the costs of visible and non-visible elements to

account for all costs

3. View as a long-term amenity, as such maintenance is a key

element of streetscape design: “An unkempt planter can bring

down an entire street just like an unkempt yard”

4. A maintenance agreement should be in place between the city

and the property owners to ensure maintenance tasks and

their associated costs are accounted for, and so there is not

confusion about who is responsible for a given task.



http://www.townofcary.org/Assets/Planning+Department/Planning+Department+PDFs/Cary+Streetscape+Master+Plan.pdf

Streetscape Elements: (1)

1. Landscape

Trees and shrubs

Tree Guards

Paver-Grate Suspension System: For areas with existing building and narrow sidewalk width to maximize walking surface, the Paver-Grate system allows for the placement of pavers directly over the planting area, manufactured by Ironsmith.

Planter Bowls, Pots & Urn

2. Sidewalks

Ramps (ADA federal requirements)

Signage: Bikes, Pedestrians, Consistent Business Signs

Street Signs: Decorative 4” OD aluminum pole with finial,

9” x 36” street signs

Enhanced Pedestrian Crossings:

o Paved

o Bulb-outs

o Mid-block crossings

Café Seating

Bike Lanes (On-street)



http://www.townofcary.org/Assets/Planning+Department/Planning+Department+PDFs/Cary+Streetscape+Master+Plan.pdf

3. Street Furniture

Pedestrian Seating

Planters

Trash Receptacles

Bike Racks

Benches

Public Art (invite participation of the Arts Commission)

4. Lighting

Street Light 35’ high street light pole

Pedestrian Lighting: large lighting projects should pursue a

“lighting district designation”


25 1 Kansas City Downtown Streetscape Master Plan, http://ww4.kcmo.org/planning/downtown/streetscape/bestpractices.pdf

Streetscape Element Maintenance: (1)

1. Landscape

New trees and shrubs should be watered for the first two

years until firmly established

New trees and shrubs should be pruned to remove dead

or damaged wood annually

Mulch in planting beds should be maintained at a depth of

3”

All planting beds and tree mulch beds should be weeded

regularly

Perennials and herbaceous shrubs should be pruned

before the onset of new growth

2. Sidewalks

Sidewalks should be regularly power washed

Sidewalks should be sealed every 5 years

Gum removal should occur regularly

3. Street Furniture

All damaged glass, metal or stone elements should be

replaced immediately

Metal elements should be reviewed yearly and refinished

as required

All glass should be cleaned at least four times a year

All graffiti should be removed promptly

4. Lighting

All light outages should be repaired promptly

Metal elements should be reviewed yearly and refinished

as required


26

B - LIST OF POTENTIAL RESOURCES

Funder name and contact information

Area of interest/applicability to Youngsville needs

Application process/restrictions

Examples and sizes of relevant awards

Application deadline

North Carolina Arts Council, Janie Wilson, [email protected], 919-807-6508

Street Decoration near the railroad crossing

Need to Apply through Franklin County Arts Council (the Designated County Partner (DCP) who administers the programs funds for Franklin County), 501(c )(3) organizations get preferred for subgrants, community organizations are third priority for grants

Franklin County Allotment 2011-12: $16,731 ($4,256 for Multicultural Art), Allotment must be matched dollar for dollar

Application Due First Business Day of March by 5 pm (online forms available mid-January) www.ncarts.org/elements/docs/DCP3_ 2010.pdf

Urban & Community Forestry Grant Program Jennifer Rall U&CF Program Assistant 1616 Mail Service Center, Raleigh, NC 27606 Phone: 919-857-4849 Fax: 919-857-4805

Funding for organization responsible for Youngsville’s Urban Forest and Community Understanding of Benefits of Tree Cover

- Eligible for any unit of local or state government, or approved non-profit - First-time municipal applicants seeking Tree City USA status are given priority for funding - Grants used to assist meeting requirements for TreeCity USA or implementing urban forestry programs

Requires matching funds $1,000 to $15,000 (>$15,000 possible)

Grant cycle opens January 1 of each year Applications due by March 31st at 5 pm Projects begin Sept 1st and must be completed by August 31st the following year


27






Franklin County Unrestricted Endowment Fund

Katie Crumpler 919-256-6914 (direct) 4601 Six Forks Road, Suite 524 Raleigh, NC 27609

Funding for any project associated with enhancing the quality of community life. -Streetscaping - Bicycle Accessibility

The Franklin County Unrestricted Endowment Fund enables the Franklin County Community Foundation to respond to changing community needs and to enhance the quality of community life within the county.

Usually $250 to $500 (Up to $980)

The 2013 grant application period for the Franklin County Community Foundation will be open from March 15, 2013 to April 30, 2013. http://www.nccommunityfoundation.org /page/franklin-applying-for-grants-40

NCDOT Enhancement Grant (Used for Street Scaping in Wake Forest) Contact NCDOT

Projects on Main Street Need to apply through NCDOT

Not Given On-going

NCDOT: Bicycle and Pedestrian Planning Grant Initiative Contact NCDOT Helen Chaney 919.707-2608.

Pedestrian and Bicycle Accessibility Projects

Need to apply through NCDOT

Average: $27,000 Issue Call for Proposals due September 5. Application Submission Deadline is December 5 at 5:00 pm.

mailto:[email protected]


28






Jandy Ammons Foundation, Gina Teague, Executive Director, [email protected], www.thejandyammonsfoundation.org

The Jandy Ammons Foundation seeks to make grants to nonprofit 501(c)(3) public charities where a significant volunteer base can be demonstrated to help implement project-driven initiatives. The Foundation intends to make grants to the following types of organizations and projects:

Wildlife/park/hunting/conservation projects

Educational projects/artistic installations

Christian church mission endeavors

Other organizations and projects within the scope of the Foundation's mission

Gina emphasized in a phone conversation the importance that the grant request fund a “community project.” The foundation was started by Andy and Jan Ammons, developers based in Wake Forest. The study team learned that a number of Youngsville residents have connections to Andy and Jan.

The Jandy Ammons Foundation requires a Letter of Inquiry (LOI) on or before Monday, July 15, 2013, from interested grant applicants. The Foundation will issue letters of invitation or denial to applicants on or before Monday, September 16, 2013.

2013 was the first year of operation for the foundation, with its first grants to be awarded in the fall. As a result, no examples are available.

See application process/restrictions


29

C - LIST OF THOSE INTERVIEWED FOR THIS REPORT

Community stakeholders:

Local and regional planning experts:

Name Organization Title E-mail Address

Sherry Adams NC Small Town Main Street Coordinator, Western N.C. [email protected]

Oliver Bass Office of Community Planning, Department of Community Affairs

Chief Planner [email protected]

Mike Ciriello Kerr-Tar Regional Council of Governments Planning Director [email protected]

Bob Clark N’ Focus Consultant [email protected]

Jason Epley NC Downtown Development Association Executive Director [email protected]

Scott Hammerbacher

Franklin County Planning Director [email protected]

Art Jackson NC Rural Center, Small Towns Initiative Director [email protected]

Scott Lane J.S. Lane and Company Consultant

Bob Murphrey NC Small Town Main Street Coordinator, Eastern N.C. [email protected]

Shelby Powell Capital Area Metropolitan Planning Organization (CAMPO)

Senior Transportation Planner

[email protected]

Tammy Ray Town of Franklinton Town Manager [email protected]

Mike Rutkowski Stantec Consulting Planning Associate [email protected]

Gina Teague Jandy Ammons Foundation Executive Director [email protected]

Name Organization Title

Janis Cyrus Youngsville Area Business Association Executive Director

Sam Hardwick Town of Youngsville Mayor

Neil Holden Holden’s BBQ

Joe Jones Covenant Trucking President

Wendy Jones Covenant Trucking Vice President

Jim Moss Community Member

Matthew Winslow Winslow Custom Homes Community Member


30

D - COMMUNITY FEEDBACK

Suggestions and comments made by the public at the Envision Youngsville community meeting, held June 27, 2013

Business needs Most popular business idea

Restaurants Other ideas

Incentives: give $200 tax breaks to those who help to start [businesses] and watch it multiply/tax breaks

Artist Co-op/Art Gallery

Martial Arts Studio

Drug Store

Dance Studio

Sporting Goods

Family Friendly Options

Quilting Shop

Music/Open-Mic Night/Karaoke

Boutique (Clothing, Accessories, etc.)

Designated Historic District

High-End Antique Shop

Hobby Shop/Music Store

Used Bookstore/Coffee Shop

Farmer's Market

Gym

Community Garden

Small Theater (live performances/outdoor music)

Senior Activity Center

Florist

Swimming School

Yarn Shop

Local grocery with butcher for custom cut of beef, etc. (like Moss Foods in Louisberg)

Make Youngsville the Mayberry!! Antiques (more) and sit down night restaurants

Most requested restaurant type

Brewery/Pub with Bar Food Other types of restaurants requested

Coffee Shop with Meeting Space (or Art Displays)

Lunch/Dinner Sit Down Restaurant

Bakery

Coffee/Icecream Shop

Chain Restaurant (Burger King, Taco Bell, Starbucks)

Shorty's (Hot Dogs)

Tea Room

Bojangles (Out at the Food Lion Plaza)

Eclectic Restaurants (something more upscale)


31

Pedestrian and bicycle accessibility Ideas suggested more than once

Bike trails/cross walks/pedestrian friendly

Sidewalks/more sidewalks

Publicize that Youngsville is on the Mountains to Sea trail Other ideas

Continuity through town, end to end

Continue bike trail from Wake Forest

Bike trails from neighborhoods

More cycling/walking paths/greenways

Community bike racks

Additional parking lots

My daughter wants bike lanes

Parking for a greenway area

Traffic Ideas suggested more than once

More convenient parking lots, so you're not trying to parallel park in traffic

Need a Bypass Other ideas

Redirect Big Trucks (Unspecified)

Slow Traffic on Main St.

Need Crosswalks

Sign for Youngsville on Capital Blvd.

Left Turn Lane and/or stoplight @ Tarboro Road and Cedar Creek Road

Anti-bypass

3-Way stop sign on Winston St. & N. Cross St.

Traffic Circle on Main

Pedestrian Crossing at the Railroad

Sidewalk to School from Main St.

Left Turn Light at East Main going left on Cross St.

Commuter Bus


32

Streetscaping and open space Ideas suggested more than once

Historic lamp posts/decorative street lights

Benches on Side Walks

Coordinated landscape planning/cohesive looking landscaping

Put signs on Capital pointing to Historic Youngsville -- from both directions

Designated historic district

Green spaces/community garden

Barriers to pedestrian movement: traffic and no crosswalks!/Sidewalks and cross walks

Other ideas

Small Park

Better town; limit entrance signs

Updated town ordinances and master plan to include guidelines for building renovations and new construction

Business signs perpendicular to building facades

Outdoor theater for plays, concerts, etc.

Downtown shops often look run down, abandoned. Empty shops can look clean, at least.

It is hard to cross the road downtown.

Kid friendly park areas that are well-publicized

Two quick and easies: 1) cut off the old telegraph pole stumps in the RR right of way; and 2) have a trash can and recycle can in each of the towns four quadrants

Underground utilities

Provide information to property owners about grants to use in improving their properties. Need to keep buildings in good repair (painted), and improvements should be in keeping with the character of the buildings and surrounding properties

Bump outs to create more space on sidewalks and to slow down cars turning into parking lots

No more murals


33

E - COMMUNITY SURVEY

Results from community survey, mailed to Youngsville residents in December, 2012

Question 1: How would you rate Youngsville as place to live?

Excellent Good Fair Poor No Opinion

# of Answers 16 36 6 3 2

Question 2: Satisfied with overall quality of life

Strongly Agree Agree Neutral Disagree

Strongly Disagree

# of Answers 13 35 8 7

Question 3: How do you feel about growth in Youngsville?

Very Satisfied

Somewhat Satisfied

Neutral Somewhat Dissatisfied Very

Dissatisfied

# of Answers 8 21 20 10 3

Question 4: Over past 5 years, growth has been Too Fast Just Right Too Slow No Opinion # of Answers 5 29 16 15

Question 5: How has rural character been affected by recent development?

Positively

No Significant Change

Negatively No Opinion

# of Answers 19 20 7 15


34

Question 6: How often do you patronize business in downtown per month? More than 5 2-5 times 1 time never # of Answers 22 18 15 6

Question 7: How would you rate the quality of services provided by Town?


# of Answers 19 23 13 3 3

Question 8: How would you rate the quality of Town government?


# of Answers 12 19 15 6 10

Question 9: As a resident, I can have an impact on community to make better place to live

Strongly Agree Agree Neutral Disagree

Strongly Disagree

# of Answers 9 24 20 3 2

Question 10: How many years have you lived in or around Youngsville? Less than 1 1 - 3 years 3-5 years 5+ years # of Answers 8 11 8 32


35

Single most important part of Youngsville

Most frequently given (six times)

Small town feel Cited more than once

People

Police

the security of living here / safe for children

Low crime rate

Clean and quiet

the elementary school is the best part of Youngsville

Quality of life

Being close to church as well as businesses in the area

Comfort, safe, friendly

Downtown Cited once

Hess gas station / Foodlion Market

Growth

The care I receive from the town and the warm friendly atmosphere

it used to be the schools, but my kids are grown now

It’s a friendly place to live. People that you don't know will speak to you or smile unlike other towns or cities like Raleigh or Cary

Police, Fire, Rescue, Honest "so called" town leaders, a mayor that is worth a damn

neighborhood

Close proximity to stores

Small place without much crime

sweepstakes

keep as a safe bedroom community. Only add businesses to Industrial Park. Keep downtown area small

Quaintness

Location

my neighborhood is quiet and safe. People are friendly. Town Hall employees are very helpful and courteous and provide good customer service.

town friendliness - employees and people in general

the history and keepting the charm but bring in the people to grow the local businesses not the huge companies for the USA as well

conveniently located with very little traffic

close proximity to other places that I need to go

home

privacy Three Things you would like the Town to increase emphasis on over next 5 years

Most frequently cited (thirteen times)

Building up and encouraging small businesses

Cited more than once

More restaurants

More sidewalks / walking trails

Eliminate truck traffic on 96/Main - reroute them

Appearance of some of the store outside areas / appearance of downtown

Community Events

Police (more at night since the town is growing)

to site on US 1A for free

downtown revitalization

emphasize growth in the town proper rather than the outskirts


36

School system

Bringing in more high tech/white collar jobs so people don't have to travel to RTP

Economic growth

Speeding in low limit zones

better government, better people in government

clean up the town - too much garbage around especially in people's yards

Infrastructure development (sewer system / water system)

Increase tax base so tax rates can go down

develop ad campaign to fill vacant buildings in Industrial Park

place of entertainment for kids

not raising town taxes

Also cited

Senior Center

More get togethers as a town

keep good judgement on growth

keep up family atmosphere

not raising garbage prices for hampton village as seniors have no more than 1 bag a week

safety - mostly drivers who drive carelessly

clean up the town - too much garbage around especially in people's yards

better pet control - dogs barking at all hours and running loose

Take steps for a commuter route to avoid downtown traffic

Safety and timely matter in which EMT's answer calls

Entertainment/Restaurants, for families or places to eat besides fast food

Shopping, if you need anything besides food, you have to go into Wake Forest to get it

Address traffic and future traffic

Maintain clean, interesting town

no more gas stations downtown

better leaf / yardwaste pickup

lower water bill / lower garbage bill *Note: I could carry my little amount of garbage

push the water issue with the county to lower our water bills

keep drain covers cleaned

cut grass / keep weeds out of flowers

Trash off of streets - #1 - Main Street looks horrible

DOT Needs to repair drop off on cross street at light

get away from "good ole boy" mentallity and narrow minds

more responsive, professional government

Safety of residents

Neighborhood watch

Better finances

Sweepstakes

gyms

set and uphold appearance standards for downtown

Commercial / Industrial development

Increase residential (single & multifamily) development

upgrade maintenance vehicles and equipment

Better Police. They are incompetent. Public safety is a joke.

Better Town Leaders. They don't even know current ordinances

more government transparency

Better equipment for Police Department, less money spent on Fire Dept.

Bring well qualified policemen on board, not someone who has never been a former policeman. Don’t' hire them because they knew the right person to bring them to the police force

streets including curbs

natural gas all over the city

Community - missions - downtown events


37

lower living expenses

work to provide some reason to come to town in the evening (Restaurants)

communication to residents, possible hotline - also a timeframe for leaf pickup, yard waste pickup and waste disposal, etc. - more information on website

eliminating the fee for recycling as town should absorb cost given the high tax rate

Bypass to quickly get past railroad tracks

more parks

more recreation

increase buffer space between industrial and residential areas

develop a plan to maintain "rural" feel of the area

Additonal Comments

This is good

Youngsville is becoming a more attractive little town. We appreciate the recycle center (dump) being cleaned up and maintained by someone.

Wish we did not have to pay for trash pick-up. We can take our to dump for free

Youngsville needs to do better enforcing town ordinances and traffic

I would go downtown more if there was better parking. It's so busy and confusing that I hate stopping.

I would like to attend meetings to get to know those who make this town operate and plan for the future. I would like to hear what plans are now in the works.

How can a mayor keep his job with all that went on with Brenda and Joey? How much did we pay for the truck that was sold and

what did we sell it for. In other words, who many miles did we put on truck and how much money did we lose (paid for / sold for). How many paid Holidays do town employees get? What is mayor and town council members paid for doing othing? How can a mayor sell sewage service without residents voting.

Comments made on survey questions were that we did not want to see people showing up to our planning sessions / town government was rated "very" poor / for Question 9 response was only people with money and power will rule, nobody wants to hear what regular residents have to say or what they think

The traffic through Main Street and Winston Street is extremely heavy. A Rt 96 bypass is much needed to avert the big, loud trucks. We love living in town. Thank you for enforcing a leash law. A few barking dogs around town are nuisances and the owners could use a gentle reminder from the town.

Youngsville is a great place to live!

I don't see as many police officers as I used to. They are stretched too far I know. I wish the town could enforce owners to keep their property up. The letter helped but that didn't last long because the town did not follow through. That to me is a problem the town has. Leaders do not keep up with matters like the letters as they should.

Just because something has "always been this way" doesn't mean it should stay that way. Growth and prosperity can be achieved while still retaining the small town charm but our leaders need to be more forward/modern thinking

too bad Wake Forest couldn't annex Youngsville and drag it kicking and screaming into the 21st century

get a bigger park made so children will have a place to enjoy in the town and meet new friends

we would love to see more restaurants and shopping

I have only lived here since June 2012. So far 3 different friends from out of state vistited just to play sweepstakes. On average,


38

each friend spent $500.00 on local businesses such as restaurants, nails, grocery, pizza, lottery tickets, etc. as well as spending $100.00 a day at the sweepstakes. Let’s figure out a way to keep going in Youngsville!!!!

would like to see some of downtown businesses made to spruce up their exteriors by fixing broken windows and keeping junk out of view through their front windows. Perhaps redo covered boardwalk at downtown intersection (or remove it)

I have only been living here a little over 3 weeks, thus the amount of neutral/ no opinion answers

the employees at the Town Hall are always very pleasant and helpful with questions. I think they do an excellent job. The two girls that run the ABC store in town are especially awesome. They are so much nicer than the employees at Wake Forest ABC store. Dealing with public is not always easy. I think all the town staff do the best that they can

taxes are too high for what we receive in return. The town is financed on the back of property owners. businesses don't want to come here. If I could sell the property I own in Franklin County for what the town and county say it's worth, I would and move to a place with fair taxes and decent public services and leaders.

why do we have a surplus of fire dept equipment yet the PD is driving old cars w/ dated equipment. it is not equitable use of my high tax dollars. (Note: the Town of Youngsville does not give money to the fire department - it is funded by Franklin County)

set an age limit on Town Commissioners - we have a couple serving now who are far too old

don’t change rules and regluations once a business has set up business in Youngsville.

Treat everyone the same. For example: certain people receive letters about their grass being too tall. others never receive a

letter and the grass is knee high. It's who you are and who you know in this town. these tenants will always get by and others don't. It's not fair (there were some issues with bad writing and I am not sure I got all of the words correct. See EH if you wish to see the original to figure it out)

I love Youngsville. I wish younger residents would take a more active part in our local government

I don't think there is much I would recommend changing. A 96 bypass to reduce large truck traffic would be good.

thank you for being a wonderful place to live

I think the town leaders have done a great job with dealing with very difficult issues over the past year. add to that the very difficult economic times that all of us in America are dealing with. But when you look at what has come to Youngsville over the past couple of years, both in new business and residential growth, I have to say great job Youngsville. I know they are about Youngsville and what is happening, as I see the Mayor and hear him urge all of the citizens to enjoy what we have here and get involved.

it is important for the town to remember current residents and their concerns despite the town's growth (for example East Woods of Patterson issues)

I also would like to see more information on how town uses tax money and eliminate government waste given the high city taxes imposed on residents.

there does not sem to be a lot of consideration on the part of the town toward the needs of the residents v/s business development. Often development is allowed without taking into consideration what impact that has on already existing neightborhoods. More considerations to residents' needs would be appreciated.


39

F - MAP OF DOWNTOWN PROPERTIES, WITH VACANCIES (AS OF JULY, 2013)

Church

Woodliefs Strickland

Auto Inc.

Private

Home Shops

on

Main

Griffin’s

Parking

Wine &

Beer

Shop

A+ Charron’s

Deli

A Beautiful

Tan

Vac

Vac

Vac

Vac

Vac Vac

Vac Vac Vac Vac

Vac

East Main Street Businesses


40

HESS Station

Wiggins Inv.

Salon 111

Ruff Cuts Patriot Shooting

Sportsman

Clipper

Vac

Vac Vac

Old May

Hotel

Antiques

Private

Home

Private

Home

Private

Home

Vac Vac

West Main Street Businesses


41

G - YOUNGSVILLE AREA RING REPORT ANALYSIS

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

Youngsville Area Spending Annually

Major Appliances

Lawn and Garden

Women's Apparel

Furniture

Event Fees and Admissions

Housekeeping Supplies

Cable and Satellite Television Services

TV/Video/Audio

Maintenance and Remodeling Services

Snacks and Other Food at Home

Food Away from Home

Source: Esri forecasts for 2012 and 2017; Consumer Spending data are derived from the 2010 and 2011 Consumer Expenditure Surveys, Bureau of Labor Statistics.


42

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

Current Youngsville Retail: Spending Leaving Youngsville (1 Mile Radius)

Drinking Places - Alcoholic Beverages

Shoe Stores

Furniture Stores

Sporting Goods/Hobby/Musical InstrStoresAuto Parts, Accessories & Tire Stores

Clothing Stores

Electronics & Appliance Stores

Full-Service Restaurants

Health & Personal Care Stores

Limited-Service Eating Places

Grocery Stores

Other General Merchandise Stores

Source: Esri and Dun & Bradstreet


43

$450,000

$400,000

$350,000

$300,000

$250,000

$200,000

$150,000

$100,000

$50,000

$0

Current Youngsville Retail: Spending Drawn into Youngsville (1 Mile Radius)

Bldg Material & Supplies Dealers

Direct Selling Establishments

Other Miscellaneous Store Retailers

Home Furnishings Stores

Beer, Wine & Liquor Stores

Florists



44

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

Current Youngsville Retail: Spending Leaving Youngsville (3 Mile Radius)

Drinking Places - Alcoholic Beverages

Shoe Stores

Sporting Goods/Hobby/Musical InstrStores

Auto Parts, Accessories & Tire Stores

Electronics & Appliance Stores

Full-Service Restaurants

Clothing Stores

Limited-Service Eating Places

Health & Personal Care Stores

Other General Merchandise Stores



45

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$0

Current Youngsville Retail: Spending Drawn into Youngsville (3 Mile Radius)

Other MiscellaneousStore Retailers

Grocery Stores

Direct SellingEstablishments

Bldg Material &Supplies Dealers



46

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Perc

enta

ge o

f H

ou

seh

old

s

How Youngsville Spends Money

Restaurants (Adults) Went to familyrestaurant/steak house in last 6 mo

Telephones & Service (Households) HHowns in-home cordless telephone

Pets (Households) HH owns any pet

Entertainment (Adults) Attended moviesin last 6 months

Convenience Stores (Adults) Shopped atconvenience store in last 6 months

Restaurants (Adults) Fast food/drive-inlast 6 mo: take-out/drive-thru

Home (Households) Purchasedbedding/bath goods in last 12 months

Pets (Households) HH owns any dog

Convenience Stores (Adults) Spent atconvenience store in last 30 days: $40+

Home (Households) Any homeimprovement in last 12 months

Home (Households) Purchased any HHfurnishing in last 12 months

Restaurants (Adults) Went to fastfood/drive-in restaurant 6-13 times/mo

Restaurants (Adults) Went to fastfood/drive-in restaurant 14+ times/mo

Restaurants (Adults) Went to familyrestaurant/steak house last mo: 2-4 times

Source: These data are based upon national propensities to use various products and services, applied to local demographic composition. Usage data were collected by GfK MRI in a nationally representative survey of U.S. households. Esri forecasts for 2012 and 2017.


47

H - INFLOW/OUTFLOW DEMOGRAPHIC ANALYSIS


48

I - YOUNGSVILLE TRAFFIC COUNT

envision youngsville

Documents