moline centre master plan update · due to the presence of deere & company’s it center on...

Moline Centre Master Plan Updateon the Mississippi November 13, 2001

City of Moline, IllinoisRenew Moline

Prepared by:

Moline, Illinois Moline Centre Master Plan Update

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Table of ContentsAcknowledgementsAcknowledgements ........................................................... 1Table of Contents ............................................................. 1Introduction ....................................................................... 2Methods-Opportunity Analysis ...................................... 3

Opportunity Analysis................................. 4Opportunities .................................................................... 4Economic Links ................................................................ 6Districts .............................................................................. 8

Master Plan ............................................. 10

OVERLAY PLANS ........................................ 12Parking & Uses ................................................................ 12Wayfinding & Circulation .............................................. 14Preservation & Redevelopment .................................... 16Design & Enhancements ............................................... 18

DISTRICTS & VISIONS ................................. 22West Gateway District .................................................... 24Main Street Retail District ............................................. 28Municipal District ........................................................... 31LeClaire Web Support District ...................................... 33Riverfront District ........................................................... 36Mixed-Use District .......................................................... 39Riverside Park Redevelopment District ....................... 40

IMPLEMENTATION ....................................... 42

CITY OF MOLINEStanley Leach, Mayor

RENEW MOLINETom Robinson, President

CITY COUNCILTimothy BellPat O’BrienTodd FranzenDick PotterBill AdamsMichael CrottyRichard ParsonsDonald Welvaert

RENEW MOLINE BOARDTri-City Building & Construction Trades CouncilDeere & CompanyRiverStone Group, Inc.Moline Forge, Inc.Freed Heating CompanyRSM McGladrey, Inc.Design Build Associates, Inc.McLaughlin GM-Cadillac-OldsmobileAmeritechFirstar BankTrinity Medical CenterQuad City TimesSoutheast National BankShive-Hattery, Inc.Califf & Harper, P.C.Moline Dispatch Publishing Co.KONE Inc.Raymond Professional Group, Inc.Hanson, Watson, Howe AdvertisingMidAmerican Energy Co.Bank OneFirst Midwest BankHarris FoundationThe Moline FoundationMoline School Board #40Gerald Butts

MapsMap 1: Economic Links ................................................... 7Map 2: Redevelopment Districts .................................... 9Map 3: Master Plan ......................................................... 11Map 4: Parking ................................................................ 13Map 5: Wayfinding .......................................................... 15Map 6: Preservation & Redevelopment ....................... 17Map 7: Design & Enhancements .................................. 18Map 8: Districts ............................................................... 23

AppendicesAppendix 1: Town Hall Meeting Results ..................... 44Appendix 2: Parking Meeting Results .......................... 45Appendix 3: Proposed Transit Stops............................ 46

CITY PLANNING COMMISSIONJohn Wetzel, ChairmanJeff NelsonBob NelsonJim GrahamPete McDermottRoger StrandlundDiane ReinschPat GormleyMarilyn AdeBill Lund

RENEW MOLINE STAFFRick Anderson, Executive Vice President

CITY STAFFDale Iman, City AdministratorE. Scott Harrington, Director of

Planning and DevelopmentJeff Anderson, Land Development ManagerNancy Mulcahey, Economic Development Manager

PLANNING AND DESIGN ASSISTANCE BY:VANDEWALLE & ASSOCIATES

120 East Lakeside StreetMadison, WI 53715608/ 255-3988 (telephone)608/ 255-0814 (facsimile)[email protected]

Brian Vandewalle, Principal PlannerDean Proctor, Principal Urban DesignerYan Xu, Landscape DesignerJamie Radel, Planning Assistant

PREPARED FOR:City of Moline619 16th StreetMoline, IL 61265

Renew Moline1506 River DriveMoline, IL 61265

Moline Centre Master Plan Update Moline, Illinois

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IntroductionIn 1991, the City of Moline, Illinois, hired a team ofconsultants to create a redevelopment vision for itseconomically deteriorating downtown. The team includedVANDEWALLE & ASSOCIATES, Schreiber/Anderson Associ-ates, and Mead and Hunt, Inc., whose mission was to crafta plan with long-range vision that could be implemented,allowing the reestablishment of an economic base in thedowntown.

Since the adoption of the original Moline Centre Plan, theCity and its private sector redevelopment partner, RenewMoline, have collaborated with VANDEWALLE & ASSOCIATES

to revitalize the Moline Riverfront. Through a combina-tion of public and private sector investment, the riverfronthas truly undergone a renaissance. Where once emptyfactory buildings sat, community members and visitorscan now tour the John Deere Pavilion, shop at new stores,and walk along the river path.

Ten years have passed since the last endeavor to defineMoline Centre’s future, and the City felt that it was time toreexamine the area and build on its accomplishments. TheCity and Renew Moline retained VANDEWALLE & ASSOCI-ATES, a planning, urban design, and economic develop-ment firm, to update the Moline Centre Plan.

GOALThe goal of the Moline Centre Master Plan Update is todevelop a visionary plan that guides the economic rede-velopment of Moline Centre by building on momentumgenerated throughout the implementation of the previ-ous plan.

CURRENT STUDIESThe City of Moline and the Quad Cities region arecurrently part of several ongoing studies that will impactland-use direction and policy over the next decade. Thesestudies include the:

City of Moline Comprehensive PlanQuad Cities Balanced Growth ProjectI-74 Iowa-Illinois Corridor Study

City of Moline Comprehensive PlanMoline is undertaking the development of a new com-prehensive plan for the entire City. Written in 1966, theplan no longer reflects the direction that land use shouldtake in the City. The new plan will focus on analyzingtraffic and traffic circulation, parks and recreation facili-ties, community facilities, housing, preservation, eco-nomic development, land use, neighborhood revitaliza-tion, and various business districts to determine the bestapproach for future land use.

Quad Cities Balanced Growth ProjectMetroLINK is sponsoring a study on the interaction ofhigher density land-use development and multi-modaltransportation investments to promote balanced eco-nomic growth in existing urban areas. The project’s goalis to foster regional commitment to development patternsand densities that, when combined with a multi-modaltransportation system, will promote urban and economicgrowth well into the 21st century. Focusing on a twelve-mile highway and rail corridor that runs from CarbonCliff to Rock Island, the study could prove that a publicrapid transit system, operating on existing rail lines, wouldbe an effective tool to achieve desirable land-use patterns.

I-74 Iowa-Illinois Corridor StudyThe Illinois and Iowa Departments of Transportationhave initiated a study to determine the alignment of the I-74 Bridge, which connects the Illinois Quad Cities to theIowa Quad Cities. Most likely, the bridge reconstructionwill not begin for at least ten years; however, the masterplan update reflects that a portion of Moline Centrecannot be planned for until final bridge alignment hasbeen determined.

PresentPast Future


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Methods - Opportunity Assessment Data reviewed has included:

HistoryMoline City of Mills, David R. Collins, Rich J. Johnson,and Bessie J. Pierce, Arcadia Publishing, Chicago,1998Sanborne Fire Insurance MapsHistoric Moline Centre—Architectural Walking Tour(brochure), Moline Historic Preservation Committeeand 150th Anniversary Committee, July 1998Assorted historic photos of downtown Moline, HistoricPreservation Committee

Land UseMoline Center “on the Mississippi”—Preliminary GeneralDevelopment Plan and Implementation Strategies, Schreiber/Anderson Associates, VANDEWALLE & ASSOCIATES, andMead and Hunt, Inc., 1991Moline Center (West) Planning District Land Use Map (Updated10/10/00), Bucher, Willis & RatliffBass Street Landing Plan, HOK—St. Louis, 2001Charrette Survey Report, Bucher, Willis & Ratliff, Winter2001Town Planning Charrette 1 & 2 Summary Report, Bucher,Willis & Ratliff, Winter 2001Strategic Planning Questionnaire Summary Report, Bucher,Willis & Ratliff, Winter 2001Neighborhood Awareness Walk Summary Report, Bucher,Willis & Ratliff, Winter 2001

Neighborhood PlansFlorecienté Neighborhood Plan, VANDEWALLE & ASSOCIATES &Schreiber/Anderson Associates, 1994Edgewater Neighborhood Plan, VANDEWALLE & ASSOCIATES &Schreiber/Anderson Associates, 1994

ParkingMoline Centre Parking Study, City of Moline Department ofPlanning and Development, October 1, 1996Downtown Moline Parking Lot Distribution Diagrams, City ofMoline, 2001

Transportation“The Smart Growth Project,” VANDEWALLE & ASSOCIATES,February 22, 1999Quad Cities Balanced Growth Project—Draft Existing ConditionsReport, prepared for the Quad Cities Balanced GrowthProject, April 2001 (draft)Quad Cities Balanced Growth Study—Proposed Study Corridor,Station Listing—Initial Corridor Review, Vlecides-Schroeder(Booze Allen), 2001

On November 14-15, 2000, VANDEWALLE & ASSOCIATES

conducted a series of interviews and focus groups withdowntown business owners and organizations, deter-mined economic clusters, and defined downtown oppor-tunities. VANDEWALLE & ASSOCIATES presented the resultsof its initial opportunity analysis to the City on Novem-ber 15.

On January 17, 2001, VANDEWALLE & ASSOCIATES facili-tated a communitywide town hall meeting to discussdowntown vision, opportunities, and implementationstrategies. About 150 business owners, city staff, corpo-rate leaders, and citizens attended the three-hour event.Participants were asked to complete a worksheet thatdescribed the redevelopment opportunities and obstaclesfor the five downtown implementation districts andprioritize the projects. Results of the exercise are shownin Appendix 1.

On March 28, the Moline Centre Development Corpora-tion (MCDC) hosted a meeting, facilitated by RenewMoline, to discuss downtown parking needs. At themeeting, business owners voiced their concerns andrecommendations for downtown parking. (See Appendix2 for a summary of concerns and recommendations.)

In order to refine the opportunities for Moline Centre,VANDEWALLE & ASSOCIATES analyzed a series of datalayers of present conditions. By creating informationoverlays that included land use, parking, circulation,transit, historic building stock, and economic activities,the team interpreted generalized downtown patterns.(See graphic at left.)

Process: Opportunity Analysis, Master Plan, and Vision


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OPPORTUNITY ANALYSISOpportunitiesUsing information obtained during the November sitevisit, reviewing pertinent documents, and conducting in-house work sessions, urban designers and planners fromVANDEWALLE & ASSOCIATES investigated economic rede-velopment opportunities for Moline Centre. The analysisrevealed that there are five important economic ingredi-ents that should be taken advantage of to stimulateMoline Centre’s economic growth, which include:

Utilizing existing high-tech infrastructureBuilding on the development of a regional rapidtransit systemIncreasing Moline Centre housing options and densityExpanding current tourism activitiesReestablishing connections between adjacentneighborhoods and Moline Centre

UTILIZING EXISTING HIGH-TECHINFRASTRUCTURE—A BUSINESSRECRUITMENT STRATEGYDue to the presence of Deere & Company’s IT Center on19th Street, Moline Centre has the two of the mostimportant high-tech infrastructure elements needed tocompete for e-businesses—local, high-speed fiber opticsand a redundant power source. According to a recent

New York Times article, “There is a glut of capacity ofhigh-speed, long-haul information pipelines, but a short-age of the high-speed, local-access connections thatconsumers and businesses need to connect to the Web.”Moline Centre should take advantage of its fiber-opticinfrastructure and develop a marketing plan to lure high-tech companies to the central city.

REGIONAL RAPID TRANSITThe development of a regional rapid transit system offersgreat potential for increased investment in Moline Centre.MetroLINK is conducting a study to determine thefeasibility of bringing a rapid transit system to the QuadCities area. As described in the Rail Corridor AssessmentReport (June 2001), there are four candidate station pointswithin the City of Moline, which include: 4th Street,Centre Station, 19th Street, and Riverside Park, and of thefour, all but 4th Street lay within the study area (see Ap-pendix 3).

To encourage and enhance investment in a regional rapidtransit system, the City of Moline needs to plan and beginimplementing transit-oriented developments (TODs)around proposed transit stops. TOD is defined as “amixed-use community within an average 2,000-footwalking distance of a transit stop and core commercialarea. TODs mix residential, retail, office, open space, andpublic uses in a walkable environment, making it conve-nient for residents and employees to travel by transit,bicycle, foot, or car.”1

TOD means the creation of denser, mixed-use activitynodes connected by high-quality public transportation.This includes higher-density buildings at the sidewalk; lessprivate and more public open space; smaller blocks;narrow streets with wider sidewalks; street trees and lights;lower parking-to-occupant ratios; shared parking; parkingbehind buildings; and on-street parallel parking. Denserdevelopment is advantageous as it reduces area-widecongestion, improves air quality, and provides mobility.TOD also improves street connectivity, public amenities,and a concentration of residences and jobs in proximityto transit stations and commercial businesses.

The centerpiece of a TOD is the transit station_connectingresidents and workers to the rest of the region_and thecivic and public spaces that surround it. The design, con-figuration, and mix of buildings and activities emphasizepedestrian-oriented environments and encourage use ofpublic transportation. A sufficient variety and intensity ofland uses should be provided within walking distance ofthe station facility. The facility design will focus on integrat-ing the station into the surrounding community. Buildingsiting, orientation, and street design should be designed tocreate an environment that is conducive to walking. TODdesign should enhance the environment for pedestrians interms of safety, walking distances, comfort, and the visualappeal of the surroundings. The enhanced pedestrianenvironment will increase sense of community.

Housing is a major component of a transit station commu-nity, along with commercial retail, employment, and culturaland recreational attractions. A variety of housing types_

small-lot single-family homes, townhouses, condominiums,

and apartments_promote a more compact and diversecommunity. Commercial uses might include food mar-kets, restaurants, theaters, offices and even light-industrialactivities. Urban open spaces and parks furnish focalpoints for community activity, while streets providesettings for social interaction and active community lifewith wide sidewalks, street trees, and seating for pedestri-ans.

Although all station areas have unique characteristics,there are a number of common, fundamental principlesthat should be addressed when developing around transitsites. These “guiding principles” are intended to providebroad direction for planning in the vacinity of transitstation areas to create transit-oriented and pedestrian-friendly land use.

Direct and indirect economic benefits of bringing aregional rapid transit system to Moline Centre include:

Workforce mobilityConcentrated job creationDecreased infrastructure costs & increased tax-baseIncreased density through planned transit-orienteddevelopment

WORKFORCE MOBILITY

This project will result in improvements in areas ofworkforce mobility and economic vitality. TOD linkscentral city cores and other major activity centers tomobilize the workforce. Previous studies show thatresidents living near stations are more likely to use transitto commute to work than are other residents in theregion.

CENTRALIZED JOB CREATION

Mixed-use development will stimulate economic growthand increase the tax base, attracting future employers tothe corridor and linking jobs to homes. Corporations seeopportunities to locate in areas with excellent transitaccess.

1 Calthrope, Peter, The Next American Metropolis - Ecology, Community,and the American Dream, Princeton Architectural Press, New York, 1993

Public Transit photo


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INFRASTRUCTURE COSTS

The primary purpose of Moline Centre station TOD is toput into place the proper mix of incentives and regula-tions that will encourage and enable private investment inthe transit corridors and center by providing enhance-ments to both the transit system and the economic vitalityof the surrounding area.

Transit-oriented development patterns emerging from amore balanced transportation system will assist in therevitalization of downtown Moline. TOD requires sub-stantial upfront infrastructure investment that requiresextensive public investment. Usually several fundingsources must be combined, requiring a “menu” of fund-ing sources local governments can use to piece together afunding program, such as tax incremental financing andother tax abatement programs. The success of this TODproject depends on its ability to stimulate significantprivate investments.

Focusing growth around transit stations is a way tocapitalize on expensive public transit investments to helpproduce a number of local and regional benefits. Forlocal governments and regional planning agencies, transitcommunities represent opportunities for more intensivedevelopment and less sprawl, resulting in reduced autocongestion, reduced air pollution, and lower infrastruc-ture costs.

INCREASING MOLINE CENTRE HOUSING DENSITIES

Increasing the density of people living and working inMoline Centre increases the number of people wantingand using centrally located services. Increasing housingdensities will assist with the revitalization of the 5th and6th Avenue business district. Housing is a key quality oflife issue that is tied directly to a community’s ability torecruit and retain workforce.

Specific housing opportunities include:

Loft apartment adaptive reuse and rehabilitationRehabilitated single-family homesAssisted-living housingHousing associated with TODRiverfront housing options

Specific housing options will be discussed on a district-by-district basis later in this plan.

MAKING CONNECTIONS: LINKING CENTRAL NEIGHBORHOODS

TO MOLINE CENTRE BUSINESSES & ACTIVITIES

Today, there seems to be a disjunct between MolineCentre and the surrounding neighborhoods such as theFloreciente, Edgewater, and the Bluff neighborhoods.People living in these neighborhoods need to be recon-nected to the core of their City through the developmentand improvement of pedestrian ties, bike trails, andpathways.

Almost more important to these physical reconnections isreestablishing a sense of pride and emotional connectionto Moline Centre within the adjacent neighborhoods,connecting neighborhoods to Moline Centre.

CORRIDORS

EAST-WEST CORRIDORS

River Drive: Serves as the “Great River Road.” Currently,most of Moline Centre’s visitor destination sites, locatedwithin the John Deere Commons, are found along thisthoroughfare. A connection to I-74 needs to be main-tained in order to keep a directed flow of visitor traffic.

5th Avenue: Since the relocation of Moline’s downtownsouth of the railroad tracks in the early part of the 20th

century, 5th Avenue has served as the City’s “Main Street”or central business district.

7th Avenue: Currently, this street serves as the primaryentrance and exit to I-74 from Moline Centre.

NORTH-SOUTH CORRIDORS

12th Street: Serves as a main entry corridor from the westand as an entry point to The MARK.

15th Street: This is the primary connecting corridorbetween the John Deere Commons (River Drive) and the“Main Street” (5th Avenue). (See Integrating New Activi-ties with Existing Activity Zones.) It also serves as amajor north-south connector, tying Moline Centre to therest of the community, including John Deere Road.

17th Street: Historically, 17th Street served as MolineCentre’s “great civic street,” linking City administrationactivities with the former riverfront marketplace. Today,the City Emergency Operations Center and the libraryremain on this street and will soon be reconnected to a“marketplace,” Bass Street Landing.

19th Street: This street is a main entrance corridor toMoline Centre.

VISITOR ECONOMIC RINGAs a near-term remedy to the economic problems facing5th Avenue, a Visitor Economic Ring should extendbetween the John Deere Pavilion at 15th Street and theJohn Deere Collectors Center and Bass Street Landing at17th Street. The key is to get people across the barriercreated by the rail corridor, Arsenal Bridge ramp, and 4th

Avenue to the central portion of 5th Avenue (see Integrat-ing New Activity Districts with Existing Activity Zonesfor further details). 5th Avenue serves as the critical linkbetween these activities. In order to keep people walkingthrough the central section of 5th Avenue, every store-front needs to be filled and activities should be extendedto the street. Without a vibrant street environment, mostvisitors will not explore 5th Avenue.

GATEWAYSThree prominent gateways to Moline Centre are locatedat:

5th Avenue near 12th Street (from Rock Island)River Drive and 19th Street (from I-74 and EastMoline)7th Avenue and I-74 (from I-74 and East Moline)

At these gateways, visitors get a first impression ofMoline Centre. These three gateways should be coordi-nated, well-designed, present a desired image of MolineCentre, and assist visitors in finding their way. Improve-ments should identify Moline Centre, include a simpleand bold feature, and be landscaped to enhance thesefeatures.


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INTEGRATING NEW ACTIVITYDISTRICTS WITH EXISTING ACTIVITYZONESImplementation of the 1991 General Development andImplementation Strategy Plan emphasized the redevelopmentdistricts adjacent to the Mississippi River. During thisprocess, parcels along the river represented the mostviable and developable properties from a real estateeconomics perspective; without first bringing theseproperties up to their highest and best use, the propertiessouthward faced a steeper redevelopment challenge.

The Moline Centre Plan Update has reconfigured andexpanded upon the districts outlined in the 1991 masterplan. The update focuses on reinvigorating the down-town core by building on the redevelopment and eco-nomic momentum created by the riverfront enhance-

ments. By linking new redevelopment to sites that are orwill be significant economic drivers in the downtown,Moline Centre’s economic revitalization effort will bepositively affected.

The three most important economic links to expandeconomic activity to the south are Centre Station/TheMARK, the John Deere Commons, and Bass StreetLanding. The connections include:

The West Gateway District corresponds directly toCentre Station and The MARK.The Main Street District is economically linked to theJohn Deere Commons.The LeClaire Web Support District will be linked tothe new Bass Street Landing Development.

CENTRE STATION & WEST GATEWAY DISTRICT

As rapid transit becomes increasingly important in Molineand the Quad Cities region, transit transfer points andstations will be critical to future economic development.Moline Centre is already home to Centre Station, currentlya MetroLink bus transfer point and parking garage locatedclose to the rail corridor. The design of Centre Stationallows for its conversion to a train station and integrationinto a future rapid transit system. Momentum generated bythe installation of a rapid transit stop at Centre Station willhelp draw riverfront economic spurred by The MARKacross River Drive via the planned pedestrian bridge,through the transit center, and to downtown businesses.

The location of Centre Station allows for the develop-ment of a TOD within the West Gateway District.

JOHN DEERE COMMONS & 5TH AVENUE

The John Deere Commons, with The MARK, theRadisson Hotel, the John Deere Pavilion, and specialtyshops and restaurants, is the major visitor attraction toMoline Centre. To begin successful economic redevelop-ment within the Main Street Retail District, the City andproperty owner groups should initiate improvements thatdraw visitors from this activity center to the retail district.

The Arsenal Island Bridge ramp and railroad corridoracts as a visual and economic barrier between the JohnDeere Commons and the retail district. To bring touristfoot-traffic down 15th Street to 5th and 6th Avenues, theCity and property owner groups should implement thefollowing recommendations:

Develop a rear façade program that encouragesbuilding owners to enhance the appearance of theirbuilding face that is viewable from the John DeereCommons and 15th Street.

Diminish the barrier effect of the bridge ramp andrailroad corridor on 15th Street by creating an invitingentrance into 5th Avenue. This entrance needs totransition visitors from the John Deere Commons to5th Avenue.

Create a lighting enhancement program to highlightarchitectural features of historic buildings at night,beginning with the former Montgomery Wardsbuilding (now Hudson Flooring) at the corner of 6th

Avenue and 15th Street. At night, this building drawsone’s eye beyond the bridge ramp down 15th Street to5th and 6th Avenues.

Enhance and maintain inviting streetscaping along15th Street between River Drive and 7th Avenue,which will create a visual link between the JohnDeere Commons and the Main Street Retail District.

LeClaire Redevelopment District Opportunities

Economic Links

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BASS STREET LANDING & LECLAIRE WEB SUPPORT DISTRICT

Upon construction, the Bass Street Landing develop-ment will be the newest attraction in downtown Moline,helping to spark redevelopment in the LeClaire District.Creating a synergistic link between Bass Street and theLeClaire District is important to the overall economicdevelopment of downtown Moline. The concept tyingthese two distinct areas together is the development of ahigh-tech urban living zone that enables people to live,work, and play in areas all within walking distance.

What is the High-tech Urban Living Zone?Moline Centre should become home to a high-techbusiness cluster. Already, it is home to Deere &Company’s information technology center and several ofits vendor companies. Due to Deere & Company’spresence in downtown Moline, redundant power sourcesand wide bandwidth fiber-optic infrastructure are alreadylocated in this district. To cater to these high-tech busi-nesses and create desirable urban living, a high-tech urbanliving zone should be developed in the heart of MolineCentre.

The high-tech urban living zone will be a multifacetedenvironment that intertwines the employee recruitmentneeds of high-tech companies and the redevelopment ofa blighted, downtown area. When recruiting highly skilledtechnical employees, companies are not only competingwith one another but with the location where eachcompany is found. When competing with companieslocated in such urban centers as San Francisco, Austin,and Boulder, companies in less-urban areas need to offera unique living environment that will attract these highlysought after workers. Coffee shops, restaurants, exercisefacilities, and housing, all within walking distance of theworkplace, should fill the empty storefronts and vacantbuildings along 5th Avenue along 19th Street.

The high-tech urban living zone should extend betweenthe Bass Street Landing Development and the LeClaireDistrict with Deere & Company’s IT Center at theepicenter. Reuse of buildings, such as the old post office,should be focused on e-businesses and high-tech serviceproviders.


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REDEVELOPING THE ENDS TOENHANCE THE MIDDLE: MOLINECENTRE’S “BARBELL”Over the last 20-25 years, the 5th Avenue and 6th Avenuebusiness district has struggled to compete with newdevelopment along the edge of the City, causing localbusinesses to leave and storefronts to remain vacant.Even with the new life brought to the riverfront over thelast decade, this area has not fully benefited from thesurge in tourism to the area. As described previously, oneway to improve tourist traffic is to eliminate the barriersthat deter foot traffic from the John Deere Commons.However, to truly change the economics of 5th and 6th

Avenues, the physical and land use blight of both 12th

Street and 19th Street need to be alleviated througheconomic restructuring.

Both 12th and 19th Streets are entrances to 5th and 6th

Avenues, which today are plagued with outdated,blighted, or inconsistent land uses. Both of these corri-dors serve as the “front door” to Moline Centre’s “MainStreet” area. Their appearance deters people from shop-ping and exploring.

Both the 12th and 19th Street corridors offer large areas ofpotentially redevelopable land, which equates into poten-tial new sources for tax base within Moline Centre (seePreservation & Redevelopment Map). This increased taxbase will help facilitate aesthetic improvements, such asstreetscape and facade enhancements along 5th and 6th

Avenues.

Finally, large-scale development projects along the 12th

and 19th Street corridors will bring new residents andworkforce to downtown Moline. By bringing people towork and live within walking distance of 5th and 6th

Avenues, demand for services within this area willincrease.

DISTRICTSBy looking at the current activities and the economicimpact of five primary opportunities, VANDEWALLE &ASSOCIATES determined redevelopment districts withinMoline Centre. The outcome was the delineation of thefollowing:

West Gateway DistrictMain Street Retail DistrictMunicipal DistrictLeClaire Web Support DistrictRiverfront DistrictI-74 Bridge Realignment ZoneMixed-Use DistrictRiverside Park Redevelopment District

IMPACT OF I-74 BRIDGE REALIGNMENT - I-74 BRIDGE

REALIGNMENT ZONE

The realignment of the I-74 Bridge will influence thedevelopment and redevelopment within Moline Centrefor the next decade. Due to the unknown outcome of theon going study, it is impossible to develop a long-termeconomic redevelopment strategy for the area directly eastof the current bridge, what is described as the I-74Bridge Realignment Impact Zone. New investmentshould not be made in the zone until a final alignment isselected. Businesses and developers wanting a MolineCentre location should be guided to other areas of thecentral city. When final alignment is determined, the Cityshould request funding from the Illinois Department ofTransportation to conduct land-use planning for this areadue to the impact of the realignment.

West Gateway District Opportunities

Districts


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MASTER PLANThe master plan refines and enhances the recommenda-tions made in the opportunity analysis, taking these ideasand presenting them in an illustrative format to guidedevelopment within Moline Centre for the next five toten years. The master plan incorporates the long-termdevelopment goals of the City and is consistent with theother portions of the City’s comprehensive plan.

The master plan update includes an illustrative plan,specific recommendations concerning physical andeconomic improvements, and design guidelines forMoline Centre, including:

ParkingWayfindingPreservation and RedevelopmentDesign & EnhancementDistricts & Visions


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OVERLAY PLANSParking & Uses

Existing Surface Parking

DOWNTOWN PARKINGINVESTIGATIONIn many central cities, the lack of parking or impressionof a lack of parking deters economic developmentbecause it keeps visitors and shoppers from the localretail and deters new businesses from locating in the area.The No. 1 concern heard from local downtown busi-nesses and retailers was the lack of centrally locatedparking.

CURRENT CONDITIONS

In Moline Centre south of the rail corridor, the City ofMoline owns 13 parking lots ranging in size from 13 to126 spaces; altogether the lots have 719 spaces with 266spaces open for three-hour visitor parking, 429 spaces

leased or city employee parking, 8 handicapped spaces,and 16 reserved as snow removal spaces. Additionally,the City has 377 on-street parking spaces with all but 18open for two-hour public access.

RECOMMENDATIONS

Modify City parking management of public parkingby implementing a Parking Management Zonewithin the core visitor activity area.Increase available parking with the construction ofstructured parking.Coordinate current parking infrastructure.Encourage surface parking on a development-by-development need basis.

Modifications to City’s Parking Management: AParking Management ZoneThe City’s current system of leasing specific publicparking spaces to specific individuals and companies doesnot allow for the most efficient use of the availablespaces. Individuals or businesses are leasing spaces theydo not use on an everyday basis; instead of these spacesbeing utilized to their highest degree, they are sittingvacant. This lessee system gives the appearance of re-stricted spaces to visitors.

Instead of leasing designated spaces, individuals or com-panies should lease a nonspecific space within a specificlot. This management practice would encourage publicuse of the available spaces. The City should work withbusiness owners with guaranteed parking and work todetermine their actual day-to-day employee parking needs.In general, visitor parking occurs after employees haveparked for the day.

On-street ParkingOn-street parking is the most convenient and preferredtype of parking for visitors. Business managers andowners should work together to ensure that these spotsare reserved for visitors and not used as employee parking.A proactive, self-monitoring system should be imple-mented by businesses that deters employees from parkingon the streets. If City parking staff begins intensiveregulation enforcement, visitors may be ticketed, givingthem a negative impression of the downtown and rein-forcing the perception of parking problems.

Decked ParkingMoline Centre is in need of decked parking to supportbusinesses within the Main Street Retail District. As partof the Bass Street Landing project, the City is facilitatingthe development of a parking ramp to help remedyparking constraints and increased demand the projectwill create. The City should consider construction of aparking deck where Lot P is now located (on the south-ern half of Block 12) as the next phase of parkingimprovements. As downtown densities increase and theeconomics improve, the City should create a specialassessment district, which would assess a special-use taxfor areas that are benefited by decked parking to helpoffset construction and maintenance costs. Similar to on-street parking, spaces within the first level of a parkingstructure are most desirable to visitors; therefore, groundfloor spaces should be reserved as visitor parking.

Coordinated ParkingThe City should encourage coordinated parking when-ever possible. Signage should clearly indicate days andtimes of leased parking and inform visitors when theyare available. This is particularly important duringMARK events and other events that draw other largecrowds downtown.

Surface ParkingSurface parking within Moline Centre should be con-structed on a development-by-development need basis.The City should not create new surface parking as a short-term solution to the downtown parking shortage. Instead,resources should be allocated to the development of theLot P Ramp.


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City Block Index


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Wayfinding & CirculationWAYFINDING INVESTIGATIONWhile conducting research and analysis for the MasterPlan Update, it became apparent that Moline Centre hasan immediate need for the development and implementa-tion of an automobile-scale downtown wayfindingprogram. During the development of the John DeereCommons, the City implemented a wayfinding system;however, this system was designed as a pedestrian-scalesignage system and is not clearly visible from an automo-bile. The City of Moline should implement a downtownwayfinding system that provides an uncomplicated meansfor visitors to navigate to downtown destinations.

To facilitate the development of a wayfinding system,Renew Moline formed a committee comprised of Citystaff, venue operators, and representatives of propertyowners groups to examine the downtown’s signage needs.The committee decided that Moline Riverfront, TheMARK, the John Deere Pavilion, Moline Centre, RockIsland Arsenal, and Centre Station are the destinationsthat need to have routing signs. In part, this decision wasbased on a sign that appears near the I-74, 7th AvenueExit, which lists Riverfront, John Deere Pavilion, and TheMARK.

SIGNS

A very straightforward signage system has been devel-oped to guide visitors to the major attractions in MolineCentre. The signs are comprised of a uniquely coloredicon for each destination that is centered on the sign witha directional arrow above it and its name below. Signsshould be placed at critical locations along the designatedroutes on existing light posts and directional signals.

ROUTING

Signage will begin at essential entrances into downtownMoline, which include:

I-74, 7th Avenue exitI-74, River Drive exit6th Avenue (from Rock Island)

As shown on the plan, each destination’s route is indi-cated by a representative color. Committee membersfacilitated the development of the routes by discussingthe preferred routing system they use to guide visitors totheir destination.

Trailblazer signs should be placed on key routes thattravelers may take farther outside of the concentrateddowntown area. This type of sign lets visitors know thatthey are on the right path for their destination or informsthem of activities in Moline Centre.

Destination Logos

Wayfinding Signage

Arsenal IslandThe MARKMoline CentreCentre Station

Airport Moline Riverfront John Deere Pavilion


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M16

Preservation & RedevelopmentDetermining whether a building should be preserved orredeveloped requires one to balance the value of abuilding with its associated opportunity. As is shown onthe Preservation and Redevelopment Map, areas to theeast and west of 5th and 6th Avenues show a high degreeof redevelopment potential, while 5th and 6th Avenuesthemselves have many buildings that should be preserved,renovated, and/or reused. Areas along the riverfrontshow a significant amount of new investment, withadditional areas, Bass Street Landing in particular,planned for infill development.

PRESERVATIONBuildings or properties that show a range of degreesbetween historically significant to non-architecturallycontributing have been identified in Moline Centre. Theidentified categories include:

Significant HistoricSignificant NewArchitecturally ContributingNon-architecturally ContributingRenovation Targets

SIGNIFICANT HISTORIC

Buildings identified as key buildings in other historicpreservation studiesAnalysis by VANDEWALLE & ASSOCIATES team being ina condition to make economically feasible

To the extent possible, buildings designated as SignificantHistoric should be restored to state and federal historicalregistry standards. Pure renovation of historic buildingscan be impossible due to the need to meet all City build-ing code requirements. Therefore, actual application tothe historic registry should be on a building-by-buildingbasis. Additionally, it is important to remember thatMoline Centre is not a pure historic district. Historic taxcredits have been used as an incentive in the past to helpwith the adaptive reuse and renovation of buildings andshould continue to serve in this capacity.

Moline Centre Landmark

Redevelopment Site (Future Bass Street Landing)

SIGNIFICANT NEW

Significant New buildings are new investment withinMoline Centre within the last two decades that are viewedas part of the downtown’s architectural character. Thesebuildings are “modern” in terms of building code. It isunderstood that these buildings will be part of the down-town fabric for the next 40-50 years.

ARCHITECTURALLY CONTRIBUTING

The category Architecturally Contributing representsproperties that are not necessarily Significant Historic orSignificant New, but are adjacent to, across the streetfrom, or in the view corridors of the aforementionedcategories. In terms of architectural design standards,renovation and/or reuse of these properties should be inharmony with the buildings around them.

NON-ARCHITECTURALLY CONTRIBUTING

Buildings designated Non-architecturally Contributingmay be solid buildings that neither detract nor contributeto the upcoming phase of redevelopment.

RENOVATION TARGETS

Renovation Targets are the most important buildings forimmediate renovation and adaptive reuse. Most likely,these buildings are currently under-utilized and develop-ers should be recruited to redevelop them. Groundfloors of these buildings should be commercial; reusefor upper floors are discussed within the district-by-district descriptions.


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REDEVELOPMENTSites listed as Potential Redevelopment Sites or refinedeven further to Super Block Redevelopment sites shouldnot be viewed negatively; instead, they should be lookedat as areas able to generate a high degree of new invest-ment and new tax base for the City.

POTENTIAL REDEVELOPMENT SITE

Buildings and properties shown as Potential Redevelop-ment Sites fit the professional definition of “under-utilized and/or in need of rehabilitation,” and representbuildings that future reuse is unlikely due to a lack ofadequate parking.

SUPER BLOCK REDEVELOPMENT

Super Block Redevelopment should be integrated withhigh-density, whole-block redevelopment through thecreation of cohesive master planned land-use develop-ment, particularly for parking and services. An example ofthis type of redevelopment is the Heritage Office Plaza.


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Design & EnhancementsThe design and enhancement of Moline Centre is crucialto its success, considering future improvements will serveto inspire, to create places that support desired activities,and to restore pride through a renewed image of thecentral city. Once the desired placement of uses has beendetermined, design and enhancements reinforce theplanning and economic concepts and priorities.

Implemented design enhancements affect the actualexperience for those visiting, living, and working inMoline Centre. Coordinated and positive improvementscan make visual connections, improve the aestheticappearance, enhance special events, create vibrant andsocial places, generate a sense of pride, and improve thesense of safety.

Recommended enhancements include the improvementof rear facades, the selective lighting of structures,streetscape improvements, and “making a street a place.”


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MAKING A STREET A PLACEMany streets and sidewalk areas of today’s Moline Centrelack activity and are visually monotonous or unattractive.Instead of being a vibrant activity area, they are a meansfor cars and people to get from place to place. Due to thelack of definition of “place,” the street and sidewalkbelong to no one.

However, there are examples of places where the streetand sidewalk areas have become “places,” which include:State Street in Madison, Wisconsin, and Broad RippleVillage in Indianapolis, Indiana. To create places withinthe streetscapes of Moline Centre means to fashion asetting for human activities, such as eating, shopping,people watching, exchanging ideas, meeting, relaxing, andobtaining services.

To increase activity and “make a street a place,” imple-mentation should include:

Appropriate first-floor use mixFitting streetscapingBuilding facade treatmentStore practices and the management of street-levelactivities

FIRST-FLOOR USE MIX

The most important element in making a street a place isdeveloping a use mix and density that creates a district-like atmosphere. A mix of restaurants, retail shops, andentertainment venues should be located in close proxim-ity to encourage people to come to Moline Centre duringthe evening to go to dinner, meet friends for coffee, or goto local entertainment events. Businesses located withinfirst-floor properties should have the ability to take theirgoods and services onto the sidewalk frontage to enliventhe street.

STREETSCAPING

Well-designed streetscape areas include highly defineduses and added amenities. A planned streetscape shouldclearly separate active pedestrian uses from passive uses,such as dining, shopping, and “people watching.” Add

pedestrian-scaled amenities, such as seating tables, andvisual amenities, such as pedestrian-scaled lighting, sculp-ture, banners, clocks, or kiosks.

BUILDING FACADES

The storefront, upper facade, and signage of the buildingson the street provide the backdrop for “place” andgenerate the street’s activity. Create an attractive backdropby enhancing the architectural character of the facade byhighlighting cornices, windows, and detailing, as well asuplighting the facade at night.

Encourage well-designed signage by balancing consis-tency (with the use of guidelines) and creating interestand character. Signs should convey store activity throughsimple and graphic techniques, be coordinated within astreetscape, and be externally lit.

STORE PRACTICES & MANAGEMENT

Storefronts should provide visual interest for the passerbyand window-shopping opportunities. They should be asopen as possible to show inside activity and wares. Store-fronts may physically open to connect with the street andallow for sidewalk sales of food, drink, and wares.

Storeowners should co-market and allow activity (andaromas, e.g., chocolate making) to spill out onto thesidewalk. Coordinated management of sidewalk areascould allow for cafe dining, sidewalk sales, coordinatedphysical improvements, and events as well as coordinatednecessities, such as snow removal.

Existing 5th Avenue Streetscape


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ENHANCED REAR FACADESPast reconfiguration of streets and demolition of build-ings have exposed numerous blocks of rear facades inMoline Centre, and several of these exposed blocks areparticularly prominent, having a strong influence on theimage and economic success of downtown Moline.Enhancing these rear facades is an opportunity to im-prove the visual quality of Moline Centre and viability ofits businesses.

The strategy for enhancement includes improving appealfrom a distance through highly visible architecturalimprovements and the creation of new places for busi-ness, entertainment, etc., where now one only sees alleys,service facilities, and poorly defined rear entries to busi-nesses.

Highlight existing building features and unique character-istics (e.g., barley storage towers behind the brew pub) byadding complementary architectural elements and light-ing. Improve rear entries to businesses by coordinatingfacade treatments, signage design and placement, covered

entryways, and improved pedestrian access. Coordinateimprovements to the pedestrian alleys, such as pedestrianlighting, paving, and screening of service areas. Directdesign themes and management practices (trash and snowremoval, hours of operation, etc.) between businessessharing the alleyway area.

A roundabout, to be located on the island between thebridge and the entry gate to Arsenal Island militaryfacilities, is an opportunity to create a new, formal “gate-way” into the facilities and to allow drivers who are notentering to easily return over the bridge. The area shouldinclude a vehicular roundabout adequate for large trucksservicing the island facilities, formal symbolic elements(e.g., flagpoles, statues) and landscaping.

Existing 5th Avenue Rear Facade

ARSENAL ISLAND BRIDGEENHANCEMENTSThe Arsenal Island Bridge is a prominent feature ofMoline Centre’s riverfront. Making enhancements to theappearance of the bridge is an opportunity to add visualinterest at night and create a dynamic backdrop forriverfront activities. Enhancement opportunities includelocating decorative lighting on the bridge’s concreterailings and uplighting the bridge structure.

Fixtures on the bridge should be decorative and coordi-nated with existing River Drive and/or Arsenal Island-related fixtures. The size of the fixtures should considerthe large scale of the bridge. Uplighting should washselected piers and beams with light.


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Reflect the building traditions of Moline CentreEnhance the existing character of theirneighborhoodsContribute to the appropriate existing vertical andhorizontal scale of the streetContribute to the (materials and color) harmony ofthe street’s appearance

SITING

The location of a new structure on its site determines itsrelationship to the street and its neighbors. The siting of anew building should:

Enhance the definition of the streetBe conducive to pedestrian useLocate service and parking areas to a functional yetunobtrusive location

ScaleThe scale of a building has an important influence on thecharacter of a place. Recommendations for the scale of anew structure and its design elements should reflect thegoals of the master plan and the desired character objec-tives for the districts.

The height and the width of architectural massing ofbuildings are the primary factors in determining the senseof scale of an area. Consistent vertical scale helps toestablish a desired character and harmony of a district.Consistent width of new structures and their primaryelements (horizontal scale) create the desired rhythm onthe street.

Scale should be appropriate to the orientation of thestreet. Generally, in the center city, a pedestrian-orientedscale is desired. Avoid large footprint buildings and large-scale surface parking as well as “too small” buildingswithin blocks of denser development (e.g., a one-storybuilding within the context of multi-story buildings). If alarge footprint is unavoidable, the street facade should bedivided or articulated in a manner which conveys thescale of a group of smaller buildings.

FormBuilding form has a strong influence on the character ofplace and the urban spaces around it. The shape of thestructure in plan and its roof form should reflect thedesired character of place and compatibility with itsneighbors.

Materials & ColorAfter scale and form, materials and color create thegreatest impression and determine how a building willblend with its neighbors. Buildings that experiencepedestrian contact should be constructed of smallerscaled materials, such as brick. Colors should be chosenfrom a palette that offers variety, yet exclude radicaldeviations.

Facade TreatmentBuilding facades should add to the vitality and pedestrianscale of the city center.

Transparent facades, especially at street level, thatexpose activities to the street, should be encouraged.Opaque, unarticulated facades, especially at streetlevel, should be discouraged.

Style & CharacterStyle and character of new structures do not need to belimited to the style of a single era. A mix of styles canreflect the evolution of Moline Centre and can be unitedby harmonious scale, use of materials, streetscape, andother design standards.

Additionally, new structures should be “urban” in charac-ter and avoid the large scale and character more appropri-ate for suburban locations. If a large footprint building isunavoidable, the street facade should be divided orarticulated in a manner that conveys the scale of a groupof buildings.

CraftsmanshipStress quality craftsmanship in all construction. Qualitycraftsmanship creates an image of pride. A negativeimage can be created if low-quality materials are used orthe project is poorly implemented.

SignageOne of the most important determinants of the visualcharacter and coherency of Moline and the health of itscommercial districts is signage. Consistent guidelines anddesign review should be applied to create material coher-ency and minimize excessive competition. Signage shouldbe limited in its type, number, size, location, material, andillumination technique. The design of all signage typesshould be reviewed, including freestanding and wall-mounted signs.

Historic ReferencesMoline Centre’s history may offer design concepts whichroot the design in this place and create continuity ofdesign. Draw on Moline Centre’s history for references,such as the Mississippi River, agricultural machinery, andreference to Arsenal Island/military history.

References should be cast in today’s economic and socialcontext. Structures should not confuse the appearance oftime by literally imitating historic design. New structuresshould be “contemporary” in design and complementadjacent historic structures.

Original Design IntegrityWhen renovating and rehabilitating structures, often thebest guideline to follow is to work with the integrity ofthe original building design. Maintain original vertical andhorizontal rhythms, proportions of design elements,treatment of upper and lower facades (storefronts), baseand cornice treatments, etc.

Riverfront FrontageStructures that are located on the riverfront should besited and designed with this river exposure in mind. Newstructures should be integrated with proposed riverfrontimprovements, such as riverwalks, and orient active spacesand human-scaled facades toward the riverfront.

Gateway Corridors, Arterial Streets & DowntownEntriesAs identified in the master plan, certain streets andintersections are particularly important in portraying theimage of Moline Centre. These include arterial streetscarrying arriving visitors and points on these corridorsthat are gateways to the downtown. Architectural designof these gateway corridors should meet higher standardsand create continuity.

Focus PointsSites at the end of street vistas, particularly those ofmajor arterial streets, are much more visible than othersites. (Often community structures are placed here be-cause of this prominence.) Design of these sites andstructures should meet higher standards and should createa proper architectural terminus.

LIGHTED STRUCTURESThe image of Moline Centre at night has an impact oncommunity pride and the perceived activity in Moline’sdowntown. The selective lighting of numerous prominentbuildings would create “skyline icons” and would bevisible from up and down the river as well as neighboringriverfront communities. Specialized lighting can alsohighlight distinguishing architectural features visible atcloser ranges. Implementation represents a relativelyinexpensive investment with large returns.

Selected buildings include downtown landmarks such asthe LeClaire Hotel, and/or structures with large returns(see illustration).

GENERAL DESIGN STANDARDS ANDPRINCIPLESThe following general principles are applicable to MolineCentre and are intended to guide the architectural designof future rehabilitated and new structures that affectfunction, image, character, and visual appearance.

CONTEXT

The design of a new structure should be placed in thecontext of the history of Moline Centre and local culture,as well as the immediate neighborhood and architecturalscale and character. Where little inspirational contextexists, design should be inspired by the general characterof downtown buildings and set a new precedent for itscontext. Siting of buildings should also respect existingcontext. New structures should:


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DISTRICTS & VISIONSWEST GATEWAY DISTRICT12TH STREET HOUSING

12th Street ImprovementsAssisted Living Housing

MARKET RATE HOUSING & MIXED-USE DEVELOPMENT

Velie Park Enhancements & Gateway Park Development

CENTRE STATION REDEVELOPMENT ZONE

Centre Station: New Rapid Transit Station & TrainingCenter FacilitiesHotel & Meeting FacilitiesOffice Building DevelopmentHousing: New Housing, High-rise & Loft ApartmentAdaptive Reuse

COMMUNITY CENTER & MARKET PLACE DEVELOPMENT

Community Recreation CenterMarketplace Plaza

MAIN STREET RETAIL DISTRICTMAIN STREET PROGRAM

Rear Facade AdvertisingLoft Apartments-Adaptive Reuse and RehabilitationHeritage Plaza6th Avenue: Two-way TrafficParkingConnecting to the John Deere Commons

MUNICIPAL DISTRICTCREATING A MUNICIPAL CAMPUS IDENTITY

Streetscaping & Wayfinding ImprovementsSuper Block RedevelopmentEnhancements to the Historic City HallDowntown Library FacilitiesReuse of Historic Library Building17th Street Improvements- “The Great Civic Street”

LECLAIRE WEB SUPPORT DISTRICTWEB SUPPORT CAMPUS

DEERE & COMPANY’S IT CENTER

LECLAIRE BLOCK REDEVELOPMENT

The Former LeClaire HotelProposed Daycare CenterNew Urban Housing with Structured Parking

PARK, STREETSCAPE, AND GATEWAY ENHANCEMENTS

RIVERFRONT DISTRICTTHE JOHN DEERE COMMONS

Bass Street Landing

CAXTON BLOCK

Water Treatment FacilityMarina & Waterfront Use

MIXED-USE DISTRICT

RIVERSIDE PARK REDEVELOPMENTDISTRICTRIVERSIDE PARK EXPANSION

FUTURE RAPID TRANSIT STOP

TRANSIT-ORIENTED DEVELOPMENT

Concepts and ideas presented in the Opportunity Analy-sis and illustrated in the Master Plan have been brokendown into a series of implementable activities andprojects. The following pages describe the concept,existing conditions, and strategies for redevelopment on adistrict-by-district level. Implementation of many of theproposed projects can and should occur simultaneously.Task lists have been provided as immediate next stepsthat should be completed. See Implementation forfurther detail.

The study area has been broken down into five core andone adjacent implementation districts based on theoutcome of the opportunity analysis. These districts havebeen delineated, as a method of focusing on recommen-dations that should be undertaken to improve the eco-nomic environment in each individual district.

The Master Plan Update focuses on the redevelopmentof five core districts and two adjacent districts, whichinclude:

West Gateway DistrictMain Street Retail DistrictMunicipal DistrictLeClaire Web Support DistrictRiverfront District

Adjacent Districts

Mixed-Use DistrictRiverside Park Redevelopment District


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West Gateway DistrictDISTRICT CONCEPTThe objective of this plan is to encourage transit-orienteddevelopment (TOD) at the Moline Centre Station loca-tion and develop a model for land use development atother existing or planned transit facilities. Moline CentreStation and the surrounding TOD will increase density.This plan provides recommendations to leverage invest-ment in transit facilities to spur desired land uses andgenerate economic development.

The West Gateway District will be a high-density, mixed-use area within walking distance of the Centre Stationtransit stop and the 5th and 6th Avenue retail area. Thedesign and mix of uses will emphasize a pedestrian-oriented environment that reinforces the use of publictransportation. Generally, transit-oriented developmentsmix residential, retail, office, open space, and public useswithin comfortable walking distance, making it conve-nient for residents and employees to travel by transit,bicycle, or foot, instead of relying solely on their cars.

The vision of the West Gateway District consists of threeprimary redevelopment areas:

The Centre Station Redevelopment ZoneThe 12th Street residential mixed-use developmentThe Community Center and Marketplace PlazaDevelopment

EXISTING CONDITIONSAs shown on the Preservation & Redevelopment map,the West Gateway District shows a high degree of rede-velopment potential due to physical and visual blight aswell as inappropriate land-use patterns.

West Gateway District Opportunities

Existing Uses

City Block

(Note: Numbers 1, 3, 5, and 7 are not discussed in the text of thissection.)

1 Begin Wayfinding Implementation

2 Centre Station Redevelopment Zone

3 Completion of Skybridge

4 Completion of Train Station Design (Centre Station)

5 Enhance Link to Neighborhood

6 Gateway Feature

7 Neighborhood Reinvestment

8 Neighborhood Retail

9 Community Center and Marketplace Development

10 Proposed Assisted Living Development

11 Proposed Market-Rate Senior Housing

12 Realignment of 5th Avenue

13 T.O.D. Pedestrian Street/The MARK Entryway (12thStreet)

14 Velie Park Enhancement

15 Urban Housing Infill and Adaptive Reuse


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MARK. More hotel rooms will be required in the imme-diate vicinity of The MARK when The MARK expandsits convention facilities. Once commuter rail passengerservice is developed, this will be an ideal location provid-ing guest and visitors access to the other regional down-towns.

Office Building DevelopmentProximity of the transit center decreases the number ofparking stalls that will need to be allocated for compactoffice development in the downtown area. The concep-tual drawing defines the opportunity to construct signifi-cant new office space on lands that have been previouslyidentified for major redevelopment. The scale of officedevelopment depicted will not likely be feasible until acommuter rail service exists. An interim plan for thesehigh-density, transit-oriented building sites should besurface parking. The City should over time assemble theredevelopment sites identified in the master plan as theybecome available. Until the train comes, these sites willprovide surface parking to The MARK and 12th Streetredevelopment.

Community Center and Marketplace DevelopmentCommunity Recreation CenterMarketplace Plaza

CENTRE STATION REDEVELOPMENT ZONE

Centre Station New Rapid Transit Station & Train-ing Center Facilities 2 4Centre Station in John Deere Commons is a mixed-usemass transit hub constructed in 1999. Centre Station wassited along the railroad tracks that run through themetropolitan area serving the riverfront corridors. Theplan for Centre Station includes rail service. It is currentlybeing studied as a potential Amtrak rail station and thecentral station for a rapid transit commuter system.Studies that are currently underway are prerequisites tosubmitting an application for rapid transit funding in the

Character of Proposed 12th Street Housing

2003 federal transportation budget. As a part of CentreStation’s expansion to include higher density developmentthere are several potential land use options for futureplanning.

Hotel & Meeting FacilitiesThe conceptual drawing identifies the potential of placinga training facility above the existing parking deck. Train-ing facilities used in cooperation with The MARK shouldbe planned for both The MARK site and the optionabove the existing parking garage. This development offacilities will be market driven and as the City expandsthere likely will be a continued demand for convention,meeting, training, and hospitality facilities.

The conceptual drawing also suggests a potential, alter-nate hotel site that could be connected by skywalk to The

STRATEGIESStrategies for the West Gateway District include:

Centre Station Redevelopment ZoneCentre Station New Rapid Transit System andTraining Center FacilitiesHotel and Meeting FacilitiesOffice Building DevelopmentHousing Infill and Adaptive Reuse

12th Street Housing Zone12th Street ImprovementsAssisted Living HousingMarket-Rate Housing and Mixed-UseDevelopmentVelie Park Enhancements and Gateway ParkRedevelopment


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Existing Centre Station Area

mobility for residents with access to current bus serviceand, in the future, access to the regional rapid transitsystem.

Located at the triangular parcel formed by 4th Avenue,12th Street, and 5th Avenue Place is MetroLINK’s formerbus transfer site. A developer that specializes in assistedliving housing should be recruited to this site. To makethis a more appealing redevelopment site, the leg of 5th

Avenue that currently connects 5th Avenue to 4th Avenueshould be vacated.

Market Rate Housing & Mixed-Use Development 11A diversity of housing opportunities needs to be pro-vided to take advantage of different housing markets.With the senior assisted living project, there should bemarket opportunities for senior housing in adjacentblocks. This type of housing should be geared to seniorswho can afford independent living in an urban neighbor-hood. This would be an example of market-rate housingmixed with subsidized housing within the same neighbor-hood. The same concept of meeting mixed marketsapplies to loft conversion projects and other sites recom-

Assisted Living Housing 10 12Assisted living is a long-term care alternative for seniorswho need more assistance than is available in a retirementcommunity, but who do not require the medical andnursing care provided in a nursing facility. Residents inassisted living housing are still active members of thecommunity. Businesses along 5th Avenue and within theproposed Centre Station Redevelopment Zone will giveresidents access to restaurants, convenience stores, phar-macies, and retail shops within walking distance of theirhomes. Additionally, the nearness of Centre Station lends

Urban Housing Infill and Adaptive Reuse 15As in the Main Street District, a primary focus should bethe rehabilitation and adaptive reuse of loft apartments.Increasing the housing density is not only key to rein-vigorating 5th Avenue economics, but bringing rapidtransit to the Quad Cities.

The Centre Station Redevelopment Zone is a key part ofthe West Gateway District. Residential development thatis planned will be pedestrian to the transit center. Thiswill increase the livability and density options for theentire West Gateway District.

12TH STREET HOUSING ZONE

12th Street Improvements 13 8The Master Plan calls for the reconfiguration of the entryinto the downtown at 5th Avenue. The former bustransfer site is proposed for assisted living. The areasaround this site should be targeted for residential newconstruction infill. The intersection of 12th Street and5th Avenue should be significantly enhanced withstreetscape lighting and wayfinding signage extending to14th Street. As much as possible, first floor retail/commercial should be encouraged with businesses thatcomplement and serve the new residential neighborhoodbeing created.


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Marketplace PlazaThe design of the Marketplace Plaze should reflect theheritage of the abutting Floreciente neighborhood.Storefronts should be constructed in conjunction withthe community recreation center that would provideaffordable retail and restaurant space for those within the

alignments that create circuitous walks and forcebuses to meander or retrace their paths; direct sightlines to transit stops.Minimizing off-street parking supplies; where landcosts are high, tucking parking under buildings orplacing it in peripheral structures; in other cases,siting parking at the rear of buildings instead of infront.Providing such pedestrian amenities as attractivelandscaping, continuous and paved sidewalks, streetfurniture, urban art, screening of parking, buildingoverhangs and weather protection, and safe streetcrossing.Convenient siting of transit shelters, benches, androute information.Creating public open spaces and pedestrian plazasthat are convenient to transit.

Marketplace

Community Center

community to open a new or expand an existing business.In warmer months, an outdoor “mercado” or marketshould be set up with vendors selling foods and crafts totake advantage of the foot traffic from The MARK andJohn Deere Commons.

DESIGN STANDARDRECOMMENDATIONSEXISTING CHARACTER

The existing design character of the West GatewayDistrict is diverse. Primarily a zone in transition, thedistrict includes single-family residences, commercialbuildings, a large warehouse, and numerous vacant sites.Many of the commercial buildings at the head of 5thAvenue date to the 19th century.

DESIGN STRATEGY

The design strategy is to create a pedestrian-scaledmixed-use area and a symbolic west entry to MolineCentre. Mixed commercial and residential buildings areproposed along 12th Street with coordinated residentialdevelopments proposed for the blocks west of 12th

Street. All structures should be two to four stories inheight and with minimal setbacks. Pedestrian streetscapeimprovements tie these developments together.

DESIGN PRINCIPLES

Commonly accepted transit-supportive designs ofteninclude the following types of treatments:

Continuous and direct physical linkages betweenmajor activity centers; siting of buildings andcomplementary uses to minimize distance to transitstops.Streetwalls of ground-floor retail and varied buildingheights, textures, and facades that enhance thewalking experience; siting commercial buildings nearthe edge of sidewalks.Integration of major commercial centers with thetransit facility, including air rights development.Grid-like street patterns that allow many origins anddestinations to be connected by foot; avoidingcul-de-sacs, serpentine streets, and other curvilinear

mended for urban housing infill. A variety of rent struc-tures and condominium pricing will create a more “liv-able place” and will allow for a much faster rate ofdevelopment absorption. The faster this urban livingzone can be created, the more opportunity there is forsustaining and expanding 5th Avenue commercial andbusiness. Wherever possible, retail and commercialdevelopment should occupy the first floors. Retail usesthat support residential living, such as coffee shop,daycare, grocery, drycleaner, and similar uses that wouldbenefit from the pedestrian resident should be encour-aged.

Velie Park Enhancements & Gateway ParkDevelopment 14 6Velie Park is an important asset to the development ofmarket rate and assisted living housing within the WestGateway District. As proposed, new housing would facethe park. A master plan should be undertaken to ensureadequate recreational opportunities, including the expan-sion of the park east of 12th Street. Velie Park should beextended beyond 6th Avenue to create a gateway featureat the corner of 5th and 6th Avenues. This gateway is acritical entrance to Moline Centre from Rock Island.

COMMUNITY CENTER & MARKETPLACE DEVELOPMENT 9This Community Center and Marketplace developmentshould serve as a transition between downtown activitiesand the Floreciente neighborhood while taking advantageof the site’s economic potential due to its proximity toThe MARK and the future rapid transit station.

Community Recreation CenterAn indoor soccer field, a gymnasium, a workout room, anart and crafts room, a community meeting space, and achildcare facility could be incorporated into a MolineCentre community recreation facility. The City shouldcoordinate with the Floreciente neighborhood andnonprofits in the area, such as the Red Cross and the Boysand Girls Club, to determine activities that would drawpeople to this facility. Funding for the recreation centershould be sought from the U.S. Department of housingand Urban Development (HUD) as well as other state andfederal agencies. Because of this site’s proximate locationto Centre Station, it offers access to people from through-out Moline and the Quad Cities.


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Main Street Retail District

DISTRICT CONCEPTUnique retail and services, upper-floor loft apartments,and a renewed sense of place will help drive the economicredevelopment of the Main Street Retail District.Through the implementation of this plan, the districtshould regain the vitality that was lost with the economicdecline that started in the 1960s. By increasing the down-town workforce and residential base, more people willwant and need to use the services provided within thisdistrict. Creating a visual link along the 15th Street corri-dor and reducing barriers along this street to the JohnDeere Commons will help to draw people from thevisitor destinations to this district.

EXISTING CONDITIONSThe Main Street Retail District has a variable degree ofactive and inactive storefronts, with active storefrontshousing a wide-variety of service- and retail-orientedbusinesses. Several blocks of intact historic building stockremain, showing varying degrees of preservation andmaintenance. Lacking any prominent architectural fea-tures, Block 6 demonstrates a high redevelopment poten-tial.

STRATEGIESStrategies for the Main Street Retail District include:

Work to become an official Illinois Main Streetthrough the Department of Commerce andCommunity Affairs (DCCA)Develop a rear facade advertising programReinvigorate downtown housing options through thedevelopment of upper-story loft apartments.Create the Heritage PlazaReestablish two-way traffic on 6th AvenueImplement a City Parking Management Zoneand construct decked parking

15 Urban Housing Infill and Adaptive Reuse

16 Building Facade Enhancement and Lighting (15th StreetTerminus)

17 Improved Parking Lot Access

18 Main Street Retail District Visitor Connector

19 Master Plan Improvements to Church Block

20 Pedestrian Gateway to Main Street Retail District

21 Planned Pedestrian Rail Crossing

22 Potential Super Block Redevelopment

23 Proposed Main Street Retail District Events Plaza

24 Rail Corridor Visual Enhancement

25 Rear Facade Improvements

26 Street Placemaking

27 Two-way Traffic Study (6th Avenue)

28 Adaptive Reuse One-half Block

29 Proposed Parking Structure (Phase 1)

Active 5th Avenue Circa 1960

Active 5th Avenue Circa 1920s

City Block Index

(Note: Numbers 19, 21, 24, and 28 are not discussed in the text of this section.)


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2 Taken from the Criteria of Recognition produced by the Illinois Departmentof Commerce and Community Affairs.

“Place Making” on 5th Avenue

Renovation Opportunities

Loft Apartmentsfloors to loft apartments. Increasing the downtownresident base creates a greater demand for centrallylocated retail and service businesses. This upward de-mand will reinvigorate 5th and 6th Avenue storefronts.

There is a group of readily identifiable urban residentialdevelopers, both local and regional, who can implementresidential adaptive reuse and infill housing projects. Amarket opportunity exists within the Quad Cities for thistype of housing, and developers can and should berecruited to jumpstart the process.

HERITAGE PLAZA 23Between 14th and 17th Streets, 5th Avenue should becomean urban plaza and used as a space for sidewalk cafes,open-air eateries, and people watching. Sandwich boards,kiosks, and benches should be scattered throughout thearea to create a unique, visually active environment.Additionally, the large amount of frontage space left bythe Heritage Place office building is an ideal location for

The City of Moline and the Moline Center DevelopmentCorporation should work cooperatively to hire a mainstreet or downtown manager whose sole responsibilitywould be the development and marketing of this district.(As shown above, this is a precursor to becoming anofficial Illinois Main Street.) The Main Street RetailDistrict needs to function in the same mode as a shoppingmall, with stores having similar hours and joint marketingevents. A manager would oversee the implementation ofthese activities.

REAR FACADE ADVERTISING 25Retailer and restaurants located in buildings along Blocks3, 5, 9, 10, and 11 that face 5th Avenue have the opportu-nity to advertise their business on the highly visible rearfacade of their buildings. Due to the configuration ofpaved parking lots in the John Deere Commons and alongthe 15th Street and 6th Avenue corridors, backs of manybuildings are visible to pedestrian and car traffic. En-hancements to the backs of these buildings should bemade that advertise the retail district located in this area.(See Design & Enhancement Section for further details.)

LOFT APARTMENTS—ADAPTIVE REUSE AND REHABILITATION

15To increase density and provide a diversity of downtownhousing options, Main Street Retail District propertyowners and developers should convert upper building

MAIN STREET PROGRAM 26The DCCA sponsors a statewide Main Street Programthat assists cities and organizations build a foundation forMain Street improvements. Illinois’ Main Street Programfollows the ten National Main Street criteria determinedby the National Historic Trust to enter communities inthe program, which include:2

Broad-based community support for the downtownrevitalization process, with strong support fromboth the public and private sectorsVision and mission statementsComprehensive Main Street work planHistoric preservation ethicActive board of directors and committeesAdequate operating budgetPaid, professional program managerOngoing training for staff and volunteersReporting of key statisticsCurrent member of the National Main Street Net-workDevelop common business hours and marketing

an active plaza space with vendors, seating, an outdoorsculpture, and public art. Special provisions should beinstituted that allow businesses within certain areas tohave outdoor seating without the high insurance coveragethat is currently required by the city. Beyond these threeblocks, on-street parking should be returned to 5th Avenueto provide additional visitor parking spots.

6TH AVENUE—TWO-WAY TRAFFIC 27The system of paired one-way streets that runs throughMoline Centre needs to be restored to two-way traffic.One-way streets hurt the economics of a retail districtdue to increased speed, inability to cross several lanes oftraffic, and inability to find the destination. 6th Avenuebusinesses will continue to feel the detrimental effects ofone-way traffic until two-way traffic is reintroduced. Astudy should be conducted with the Illinois Departmentof Transportation to determine the feasibility of reinsti-tuting two-way traffic on 6th Avenue.

PARKING 17 22 29A parking management zone should be instituted on theprimary parking lots and structure parking within theMain Street Retail District (as described in Parking),which would include coordinated parking at the HeritageBuilding deck, improved signage, and City regulation. Anew entrance into City Lot U at 14th Street should beadded to increase accessibility to this lot.

In order to increase customer parking and facilitate reuseof upper building floors, a parking structure should beconstructed on what is now City Lot P. The constructionof this ramp should be the highest priority. An additionalramp should be constructed on the northern half ofBlock 6 as part of a mixed-use development that inte-grates with the main street location.


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DESIGN STRATEGY

The Main Street Retail District should build on its historicbuilding stock, maintain high-density development pat-terns, and enhance entry and retail corridors. This can beachieved through historic preservation efforts, creativenew urban architecture, and parking lot and streetscapeenhancements.

DESIGN PRINCIPLES

Preserve intact historic blocksMaintain the integrity of historic block facadesNew building design should complement historiccharacterEncourage definition of streets by matching existingsetbacksEnhance existing rear façades viewable from the JohnDeere Commons and the Municipal DistrictRequire quality facade designRequire parking lot enhancement/screeningStreet-level uses should conceal parking structures

CONNECTING TO THE JOHN DEERE COMMONS 18 20 16The Arsenal Island Bridge ramp and railroad corridor actsas a visual and economic barrier between the John DeereCommons and the Main Street Retail District. To bringtourist foot-traffic down 15th Street to 5th and 6th Avenues,the following recommendations should be implemented:

Develop a rear facade program that encouragesbuilding owners to enhance the appearance of theirbuilding’s that are viewable from the John DeereCommons and 15th Street.

Diminish the barrier effect of the bridge ramp andrailroad corridor by creating an inviting entrance into5th Avenue. This entrance needs to transition visitorsfrom the John Deere Commons to 5th Avenue.

Create a lighting enhancement program to highlightarchitectural features of historic buildings at night,beginning with the former Montgomery Wardsbuilding (now Hudson Flooring) at the corner of 6th

Avenue and 15th Street. At night, this building drawsone’s eye beyond the bridge ramp down 15th Street to5th and 6th Avenues.

Enhance and maintain inviting streetscaping along15th Street between River Drive and 7th Avenue, whichwill create a visual link between the John DeereCommons and the Main Street Retail District.

DESIGN STANDARDRECOMMENDATIONS

EXISTING CHARACTER

The Main Street District is in the heart of Moline Centreand is the location of some of the City’s oldest buildings,most densely developed urban blocks, and thedowntown’s primary retail area with its traditional com-mercial blocks.


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Municipal District

DISTRICT CONCEPTThe Municipal District in Moline Centre will be anexemplary demonstration of civic pride through thedevelopment of a cohesive campus-like environment thathas a welcoming streetscape and design. 17th Street willserve as a civic link between the Municipal District andthe public open space along the Mississippi River at BassStreet Landing.

EXISTING CONDITIONSBecause the City Hall, City Annex, Emergency ServicesBuilding, county court facilities, post office, and publiclibrary are all located within this district, people fromthroughout Moline are drawn to this area. Today, this areais lacking in identity and character and is completelyutilitarian in appearance and function with the historicCity Hall and library serving as architectural highlights.

STRATEGIESCreate an identifiable municipal campus through thedevelopment of a landscape and lighting theme aswell as campus signageEnhance the historic City HallMaintain a downtown library facilityReuse of the historic downtown libraryConnect the Municipal District to Bass StreetLanding by creating the “Great Civic Street” along17th AvenuePotential municipal expansion

29 Proposed Parking Structure (Phase 1)

30 “Great Civic Street” (17th Street)

31 Library Reuse

32 Municipal Expansion


34 City Hall Historic Building Enhancements

35 Planned Entryway and Civic Pride Enhancements

Existing Public Library

Existing Municipal District

City Block Index

(Note: # 29 is not discussed in this section)


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hoods should have access to a public library. Recently, thelibrary board commissioned a library needs study, whichrecommended the construction of an up-to-date libraryand closing the now inadequate downtown branch. Withthe amount of renovated and new housing anticipated toadd vibrancy and activity to the area, the City shouldencourage the continued presence of a downtown publiclibrary.

REUSE OF HISTORIC LIBRARY BUILDING 31The historic downtown public library, built in part with agrant from Andrew Carnegie, has brought communitymembers to downtown Moline for nearly 100 years. Atenant should be sought that is willing to adapt thebuilding for a new use that will continue to draw peopleto this area.

17TH STREET IMPROVEMENTS—“THE GREAT CIVIC STREET” 3017th Street should serve as the “civic spine,” connectingthe Municipal District with the community greenspacealong the riverfront at the Bass Street Landing develop-ment. Streetscaping should tie these two districts together.

POTENTIAL MUNICIPAL EXPANSION 32Future City expansion needs, such as police and firerelocation and/or City office space, could be met at thesouthwest corner of 7th Avenue and 17th Street. This is aprominent corner that faces the Super Block redevelop-ment site.


EXISTING CHARACTER

Currently, the Municipal District lacks a sense of identitywithin Moline Centre. The primary architectural featuresinclude the City Hall, the library, and to a lesser extent,the post office and former YMCA building.

CREATING A MUNICIPAL CAMPUS IDENTITY 35Streetscaping & Wayfinding ImprovementsThe City should enhance the civic presence and role ofthe district through streetscaping and wayfinding im-provements. Streetscaping features in this district willserve the dual purpose of an entrance feature from the7th Avenue gateway and begin to tie the Municipal Dis-trict together. Wayfinding signage should be strategicallyplaced to provide easy access to City Hall, the Annex, theFire and Safety Building, the post office, the library, andvisitor parking. Once a streetscaping theme is identified,it should be used consistently throughout the district.

Vandewalle & AssociatesMadison, Wisconsin

Super Block Redevelopment 33A municipal square or urban open space should becreated as part of a super block redevelopment projecton Block 19. Treatment of new building facades shouldrespect the fact that they all face the urban open space.

Enhancements to the Historic City Hall 34Key architectural features of the City Hall buildingshould be restored and lighted.

DOWNTOWN LIBRARY FACILITIES 31Today, libraries are not only a repository for books buthelp to bridge the digital divide by providing computerand technology access to people who may otherwise nothave exposure to rapidly changing technologies. Resi-dents living in Moline Centre or the adjacent neighbor-

Moline Centre Pride

DESIGN STRATEGY

The design strategy for the Municipal District is to createa cohesive and attractive campus that integrates thisdistrict with surrounding districts through a coordinatedpublic space and streetscape system.

DESIGN PRINCIPLES

Establish a standard for high quality “publicarchitecture” to set the district’s “design tone”Emphasize streetscaping as a means to integrate thecampus and create a cohesive identityLocate and design service areas to minimize thenegative visual impacts to streetsRequire parking lot enhancements and promoteshared parkingRequire treatment of parking deck “facades”


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LeClaire Web Support DistrictDISTRICT CONCEPTRedevelopment of the LeClaire Web Support Districtshould focus on the creation of a tech-business campusalong 19th Street from 7th Avenue to 4th Avenue, whichwill be central to the development of the High-techUrban Living Zone. As conceptualized, this campuswould be marketed to businesses utilizing and/or provid-ing such services as e-commerce and data storage thatwould benefit from the existing infrastructure. A campus-type business cluster holds the opportunity for sharedfacilities such as parking.

Unlike in a greenfield business park, a tech-businesscampus located in downtown Moline would offer goodsand services within walking distance of the workplace,such as housing, daycare, restaurants, coffee shops,exercise facilities, and many other amenities. Instead ofcorporate sponsorship of a cafeteria, a daycare center, ora fitness center, existing and new downtown businesseswould provide these services, in turn allowing all down-town employees and community members to benefit.

EXISTING CONDITIONSA string of underutilized and/or blighted properties runsdown the 19th Street corridor, which offers an excellentopportunity for coordinated redevelopment. This streetserves as a main entry point into downtown from I-74and currently gives visitors and residents the initial per-ception of a blighted center City.

24 Rail Corridor Visual Enhancement

35 Planned Entryway and Civic Pride Enhancements

36 Historic Post Office/Kone Global Service CenterEnhancement Block

37 New Urban Housing with Parking

38 Deere IT Office and Support Addition

39 Park Enhancements

40 Parking Structure (Proposed for Web-tech Campus)

41 Begin Wayfinding Implementation

42 Planned Long-term Infill

43 Planned Water Treatment Expansion

44 Potential Gateway


46 Proposed Daycare Center

47 Web Support Campus

48 Proposed CourtyardExisting 19th Street Corridor

LeClaire Hotel Circa 1920s

City Block Index

(Note: Numbers 24, 36, 41, 42, 45 are not discussed in the textof this section.)


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In the mid-1990s, the LeClaire Hotel was renovated as anapartment complex, leaving intact as much of the historicarchitecture and decorator elements as possible. With 110apartments, the LeClaire is the largest apartment complexin Moline Centre. The LeClaire’s storefronts are currentlyunderutilized, with inappropriate uses.

Deere & Company’s Information Technology Center isthe anchor tenant in this district. Not only does it em-ploye several hundred people, but draws other technol-ogy-related businesses to downtown. Because of the ITCenter’s presence, the area is serviced with wide band-width fiber optics and has a redundant power supply.

STRATEGIESStrategies for the LeClaire Web Support District are asfollows:

Elimination of blight through the development of aWeb support campus along the 19th Street corridorEnhancement of the Deere & Company IT CenterRedevelopment of the LeClaire BlockImprovements to park, streetscaping, and entrancegateway

WEB SUPPORT CAMPUS 40 47As shown on the LeClaire Web Support District graphic,two super blocks and two half blocks have been identi-fied as redevelopment sites along the 19th Street corridor.Properties within these redevelopment areas show a highdegree of land-use blight due to outdated land usepatterns that are inconsistent with downtown redevelop-ment. To begin developing a marketing strategy, thepublic and private sectors should form a District Market-ing Team (DMT) that includes private utility and infra-structure providers. This group should provide criticalinput in the development of a district marketing/devel-oper recruitment strategy. The DMT should work tocreate developer partnerships and recruit high-techbusiness to the campus.

DEERE & COMPANY’S IT CENTER 38As shown in the LeClaire District plan, long-term plan-ning for the block south of the LeClaire Block shouldinclude space for potential expansion of or enhancementsto Deere & Company’s 19th Street facility.

Mixed-use Support DevelopmentTech Business “Campus”


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DESIGN PRINCIPLES

New buildings should be scaled to a medium heightof two to three stories to begin to tie the district inwith the scale of the Main Street Retail District.Parking lots should be landscaped; treatment ofparking lot facades should be integrated with facadematerials on adjacent buildings.A consistent streetscape treatment should occuralong the 19th Street corridor; in areas withoutbuildings there should be a linear treatment of trees.

New Urban Housing with Structured Parking 37To increase downtown density, additional downtownapartments should be constructed on this block. Theseapartments would provide housing to those people work-ing in the tech-business campus with the desire to liveclose to their job. Currently, a paved parking lot is locatedon the entire northern face of this block. To assist withemployee and residential parking, a single-level parkingstructure should be built. On the 19th Street face, the rampshould have a retail facade that is part of the tech-businesscampus, providing service businesses with storefronts.

PARK, STREETSCAPE, AND GATEWAY ENHANCEMENTS

35 39 44Stevens Square, located at the northwest corner of 7th

Avenue and 19th Street, is a visual asset to the entrance ofthe Moline Centre. Improvement should be made to thepark that enables it to become a gateway feature. As a keyentrance corridor to the City, 19th Street should have aformal streetscape that ties the park into the Web SupportCampus.


EXISTING CHARACTER

The LeClaire Web Support District was built on the edgeof the central business district in which “fringe” services,such as gas stations and automotive garages, have beenlocated. The general architecture of the area is one-storyblock buildings with opaque walls, built in approximatelythe mid-1920s. The key or landmark elements within thisdistrict include Stephens Square Park, the LeClaire, andthe Deere & Company IT Center, and to a lesser degree,the historic post office.

DESIGN STRATEGIES

The design strategy of the LeClaire Web Support Districtis to create a business campus that incorporates the formallandscaping features of Stephens Park while maintainingthe integrity of the 19th Street streetface.

LECLAIRE BLOCK REDEVELOPMENT

To ensure cohesive redevelopment of this critical block,the City should prepare a unified block master plan thatincorporates a reinvigoration of the first floor of theLeClaire and creation of a courtyard, the development ofa daycare facility, new housing, and a parking structure.

The Former LeClaire Hotel & Proposed Courtyard 48The former LeClaire Hotel is an icon of Moline Centreand should continue to serve as an identifier for years tocome. With the development of the tech-businesscampus and increased downtown housing density, theeconomics of the entire district will change, making thebuilding’s first-floor storefronts viable for retail andservice businesses. LeClaire managers should seekrestaurants and service-oriented retailers and businessesto provide goods and services to residents as well as tothe tech-business campus.

A mid-LeClaire block courtyard would continue thestreetscape and greenspace onto 5th Avenue. Thiscourtyard would continue to provide parking as well asserve as open space for those living in apartments on theLeClaire Block. It also could provide a place for court-yard dining at a future restaurant in the first floor of theLeClaire. Additionally, the western end of the courtyardcould be utilized as an outdoor play area for the pro-posed daycare facility.

Proposed Daycare Center 46To successfully develop the tech-business campus,services need to be provided within close proximity ofthe workforce. Currently, downtown Moline lacks ad-equate daycare facilities for its workforce. The building atthe corner of 18th Street and 5th Avenue would be anideal location for a daycare center due to its centraldowntown location. The public or private sectors shouldform a Moline Centre Daycare Taskforce that wouldinvestigate and sponsor a daycare feasibility study. Ifdetermined a feasible project, next steps should includepreparing a financial model, acquiring the property,assisting with business relocation, and preparing a designconcept.


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Riverfront DistrictDISTRICT CONCEPTThe Riverfront District should continue to serve as thetourism draw to Moline Centre. Completion of the BassStreet Landing project should be the primary focus withinthis district over the next two years. Enhancements,improvements, and maintenance of existing improve-ments should continue.

EXISTING CONDITIONSOver the last ten years, a rebirth has truly occurred alongdowntown Moline’s riverfront. It has taken a highlycoordinated effort between the City, Renew Moline, andthe private sector to bring new development and activitiesto this area. A combination of new buildings, rehabilita-tion, and adaptive reuse has successfully worked to drivenew economic development in this area.

The John Deere CommonsThe economic development associated with the develop-ment of the John Deere Commons is felt throughout theentire City of Moline, particularly helping to drive newinvestment in the downtown.

This project has included the construction of several newfacilities, including:

The MARK is a regionally recognized civic centerthat attracts national touring shows and is home toseveral regional athletic teams. Additionally,conferences and training seminars are held in itsmeeting rooms and facilities.Centre Station is a bus transfer station that includesdecked parking and is proposed to become a stop ona future rapid transit system.The Radisson provides visitors to downtown Molinewith quality accommodations during their stay.The John Deere Pavilion is one of the world’spremier agricultural exhibits. Sponsored by Deere &Company, it showcases Deere & Company productsand interactive displays about the role of agriculturepast and present.

47. Boat House Riverfront Improvements

48. Completion of Arsenal Bridge Ramps

49. Completion of Historic Block Renovation

50. Galleria

51. Parking Structure

52. Planned Bass Street Landing

53. Planned Water Treatment Expansion

54. Proposed 1950s Diner

55. River Drive Median Landscape Enhancements

56. Riverfront Condominiums

57. Brownstones

58. “The Green”

59. Arsenal Bridge Enhancements

60. Arsenal Island Rotary

61. Marina Expansion

62. Potential Riverfront Activities

River Drive Success

Adaptive reuse of buildings includes:

The Heart of America Building (formerly the MolinePlow Co.) functions as office space and contains first-floor retail.Milltown Alley (formerly the Skinner Block) houses acombination of retail, restaurants, and office space.The John Deere Collectors Center (formerly MolineHeating) is a replica of a 1950s John Deeredealership.

Additional improvements within the John Deere Com-mons include a pedestrian-friendly streetscape, ariverwalk/bicycle path along the banks of the MississippiRiver, and a marina adjacent to the Radisson Hotel.

Bass Street Landing 51 52In February 2001, the City and Renew Moline began theschematic design for Bass Street Landing, which will bean interactive mixed-use riverfront development thatincludes public space, retail, restaurant space, commercialspace, and housing. As designed, Bass Street Landing willhave a wide variety of housing opportunities, includingluxury riverfront condominiums, brownstonetownhouses, and apartments on the third floor of theGalleria. The development will include a 255-spaceparking ramp with underground parking spots dedicatedto the condominium project.

City Block Index

(Note: Numbers 49 and 54 are not discussed in the text of this section.)


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“The Green” Park and Fountains

Proposed 17th Street Elevation: Bass Street Landing

Riverfront Activity

Proposed Ice Rink and Plaza

Proposed Plan: Bass Street Landing

STRATEGIES:Strategies to enhance the redevelopment activitiesalready occurring within the Riverfront District include:

Enhancements to the Arsenal Island Bridge andcreation of a roundabout on Arsenal IslandComplete streetscape enhancementsExpand marina capacity

ARSENAL ISLAND BRIDGE & ROTARY 59 60As described in the Design & Enhancements section ofthis plan, efforts should be made to uplight the ArsenalIsland Bridge. The bridge is an important Moline Centreriverfront feature and should be highlighted at night toadd visual interest to the riverfront. Additionally, a rotaryor roundabout at the Arsenal Island side of the bridgewould allow visitors to cross the bridge and make theirway back to Moline’s riverfront.

The Galleria will contain retail shops such as a breadshop and a cheese and wine shop as well as arestaurant. 50The riverfront condominiums will serve as upscaledowntown housing. 56The brownstone rowhouses are expected to appeal toa broader market. 57

To enhance the private development taking shape and todraw additional Moline residents downtown, the City iscreating a civic greenspace at Bass Street Landing. Ameni-ties that are planned include an extended season ice-skating rink, an extension of the riverfront bike trail, abicycle ramp to the Arsenal Island Bridge, and an interac-tive fountain play area. 58

The City and Renew Moline have worked together tobegin preparations for site redevelopment. The City hasconducted environmental assessment activities and hasenrolled it in the Illinois Environmental ProtectionAgency’s voluntary Site Remediation Program to receive aLetter of No Further Remediation. The City is alsoworking with the U.S. Army Corps of Engineers torelocate the Arsenal Island Bridge ramp that currentlybisects the site. Finally, MidAmerican Energy has beenconsulted in order to bury a high-voltage transmissionline. 48

Caxton BlockOver the last several years, developers have renovated andupdated the office space, enhanced the landscaping, andimproved pedestrian access to the parking facilities.

Water Treatment Facility 53The City will make a significant investment in theRiverfront District with the $20 million in planned im-provements to the City’s water treatment facility.

Marina & Waterfront Uses 61 62 47The City has developed a riverwalk and recreational trailalong the banks of the Mississippi River, which will becontinued east to Bass Street Landing and the Boathouse.Additionally, a marina has been constructed to the northof the Radisson Hotel/TGI Fridays. More slips areexpected to be constructed as part of the Bass StreetLanding project. In 2001, the Quad City Rowing Clubbuilt a new $800,000 boathouse along the bank of theriver adjacent to the future Bass Street Landing develop-ment.


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COMPLETE STREETSCAPE ENHANCEMENTS 55Streetscaping enhancements, such as live plantings inmedian strips, planned as part of the John Deere Com-mons and more recently, with the skybridge between TheMARK and Centre Station, should be completed toenhance the visual aesthetic within the district.

EXPAND MARINA CAPACITY 61Permitting requirements should be explored to begin asecond phase of marina improvements.


EXISTING CHARACTER

The character of this district has been carefully plannedand implemented. Only a small section between thewater treatment facility and the I-74 Bridge have notundergone redevelopment.

DESIGN STRATEGY

For the unredeveloped portion of the district, the designstrategy should emulate the high standards set by previ-ous design and implemention.

DESIGN PRINCIPLES

Continue high standards for quality architecture.Quality should equal that of John Deere Commons,Bass Street Landing, and Caxton Block renovation.Unify district through consistent streetscapeelements.Create continuous pedestrian connections betweenmajor riverfront activity centers.Create unifying public open spaces and pedestrianplazas.Minimize setbacks of new structures to create acontinuous definition of street.Integrate parking areas with new development.Minimize impact of parking areas on River Drive andriverfront.

So far, Bass Street Landing is in the development agree-ment phase strategized when development is there.


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Mixed-Use DistrictDISTRICT CONCEPTThe Mixed-Use District is well defined by a combinationof uses that includes industrial, main street commercial,and low-to-medium density residential. Building stock isin generally good condition; however, this district is notcurrently operating at its highest and best use. Redevelop-ment of the adjacent Riverside Park RedevelopmentDistrict will spark real estate interest in the Mixed-UseDistrict, helping to stabilize and improve the currentresidential and commercial areas. This district is thewestern portion of the Edgewater Neighborhood forwhich the City adopted a neighborhood plan in 1994.

Primary Mixed-Use District recommendations include:Maintain and infill single-family housing andcommercial district.Maintain and improve historic street grid, includingreevaluating the 5th Avenue closure as part of astudy of the Illinois 92 one-way pair system.One-way pairing of 4th and 6th Avenues hasdisconnected 5th Avenue from the routine trafficpattern. Additionally, the closure of this street limitsthe revitalization and real estate value of this district.The 5th Avenue terminus at Riverside Park shouldserve as a gateway entrance into the park.Maintain the connection between the Mixed-UseDistrict and the Bluff Residential Neighborhood via25th Street.

Within the Mixed-Use District are four zones that havedistinctly different land uses and therefore, differentrecommendations. These zones include:

Residential Neighborhood ZoneCentral Area Job ZoneNeighborhood Commercial ZoneInstitutional Zone

RESIDENTIAL NEIGHBORHOOD ZONEAnalysis of the Mixed-Use District graphic clearly showsthat the Residential Neighborhood Zone (RNZ) is partof the Moline Centre’s historic street grid. As part of thehistoric pattern, single-family homes developed to sup-port the workforce that was employed by riverfrontindustries.

Recommendations include:Maintain lot size and home character.Encourage owner-occupied single-family housing.Maintain and enhance single-family housingstock.Adopt appropriate infill standards to permitcompatible, yet higher density, residentialdevelopment.

CENTRAL AREA JOB ZONEDevelopment within the Central Area Job Zone (CAJZ)should encourage the development employment opportu-nities that support residents of adjacent neighborhoods.In order to maintain a healthy downtown, a multitude ofdifferent types of jobs need to be located in the centralcity.

Recommendations include:Encourage the development of small-scale lightmanufacturing operations.Deter the development of service-orientedbusinesses, such as automotive sales and repair.Develop zoning ordinances that ensure high-edgestandards between CAJZ and the RNZ andNeighborhood Commercial Zone, which includescreening along 4th Avenue.

NEIGHBORHOOD COMMERCIAL ZONEThe Neighborhood Commercial Zone (NCZ) offers retailgoods and services to those living in the ResidentialNeighborhood Zone as well as to the Bluff ResidentialNeighborhood. New commercial could be related toRiverside Park activities.

Recommendations include:Return and enhance historic architectural character tothe NCZ.Enhance neighborhood amenities by recruitingservice-oriented businesses to the area that would besupported by the RNZ, the Bluff Neighborhood, andRiverside Park.Focus design of new infill projects and rehabilitationof existing buildings to interface with 5th AvenueEast and 23rd Street.

INSTITUTIONAL ZONEThe predominant use of the Institutional Zone is achurch and its auxiliary facilities. There is already solidinvestment in this zone. Any proposed zoning changesshould accommodate institutional needs.

Recommendations include:Develop a master plan for the Institutional Zone thatincorporates future church expansion needs.


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Riverside Park Redevelopment District

DISTRICT CONCEPTThe Riverside Park Redevelopment District is envisionedto be the City of Moline’s communitywide festivalgrounds as well as a mixed-use transit-oriented develop-ment that promotes high-density office, housing, andretail amenities. This area is slated to become a stop alongthe regional rapid transit system; however, without thedevelopment of a high-density mixed-use district thatincludes housing, retail, and office components, theexpansion of the park becomes unfeasible and the railstop will not be located here.

Generally, the development of new festival grounds hasan associated parking demand that precludes them from acenter city setting. However, parking will not be an issueat the Riverside Park festival grounds due to the creationof the regional rapid transit system. Festival-goers will beable to leave their cars at home or their local Park & Rideand take mass transit to the event.

EXISTING CONDITIONSToday, the riverfront running from the I-74 Bridge westto 34th Street is plagued with outdated landuses. Over thenext several years, Deere & Company will relocate itstechnology division from its current riverfront location tonew facilities near its corporate headquarters, leavingbehind a site with high redevelopment potential.

Potential Rapid Transit Stop

Existing Conditions Between Riverside Park and Riverfront

A1 Transit Stop

A2 Mixed-Use Redevelopment

A3 Office Redevelopment Sites

A4 Community Festival Grounds

Riverside Park is 55 acres and runs from 6th Avenuesouthward to the bluff. This greenspace offers manyrecreational opportunities, including Little League base-ball diamonds, a swimming pool, playground equipment,tennis courts, two picnic pavilions, sand volleyball courts,walking gardens, and a fishing pond. However, industrialuses, such as a scrap yard and tank farm, separate River-side Park from the river.

STRATEGIESCreate a City festival grounds through the expansionof Riverside ParkPrepare district for future light rail station pointDevelop a transit-oriented development that includeshigh density, office, retail, and housing

RIVERSIDE PARK EXPANSION A4The City of Moline does not have a place to hold largecommunitywide festivals. To remedy this, the City shouldextend Riverside Park to the south across 6th and 4th

Avenues to the river. The first priority needs to be therelocation of the scrap yard and the tank farm to appro-priate sites because they no longer fit into the desiredland-use patterns along the riverfront. Upon their reloca-tion, the City will need to investigate any associatedenvironmental concerns. As a festival grounds, the River-side Park area would be able to host events, such theannual Riverfest. Development of the rapid transit systemwill enable people to come to events without the need tocreate additional parking or add to downtown trafficcongestion.

A=Adjacent


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Potential Mixed-use Redevelopment

FUTURE RAPID TRANSIT STOP A1As shown in Appendix 3, this district has been preliminar-ily selected as a future rapid transit stop. As regional rapidtransit ideas advance in the Quad Cities, the City ofMoline should reserve an area of this site, adjacent to therail corridor, as a future transit stop.

TRANSIT-ORIENTED DEVELOPMENT A2 A3Creating a higher density activity cluster at this site willhelp facilitate the development of a regional rapid transitsystem. Redevelopment within this district cannot solelybe comprised of public sector park improvements, butneeds integration with private sector investment. TheDeere & Company Tech Site and scrap yard site shouldbe redeveloped into a transit-oriented development with amix of high-density office, retail, and housing due to thepotential location of a rapid transit stop. This riverfrontlocation would be an excellent location for a corporateheadquarters. As this site is part of the downtown taxincremental financing district, increment gained throughthis development could be used to facilitate the relocationand redevelopment of the scrap yard and tank farm.


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IMPLEMENTATIONDISTRICT AND PROJECT PRIORITIZATIONPrioritization of the six master plan districts lies withineach district’s ability to generate new tax increment withinMoline’s downtown tax incremental financing district(TIF), which will help drive Moline Centre redevelopment.As such, implementation of the LeClaire Web SupportDistrict and the West Gateway District should beginimmediately. Increment derived from these districts canassist with the implementation of the recommendationsfor the other districts. Implementation of the Main StreetRetail District cannot begin until additional increment isgenerated within the TIF. In order for redevelopmentwithin the Riverside Park Redevelopment District tobegin, a corporate user must be found. Redevelopmentwithin the Mixed-Use District will be an ongoing process,driven by market demand for housing close to MolineCentre’s business district. The redevelopment of theRiverfront District is nearly complete; however, it shouldbe monitored to ensure completion. Finally, the redevel-opment of the Municipal District is dependent on futurepublic sector needs.

Projects that require immediate implementation include:Loft apartment conversions within the Main StreetRetail District.Wayfinding & Signage within Moline Centre.Expanded marina (as Bass Street Landing).Marketing team and Web page development for theLeClaire Web Support District.

PARTNERSHIPSDeveloping strong local, regional, statewide, and nationalpartnerships is key to implementing any economic rede-velopment plan or strategy. The City of Moline has beenextremely successful in creating strong links with local,state, and federal organizations and government officialsand agencies.

LOCAL PARTNERSHIPS

Moline Centre has one of the most successful public-private partnerships for any City of its size, between theCity and Renew Moline. Renew is a private sector sponsorthat is interested in redirecting capital into the downtown.This partnership has worked to successfully redevelopMoline’s riverfront through the development of the JohnDeere Commons and the soon-to-be-constructed BassStreet Landing. In addition, their collaborative effortshelped to bring the Heritage Place Office Plaza to 5thAvenue. To facilitate redevelopment beyond theriverfront, this partnership should expand its efforts tobegin implementing the greater plan proposed in thisdocument.

The Project Management Team (PMT) has been instru-mental in the implementation of the initial phases ofMoline Centre redevelopment. The team is comprised ofCity staff, elected officials, private sector partners, andongoing project consultants. With monthly meetings, theteam stays apprised of ongoing development with MolineCentre and provides valuable information.

STATE & FEDERAL PARTNERSHIPS

Throughout the implementation of multiple riverfrontprojects, state and federal elected officials have readilysupported the efforts to revitalize Moline Centre. Inaddition, both state and federal agency cooperation hashelped facilitate these projects through both technical andfinancial assistance. During the next phase of implemen-tation, these relationships are equally as important, and afunding summit with elected officials and governmentagencies should be held. Innovation and creativity are andhave been two of the most important ingredientsthroughout this project. Working together, “outside thebox,” will help us reach our common goal of revitalizingMoline Centre.

CITY STRATEGIESThe Moline Centre Master Plan Update should beadopted as part of the City’s overall comprehensive plan.The City Planning and Development Department and thePlan Commission should use this plan as a guide whenreviewing development proposals in Moline Centre.Flexibility will be required to achieve the desired land usedensity.

The City should modernize its zoning and publicright-of-way ordinances to accommodate for outdoordining, sales, and activities within the Main StreetRetail District.

Building regulations need to allow for rehabilitationof historic buildings.

A parking management plan should be developed tobetter utilize existing parking infrastructure.

Moline Centre should become a visitor andentertainment district with the goal of achievingquality architecture, quality jobs, and opportunitiesfor new business startups.

The City should maintain the Design BuildManagement Team (DBMT), a public-privatepartnership instituted during the development of theJohn Deere Commons, to review all projects that arereceiving public incentives. Eventually, an urbandesign district should be created that manages designfeatures within all of Moline Centre.

FUNDING STRATEGIESThe City of Moline needs to continue taking advantageof federal and state funding opportunities as well as localfunding mechanisms to advance the continued redevelop-ment of Moline Centre.

Tax Incremental FinancingState Enterprise ZoneSpecial Service DistrictCity Financing Programs

TAX INCREMENTAL FINANCING

The focus area of this plan is located within a tax incre-mental financing (TIF) district. In 2000, the City workedwith the State Legislature to extend the district for an-other 12 years to 2021. (The 2021 expiration date is onlyfor the property tax TIF, not the sales tax TIF, whichexpires in 2009.) In the past, the City has used TIF fundsto leverage federal and state support. The City shouldcontinue using TIF financing as it has in the past tofacilitate redevelopment where businesses create newincrement.

STATE ENTERPRISE ZONE

Moline Centre is part of the City’s state-designatedEnterprise Zone. The Enterprise Zone encouragesreinvestment by abating state sales taxes on buildingmaterials used within the zone as well as waiving allbuilding permit fees.

SPECIAL SERVICE DISTRICT

The City should reestablish the Special Service District(SSD), which had been in place for 20 years. This is thebest tool for providing comprehensive maintenance forstreetscaping projects, parking structures, etc. Addition-ally, SSDs could provide local business owners withannual funding for cohesive marketing and events. SSDswork as a special assessment against property ownerswithin the district, which allows them to financiallypartner for specific initiatives.

CITY FINANCING PROGRAMS

Over the past decade, the City and the private sector havedeveloped a series of small-business development pro-grams that should be reviewed, updated, and potentially,refunded. These programs include:

A City revolving loan fund

Facade improvement program

TIF redevelopment agreement program

Local lender consortium program


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NEXT STEPSThe Moline Centre Master Plan Update has provided a“next steps” task list within each individual district’schapter. The plan should be used to make these task listsinto strategic plans that are managed and updated on acontinuous basis.


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Appendix 1: Town Hall Meeting Results


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Appendix 2: Parking Meeting Results


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Appendix 3: Proposed Transit Stops

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