envision youngsville
TRANSCRIPT
ENVISION YOUNGSVILLE – FINAL REPORT
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ENVISION YOUNGSVILLE
“Just because something has always been this way doesn’t mean it should stay that way. Growth and prosperity can be achieved, while still retaining the small town charm.”
Quote from community survey
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EXECUTIVE SUMMARY
The Town of Youngsville faces many challenges to accomplish the goal of revitalizing its downtown, which are outlined in this report.
These include the following:
There is a high vacancy rate, and many buildings are in poor condition. (See “Downtown Business/Economic Development”,
beginning on page 9.)
Pedestrian accessibility is uneven along Main Street, and bicycle safety is a concern. (See “Pedestrian/Bicycle Accessibility”,
beginning on page 10.)
Traffic is significant and potentially counterproductive to revitalization efforts. (See “Traffic”, beginning on page 11.)
A unified design and public amenities are lacking along Main Street. (see “Streetscaping”, beginning on page 13.)
While these challenges may appear daunting, the report’s authors found a lot to suggest that the town is in a good position to focus
on downtown revitalization.
There was significant enthusiasm for the idea among town residents (both long-time residents and newer ones), as
expressed at the “Envision Youngsville” community meeting and through one-on-one interviews.
The town’s needs are on the radar of a number of regional government agencies, charged with helping the area with its
planning needs. The Capital Area Metropolitan Planning Organization (CAMPO), for example, is in the process of working on
design concepts to improve traffic conditions in downtown.
The town itself has hired a part-time professional planner, who is helping the town both update neglected ordinances and
develop a long-range plan, of which downtown will be a part.
Vital to the success of downtown revitalization will be a strong organizing body, to coordinate myriad interests, to prioritize project
goals, and to move the project forward. The organizing body is to be made up of community members representing a diverse cross
section of the community, who can leverage diverse skills as well as provide diverse perspectives to the revitalization effort.
Priority recommendations are made for short-term and achievable steps, related to the coordination of existing efforts, to
the development of the organizing body, and to continuing to engage the community at large in the effort (page 14).
A template for a suggested action plan, with long-term steps, is also provided (page 17).
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Table of Contents INTRODUCTION AND ACKNOWLEDGEMENTS ............................................................................................................................................................... 4
STUDY TEAM BACKGROUND .......................................................................................................................................................................................... 5
PROCESS ......................................................................................................................................................................................................................... 6
SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Downtown Youngsville .......................................................................................... 7
GOALS AND KEY ISSUES ................................................................................................................................................................................................. 9
Downtown Business/Economic Development ........................................................................................................................................................... 9
Pedestrian/Bicycle Accessibility ............................................................................................................................................................................... 10
Traffic ....................................................................................................................................................................................................................... 11
Streetscaping ........................................................................................................................................................................................................... 13
NEXT STEPS .................................................................................................................................................................................................................. 14
Priority Recommendations ...................................................................................................................................................................................... 14
Suggested Action Plan .............................................................................................................................................................................................. 17
APPENDIX ..................................................................................................................................................................................................................... 21
A - STREETSCAPE BEST PRACTICES ........................................................................................................................................................................... 21
B - LIST OF POTENTIAL RESOURCES ......................................................................................................................................................................... 26
C - LIST OF THOSE INTERVIEWED FOR THIS REPORT ............................................................................................................................................... 29
D - COMMUNITY FEEDBACK ..................................................................................................................................................................................... 30
E - COMMUNITY SURVEY ......................................................................................................................................................................................... 33
F - MAP OF DOWNTOWN PROPERTIES, WITH VACANCIES (AS OF JULY, 2013) ....................................................................................................... 39
G - YOUNGSVILLE AREA RING REPORT ANALYSIS .................................................................................................................................................... 41
H - INFLOW/OUTFLOW DEMOGRAPHIC ANALYSIS .................................................................................................................................................. 47
I - YOUNGSVILLE TRAFFIC COUNT ............................................................................................................................................................................ 48
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INTRODUCTION AND ACKNOWLEDGEMENTS
The Town of Youngsville engaged two graduate students, Eric Breit and Robert Looysen, to develop a plan for the revitalization of its downtown. The work took place over a two month period, in June and July, 2013. Downtown, as define for this work, was the .3 mile length of Main Street, between College Street and Cross Street in Youngsville, North Carolina. The town requested the students (study team) to do the following:
fact finding for viable businesses and strategy for downtown revitalization;
develop model for downtown improvement;
prioritize choices, as related to impact, cost, and risk;
survey community;
recommend strategies;
develop action plan, with implementation dates and resource allocation; and
identify sources of funds to implement plan. The purpose of this document is to help provide and prioritize development plans for Downtown Youngsville, through a summary of the findings during the project, along with a suggested set of action steps. The study team would like to thank the following for their support of this project. Without their significant involvement, commitment of time, and words of advice, this work would not have been possible.
Cat Redd, Commissioner, Town of Youngsville
Richie Duncan, Existing Industry Coordinator, Franklin County
Bill Tatum, Manager, Town of Youngsville The study team would also like to thank all of the residents and business owners of Youngsville whose have taken the time to provide their insights about the town.
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STUDY TEAM BACKGROUND
Eric Breit is a graduate student, pursuing a Master’s of City and Regional Planning from the University of North Carolina at Chapel Hill. Prior to graduate school, Eric worked for twelve years in community development and nonprofit management. From 1999 to 2006, he was program manager for the Nonprofit Finance Fund, a national community development financial institution, based in New York City. From 2006 to 2011, he was development director for Housing for New Hope, a homeless service provider and housing developer serving Durham and Orange Counties.
Robert Looysen is a graduate student pursuing a Master’s of Business and Administration from North Carolina State University. Prior to graduate school Robert worked in the biotechnology industry in manufacturing at GlaxoSmithKline from 2006 to 2008, and as a process engineer biotechnology consultant with ADVENT Engineering Services Inc. from 2008 to 2011. While working as a consultant, he was responsible for process equipment and utility qualification, process automation qualification, and quality systems review projects for multiple companies in the biotechnology industry.
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PROCESS The work of the study team involved a combination of demographic and economic research, in person interviews with community leaders and stakeholders, in person and phone interviews with downtown planning experts and governmental support agencies from throughout the region and state, and research on downtown revitalization best practices. This included academic research through reading case studies regarding downtown economic development in rural towns. Early on, the study team organized its work around the planning model knows as the Main Street Four-Point Approach, which is favored by the North Carolina Main Street Program, a program of the North Carolina Department of Commerce. This report reflects this approach. (For more information about the Main Street Four-Point Approach, please see: http://www.nccommerce.com/cd/urban-development/main-street-program) Community input was key to the study team’s planning process. In addition to its one-on-one interviews, the study team organized a community visioning meeting, Envision Youngsville, which took place June 27, and which was attended by more than forty residents and local and county officials.
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SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Downtown Youngsville
Key to an understanding of what is possible in downtown Youngsville is an understanding of its strengths, weaknesses, opportunities, and threats. This was compiled based on interviews with community stakeholders, a review of community input provided at the Envision Youngsville meeting, the community survey, and personal observations of study team.
Downtown Youngsville Strengths
Demonstrated community interest in revitalization of
downtown
Long-term and committed residents with a stake in the
community
Opportunities are available, with high percentage of
downtown real estate available for rent and purchase
Town is home to a number of regular events (youth
sports leagues and churches) that attract a high
volume of people from outside of town
Regional interest in biking through Youngsville
Town needs are attracting the attention of regional
governmental support agencies
County interest in the project
Town's location: population growth coming from Wake
County/Triangle Area
Strong infrastructure in town, developed for industrial
areas
Youngsville is a low crime area
More people commute into town than away from
town for work
Downtown Youngsville Weaknesses
No official revitalization organizational group nor
strategic plan in place
Volunteer support historically lacking
Lack of means of communication of downtown-related
development activities
Large community organizations haven't shown interest
in supporting the effort (Faith Baptist Church)
Some buildings are in poor condition
Sidewalks are not level
Traffic issues along Main Street (particularly truck
traffic), impacting quality of life along this corridor,
with no immediate solution possible
Lack of commercial businesses on Main Street to draw
people/business, particularly businesses with evening
hours
Events are not held on or near Main Street
Non-residents are unaware of what Youngsville can
offer, and many simply use Main Street as a
thoroughfare, without considering stopping
High building vacancy rate on Main Street
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Downtown Youngsville Opportunities
Use of cash grants (a percent of the tax valuation of
the investment in equipment, machinery, property and
building) to draw businesses to and to repair vacant
buildings
Engaged community members will patronize new
businesses
Arts council grants for street beautification
Urban forestry grants for streetscaping initiatives
Revised and new town policies can drive building
maintenance and area improvement
Bike tourism may bring in business to downtown
Opportunity to serve the youth sports that are active in
the community
Commitment of town to hire planning consultant (from
N*Focus) to provide expertise for downtown policies
Vacant lots on Main Street offer opportunity for
development
New growth of housing developments within three
miles of downtown Youngsville
Attention to traffic and truck concerns and pedestrian
and bicycle accessibility from CAMPO and the county
could result in measurable improvements in Main
Street
The current collaborative environment between
Youngsville and Wake Forest
High vacancy rate and relative scale suggests that big
improvements can be made
Downtown Youngsville Threats
Cannibalization of business from similar businesses in
the surrounding area
Organizational group never materializes
Small scale of community results in burnout and loss of
momentum of community members
Long-term aspects of the project lessens community
engagement due to time-frame
Long term sustainability for funding
Building facades may yet detract from drawing new
business
Main Street is not easily walkable
Bypass may lessen the amount of people going
downtown
Possible economic downturn may slow growth
Decrease in availability of state funded resources
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GOALS AND KEY ISSUES
Four development aspects were identified through the downtown revitalization project undertaken by the study team. These aspects are emphasized for priority based on observations from the study team; from input from community members provided at the meeting in June 2013, and through a mailed survey in December 2012; and from information learned from interviews with community stakeholders and downtown planning experts.
Downtown Business/Economic Development
Goals
To draw businesses that will be viable and successful to Youngsville’s Main Street.
To promote the Main Street business district as a cultural and retail center for the Town of Youngsville.
Key Issues
According to the U.S. Census, 98 percent of people employed in Youngsville live outside of town, suggesting significant opportunities to capitalize on workday commercial business. (See appendices G and H for more information about commuting, demographic, and spending patterns in the town.)
Currently, the downtown is characterized by vacancy and many buildings in poor condition.
o From community survey: “I would like to see some of the downtown businesses made to
spruce up their exteriors by fixing broken windows and keeping junk out of view through their front windows.”
o From stakeholder interviews: “Youngsville has changed. The buildings haven’t.”
Regarding types of businesses desired on Main Street, the most requested from Youngsville residents were restaurants and attractions open in the evenings, and places that act as destinations.
o From community survey: “We have to make it more inviting and keep people wanting to come
Main Street, Youngsville, looking east, with
dilapidated building exterior
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and visit, not just drive through. I have been here five years, and if it wasn’t for the baseball, I wouldn’t know anything about the town.”
o From stakeholder interview: “People will travel for good food and eateries.”
At the same time, the study team cautions against believing in the “build it and they will come” strategy. As one stakeholder commented, “People must be realistic about what businesses will move into downtown Youngsville…the level of expectation should be low.”
A common assumption made related to the promotion of downtown for economic development purposes is that having more events will attract more people to the area. This strategy should be examined closely. As one downtown planning expert said, “I do not recommend having more than one event per season.”
Creative financial instruments, such as cash grants, are becoming increasingly popular among jurisdictions interested in attracting businesses. Franklin County offers such incentives. At the community meeting, one resident suggested, “Give $200 tax breaks to those who help to start businesses and watch it multiply.” This strategy should be examined closely, before being committed to. As one downtown planning expert said, “It isn’t the tax breaks that will bring prospective businesses owners in. The building has to make money.” (The following link has more information
about Franklin County’s incentive policy: files.www.franklincountync.us/services/edc/taxes-and-incentives/FRANKLIN_COUNTY_INCENTIVE_Marketing_sheet_may_2012.pdf).
Pedestrian/Bicycle Accessibility
Goals
To promote accessibility via alternative sources of transportation to Main Street.
To make Main Street an enjoyable, safe, and walkable area of Youngsville.
Key Issues
Currently, there are no pedestrian cross walks across Main Street, between College Street and Cross Street; and much of Main Street along this stretch lacks sidewalks on both sides. Sidewalks that do exist are impacted by rough terrain, elevation changes, and traffic signage that obstructs clear progress and accessibility for all.
Many at the community meeting expressed concerns about pedestrian safety. In line with the broader societal desire for more exercise, residents expressed a desire to walk more in town—for exercise and to take their children to school—but an unwillingness to do so for fear of it being unsafe. This was particularly the case in the walk to the elementary school from the downtown area, where the lack of sidewalks, lack of cross walks, and uneven terrain were cited as barriers
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to safe pedestrian access for parents and children. (More information related to safe pedestrian access to schools can be found at Safe Routes to Schools, a national resource on the topic: www.saferoutesinfo.org.)
Bicycle accessibility was also cited by many at the community meeting as very important. There were comments about how the area, broadly, was an increasingly popular destination for weekend cyclists and questions as to how Youngsville could promote itself as a safe destination for these riders. There was also surprise among residents upon learning that Main Street through Youngsville is part of the state’s 700 mile Mountains to Sea bike trail (NC bike route 2).
Traffic
Goals
To address issues resulting from Highway 96/Main Street being a primary route for commercial and commuting vehicles.
To provide a traffic pattern that is safe for patrons of Main Street businesses, and allows for vehicle accessibility to Main Street businesses.
Key Issues
According to a 2009 traffic count, 11,000 vehicles travel through downtown Youngsville on Main Street each day. (See map of Youngsville traffic count in Appendix I of this report.)
According to a planning consultant with Stantec Consulting, 20 percent of traffic on Main Street is truck traffic. (The average truck traffic on interstates is 13 percent.) The study team observed a large truck (more than two axils) an average of every ninety seconds, over two thirty minute periods during non-peak travel times.
Main Street, Youngsville, looking west,
showing barriers to pedestrian accessibility
at the intersection with Cross Street
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The significance of the traffic, particularly the truck traffic, on Main Street, made one town official wonder whether this issue supersedes all others. “The truck traffic could be a deal breaker.”
A consistent theme heard from residents at the community meeting was the need for more parking and a concern that a lack of parking and parking accessibility was preventing drivers from stopping in downtown.
o From the community survey: “I would go
downtown more if there was better parking.
It’s so busy and confusing that I hate stopping.”
The study team recommends that this assumption be studied further, before committing resources to increase the number of public parking spaces. As one downtown planning expert said, “Very often in downtown planning, parking is a red herring.”
The most common solution suggested by residents and stakeholders to the traffic on Main Street was the development of a by-pass around downtown Youngsville.
o From the community survey: “The traffic through Main Street and Winston Street is extremely heavy. A Rt 96 bypass is much needed to avert the big, loud trucks.”
While a seemingly obvious solution, the idea of a by-pass is not without its critics. (For a critique of the by-pass strategy, see “Beyond the Bypass,” a report written by the Southern Environmental Law Center (www.southernenvironment.org/uploads/publications/NC_Rural_Report_LR_F.pdf).) It should also be noted that a by-pass would not likely be built for at least thirty years, so alternative solutions will need to be found. (Good information about planning efforts related to traffic in the area can be found at the Capital Area Metropolitan Planning Organization’s Northeast Area Study website: www.neareastudy.com.)
Main Street, Youngsville, looking east, with a tractor
trailer truck making the left turn from Cross Street
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Streetscaping Goals
To provide an aesthetic environment to draw people to patronize Main Street businesses, and make Main Street a more walkable area.
To improve the quality of public spaces and amenities downtown.
Key Issues
There is only a single public garbage can and no recycling bins along Main Street, between College Street and Cross Street.
A common theme heard at the community meeting was that efforts made to date (the sidewalk pavers and large planters were frequently cited) were not undertaken in a comprehensively planned way. As one downtown planning expert put it, “New sidewalks alone do not bring in folks.”
The planters are a reminder that expectations and responsibilities of community partners need to be clearly articulated and understood. One town official noted that there was miscommunication with a North Carolina State University group as to who was responsible for the ongoing upkeep of the planters.
The study team notes the potential made available by the large percentage of open space along Main Street. While much of this is privately owned and currently
used for parking, there is value in considering how the town’s open spaces could be better utilized to attract more business downtown.
One professional planner noted that, “design is the most overlooked, yet most important, aspect of downtown revitalization.”
From the community survey: o “Get a bigger park made so children will have a
place to enjoy in the town and meet new friends.”
o “This town needs benches on its sidewalks.”
Garbage can and steps along sidewalk, Main
Street, Youngsville
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NEXT STEPS Next steps related to downtown planning include priority recommendations and a suggested action plan. Priority recommendations are recommended to commence immediately and are suggested to be accomplished in the next six months. Regarding the action plan, the study team has provided a template with suggested actions to take. The study team believes, though, that a more concrete action plan—with timeframes mapped out—should be developed by the organizing body, after its formation. A better understanding of organizational capacity and resource allocation will be known at that time. This will also allow the organizing body to establish priorities and to have greater ownership over the process. As one community stakeholder said, “Do not dictate in advance what the committee should do. They need to own it first.”
Priority Recommendations 1) Attend to immediate opportunities with CAMPO and its
design proposal for Main Street, through the Northeast Area Study, and with Alta, and the planning grant application due to NCDOT in December, 2013.
2) Establish an organizing body made up of a cross-section of
the community to work in partnership with the town to help drive the downtown revitalization effort. The study
team heard multiple times, from every downtown planning expert interviewed, that, “the key ingredient to a successful downtown turnaround is to have an organization in place, to create and carry out the implementation plan.”
Initially, this body should be considered a steering committee, comprised of nine to fifteen representatives. Committee members should be chosen by the town, and work in conjunction with the town’s planning board on downtown revitalization issues. The committee should be comprised of a mix of business leaders and concerned citizens. One downtown planning expert said, “I used to believe that these committees should be made solely of community stakeholders and business leaders. I have come around to the value of ordinary, concerned residents being on the committee, too.”
The organizing body should be realistic with the planning timeframe and the ongoing commitment of people’s time and energy. It took three years for one downtown planning expert to renovate his first facade. Be mindful that committee members may rotate off and new ones may be needed. The value of such a downtown planning organizing body is reflected by the comments of a woman from Shelby, who participated in that town’s process, and who said that it
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provided a feeling that they were in control of their own destiny. (A potentially helpful example of a recommended organizational structure for another town, Pinehurst, can be found at: www.ncdda.org/wp-content/uploads/2011/12/NCDDA-Pinehurst-Final-Report.pdf, beginning on page nine.)
3) Ensure that the responsibilities of this organizing body be
clearly articulated, with tasks related to meeting agendas, work to be accomplished, and communication to the town and to the community at large being clearly defined and understood by all committee members. Have written “job descriptions,” to prospective committee members know what they are committing to and the time commitment required. The relationship between the organizing body and the town government needs to be made explicit. The study team heard various things from downtown planning experts regarding the role of the town in the committee. One said, “The town needs to staff it.” Another said, “The structure is led out of town hall.” It is possible that the organizing body’s tie to the town can be made through a revamped planning board, charged with playing a greater role in forward planning. At the same time, a clear distinction needs to be made with the town planning board. As one downtown planning expert
said, “Downtown’s plan is not necessarily the town’s plan. There could be conflicts.”
4) Establish relationship with existing 501c3 nonprofit
organization, which could act as fiduciary agent, to provide opportunities for private grant opportunities. This could be the Youngsville Area Business Association or the county’s Committee of 100.
5) The study team recommends that the organizing body
consider hiring a follow-up short-term downtown planning consulting team, to further develop recommendations made in this report, to assist with the implementation of the organizing body moving forward, and to provide tactical next steps. North Carolina Downtown Development Association could provide guidance with this. While on the surface duplicative of the study teams work and appearing unnecessary, with the hiring of N*Focus, this recommendation is made to ensure that momentum continues and that expertise is in place to support the organizing body.
The cost of such work could range from $3,000 to $5,000. It is recommended that the organizing body solicit private funds from the community for this work and not rely on town funding. Based on an intuitive assessment of fundraising capacity and enthusiasm, this is highly possible. It also will bring more community ownership over the process, and shift the expectation away from the feeling that it is Town government’s responsibility. It also begins to plant the seeds for the inevitable need to raise
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private financial support for downtown development efforts. A number of downtown planning experts shared that, in the end, downtown successes come from private investment and not government or foundation support.
6) The organizing body needs to clearly define the
boundaries of “downtown.” For this report, downtown was defined as Main Street, between College Street and Cross Street. Improvements should be consistent along the defined downtown area, however “downtown” is defined.
7) Consider starting a “snow ball effect” by contacting one
property owner downtown with the proposition that they would commit to improving their property if the design work was done for them. As one downtown planning expert put it, “Small town downtown revitalization often is accomplished one building at a time.” The North Carolina Small Town Main Street program has pro bono design services for towns for this purpose, even ones not enrolled in the formal Small Town program.
8) To generate and maintain momentum within the community at large:
a) Create a means of updating the community as to the
ongoing developments of the planning process. This
could be accomplished by using the town website or a
newly created list serve.
b) After updating the community, encourage public input
into the revitalization efforts by giving an opportunity
to give opinions regarding the next steps in the
revitalization effort.
c) Schedule volunteer work days for civic and church
groups and businesses, to clean up Main Street and to
promote active participation in the downtown
revitalization effort. This could be accomplished at
minimal cost and be led, possibly, by the Kiwanis Club.
Hold a downtown revitalization celebration (which
could become an annual update event), highlighting a
symbolic early improvement, such as bench or tree.
d) Invite guest speakers from outside the community—
town managers, government officials, city planners—
to help educate and encourage Youngsville residents
as to what works and what does not, in terms of
downtown revitalization. This will encourage local
participation in the process. It will also expose
Youngsville and all of its potential to many from the
outside, who might not know about it
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Suggested Action Plan
Downtown Business/Economic Development Plan
Strategies/Recommendation Resources Timeframe
1.1 Develop a Downtown Development Plan prioritizing identified projects (Short-term and Long-term goals).
Steering committee NC Small Town Main Street NC Downtown Development Association NC Department of Community Assistance NC STEPS
1.2 Work in conjunction with Franklin County to determine what businesses might be successful.
Franklin County Economic Development Office
1.3
Draw identified businesses to Youngsville's Main Street, through creating and promoting local economic development incentives, and coordinate with county and state agencies to recruit businesses.
Youngsville Area Business Association (YABA) Franklin County Economic Development Office
1.4 Develop and implement façade grant program or property value reimbursement plan to improve Main Street buildings.
Steering Committee
1.7
Work in conjunction with YABA to determine what role they can play in marketing downtown businesses and to coordinate event activities downtown.
YABA
1.8
Market Youngsville and its downtown area to potential businesses and investors - create a marketing and recruitment package and web site.
YABA
1.9 Continue to implement land use policies and development regulations that are consistent with targeted economic development areas
Steering Committee Town of Youngsville
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Strategies/Recommendation Resources Timeframe
1.10
Protect and promote the historic character of the town through the designation of Historic Buildings along Main Street, and compile a historic resources inventory.
1.11
Perform building assessments for preparation for discussion with potential new businesses (Repairs Needed, Estimated Investment Required to Improve Building)
Town of Youngsville
1.12 Provide information to small business and potential start-ups on business financing options (small business loans) and resources
Town of Youngsville
Pedestrian/Bicycle Accessibility Plan
Strategies/Recommendation Resources Timeframe
2.1 Work with ALTA to submit an application for a NCDOT bicycle and pedestrian planning grant.
ALTA Town of Youngsville
2.2 Develop a comprehensive plan that identifies the community needs for bicycle and pedestrian accessibility.
ALTA CAMPO
2.3 Implement bicycle and pedestrian plan. Steering Committee
2.4 Work with Wake Forest on bicycle path extension into Youngsville.
Wake Forest Chamber of Commerce Town of Youngsville
2.5 Communicate with local schools regarding parent involvement in pedestrian accessibility planning efforts.
Parent/Teacher Association
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Strategies/Recommendation Resources Timeframe
2.6 Coordinate with other town in region to consider joint promotions directed at bicyclists and others using the area for recreational purposes.
Franklin County Chamber of Commerce Wake Forest Chamber of Commerce
Traffic Plan
Strategies/Recommendation Resources Timeframe
3.1 Partner with CAMPO to further develop the proposed bypass plan and other possible solutions for traffic congestion on Main Street
CAMPO
3.2 Discuss possibility of roundabouts and sidewalk bulb-outs to slow or redirect traffic from Main Street
CAMPO
3.3 Look into potential new parking areas off Main Street using the downtown business inventory map
CAMPO
3.4 Assist in traffic research by exploring creative ways to get at the origins and destinations of truck traffic.
CAMPO Steering Committee
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Streetscaping Plan
Strategies/Recommendation Resources Timeframe
4.1 Partner with CAMPO and Stantec consulting on streetscape design.
Steering Committee CAMPO Stantec Consuting
4.2 Apply for Urban Forestry Grant for urban forestry initiative funds.
Urban and Community Forestry Program
4.3 Develop a comprehensive plan that identifies the possibility for pocket parks and open spaces on Main Street
Steering Committee NC Small Town Main Street
4.4 Partner with "Trees Across Raleigh" to obtain help with a pocket park design and tree planting.
Trees Across Raleigh
4.5 Plant trees and other street-scape features based off of the identified design elements.
Trees Across Raleigh
4.6 Identify funds and implement streetscape design. Steering Committee
4.7 Improve the image of Youngsville through landscaping and signage ordinances in order to be a desirable business location.
Town of Youngsville YABA
4.8 Identify potential public spaces (Fountains, Community Gardens, etc.).
Steering Committee
4.9 Promote public education and awareness on community image issues, including property maintenance, littering, and dumping.
Steering Committee YABA
4.10 Enforce applicable property maintenance regulations and the minimum housing code.
Town of Youngsville
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APPENDIX
A - STREETSCAPE BEST PRACTICES
Reason for Streetscapes:
Streetscaping is an important aspect of downtown revitalization
because if properly designed it creates the environment for a public
place to walk and gather. This is achieved by creating a balance for
the needs of pedestrians, bicycles, and vehicles. The elements used
to create this balance include providing attractive pedestrian
streetscapes, traffic calming, attractive window displays, parking
areas, building improvements, street furniture, signs, sidewalks,
street lights, and landscaping. A positive impression of the
commercial district can be conveyed through correct design.
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22 1 Urban Resource Group, Downtown Cary Streetscape Master Plan,
http://www.townofcary.org/Assets/Planning+Department/Planning+Department+PDFs/Cary+Streetscape+Master+Plan.pdf 2 Elizabeth Conner, ARCADIS, Master Plan and Design Development: Integrated Landscape, Hardscape and Art, (September 2008)
3 Kansas City Downtown Streetscape Master Plan, http://ww4.kcmo.org/planning/downtown/streetscape/bestpractices.pdf
Streetscape Goals: (1)
Goal 1: Achieve a consistent and coordinated look through
streetscape elements such as:
Sidewalks
Streetlamps
Traffic signals
Street trees
Public signage
Benches
Trash receptacles
Use consistent materials, color, scale of elements, proportion of
components, and architectural style.
Goal 2: Establish a pedestrian orientation through use of distinctively
designed crosswalks, narrower streets to naturally calm traffic and
ease pedestrian crossing, and adequate sidewalk space to support
high volume and possible outside seating.
Goal 3: Facilitate continued private reinvestments through strategic
public investments such as adequate parking or proper public
landscaping.
Goal 4: Ensure public involvement: Citizen involvement is
fundamental to the development of a Streetscape Master Plan.
Comments and feedback from residents and landowners should be
taken seriously. This will result in a true sense of ownership by those
who participate.
Goal 5: Create a place to linger: Street oases are located at major
street corners and other significant locations. Seating and small
tables can be used to encourage sociability. Large cast concrete
planters with shade trees provide good places to sit. Integration of
temporary artwork could provide visual interest in a social area. (2)
Goal 6: Maximize streetscape value: (3)
1. Achieve economies of scale with consistent elements
2. Understand the costs of visible and non-visible elements to
account for all costs
3. View as a long-term amenity, as such maintenance is a key
element of streetscape design: “An unkempt planter can bring
down an entire street just like an unkempt yard”
4. A maintenance agreement should be in place between the city
and the property owners to ensure maintenance tasks and
their associated costs are accounted for, and so there is not
confusion about who is responsible for a given task.
ENVISION YOUNGSVILLE – FINAL REPORT
23 1 Urban Resource Group, Downtown Cary Streetscape Master Plan,
http://www.townofcary.org/Assets/Planning+Department/Planning+Department+PDFs/Cary+Streetscape+Master+Plan.pdf
Streetscape Elements: (1)
1. Landscape
Trees and shrubs
Tree Guards
Paver-Grate Suspension System: For areas with existing building and narrow sidewalk width to maximize walking surface, the Paver-Grate system allows for the placement of pavers directly over the planting area, manufactured by Ironsmith.
Planter Bowls, Pots & Urn
2. Sidewalks
Ramps (ADA federal requirements)
Signage: Bikes, Pedestrians, Consistent Business Signs
Street Signs: Decorative 4” OD aluminum pole with finial,
9” x 36” street signs
Enhanced Pedestrian Crossings:
o Paved
o Bulb-outs
o Mid-block crossings
Café Seating
Bike Lanes (On-street)
ENVISION YOUNGSVILLE – FINAL REPORT
24 1 Urban Resource Group, Downtown Cary Streetscape Master Plan,
http://www.townofcary.org/Assets/Planning+Department/Planning+Department+PDFs/Cary+Streetscape+Master+Plan.pdf
3. Street Furniture
Pedestrian Seating
Planters
Trash Receptacles
Bike Racks
Benches
Public Art (invite participation of the Arts Commission)
4. Lighting
Street Light 35’ high street light pole
Pedestrian Lighting: large lighting projects should pursue a
“lighting district designation”
ENVISION YOUNGSVILLE – FINAL REPORT
25 1 Kansas City Downtown Streetscape Master Plan, http://ww4.kcmo.org/planning/downtown/streetscape/bestpractices.pdf
Streetscape Element Maintenance: (1)
1. Landscape
New trees and shrubs should be watered for the first two
years until firmly established
New trees and shrubs should be pruned to remove dead
or damaged wood annually
Mulch in planting beds should be maintained at a depth of
3”
All planting beds and tree mulch beds should be weeded
regularly
Perennials and herbaceous shrubs should be pruned
before the onset of new growth
2. Sidewalks
Sidewalks should be regularly power washed
Sidewalks should be sealed every 5 years
Gum removal should occur regularly
3. Street Furniture
All damaged glass, metal or stone elements should be
replaced immediately
Metal elements should be reviewed yearly and refinished
as required
All glass should be cleaned at least four times a year
All graffiti should be removed promptly
4. Lighting
All light outages should be repaired promptly
Metal elements should be reviewed yearly and refinished
as required
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26
B - LIST OF POTENTIAL RESOURCES
Funder name and contact information
Area of interest/applicability to Youngsville needs
Application process/restrictions
Examples and sizes of relevant awards
Application deadline
North Carolina Arts Council, Janie Wilson, [email protected], 919-807-6508
Street Decoration near the railroad crossing
Need to Apply through Franklin County Arts Council (the Designated County Partner (DCP) who administers the programs funds for Franklin County), 501(c )(3) organizations get preferred for subgrants, community organizations are third priority for grants
Franklin County Allotment 2011-12: $16,731 ($4,256 for Multicultural Art), Allotment must be matched dollar for dollar
Application Due First Business Day of March by 5 pm (online forms available mid-January) www.ncarts.org/elements/docs/DCP3_ 2010.pdf
Urban & Community Forestry Grant Program Jennifer Rall U&CF Program Assistant 1616 Mail Service Center, Raleigh, NC 27606 Phone: 919-857-4849 Fax: 919-857-4805
Funding for organization responsible for Youngsville’s Urban Forest and Community Understanding of Benefits of Tree Cover
- Eligible for any unit of local or state government, or approved non-profit - First-time municipal applicants seeking Tree City USA status are given priority for funding - Grants used to assist meeting requirements for TreeCity USA or implementing urban forestry programs
Requires matching funds $1,000 to $15,000 (>$15,000 possible)
Grant cycle opens January 1 of each year Applications due by March 31st at 5 pm Projects begin Sept 1st and must be completed by August 31st the following year
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Funder name and contact information
Area of interest/applicability to Youngsville needs
Application process/restrictions
Examples and sizes of relevant awards
Application deadline
Franklin County Unrestricted Endowment Fund
Katie Crumpler 919-256-6914 (direct) 4601 Six Forks Road, Suite 524 Raleigh, NC 27609
Funding for any project associated with enhancing the quality of community life. -Streetscaping - Bicycle Accessibility
The Franklin County Unrestricted Endowment Fund enables the Franklin County Community Foundation to respond to changing community needs and to enhance the quality of community life within the county.
Usually $250 to $500 (Up to $980)
The 2013 grant application period for the Franklin County Community Foundation will be open from March 15, 2013 to April 30, 2013. http://www.nccommunityfoundation.org /page/franklin-applying-for-grants-40
NCDOT Enhancement Grant (Used for Street Scaping in Wake Forest) Contact NCDOT
Projects on Main Street Need to apply through NCDOT
Not Given On-going
NCDOT: Bicycle and Pedestrian Planning Grant Initiative Contact NCDOT Helen Chaney 919.707-2608.
Pedestrian and Bicycle Accessibility Projects
Need to apply through NCDOT
Average: $27,000 Issue Call for Proposals due September 5. Application Submission Deadline is December 5 at 5:00 pm.
ENVISION YOUNGSVILLE – FINAL REPORT
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Funder name and contact information
Area of interest/applicability to Youngsville needs
Application process/restrictions
Examples and sizes of relevant awards
Application deadline
Jandy Ammons Foundation, Gina Teague, Executive Director, [email protected], www.thejandyammonsfoundation.org
The Jandy Ammons Foundation seeks to make grants to nonprofit 501(c)(3) public charities where a significant volunteer base can be demonstrated to help implement project-driven initiatives. The Foundation intends to make grants to the following types of organizations and projects:
Wildlife/park/hunting/conservation projects
Educational projects/artistic installations
Christian church mission endeavors
Other organizations and projects within the scope of the Foundation's mission
Gina emphasized in a phone conversation the importance that the grant request fund a “community project.” The foundation was started by Andy and Jan Ammons, developers based in Wake Forest. The study team learned that a number of Youngsville residents have connections to Andy and Jan.
The Jandy Ammons Foundation requires a Letter of Inquiry (LOI) on or before Monday, July 15, 2013, from interested grant applicants. The Foundation will issue letters of invitation or denial to applicants on or before Monday, September 16, 2013.
2013 was the first year of operation for the foundation, with its first grants to be awarded in the fall. As a result, no examples are available.
See application process/restrictions
ENVISION YOUNGSVILLE – FINAL REPORT
29
C - LIST OF THOSE INTERVIEWED FOR THIS REPORT
Community stakeholders:
Local and regional planning experts:
Name Organization Title E-mail Address
Sherry Adams NC Small Town Main Street Coordinator, Western N.C. [email protected]
Oliver Bass Office of Community Planning, Department of Community Affairs
Chief Planner [email protected]
Mike Ciriello Kerr-Tar Regional Council of Governments Planning Director [email protected]
Bob Clark N’ Focus Consultant [email protected]
Jason Epley NC Downtown Development Association Executive Director [email protected]
Scott Hammerbacher
Franklin County Planning Director [email protected]
Art Jackson NC Rural Center, Small Towns Initiative Director [email protected]
Scott Lane J.S. Lane and Company Consultant
Bob Murphrey NC Small Town Main Street Coordinator, Eastern N.C. [email protected]
Shelby Powell Capital Area Metropolitan Planning Organization (CAMPO)
Senior Transportation Planner
Tammy Ray Town of Franklinton Town Manager [email protected]
Mike Rutkowski Stantec Consulting Planning Associate [email protected]
Gina Teague Jandy Ammons Foundation Executive Director [email protected]
Name Organization Title
Janis Cyrus Youngsville Area Business Association Executive Director
Sam Hardwick Town of Youngsville Mayor
Neil Holden Holden’s BBQ
Joe Jones Covenant Trucking President
Wendy Jones Covenant Trucking Vice President
Jim Moss Community Member
Matthew Winslow Winslow Custom Homes Community Member
ENVISION YOUNGSVILLE – FINAL REPORT
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D - COMMUNITY FEEDBACK
Suggestions and comments made by the public at the Envision Youngsville community meeting, held June 27, 2013
Business needs Most popular business idea
Restaurants Other ideas
Incentives: give $200 tax breaks to those who help to start [businesses] and watch it multiply/tax breaks
Artist Co-op/Art Gallery
Martial Arts Studio
Drug Store
Dance Studio
Sporting Goods
Family Friendly Options
Quilting Shop
Music/Open-Mic Night/Karaoke
Boutique (Clothing, Accessories, etc.)
Designated Historic District
High-End Antique Shop
Hobby Shop/Music Store
Used Bookstore/Coffee Shop
Farmer's Market
Gym
Community Garden
Small Theater (live performances/outdoor music)
Senior Activity Center
Florist
Swimming School
Yarn Shop
Local grocery with butcher for custom cut of beef, etc. (like Moss Foods in Louisberg)
Make Youngsville the Mayberry!! Antiques (more) and sit down night restaurants
Most requested restaurant type
Brewery/Pub with Bar Food Other types of restaurants requested
Coffee Shop with Meeting Space (or Art Displays)
Lunch/Dinner Sit Down Restaurant
Bakery
Coffee/Icecream Shop
Chain Restaurant (Burger King, Taco Bell, Starbucks)
Shorty's (Hot Dogs)
Tea Room
Bojangles (Out at the Food Lion Plaza)
Eclectic Restaurants (something more upscale)
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Pedestrian and bicycle accessibility Ideas suggested more than once
Bike trails/cross walks/pedestrian friendly
Sidewalks/more sidewalks
Publicize that Youngsville is on the Mountains to Sea trail Other ideas
Continuity through town, end to end
Continue bike trail from Wake Forest
Bike trails from neighborhoods
More cycling/walking paths/greenways
Community bike racks
Additional parking lots
My daughter wants bike lanes
Parking for a greenway area
Traffic Ideas suggested more than once
More convenient parking lots, so you're not trying to parallel park in traffic
Need a Bypass Other ideas
Redirect Big Trucks (Unspecified)
Slow Traffic on Main St.
Need Crosswalks
Sign for Youngsville on Capital Blvd.
Left Turn Lane and/or stoplight @ Tarboro Road and Cedar Creek Road
Anti-bypass
3-Way stop sign on Winston St. & N. Cross St.
Traffic Circle on Main
Pedestrian Crossing at the Railroad
Sidewalk to School from Main St.
Left Turn Light at East Main going left on Cross St.
Commuter Bus
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32
Streetscaping and open space Ideas suggested more than once
Historic lamp posts/decorative street lights
Benches on Side Walks
Coordinated landscape planning/cohesive looking landscaping
Put signs on Capital pointing to Historic Youngsville -- from both directions
Designated historic district
Green spaces/community garden
Barriers to pedestrian movement: traffic and no crosswalks!/Sidewalks and cross walks
Other ideas
Small Park
Better town; limit entrance signs
Updated town ordinances and master plan to include guidelines for building renovations and new construction
Business signs perpendicular to building facades
Outdoor theater for plays, concerts, etc.
Downtown shops often look run down, abandoned. Empty shops can look clean, at least.
It is hard to cross the road downtown.
Kid friendly park areas that are well-publicized
Two quick and easies: 1) cut off the old telegraph pole stumps in the RR right of way; and 2) have a trash can and recycle can in each of the towns four quadrants
Underground utilities
Provide information to property owners about grants to use in improving their properties. Need to keep buildings in good repair (painted), and improvements should be in keeping with the character of the buildings and surrounding properties
Bump outs to create more space on sidewalks and to slow down cars turning into parking lots
No more murals
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E - COMMUNITY SURVEY
Results from community survey, mailed to Youngsville residents in December, 2012
Question 1: How would you rate Youngsville as place to live?
Excellent Good Fair Poor No Opinion
# of Answers 16 36 6 3 2
Question 2: Satisfied with overall quality of life
Strongly Agree Agree Neutral Disagree
Strongly Disagree
# of Answers 13 35 8 7
Question 3: How do you feel about growth in Youngsville?
Very Satisfied
Somewhat Satisfied
Neutral Somewhat Dissatisfied Very
Dissatisfied
# of Answers 8 21 20 10 3
Question 4: Over past 5 years, growth has been Too Fast Just Right Too Slow No Opinion # of Answers 5 29 16 15
Question 5: How has rural character been affected by recent development?
Positively
No Significant Change
Negatively No Opinion
# of Answers 19 20 7 15
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34
Question 6: How often do you patronize business in downtown per month? More than 5 2-5 times 1 time never # of Answers 22 18 15 6
Question 7: How would you rate the quality of services provided by Town?
Excellent Good Fair Poor No Opinion
# of Answers 19 23 13 3 3
Question 8: How would you rate the quality of Town government?
Excellent Good Fair Poor No Opinion
# of Answers 12 19 15 6 10
Question 9: As a resident, I can have an impact on community to make better place to live
Strongly Agree Agree Neutral Disagree
Strongly Disagree
# of Answers 9 24 20 3 2
Question 10: How many years have you lived in or around Youngsville? Less than 1 1 - 3 years 3-5 years 5+ years # of Answers 8 11 8 32
ENVISION YOUNGSVILLE – FINAL REPORT
35
Single most important part of Youngsville
Most frequently given (six times)
Small town feel Cited more than once
People
Police
the security of living here / safe for children
Low crime rate
Clean and quiet
the elementary school is the best part of Youngsville
Quality of life
Being close to church as well as businesses in the area
Comfort, safe, friendly
Downtown Cited once
Hess gas station / Foodlion Market
Growth
The care I receive from the town and the warm friendly atmosphere
it used to be the schools, but my kids are grown now
It’s a friendly place to live. People that you don't know will speak to you or smile unlike other towns or cities like Raleigh or Cary
Police, Fire, Rescue, Honest "so called" town leaders, a mayor that is worth a damn
neighborhood
Close proximity to stores
Small place without much crime
sweepstakes
keep as a safe bedroom community. Only add businesses to Industrial Park. Keep downtown area small
Quaintness
Location
my neighborhood is quiet and safe. People are friendly. Town Hall employees are very helpful and courteous and provide good customer service.
town friendliness - employees and people in general
the history and keepting the charm but bring in the people to grow the local businesses not the huge companies for the USA as well
conveniently located with very little traffic
close proximity to other places that I need to go
home
privacy Three Things you would like the Town to increase emphasis on over next 5 years
Most frequently cited (thirteen times)
Building up and encouraging small businesses
Cited more than once
More restaurants
More sidewalks / walking trails
Eliminate truck traffic on 96/Main - reroute them
Appearance of some of the store outside areas / appearance of downtown
Community Events
Police (more at night since the town is growing)
to site on US 1A for free
downtown revitalization
emphasize growth in the town proper rather than the outskirts
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36
School system
Bringing in more high tech/white collar jobs so people don't have to travel to RTP
Economic growth
Speeding in low limit zones
better government, better people in government
clean up the town - too much garbage around especially in people's yards
Infrastructure development (sewer system / water system)
Increase tax base so tax rates can go down
develop ad campaign to fill vacant buildings in Industrial Park
place of entertainment for kids
not raising town taxes
Also cited
Senior Center
More get togethers as a town
keep good judgement on growth
keep up family atmosphere
not raising garbage prices for hampton village as seniors have no more than 1 bag a week
safety - mostly drivers who drive carelessly
clean up the town - too much garbage around especially in people's yards
better pet control - dogs barking at all hours and running loose
Take steps for a commuter route to avoid downtown traffic
Safety and timely matter in which EMT's answer calls
Entertainment/Restaurants, for families or places to eat besides fast food
Shopping, if you need anything besides food, you have to go into Wake Forest to get it
Address traffic and future traffic
Maintain clean, interesting town
no more gas stations downtown
better leaf / yardwaste pickup
lower water bill / lower garbage bill *Note: I could carry my little amount of garbage
push the water issue with the county to lower our water bills
keep drain covers cleaned
cut grass / keep weeds out of flowers
Trash off of streets - #1 - Main Street looks horrible
DOT Needs to repair drop off on cross street at light
get away from "good ole boy" mentallity and narrow minds
more responsive, professional government
Safety of residents
Neighborhood watch
Better finances
Sweepstakes
gyms
set and uphold appearance standards for downtown
Commercial / Industrial development
Increase residential (single & multifamily) development
upgrade maintenance vehicles and equipment
Better Police. They are incompetent. Public safety is a joke.
Better Town Leaders. They don't even know current ordinances
more government transparency
Better equipment for Police Department, less money spent on Fire Dept.
Bring well qualified policemen on board, not someone who has never been a former policeman. Don’t' hire them because they knew the right person to bring them to the police force
streets including curbs
natural gas all over the city
Community - missions - downtown events
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37
lower living expenses
work to provide some reason to come to town in the evening (Restaurants)
communication to residents, possible hotline - also a timeframe for leaf pickup, yard waste pickup and waste disposal, etc. - more information on website
eliminating the fee for recycling as town should absorb cost given the high tax rate
Bypass to quickly get past railroad tracks
more parks
more recreation
increase buffer space between industrial and residential areas
develop a plan to maintain "rural" feel of the area
Additonal Comments
This is good
Youngsville is becoming a more attractive little town. We appreciate the recycle center (dump) being cleaned up and maintained by someone.
Wish we did not have to pay for trash pick-up. We can take our to dump for free
Youngsville needs to do better enforcing town ordinances and traffic
I would go downtown more if there was better parking. It's so busy and confusing that I hate stopping.
I would like to attend meetings to get to know those who make this town operate and plan for the future. I would like to hear what plans are now in the works.
How can a mayor keep his job with all that went on with Brenda and Joey? How much did we pay for the truck that was sold and
what did we sell it for. In other words, who many miles did we put on truck and how much money did we lose (paid for / sold for). How many paid Holidays do town employees get? What is mayor and town council members paid for doing othing? How can a mayor sell sewage service without residents voting.
Comments made on survey questions were that we did not want to see people showing up to our planning sessions / town government was rated "very" poor / for Question 9 response was only people with money and power will rule, nobody wants to hear what regular residents have to say or what they think
The traffic through Main Street and Winston Street is extremely heavy. A Rt 96 bypass is much needed to avert the big, loud trucks. We love living in town. Thank you for enforcing a leash law. A few barking dogs around town are nuisances and the owners could use a gentle reminder from the town.
Youngsville is a great place to live!
I don't see as many police officers as I used to. They are stretched too far I know. I wish the town could enforce owners to keep their property up. The letter helped but that didn't last long because the town did not follow through. That to me is a problem the town has. Leaders do not keep up with matters like the letters as they should.
Just because something has "always been this way" doesn't mean it should stay that way. Growth and prosperity can be achieved while still retaining the small town charm but our leaders need to be more forward/modern thinking
too bad Wake Forest couldn't annex Youngsville and drag it kicking and screaming into the 21st century
get a bigger park made so children will have a place to enjoy in the town and meet new friends
we would love to see more restaurants and shopping
I have only lived here since June 2012. So far 3 different friends from out of state vistited just to play sweepstakes. On average,
ENVISION YOUNGSVILLE – FINAL REPORT
38
each friend spent $500.00 on local businesses such as restaurants, nails, grocery, pizza, lottery tickets, etc. as well as spending $100.00 a day at the sweepstakes. Let’s figure out a way to keep going in Youngsville!!!!
would like to see some of downtown businesses made to spruce up their exteriors by fixing broken windows and keeping junk out of view through their front windows. Perhaps redo covered boardwalk at downtown intersection (or remove it)
I have only been living here a little over 3 weeks, thus the amount of neutral/ no opinion answers
the employees at the Town Hall are always very pleasant and helpful with questions. I think they do an excellent job. The two girls that run the ABC store in town are especially awesome. They are so much nicer than the employees at Wake Forest ABC store. Dealing with public is not always easy. I think all the town staff do the best that they can
taxes are too high for what we receive in return. The town is financed on the back of property owners. businesses don't want to come here. If I could sell the property I own in Franklin County for what the town and county say it's worth, I would and move to a place with fair taxes and decent public services and leaders.
why do we have a surplus of fire dept equipment yet the PD is driving old cars w/ dated equipment. it is not equitable use of my high tax dollars. (Note: the Town of Youngsville does not give money to the fire department - it is funded by Franklin County)
set an age limit on Town Commissioners - we have a couple serving now who are far too old
don’t change rules and regluations once a business has set up business in Youngsville.
Treat everyone the same. For example: certain people receive letters about their grass being too tall. others never receive a
letter and the grass is knee high. It's who you are and who you know in this town. these tenants will always get by and others don't. It's not fair (there were some issues with bad writing and I am not sure I got all of the words correct. See EH if you wish to see the original to figure it out)
I love Youngsville. I wish younger residents would take a more active part in our local government
I don't think there is much I would recommend changing. A 96 bypass to reduce large truck traffic would be good.
thank you for being a wonderful place to live
I think the town leaders have done a great job with dealing with very difficult issues over the past year. add to that the very difficult economic times that all of us in America are dealing with. But when you look at what has come to Youngsville over the past couple of years, both in new business and residential growth, I have to say great job Youngsville. I know they are about Youngsville and what is happening, as I see the Mayor and hear him urge all of the citizens to enjoy what we have here and get involved.
it is important for the town to remember current residents and their concerns despite the town's growth (for example East Woods of Patterson issues)
I also would like to see more information on how town uses tax money and eliminate government waste given the high city taxes imposed on residents.
there does not sem to be a lot of consideration on the part of the town toward the needs of the residents v/s business development. Often development is allowed without taking into consideration what impact that has on already existing neightborhoods. More considerations to residents' needs would be appreciated.
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F - MAP OF DOWNTOWN PROPERTIES, WITH VACANCIES (AS OF JULY, 2013)
Church
Woodliefs Strickland
Auto Inc.
Private
Home Shops
on
Main
Griffin’s
Parking
Wine &
Beer
Shop
A+ Charron’s
Deli
A Beautiful
Tan
Vac
Vac
Vac
Vac
Vac Vac
Vac Vac Vac Vac
Vac
East Main Street Businesses
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HESS Station
Wiggins Inv.
Salon 111
Ruff Cuts Patriot Shooting
Sportsman
Clipper
Vac
Vac Vac
Old May
Hotel
Antiques
Private
Home
Private
Home
Private
Home
Vac Vac
West Main Street Businesses
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41
G - YOUNGSVILLE AREA RING REPORT ANALYSIS
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
Youngsville Area Spending Annually
Major Appliances
Lawn and Garden
Women's Apparel
Furniture
Event Fees and Admissions
Housekeeping Supplies
Cable and Satellite Television Services
TV/Video/Audio
Maintenance and Remodeling Services
Snacks and Other Food at Home
Food Away from Home
Source: Esri forecasts for 2012 and 2017; Consumer Spending data are derived from the 2010 and 2011 Consumer Expenditure Surveys, Bureau of Labor Statistics.
ENVISION YOUNGSVILLE – FINAL REPORT
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$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
Current Youngsville Retail: Spending Leaving Youngsville (1 Mile Radius)
Drinking Places - Alcoholic Beverages
Shoe Stores
Furniture Stores
Sporting Goods/Hobby/Musical InstrStoresAuto Parts, Accessories & Tire Stores
Clothing Stores
Electronics & Appliance Stores
Full-Service Restaurants
Health & Personal Care Stores
Limited-Service Eating Places
Grocery Stores
Other General Merchandise Stores
Source: Esri and Dun & Bradstreet
ENVISION YOUNGSVILLE – FINAL REPORT
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$450,000
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
Current Youngsville Retail: Spending Drawn into Youngsville (1 Mile Radius)
Bldg Material & Supplies Dealers
Direct Selling Establishments
Other Miscellaneous Store Retailers
Home Furnishings Stores
Beer, Wine & Liquor Stores
Florists
Source: Esri and Dun & Bradstreet
ENVISION YOUNGSVILLE – FINAL REPORT
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$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
Current Youngsville Retail: Spending Leaving Youngsville (3 Mile Radius)
Drinking Places - Alcoholic Beverages
Shoe Stores
Sporting Goods/Hobby/Musical InstrStores
Auto Parts, Accessories & Tire Stores
Electronics & Appliance Stores
Full-Service Restaurants
Clothing Stores
Limited-Service Eating Places
Health & Personal Care Stores
Other General Merchandise Stores
Source: Esri and Dun & Bradstreet
ENVISION YOUNGSVILLE – FINAL REPORT
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$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Current Youngsville Retail: Spending Drawn into Youngsville (3 Mile Radius)
Other MiscellaneousStore Retailers
Grocery Stores
Direct SellingEstablishments
Bldg Material &Supplies Dealers
Source: Esri and Dun & Bradstreet
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0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Perc
enta
ge o
f H
ou
seh
old
s
How Youngsville Spends Money
Restaurants (Adults) Went to familyrestaurant/steak house in last 6 mo
Telephones & Service (Households) HHowns in-home cordless telephone
Pets (Households) HH owns any pet
Entertainment (Adults) Attended moviesin last 6 months
Convenience Stores (Adults) Shopped atconvenience store in last 6 months
Restaurants (Adults) Fast food/drive-inlast 6 mo: take-out/drive-thru
Home (Households) Purchasedbedding/bath goods in last 12 months
Pets (Households) HH owns any dog
Convenience Stores (Adults) Spent atconvenience store in last 30 days: $40+
Home (Households) Any homeimprovement in last 12 months
Home (Households) Purchased any HHfurnishing in last 12 months
Restaurants (Adults) Went to fastfood/drive-in restaurant 6-13 times/mo
Restaurants (Adults) Went to fastfood/drive-in restaurant 14+ times/mo
Restaurants (Adults) Went to familyrestaurant/steak house last mo: 2-4 times
Source: These data are based upon national propensities to use various products and services, applied to local demographic composition. Usage data were collected by GfK MRI in a nationally representative survey of U.S. households. Esri forecasts for 2012 and 2017.
ENVISION YOUNGSVILLE – FINAL REPORT
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H - INFLOW/OUTFLOW DEMOGRAPHIC ANALYSIS
ENVISION YOUNGSVILLE – FINAL REPORT
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I - YOUNGSVILLE TRAFFIC COUNT