Envision Youngsville - Town of Youngsville, NC

Transcription

ENVISION YOUNGSVILLE – FINAL REPORT
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:
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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.
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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.
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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.
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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
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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.
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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
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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
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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
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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
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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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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.”
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
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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
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.)
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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
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.”
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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.”
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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.”
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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-andincentives/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.
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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.)
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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).
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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.
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.)
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.”
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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.”
While a seemingly obvious solution, the idea of a bypass is not without its critics. (For a critique of the bypass 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.)
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.”
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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.”
Main Street, Youngsville, looking east, with a tractor
trailer truck making the left turn from Cross Street
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used for parking, there is value in considering how the
town’s open spaces could be better utilized to attract
more business downtown.
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.
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One professional planner noted that, “design is the
most overlooked, yet most important, aspect of
downtown revitalization.”
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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.”
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.
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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
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/wpcontent/uploads/2011/12/NCDDA-Pinehurst-FinalReport.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.
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.
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.
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.
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:
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
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.
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Suggested Action Plan
Downtown Business/Economic Development Plan
Strategies/Recommendation
1.1
1.2
1.3
1.4
1.7
1.8
1.9
Develop a Downtown Development Plan
prioritizing identified projects (Short-term and
Long-term goals).
Work in conjunction with Franklin County to
determine what businesses might be successful.
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.
Develop and implement façade grant program or
property value reimbursement plan to improve
Main Street buildings.
Work in conjunction with YABA to determine
what role they can play in marketing downtown
businesses and to coordinate event activities
downtown.
Market Youngsville and its downtown area to
potential businesses and investors - create a
marketing and recruitment package and web
site.
Continue to implement land use policies and
development regulations that are consistent
with targeted economic development areas
Resources
Timeframe
Steering committee
NC Small Town Main Street
NC Downtown Development Association
NC Department of Community Assistance
NC STEPS
Franklin County Economic Development Office
Youngsville Area Business Association (YABA)
Franklin County Economic Development Office
Steering Committee
YABA
YABA
Steering Committee
Town of Youngsville
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1.10
1.11
1.12
Protect and promote the historic character of
the town through the designation of Historic
Buildings along Main Street, and compile a
historic resources inventory.
Perform building assessments for preparation
for discussion with potential new businesses
(Repairs Needed, Estimated Investment
Required to Improve Building)
Provide information to small business and
potential start-ups on business financing options
(small business loans) and resources
Resources
Timeframe
Town of Youngsville
Town of Youngsville
Pedestrian/Bicycle Accessibility Plan
2.1
2.2
2.3
2.4
2.5
Work with ALTA to submit an application for a
NCDOT bicycle and pedestrian planning grant.
Develop a comprehensive plan that identifies the
community needs for bicycle and pedestrian
accessibility.
Implement bicycle and pedestrian plan.
Work with Wake Forest on bicycle path
extension into Youngsville.
Communicate with local schools regarding
parent involvement in pedestrian accessibility
planning efforts.
Resources
Timeframe
ALTA
Town of Youngsville
ALTA
CAMPO
Steering Committee
Wake Forest Chamber of Commerce
Town of Youngsville
Parent/Teacher Association
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2.6
Coordinate with other town in region to consider
joint promotions directed at bicyclists and others
using the area for recreational purposes.
Resources
Timeframe
Franklin County Chamber of Commerce
Wake Forest Chamber of Commerce
Traffic Plan
3.1
3.2
3.3
3.4
Partner with CAMPO to further develop the
proposed bypass plan and other possible
solutions for traffic congestion on Main Street
Discuss possibility of roundabouts and sidewalk
bulb-outs to slow or redirect traffic from Main
Street
Look into potential new parking areas off Main
Street using the downtown business inventory
map
Assist in traffic research by exploring creative
ways to get at the origins and destinations of
truck traffic.
Resources
Timeframe
CAMPO
CAMPO
CAMPO
CAMPO
Steering Committee
19
Streetscaping Plan
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Partner with CAMPO and Stantec consulting on
streetscape design.
Apply for Urban Forestry Grant for urban forestry
initiative funds.
Develop a comprehensive plan that identifies the
possibility for pocket parks and open spaces on
Main Street
Partner with "Trees Across Raleigh" to obtain help
with a pocket park design and tree planting.
Plant trees and other street-scape features based
off of the identified design elements.
Identify funds and implement streetscape design.
Improve the image of Youngsville through
landscaping and signage ordinances in order to be
a desirable business location.
Identify potential public spaces (Fountains,
Community Gardens, etc.).
Promote public education and awareness on
community image issues, including property
maintenance, littering, and dumping.
Enforce applicable property maintenance
regulations and the minimum housing code.
Resources
Timeframe
Steering Committee
CAMPO
Stantec Consuting
Urban and Community Forestry Program
Steering Committee
Trees Across Raleigh
Trees Across Raleigh
Steering Committee
Town of Youngsville
YABA
Steering Committee
Steering Committee
YABA
Town of Youngsville
20
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.
21
Streetscape Goals: (1)
Goal 1: Achieve a consistent and coordinated look through
streetscape elements such as:

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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 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.
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.
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 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)
23
1
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”
24
1
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
25
1
Kansas City Downtown Streetscape Master Plan, http://ww4.kcmo.org/planning/downtown/streetscape/bestpractices.pdf
B - LIST OF POTENTIAL RESOURCES
Funder name and contact Area of interest/applicability to
information
Youngsville needs
North Carolina Arts
Council, Janie Wilson,
Janie.wilson@ncdcr.gov,
919-807-6508
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
Street Decoration near the railroad
crossing
Application
process/restrictions
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
Funding for organization responsible
- Eligible for any unit of
for Youngsville’s Urban Forest and
local or state government,
Community Understanding of Benefits or approved non-profit
of Tree Cover
- 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
Examples and
sizes of relevant
awards
Franklin County
Allotment 201112: $16,731
($4,256 for
Multicultural Art),
Allotment must
be matched
dollar for dollar
Application deadline
Requires
matching funds
Grant cycle opens January 1
of each year
$1,000 to
$15,000
(>$15,000
possible)
Applications due by March
31st at 5 pm
Application Due First
Business Day of March by 5
pm (online forms available
mid-January)
www.ncarts.org/elements/d
ocs/DCP3_ 2010.pdf
Projects begin Sept 1st and
must be completed by
August 31st the following
year
26
information
Youngsville needs
Application
Franklin County
Unrestricted Endowment
Fund
Funding for any project associated
with enhancing the quality of
community life.
Katie Crumpler
919-256-6914 (direct)
4601 Six Forks Road,
Suite 524
Raleigh, NC 27609
-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.
NCDOT Enhancement
Grant (Used for Street
Scaping in Wake Forest)
Projects on Main Street
Contact NCDOT
Pedestrian and Bicycle Accessibility
NCDOT: Bicycle and
Pedestrian Planning Grant Projects
Initiative
Examples and
sizes of relevant
awards
Usually $250 to
The 2013 grant application
$500
period for the Franklin
(Up to $980)
County Community
Foundation will be open
from March 15, 2013 to
April 30, 2013.
Need to apply through
NCDOT
Not Given
Need to apply through
NCDOT
Average: $27,000
http://www.nccommunityf
oundation.org
/page/franklin-applying-forgrants-40
On-going
Issue Call for Proposals due
September 5. Application
Submission Deadline is
December 5 at 5:00 pm.
Contact NCDOT
Helen Chaney
919.707-2608.
27
information
Youngsville needs
Jandy Ammons
Foundation, Gina Teague,
Executive Director,
gina@thejandyammonsfo
undation.org,
www.thejandyammonsfo
undation.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:
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Wildlife/park/hunting/conserv
ation projects
Educational projects/artistic
installations
Christian church mission
endeavors
Other organizations and
projects within the scope of
the Foundation's mission
Examples and
sizes of relevant
awards
The Jandy Ammons
2013 was the
See application
Foundation requires a
first year of
Letter of Inquiry (LOI) on
operation for
or before Monday, July
the foundation,
15, 2013, from
with its first
interested grant
grants to be
applicants. The
awarded in the
Foundation will issue
fall. As a result,
letters of invitation or
no examples are
denial to applicants on or available.
before Monday,
September 16, 2013.
Application
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.
28
C - LIST OF THOSE INTERVIEWED FOR THIS REPORT
Community stakeholders:
Name
Janis Cyrus
Sam Hardwick
Neil Holden
Joe Jones
Wendy Jones
Jim Moss
Matthew Winslow
Organization
Youngsville Area Business Association
Town of Youngsville
Holden’s BBQ
Covenant Trucking
Covenant Trucking
Winslow Custom Homes
Title
Executive Director
Mayor
President
Vice President
Community Member
Community Member
Local and regional planning experts:
Name
Sherry Adams
Oliver Bass
Mike Ciriello
Bob Clark
Jason Epley
Scott
Hammerbacher
Art Jackson
Scott Lane
Bob Murphrey
Shelby Powell
Tammy Ray
Mike Rutkowski
Gina Teague
Organization
Office of Community Planning,
Department of Community Affairs
Kerr-Tar Regional Council of Governments
N’ Focus
NC Downtown Development Association
Franklin County
Title
Coordinator, Western N.C.
Chief Planner
E-mail Address
sadams@nccommerce.com
obass@nccommerce.com
Planning Director
Consultant
Executive Director
Planning Director
mciriello@kerrtarcog.org
bclark@nfocusplanning.org
Jason.epley@ncdda.org
shammerbacher@franklincountync.us
NC Rural Center, Small Towns Initiative
J.S. Lane and Company
Capital Area Metropolitan Planning
Organization (CAMPO)
Town of Franklinton
Stantec Consulting
Jandy Ammons Foundation
Director
Consultant
Coordinator, Eastern N.C.
Senior Transportation
Planner
Town Manager
Planning Associate
Executive Director
ajackson@ncruralcenter.org
rmurphrey@nccommerce.com
shelby.powell@campo-nc.us
tray@franklintonnc.us
mike.rutkowski@stantec.com
gina@thejandyammonsfoundation.org
29
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
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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)
30
Pedestrian and bicycle accessibility
Traffic
Ideas suggested more than once
 Bike trails/cross walks/pedestrian friendly
 Sidewalks/more sidewalks
 Publicize that Youngsville is on the Mountains to Sea trail
 More convenient parking lots, so you're not trying to parallel
park in traffic
 Need a Bypass
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
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
31
Streetscaping and open space
 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
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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
32
E - COMMUNITY SURVEY
Results from community survey, mailed to Youngsville residents in December, 2012
Question 1:
# of Answers
How would you rate Youngsville as place to live?
Excellent
Good
16
36
Question 2:
Satisfied with overall quality of life
# of Answers
Question 3:
# of Answers
Question 4:
# of Answers
Question 5:
# of Answers
Fair
6
Poor
3
No Opinion
2
Strongly
Disagree
Strongly Agree
Agree
Neutral
Disagree
13
35
8
7
Neutral
Somewhat Dissatisfied
20
10
Too Slow
16
No Opinion
15
How do you feel about growth in Youngsville?
Somewhat
Very Satisfied
Satisfied
8
21
Over past 5 years, growth has been
Too Fast
5
Just Right
29
How has rural character been affected by recent development?
No Significant
Positively
Negatively
Change
19
20
7
Very
Dissatisfied
3
No Opinion
15
33
Question 6:
How often do you patronize business in downtown per month?
More than 5
2-5 times
1 time
22
18
15
never
6
How would you rate the quality of services provided by Town?
Excellent
Good
19
23
Fair
13
Poor
3
No Opinion
3
# of Answers
How would you rate the quality of Town government?
Excellent
Good
12
19
Fair
15
Poor
6
No Opinion
10
Question 9:
As a resident, I can have an impact on community to make better place to live
# of Answers
Question 7:
# of Answers
Question 8:
# of Answers
Question 10:
# of Answers
Strongly Agree
Agree
Neutral
Disagree
9
24
20
3
3-5 years
8
5+ years
32
How many years have you lived in or around Youngsville?
Less than 1
1 - 3 years
8
11
Strongly
Disagree
2
34
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

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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
35
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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

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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
36
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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
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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

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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,
37
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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
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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.
38
F - MAP OF DOWNTOWN PROPERTIES, WITH VACANCIES (AS OF JULY, 2013)
East Main Street Businesses
Vac
Vac
Private
Home
Vac
Vac
A+
Church
Vac
Vac
Vac
Shops
on A Beautiful
Main
Tan
Vac
Charron’s
Deli
Wine &
Beer
Shop
Vac
Vac
Woodliefs
Vac
Strickland
Auto Inc.
Griffin’s
Parking
39
West Main Street Businesses
Wiggins Inv.
HESS Station
Patriot Shooting Ruff Cuts
Vac
Vac
Vac
Vac
Old May
Hotel
Antiques
Vac
Sportsman
Clipper
Salon 111
Private
Home
Private Private
Home Home
40
G - YOUNGSVILLE AREA RING REPORT ANALYSIS
Youngsville Area Spending Annually
$1,000,000
$900,000
$800,000
$700,000
Major Appliances
Lawn and Garden
$600,000
Women's Apparel
Furniture
$500,000
Event Fees and Admissions
Housekeeping Supplies
$400,000
Cable and Satellite Television Services
TV/Video/Audio
$300,000
Maintenance and Remodeling Services
Snacks and Other Food at Home
$200,000
Food Away from Home
$100,000
$0
Source: Esri forecasts for 2012 and 2017; Consumer Spending data are derived from the 2010 and 2011
Consumer Expenditure Surveys, Bureau of Labor Statistics.
41
Current Youngsville Retail: Spending Leaving Youngsville (1 Mile Radius)
$1,200,000
$1,000,000
Drinking Places - Alcoholic Beverages
$800,000
Shoe Stores
Furniture Stores
$600,000
Sporting Goods/Hobby/Musical Instr
Stores
Auto Parts, Accessories & Tire Stores
Clothing Stores
Electronics & Appliance Stores
$400,000
Full-Service Restaurants
Health & Personal Care Stores
Limited-Service Eating Places
$200,000
Grocery Stores
Other General Merchandise Stores
$0
Source: Esri and Dun & Bradstreet
42
Current Youngsville Retail: Spending Drawn into Youngsville (1 Mile Radius)
$0
$50,000
$100,000
Bldg Material & Supplies Dealers
$150,000
Direct Selling Establishments
$200,000
Other Miscellaneous Store Retailers
Home Furnishings Stores
$250,000
Beer, Wine & Liquor Stores
$300,000
Florists
$350,000
$400,000
$450,000
43
Current Youngsville Retail: Spending Leaving Youngsville (3 Mile Radius)
$16,000,000
$14,000,000
$12,000,000
Drinking Places - Alcoholic Beverages
Shoe Stores
$10,000,000
Sporting Goods/Hobby/Musical Instr
Stores
Auto Parts, Accessories & Tire Stores
$8,000,000
Electronics & Appliance Stores
$6,000,000
Full-Service Restaurants
Clothing Stores
$4,000,000
Limited-Service Eating Places
Health & Personal Care Stores
$2,000,000
Other General Merchandise Stores
$0
44
Current Youngsville Retail: Spending Drawn into Youngsville (3 Mile Radius)
$0
$200,000
$400,000
Other Miscellaneous
Store Retailers
Grocery Stores
Direct Selling
Establishments
$600,000
Bldg Material &
Supplies Dealers
$800,000
$1,000,000
$1,200,000
45
How Youngsville Spends Money
80.0%
Restaurants (Adults) Went to family
restaurant/steak house in last 6 mo
70.0%
Telephones & Service (Households) HH
owns in-home cordless telephone
Pets (Households) HH owns any pet
Percentage of Households
60.0%
50.0%
Entertainment (Adults) Attended movies
in last 6 months
Convenience Stores (Adults) Shopped at
convenience store in last 6 months
Restaurants (Adults) Fast food/drive-in
last 6 mo: take-out/drive-thru
40.0%
Home (Households) Purchased
bedding/bath goods in last 12 months
Pets (Households) HH owns any dog
30.0%
Convenience Stores (Adults) Spent at
convenience store in last 30 days: $40+
20.0%
10.0%
0.0%
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.
Home (Households) Any home
improvement in last 12 months
Home (Households) Purchased any HH
furnishing in last 12 months
Restaurants (Adults) Went to fast
food/drive-in restaurant 6-13 times/mo
Restaurants (Adults) Went to fast
food/drive-in restaurant 14+ times/mo
Restaurants (Adults) Went to family
restaurant/steak house last mo: 2-4 times
46
H - INFLOW/OUTFLOW DEMOGRAPHIC ANALYSIS
47
I - YOUNGSVILLE TRAFFIC COUNT
48

Envision Youngsville - Town of Youngsville, NC

Transcription

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