Building Reuse

In smaller communities, it is not uncommon to find buildings along Main Street that are underused. Some are only partly occupied with offices, some are used merely for storage, and still, others are vacant. This sends the message that the community is not a vibrant place where people want to be. It says to visitors and potential businesses that the community is not open for business.

Keosauqua is not unlike other communities in that it, too, has several underused buildings. However, the community is well-positioned in that there is a pathway forward for key buildings along Main Street and that some property owners are interested in revitalizing their buildings.

LEE FAMILY PROPERTIES

Keosauqua is a community under transformation. The forthcoming return of the Hotel Manning has pushed the community to address its housing needs, to recommit itself to supporting local restaurants, and to push for more amenities that will attract and retain talent. The three Lee family properties – located at 110 Main Street, 701 1st Street, and 705 1st Street – represent yet another catalytic opportunity for the community. With the appropriate investments, the three spaces are ripe for a mix of uses, including commercial/retail, community, and residential uses.

When the Lee family properties are revitalized, the buildings will be preserved while maximizing their use. Community members and visitors will experience enhanced amenities, and the investment in the properties will be a statement of the family’s love of Keosauqua. Additionally, the revitalization will open up a mix of revenue streams for the family, including potential tax benefits if any of the spaces are donated for use by a nonprofit. Most importantly, though, the reuse will be an economic development driver for the community – a regional opportunity to support entrepreneurs and small businesses while keeping (and drawing) money in the community and allowing residents to shop locally.

Of course, the reuse of the Lee family properties will rely on broad support. The family will need to make the initial resource investments and partner with the City to make the enhancements. The City should offer financial incentives, and the Engage Keosauqua group should offer assistance in finding potential tenants for the buildings. Finally, larger employers, such as HillPhoenix and the school district, should partner with the family to develop potential housing components of the buildings.

ACTION STEPS

1. CONDUCT STRUCTURAL ASSESSMENT OF THE THREE BUILDINGS

WHO

Lee family

HOW

Retain structural engineer. Determine the required improvements to secure/preserve buildings. Work with an engineer to prioritize improvements.

WHEN

Q1 2019

2. DETERMINE PREFERRED OWNERSHIP GOING FORWARD

WHO

Lee family

HOW

Work with appropriate professionals, including an attorney, financial advisor, and a real estate professional/developer, to explore financial implications and determine future ownership of the buildings. Does the family want to maintain ownership of the buildings? Should they be sold or leased?

WHEN

Q1 2019

3. WORK WITH LOCAL LEADERS TO RECRUIT POTENTIAL OCCUPANTS FOR THE THREE PROPERTIES

WHO

Lee family, chamber, Engage Keosauqua, business leaders

HOW

Prioritize moving small existing businesses out of homes into the downtown area. Consider how the community can play up its agricultural heritage, how the area Amish community can find a downtown presence, and how local artists might come together with a cooperative model. If the community need exists, also consider offices and/or a co-working space. If the cultural center does not find a home at the creamery, prioritize this demonstrated community need and desire for one of the buildings (ideally the property at 110 Main Street). Consider modern apartments/lofts for the upper levels. Explore partnership with the school district and/or HillPhoenix to help address their housing needs and guarantee rental revenues.

WHEN

Q2 2019

3. WORK WITH LOCAL ARCHITECT TO DESIGN MIXED-USE SOLUTIONS FOR EACH OF THE THREE BUILDINGS

WHO

Lee family, architect

HOW

It will be imperative to restore the facades to their former grandeur; there are a number of grants available to support this work. Determine other necessary capital expenditures for buildings and match these needs up with potential funding sources. If needed expenditures are significant, the family should phase in the building enhancements; in this case, focus efforts on one building, complete the improvements, get tenants in and paying rent, and then, as cashflows allow, begin making enhancements to other buildings.

WHEN

Q2 2019

KEOSAUQUA CREAMERY

As has been mentioned, a cultural center is a top community need and desire. It is a community development tool that will keep residents in the community and enhance their quality of life and also a tool that will draw visitors to the community, bringing with them new dollars to Keosauqua. The creamery presents an optimal space for the cultural center due to its location, size, and rich history.

If the creamery becomes a cultural center, preservation of the creamery will be taken to the next level. It will become both a functioning and historical space; in some ways, it will become a mini-museum. The creamery will become a second crown jewel, along with the Hotel Manning, for Keosauqua. Together, the two will bookend the impending downtown revitalization. The creamery in particular will highlight the marriage between agriculture and history in Keosauqua. Like the Lee family properties, the creamery will function as an economic development driver in town, most notably as a space that celebrates the community’s arts, culture, and agricultural past, present, and future. Perhaps the most exciting outcome of the creamery becoming a community space, though, is the opportunity for different generations of community members to unite in a shared space, leading to stronger social connectivity in Keosauqua.

For this to be successful, it will take the collaboration of the building owner, the City, Van Buren County, Engage Keosauqua, and the Villages Folk School. The building owner will need to donate, sell, or lease the building, while the City and County will need to assist with financial incentives. The City also will need to help secure another building for storage purposes. Engage Keosauqua will need to take a leading role in the capital campaign, and the Villages Folk School will need to either partner with a new entity or support a new nonprofit in crafting and running cultural center programming.

Keosauqua’s 1st Street is bookended on its southwest end by the new City Hall location, which is situated at the intersection of 1st Street and Highway 1. Moving northeasterly, the Keosauqua Public Library and the historic Twombly Building serve as anchors until reaching the other end of 1st Street, where the old creamery is located.

ACTION STEPS

1. EXPLORE VARIOUS OWNERSHIP MODELS

WHO

Property owner, Engage Keosauqua

HOW

With the current owner, explore various ownership models, including the transfer of ownership and a long-term lease. Once a preferred path is decided, develop parameters that give current owner confidence in the future direction of the space.

WHEN

Q1 2019

2. DETERMINE FAIR MARKET VALUE OF BUILDING

WHO

Property owner, Engage Keosauqua

HOW

If ownership is being transferred either through donation or outright purchase, determine the fair market value of the building. Transfer property or enter into an agreement that will lead to this transfer upon completion of the capital campaign.

WHEN

Q2 2019

3. IDENTIFY AND SECURE ANOTHER SPACE IN THE COMMUNITY TO PLACE BUILDING CONTENTS

WHO

Engage Keosauqua, City

HOW

Work with local real estate experts and leverage local networks to identify potential buildings for storage use. Work to secure a favorable deal and support building owner in moving contents of the building.

WHEN

Q3 2019

4. DESIGN CULTURAL CENTER LAYOUT

WHO

Engage Keosauqua

HOW

Work with architects to design cultural center layout and to determine necessary capital expenditures. Be sure to consider the variety of uses for the space and make sure to build in flexible spaces.

WHEN

Q4 2019

5. ESTABLISH CAPITAL CAMPAIGN TEAM AND SECURE FUNDS FOR CULTURAL CENTER

WHO

Engage Keosauqua

HOW

Work with architects to design cultural center layout and to determine necessary capital expenditures. Be sure to consider the variety of uses for the space and make sure to build in flexible spaces.

WHEN

Q1 2020

6. DEVELOP TRANSITION TIMELINE

WHO

Engage Keosauqua

HOW

Determine the buildout and renovation timeline. If long-term lease, consider phasing in different areas of the building over time to ease the transition. As renovations happen, be sure to share them online; photos and videos are especially powerful. Work towards the grand opening celebration.

WHEN

Q3 2020