Carroll economic and city leaders are beginning to set their sights on what comes next for the community’s central business district following the recent release of the Iowa Economic Development Authority (IEDA) Downtown Resource Center’s assessment. IEDA staff spent 2.5 days in Carroll near the end of November and compiled their findings into a 41-page report that was released near the end of January. Carroll County Growth Partnership (CCGP) and the City of Carroll partnered to conduct the study for only $2,500. City Manager Aaron Kooiker says the report starts by noting how well-positioned Carroll’s downtown is.
The assessment report highlights five themes for the CCGP, Chamber of Commerce, and the City of Carroll to emphasize, the first being business image and identification. Kooiker and CCGP Executive Director Kimberly Tiefenthaler note they are still developing their plan, but it will likely take the form of increased marketing efforts, additional signage, and other similar efforts. The second theme was creating activities and experiences in the downtown area. Tiefenthaler says that is a topic they are already considering.
One issue the IEDA noted in their report is Carroll’s “capacity” for economic development. Carroll falls into an odd space where its population is too large to be eligible for many grant programs but is not large enough to entice more prominent developers and retail chains. The IEDA recommends Carroll maximize the resources that are available and create smaller opportunities themselves where gaps exist. Another key component of the report is a cohesive design standard for the district. The report notes Carroll has a historic downtown, which has been lost over time. It notes how some stores, like the current Brown’s Shoe Fit location, stick out from the rest of downtown.
Kooiker and Tiefenthaler say it was great to have some people from outside the community come to Carroll and examine the downtown with clear eyes. The final section of the report suggests priority projects. Immediate priorities to be completed in the next six months include removing obsolete store signs, developing incentives to fill unused space, and adopting a downtown design guide. Long-term plans, such as a community-wide marketing strategy, a building rehabilitation program, and mentorship programs, would be implemented over the next several years.
